At a Glance
After a project with Renoir to improve maintenance effectiveness and work order processes, the following results were seen:
- A reduction of average open work order days of more than 50%
- Introduction of a new management control system that supported alignment and standardisation of the districts
- A new truck audit process that identified $427,000 in excess inventory
- Proliferation of best practices from individual supervisors into a system that is shared by all
The client is a contract drilling company headquartered in the United States and is engaged primarily in the drilling of oil and gas wells for exploration and production companies. The company stands as one of the primary land and offshore platform drilling contractors in the world and is an industry leader.
The analysis involved a qualitative and observational assessment to understand the current state and workload constraints impacting maintenance effectiveness and to understand the potential obstacles hindering operational performance.
Over the course of the analysis, we collectively gained insight into significant opportunities for improvements in uniform processes across the districts and the links to the processes for SLPC (Safety Learning & Performance Center) and RAMS (Rig Asset Management System), in planning and control and in skills management practices.
The primary areas of opportunity identified were:
- Inconsistent practices and procedures between Maintenance Superintendents within the same region and across regions.
- Data being captured from the Maintenance EAM system was flawed and unusable from a planning and performance feedback perspective.
- Tools for effective planning, scheduling, and follow up did not exist.
- No metrics for measuring district performance existed.
- Skills competencies and capabilities were not formally assessed.
- Poor and/or inconsistent communication across all facets of the company.
- No standardised truck inventory management
What We Did
The project objective was to develop and implement uniform processes, management planning and control practices and a skills development program across the districts that would allow management to improve visibility, control and predictability over capacity utilisation and performance.
The approach included reviews of the following:
Regional Maintenance Planning (Electrical/Mechanical)
- Overtime monitoring.
- Schedule population and creation process
- Materials and equipment planning process
- Manpower Confidence Scale/Skills Flexibility Matrix
- Truck outfitting
Strategic Maintenance Planning
- Skills Competencies required for manpower assignments.
- Scheduling process
- Roles, accountabilities and expectations
Overarching Management Control System (MCS)
- KPI Dashboards for goal calibration and target attainment
- Meeting structures and agendas
- Action Log compliance and documentation
- Meeting effectiveness a
- Short Interval Control Mechanisms.
The project kicked off with a team of 3 Renoir consultants and 5 of the client’s maintenance superintendents. The team reviewed the approach and developed appropriate solutions, which were then tested in two of the districts to allow for additional modifications later on.
Prior to installing the tools in the remaining districts, all superintendents were brought in for training, providing them the opportunity to ask questions and raise their concerns.
Open Work Order Days Reduction: Open work orders improved from an average of 55 days down to 25 days.
Average Labour Hours Worked per Technician: Without increasing staff, maintenance technicians’ average hours per week fell from 90+ hours per week down to 84.
Alignment of Role Descriptions: Superintendents collaborated, developed, and documented the responsibilities and aptitudes for each technician level.
Improved Data integrity: Emphasis was placed on how Maintenance was completing work orders. Any inconsistencies between districts were addressed to allow for improved reporting.
Truck Audits for Accountability: A new truck audit process was developed and implemented to ensure that maintenance technicians were held accountable for what parts and tools were on their trucks.
Improved Scheduling and Follow-up: The maintenance superintendents now have tools to properly plan work for their technicians and to follow up on the work that was assigned. There is also a tool to ensure that they can properly determine the resources available and fully load each technician with a full day’s worth of work.
“Renoir was instrumental in the development of maintenance tools that brought visibility and clarity to our business. This project enabled us to move in a cost saving direction of true predictive maintenance.”
Sr. Maintenance Superintendent
Identify opportunities for maintenance and work order process improvement.