Abstract

To achieve world-class performance, major capital projects must successfully implement Operational Excellence (OE): the systematic management of safety, health, environment, reliability, and efficiency. When compared to operations, implementation of OE in capital projects provides unique challenges because it will vary depending upon the project phase (e.g., design, construction, etc.). A special tool, the OE Roadmap, was developed to assist projects in addressing these implementation challenges.

Introduction

Chevron developed and implemented a tool designed specifically to address implementing Operational Excellence (OE) in major capital projects. The tool, known as the "OE Roadmap for Projects" (Roadmap), is a software application. The design of the Roadmap was leveraged off of existing tools and lessons learned from various Chevron International Exploration and Production business units such as Nigeria/, Mid-Africa. The Roadmap is accessible from the Chevron intranet and has a web-based user interface supported by a centralized database.

Project personnel that use the Roadmap are able to perform various functions such as:

  • Customize and plan OE activities depending on their project phase

  • Assign OE activities to other project team members

  • Document OE decisions and action items

  • Search the database for similar projects or related topics

  • Access OE examples from other projects and also tools and references to assist them in performing OE activities

Use of the Roadmap by projects throughout Chevron will provide a number of benefits such as:

  • No "reinventing the wheel" for OE activities

  • Establishes common OE terminology among projects

  • Facilitates transition of personnel among projects globally

The Roadmap software application was finalized in 2005 and is currently being deployed throughout Chevron.

Background

In 2002[1], Chevron Corporation launched its original OE framework --- the systematic management of safety, health, environment, reliability, and efficiency to achieve world-class performance. The OE Management System (OEMS) consists of three parts: Leadership Accountability, Management System process, and OE Expectations. All Chevron operating companies, such as Chevron International Exploration and Production (CIEP) were responsible for implementing OE through their operations. CIEP initiated a major effort, entitled Project Atlas, to institutionalize and "operationalize" OE in the business units.

CIEP recognized that major capital projects presented a unique challenge for the implementation of OE because of the varying levels of application. Capital projects in Chevron follow the Chevron Project Development and Execution Process (CPDEP). CPDEP consists of five distinct project phases:

  • Phase 1 - Identify and assess opportunities

  • Phase 2 - Generate and select alternative(s)

  • Phase 3- Develop preferred alternative(s)

  • Phase 4 - Execute

  • Phase 5 - Operate and evaluate

As a project progresses from Phase 1 through Phase 5, the application of the OE Expectations will vary. For example in Phase 1, only a limited number of the OE Expectations would apply to a project. However in Phase 4, all of the OE Expectations would apply to a project. To complicate matters, a project has to consider how to apply OE to the project itself and also how to plan to apply OE to the project once it commences operations.

This content is only available via PDF.
You can access this article if you purchase or spend a download.