| Summary: | Research is purposely made to have a good understanding as regards to
issues faces by one of major multi-national Oil & Gas Company on how they
control any business intrinsic risks, keep an outstanding business continuation, to
recognize organization capability, to maintain a world class performance and
embrace their sustainable profitable growth through their management control
system as one of strategic management tools, namely Operational Excellence
Management System (OEMS). The aim of this research is also intentionally made
to observe operational performance management before and after the
implementation including the gaps and management expectations that may occur
during the OE Implementation.
The thesis analyzed using a qualitative comparative approach by
performing in-depth analysis to the primary data, company internal regulations,
activity reports, and organization performance reports to see the operational
management performance before and after the implementation. 4 steps research
were conducted, they were preparation for research, accessing resources,
processing and transferring learning.
The research outcome enlighten that implementation of Operation
Excellence Management System is consecutively applied and preserve as an
effective management control system and evaluation tool. Performance
measurement tools such as Total Recordable Incidents (TRI), Lost-Time Incident
Frequency (LTIF), Days Away from Work (DAFW), Motor Vehicle Safety and
Petroleum Spills resulted positive trend from time to time. The performance
measurement tools above are generally accepted performance measurement tools
applied by World Class Company to assess their operational excellence program
achievements.
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