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Abstract Operations personnel in the petroleum and other fast-paced industries are primarily concerned with optimizing productivity while maintenance teams focus on asset integrity. These seemingly conflicting objectives generate occupational conflicts in many process facilities, threatening process and human safety. This paper examines the nature of these conflicts, their sources and consequences using an offshore petroleum transportation and storage facility as case study, discusses solutions adopted and highlights significant outcomes. As similar problems occur in facilities around the globe, the presentation intends to share learnings from this case to a global audience and stimulate useful debates. To foster occupational harmony and a balancing act, toolbox and management meetings were held. An operations-maintenance synergy (OMS) model was created, with an interface coordinator from each department. Field data from facility inspections, post installation surveys and parallel condition monitoring reports were used to evaluate OMS performance. These fed quarterly gap analyses for process equipment and safety critical devices across two terminals, two jetties, two tanker vessels and seven retail stations. Operational bottlenecks such as unplanned shutdowns and turnaround time were also assessed for asset integrity, productivity and occupational performance over a 5-year period. HSE and managerial metrics such as staff motivation, interpersonal relationships and turnover were identified as human factors critical to the OMS model efficiency. Production records are analyzed for both periods to assess the workability of the model. Results indicated improved operational excellence, maintenance excellence and safety management. These were demonstrated through reduced audit queries, non-productive time, unplanned shutdowns, customer complaints, staff turnover rate and avoidable costs such as demurrage. These are critically analyzed, stating upgrade plans for future operations. The findings demonstrate that various organizational functions can synergize amicably with mutual understanding, acknowledging other as partners in progress rather than rivals. Lessons learnt and recommendations should contribute towards addressing non-productive time, asset deterioration, workplace conflicts, process safety accidents and other avoidable negatives in process industries upon diligent application. The paper demonstrates how local content, in-house human capacity and existing systems could be managed for business growth and conducive working environment.
B. O. Bassey (Tue,) studied this question.