Adoption of Practical Problem Solving (PPS) Methodology to Drive Business Performance Improvement in PDO, Sultanate of Oman
Authors: Al Adawi Humaid Khalifa , ALAlawi Ahmed , Johnston Peter , ALKindi Adil , ALHusaini Nasser , Al Balushi Fatik , Al Mamari Zakariya 
Published: October 2023

Abstract

Objective/Scope
PDO has a continuous improvement (Lean) programme deployed across all areas of the business. This programme consists of various problem-solving and improvement tools and techniques. Practical Problem Solving (PPS) is a structured methodology intended to be used widely within the organisation to drive performance improvement through systematic problem solving.
This paper focuses on the methodology applied and how this has improved operational performance within the PDO's Well Engineering Directorate.

Methods, Procedures, Process
In PDO, PPS is executed on the most prevalent, high-value problems, triggered by the identification of gaps in performance (e.g. operational failures, production downtime, etc.). PPS is an 8-step problem-solving process consisting of defining the problem (e.g, Is/ Is Not, Pareto), identifying root causes (Fishbone, 5 Whys), developing, and implementing countermeasures and process controls (Visual Management, SOPs). Problem-solving teams are selected depending on the nature of the problem. The PPS itself is carried out in workshop format, with the objectives of problem resolution and training the attendees in the problem-solving process and tools.

Results, Observations, Conclusions
PPS was implemented during 2019 and is now an established robust methodology for problemsolving in Well Engineering. By 2021, the number of PPSs conducted increased by 800% from 2019, and 100% from 2020, triggered by input from various sources such as Visual Management and SOPs. As a result, we have realised significant benefits, including direct cost saving, cost avoidance, reduced production deferment, improved HSE performance and staff effectiveness.
PPS has become a framework for operations management, and it is hardwired in our systems for better governance and control. Also, it has been linked to staff job competency profiles and within the organization as way of working. 500 personnel have been trained in the PPS process, 25 of these are being qualified as PPS facilitators, further developing problem-solving autonomy, increasing organizational problem-solving capability, and ensuring the future sustainability of the PPS process.
The implementation of PPS has helped understand performance and where problems exist, how they relate to each other, how they affect the business and how they can be solved. In 2021, 95% of all PPSs carried out targeted non-productive time (NPT) in the drilling & WRM processes. The result of this focus on NPT was an NPT of 4.8%, the lowest ever achieved in PDO's Wells organisation.
On our PPS journey we have always strongly focused on replicating successfully completed projects. This has ensured knowledge transfer from one team to another across the directorate thus maximising the number of problems solved.
In conclusion, the implementation of PPS has been extremely successful, saving in the order of US$41mln since the beginning of 2019. And more benefit is being reaped from improving the organization's problem-solving capability and knowledge-sharing.

Novel/Additive Information
PPS is a methodology used in various organisations worldwide, such as the US Army and Boeing. It is mostly associated with the manufacturing industry (particularly automotive) but less with the Oil and Gas industry. This paper shows that, when used in conjunction with other Lean tools that highlight problems as they occur (such as Visual Management), PPS can be successfully applied to the Oil and Gas Industry to drive significant performance improvements, delivering significant monetary savings in the process.