About John de Wardt
John de Wardt is President of DE WARDT AND COMPANY INC., a firm he founded to assist companies to increase their profitability through improving business processes. DE WARDT AND COMPANY INC. specializes in developing strategies using scenario planning techniques, applying Lean Manufacturing techniques and improving operations / project performance.
Mr. de Wardt graduated from the University of Newcastle in England with an Honors degree in Mechanical Engineering in 1976; he specialized in industrial processes and business management. During this period, he completed the Institute of Mechanical Engineers industrial experience program through a scholarship with Imperial Chemical Industries, a leading UK petrochemical company.
From 1976 to 1991 Mr. de Wardt worked in various engineering and contracts management positions for Shell International throughout the world. In 1990 he published the first in a series of papers discussing “Contracts in the 90’s”.
In 1991, he became Deputy Managing Director of Forasol / Foramer - an international drilling contractor based in Paris, France. In this position, Mr. de Wardt directed numerous successful projects applying the new business methods and practices he had developed.
In 1993, Mr. de Wardt led the Well Construction and Well Management Strategy Development Team for Halliburton and Brown & Root in Houston, USA, sponsored by the Vice Chairman. This work contributed to the integration of the two companies’ energy services organizations and deployment of a strategy that is redefining the upstream oil and gas industry.
Since 1994, Mr. de Wardt has successfully implemented his proprietary programs with exceptional results. He is a recognized expert in Lean Manufacturing, organization development and strategic planning as well as being an accomplished facilitator. He has analyzed market trends and assisted with strategy development for numerous clients throughout the upstream oil and gas business to construction contractors in the highly competitive power generation and water / waste water markets. These clients have increased their market share, revenues and profitability. He developed and facilitated proprietary workshops for many clients that have resulted in world-class results on projects around the world. Mr. de Wardt has published more than 15 leading industry articles.
In 2008, Mr. de Wardt was retained for a 3 month assignment as the Acting COO of a manufacturing facility for an international growth manufacturing business in the FSU.
John de Wardt has Lived and Worked around the World
John de Wardt has lived and worked in France, Malaysia, Netherlands, Thailand, the UK, and the USA.
He has also worked assignments in Abu Dhabi, Angola, Argentina, Austria, Canada, China, Dubai, Gabon, Germany, Myanmar (Burma), Nigeria, Norway, Oman, Russia, Singapore, Switzerland, Ukraine, Venezuela, Yemen.
Search
Testimonials
...substantial improvement in product delivery and resultant reductions of inventory. The catalyst for these new processes was the Strategic Planning workshop lead by John de Wardt.
His recent corporate strategy development work resulted in a set of strategic initiatives that are already beginning to deliver value only a few months into their implementation.
His insight into the oil and gas industry is invaluable, and his knowledge of best practice in manufacturing has added measurable value to several of our investments.
John de Wardt provided us with a straight forward, hard driving, no nonsense approach to strategic planning that is still helping us define and achieve new business goals.
John’s emphasis on rigorous planning has resulted in tangible and measurable results in the area of drilling and completing wells. A true step-change.
We have seen significant improvements in results and have adopted the principles in our planning and operations efforts.
Case Studies
Regional Pressure Vessel Shop Grows Margins
A high intensity Lean Manufacturing event reorganized the work stations in a pressure vessel fabrication shop. The immediate result was the growth of margins from the low 20% to in excess of 30%.
Fabrication and Assembly Facility Flow
Facility flow analysis revealed huge throughput improvement opportunity in current facility through rearranging the start and end points of the facility flow. Capacity increase was realized without additional land acquisitions.