Oil & Gas Industry

2001 – 2002. PDVSA Refining
In mid 2001 Marroco Consulting Group was called again by PDVSA Refining to work at the world’s largest refinery, CRP. This was the first time that PDVSA asked us to work with the personnel of a number of contractors, both national and international such as Chicago Bridge and Iron from the USA and Formiconi & Lei from Italy. Managers of the contractors gave us testimonials and appraisals for our positive contributions to their work
One year. Critical mass = 1200 persons (Managers, Superintendents,
Supervisors & Operators).
Number of consultants = 12 + 3 group leaders.

In the words of the CRP Board, Marroco Consulting were instrumental in achieving the best plant overhauls in their history generating time and cost savings and dramatically reducing frequency and severity of workplace accidents.

Banking
1986-7. Banco de Venezuela, the second largest bank in the country, hired the services of Dr. Marroco and her group of consultants, to implement a modernization process in the bank. The goal was to transform a family owned business to a professionally managed corporation. The work was done amidst a turmoil of public opinion created by some stock holders (family), yet, all indicators improved: checking deposits, savings, accounts number of customers, bank image and others.
The most important results of our intervention were:
* Integration of the higher hierarchy with working teams.
* Construction and implementation of new sales budget process, from the bottom up instead of from the central planning department down.
* Improved organizational climate.
* Improved personnel satisfaction.
* Preparation and implementation of the first national convention of managers in 100 years.

Non-Profit
1994. Communications Coordination Committee of the United Nations, CCC/UN, New York. Implementation of a full-scale communication program for the oldest United Nations approved ONG. The program was so successful that Dr. Marroco and Mr. Rodriguez were elected honorary members of the CCC/UN.
2000. Initial organization and construction of the Vision and Mission of the World Future Society Venezuela.
2002-03. Goodwill Industries, Venezuela. Diagnostic Evaluation to reenvision its Mission in Venezuela. The second part of this contribution was to build a sustainable Work Team aligned with the Mission, Vision and Objectives of the organization.

Small and medium size industries.
The following needs have been solved by Marroco´s implementation of some of our products:
* Development of a common way to approach problem solving by teams
* More efficient and shorter meetings
* Risk assessments
* Alignment of performance indicators
* Coaching to increase learning at work
* Development of managerial capabilities such as Leadership, Negotiation,
* Communication and Motivation
* Construction and implementation of managerial plans
* Diagnostic evaluation to identify and resolve organization’s gaps
* Determination of objectives and strategies to achieve them
* Increasing service attitudes
* Increase of awareness for safety
* Development of generic capabilities such as intuition, perception, creativity, and reflectiveness.

1998-1999. PDVSA Services
One year. Critical mass =160 persons (Board of Directors, Managers and
Superintendents)
Number of consultants = 18 + 2 group leaders.
Marroco Consulting participated with one of the Big Six Consulting companies in the design of a major transformation of the service area of PDVSA. The corporation had decided to merge the refining facilities of its 3 operating companies into one; likewise, it merged the production facilities of the 3 operators into one. It also merged the service areas from the 3 operators into one as well. Consequently, there was a tremendous redundancy of jobs in the service area. To cope with this, the corporation decided to create a new corporation merging some 136 service functions into some 30+ national (formerly local) service lines creating a new entity called PDVSA Servicios.
Once the Design Stage was completed, they were given the responsibility for its implementation across the country. The preparation process, one year’s work, was extremely satisfactory to the board, which expressed so in writing. As a matter of fact, so impressed was PDVSA that a strategic alliance with Marroco Consulting Group was discussed and approved to develop software to guide any transformation process. Unfortunately, a change in corporate direction and management suspended the implementation and possible alliance indefinitely.

1998. PDVSA. Gas Sector. 19 locations.
One year. Critical mass = 120 persons (Managers and Superintendents)
Number of consultants = 12 + 2 group leaders.

1996- 1997. PDVSA. Puerto La Cruz Refinery. One refinery
1st. Semester: Critical mass = 60 persons (Managers and Superintendents)
Number of consultants = 5 + 1 group leader.
2nd. Semester: Critical mass = 90 persons (Managers, Superintendents & selected Supervisors
Number of consultants = 7 + 1 group leader.
3rd. Semester: Critical mass = Two refineries. 120 persons (Managers, Superintendents & selected Supervisors
Number of consultants = 7 + 1 group leader.

Additionally, as a consequence of the implementation of WES©, the organizational climate improved noticeably, as well as personnel satisfaction. Time and frequency dedicated to meetings, was reduced by 56%. Rework was cut down by 43 %. Most important, the corporation approved a multimillion dollar investment to modernize the refinery.


1997. PDVSA. Production Area. Three (3) locations.
One year. Critical mass = 60 persons (Managers and Superintendents)
Number of consultants = 5 + 1 group leader.