1. Identify improvement goals and benchmark the current situation.
2. Calculate potential savings and prepare program justifications.
3. Decide whether to use empowered skilled individuals (per Six Sigma) or a team-based implementation methodology.
4. Decide whether a few specific techniques are to be used, or a fully-integrated program.
5. Conduct a Rate, Reliability, Quality and Bottleneck Analysis.
6. Implement an integrated, problem-solving initiative to classify and quantify problems according to their total financial impact on the organization.
7. Set up problem-solving teams (RCA, Single Discipline, and Self-directed Action Teams).
8. Set up other reliability and efficiency improvement teams as needed.
9. Train the teams in the selected methodologies.
10. Facilitate, mentor, and periodically audit progress.

• Benchmark and develop Key Performance Indicators (KPIs)
• Conduct Monthly Downtime & Issues Analyses
• Size and classify problems by conducting a Rate, Quality, Reliability and Bottleneck Analysis
• Implement Maintenance Work Planning & Scheduling, including optimized use of computerized maintenance, management systems, and mentoring programs.
• Conduct weekly Root Cause Analyses using related problem-solving methodologies
• Introduce Risk/Condition-based Maintenance using Oil, Infrared, Vibration, Acoustics, and Motor Current monitoring techniques, and Failure Modes and Effects Analysis.
• Introduce Operator-initiated maintenance (Total Productive Maintenance)
• Develop Procedure Writing Teams (primarily for operating procedures)
• Set up team to eliminate waste in materials and energy consumption
• Set up MIOD ^© (Method for Improving Operational Discipline) teams
• Study and recommend actions based on “Team Dynamics”
• Set Up Standard Program Audit Procedures

Achieving “Technical Limit” Performance

For many companies in offshore drilling and production, reliability has improved very little in the last 25 years, despite many design improvements.

If we are to believe several recent benchmark studies and articles in professional magazines, it appears that there are still many rigs operating in the reactive mode, with as much as 8% downtime.

At an IADC Conference in 1982, Bernie Price presented what at that time were the latest concepts and methodologies for driving toward “World Class Performance” in the process industries. Almost all of them are currently being applied in the oilfield. Bernie is still working ahead of the curve, implementing new programs and methodologies for removing defects from all phases of operations.

We propose that in this time of excellent profitability, some of the money now being spent on new iron should instead be spent on reliability technologies and management methods that frequently have returns of 25:1!

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