Planning and execution decisions around inventory, product and maintenance are re-aligned to more closely match the needs of the customer. This change in behaviours, work practices and systems impacts all levels of the organisation from operations management through to operators and field teams.
IOPS is relevant for single-asset single-site organisations, and for multi-site operations.
Changes to decision rights between the centre and the field teams may need to be updated to ensure field teams are focused on what they do best i.e. safely execute work which can only be done on site.
Central teams drive functional excellence in planning, technology, supplier management, process improvement and similar disciplines.
Organisations may use their integrated operations initiatives to introduce lean manufacturing principles such as the visual management and reduced inventories.
Many organisations in many industries have moved to an integrated operations model, driving faster smart decision making, reducing costs and improving on-time, on-spec delivery to the customer.
Higher Safety Levels
Reduced Operating Costs
Reduced Headcount on-site
Most organisations have one or more central control rooms, but relatively few organisations have truly implemented integrated operations i.e. changes to work practices and culture, and as result most organisations are leaving ‘value’ on the table.
Organisations may have focused their IOps efforts on one area of the business only e.g. centralisation of planning activities or centralisation of operators. These are important areas, but they represent only a fraction of the true potential for integrated operations.
Some organisations have treated integrated operations as a “one-off”, when in reality the original project should have been just the start of the continuous improvement journey. As a result, benefits are limited and the organisation may revert to old work practices.
Differences in the vision for integrated operations, unclear messaging across departments and other stakeholder management factors have created resistance in many organisations, hampering the efforts to create a value-chain focus. This has disrupted project execution and created additional cost.
Underestimation of the effect the introduction of Integrated Operations will have on work practices across the organisation. If this is not adequately dealt with this often leads to confusion and failure of process.
Integrated operations centres are totally dependent on the overlying technologies, such as networking equipment, collaboration tools and application presentation. Organisations have experienced costly outages due to technical faults and gaps in the technology support and maintenance practices
Underestimation of the extent new and existing systems will need to be remediated, can rapidly increase project costs. This may be because the organisation lacks a detailed understanding of the data required for integrated decision support.
Focus on project execution with insufficient emphasis on the operating model that will sustain ongoing processes. This condition often leads to disruption and failure of process within the organisation.
ATI has developed services to help our clients realise the benefits of Integrated Operations quickly and efficiently. We are one of the few organisations that have participated in the successful realisation of commercial benefits for several large Integrated Operations projects. This experience enables ATI to confidently offer the following services across the lifecycle of Integrated Operations initiatives.
Feasibility Studies and Detailed Design
Execution Handover and Ramp Up