Connecting Key Elements: A New Approach to Integrating People, Processes and Technology Can Change the Safety-Productivity Dynamic

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Scott Lehmann, VP of Product Management is featured in Hart Energy’s E&P Magazine explaining how a new approach to integrating people, processes and technology can change the safety-productivity dynamic:

Asset integrity, safety performance and production efficiency are inextricably linked in hazardous industries. While it may seem simple in theory to ensure that the work needed to maintain safe, efficient and sustainable production gets executed safely and efficiently, the reality is often very different.

Competing work conflicts, stretched resources, differing priorities across business functions and changing workforce demographics are just a few of today’s realities across the global oil and gas industry. Add to this the challenges that go with increased global demand, aging assets, maintenance backlogs and compliance requirements against the ever-present production requirements, and companies have the complex reality that faces frontline managers and operations staff each day as they make the difficult calls regarding safety and productivity.

People dimension

With a less experienced and more culturally diverse workforce recruited from across the globe coupled with the increasing complexity of operating environments, many companies find themselves in a race just to stay even, let alone improve. Employees jump from company to company in search of improved conditions, contractors have become the principal suppliers of frontline staff in some regions, and subject matter experts have become hot commodities.

Process and systems dimension

One of the key systems used across all hazardous industries is a work management system that typically encompasses at a broad level engineering, planning, maintenance, operations and HSE. Across these functions is the day-to-day management of the safety-productivity dynamic and the identification, prioritization, planning, scheduling and safe execution of the work activity required to ensure long-term safe and efficient production.

In each of these business functions (that are often managed separately) there has been a lot of focus at improving or optimizing processes. So, for example, in planning some organizations have spent significant time, effort and money to improve planning processes. They have been improved, in some cases quite markedly. However, often there is little improvement in terms of maintenance effectiveness, safety performance or improved production efficiency. The key may be in looking at how the end-to-end system can be optimized.

Read the full article here on Hart’s Energy E&P website.

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