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Lean is a methodology that concentrates on monitoring a process or a system, analyzing it, minimizing waste within the system, and increasing productivity simultaneously. On the other hand, 5S, which is an abbreviation for Sort, Set-In-Order, Shine, Standardize, Sustain, is a principle utilized to eliminate Process wastes which may include: wasted time, wasted space, and wasted inventory. The scope of this paper is to showcase the importance of employees’ contribution in continuous improvement initiatives and culture of capitalizing on the benefit of lessons learnt and knowledge sharing. The program began with educating maintenance team about Lean Principles, 5S Programs, DMAIC (Define, Measure, Analyze, Improve and Control) methodology and their importance. Then, sessions of brainstorming and data collection were conducted. In addition, employees were encouraged to use A3 papers to draft a comparison between current state and future state of any process, step, or a procedure which they think can be performed in a better, faster, safer, and more efficient manner. Next, a weekly continuous improvement meeting was held by quality committee which consisted of members from maintenance, quality & reliability, and management teams to review each improvement idea and take a proper action. The positive impact of Lean, 5S and DMAIC have been proved working and helped drilling business unit to exploit cost saving opportunities, maintain a perfect record of service quality with client, and improve maintenance productivity. This includes 100% client satisfaction and operating efficiency, 50% reduction in equipment turnaround time, over 100% increase in number of equipment maintained per month and decrease in overtime man-hours by 90%. These results were achieved after close monitoring and controlling of the overall process conducted for over 52 weeks (From Q3 2020 to Q3 2021) and more than 60 improvement ideas implemented. Improvement ideas were received, reviewed, analyzed, further enhanced, and immediately implemented to ensure the end results are obtained. The improvement ideas and lessons learnt register was built to document, give credit, and protect intellectual property of the idea owner and recognize top contributors to the register. This success story of performance elevation, cost reduction, process optimization and best practices implementation can be cascaded to other departments and companies delivering products and services to the petroleum industry. |
