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.
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.
...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.
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.
Weatherford jumps to the big league
In 1997, Weatherford International commissioned John de Wardt to undertake worldwide interviews of company personnel in all divisions and incorporate these results into his strategy development program. A six day workshop that included 110 participants developed many initiatives designed to reach the challenge made by the CEO - double revenues profitable with in 5 years. These initiatives were detailed out by teams after the workshop and summed up to show that a course could be followed to grow the company from $500 million to $ 1 billion. Simultaneously, the workshop group foresaw the significant mergers that could occur in the oil service industry that prompted Weatherford to accept a merger offer from Enterra and maintain itself in the big league. John has continued to support Weatherford in a number of strategic planning areas relating to new growth businesses: intervention services, under balanced services and expandable services.
Smith dominates a new service
Smith Bits hired John de Wardt to undertake a scenario planning session for their newly created Advanced Engineering Service. This process created a new understanding of how Smith could differentiate themselves through delivering more value to the customer. Implementation of this strategy yielded a massive growth in this new service and domination in many markets. Furthermore, Smith followed advice from John on the implementation of Lean Manufacturing techniques to further improve the profit margins of a commodity business. Smith have continued to call on John's services for insight into the future trends in the oil industry and how they can impact the products and services.