Benchmarking

Scroll To: Global Oil & Gas Benchmarking | Working with Juran Benchmarking | 7-Step Benchmarking Process | Comparing Like for Like | More than Benchmarking | Testimonials

Juran Benchmarking Services enable our clients to seek and establish a competitive leadership position in any given area of their business. Benchmarking has become a strategic tool for continuous improvement in highly competitive markets. It reveals the strengths and weaknesses in an organization and focuses attention on the key areas for performance improvement.

We have conducted benchmarking studies for companies in a wide range of industries including oil and gas, automotive, airline, mining, healthcare, and manufacturing.

Global Oil & Gas Benchmarking – Juran has been benchmarking the operational performance of oil and gas facilities since 1995. Through close collaboration with leading oil and gas companies during this time, Juran’s benchmarking approach has developed and matured into a robust and systematic methodology that is proven to provide a valuable outcome to our benchmarking participants.

We benchmark operational performance across all elements of the oil and gas value chain, including:

  • Production Facilities (onshore and offshore)
  • Processing Facilities
  • Pipelines (onshore and offshore)
  • Terminals (Storage and Loading/Unloading)
  • Underground Storage
  • LNG Receiving Terminals
  • Gas Transmission Systems
  • Gas Distribution Systems
  • Petrochemical Plants

 

 

 

 

 

 

 

 

 

 

 

Our benchmarking programs have participation on a global basis; from North & South America, Europe, Middle East, Far East, and Australasia.

The focus is on operational efficiency and effectiveness, with most of our benchmarking programs comprising over 250 KPIs.

Working with Juran Benchmarking – Companies can either participate in any of our multi-company benchmarking consortia, most of which are run on an annual basis or they can simply benchmark themselves against the wealth of data held in our databases. Alternatively, companies can commission tailored benchmarking studies, internal or external, designed to their own specific scope requirements.

Juran 7-Step Benchmarking Process© – Our 7-Step Benchmarking Process© assures a systematic approach to benchmarking. Divided into two phases, not only does it provide a comparative positioning analysis but gives the option to go further to determine best practices and share learning between benchmarkers. Our clients agree this unique aspect is a real strength of benchmarking with Juran.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Comparing Like for Like – A major challenge in any benchmarking study is to assure comparability between what are inevitably very different facilities. Juran uses a variety of methods to achieve this, depending upon the type of asset being benchmarked. In our oil and gas benchmarking programs we use our unique and highly effective Juran Complexity Factor©. This provides an overall measurement of the complexity of the routine operations and maintenance activities of any type of oil and gas facility, based upon the performance driving characteristics of the facility’s design. This methodology provides a highly effective normalization factor, enabling benchmarking participants to compare their performance on a like for like basis and provides a real indication of operational efficiency.

More than Benchmarking – Using the wealth of performance data in our databases, we are able to extend our services to forecasting operating expenditure and estimating manning requirements for new projects and expansions, manning efficiency studies, due diligence analyses and synergy studies for mergers and acquisitions.

Testimonials – Read what our clients have to say:

  • “The first internal benchmarking cycle and the subsequent best practice sharing forums have been real eye-openers for our company. Approximately 8 bln pesos (US$ 800m) of improvement potential was identified. Some 120 maintenance executives from both up and downstream facilities participated in the Best Practice Forum, 98% of them indicated that the selected 11 best practices were genuine and authentic. Moreover, 99% of the attendants expressed that benchmarking, both internal and external, could be a critical tool supporting our strive for continuous improvement.”
  • “Benchmarking plays a pivotal role in both the diagnostics of how we do today and in long term planning. We have embarked on a series of improvements in our operations and have been able to achieve some impressive savings with the support of benchmarking outputs. Moreover, we aim at benchmarking “value chains” (for example: well-platform-pipeline-receiving processing terminals-storage and distribution) rather than individual assets, because value chains produce the product for our customer, and that is really what it’s all about. This approach requires a consistent and homogeneous approach for the various assets that altogether form that chain.”
  • “Our operation started to benchmark back in 1999. We did not come out as well as we thought. So we went through a phase of denial. After careful analysis and second opinions we accepted that we had substantial room for improvement. We assigned a full time continuous improvement office. We started with the low hanging fruit and have achieved substantial multi-million savings in OPEX. In the meantime we will attach the second level improvement opportunities and we have again set some aggressive goals. In 2005 we aim at achieving a so-called 1st quartile OPEX performance.”