Performance Management for the Oil, Gas, and Process Industries. A Systems Approach

Description

Performance Management for the Oil, Gas, and Process Industries: A Systems Approach is a practical guide on the business cycle and techniques to undertake step, episodic, and breakthrough improvement in performance to optimize operating costs. Like many industries, the oil, gas, and process industries are coming under increasing pressure to cut costs due to ongoing construction of larger, more integrated units, as well as the application of increasingly stringent environmental policies. Focusing on the ‘value adder’ or ‘revenue generator’ core system and the company direction statement, this book describes a systems approach which assures significant sustainable improvements in the business and operational performance specific to the oil, gas, and process industries. The book will enable the reader to: utilize best practice principles of good governance for long term performance enhancement; identify the most significant performance indicators for overall business improvement; apply strategies to ensure that targets are met in agreed upon time frames. Content: Front Matter,Copyright,Dedication,Preface,AcknowledgmentsEntitled to full textChapter 1 - What is Performance Management?, Pages 1-9 Introduction, Pages 11-12 Chapter 2 - The Business Unit, Pages 13-24 Chapter 3 - Models, Pages 25-37 Chapter 4 - Management Systems Determination and Requirements, Pages 39-65 Chapter 5 - The Business Cycle, Pages 67-79 Chapter 6 - Business Process Management, Pages 81-88 Introduction, Pages 89-90 Chapter 7 - What Are the Principles of Good Governance?, Pages 91-105 Chapter 8 - Governance Framework, Pages 107-128 Chapter 9 - How Does Governance Affect Performance?, Pages 129-142 Chapter 10 - Alignment, Pages 143-155 Introduction, Pages 157-158 Chapter 11 - Risk Management, Pages 159-175 Chapter 12 - Risk Control Mechanisms, Pages 177-196 Chapter 13 - Merging Performance and Risk, Pages 197-208 Chapter 14 - Incident Preparedness and Operational (Business) Continuity Management, Pages 209-223 Introduction, Pages 225-226 Chapter 15 - Performance Focus, Pages 227-241 Chapter 16 - Key Performance Indicator Selection Guidelines, Pages 243-259 Chapter 17 - Relationships, Pages 261-274 Introduction, Pages 275-277 Chapter 18 - Types of Assets and Applicable Standards, Pages 279-289 Chapter 19 - Information, Pages 291-305 Chapter 20 - Human Capital, Pages 307-324 Chapter 21 - Finance, Pages 325-337 Chapter 22 - Physical Assets, Pages 339-362 Chapter 23 - Turnarounds, Pages 363-378 Introduction, Pages 379-380 Chapter 24 - The Benchmarking Process and Consultant Selection, Pages 381-400 Chapter 25 - Common Denominators and Indices Used in Benchmarking, Pages 401-409 Chapter 26 - Benchmarking Data Verification, Pages 411-418 Chapter 27 - Using Benchmarking Results, Pages 419-428 Introduction, Pages 429-431 Chapter 28 - Assessment Overview, Pages 433-446 Chapter 29 - Identification, Analysis, and Evaluation of Gaps, Pages 447-466 Chapter 30 - Strategies and Actions, Pages 467-484 Chapter 31 - Reporting, Pages 485-499 Introduction, Pages 501-502 Chapter 32 - Business Relationships, Pages 503-512 Chapter 33 - The Opportunity Lifecycle, Pages 513-535 Chapter 34 - Roles and Responsibilities, Pages 537-550 Chapter 35 - Management Review, Pages 551-561 Introduction, Pages 563-564 Chapter 36 - Hydrocarbon Accounting, Pages 565-582 Chapter 37 - Fuel Oil Refineries, Pages 583-592 Chapter 38 - Gas Plants, Pages 593-605 Introduction, Page 607 Chapter 39 - Alignment to Achieve Recognition for Excellence, Pages 609-622 Appendix A - Glossary of Terms, Pages 623-646 Appendix B - KPIs, Pages 647-672 Appendix C - Oil and Gas Rules of Thumb, Pages 673-677 Appendix D - Operational Performance Health Checker Example, Pages 679-682 Index, Pages 683-714