Poor Collaboration & Collective Real-Time Decision Making Leading to Inefficiency

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Business Challenge/Opportunity

A major Oil & Gas company needed better collaboration and real-time decision-making, which led to inefficiency, siloed departments, and a lack of trust between onshore and offshore teams. The company also had a need to reduce HSSE exposure through reduced travel and increased productivity.

Approach

A new way of working was developed based on existing business processes and procedures but with a strong emphasis on guided workflows across multi-discipline asset teams and supporting functions. Custom, state-of-the-art facilities and space planning were also implemented, which included permanent team workspaces, dedicated collaboration facilities, and break-out areas with audio-visual (AV) technology and interfaces.

Impact

The programme implemented resulted in an annual benefit of over $75 million in production efficiency. Improved management of production, operations, and facilities contributed to a field-wide arrest of the production decline achieved over several years, with a 3% increase in one year. The average time for restarting wells that had quit production was reduced from six days to less than three. Enhanced surveillance capabilities resulted in a 0.2% reduction in deferment from trips and failures of the seawater injection pumps. Cooperation between asset teams was improved, instilling a high level of trust and contributing to the reliability of over 97%, the overall availability of 93%, and a near-zero maintenance backlog. Travel to the field was reduced by 15% or more, thus reducing HSSE exposure and improving equipment availability to over 90%.

Business Impact

By implementing the programme, the Oil & Gas company was able to achieve significant cost savings, increased efficiency, and improved collaboration and decision-making, leading to improved safety and productivity. The company's ability to manage production, operations, and facilities was enhanced, leading to a field-wide arrest of production decline and a 3% increase in production. In addition, by reducing the average time for restarting wells and improving equipment availability, the company minimised costly downtime and increased revenue. Improved cooperation between asset teams also reduced maintenance backlog, further reducing costs and improving efficiency.

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