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Nommensen believes his staf are unwilling to leave and if he sends them to
larger companies for further training, these companies may persuade such
staf to stay
The companys get your hands dirty approach to staffing each of their
facilities.
Arthur Nommensens successor must possess his global experience and will
come from outside the organization, but confesses this leadership transfer
must be gradual to minimize any conflicts with existing.
Training Program
Continual training and efective cross linking between project teams has
developed a broad range of knowledge for all members of the organization.
Management courses
MBA programs
Oil and gas industry seminars and conferences
Safety training
Business Plan
Continue appraisal of its own oil field in South West Queensland with a view
to earliest production,
Continue refinery operations from eromanga in South west Queensland and
plan for capacity expansion to process crude from oil fields including Bodalla
South, Kenmore and Inland I
Maintain focus on marketing and ongoing development of the microstill as a
world class product fulfilling the special needs of a market niche,
Investigate opportunities for using Microstill for environmental clean up
applications, and
Continue research and development into products suitable for synergistic
diversification
Marketing
IOR have developed a marketing network using agents in over ten (10) countries
who primarily work on a commission basis. Direct marketing by attending overseas
trade fairs and conventions is also undertaken.
Research and Development
Industrial research and development is promoted by the Australian government
through incentive schemes such as 150% tax rebates for identified R&D.
The Government provides cash grant incentives for the development for computer
software and products to be sold overseas.
IOR elected to engineer their own system in order to prevent reverse engineering
and maintain competitive advantage.
Working Relationships
Company Culture
One of the key elements in the success of the company was the well
supported small team approach,
Company personnel consistently stated their satisfaction at being given the
opportunity to develop and extend their skills to new and exciting areas of
technology.
Company Structure
IOR does not operate under a strictly rigid structure. Their daily operations
are quite organic, with multi-skilled project team staf members forming
cross linkages between diferent operations as required
Technology Transfer
was constantly transferred back to the home office via computer for review
and feedback to site.
Product Development
While the concept is based on small oil refinery technology, Microstill units can be
designed to provide specific petroleum products. For this reason considerable
ongoing product development takes place to meet changing customer and market
conditions.
Manufacturing, Installation and Commissioning
Manufacturing:
Microstill units are designed, engineered and detailed to suit specific client
requirements.
Component parts are subcontracted out for fabrication. A strategic alliance is
currently in place with IORs major steel fabrication subcontractor.
Units are assembled and tested
Process technology, computer software and control systems designed inhouse to suit specific customer requirements
Materials and parts are purchased both domestically and internationally
Complete unit can be shipped, trucked or air lifted to site
Installation:
Commissioning:
Process Development
Efective
Low Key approach
Used Existing technology and improved when required
Changes, (developed sooner)
Concept
IOR developed small containerized oil refineries (Microstills) that are easily
transported to remote locations.
Microstill Background
The Succes of the Eromanga small-scale refining operation was soon evident to the
whole industry. IOR realized that even an Eromanga-size facility would be too large
and so work began on a smaller version, dubbed the Microstill.
Industry Background
Advantages of installing small-scale refineries are:
In remote locations were a local crude oil supply exist, and transport costs to supply
fuel from large oil refineries to such a location are high, the installation of a smallscale refinery may be more economic.
The viability of a refinery is determined mainly by the local supply and demand of
oil products. In a number of instances a small-scale refinery of a capacity less than
2000 barrels/day would be viable where a 2000 barrel/day refinery would not.
The development of a small-scale refinery capable of a production significantly
lower than 2000 barrels/day, creates a new business segment and changes the
competitive rules of the industry. In efect it widens the industry boundaries, and
becomes a distinct segment with its own product diferentiation.
The evolution of a refinery capable of a production less than 2000 barrels per day at
IOR is consistent with and reinforced by the action of its functional departments.