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Cost Management Best Practices for STO. Christen Bergerud EcoSys. Agenda. Introduction STO Cost Management Challenges Attributes of a STO Controls System Marathon Petroleum Turnaround Case Study STO Controls Systems – Other Examples and Screenshots Questions. EcoSys Company Background. - PowerPoint PPT Presentation
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Cost ManagementBest Practices for STO
Christen BergerudEcoSys
• Introduction
• STO Cost Management Challenges
• Attributes of a STO Controls System
• Marathon Petroleum Turnaround Case Study
• STO Controls Systems – Other Examples and Screenshots
• Questions
Agenda
EcoSys Company Background
• Planning and Controls Software Vendoro Designers & Developers of original Primavera P6 o Current focus is EcoSys Enterprise Planning and Controls (EPC)
Software
• Consulting Practice o Focuses on Implementing Processes and Systems for Planning and
Controls of Capital Projects including Shutdowns, Turnarounds, Outages
• Partnerships with Oracle, SAP, Microsoft, & IBM
EcoSys Enterprise Planning and Controls Software
Over 200 Customers GloballyPublic & Private Sectors
STO Cost Management ChallengesShutdowns, Turnarounds and Outages can have vast cost implications on a company
• Cost of Delay can be immense
• Lost Revenue, Lost Market Share, Regulatory Impacts
•Cost tends to be a Principal Way that Management Evaluates the Success of Turnarounds
STO Cost Management Challenges
Better STO Cost Management Has Many Benefits
• Confident cost analysis justifies further investments in improvements to STO processes
• Tom Lenahan provided example in keynote - $2.5 MM estimate was actually $10 MM true cost. This led to greater management engagement.
STO Cost Management Challenges
Better STO Cost Management Has Many Benefits
• Understanding of Cost allows fine-tuning of model for future STO events
• Monitor planned and actual against past performance
• Understand directs/indirects
• Understand performance by cost type, phase, contractor…
STO Cost Management ChallengesBut Really, You Don’t Have Time to Track Cost during a Shutdown, Turnaround or Outage
• During a Turnaround it’s easy to conclude that what matters more is:
• Safety
• Regulatory Requirements
• Productivity
• Schedule
STO Cost Management ChallengesBut Really, You Don’t Have Time to Track Cost during a Shutdown, Turnaround or Outage
• And if you focus on safety, productivity and schedule, your costs should stay in line… right?
STO Cost Management Challenges
STO Status Quo:
• Big contingencies• Sometimes big enough to allow even poor cost performance to come in
under budget
• Limited accuracy of cost performance reporting by:• Direct / Indirect
• Cost Type
• Cost Breakdown Structure
• Asset
STO Cost Management Challenges
STO Status Quo:
• Lots of Manual Effort During and After a STO event to make sense out of the cost picture
STO Cost Management Challenges
Management Demanding More
• Picture of True Cost of a Shutdown, Turnaround, or Outage
•Understanding how STO costs interrelate with Capital Projects and Operations
•Planning and Budgeting based upon real understanding of Past Performance
• Better Control over Late and Emergent Work
• Schedules, ERPs, Timesheets Rarely Integrated
•If Integrated, don’t deliver easy to use, real-time tools for managing schedule, productivity and cost
• Excel = time consuming, error-prone manual entry
• Very short time windows to capture productivity between shifts
“We have people in at 4 AM racing to compile productivity data in Excel before the next shift. We type in the actuals twice daily.
Challenges for Cost Controls
Systems Fall Short during a Turnaround
“We create a bunch of change orders in SAP in advance, in anticipation of emergent work.
• Budgeting often based on blended rates
• Scheduling systems co-opted into budgeting systems
• Not a lot of controls over late work
Challenges for Cost Controls
Systems Fall Short before a Turnaround
• Lack of Integrated Systems makes visibility by KPI or cost attribute hard to achieve
• Very intensive efforts to reconcile cost reports with true cost
“Well, then we re-type the data into our Japanese parent company’s general ledger system.”
“The actuals in the schedule don’t tie out to the G/L or vendor invoices. We think maybe an activity got deleted.”
Challenges for Cost Controls
Systems Fall Short after a Turnaround
“We may not see the real costs from SAP for months.”
20%
16%
13%12%
30%
6%2%
1%Reconciling General Ledger Data
Correcting Labor Coding
Collating Internal &External ReportsManual Downloading
Monitoring & Controlling Costs
Change Management
Forecasting & Trending
Analyzing Budgets & Actuals
17
Source: Internal Study by EcoSys Customer
Current UtilizationCost Analysts Spent 61% of Time on “wasteful” activities
18
65%25%
5% 5%
Analyzing Data
Forecasting &Trending
Running ReportsTroubleshooting
Source: Internal Study by EcoSys Customer
Target UtilizationCost Analysts provide much greater value added
Attributes of a STO Controls
System
• Single, Integrated System to Track Hours, Productivity, Cost
• Consolidates Data from Multiple Systems:o Scheduling
o G/L
o Timesheets
o Estimating
Attributes of a STO Controls System
• Web-based Dashboards with Drill-down based on Role (Executive to Foreman)
• Variable Access Rights with Spreadsheets or Forms that Enforce Business Rules
Attributes of a STO Controls System
• Ability to reclassify direct/indirect
• Structured change control and scenario analysis
• Rate Tables
• Multicurrency (if needed)
• Versioning and variance analysis
Attributes of a STO Controls System
• What If Analysis
• Single Database manages STO and Capital Projects
• Visibility by Any Attribute and at Any Level
Attributes of a STO Controls System
Projects / WBSSchedule DatesResource-loading (units & costs) - Baseline - Current - RemainingActivitiesResourcesCodes (activity, resource, project)Percent CompleteTimesheets
Integrated Earned Value ManagementConsolidated Performance ReportingBudgets, Forecasts, CommitmentsActual CostsChange ManagementData TransformationsHistorical SnapshotsTransaction/Audit Repository
Projects/WBSActivity NetworksCost ElementsActual CostsTimesheetsCommitments
WBS & WBS StatusBudget / Planned Costs
Contractor & Other Timesheets
Typical Integration Scenarios - Turnarounds
Turnaround Case StudyMarathon Petroleum
• 6 Refineries in US
• Legacy Artemis reporting system integrated with P6, Time & Attendance
• Tried several tools to replace, none met functionality and performance requirements
• Successful pilot in 2010
• Advantages seen in EcoSys: o Flexibility and speed of P6 Integration
o Performance of integrations and reporting with large datasets
o Flexibility of configuration and reporting to meet advanced best practices
o Rapid software implementation
o EcoSys certified SAP integration aligns with Marathon’s future plans
Case Study: MarathonCase Study: MarathonMarathon Petroleum
• Management of Contingency/Drawdown, Forecast, Earned, Expended, Estimates
• Daily/weekly time-phasing
• Daily integration with P6 for progress
• Daily integration with time & attendance/contractor billing
Functionality HighlightsCase Study: Marathon
• Preserve daily history of earned value (S Curve data)
• Define complex transformation rules in EcoSys (i.e. Craft ABC + Vendor 123 Indirect)
• Implemented all Marathon TA KPIs
• Extensive performance reporting: direct/indirect, vendor, unit, craft, work order, phase
• Integrate Changes/Growth into Performance Baselines
Functionality HighlightsCase Study: Marathon
Any Questions?Thank you!