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A few words about the Oil & Gas Industry

As government, investor and corporate actions escalate efforts to fight climate change with decarbonization, the Oil and Gas industry is pushing forward with rapid and comprehensive transformation measures, while simultaneously facing the challenge of digitized production, uncertain demand, and new forms of competition. In addition, an increasingly demanding customer base, and a dynamically evolving digital environment have accelerated industry efforts to adapt and thrive.

Today oil and gas companies are building streamlined operational platforms utilizing advanced critical thinking skills at all levels of the organization—from the executive decision-makers all the way through to new hires in production and maintenance. Kepner-Tregoe consulting and training programs are helping the industry to secure its future by developing the skills needed to survive and thrive.

While digitization and advanced monitoring improve stability and efficiency, when something does go wrong, organizations need employees who can tackle complex problems and never-experienced issues head on and quickly. Our structured approach to problem solving and decision making is used globally by individuals and teams to avoid data overload and uses simplified data analytics efficiently to accelerate complex issue resolution.

With a unique, cross-industry perspective, Kepner-Tregoe consulting and training is at home in frontline operations, IT support, administrative offices and other functions, helping to produce continuous improvement with documented, sustainable results such as cost savings, superior quality and improved safety.

To learn more about Kepner-Tregoe consulting and training for the Oil and Gas industry, contact Kepner-Tregoe.

Success Stories


For the team responsible for supporting the technology needs for 150,000 desktop users in 130 countries, resting on their laurels wasn’t an option. The group consistently scored high for performance however, CP Leong, Operations Manager, believed his IT support team of 400+ could do better.  Considering the rapidly evolving IT infrastructure at the company meant higher severity incidences would likely increase. CP wanted to protect against the potential of Priority 1 incidences that could amount to millions in cost.


increase of incident tickets closed within ten days


reduction in number of change tickets without back-out plans


Kepner-Tregoe and the oil & gas company collaborated on a global Rapid Process Integration Plan (RPI) comprised of four pillars. First to update and augment existing workflows and processes. Then on to appoint and train ten people to drive these processes throughout the organization. Next to conducting on-the-job coaching for key third-party contractors on Problem Solving concepts. And last to prepare the global team to handle issues related to an operating system migration and infrastructure upgrade.


improvement in the performance environment of engineers


A multibillion-dollar company wanted to improve its effectiveness at performing root cause analysis and preventing recurring problems at their refineries and petrochemical plants. This initiative would include a management program designed to build issue resolution skills and embed a common problem-solving process.


reduced maintenance costs


revenue loss avoided


KT process has proved itself to be valuable in avoiding costly recurring problems, pursuing ongoing improvements, and making cost-saving modifications.


Lonnie Wilson, the author of the Lean classic, How to Implement Lean Manufacturing, describes a real-life example of how, in record time, refinery engineers avoided a major shutdown by using a structured problem-solving process.

The quest for operational excellence is never-ending. But when continuous improvement programs fall short, disappointing results usually circle back to the fact that the changes were not owned by the frontline. Give them the floor and watch what happens.

Continuous Improvement is more than an ongoing effort to improve products, services or processes. A continuous-improvement mindset can focus energy and attention on taking structured action in the face of unexpected change.

Daily Management reduces stress with a systematic approach to operations management that provides reassurance that things are going as expected or being acted on to bring processes in line with key operational targets.


Our Experts
in Oil & Gas Industry

Florence Lemerle
Senior Consultant
Alaric Tan
Business Solutions Senior Consultant

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