Performance Management for the Oil, Gas, and Process Industries : A Systems Approach

Performance Management for the Oil, Gas, and Process Industries: A Systems Approach is a practical guide on the business cycle and techniques to undertake step, episodic, and breakthrough improvement in performance to optimize operating costs. Like many industries, the oil, gas, and process industries are coming under increasing pressure to cut costs due to ongoing construction of larger, more integrated units, as well as the application of increasingly stringent environmental policies.

Focusing on the ‘value adder’ or ‘revenue generator’ core system and the company direction statement, this book describes a systems approach which assures significant sustainable improvements in the business and operational performance specific to the oil, gas, and process industries. The book will enable the reader to: utilize best practice principles of good governance for long term performance enhancement; identify the most significant performance indicators for overall business improvement; apply strategies to ensure that targets are met in agreed upon time frames.

• Describes a systems approach which assures significant sustainable improvements in the business and operational performance specific to the oil, gas, and process industries
• Helps readers set appropriate and realistic short-term/ long-term targets with a pre-built facility health checker
• Elucidates the relationship between PSM, OHS, and Asset Integrity with an increased emphasis on behavior-based safety
• Discusses specific oil and gas industry issues and examples such as refinery and gas plant performance initiatives and hydrocarbon accounting

Preface

Chapter 1 : What is Performance Management?

Part 1 : Systems
Chapter 2 : The Business Unit
Chapter 3 : Models
Chapter 4 : Management Systems Determination and Requirements
Chapter 5 : The Business Cycle
Chapter 6 : Business Process Management

Part 2 : Governance and Performance
Chapter 7 : What Are the Principles of Good Governance?
Chapter 8 : Governance Framework
Chapter 9 : How Does Governance Affect Performance?
Chapter 10 : Alignment

Part 3 : Risk and Performance
Chapter 11 : Risk Management
Chapter 12 : Risk Control Mechanisms
Chapter 13 : Merging Performance and Risk
Chapter 14 : Incident Preparedness and Operational (Business) Continuity Management

Part 4 : Performance Indicator Selection
Chapter 15 : Performance Focus
Chapter 16 : Key Performance Indicator Selection Guidelines
Chapter 17 : Relationships

Part 5 : Asset Performance Management
Chapter 18 : Types of Assets and Applicable Standards
Chapter 19 : Information
Chapter 20 : Human Capital
Chapter 21 : Finance
Chapter 22 : Physical Assets
Chapter 23 : Turnarounds

Part 6 : Benchmarking
Chapter 24 : The Benchmarking Process and Consultant Selection
Chapter 25 : Common Denominators and Indices Used in Benchmarking
Chapter 26 : Benchmarking Data Verification
Chapter 27 : Using Benchmarking Results

Part 7 : Assessment, Strategies, and Reporting
Chapter 28 : Assessment Overview
Chapter 29 : Identification, Analysis, and Evaluation of Gaps
Chapter 30 : Strategies and Actions
Chapter 31 : Reporting

Part 8 : Business Oversight
Chapter 32 : Business Relationships
Chapter 33 : The Opportunity Lifecycle
Chapter 34 : Roles and Responsibilities
Chapter 35 : Management Review

Part 9 : Oil and Gas Issues
Chapter 36 : Hydrocarbon Accounting
Chapter 37 : Fuel Oil Refineries
Chapter 38 : Gas Plants

Part 10 : Conclusion
Chapter 39 : Alignment to Achieve Recognition for Excellence

Appendix A : Glossary of Terms
Appendix B : KPIs
Appendix C : Oil and Gas Rules of Thumb
Appendix D : Operational Performance Health Checker Example
Index