Refining, terminals and processing
Downstream
Refineries, terminals and processing plants run on maintenance execution, contractor productivity and disciplined work management. Small gaps in those three areas arrive on the operating cost line as large numbers.
What we see repeatedly
The pressures this sector carries
-
Planning and scheduling that does not hold
Work is planned on paper and re-planned in the field. Schedule compliance falls, backlog grows and the cost of every job rises with it.
-
Contractor cost without contractor productivity
Headcount is easier to add than to measure. Wrench time, utilization and scope discipline rarely reach the leadership report.
-
Performance that varies between business units
The same process runs three ways across three sites, so the best result never becomes the standard result.
-
Improvement that fades once the work stops
Gains disappear when leadership routines, performance reporting and accountability were never built into the operating rhythm.
What answers them
Capabilities applied in Downstream
- Operational assessment and opportunity sizing
- Lean operations and Lean maintenance
- Work management, planning and scheduling
- Contractor utilization and scope control
- Value stream mapping and Kaizen facilitation
- Visual and daily management routines
- Performance management and governance
- Sustainment audits and benefits validation
Where an assessment starts
What a Rapid Assessment looks at in Downstream
Reliability, work management, cost leakage, turnaround readiness and operating discipline.
Typical deliverables
- Asset performance diagnosis
- Reliability improvement plan
- Contractor performance review
- Cost reduction roadmap
- Implementation governance
Measured outcomes
What has been delivered in this sector
- More than $22 million in recurring annual cost savings
- 23% increase in completed maintenance work
- 32% reduction in contractor headcount through better utilization
Client identities are withheld under confidentiality agreements. Results vary by engagement.
Engagements
Work delivered in Downstream
$22 million in recurring savings in downstream energy
Operational assessment, Lean maintenance and work management improvement across multiple business units of a large integrated energy company.
Read the engagement- $22M+ Recurring annual savings
- 23% More maintenance work completed
- 32% Reduction in contractor headcount
Three companies across three countries brought onto one operating model
Enterprise integration advisory to the EVP and COO following a major cross-border acquisition, affecting more than 25,000 employees.
Read the engagement- 3 Companies integrated
- 3 Countries
- 25,000+ Employees affected
Rapid Assessment
Two to three days on your site or function
A Rapid Assessment gives leadership a fact-based view of the performance gap, the likely value and the right next step, in the language your operation already uses.