Power of Lean Strategic A3 to Overcome Chronic Operation Challenges

Abstract

Abstract Bahja Rima area is one of largest cluster in Petroleum Development Oman company in term of production & distances between facilities. Overall production system performance facing a lot of challenges to meet the main Key Performance Indicators (KPIs) which related to HSE, oil & gas production, cost reduction, & people as stated in score card. In PDO Key performance indicators (KPIs) support the company to understand if the company is on track or not to meet the set targets. KPIs play a substantial part of the information that required to govern & describe how overall company will progress in meeting its business targets. key KPIs related to HSE, production & people were lagging compared to agreed targets with large impacts on overall field performance in term of production, budget, lean capabilities & HSE. Hence, tremendous integrated efforts using Lean approach were made to overcome those challenges in term of planning to meet the set targets for the area. The tactic had been structured using the Strategic A3 approach with clear milestones & timelines. A simple method was established to focus on the top 4 main themes: HSE, People, Production, & deferment. As part of using strategic A3 approach other lean tools been used like Practical Problem-Solving PPS & Lean project. This project undergone A3 Strategic Planning Work as Lean project approach as below: Setting the Direction: operation & maintenance Leaders determine the asset primary strategy requirements Identify the Gaps Set Milestones to Close the Gap: smart goals been agreed, & those goals are specific, measurable, achievable, realistic, & timely Developing Detailed Action Plans to Achieve the Goals: The plan includes all the individual steps that the organization will take to achieve the goals. Each element should have identified owners, teams, & associated dates. A green belt (6-Sigma as part of Lean projects) was initiated in 2022 to investigate the possibility of improving one of the KPI related to production measurement. This Lean project undergone Six Sigma Green Belt Lean project approach. These efforts have resulted in a pronounced business benefit such as: Building needed people capabilities across the area. Improving the HSE statistics in-term of reporting. % Oil Gain. % deferment reduction. Full Time Equivalent (FTE) saving which was wasted on various parts of the old methodology. Building Consensus: By using practical problem solutions & countermeasures based on data, which improved accountability for plan results & the likelihood of successful strategy deployment. It helps the team follow a thinking process, facilitates communication, & builds consensus & Focusing on a priority.