Value Delivery Systems
Profitably delivering value to the customer is a critical success factor in business. Defining and improving the Value Delivery System, the end to end system that collaborates to deliver value to the customer, generates greater profitability and increased customer satisfaction. Effective Value Delivery Systems flow across departments and functional boundaries in organizations.
Understanding and aligning your Value Delivery System to your strategy and to your customer values is an imperative in today’s competitive business environment.
The Value Delivery System design program provides direct support to:
- identify the gap between current system performance and ultimate possible performance
- analyze the current Value Delivery System and develop a vision of what can ultimately be designed
- choose a team capable of designing the new Value Delivery System and implementing the changes
- direct the team through a mapped change process that incorporates management reviews and approvals
- apply decision making tools where choices between alternative options need to be clearly made
- design and implement stage gates to ensure robust decision making at discrete and critical points in the system
Some of the principles for the design of Value Delivery Systems:
- A system must be optimized as a whole and not as parts of the system.
- To improve the output of a process, we must improve the process itself.
- There are subsystems whose improvement will produce dramatic improvement in the performance of the whole system − the trim tab principle.
- The source of problems people encounter is either in the design of the system (systemic failure) of which they are part or the way they react to the system.
Our program specifically addresses:
- Safety: methods and techniques to minimize the possibility of harm to people or equipment,
- Quality: means to achieve quality at source minimizing rework as well as quality in the final product for customer satisfaction,
- Human Resources: recruitment and retention methodologies, competency mapping and ranking systems.
Two specific sub sets of a company’s Value Delivery System are:
- Operations Management − applied to ongoing business.
- Project Management − applied to one off activities that have a clear beginning and end.
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Testimonials
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.
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.
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.
...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.
We have seen significant improvements in results and have adopted the principles in our planning and operations efforts.
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.
Case Studies
"ELITE" - A success for GF Satellites.
The Lean Drilling program was applied to a 4400 meters development well with an 1100 meters horizontal section, which was planned to include an intelligent completion, in the Norwegian sector of the N Sea. The well was drilled in 25.4 days with an overall drilling performance of 171 meters / day compared to a historic average of 80 meters / day, using a type 2 semi-submersible unit in some 350 meters of water (left plot). The completion activity was performed in 12.9 days compared to a historic completion time of 24 days (right plot). Statoil stated in their magazine "Well Informed" that the result was even better than the Technical Limit Curve for this well. This result realized capital cost savings of US$ 7.5 million and additional value from earlier production of oil.
One of the fastest offshore gas developments.
Sangu achieved first gas only seventeen months from the Field Development approval and just over two years from the discovery by Cairn. Cairn and its co-venturers were able to remain on schedule with the field development notwithstanding the many problems caused by the difficult operating conditions that are a feature of the Bay of Bengal. This is the first project to develop and supply gas from the Bay of Bengal into the domestic market of Bangladesh. Cairn and its co-venturer Halliburton jointly undertook this project that included sub-surface modeling together with the design and construction of the wells, platform, pipeline and onshore plant. DE WARDT AND COMPANY organized this multi-discipline, multi-location team and implemented management processes that aligned the team to very aggressive goals through their Lean Hydrocarbon Development program.