Framework has decades of experience in the energy sector – this is where we started. Framework’s robust work has provided clarity to a variety of energy corporations, helping them with their direction, performance and leadership development.
We understand the many issues facing the industry including expansion and contraction, deregulation and risk management. Our approach builds leadership and alignment.
- Exploration and Production
- Co-products and By-products
- Midstream Assets
- Pipelines
- Downstream Assets and Distribution
- Professional and Field Service
- Biofuels
Framework Partners’ Involvement
Oil Sands Producer
Improved safety-related processes to address plant inefficiencies
THE SITUATION
A large oilsands operator of in-situ plants with production exceeding 100,000 boepd, revenues over $1 billion per year and undergoing rapid expansion, needed to improve safety-related processes that were impacting plant efficiencies. At the same time, an Operational Reliability Excellence program was being started and new maintenance planning and scheduling practices were being implemented.
HOW FRAMEWORK HELPED
Working with plant management and the corporate safety function, Framework applied Six Sigma techniques for process improvement, which included:
- The appointment of a cross-functional task team with representatives from Operations, Maintenance and Construction
- The introduction of the Six Sigma methodology for business process improvement
- Documenting the AS IS processes including the capture of information on several supporting systems (e.g. Lockout / tagout, P&ID version management, Enterprise Asset Management)
- The identification of performance measurements and conducting data gathering
- Facilitating cause-and-effect and root-cause-analyses
- Making recommendations for process improvement (TO BE), including changes to the organization and the implementation of a new information system.
THE RESULTS
The consensus recommendations from the cross-functional team were accepted by the Steering Team and acted upon: a new organization was set to begin operating shortly thereafter and a new information system was implemented.
Recommendations were also made regarding the Work Order management process for Maintenance. As a result, the Operations and Maintenance functions identified several improvements. Framework assisted in the successful implementation of all recommendations and proceeded with work on two new phases.
Midstream and Downstream
Strategic Planning Process
THE SITUATION
The midstream and downstream business units of a major integrated oil and gas company embarked on implementing a Best Practices strategic planning process. The business required support from a Strategic Planning consultancy to ensure a robust approach and assistance with its implementation.
HOW FRAMEWORK HELPED
Framework participated in several business segment specific strategic planning sessions. The sessions were attended by a wide-variety of representatives, including Operations, Marketing, Engineering, Environmental, and others. Framework challenged the participants to think out-of-the-box and provided on-the-spot feedback on the process being followed. The process resulted in the identification of strategic issues, and a portfolio of possible projects.
Framework developed the market assessments and supported development of strategic plans for each of the associated business segments.
THE RESULTS
The company was able to launch a multi-tiered, participative strategic planning process following a robust methodology that can be used as a platform for ongoing management and growth of the business. The process also served to reveal gaps between strategy and operations and the types of actions that are required to ensure alignment.