5S Materials Management

Offshore Project

about this project

A large UK Exploration & Production business engaged PBI to support a structured 5S and stock integrity project across three North Sea installations. The initiative was launched following the identification of materials management challenges during a previous Kaizen event, including inaccurate SAP records, obsolete stock, and lack of visibility over offshore inventory.


Using tools introduced through our Lean Practitioner (SCQF Level 7) training, the offshore and onshore teams carried out a full materials review, combining manual stock checks with 5S principles. The objective was to recalibrate SAP data, reintegrate valuable material into stock, and build sustainable processes for ongoing stock accuracy. The project focused on internal capability building, stakeholder engagement and the identification of long-term improvement opportunities to embed better material management practices across operations.

Key Project Summary "At a glance"

Project Scope


  • NNS 3 Installations combined   5S Exercise & Stock Check

  • Recalibration of physical stock with SAP

  • Removal of all old material numbers

  • Implement real-time process Improvements

  • Identification of further process Improvements required to sustain stock integrity

  • Effective Teamwork & Engagement

  • Internal Capability Build

Improvement Strategy


  • Defined processes to ensure correct movement of physical material and SAP in line with existing procedures


  • Clear the decks & SAP … strategy deployed as standard


  • 5S / Stock Check Dashboard created for event control


  • Sustainment actions identified fed into C.I. Pipeline


  • Visual Management (VAPs / Standards Sheet / Labelling)


  • Process Mapping involving all stakeholders



  • Communications to Management, Material Controllers & Lead Techs before during and after events


Benefits Delivered


  • ~37% improvement in Stores Stock Accuracy based on Audits (opening 61%, current 98%)


  • £840K of material accounted for (wasn’t in SAP/would be reordered)


  • £1.25M+ Material reintegrated into stock Inventory onshore (+ £110k)


  • £385K+ of material not physically found in stock (Phys Stock < SAP, could schedule against)


  • £50K of material scrapped (obsolete or out of cert)


  • 22 Process Improvement areas clearly defined to enable sustainment

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