Pt 5 - Complex Coordination and The Execution of Work Across OG&E Field Operations

"...You have to put all of the pieces together in just the right way." Peter Thiel on the underestimated power of Complex Coordination within an industry category.

This is a good way to look at what’s required to manage the execution layer of work that underpins OG&E field operations. Woven throughout this last mile of The Connected Worker workflow is a constant thread of interdepartmental communications, coordination and actions across the field.?

There’s A LOT more “work to do the work” than meets the eye when a crafthand receives a work order generated from an enterprise planner and steps out into the field to execute.?

Information must be captured about the work, including parts, start/end dates, completion status, who did the work, how many people it took to complete, work completion notes, prior work history notes, and total amount of time spent.

To pull all of this together across numerous sources to ensure organizational decision-making requires extensive manual and system interventions.

All of which are fundamentally disconnected because of positional and departmental access restrictions in the field.?

The Status Quo of "Juggling and Assembly"

From a management view; This siloed, thus fundamentally restrictive, field operating structure will remain in OG&E.

It is the ideal approach considering the deep and wide specialization required to safely and legally manage, enable and orchestrate industrial operations supporting energy production.?

What is NOT ideal is how this siloed approach and all of its manual and system interventions align with organizational decision making and optimizing profitability.

“Siloed” equates to restriction. Most notably, restricted insights, thus (inevitably) restricted decision making, cost control and performance capabilities.?

This restriction generated by the field crafts juggling so many tools/systems, in coordination with the backend “assembly” required for executive reporting/capture, presents a critical performance gap in the OG&E industry.

A gap that is widening as demand for energy elevates globally, and production sources are diversified.

In consideration of this gap, the critical role our frontline workers play in our energy future has intensified producers efforts to equip them with the technology to do their best work.

The widespread adoption of Connected Worker solutions and their massive organizational impact supports this.

As a result of this technological momentum supporting the field, KPIs like NPT (Non-Productive Time) are no longer mission-critical for just drilling operations. Reducing NPT within the execution of work itself is now possible at scale.

To unlock this level of field efficiency requires extending The Connected Worker's capabilities through the execution phase of work. While ensuring strict adherence to operational constraints that -

• Maintain departmental and positional specialization?
• Employ integration and automation to ensure everyone works together safely?
• Satisfy stringent regulatory and compliance requirements?

Accounting for "The Work To Do The Work" Across Field Operations

The complex coordination required to elevate frontline performance within the structural constraints above is no easy feat.

In retrospect, the solution seems obvious, “just do it all in one place.”?

After all, the enterprise has its ERP.

Departments within field operations all have their own point solutions.

Assets have their digital twins.?

So, why doesn't the “work within the work” that unfolds each day across 100s or even 1000s of people within complex OG&E industrial facilities have its digital infrastructure equivalent??

One common place, used by all departments and their crafts. Purpose built to operationalize the complexity within the "last mile of The Connected Worker" - the components and details within the work delivery lifecycle that drives field execution.

The use case is clear for this level of platform consolidation and collaboration -

The execution layer fundamentally touches and influences ALL departments across the field operational ecosystem. As such, the negative implications generated by this siloed architecture and its corresponding lack of transparency are evident as well.

So, why hasn't this one place taken hold in OG&E?

For digital leaders and/or executives at large OG&E producers with industrial grade operations, securing data and multi-dimensional insights into how the “work before, during and after the work” got done was not a primary factor in the engineering of value.?

But it is now.?

#oilgas #oilandgas #oilfield #connectedworker

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