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Commissioning and Ramp Up

Unfortunately PIP is regularly engaged on major projects after tortuously slow ramp-up curves which destroy project NPV. In these cases we find that insufficient money, rigour and attention had been focused on the planning and “wiring” needed for success in commissioning and ongoing operations compared to the vast amounts spent on capital. Rather than blowing the project NPV with poor commissioning, we recommend systematically putting the wiring in place to hard-wire in the conditions for commissioning success.

We bring a proven process to systematically design and implement the wiring within the organisation for start-up and steady state and coach players to manage this wiring themselves. Our approach focuses on combining systems, processes, competencies and disciplines to influence behaviours which in turn drive the performance of the business. To achieve this we use a number of proven and tested tools:

1. Clarifying accountabilities through the organization to ensure No Overlaps (only one person accountable for each KPI) and No Gaps (each KPI has someone accountable for it).
2. Clarifying role clarity associated with these accountabilities to ensure people know what they need to do to improve their KPI performance
3. Establishing the measurement and reporting of these KPIs by person - to ensure that regularly 1-2 weekly reviews are focused on KPIs that only belong to the individual. Also establish regular one-on-one reviews of the KPI performance
4. Driver tree models of the business so variances on KPIs and their drivers can be readily identified
5. Structured Management Operating System (MOS) providing a system of controls, communication, meetings and activities to achieve the desired results by focusing upon the right value drivers and eliminating duplication and non value added activities.

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