At a Glance
Upon completion of this client’s project with Renoir, they achieved:
- A balanced suite of maintenance KPIs developed to drive sustainable tool time performance
- Improved work order standards and an improved and integrated Management Control System was developed to manage resource loading with more accurate job estimations
- Improved reliability due to more punctual equipment maintenance
With an investment of more than A$29.5 billion, our client’s facilities constitute one of Australia’s largest oil and gas resource developments. This includes one of its most advanced integrated gas production systems in the world, which produces LNG, domestic gas, condensate and LPG. Covering approximately 200 hectares, one of its facilities includes five LNG processing trains with a total capacity of 20.7 million tonnes per year, two domestic gas trains, six condensate stabilisation units, three LPG fractionation units as well as storage and loading facilities. One of its complexes also consists of two offshore production platforms.
The client’s main objective was to increase tool time performance of the maintenance crew at one of its main facilities by at least 10%. As part of this objective, they were keen to understand current levels of performance, the opportunities available to them and how to close these gaps in sustainable ways. It was also important to develop an agreed definition of ‘tool time’, such that KPIs and targets could be set, and performance continually improved long-term.
What We Did
With the agreement of client, the 45-week project approach followed Renoir’s Focus Process® with three phases – Definition (or Discovery), Development and Installation.
A full-time task force was assigned to the project, consisting of two Renoir consultants and four of the client’s staff. Client overview was provided by a dedicated Steering Committee (consisting of senior members of the client’s team and Renoir personnel) and a Management Action Team (MAT), consisting of client personnel on a part-time basis who were tasked with delivering the results in their own area of responsibility.
Definition & Development
As part of the Definition or Discovery Stage, 26 shop floor observations of staff performing their roles, 4 fully critiqued ‘Brown Papers’, process maps and a comprehensive suite of desktop-based analysis yielded above 800 issues. 35 of these were deemed critical and were selected for resolution. Capacity and bottleneck analyses of the planning and permitting process were also conducted.
The following 10 steps were identified, planned and executed:
- Install a suite of integrated, balanced KPIs, to drive sustainable tool time performance.
- Develop and install a tool time capture and measurement system to support the management reporting system.
- Install a management control system to focus attention on process drivers and manage variances in performance.
- Enhance the planning process and behaviours to drive increased resource loading and more accurate job estimation.
- Improve delivery of work on the scheduled day by installing Plan-Do Review (PDR) meetings to provide greater visibility.
- Increase engagement and communication between maintenance and operations to improve work execution.
- Install a visual management system to drive engagement and provide further visibility for process status.
- Reduce the churn and burden on the Integrated Safe System of Work (ISSoW) to release latent capacity to better load maintenance schedules.
- Install a Short Interval Control supervisory system to better control the work at the point of execution.
- Install “Standard Days” for supervisory and planning roles.
The opportunities related to multiple contributing issues, each of which required resolution through an integrated solution. The development of the Management Control System (MCS) allowed these issues to be addressed in a consistent and coordinated way.
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A huge improvement in tool time has led to greater job satisfaction, where “supervisors are now supervising, and planners are now planning”. The success of the approach also led to further assignments to increase tool time in operations and to improve the efficiency of the Integrated Safe System of Work.
The tool time project has fostered a better understanding, at all levels, in measuring their success and addressing the root causes of variances. It has also crystallised the need for better definition of roles within the operational functions. This in turn has allowed the client to develop a firm foundation to achieve its next level of performance.
“Renoir brought structure to the problem, and showed us the need for a strong plan, and that we need to stick to the plan”
– Production Excellence Manager
Optimize productivity for your oil & gas plant with a robust Management Control System.