The oil and gas industry with its stringent safety policies, standards, rules and procedures still experience minor-to-major operational accidents/incidents in petroleum exploration and production processes. The root？causes of incidents？in upstream and downstream sectors？are attributed to humans and organizational factors. The sector has been revolutionizing its safety system by way of risk identification and management and hazards hunt at a workplace to reduce the risk level of fatal and non-fatal injuries. In this research, the authors apply lean philosophy to surface the challenges of oil and gas safety system in an innovative way by identifying problems at root source and addressing？it？with employees’ engagement and involvement to continuously improve the safety system. The application of lean thinking has been proven in healthcare and manufacturing industries where this research makes parallel to take advantage of the experiences of the lean founders. Safety should not be a priority as priorities could change based on situations. Instead, safety should be an embedded business value that could be value streamed along the value chain, with value considered from the perspective of customer value that can also include the internal customer, employees. The purpose of this？study is to find out why stringent oil and gas safety standards, procedures and rules have not spared the industry from occurrences of occupational accidents and incidents. Therefore, this study aims in addressing how offshore oil and？gas exploration and production operational safety can be improved through lean thinking, where upstream work processes are streamlined to improve workplace visibility, eliminate wastes, improve structural sustainability as well？as HSE risks and improve operational safety. The study focuses on human side of occupational safety improvement through
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