Operations Management is the management of systems and processes that create goods and/or provide services. It interacts with finance and marketing management within a business.
Operations Management deals with the design and management of products, processes, services and supply chains. It considers the acquisition, development, and utilization of resources that firms need to deliver goods and services.
Our Operations Management program includes direct support in:
- forecasting methods that will provide the greatest insight into future predictions for better decision making,
- capacity planning to enable the best match of resources to future requirement,
- design of work systems to reduce lead time, increase throughput and minimize defects,
- application of production support systems to manage inventory and schedule work,
- implementation of Supply Chain Management best practices to outsourcing, procurement and the management of suppliers,
- improvement of distribution, delivery and customer service.
Operations Management ranges from strategic (size and location of facilities, structure of services) to the tactical (facility layout, equipment selection). Operational issues include production scheduling and control, inventory management, quality control and inspection, traffic and materials handling, and equipment maintenance policies.
We have seen significant improvements in results and have adopted the principles in our planning and operations efforts.
...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.
Petrofac - 40% Reduction in Drilling Time
Planned performance was based on past performance and overall regional performance. An integrated operator / supplier team was formed with assigned deliverables through the planning phase. A target time was set at under half the past performance through a team Drill the Well On Paper (DWOP) event. Results showed an impressive 40% reduction in drilling and completion time for the wells which faced challenges from soft formations that are difficult to build inclination to intermittent depleted sands which create a complex pore and frac gradient regime with a narrow mud weight window. Furthermore, precautions were taken to minimize formation damage in the producing interval.
Addax Achieves 77% Drop in Project NPT
Performance was poor as non productive time in the operation was over 30%. John de Wardt defined a project delivery process and got it to be accepted by all in the department. This process requires the application of a number of steps at all stages of the planning and execution processes with appropriates gates that check and sanction each step before the next stage is carried out. The application of this process had a dramatic impact on performance as non productive time dropped to about 11% the following year. By the second year non productive time was about 7% - a total reduction of non-productive time of 23%.