Our client, one of the main players in the European oil&gas market, composed of three different entities and with 1000+ employees, initiated an operational enhancement project.
The project was launched as a pilot in the main core asset of the group, for potential further use in other entities belonging to the same group of companies.

• High number of relevant ideas generated by the team, but missing structure or methodology for collecting and prioritising them
• No expectation or pressure from management on obtaining a certain amount of benefits, but rather on deploying the project and setting up an approach
• The improvement had to be initiated at all aspects of the organisation (process, staff, equipment)

• Define clear methodology and governance for managing both ideas and the project development in a transparent and organised manner
• Group ideas into workstreams and prioritise their implementation based on the expected benefits
• Associate each operational enhancement with a target benefit set on a yearly basis; provide a benefits monitoring tool and schedule