BPM Logic helps Eesti Energia Õlitööstus AS adjust its management system


BPM Logic helps Eesti Energia Õlitööstus AS adjust its management system
The company BPM Logic (I.T. Group) helped Eesti Energia Õlitööstus AS adjust its management system. During the project the business goals of the units were coordinated in order to adjust them with the goals of the enterprise and Eesti Energia as a whole.

Two years after the first steps were undertaken in the development of the current management system, Eesti Energia Õlitööstus AS reached a decision to "compare notes" and performed the planned revision and analysis of corporate goals within the framework of the adopted strategy aimed to expand the output of liquid fuel.

In December 2012 the new Enefit280 was launched, and Eesti Energia Õlitööstus AS faced new problems for increasing oil production. At the beginning of 2013 the target performance indicators were set, which determined the check points for the upcoming year. Afterwards, in order to determine the pace of enterprise development and to adjust, when appropriate, the target indicators, the administration of Eesti Energia Õlitööstus AS invited BPM Logic experts who were already involved earlier in 2011.

The advisory team was asked to ascertain and specify the goals of the company's subdivisions to ensure coordination with the enterprise and Eesti Energia as a whole. The seminar format was chosen as an efficient form of advisory cooperation allowing for the involvement of the responsible executives in the discussion and decision-making process. During preparation for the seminar, we analyzed both current performance goals, adopted at the start of 2013, and long-term check points of the enterprise. The advisory team also analyzed the business situation in the area of the standards, regulations and specifications management for the implementation of dedicated business projects at the enterprise.

During the one-day seminar the goals and performance indicators were set for the heads of the departments. The operational safety and industrial and natural environment management indicators were determined not merely for the managers of production services but also for the commercial structures of the enterprise. These results will form the basis of the adjustment of the motivation system indicators and for the development of the integrated management system in accordance with international management standards.

"The work format proposed by BPM Logic allowed us to quickly achieve a significant result in strategy adjustment," said Andrei Gorokhov, Eesti Energia Õlitööstus AS manager of organizational development, about the project's results. "With the help of the advisory team, the heads of our departments have elaborated a unified approach and understanding towards the strategic business goals of Eesti Energia."

"The updating of the Eesti Energia targets and their adaptation up to the level of the company's subdivisions demonstrates the informal approach of its leadership toward the development of the enterprise. In the future the coupling of the detailed department level targets and the business process indicators will be the right framework for improving the interaction performance among departments in business operations," remarked Maxim Molodov, BPM Logic Process Consulting Department director.

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