scholarly journals Critical Success Factors of the Reliability-Centred Maintenance Implementation in the Oil and Gas Industry

Symmetry ◽  
2020 ◽  
Vol 12 (10) ◽  
pp. 1585 ◽  
Author(s):  
Masoomeh Zeinalnezhad ◽  
Abdoulmohammad Gholamzadeh Chofreh ◽  
Feybi Ariani Goni ◽  
Jiří Jaromír Klemeš
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Oil And Gas ◽  
Nominal Group Technique ◽  
Oil And Gas Industry ◽  
Nominal Group ◽  
Gas Industry ◽  
Implementation Phase ◽  
Critical Success ◽  
Critical Measure

Reliability-Centred Maintenance (RCM) is a strategic process to improve the maintenance planning of companies which contributes to sustainable production. This method has been applied by numerous industries to achieve an efficient maintenance process, but many have not fully completed their goals. The reason for this failure is that RCM implementation is complex, and organisations need to have adequate preparations before they implement it. In the pre-implementation phase, it is necessary to know the number of Critical Success Factors (CSFs) as a critical measure for implementing the RCM method successfully. Therefore, it is important for practitioners to apply a symmetric mechanism involving fuzzy systems to achieve the desired RCM implementation. There are a limited number of studies that have observed these factors regarding the characteristics of oil and gas companies, especially in the pre-implementation phase. Addressing RCM pre-implementation issues is of high importance from the economic perspective of sustainability for oil and gas organisations. The objective of this study is to investigate significant items in RCM pre-implementation through a combination of quantitative and qualitative analyses. The Nominal Group Technique (NGT) method is applied by gaining the opinion of experts to determine the factors and prioritising them using mathematical modelling. A group of related experts from the oil and gas industry were initially interviewed and surveyed to determine the critical success factors. These identified factors were then analysed using quantitative analysis to identify the important degrees and scored using Fuzzy Analytic Network Process (FANP). Fifteen major factors affecting the criticality of successful RCM implementation have been identified and prioritised, based on their weights. The model proposed in this study could be used as a guideline for assessing CSFs in other countries. To apply the proposed model in different contexts, it needs to be modified according to the needs, policies, and perspectives of each country.

scholarly journals Critical Success Factors for ERP Projects: Recommendations from a Canadian Exploratory Study

2020 ◽  
Vol 15 (2) ◽  
pp. 80
Author(s):  
Sreekumar Menon
Keyword(s):  
Enterprise Resource Planning ◽  
Critical Success Factors ◽  
Success Factors ◽  
Oil And Gas ◽  
Single Case ◽  
Resource Planning ◽  
Oil And Gas Industry ◽  
Structured Interview ◽  
Gas Industry ◽  
Critical Success

This research paper discusses key recommendations for improving future Enterprise Resource Planning (ERP) implementations based on insights from an exploratory qualitative single case study in the Canadian Oil and Gas Industry. The study was conducted using a semi-structured interview guide from twenty participants belonging to four project role groups of senior leaders, project managers, project team members, and business users. The research evoked a comprehensive list of forty-two critical success factors (CSFs) and out of which, top ten CSFs discussed include: Know your data, longer and more integrated testing, utilization of the right people, longer stabilization period (hyper-care), communication, address legal and fiscal requirements, hyper-care must be longer, early buy-in from business, have a Lean Agile program, less customization and more vanilla out of the box, and project must be business-driven and not IT-driven. This study is one of first ERP case studies in the Canadian oil and gas industry and the research recommendations can prove to be beneficial for organizations when undertaking ERP implementations.

Addressing the productivity challenge using a build, own, operate, maintain (BOOM) contracting model

2014 ◽  
Vol 54 (2) ◽  
pp. 517
Author(s):  
Geoff Bird ◽  
Rob Radici
Keyword(s):  
Success Factors ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Infrastructure Development ◽  
Gas Industry ◽  
Critical Success ◽  
Risk Environments ◽  
Subsequent Phase ◽  
Contracting Model ◽  
Project Lifecycle

Poor productivity is one of the major challenges facing the oil and gas industry in Australia. This is evidenced by significant cost and schedule overruns on every major LNG development during the recent Australian LNG construction boom. In a world where gas is a global commodity that can be easily exported, the consequences of poor productivity mean that investment dollars are directed overseas to lower risk environments to the detriment of resource development in Australia. This extended abstract explores the causes of poor productivity and it argues that one of the principle reasons is a fragmented contracting strategy, which results in the scope being split among different contractors at various phases of the project lifecycle, requiring complex and often inefficient interface management. This combined with little commercial incentive for contractors to minimise cost for the subsequent phase of the project means the responsibility falls with the operator to optimise costs during the project lifecycle. This extended abstract proposes that BOOM commercial model and contracting strategy is one way to address the productivity challenge. This model incentivises the contractor to engineer to reduce construction cost and to construct to minimise operational and maintenance costs by ensuring the contractor has a significant stake. This better aligns the commercial interests of the contractor and operator. This extended abstract also addresses the types of infrastructure development the model is best suited to and some of the critical success factors required to deliver a successful BOOM outcome.

scholarly journals Assessment of critical success factors of business process re-engineering in the Nigerian oil and gas industry

2015 ◽  
Vol 46 (2) ◽  
pp. 1-14 ◽  
Author(s):  
U. O. Asikhia ◽  
D. O. Awolusi
Keyword(s):  
Organizational Performance ◽  
Performance Measures ◽  
Business Process ◽  
Critical Success Factors ◽  
Success Factors ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Operational Performance ◽  
Critical Success ◽  
Oil And Gas Companies

Business Process Re-engineering (BPR) is defined as the critical analysis and radical redesign of existing business processes to achieve breakthrough improvements in performance measures like cost, quality, speed, profitability and services. The purpose of this paper is to identify the critical success factors of BPR implementation, to evaluate their effects on the primary measures as expressed by the operational performance and the secondary measures as expressed by the organizational performance, and to find out the effect of the operational performance on the organizational performance of Nigerian oil and gas companies. To achieve these objectives, an empirical study was conducted via the administration of 650 self-administered copies of questionnaire to a randomly selected senior and management staff of eight (8) re-engineered Oil and Gas Companies in Nigeria. Using the framework from Khong & Richardson (2003), factors manifesting operational performance and organizational performance were regressed on the Critical Success Factors (CSFs) manifesting successful BPR. Findings based on the survey revealed that successful BPR can positively affect both operational and organizational performance measures in the Nigerian oil and gas companies.

A hybrid model for ranking critical successful factors of Lean Six Sigma in the oil and gas industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amir Karbassi Yazdi ◽  
Thomas Hanne ◽  
Juan Carlos Osorio Gómez
Keyword(s):  
Delphi Method ◽  
Success Factors ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
Lean Six Sigma ◽  
Ratio Analysis ◽  
Gas Industry ◽  
Content Type ◽  
Critical Success ◽  
Practical Implications

PurposeThe aim of this paper is to find and prioritise multiple critical success factors (CSFs) for the implementation of LSS in the oil and gas industry.Design/methodology/approachBased on a preselected list of possible CFSs, experts are involved in screening them with the Delphi method. As a result, 22 customised CSFs are selected. To prioritise these CSFs, the step-wise weight assessment ratio analysis (SWARA) method is applied to find weights corresponding to the decision-making preferences. Since the regular permutation-based weight assessment can be classified as NP-hard, the problem is solved by a metaheuristic method. For this purpose, a genetic algorithm (GA) is used.FindingsThe resulting prioritisation of CSFs helps companies find out which factors have a high priority in order to focus on them. The less important factors can be neglected and thus do not require limited resources.Research limitations/implicationsOnly a specific set of methods have been considered.Practical implicationsThe resulting prioritisation of CSFs helps companies find out which factors have a high priority in order to focus on them.Social implicationsThe methodology supports respective evaluations in general.Originality/valueThe paper contributes to the very limited research on the implementation of LSS in the oil and gas industry, and, in addition, it suggests the usage of SWARA, a permutation method and a GA, which have not yet been researched, for the prioritisation of CSFs of LSS.

Critical success factors for achieving environmental approvals

2019 ◽  
Vol 59 (2) ◽  
pp. 694
Author(s):  
Petrina Raitt
Keyword(s):  
Risk Assessment ◽  
Critical Success Factors ◽  
Success Factors ◽  
Oil And Gas ◽  
Project Team ◽  
Assessment Process ◽  
Skill Sets ◽  
Critical Success ◽  
Impact Reduction ◽  
The Impact

In recent years, industry has experienced increased regulatory scrutiny and public interest in the environmental approvals of oil and gas activities, with common challenges across industry in areas such as impact and risk assessment, stakeholder consultation and risk and impact reduction measure application. Some critical success factors for a project team to meet its targets for environmental approval are: • early planning • access to information • use of appropriately skilled resources. Environmental approvals take time, and scheduling and planning for their preparation and submission should be high on the list of priorities when planning a project. Understanding the regulatory process and knowing what level of information is required at each point is critical. Information to support environmental approvals is available in various forms, including referencing previous approval documentation, reviewing scientific literature and leveraging the skills and experience of project team members. With a common regulator across all offshore petroleum approvals, having ready access to the best and most up-to-date information is critical to meet their expectations. The impact and risk assessment process that underpins the environmental approval is complex and requires a step-by-step approach to establish context (both technical and environmental), identify and assess impacts and propose controls, all while seeking input from stakeholders and monitoring performance. Each of these tasks requires different skill sets, and the key to success is in recognising this and responding by finding the right combination of competency and experience in project team resources. This paper discusses these critical success factors and explores in detail the skill sets that best support impact and risk assessment and subsequent environmental approval for oil and gas activities in Australia.

scholarly journals What Makes Coopetition Successful? An Inter-Organizational Side Analysis on Coopetition Critical Success Factors in Oil and Gas Distribution Networks

Energies ◽  
2018 ◽  
Vol 11 (12) ◽  
pp. 3447 ◽  
Author(s):  
Eduard Gabriel Ceptureanu ◽  
Sebastian Ion Ceptureanu ◽  
Violeta Radulescu ◽  
Stefan Alexandru Ionescu
Keyword(s):  
Critical Success Factors ◽  
Success Factors ◽  
Oil And Gas ◽  
Distribution Networks ◽  
Business Networks ◽  
Extensive Review ◽  
Review Of Literature ◽  
Gas Distribution ◽  
Critical Success ◽  
Organizational Perspective

This paper investigates the inter-organizational Critical Success Factors for coopetition in oil and gas distribution networks. Based on an extensive review of literature, 17 Critical Success Factors were identified and analyzed in the context of oil and gas distribution industry. We concluded that Trust, Outcomes, Outcomes distribution and Tension have the greatest impact on coopetition success within business networks, while Congruence, Governance, Inter-dependence and Equity, even though significant, have the lowest impact. The study contributes to the development of literature concerning Critical Success Factors in business networks by presenting an inter-organizational perspective, by providing a ranking of them, and by discussing the implications for oil and gas distribution companies.

Female workforce participation in the Australian oil and gas industry—a global comparison

2012 ◽  
Vol 52 (2) ◽  
pp. 709 ◽  
Author(s):  
Melissa Marinelli ◽  
Kristy McGrath
Keyword(s):  
Business Performance ◽  
Success Factors ◽  
Oil And Gas ◽  
Oil And Gas Industry ◽  
University Graduates ◽  
Gas Industry ◽  
Diverse Workforce ◽  
Oil Companies ◽  
Representation Of Women ◽  
Global Comparison

As the Australian oil and gas industry faces a continued shortage of skilled employees, increasing the representation of women in this industry is a business imperative. Economic success and competitive advantage may depend on attracting and retaining the skills of women. Research shows that a gender-diverse workforce can also be linked to improved business performance, innovation and corporate governance. While women make up 46% of the Australian workforce and more than 50% of university graduates, present statistics show that on average 13% of workers in the Australian oil and gas industry are women. This is a lower proportion than comparable industries in Canada and Norway: women make up 21% and 19% of workers, respectively. In Norwegian oil companies, this level is as high as 30% (4). This extended abstract briefly discusses the present research about women's retention and progression within the Australian resource sector. It outlines the initiatives being undertaken by government, industry bodies and organisations to increase the representation of women in the Australian sector, and comparable industries in Norway and Canada. This extended abstract concludes with a case study about the challenges and lessons learnt in establishing a corporate initiative to increase female participation at Clough Limited. Women@Clough is a professional forum established in April 2011 to improve the attraction, retention and progression of women in the Clough workforce. Strategies and key success factors in the establishment of the program are also examined.

Critical Success Factors in Electronic Health Records (EHR) Implementation

2020 ◽  
pp. 265-282
Author(s):  
Navneet Kaur Bajwa ◽  
Harjot Singh ◽  
Kalyan Kumar De
Keyword(s):  
Electronic Health Records ◽  
Critical Success Factors ◽  
Success Factors ◽  
Successful Implementation ◽  
Health Records ◽  
Implementation Phase ◽  
Critical Success ◽  
Two Factors ◽  
Electronic Health ◽  
The Impact

Electronic Health Records (EHR) has been the subject of much academic discussion in recent times. The impact that a successful implementation of EHR can have on a hospital cannot be overstated. Factors which are crucial to successful implementation of an EHR system are commonly known as Critical Success Factors (hereinafter referred to as CSFs). Purpose: The present study investigates the role of CSFs in implementation process of EHR systems in north Indian multispecialty hospitals. Design: The questionnaire has been distributed to 12 hospitals which have been using EHR technology. Findings: It has been concluded that three out of the five CSFs included in the study, play a more important role than the other two factors. Research limitations: The factors have not been considered separately based upon pre-implementation scenario and post-implementation phase. Originality: The study attempts to outline the impact of EHR systems on successful operational performance of hospitals.

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