Analysis
- Legacy Organizational and shift structures did not reflect the new desired reality
- There was an extraordinary reliance on overtime (> 35%) and contractors (20%) to fill the coverage gap
- High exhaustion, turnover and low moral with field staff
- Unacceptable safety and environmental risk due to lack of field coverage and burnout
- All wells/batteries were touched equally, despite vast differences in production and risk (20% of assets delivered 60% of production)
- A significant investment in well automation was not well leveraged in daily operations and decision making
- Field work was poorly integrated across functions leading to operational and cost inefficiencies
- Significant opportunities to reduce well down time and optimize well production
Implementation
- A new “Field Operating Model” was designed which outlined how to conduct day-to-day operations in the field. It defined new roles and accountabilities, shift structures, areas and routes, SOPs, and daily/weekly management meetings and measures.
- Risk-based well analysis established different coverage needs for all assets. Different shift structures were assigned to most effectively cover each asset type.
- Teams established with clear accountabilities and responsibilities for utilizing automation to drive production
- New onboarding and basic training programs implemented to reduce “time to competency” of new operators and standard SOPs for existing operators.
- Operators provided clear guidelines with the rollout of Operations Handbook that included Trouble-Shooting and Well Intervention guides
Additional Results
- The new operating model was LOE/BOE cost neutral
- Voluntary annual turnover of operating staff is under 6% vs. a benchmark of 12-15% for other operators in the area
- No safety incidents with field staff in all areas where the new Field Operating Model was implemented
SALES EXCELLENCE
Sales Transformation
o Sales Strategy
o Demand Generation
o Sales Process Evaluation
o Sales Planning & Development
o Sales Talent Recruitment
o Sales Compensation & Incentive Planning
o S&OP Alignment
Sales Team Management
o Sales Team Maturity and Effectiveness Assessment
o Sales Team Performance Management & Evaluation
o Key Performance Indicators and Short Interval Controls
o Gauging Sales Management Effectiveness
o Sales Team Training and Team-Lead Secession Planning
o Leadership Coaching
Sales Force Optimization
o Sales Talent Productivity Assessment
o Sales Talent Performance Evaluation
o Sales Talent Self-Performance Management/Drivers
o Sales Training
§ Hunting- Pursuit and Contact Strategies
§ Farming- Cultivating Relationships
o Sales Talent Training and Coaching