Towards a value-based view on operations and maintenance performance management

Document identifier: oai:DiVA.org:ltu-7805
Access full text here:10.1108/13552510310503213
Keyword: Engineering and Technology, Civil Engineering, Other Civil Engineering, Teknik och teknologier, Samhällsbyggnadsteknik, Annan samhällsbyggnadsteknik, Drift och underhållsteknik, Operation and Maintenance
Publication year: 2003
Relevant Sustainable Development Goals (SDGs):
SDG 9 Industry, innovation and infrastructure
The SDG label(s) above have been assigned by OSDG.ai

Abstract:

Most of the North Sea oil companies have recognized the need to adjust their management processes, including those concerned with operations and maintenance, to the changed and changing business conditions in industry at large, particularly due to the volatile oil price. This has been a rationale to review organizational operations and maintenance policies by many. This paper describes findings from a research study on operations and maintenance performance conducted in the emerging operating environment with close cooperation of leading oil and gas organizations in the Norwegian continental shelf. An attempt has been made to develop an architecture for effective management of operations and maintenance performance linking results to performance drivers. This has further been extended to apply the balanced scorecard concept. The papers emphasize on the value rather than the cost of operations and maintenance in the emerging business environment, and stresses that there is a need to move from a plant-based policy to a more or less long-term business-oriented approach.

Authors

Jayantha P. Liyanage

School of Science and Technology, Stavanger University College
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Uday Kumar

Luleå tekniska universitet; Drift, underhåll och akustik
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