At a Glance
- North American oil, gas, and petrochemical operator partnered with Renoir to address inefficiencies in maintenance execution, contractor oversight, and governance.
- The client faced low wrench time (just above 20%) and poor meeting effectiveness, with over 50 operational pain points identified.
- Renoir implemented a structured Maintenance Control System (MCS) and optimised contractor management processes, achieving a >94% reduction in overdue critical work. This case study explores how Renoir improved maintenance efficiency, governance, and cost performance for a major refinery.
Key results
- Overdue critical work reduced by more than 94%.
- More than US$8 million in contractor savings identified.
- US$2 million in annualised contractor cost reduction targeted and scoped.
- Closed-loop Work Management Control System implemented, improving meeting quality and decision-making.
- Governance system effectiveness score increased from 45% to 87%.
Background
Petrochemical refineries are highly complex facilities with numerous interconnected processes that require precise control and optimization to ensure safe and reliable operation. Importantly, these refineries involve enormous capital expenditures (CapEx) and operational costs. Efficient operations and minimising downtime are crucial to protecting these investments and maintaining profitability. Operational inefficiencies or failures can cause costly production losses and damage to expensive equipment, impacting the refinery’s financial sustainability
The client is a major oil, gas, and petrochemical operator based in the Pacific Northwest, with a processing capacity of around 250,000 barrels of crude oil per day. The refinery plays a pivotal role in supplying jet fuel to several international airports and is a pioneer in renewable diesel co-processing using biomass-based feedstocks.
With an expanding operation and increasing performance demands, the client recognised the need to enhance its maintenance processes and contractor management to drive long-term refinery performance improvement.
Analysis
An internal review was undertaken to uncover operational inefficiencies across the refinery’s maintenance and contractor functions. This assessment revealed significant issues in the execution of routine maintenance, governance of work management processes, and oversight of contractor performance.
To gain a deeper understanding, external consultants were engaged to carry out a detailed analysis, which highlighted several critical findings:
- Observation studies of both in-house and contractor maintenance teams indicated wrench time at just over 20%, while non-value-added (NVA) time surpassed 50% in some cases.
- The existing Work Management Control System (MCS) lacked an effective Plan-Do-Check-Act (PDCA) cycle, with meetings proving poorly structured and performance metrics either unreliable or absent.
- Contractor management processes showed weaknesses in both operational execution and administrative oversight, particularly in areas such as cost control and performance monitoring.
In total, more than 50 operational pain points were identified, with 19 prioritised as part of a structured improvement programme. To address these challenges, the client launched a focused initiative aimed at increasing wrench time and reducing contractor-related costs. Renoir was brought in to implement a robust MCS and drive sustainable performance improvements.
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“We brought Renoir in to help us improved productivity, and to put management systems in place so that we could sustain the results. They surpassed the original goal, and we are very happy with the results.”
– Chief Technology Officer
Project Approach
Renoir’s approach centred on three primary objectives:
- Establishing a robust Work Management governance framework to promote accountability and streamline decision-making.
- Embedding key performance indicators (KPIs) to provide clear visibility into maintenance execution and outcomes.
- Optimising contractor workload allocation to achieve targeted annual cost savings of US$2 million.
A dedicated team consisting of a project manager, a senior consultant, and a part-time data specialist worked alongside internal stakeholders and the corporate Centre of Excellence (CoE). An Agile project management framework was used, featuring daily stand-ups, bi-weekly sprints, and structured steering committee reviews over the project engagement.
Implementation
The initial phase centred on designing a Work Management governance framework that enhanced effectiveness without imposing unnecessary administrative burden. Following stakeholder alignment, detailed Terms of Reference (ToR) were established for all meetings, with schedules tailored to accommodate front-line personnel.
Key performance indicators were clearly defined and integrated into automated reporting systems, supported by role-specific dashboards offering real-time insights. To enable effective use of this data, staff were provided with targeted training sessions and practical job aids.
Implementation activities included:
- Conducting kick-off meetings and governance training for key personnel.
- Introducing Meeting Effectiveness Scorecards (MES) to monitor and improve meeting quality.
- Coaching meeting facilitators to strengthen decision-making processes.
- Developing a data-driven resource utilisation model to assess internal workforce capacity and identify opportunities to transition tasks from contractors to in-house teams.
- Applying advanced data analytics to optimise task allocation across maintenance and contractor management systems.
All proposed changes were validated in collaboration with front-line leadership prior to submission to the steering committee for approval and rollout.
Additionally, the consulting team provided strategic support in drafting a comprehensive Work Management guide, refining internal communication plans, and advising on broader maintenance management strategies.
“As our company is expanding, we faced the challenge of increasing our design output without sacrificing quality. Renoir delivered a systematic, sustainable solution, and we’re excited to partner with them for our factory’s next phase.”
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– Chief Executive Officer
Results
The newly implemented governance framework significantly improved decision-making quality, with governance effectiveness scores rising from 45% to 87%. KPIs such as schedule adherence, backlog reduction, and unscheduled work rates improved across the board. The Work Management Control System now operates as a closed-loop mechanism with embedded accountability.
Crucially, collaboration between Operations and Maintenance functions strengthened, creating a cohesive problem-solving culture. Over US$8 million in contractor savings were identified, with US$2 million in annualised reductions scoped through optimised resource allocation. These achievements provide a sustainable platform for continued maintenance excellence and cost-effective growth.
*We have intentionally omitted client-specific details to maintain strict confidentiality.  
Drive sustainable maintenance efficiency through governance and data-driven insight.
