Home' Trinidad and Tobago Guardian : June 13th 2013 Contents JUNE 2013 • WEEK TWO www.guardian.co.tt BUSINESS GUARDIAN
NEWS | BG11
Quality management consultant and author
Azeem Mohammed is confident once com-
panies and businesses incorporate the prin-
ciples outlined in his new book, they can
prevent recent disasters like the CL Financial
collapse and other
similar cases worldwide.
The name of the book is, Think Pri-
MARI: A Total Quality Formula for Gen-
uine, Headache-free Organisational
Mohammed described it as based on a formula he built on
the science of quality management that was inspired by the
work of W Edwards Deming, an American management con-
"I am not in a position to speak specifically to exactly what
led to the problems with Clico and the Hindu Credit Union
(HCU). What I can say is that I would not be at all surprised
to see that, among other things, there are four foundation con-
structs that were either weakly defined or weakly adhered to
as guiding statements for all organisational activity; the way
activities were planned and the way they were implemented,"
he told the Business Guardian.
The four basic constructs outlined in his book are statements
that guide everything the organisation pursues and does:
purpose, mission, vision and principles.
"I suspect the way in which these statements are designed
and proliferated throughout organisations leaves much room
for improvement and may actually be one of the key sources
of the plethora of issues faced by organisations today."
Mohammed spoke to the Business Guardian last week.
Mohammed defined management to clear up a lot of mis-
"Management is not about doing everything yourself---micro-
managing---nor is it about isolating yourself completely from
the work being done below you. It involves equipping for, sup-
porting, guiding and overseeing activity toward some aim, now
and for the future; and with quality management, that aim
becomes meeting the expectations of all your customers at all
times as far as reasonably practicable. Therein lies some sig-
"To start with, when we say customers, who do we mean...
only persons who buy the organisation s products? And the
answer is no, certainly, they are a customer, but other groups
place demands on the organisation which need to be met.
"Some of those groups are within the organisation itself:
executive management, middle man-
agement and employees. Others are
external and span a wide range, including
the owners, the state, the public, neigh-
bours to your business operation, unions,
"A whole host of groups, and if you want genuine quality,
you can t just cater to one or two groups, you have to cater
to all when planning your activity and mix those disparate
expectations into each and every plan."
Headaches in companies
Mohammed said many of the problems and "headaches" in
companies are unnecessary.
"There are headaches faced by consumers when they receive
poor service; headaches faced by owners and managers when
they are trying to attain results, but face problem after problem
in the way the work is being done, and headaches for employees
who face problem after problem in trying to get work done in
"And why unnecessary? Because if you look at the deficiencies
that exist and the issues behind them, you would find that
many, if not most of the issues, could be prevented or dealt
with within existing constraints, and if the issues could be pre-
vented, the headache we continue to face in trying to get the
work done is really unnecessary."
Mohammed said if companies and businesses follow the
principles in his book, it can save them from the "chaos" that
exists in the business and financial world.
"I am certain it can. In fact, I suggest that the way to manage
those business pressures and cater proactively to changes in
the environment is precisely through these quality management
approaches. If those approaches bring structure and effectiveness
to organisational operation, and the environment is dynamic,
what do you think will be the result if the approaches are not
adopted? Chaos. If you want genuine headache-free organ-
isational excellence, consistently, well you will have to make
sure that proper programmes need to be put in place, and those
approaches help ensure programmes are proper."
Productivity and work ethic
He describes the supposed low levels of productivity and
morale in workplaces throughout the country as emanating
from stereotypes management and employees have of one
another, which many times are not based on reality.
"People issues I think take centre-stage in management dis-
cussion, and generally boils down to statements by employees
suggesting managers do not run the place properly and managers
suggesting that employees have a Carnival mentality.
"I think we need to steer clear of those simplistic statements
and focus not so much on the who , but on what we need to
do and what systems we need to put in place to properly nurture
"In the book, the biggest chapter is on people issues and
I have suggested three dimensions of human effort which need
to be looked at."
In concluding, Mohammed stated, "Insanity, it is said, is
doing the same thing the same way and expecting a different
result. I think companies, not necessarily through ill-intent of
personnel, are suffering from either continuing flawed traditional
approaches or loosely experimenting with grandiose but impru-
dent programmes not suited to our environments. I am confident
that Think PrIMARI offers that paradigm shift that we so
sorely need to address the issues in the workplace without
losing the positive attributes we inherently share."
The book is available via direct order for now at $350
and should be in bookstores by mid-June. Mohammed may
be contacted at: email@example.com.
Author offers solution
to avoid another
PHOTO: BRIAN NG FATT
From Page 10
He said: "These data demonstrate a conscious
and deliberate shift in policy as it flows from
the Ministry of Energy and Energy Affairs to
Petrotrin. This is a policy that refocuses the
company on its huge upstream oil potential.
Among the key upstream initiatives employed
are land-based 3D seismic. In 2011, the com-
pany completed the largest onshore 3D seismic
acquisition programme ever witnessed in T&T,
acquiring 312 square kilometers of 3D seismic
over the Southwestern onshore peninsula. Cur-
rently, these data have been processed and are
undergoing focused reprocessing as required."
Two interpretation teams have been
deployed, he said, one in Houston and one at
in Trinidad. Both teams, Ramnarine told the
Senate, have reported encouraging leads, with
the first the exploration well expected to be
drilled by the end of calendar 2013. The devel-
opment team has already used its interpretation
results to inform the company s onshore drilling
programme, and is also using these results to
build the forward drilling plan for the company
on land, he said.
Both the Government and Petrotrin realised
that there remains tremendous potential in
the Soldado fields, and in the Trinmar and
North Marine acreages, he said. "The Ministry
of Energy and Energy Affairs on December 31,
2012, granted a new licence to Petrotrin for
the Trinmar and North Marine acreages. This
replaced the 30-year lease that was granted in
1982 by the then Minister of Petroleum and
Mines Patrick Manning.
The company has commenced the fulfilment
of the obligations of its new licence, and is
aggressively pursuing further initiatives that
will lead to increased activity, production and
petroleum reserve levels in the coming months
or years. That will be, of course, very good
news for the Minister of Finance and the Econ-
omy (Larry Howai)," he said.
Asset integrity issues
At present, in Trinmar, there are three rigs
working; one drilling rig and two work-over
rigs. Work-over in the oil industry roughly
translates to mean a rig being maintained while
still functioning. One of these work-over rigs
is dedicated to the south-west Soldado reac-
tivation project. A major complement of wells
and facilities in the company s southwest Sol-
dado field was shut-in over years as a result
of asset integrity issues, he said.
From early 2012, Petrotrin deployed a ded-
icated, multidisciplinary team to undertake the
rehabilitation of the south-west Soldado field,
and it is expected that initial incremental pro-
duction from these efforts will accrue to the
company from July 2013 and increase thereafter,
Based on the foregoing, he said, "It is evident
that the company has synchronised its efforts
to match the Government s stated energy policy
initiatives. It is also recognised that exploration
and production activities require long gestation
periods prior to the development of results.
But, based on the company s judicial balance
of exploration, development, operational, tech-
nical and commercial activities, the early signs
of improvement are evident. These are being
seen in production levels in the company s
operated land and Trinmar holdings stabilising
at 13,500 barrels of oil per day for land, and
22,500 barrels of oil per day, within recent
times at Trinmar. These are, of course, encour-
aging signs and we expect better results in the
Ramnarine said: "As the company deals with
the legacy issues of the Gas Optimisation Pro-
gramme (GOP) and the Gas-to-liquids (GTL)
plant, it has refocused itself on the upstream.
The company has been stabilised and has been
pulled back from the edge, and it is poised for
growth in production, which will no doubt
redound to the benefit of T&T."
Focus on Trinmar's upstream oil potential
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