Post on 15-Dec-2015
Overview on
“Operational Benchmarking” of
PSU refineries in India
Operational Benchmarking Overview
Why benchmarking ?Why critical ?Performance evaluation of Indian refineries Methodology for performance evaluation Benchmarking by Solomon AssociatesBenchmarking by Shell Global SolutionsAreas for improvement Consolidation & Way forward
Pre Conference Petrotech 2007
Operational Benchmarking Overview
Why benchmarking?
Is an on-going process to assess the present state of performance Compare key performance parameters such as energy, distillate
yield & product quality, maintenance reliability & availability, HR management, profitability
Understand competitive position Identify the scope and adjust goal for further improvement Implement initiatives for improvement
Pre Conference Petrotech 2007
Operational Benchmarking Overview
Why critical ?Survival in highly competitive & global environment after dismantling of APM, new mergers, new players
Ever increasing energy cost and security Fluctuating operating margins Challenges to process heavy & sour crude oils Stringent quality and emission norms
Pre Conference Petrotech 2007
Refinery performance evaluation
Certain common parameters of performance are compared with its own previous performance as well as relatively to other refineries:
Physical performance: Primary / Secondary Unit Thru’put & Capacity UtilizationDistillate YieldProduction of Lube / Special ProductSpecific Energy ConsumptionFuel & LossHydrocarbon Loss
Operational Benchmarking Overview Pre Conference Petrotech 2007
Refinery performance evaluation
Financial performance: Gross/Net marginprofit / Capital employed
Other areas: Compliance of Environmental StandardsFire & Safety PerformanceMaintenance/Shut-down timeProject implementationHR management, productivity etc
Operational Benchmarking Overview Pre Conference Petrotech 2007
Methodology for performance evaluation
No specific benchmarking programme or standard followed
MOP&NG constituted an Expert Committee in 1995 to review the Technological gaps in Indian refineries
Recommended energy benchmarking & targeting exercise for establishment of energy benchmark norms for refineries
Also to evolve a scientific & realistic approach for evaluation of performance of refineries w.r.t. Energy Consumption
Operational Benchmarking Overview Pre Conference Petrotech 2007
Energy Performance Evaluation
Energy Benchmarking & Targeting carried out in 1996-97 in association with EIL
Energy Audits from time to reduce the gap between the Actual vis-à-vis Target Performance
Revalidation of benchmark numbers of major Units along with benchmarking of balance process units through EIL in 2003
Operational Benchmarking Overview Pre Conference Petrotech 2007
ENERGY BENCHMARKING & TARGETING
Process Units benchmarked on Std. Configuration basisOptimized process design with min. energy
consumption Economically viable sizeThermodynamic approach to assess levels of heat
source & sinkProvision of Waste Heat Recovery schemes
It is calculated based on energy consumption (in the form of Fuel, Power, Steam & Cooling Water) of the Unit, heat export from that Unit & energy import into the Unit in the form of hot feed
Operational Benchmarking Overview Pre Conference Petrotech 2007
Specific Energy Consumption
Presently, energy performance of refineries is reviewed by analyzing the Specific Energy Consumption, Fuel & Loss and Hydrocarbon Loss.
Specific Energy Consumption is defined as Mbtu/bbl/NRGF where
Mbtu – total energy consumption & loss in 1000 Btu
Bbl – crude processed in Barrel
NRGF – composite energy factor of the refinery Composite energy factor of a refinery is derived as
{Energy Factor * unit T’put (bbl) }
Crude T’put (bbl) Composite energy factor is a function of refinery configuration
Operational Benchmarking Overview Pre Conference Petrotech 2007
Refinery performance benchmarking
No data base on performance of international refineries is readily available in public domain
International agencies such as Solomon Associates, British Petroleum, KBC, Shell Global Solutions, etc conduct performance evaluation studies
Their objective is to develop valid industry performance criteria to facilitate participating refinery evaluate itself vis-à-vis other refineries in that geographical area
Operational Benchmarking Overview Pre Conference Petrotech 2007
Solomon benchmarking studies
As advised by the Expert Committee constituted (to identify gaps in technology in Indian refineries) by MOP&NG in 1995, various refineries participated in benchmarking studies
Details of Indian refineries participated in International studies carried out bi-annually by M/s Solomon Associates Year Refineries participated
1989 CPCL,IOCL (J), (M), (H)
1996 IOCL(J),(M),(H),BPCL,HPCL(M),(V),KRL,CPCL
1998 BPCL
2000 CPCL
Operational Benchmarking Overview Pre Conference Petrotech 2007
Refinery Performance evaluation – Solomon Associate's Method
MAJOR KEY PERFORMANCE AREAS & PARAMETERS IDENTIFIED:
Performance Areas Parameters of measure
Capacity Utilization Equivalent Distillation Capacity (EDC)
Capacity Utilization
Processing Efficiency Index
Energy Energy Intensity Index
Manpower Personal Index
Maintenance Cost Maintenance Index
Turnaround Index
Operating Expenses Cash Operating Index
Net Margin Net Margin Index
Operational Benchmarking Overview Pre Conference Petrotech 2007
Solomon benchmarking studies
EDC – Equivalent Distillation Capacity EDC concept helps for comparing performance between
refineries of different size & configuration EDC is a primary element for measurement of various
performance indices. EDC is measured as:
Design EDC = (Configuration Factor * design unit capacity, bbl/day)Utilized EDC= (Configuration Factor * utilized unit capacity, bbl/day)Design & Actual T’put of each Process unit is required
Operational Benchmarking Overview Pre Conference Petrotech 2007
Solomon benchmarking studies
Capacity Utilization Refinery capacity utilization indicates how much %age of
existing distillation capacity is utilized & is obtained by
Capacity Utilization = (Utilized EDC / Total EDC) x 100
Processing Efficiency Refinery Processing Efficiency is a measure ‘value addition’ &
is denoted by Processing Efficiency Index (PEI)
PEI = [(Actual Volume Gain + Refinery Input) / (Estimated Volume Gain + Refinery Input)] x 100
Operational Benchmarking Overview Pre Conference Petrotech 2007
Solomon benchmarking studies
Energy Efficiency Is measured in terms of Energy Intensity Index (EII), which is:
EII = [(Actual energy consumption / Standard energy consumption)] x 100 Standard energy consumption = (utilized EDC of the unit x corresponding energy standard)
Manpower Is a function of total man-hours consumed by all refinery,
maintenance and support personnel and measured as Equivalent Personnel = (Total man-hours of personnel deployed during the year including OT Hrs) ÷ (40 hours per week x 52 week per year)
Operational Benchmarking Overview Pre Conference Petrotech 2007
Solomon benchmarking studies
Maintenance Cost Effective routine maintenance is measured as
Maintenance Index (MI) = Average routine maintenance cost of past two years / Total EDC
Turnaround Index (TI) = Annualised Turnaround Expenses / Total EDC
Net Margin Net Margin is a measure of value addition after meeting the operating
expenses. It is measured as Net Margin Index (NMI) NMI = Grass Margin – Cash operating Index NMI can be calculated once the following data is available: Grass Product Value Raw Material Cost Cash Operating Cost
Operational Benchmarking Overview Pre Conference Petrotech 2007
Solomon benchmarking studies
Operating Expenses This is a measure of keeping Operating expenses in check. It is measured as Cash Operating Index (COI)
COI = Total operating cost / utilized EDC COI can be calculated once the following data is available: Non –Volume related expenses
Salaries, EstablishmentMaintenance & RepairsGen. & Admn.
Volume related expensesChemicals & AdditivesStores & SparesPurchased Power & Fuel
Expenses as adjusted (Refinery own fuel such as Fuel Gas, liquid fuel)
Operational Benchmarking Overview Pre Conference Petrotech 2007
Sl No. Performance attribute BPCL KRL HPCL(M) HPCL(V) IOCL(J) IOCL(M) IOCL(H)1 Refinery Utilisation, % 3 28 8 5 9 30 162 Volumetric Expansion Index 26 17 50 11 8 10 -3 Processing Efficiency Index 33 25 21 15 10 9 164 Energy Intensity Index 54 56 39 55 53 47 25 Eq. Personnel 58 56 62 60 54 59 616 Maintenance Index, 11 1 36 13 2 3 617 Turnaround Index 5 6 23 10 7 1 338 Cash Operating Index, 11 14 38 19 8 17 559 Value Added Index 37 32 10 48 39 49 3
10 Net Margin Index 34 33 42 48 22 50 3811 Return on Investment 8 10 12 41 4 43 17
Ranking of Fuel Refineries (1996 Solomon Associates Survey)
Ranking of Lube RefineriesPerformance attribute BPCL KRL HPCL(M) HPCL(V) IOCL(J) IOCL(M) IOCL(H)Refinery Utilisation, % - - 17 - - - 12Energy Intensity Index - - 36 - - - 33Eq. Personnel - - 37 - - - 36Maintenance Index, - - 15 - - - 8Turnaround Index 10 14Cash Operating Index, - - 15 - - - 28Value Added Index - - 28 - - - 33Net Margin Index - - 18 - - - 23Return on Investment - - 19 - - - 24
Benchmarking by Shell GSI
Limited information was available from Solomon Studies for few participant refineries
To critically assess the performance of Indian refineries after dismantling of APM
Need to identify and evaluate various parameters of refining for comparison and improvement of bottom-line
Need to evaluate performance of refineries as well as process units
To compare performance of all 15 PSU refineries, Shell GSI was selected
Operational Benchmarking Overview Pre Conference Petrotech 2007
Benchmarking by Shell GSI
Period – Financial Year 2003-04 & 2004-5
ModulesEnergy and Hydrocarbon Loss ManagementHuman Resource ManagementMaintenance performance, Reliability and
Availability OptimisationEnvironmental PerformanceFinancial Performance
Operational Benchmarking Overview Pre Conference Petrotech 2007
Benchmarking by Shell GSI
Boundaries of The Review – Standard Refinery and Base Oil Operations,
Maintenance, Management and Capital Projects . Includes Head Office Support functionsExcludes Terminals, Supply and Distribution,
Packaging Plants, Community Facilities.
Operational Benchmarking Overview Pre Conference Petrotech 2007
Shell GSI Methodology
Shell GSI Database comprises approximately 50 Refineries worldwide (exclusive of 15 Indian refineries)
Peer Groups are divided on the basis of Region and/or on the basis of the Refinery Complexity.
Refinery Complexity – Refinery Complexity is defined in terms of Normal Shift Positions (NSP) which is not related to capacity but to process plant and equipment. The amount of equipment is also categorised by Mechanical Units (MUc) corrected for size.
Indices – Shell GSI has two Indices the Corrected Energy and Loss (CEL) and Shell Personnel Index (SPI)
Operational Benchmarking Overview Pre Conference Petrotech 2007
Shell GSI Methodology
Site Parameters
Normalising Parameters
Data Inputs Key Performance
IndicatorsProcess Unit Type
Boilers
Power Generation
Tanks etc
Mechanical Equipment
Unit Capacity
Barrels of Intake
Normal Shift Positions
Corrected Mechanical Units
Annualisation / Cycle Average
Inflation / Exchange Rates
Indices
Operating Costs
Fuel Consumption
Staff
Contractors
Workhours
Overtime
Process operations
Yields
Shell Pers. Index
CEL
Unit Energy
Costs/bbl
Cost / MUc
Unit Cost/T
Utilisation
Availability
Operational Benchmarking Overview Pre Conference Petrotech 2007
Normal Shift Position• Normal Shift Positions (NSP) is a measure of the Complexity of the Refinery
and Base Oil facilities. The NSP for an Operating location are determined as:
1. The operating units are categorized into what are called Basic Building Blocks (e.g. Crude distillation unit which included furnaces, columns and desalters),
2. An allowed NSP is assigned to that building block and all building blocks summed to give the site NSP
3. The Mechanical Unit count is used in order to check whether for the given process configuration there is more or less than the expected amount of equipment to be operated and maintained and therefore an need to modify the basic NSP count
4. Lastly, for a full SPI study and organizational effectiveness review, an on-site survey is undertaken to confirm the above desktop work.
Operational Benchmarking Overview Pre Conference Petrotech 2007
An index is calculated from the hours worked and a constant for that particular index as follows:
Total hours worked X Constant NSPThe constant was determined to give an index of 100 for the site that was at the top tercile of the original survey.Different constants are applied for Maintenance, Support and the Overall index
Shell Personnel Index (SPI)
Operational Benchmarking Overview Pre Conference Petrotech 2007
The CEL system is built up as per this diagram Process Units
Cooling Water System
Flare
CEL
Energy
Loss
Generation
Consumption
Ocean
Refinery
Storage & Handling
Sundries
Process
Energy allowances to correct for changes in Process Conditions.
Depends on closed refinery wide Mass Balance
Closes the energy balance for the whole refinery
Operational Benchmarking Overview Pre Conference Petrotech 2007
NSP Count
0
20
40
60
80
100
120
140
1 2 3 4 5 6 7 8 9 10 11 12G
UW
BG
GN
UM 16 17
DIG 19 20 21 22 23
KO
CM
UH 26 27
VIS
BE
GC
HE
MU
B 32 33P
AN
MA
NM
AT
MID 38 39 40
VA
D 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59
HSK TCR SCP MCP LCP VLCP
Operational Benchmarking Overview Pre Conference Petrotech 2007
Equivalent Distillation Capacity
9909
5641.7
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
4,500
5,0001 2 3 4 5 6 7 8 9 10 11
GU
WD
IGB
GG 15 16
NU
M 18M
UH 20
VIS 22 23 24 25
BE
G 27 28K
OC
CH
EM
UB 32 33
PA
NM
IDM
AT 37 38 39 40 41
MA
NV
AD 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59
HSK TCR SCP MCP LCP VLCP
ED
C -
(C
om
ple
xit
y x
Ca
pa
cit
y)
.
Operational Benchmarking Overview Pre Conference Petrotech 2007
Energy Performance (2003-04)
•StrengthMany process units near world averageThree sites ‘world classGood generation index for sites with Gas TurbinesEnergy conservation disciplines well advanced
•OpportunitiesOlder units offer scope to improve but will require investment. Geography of site could limit opportunitiesLow utilisation has an effect on energy efficiency.Site wide energy optimisation gaps caused by sequential site developmentOcean losses needs attention
Operational Benchmarking Overview Pre Conference Petrotech 2007
•StrengthAt least one site is ‘world class’ on availabilitySeveral sites are ‘world class’ for maintenance costsNetwork of 15 refineries to share experience
•OpportunitiesRelax statutory limits on turnaround durationRelax statutory requirements on inspection requirementsReduce Maintenance effort by enhancing efficiency of maintenance practices
Maintenance Performance (2003-04)
Comparison with Peer Groups
2003-04 Highlights 10 sites SCP and 5 sites MCP (small/medium complex plant) Crude intake was higher in their Peer group for 8 refineries (5 SCP,
3 MCP) Energy efficiency- 2 sites were in top Tercile and 3 sites in third
Tercile (Asia Pacific). Globally only 1 site was in top Tercile and 5 in third Tercile
Refinery loss- 6 & 5 sites were in top Tercile for Asia Pacific & Globally respectively and 5 sites in third Tercile for both Asia Pacific & Globally.
SPI-No site in top Tercile in Asia Pacific and all in third Tercile Globally
Labour cost per NSP-4 & 6 sites were in top Tercile and 4 & nil in third Tercile for Asia Pacific & Globally respectively
Operational Benchmarking Overview Pre Conference Petrotech 2007
Comparison with Peer Groups
2003-04 Highlights Maintenance performance-Only one site in top Tercile (Asia Pacific &
Globally). 8 & 9 in third Tercile for Asia Pacific & Globally respectively. Turnaround longer by 30-50%
Maintenance cost-6 & 10 in top Tercile for Asia Pacific & Globally respectively. 2 & nil in third Tercile for both
CO2 emissions-3 sites were in first Tercile and 5 in third Tercile for both Asia Pacific & Globally
VOC emissions- 8 sites were in third Tercile for both Asia Pacific & Globally. Operating cost per bbl- 4 and 6 in top Tercile for Asia Pacific & Globally
respectively. 6 in third Tercile for both group Site energy cost-All are in 2nd and 3rd Tercile in both groups except for one
refinery in top tercile in Asia Pacific Cash operating expenses-8 & 10 in top Tercile and 4 & 2 sites in 3rd Tercile
for Asia Pacific & Globally respectively
Operational Benchmarking Overview Pre Conference Petrotech 2007
Opportunities as per Shell 03-04 study
Energy and Loss Management program – Energy is the single largest controllable cost. Opportunities for Indian PSU Refineries is ~ $US 240 million.
Maintained Availability – Unavailability is one of the largest controllable loss of Gross Income for the sites. Opportunities for Indian PSU Refineries is ~ $ 115 million
Unplanned Downtime – Unreliable plant also leads to loss of Income and adds costs. Opportunities for Indian PSU Refineries is ~ $US 50 million
Supply Chain Optimisation – External market impact on plant utilisation. Supply chain optimisation is of lower priority than the items above.
Operational Benchmarking Overview Pre Conference Petrotech 2007
Comparison with Peer Groups
2004-05 Highlights 10 sites SCP and 5 sites MCP (small/medium complex plant) Crude intake was higher in their Peer group for 9 refineries (6
SCP, 3 MCP) Energy efficiency- 3 sites were in top Tercile and 4 sites in third
Tercile (Asia Pacific). Globally 2 sites were in top Tercile Refinery loss- 7 sites were in top Tercile and 2 sites in third
Tercile (Asia Pacific & Globally). SPI-No site in Global top Tercile, all but one in third Tercile Maintenance performance-Only one site in top Tercile (Asia
Pacific & Globally). 6 and 9 in third Tercile for Asia Pacific & Globally respectively
Operational Benchmarking Overview Pre Conference Petrotech 2007
Comparison with Peer Groups
2004-05 Highlights Maintenance cost-8 and 11 in top Tercile for Asia Pacific
& Globally respectively. CO2 emissions-3 sites were in first Tercile and 5 in third Tercile
for both Asia Pacific & Globally VOC emissions- 5 sites were in third Tercile for both Asia
Pacific & Globally. Operating cost per bbl- 4 and 3 in top Tercile for Asia Pacific
& Globally respectively. Site energy cost-All are in 2nd and 3rd Tercile except for one
refinery in both groups Cash operating expenses-6 and 8 in top Tercile for Asia
Pacific & Globally respectively. 2 sites in 3rd Tercile for both
Operational Benchmarking Overview Pre Conference Petrotech 2007
Opportunities as per Shell 04-05 study
Energy and Loss Management program – Energy is the single largest controllable cost. Opportunities for Indian PSU Refineries are ~ $US 200 million.
Maintained Availability – Unavailability is one of the largest controllable loss of Gross Income for the sites. Opportunities for Indian PSU Refineries are ~ $ 120 million
Unplanned Downtime – Unreliable plant also leads to loss of Income and adds costs. Opportunities for Indian PSU Refineries are ~ $US 40 million
Supply Chain Optimisation – External market impact on plant utilisation. Supply chain optimisation is of lower priority than the items above.
Operational Benchmarking Overview Pre Conference Petrotech 2007
Energy Efficiency Performance
2004-05 Vis-a-Vis 2003-04Top Tercile for Asia Region improved 0.3%Second Tercile for Asia Region improved 5.9%Third Tercile for Asia Region improved 3.8%Average improvement in Indian PSU Refineries
was 6.0 %On a comparative basis no gains against your
competitors
Operational Benchmarking Overview Pre Conference Petrotech 2007
Maintenance Performance
2004-05 Vis-a-Vis 2003-04 Maintenance Cost per Mechanical Unit
Regional Top Tercile improved by 11.3%Regional Second Tercile deteriorated by 4.7%Regional Third Tercile improved by 0.5%Average Indian PSU deteriorated by 9.0%
Cycle Maintained AvailabilityRegional Top Tercile constantRegional Second Tercile deteriorated by 0.8%Regional Third Tercile improved by 1.5%Average Indian PSU deteriorated by 0.1%
Operational Benchmarking Overview Pre Conference Petrotech 2007
Margin Performance
2004-05 Vis-a-Vis 2003-04On an Import parity basis Gross Margins
improved by 210% between 2003/4 and 2004/5By comparison Regional Marker Gross Margins
improved by between 230 and 290%Key constraints on Gross Margin potential Refineries are constrained to their regional market No outlets for premium quality products Lack of conversion capacity (Distillates) and yield of low value
Fuel Oil, outlet to petrochemicals
Areas for Improvement
Energy & Operational performanceSmaller sites are characterised by high energy
usage in storage and handling and high auxiliaries.Heat integration in CDU/VDU Reduction in excessive steam letdowns Ocean loss is high which is common in all refineriesMinimisation of steam condensation for generating
electricityBetter loss management
Operational Benchmarking Overview Pre Conference Petrotech 2007
Areas for Improvement
Energy & Operational performanceIncrease conversion capacity ~15% less Fuel
oil..Steam and power network integration Fuel optimization Improvement in basic processesOperational and maintenance excellenceImproved utilities plant and processesImproved process-utility interfaceProcess unit and catalyst optimization
Operational Benchmarking Overview Pre Conference Petrotech 2007
Areas for Improvement
Energy & Operational performance Optimise LPG and lower olefins yields Strategically replace Naphtha as fuels with Natural Gas
and develop aromatics and premium gasoline. Upgrade FCCUs, HCUs for increased LPG Yields. Continue to develop supply chain infrastructure, port
capacity, crude and product pipelines. Quality improvements not just in response to
Environmental drives but also product differentiation Energy efficiency improvement for emission performance. Develop petrochemicals interfaces Hydrogen management
Operational Benchmarking Overview Pre Conference Petrotech 2007
Areas for Improvement
Maintenance Availability & Reliability Improve utilization & unplanned downtime for improved
energy performance Turnaround durations are variable. Some sites show good
management practices which should be actively shared.Typically shutdown duration is longer that best in the region.
There are indications that scope is not fixed and also there is indications of high levels of “un-revealed” work
Current statutory cycle lengths are less than those possible internationally.
Statutory inspection scope is generally larger than permitted internationally.
Operational Benchmarking Overview Pre Conference Petrotech 2007
Areas for Improvement
Maintenance Availability & Reliability Determine maximum economic cycle length Identify vulnerable areas of plant (RBI, Corrosion
Loops) and selectively replace such equipment. Challenge and Control Scope of Shutdowns. Selective
on-line inspection. Project scope control. Integrate fully Operations and Maintenance
shutdown teams. Maintain good records to convince authorities to
allow longer operating cycles Rationalise High number of pieces of equipment to maintain
or to fail. Procurement optimization & optimum work volume
Operational Benchmarking Overview Pre Conference Petrotech 2007
Maintenance Availability & Reliability Determine correct operating windows for plantsSufficient skilled Advisory staff (Rotating Equipment, Corrosion engineers, Inspectors) to investigate.Bad Actor identificationDefect Elimination programsImproved asset reliability & integritySelective upgrading of equipmentImplement shutdown/incident tracking with estimation of potential or actual economic impact.
Areas for Improvement
Operational Benchmarking Overview Pre Conference Petrotech 2007
Margin ImprovementBusiness process optimization/improvementImproved planning tools, common global process for LP modeling, Unconstrained LP Model for individual refineries, Network simulation (NETSIM) tool used to model supply envelopeData set based on “best sustained performance”Crude and feedstock selectionRefinery production optimization-yield improvement
Areas for Improvement
Operational Benchmarking Overview Pre Conference Petrotech 2007
Margin ImprovementInterfaces with refineries & petrochemicals Hydrocarbon stream routing Product mix/blending, handling, storage and qualityRefinery fuel cost optimizationExplore interfaces with “non-Fuels” sectors to maximise marginInvest in capacity and/or constraint removalSelective removal of Supply constraints and develop “export” opportunities
Areas for Improvement
Operational Benchmarking Overview Pre Conference Petrotech 2007
Consolidation
Study collects performance data on raw material, product yields, operating expenses, energy, maintenance, process, personnel etc for analysis
Understanding Performance Gaps is key to Performance Improvement
Many possibilities exist for examining gaps; customized peer group selection is available to help address specific issuesApproximately your sizeIs in your market areaHas a similar configuration
Operational Benchmarking Overview Pre Conference Petrotech 2007
Consolidation
Potential Consolidation of Existing Players and Emergence of Fewer, Stronger Players
Strategic Marketing Alignments and Joint Ventures Organizations Looking to Optimize the Entire Value
ChainSupply Chain Management including In/Outbound Logistics,
Marketing, Manufacturing, Planning
Strategic Downstream Integration into Petrochemicals
Operational Benchmarking Overview Pre Conference Petrotech 2007
Way Forward…..
Follow the Leading Performers Attitude of the people running the refinery makes the difference
- not the equipment in place Pacesetters develop a refinery operating plan and stick to it Individuals are held accountable for deviating from the plan Great importance is put on maintaining plant reliability and
availability Return on existing assets is maximized before additional
investments are undertaken
Operational Benchmarking Overview Pre Conference Petrotech 2007
Way Forward….
Key to Success Management leadership focus Cohesive top management teamOrganizational alignmentData based decision making processesResults (not action) orientationCompetitive Mind-set
Operational Benchmarking Overview Pre Conference Petrotech 2007