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Title: When there's pride in a facility, productivity increases, managers become effective ''coaches,'' information flow improves, skill training goes up and ''turf'' issues diminish

A culture shift in a refining facility can pay big dividends. It has done so at Mobil Oil Corp.'s Paulsboro plant. As a result of a program to build excellence into every facet of the facility's operations, all refining units have set record rates in the past year. Expenses continue to decrease. Old problems that were buried deep in silos have been bubbling to the surface and are being attacked. Real benefits are resulting from the companies culture change. The company is discussing terms like trust, customer focus and a vision for the refinery with management and hourly folks--together. More employees at all levels feel and act empowered. They company will soon kick off a special employee empowerment team to strengthen front-line supervisors so they can build improvement in additional areas of the organization. The company is close to its target of running 120,000 bpd of crude, and is on its way to produce 12,000 bpd of lubes. They are committed to change and to continuous improvement. The paper describes the history of the plant, the problem of the Eighties, the program, redesigning the organization, and the integrated approach.
Authors:
;  [1]
  1. (Mobil Oil Corp., Paulsboro, NJ (United States))
Publication Date:
OSTI Identifier:
6702543
Resource Type:
Journal Article
Resource Relation:
Journal Name: Hydrocarbon Processing; (United States); Journal Volume: 73:12
Country of Publication:
United States
Language:
English
Subject:
02 PETROLEUM; PETROLEUM REFINERIES; MANAGEMENT; PRODUCTIVITY; HISTORICAL ASPECTS; LABOR RELATIONS; OPERATING COST; ORGANIZATIONAL MODELS; COST; INDUSTRIAL PLANTS 020400* -- Petroleum-- Processing