A global client requested our assistance to create an Operational Readiness (OR) process for their major projects, including implementation support.
In close collaboration with the client, we spent three months developing two guidelines, one for Operational Readiness and the other for Commissioning & Start-up. Several industry best practices were included in these guidelines, including Organization Charts & job descriptions, Operations Readiness Plan (ORP) and checklist, Assurance Protocol and Performance Metrics. Once the guidelines were approved, we were invited to input our subject matter expertise in two Operations Readiness Reviews (ORR's) as well as providing guidance in using the new guidelines. We also provided subject matter expertise in developing a training program, with targeted support during the training workshops.
The client deemed the new Operations Readiness as one of four key initiatives for improving project performance, including the adoption of the OR guideline metrics. One client project team in particular has embraced the OR process and will champion its success with our support.
Investors were concerned about performance issues at an asset. The CEO requested an operational excellence review to ease his Board’s concerns.
The JEM team deployed quickly, reviewing documents before arrival. We met with the CEO and executives for dinner the night before the review in order to get acquainted and discuss deliverables. The next morning, we arrived at the site for a full day of management meetings, a working lunch, site tour, and a control room visit. Behaviors were noticed during the management meetings that led our team to conduct a few private interviews in search of underlying issues. We shared our preliminary thoughts with the CEO before concluding the day, including the softer cultural issues observed that prevented optimal performance. After we left the site, the CEO sat down with his Site Manager to discuss our input.
Overnight, the Site Manager began to schedule audits for several of the easier fixes we noted. Ultimately, we opened up the communication lines between the CEO and his Site Manager. Our team worked into the evening to develop the slides for a debrief the next day. We met the CEO and CFO for an early morning session to review the slides, preparing them for the Board meeting the following week. Our team continued to support the VP, Engineering, analyzing collected data to solve a difficult problem which was affecting the performance of the asset. The support we offered this client resulted in immediate improvements and real value for the company and its investors through an efficient, hands-on approach.
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