Case Study : NCPC has achieved 97% accuracy for waste processing division of ENAR Refinery Limited

a little about..

ENAR Refinery Limited (ERL)

ENAR Group of Industries (EGI) is a large and reputable corporate organization that is dealing in many trades including oil extraction, oil refining, technology, housing, power generation, healthcare, etc. Each of these trades is considered separate companies but are registered under the umbrella of EGI. Furthermore, each company has established multiple divisions to successfully run the end to end operations. One of the companies of EGI is ENAR Refinery Limited (ERL), the scope of which starts from the transportation of crude oil, it’s processing, and then the supply of refined oil to the depots and distributors. The whole process along the way is huge and involves multiple divisions to control sub-processes, starting from the transportation of crude oil from the oilfields to the refinery, refining of oil, strategic storages, distribution of refined oil, and many more. Moreover, the bi-products which are extracted during refining processes are also managed to be either sold or exported to other countries.

The Challenge :

Amongst multiple divisions of ENAR Refinery Limited (ERL), one of the divisions is for the handling of wastes, named Waste Processing Division (WPD). This division, in particular, manages the waste which generates during various processes during transportation and refining of crude oil. These wastes are of many types and some of them are hazardous which requires special care treatments before they are sold or dump into the waste pools. The handling and management in this division are done through extreme control processes and procedures, thus require a thorough system to better handle the processes in the most optimized way.

Although the overall processes and procedures were handled with extreme care, all the logs and entries were either managed manually or some of them were getting managed through the excel sheets. In this scenario, the intermediate to higher management had no insight on actual progress, warehouse situations, accounts, and finances to efficiently manage the day to day operations of the complete business processes.

BueLogix was hired to automate the complete end to end automation of the business processes with the ultimate goal that each process of Waste Processing Division Should Go Paperless.

The Solution :

The team of senior analysts at BueLogix decided to adopt a top to bottom approach and initiated the project by setting up the series of interviews with the senior management of the waste processing division, mainly to find out the high-level requirements and their needs. Most importantly, the reporting needs of higher management which was one of the main pain points due to which the project was initiated by WPD; they needed these reports to remove silos, take timely and appropriate actions, and make thorough decisions to resolve certain business problems.

After the series of meetings with the higher to intermediate management teams, the scope of the system, the respective modules, the stakeholders, and the requirements management standards were all identified and documented. The high-level prioritization of the modules and their dependent/linked modules, the high-level workflows were also documented. The SCRUM model of Agile methodology was chosen as a PM methodology for this specific project so that most painful areas are addressed at the earliest and iterative development will keep on confirming the right direction for the automation of the respective processes while the concerned stakeholder(s) of the respective modules of WPD are on-board.

From there onwards, the intermediate but expert team of Product Owners and Business Analysts of BueLogix started gathering the detailed requirements, technical analysis & design activities continuously were rolled out, identifying of the process gaps and then finding solutions to those gaps also started getting documented in the use cases and process flows. Moreover, the product owners started writing effective user stories, updating test cases, initiated the prioritization and estimation, etc. on an iterative basis so that extensive and recurrent planning for sprints, releases, epics, and themes can be done efficiently.

The respective stakeholders were engaged on a daily, bi-weekly, and quarterly basis for multiple Agile ceremonies including daily stand-ups, sprint, and release reviews. The team retrospectives were also set up on the last day of every sprint to identify the problems in the scrum process during the past sprint and take necessary actions to improve the team performances and keep the project in a healthy state.

The project took almost 15 months to complete with 2 scrum teams; each team containing 7 members including a Scrum Master (also a DB expert to take care of root level database architecture and maintaining its’ high quality and performance), a Product Owner, a Front-End Developer (UI), 3 Full Stack Programmers and 1 Tester. The project boards were shared with the respective scrum team members, and with the respective stakeholders to ensure that there must not be any silos at any level especially at a scrum team level.

Furthermore, each sprint of 2 weeks was divided between user stories to handle Spikes (POC) for the upcoming features, development of new features, testing of the new development, and final merging into stage code. The iteration-H (release testing) was planned to be run after every 5 sprints so that all the work merged at staging environment during the last 5 sprints was end to end (regression) tested and then after the staging sign-off, it is deployed onto the production; thus a release on production was updating every quarter.

The total releases by both the scrum teams were 9 as the last release was a little different because the code of both the teams was merged in full, and tested in detail during the last two sprints. So, technically the iteration-H of the last release was 4 weeks instead of 2 weeks. The project was delivered well in time and the WPD is still using it since the year 2016-2017 with extreme satisfaction. The complete product was named NCPC, and its successful development and implementation empowered WPD with:

  • The accuracy of data reports had been calculated to be 97% in the audit of 2018-2019 and NCPC was nominated as one of the best performing applications of EOL.
  • The WPD staff are enjoying the easiness that NCPC has brought into their work life. The team performances are also improved by 40% using a well planned and reliably developed responsive web system.
  • The WPD staff do not have to waste their valuable time anymore while managing the paper files manually, which was a mess to deal with in the past. The load capacity of their processes has improved by 55% using the same resources. The teams don’t have backlogs any more.
  • The real-time notifications let the respective WPD staff take necessary and timely actions to optimize the processes and reduce losses.
  • The dashboard, as well as detailed reports views, are just a few clicks away; this has helped the WPD management in not only taking timely decisions but also do effective future planning based on the factual figures.

Brief on NCPC:

NCPC is an interactive and responsive web ERP application specifically designed and developed for WPD of ERL as part of the digitization initiative. Some of the main modules of NCPC on a high level include the custom wastes definition, the set up of custom treatment processes for each waste, depots and their deposit capacities, depots for a specific type(s) of wastes, treatment process steps, and the capacities to handle, inventory management for treatment & usages, processed wastes, processed wastes for selling or dumping, the dumping stations capacities, transportation of processed wastes, calibration testing & loadings, attendance & payroll, accounting system which is also integrated with the main financial system of ERL & EOL, etc.

Intuitive Handling of Processes :
The UX and UI experts at BueLogix have designed and developed NCPC in a way that its’ interface is extremely intuitive and easy to use. The users with a little initial training can start grasping the flow of application easily because it starts making sense very quickly.
Progressive Thinking is Prevailing :
The WPD staff after got used to NCPC within the initial few months, actually started thinking of enhancing it and started finding more and more processes that they initially planned to kept manual. So far by Mar 2020, we have already enhanced the system 3 times with small to medium updates.
Cost Saving not only Time-wise but also in Huge Stationary Consumption :
The data within NCPC is managed electronically in an extremely organized and optimized manner which is not only saving the time of the staff but also has changed the mindset to view the reports electronically thus saving loads of office stationery. We noticed that initially, the staff used to take the print-outs of each report and used to dump in the paper files but with the time when the trust of WPD staff on NCPC has developed, they are now only taking the print-outs of some of the important reports on a monthly and quarterly basis.
Integration with EOL Financial :
The accounts module of NCPC is seamlessly connected with the main financial system of ERL and EOL so that not only the management of WPD but the management of ERL and EOL are also aware of the real-time facts and figures which are available to them with just a few clicks.



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