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Gathering, Processing & Pipelines (Midstream)

The activity level across the Oil & Gas industry over the past several years has been very brisk.  A burdensome political and regulatory environment, macroeconomic complexities triggering price volatility, the decoupling of oil & gas commodity prices, and increasing well complexity from improved technology have created new challenges and opportunities across the industry.  Alongside of these emerging forces, there has been a surge in activity associated with unconventional plays.  This surge has triggered a significant uptick in activity in mature and emerging basins as Midstream companies mobilize in response to demand for gathering, processing, and transmission infrastructure required to bring products to market.

The current trends that drive the industry are causing leading companies to re-assess their organization’s investment strategies, customer demands, performance and operational effectiveness, and response to regulatory & reporting requirements.

William W. Rutherford & Associates has a rich legacy of helping large, well-managed companies improve performance through a variety of Operational Excellence programs across the Midstream sector.  Our proven analytical approach coupled with deep industry expertise gives us a unique competitive advantage for identifying opportunities, developing solutions and achieving measurable results that help our Clients meet their strategic objectives and achieve a significant step forward in their competitive position.

Working With You To Build Your Vision into Reality

You want to make improvements and build your market value, yet your organization is struggling to make the progress necessary.  You know that your pace of advancement is keenly important given today’s industry demands and shareholder expectations.

We work with you and your team to accelerate the growth of your competitiveness while reinforcing change with measurable and sustainable results.  Through our process, you and your team learn and internalize the disciplines and practices necessary to perpetuate these improvements.

Midstream Functional

Chief Executive Officers — How to build and sustain:

  • a healthy, more competitive, company?
  • the leading-edge “mechanical availability” of our assets?
  • our optimum asset utilization for maximum gross margin?
  • our optimum operating/SGA for maximum net cash margin?
  • top 10% in net income, ROCE, safety, environmental performance?
  • top 50% in all key performance measures (Solomon, etc.)?
  • a VPP Merit/Star safety culture?
  • our reliability levels at a pace faster than our competitors?
  • the growth of our future leaders, faster?
  • improved alignment between our strategic and tactical plans?
  • higher-impact projects at lower cost?
  • the pro-active leadership we want with our market analysts?
  • the positive contribution board members can make?
  • our key talent to drive faster, more sustainable growth?
  • ourselves for the key strategic challenges of the next decade?

Finance/Administration/IT — How to:

  • more capably manage margins, cost and volume?
  • more effectively manage contractors and services?
  • define our technology strategy for the next decade?
  • improve our competitiveness, faster?
  • build more “business think” into what we do?

Engineering/Procurement — How to:

  • improve our processing of high-value products by 10%?
  • improve our unit/system reliability by 10%?
  • improve our capital and expense project performance?
  • reduce maintenance and turnaround cost and time by 25%?
  • stop spending time and resources on marginal projects?
  • improve procurement savings by 10% yearly?
  • achieve top 10% or better performance in product quality?
  • more fully develop engineering and technology expertise?

Operations — How to:

  • improve field/area gross margin by 10%?
  • measure and improve customer experience levels by 50%
  • improve asset utilization to top 10%?
  • improve field/area operating expense by 10%?
  • achieve unit/system reliability at top 10% level?
  • decrease catalyst and chemicals consumption by 5%?
  • reduce demurrage by 10-50%?

Maintenance — How to:

  • increase and sustain unit/system reliability at top 10% or better?
  • achieve optimum maintenance cost to support above reliability levels?
  • instill a culture of cost, safety and operational stewardship?
  • improve our contractor management capabilities?

Cross-Functional Capabilities — How To:

  • more effectively manage inter-functional communication, cooperation and cross-functional processes and activities?…

Midstream Organizational Development

Leadership — How to:

  • define our leadership development needs?
  • improve our attract/develop/retain program?
  • grow our growth and competitiveness faster every day?
  • grow our cross-functional collaboration?
  • build employee satisfaction to top 10th percentile?
  • grow our 1st line management’s pro-active involvement with their employees?

Strategy — How to:

  • more astutely define our value-proposition?
  • more clearly define what differentiates us?
  • increase our competitiveness against our defined KPI’s?
  • restructure our asset portfolio based on our strategy?
  • have a “win in this field/area” strategy everywhere?
  • pro-actively dispose of our “non-strategic” assets?
  • manage and steward our units and facilities strategically?

Organization — How to:

  • integrate our acquired assets and team members?
  • build capability for new environmental specs?
  • build a common structure across multiple facilities?
  • account for process, skills, strategy considerations?

People — How to:

  • develop for the future those we hired in the past?
  • build development programs based on our future needs?
  • drive productivity and capture its value?

Culture — How to:

  • measure our culture and know how to manage it?
  • establish improvement areas and address them?
  • use cultural drivers to improve our competitiveness?
  • train our team members to achieve our desired outcome?

Process — How to:

  • improve our communication and alignment?
  • move us from “event driven” to “results driven?”
  • easily move team members across different assets?
  • achieve a 25% reduction in project time?
  • accomplish a 10% unit cost reduction?
  • use process to win our cost/create-value paradox?

For Case Studies, Leadership Insights and other materials and information Contact:

Bill Rutherford
214.675.7562