1Challenge
Rapid acquisitions left excess personnel and overhead. Spans of control ranged from 6 to 25 people per supervisor, while lower commodity prices cut margins and revenue.
2Approach
- Applied span-of-control diagnostics and manager interviews to separate core work from non-essential tasks
- Mapped processes with owners and used lean to cut operating expense, including travel between sites
- Rebuilt pipeline task scheduling into zones with defined travel times and a call-in resequencing tool
3Results
$15.2M
Total expense reduction
$7.5M
Saved through workforce realignment
$7.7M
Operating expenditure reduction
Production held steady with a leaner, better-coordinated workforce.
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Start with an Assessment© USC Consulting Group 2026 | Energy. Representative industry image. Results are engagement-specific; sizing and forecast figures are labeled as such.