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  • Job reference: RMS0161142

IM Transition/Improvmeent Lead

  • Sector: ICT
  • Location: Stavanger
  • Job type: Contract
  • Date posted: 23/09/2015
  • Time left:
    d h m s
    (30/09/15)
This vacancy has now expired.
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The Company:
A global group of energy and petrochemicals companies with around 92,000 employees in more than 70 countries and territories. Who uses advanced technologies and take an innovative approach to help build a sustainable energy future.

The Role:
Position needed for planning phase, scheduling and implementation of CI focus areas on work processes, technical requirements, systems improvement and organizational development. The go live date for a revised IM/Eng DV organization is January 1st 2016, this transition/improvement lead position is fundamental in being able to ensure success while we also maintain daily business and service. Competence / Experience: Implementation Schedule / plan, resource identification and allocation, IM work process mapping and definitions, update relevant procedures, MOC process for improvement areas, synergies between Draugen and Ormen Lange, IM for Assets. Must have relevant experience (min 5 years) with change projects and IM in the Norwegian Industry, preferably from both Operations and Projects in team lead / management position. Must have IM competence, strong knowledge of key processes related to Document Control and LCI/Data Control. Key skills will be communication, both written and oral (Norwegian speaker preferred), planning, risk evaluation and MOC, proven implementation skills and ability to deliver results while also working with, involving and being respectful of effected staff and contractors. Experience with Continuous Improvement (Lean) will be considered a significant benefit. The framework to work within is the 3 principles of Norway 2020: Cost, Growth and Continuous Improvement. During the spring 2015 an external party conducted an IM Services review where team members and key stakeholders were interviewed to identify improvement opportunities within the Norway 2020 principles. Furthermore we need to scale our organization in a controlled manner to adjust to reduced activity in Projects & Technology. We need to ensure we comply and maximize use of Standard Operation Procedures from the Global IM Functional Excellence team, while also benefit from best practices in the Norwegian Industry. Projects are in Execute and hand-over phase, we need to have a good implementation strategy to avoid business impact. Senior staff with many years of experience, we need to capture and increase knowledge sharing. Offshore IM resources in India, an opportunity for more services and utilization to further improve cost efficient delivery.
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