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Integrated Production Management by Processes: A Case History at the Marine Region

[+] Author Affiliations
Fernando Sebastián Flores-Avila

PEMEX E&P, Poza Rica, Veracruz, México

Juan Manuel Riaño-Caraza, Jesús Antonio Colina-Alvarez

Sinergia y Soluciones Industriales, Poza Rica, Veracruz, México

Paper No. OMAE2015-42327, pp. V010T11A029; 8 pages
doi:10.1115/OMAE2015-42327
From:
  • ASME 2015 34th International Conference on Ocean, Offshore and Arctic Engineering
  • Volume 10: Petroleum Technology
  • St. John’s, Newfoundland, Canada, May 31–June 5, 2015
  • Conference Sponsors: Ocean, Offshore and Arctic Engineering Division
  • ISBN: 978-0-7918-5658-1
  • Copyright © 2015 by ASME

abstract

As part of its strategic plan 2014–2018 Pemex Exploration and Production (PEP) has decided to modify the organizational structure in order to change from a function based structure to a new one based in process, supported on three fundamental axes: People, Processes and Technology. On this direction, it has been assigned to the Technical Resources Management Vice-presidency the responsibility to implement a strategy that will enable to improve performance into the Assets of the Marine Region. This paper presents the experiences and achievements reached by implementing the strategy of “Integrated Production Management by Processes” which goal is to create and implement a management model that will contribute to the optimization of the Asset performance, integrating through the people, management processes, workflows and information and communication technologies.

The “Integrated Production Management by Processes” model, is based on five elements that work integrated and coordinated way; these are:

• Organizational issues.

• Work methodologies.

• Information management.

• Monitoring key performance indicators (KPI).

• Production costs management

The proposal on this paper is based on developing a business process management methodology for PEMEX, by applying the 5 elements of the model to measure current performance of the production assets in order to find the existing gaps between the current management model and the Integrated Production Management by Processes and implement an action plan to close those gaps. In order to homologate and standardize the measurements in PEMEX’s assets, a Capability Maturity Model was developed according to the ISO 9004-2010 and Mexican Standard NMX-CC-9004-IMNC-2009. The maturity model allows weighting each one of the 5 elements into 5 dimensionless levels. The lowest level 1 means that the asset is in the initial stage and it has the Vision of a Functional Management; on the other hand, the highest level 5 means that asset has implemented the new model and has reached a Sustainable Management. To implement the Integrated Production Management by Processes, assets need to demonstrate that Level 4 has been reached.

Copyright © 2015 by ASME

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