A thirty-year-old oil & gas terminal required step-change improvements in reliability, cost and morale.
The company recognized the need to make improvements at the facility, which processes and separates the oil, water and natural gas pumped from several offshore production platforms.
The facility had a number of performance challenges, including product quality, environmental performance, shipping and operational reliability and asset integrity.
Employees were not always collaborating in an effective manner, and organizational issues often prevented efficient execution of business plans.
The facility and the people that made it work required revitalizing through improved systems, processes and leadership skills.
Supported the team in defining and implementing an improvement program across multiple Business Excellence themes, including HSE, Maintenance & Reliability, Asset Integrity, Cost, Production Optimization, Integrated Planning and Leadership and Performance Management.
Trained and developed an internal program team and help leadership craft a vision for improvement.
Facilitation clarification of processes, installation of new systems, and improvement efforts based on root cause analysis.
Helped the terminal achieve substantial improvement in operational performance by creating a workplace where people from different cultures came to work together to work effectively as teams.
Clarified roles and responsibilities and coached leaders on building their skills and reinforcing new winning behaviors.
Improved maintenance planning process, productivity of maintenance technicians and work order and backlog. management system improved; installed more effective pre- and post-lift planning meetings; established project prioritization process based on risk, production, cost and long-term growth.
"The program provided a framework that enabled us to understand key issues and to confront them."