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Title: Modelling the drilling crew induced process disruption factors using an ISM – MICMAC approach

Authors: Gowri Rajagopal; Raju Ramasamy

Addresses: Department of Industrial Engineering, College of Engineering Guindy, Anna University, Chennai – 600025, Tamil Nadu, India ' Department of Industrial Engineering, College of Engineering Guindy, Anna University, Chennai – 600025, Tamil Nadu, India

Abstract: Process disruption is a damaging situation in the petroleum sector as the industry involves heavy investments. In petroleum drilling operations, process disruption is inevitable mainly due to the many risks involved. The drilling crew related risk is one such potential cause of process disruption. In this paper, various drilling crew induced issues were identified through literature survey and expert discussion. The identified issues are categorised under respective crew induced process disruption factors. These disruption factors are analysed for their potential to disrupt the process, using interpretive structural modelling framework. Based on the driving and dependent potential of individual factors, they are clustered under autonomous, dependent, linkage and independent risk factors with the help of MICMAC approach. The analysis shows that psychological, physiological and cognitive risk factors have a high driving potential for process disruption, whereas leadership, technical prudence and interpersonal-relation factors have low driving potential and depend on other three factors to disrupt the process. The findings of the study could give valuable insights to rig managers, supervisors and decision makers in analysing their drilling crew and developing effective protocols and policies to enhance the crew climate and reducing crew induced process disruption.

Keywords: process disruption; drilling crew; interpretive structural modelling; ISM; leadership; MICMAC analysis; disruption potential; dependent potential; risk factors; risk management.

DOI: 10.1504/IJSOM.2020.104335

International Journal of Services and Operations Management, 2020 Vol.35 No.1, pp.115 - 135

Received: 28 Jun 2017
Accepted: 29 Oct 2017

Published online: 02 Jan 2020 *

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