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This paper aims to demonstrate the possibility of maintaining triple bottom line (TBL) sustainable performance in the petroleum industry via a case study. In particular, it presents the utilization of a lean-six-sigma (LSS) concept for investigating one of the underperforming support service activities in an engineering contractor (EC) and to indicate how LSS concepts enable the barriers to maintaining sustainable petroleum operations to be reduced for maintaining sustainable petroleum operations.

A case study has been carried out in an EC organization in relation to one of the support services (i.e. valves requisition process [VRP]) to demonstrate how LSS concepts enable the barriers to maintaining sustainable petroleum operations to be reduced for maintaining sustainable petroleum operations. Value stream mapping (VSM) and value stream analysis (VSA) have been utilized to investigate the barriers that inhibit sustainable operations. VSM and VSA have been performed to investigate the underperforming activities in the selected support service (i.e. VRP) using a current state map. After performing VSA, a future state map has been developed, indicating possible improvements in overall TBL sustainable performance.

VSM and VSA enable the barriers to maintaining TBL sustainable operations in the petroleum industry to be investigated, while minimizing waste in the ECs and asset owners’ organizations.

The study has been limited to ECs’ support services, which have been delivered based on asset operators’ requirements.

The suggested LSS approach and related analysis help practicing engineers to perform similar analysis for different engineering support services. Improved performance in support service results minimize health, safety and environmental challenges in asset operations, and the resulting waste reduction increases the return on investments.

Effective delivery of the assessments minimizes potential delays in projects related to petroleum operations, mitigating future accidents. It enhances the TBL sustainable performance of an asset-intensive industrial organization.

This manuscript addresses the inherent TBL sustainable performance challenges in the petroleum industry that have been caused by delayed projects. The responsibilities of projects’ delivery are mainly attributed to ECs. The EC organizations are operating in project mode, and projects delays are inherently caused by the frequently changing nature of: operators’ requirements; suppliers’ and/or manufacturers’ capabilities and restrictions; and lack of standardization in documentation and work processes (i.e. because of different engineering projects’ demands). Hence, this manuscript illustrates a methodology to demonstrate the possibility of TBL sustainable performance improvement in the petroleum industry via a case study (i.e. VRP-related project delivery performance improvement) in an EC organization utilizing the lean concept.

A systematic literature review is performed to reveal the state-of-the-art in the implementation of lean principles in the petroleum industry. This paper aims to generate a conceptual framework and reveal research gaps with respect to lean concept application in the petroleum industry.

After formulating research questions, the search strategy is generated, followed by data extraction, literature review and synthesis of the results. The search covers any studies in peer-reviewed scientific journals and conference proceedings in the period 1990-2017 that discuss the implementation of the lean concept in the petroleum industry.

The lean concept has been used to improve operational and technical aspects, contractor/supplier relationships, team organization and project management practice in the petroleum industry. Based on the literature review, a conceptual framework is generated comprising four main elements: leadership and commitment from management, employee involvement, cooperation and trust with contractors/suppliers and lean project management. These elements are the pillars that are founded on lean philosophy and principles to support technical/operational improvement in the organization. The types of literature identified indicate that the subject of the study is still immature.

This study focuses only on the upstream sector of the petroleum industry, which restricts the generalizability of the results to midstream and downstream businesses.

This paper provides knowledge and information regarding the current state of lean implementation in the petroleum industry. The developed conceptual framework provides general guidance for practitioners regarding lean implementation in the petroleum industry, and is also expected to support research on theory building.

Few studies have discussed the application of the lean concept in the petroleum industry. This paper contributes a platform for researchers and practitioners to comprehend how the lean concept has been applied in the petroleum industry, and provides a foundation for further studies on lean implementation in the petroleum industry.

The purpose of this paper is to investigate how accounting and supply function specialists shape controls in collaborative supply networks (CSNs) and how both might co‐evolve.

This paper is a case study of an Australian metal manufacturer (“SteelBiz”) and its CSN is conducted.

The paper finds changes in both trust vis‐à‐vis formal controls and in intra‐organisational supply‐accounting relations occurred in a mutually constitutive manner. At SteelBiz, a shift to formal controls occurred due to the efforts of the accounting function in contesting organisational visibility. Overall, both intra‐ and inter‐organisational relations were found to co‐evolve.

The limitations of the paper include: an empirical examination of buyer organisations only; a focus on intra‐organisational issues between functional specialists to the relative exclusion of both more “macro” trends and inter‐personal relationships; and the limited generalisability associated with the methodology chosen. Future research should consider both buyer and supplier organisations and whether the “disciplinary alignments” observed here are reflective of more enduring patterns.

The contributions of this paper are two‐fold. First, the paper attempts to fill a gap in the literature pertaining to how intra‐organisational relations might influence network controls. Furthermore, the few studies that do exist describe the “intra‐inter” dynamic as uni‐directional only, whereas this paper reveals how both mutually constitute the other. Second, complexities into the trust‐formal control relationship are revealed while it is proposed that as CSN relations develop, process‐based mechanisms become more important than other relationship‐sustaining devices, with the trust‐formal control dynamic dependent on ongoing negotiation and information as mobilised by intra‐organisational participants.

MANY indications of the growing importance of work study as an aid to increased productivity will be in evidence at the Third Annual Production Exhibition and Convention (Olympia, May 12–21) where many of the improved methods displayed by upwards of a hundred firms and organisations are the direct or indirect results of the application of work study techniques.

REGRETTABLY, we do not seem to have found the solution to the problem of taking up the slack in British industry. Work study is a widespread industrial practice today, but can it now be said that its extended use will take up the slack in wasted effort which, in terms of a 5% production increase, would put a vastly different complexion on the production front.

THIS journal was represented at a Press Conference last month; and over the drinks and canapés that it is the custom to provide at such occasions, one of the executives of the company throwing the party asked our reporter, “You have changed your name recently, haven't you?”

Production for Plenty. At a time when many established industrial exhibitions are struggling to survive, it is a bold step on the part of the Institution of Production Engineers to launch the first Production Exhibition and Conference which they hope will become an annual event. This will be an exhibition with an entirely new theme—one which the general public, as well as industry, are coming to know and appreciate as a force for the future in both their working and domestic lives.

Discusses a successful business process reengineering project that involved purchasing, receiving and accounts payable departments in an international firm in the USA. These three departments’ business processes, workflows and functions are described and analyzed. Methods for improving the existing workflows by developing an auto vouchering system and an electronic data interchange system are suggested. The cost and benefit analysis is applied to evaluate these methods. Implications and recommendations for the top management are discussed, including the insights of the cross‐functional design among departments, the empowerment of employees, the improvement of morale in the departments, the formulation of new policies and procedures for the new system, and the establishment of a separate database system for reference.

IN presenting the 1975 Viscount Nuffield Memorial Paper entitled “The attempt to reform British Leyland's Industrial Relations” its author, Mr. Pat Lowry (Director of Personnel, British Leyland Ltd.), asserts that British Leyland did not invent strikes — it inherited them. It is to be wondered whether Mr. Lowry was not too close to events to understand fully the nature of the illness which, in recent times, has gripped British Leyland and, indeed, other car manufacturers. British Leyland were not short of specialists and consultants during recent years, neither was there any lack of diagnoses or of treatments.

The purpose of this paper is to logically establish a Non – IT ERP solution for small and medium scale industry which is based on improvement of operational efficiencies and not on ERP implementation. Today's buzzword ERP is not the right fit everywhere. The medium and small segment has many failure stories and causes of dissatisfaction. There are two schools of thought prevailing in this segment of industry. One school of thought is for big investment for ERP. The other school of thought is not to invest in ERP. This paper further strengthens the second school of thought with valid logic and real life case examples.

The design and approach is to logically establish the unacceptability of ERP solution in small segment through industry analysis and ROI analysis and to develop a model for improvement of supply chain efficiency using linear programming and Wagner Whitin algorithm.

A Non IT ERP solution for a segment of industry whose turnover is less than 2.5 M USD (in Indian perspective) which is completely based on standard operating procedure. The benefit of this model has been evaluated logically.

A real substitute of ERP system has been conceptualized in this research paper through improvement in standard operating procedure.