Multi-site planning and scheduling processes reorganized and aligned following merger

Following the merger of an international oil and gas exploration and production (E&P) operator with two locally-operating European gas producers, the consolidation of six sites and their maintenance teams became necessary.

T.A. Cook was brought on board to restructure the new organization in order to streamline teams and processes.

Identifying post-merger issues
The initial analysis revealed that across the newly-merged sites, Planning & Scheduling (P&S) processes differed significantly. The Work Order Management (WOM) process lacked key functions and each planned and scheduled according to its own standards and preferences.

As a result, work permits were handled by separate systems, while the tools and equipment needed to execute work were often not available or delayed. Teams were either overstaffed or lacked the training needed to deal with work requests. 

Coaching for alignment across sites
In order to streamline the planning and scheduling activities across all sites, future P&S requirements were defined and communicated to all teams. Employees with the requisite technical experience, knowledge and communication skills were then chosen for the roles of Planner and Scheduler.

Within three weeks, Planners and Schedulers were coached onsite by the T.A. Cook team in how to carry out mandatory functions and use key tools.

As part of further training, questions or problems were addressed immediately, while issues concerning parallel departments were tackled directly by T.A. Cook personnel and the appropriate Manager.

Results
The first weekly schedule was made available in three weeks, while fully scheduled activities were given to workers one week later. Waiting times were reduced by 85%, giving each worker approximately 1.5 hours of additional execution time. P&S systems were streamlined and coordinated, eliminating losses suffered from lack of coordination and training.

This corresponded to a 20% reduction in cost in terms of labour, material and tools. The successful implementation of the entire post-merger alignment project was completed within only eight weeks.