OE Objectives and Structure

Accountability Attitude Attributes Communication Continuous learning Dependent DuPont Bradley Curve HSE Cultural Ladder Information Interdependent lob safety analysis (ISA) Leadership Objectives Reactive Responsibility Strategy Team approach Traits Values Vision World-class. 

Developing a global operational excellence (OE) information management system is a long-term commitment. Much like the enterprise-wide financial information systems that most large companies have installed over the last few decades, it represents the work of many years, not months, and is a very large undertaking and because of the nature of the OE objectives—there are no shortcuts. 

These were essentially tactical compliance solutions as opposed to the performance orientation of current OE management systems and they worked well when decision making was limited to one area of operations and one facility. But as sustainable operational performance improvements became more important to communicate business success to investors and customers, so did the need for a strategic enterprise-wide approach to global decision making. 

Applied Operational Excellence for the Oil, Gas, and Process Industries. http //dx.doi.Org/10.1016/B978-0-12-802788-2.00005-l 

information technology is driving advances in companies ability to aggregate information and data across all these silos to help create integrated management systems. Although corporate executives and their boards of directors are now able to compare operational performance across a variety of operational metrics, efforts continue to collate, compile, and prioritize the information. Some of this is done through the establishments of dashboards and KPIs and this is just one manner in which executives raise the bar on performance. 

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