Improve production and change of company culture

This French owned, multinational oil and gas operator has a business model that focuses upon acquiring assets and extending their operational life through innovative and pragmatic approaches to performance improvement. In 2011, they acquired a UK onshore oil production asset from a major oil exploration and production company.  This asset had been established for 30 years and during its lifetime production had dropped some 80% from peak and it was getting beyond its profitable envelope and would require significant investment to maintain production let alone improve it.

The new management team were faced with an immediate need to improve production, deal with asset integrity issues as well as to change the culture that had been allowed to prevail and develop new ways of working. The leaders in the new operation had to move away from the traditional and somewhat restricted approach of a large multinational operator, to one of a more pragmatic and focused operator at the sharp end of maximising and extending the profitable life of the field assets beyond that previously thought possible.

Our Approach

Initially focusing our attention on the senior team, we spent time diagnosing the root causes of the cultural challenges and the apparent causes of waste with operational processes.  Over a two year period we worked with operational leaders to develop a number of focused interventions

  • Developing an operational strategy founded in ‘Fit for Purpose’ Wells, Plant and People that would deliver a new 30 year license to operate at increasing levels of profit
  • Developed a Transformation Programme of Physical and Human Asset development
  • Raising the awareness in Lean and Continuous Improvement from the top team to operations
  • Carrying out Lean based project improvement activities using Rapid Improvement techniques
  • Equipping individual and organisational capabilities in leading Lean, CI and change management

Client Benefits

  • A clear operational strategy with  targeted objectives of ‘Fit Plant, Wells and People’ resulting in pan organisational improvement strategies and aligned team plans
  • Increasing and sustaining production levels by 90%
  • Reduction of waste and lead time reduction in maintenance scheduling and procurement processes
  • An achieved shift in organisational culture towards a ‘task and performance focused’ environment developing teams and cross functional communications
  • Leaders and managers developing responsibility and accountability to deliver within an agreed framework and achieving measurable results in improved ways of working and business performance