Managing without measuring: A study of an electricity distribution company

Purpose: The purpose of this paper is to present an exception to the common belief "If you can't measure it, you can't manage it". It aims to show how in certain situations particular practices, attitudes and cultures can remove the need for individual performance measurement. Design/methodology/approach: First, the paper identifies the usual roles of performance measurement in managing individual employees as described by control and motivation theorists. Second, it identifies a market-leading organisation where managers deliberately refuse to use their top-level performance measurement system to manage the performance of individual employees. A case study is carried out to test what non-measurement mechanisms fulfil the roles of individual performance measurement in this organisation. Findings: Building on situations observed at this company, a set of possible characteristics of companies that do not require formalised individual performance measurement systems in order to achieve high performance standards is put forward. Practical implications: Managers should not always assume that individual performance measurement is the only way to achieve excellent performance. This study shows that, by granting responsibilities and providing appropriate support, managers can channel workers' enhanced motivation towards meeting wider organisational goals. Originality/value: This work broadens the understanding of how excellent performance can be achieved. It shows that excellence can be achieved through practices based on shared values linked to motivation, trust, and a common sense of mission, without the need to install individual performance measurement systems based on cybernetic principles. © Emerald Group Publishing Limited.

Increasing the life of flare tips

Flare tips are essential for safety. Maintenance is difficult and costly. Flare tips are subjected to high combustion temperatures, thermal cycling, oxidation and marine corrosion. Following a number of flare tip failures an in depth study by Imperial College was carried out into the failure of a flare tip from a UK platform, looking for service life improvement. Materials selection and design solutions were considered. The study considered alternative materials and concluded that materials selection was the smaller part of the answer; design changes can double service life. This study used failure investigation, high temperature experimental and thermo-mechanical modelling analysis. The modelling process simulated two common flaring conditions and correctly predicted the observed failure of initiation and crack propagation from holes used to bolt on flame stabilizing plates to the top of the flare. The calculated thermal stress and strains enabled the low cycle fatigue life and minimum creep life to be predicted. It was concluded that service life could be improved by replacing Incoloy alloy 800HT (UNS N08800) with Inconel alloy 625 (UNS N06625), an alloy with attractive mechanical properties and improved high temperature corrosion resistance. Repositioning or eliminating bolt holes can double service life. Copyright 2008, Society of Petroleum Engineers.