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  • Middle East is bright spot for growth in quality and process excellence methods Middle East is bright spot for growth in quality and process excellence methods
    Middle Eastern companies poised to make leap from “pockets of excellence” to enterprise-wide deployment

    Companies in the Middle East are perhaps as bullish about the prospects for Process Excellence as they are for their economies. As oil prices begin to stabilize and developed economies pull out of their prolonged slump, economic growth prospects in the Middle East are looking up, according to the IMF’s most recent predictions for the region, with GDP growth of 3.5% expected this year.
  • Key Issues for Process Excellence in the Energy Industry

    Waste and mistakes in the oil and gas industry have  serious costs and consequences - both monetary and sometimes human. That's why operational excellence is essential if companies want to continue to grow and meet the new challenges facing the energy sector. Arguably there has never been a time when it has been more important for the energy industry to achieve process excellence. So far this year, announced tax increases in the North Sea are squeezing margins and unrest in the Middle East and the Fukushima nuclear disaster in Japan have caused major upheaval across the sector. Exploration is becoming more costly as companies search for more remote reserves in deeper water, and this is bringing with it more challenging environmental regulations which must be met, with increased time and cost pressures. With waste and mistakes in the oil and gas industry leading to serious costs, both monetary and sometimes human, operational excellence is essential if companies are to




  • Achieving Lean Culture Shift in the Oil & Gas Industry
    Sanjiv Upadhyay is the Lean Manager for Weir Oil & Gas Services where he is responsible for Business Process Excellence. The Lean Program at Weir Oil and Gas Services has been running for the past 7 years in Weir Dubai although the group has been involved with Lean since the 1990s. In this PEX Network interview, he shares his thoughts on why culture is the key to achieving successful Lean results and offers suggestions on how to win the hearts and minds of all employees. What do your responsibilities as Manager of Lean Manufacturing involve? As part of the management team I run the corporate Lean implementation program. I’m “owner” of the plant Dashboard (KPI’s) on targets such as inventory turns, efficiency, low cost outsourcing, customer concerns and internal process improvement opportunities. Under the Lean implementation program, I run several continuous improvement projects. As Lean implementation program manager I optimize the resources at plant


  • Process improvement: It's not about the tools!

    Understand your context and make sure that the process improvement tools you use are appropriate to them, says Jason Schulist, Director of the Program Office at DTE Energy, a US-based energy company that supplies electrical and natural gas.  His company won last year's IQPC's Process Excellence award for best improvement program and in this Profit through Process podcast, Schulist outlines what DTE Energy is up to this year and offers insight into some of the keys to achieving successful business transformation, including using Kata for continuous improvement.


  • Middle Eastern Companies Bolstered by Lean Six Sigma

    Business is booming in the Middle East and Lean Six Sigma is starting to play a crucial role, says Aref Al Awadi, Team Leader Business Process Development, Kuwait Petroleum Industries. But, he adds, sometimes culture is blamed for what are just plain bad habits. In this PEX Network interview, Al Awadi describes why the company decided to embraced Lean Six Sigma, the steps to setting it up and how it was adapted to Middle Eastern culture.



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