Most integrated petroleum companies began implementing continuous quality improvement (CQI) programs in the early to mid-1980s. The Chemical line of business was first to implement CQI, at least partly in response to their customers initiating total quality programs. The Downstream (refining and marketing) line of business followed soon thereafter. By now, these two lines of business have institutionalized several aspects of their CQI programs. Quality is being permanently woven into the organization’s culture.

The future of CQI in the Upstream (exploration and production) line of business is less certain. Towers Perrin assessed the status of CQI in the Upstream line of business of nine companies (see Table 1). We found that after some initial enthusiasm the implementation of CQI has slowed. At this point, it is unclear when these programs will be fully implemented.

Keywords:
criteria, business unit, senior management, continuous quality improvement, society of petroleum engineers, participant, quality program, baldrige criteria, quality improvement, implementation
Subjects:
Professionalism, Training, and Education
Copyright 1992, Society of Petroleum Engineers
You can access this article if you purchase or spend a download.