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Improving the reliability of work planning.

The Lean approach has helped reduce inconsistencies and the risk of errors, resolve irritants, and improve team satisfaction.

Background

In the energy sector, one issue at the interface between two operational units involved reserving capacity for maintenance work: Planning that lacked sufficient reliability impacted safety and operational consistency and caused frustration for field teams, both in the lead-up to the work and on the day of the work.

It would have been a sure thing if:

  • The risks associated with working in emergency situations were reduced, thereby improving safety.
  • The teams fostered a culture of continuous improvement and strengthened collaboration across departments.

The process:

  • Field assessment and mapping were conducted between M-3 and J, resulting in the identification of five targeted improvement projects.

  • Preparation of the “deliverable” document for each project.

  • Short-term projects: regular coordination meetings.

  • Long-term projects: preparation using milestones, a schedule, and key deliverables.

  • Defining an annual planning vision.

  • A dedicated Kaizen initiative for each topic.

  • Project completion through the implementation of organizational changes and the establishment of a culture of continuous improvement to be maintained by the Units and Divisions.

Our results:

  • Significant decrease in the number of incompatibilities handled on an emergency basis.

  • Issues have been resolved, including meeting duration, attendance rates, decision-making, and accountability.

  • Reducing the risk of errors that affect safety.

  • Satisfaction among Driving Staff (AC) and Planning and Operations Managers (RPTX) regarding the use of the Daily Operational Plan (POJ), including the effective handling of problematic work orders.