Eliminating clutter and reducing complexity

Most oil and gas companies already have an Operating Management System (OMS).

An Operations Management System (OMS) is an integrated set of requirements, responsibilities and business processes that will continuously improve performance and helps a company achieve its goals.

The OMS is supposed to bring together the collection of processes, expectations and requirements for the successful and holistic management of a business.

Key words "supposed to". So, what is the issue? Have you ever heard the moaning "there is too much process that's gets in the way of getting things done!".

Adding complexity through successive change

Change is the one constant that occurs in any organization and major changes occur more often in today’s environment. This change if not effectively managed can add “clutter” and create unnecessary complexity. “Complexity is one of the biggest battles to be waged to getting from good to great”. In large organizations that are structured into divisions or functions, each sub-entity often operates like a different business with its own processes and workflows. Yet, they are expected to collaborate to deliver the company’s goals and objectives.

As a company grows organically, this complexity is even more pronounced when mergers and acquisitions are involved or when a new business strategy is developed. Many individuals may become confused and try to merge the old with the new.

Doing what is "customary" rather than "essential"

Often, standards become anything but standard, and processes may become hybrids that are no longer effective in delivering the expected results. There is a natural human tendency to “hoard” rather than to “throw out the old”. We rarely ask the question “what can we cut out?”. In many instances, the resulting conditions are self-inflicted. We continue to do things that are “customary” rather than questioning whether they are “essential”. The good news is that this can be resolved.

Have you ever asked someone how their day is going? A common response “really busy!” Many people through no fault of their own end up in “hamster mode” i.e., doing a lot of things that require effort and resources and, if closely assessed, may be adding little or no business value e.g. project delivery, mitigating operational risks, operating compliance or improving safety culture.

A thorough and periodic review is required to make the OMS as efficient as possible.

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