Performance Management for the Oil, Gas, and Process Industries

A Systems Approach
Erscheinungsjahr 2017
ISBN: 978-0-12-810446-0
Verlag: Elsevier Science & Technology

Buch, Englisch, 740 Seiten, Format (B × H): 187 mm x 233 mm, Gewicht: 1508 g

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.

Zielgruppe

<p>Maintenance facility managers; refinery managers; asset managers; reliability engineers; petrochemical managers; plant managers; process management; risk analysts; quality managers; HSE managers</p>

Autoren/Hrsg.

Hey, Robert Bruce

Fachgebiete

• Technische Wissenschaften Verfahrenstechnik | Chemieingenieurwesen | Biotechnologie Verfahrenstechnik, Chemieingenieurwesen
• Wirtschaftswissenschaften Betriebswirtschaft Management
• Wirtschaftswissenschaften Wirtschaftssektoren & Branchen Energie- & Versorgungswirtschaft Öl- und Gasindustrie

Inhaltsverzeichnis

1. What is Performance Management?

Part 1. Systems2. The Business Unit3. Models4. Management Systems Determination and Requirements5. The Business Cycle6. Business Process Management

Part 2. Governance and Performance7. What Are the Principles of Good Governance?8. Governance Framework9. How Does Governance Affect Performance?10. Alignment

Part 3. Risk and Performance11. Risk Management12. Risk Control Mechanisms13. Merging Performance and Risk14. Incident Preparedness and Operational (Business) Continuity Management

Part 4. Performance Indicator Selection15. Performance Focus16. Key Performance Indicator Selection Guidelines17. Relationships

Part 5. Asset Performance Management18. Types of Assets and Applicable Standards19. Information20. Human Capital21. Finance22. Physical Assets23. Turnarounds

Part 6. Benchmarking24. The Benchmarking Process and Consultant Selection25. Common Denominators and Indices Used in Benchmarking26. Benchmarking Data Verification27. Using Benchmarking Results

Part 7. Assessment, Strategies, and Reporting28. Assessment Overview29. Identification, Analysis, and Evaluation of Gaps30. Strategies and Actions31. Reporting

Part 8. Business Oversight32. Business Relationships33. The Opportunity Lifecycle34. Roles and Responsibilities35. Management Review

Part 9. Oil and Gas Issues36. Hydrocarbon Accounting37. Fuel Oil Refineries38. Gas Plants

Part 10. Conclusion39. Alignment to Achieve Recognition for Excellence

Über Autor(innen)

Hey, Robert Bruce
Robert Bruce Hey is a consultant and professional engineer with experience in corporate consulting in oil and gas companies as well as managing a wide range of projects in the petrochemical, power, and other heavy industries in the Middle East and South Africa. Previously, he was a Senior Shareholder Advisor for Qatar Petroleum working with the largest LNG and GLT plants in the world. He has also worked as a Senior Business Analyst and Senior Auditor for Qatar Petroleum, and has also worked for Chevron, Bahrain Petroleum Company, and Damelin College. Hey earned a BSc in Mechanical Engineering and a Graduate Diploma in Industrial Administration, both from the University of Cape Town South Africa. He is a registered project management professional (PMP) and project management institute (PMI) in the USA, a registered professional engineer (Pr Eng) in South Africa, and a member of the South African Institute of Mechanical Engineers.