Case Studies

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An Oil and Gas organisation faced challenges in delivering efficient maintenance execution processes. With downtime affecting productivity, profitability, and economic conditions that led to a shortage of skilled labour, the client sought to significantly improve tool time efficiency. Innovate to operate personnel were requested to initially identify the value drivers in maintenance efficiency, before being requested to execute the improvement program aimed at enhancing tool time efficiency across the three key sites (Floating production, storage and offloading facility, Central processing facility and onshore processing facility). 

Through collaborative efforts with key stakeholders and frontline maintenance teams, as well as utilising vital  data-driven insights, the team were able to coordinate the improvement efforts focused on key impact areas.  By streamlining maintenance workflows, optimising resource allocation, geographically coordinating work and positioning tools. The team were able to deliver an immediate uplift in efficiency. Most critically, the partnering with the frontline team, from Innovate to operate personnel and the organisation delivered a remarkable increase in workforce productivity from 54% to 58% within just 12 months.

Our client recognised the need for cultural transformation to drive organisational excellence and innovation. They sought to establish an Improvement Management System (IMS) to foster a culture of continuous improvement and effectively manage employee and contractor ideas and activities, to ensure the organisation could grow through continuous improvement. 

Our team began by developing a comprehensive Improvement Management System, comprising a structured process, training capability framework, prioritisation guidelines aligned with the company's value drivers, and an integrated IT system to support idea management and activity tracking. Our approach was centred on building a robust framework to streamline improvement initiatives and empower employees and contractors to contribute to their ideas being delivered effectively.

 A global Energy company faced challenges related to material availability for their maintenance workforce. Their inventory costs, warehousing expenses, and logistics costs were increasing at close to 100% year on year to compensate for the low material availability. The company had invested in several Logistics and Supply chain consultants who were looking at the issue in isolation of the function they were employed by and as a result could not resolve the issues. 

The Innovate to Operate team reviewed the previous efforts and decided a more holistic root cause analysis was required to identify the bottlenecks contributing to the client's challenges. The comprehensive analysis delved into all aspects of the client's operations, starting from reliability assumptions and understanding all the challenges that were impacting budgeted assumptions.  We employed a rapid yet thorough approach to uncover the root cause of the challenges and identify where the bottlenecks were to improving material availability.

Through our root cause analysis, we quickly identified discrepancies in the client's bill of materials (BOM) as a primary driver of inventory inefficiencies and warehousing costs. Additionally, we discovered that inaccuracies in equipment maintenance schedules were contributing to unplanned downtime and reduced equipment availability. Rather than investing in logistics consultants, we recommended targeted interventions to address BOM issues, streamline inventory management practices, and improve equipment maintenance processes.