Developing a reference-model for benchmarking: performance improvement in operation and maintenance

Abstract

Statoil has a major responsibility of “driving simplification and improvement initiatives” by relying on tools such as benchmarking. The aim is to drive business performance based on best practice rather than on compliance. To date, the full potential of benchmarking has not been realized since the concept is not easy to define, let alone follow-up. A great deal of knowledge and practice remains hidden in the Statoil system that can be effectively used to drive performance based on effective Benchmarking. However, no major initiative to date had the objective of uncovering this information. The presence of many benchmarking opinions and methodologies has cluttered the process and made it difficult to compare and rank facilities or projects using a systematic benchmarking methodology.