An oil and gas major was starting up the development of a new asset and was challenged by Executive Leadership to develop a roadmap for fi rst quartile performance. This meant well development costs and cycle times needed to be reduced signifi cantly. In the development of this roadmap they identifi ed the need for a robust Continuous Improvement (CI) Process that would engage each function and drive performance across the organization.
"Working with a team of dynamic people toward a set goal leads to success. I have learned that change brings fear, but not changing can be more scary."