• Results are collated and analyzed and a “big picture” is created
• Through a “dating agency”, business units are brought together to share their strengths
1. Use the Right People & Processes
2. Cause No Harm to People or Environment
3. Eliminate Unplanned Outages 4. Effectively Prioritise & Execute
Planned Work 5. Optimise Production 6. Minimise Costs
Average
The “Stairs” Diagram
Performance
Manage Corrosion
5
Cooper River
High performance
4
Bulwer Island
Feluy
3
Lavera Chemicals
Texas City
Grangemouth Geel
High desire to improve
1
Maximum
Minimum
Morale & Motivation Ensure Competency
Share, transfer & embed know-how
Communicate effectively
Drive Performance improvement
Management of Change Enhance Our Reputation With The
Plans
• Identify gaps • Find and prioritise practices
to close gaps • Develop action plans
Targets
• Apply targets • Embed in Performance
Contract
How does it work?
Individuals & Teams
Goals
Captured Knowledge
Learn during
KnUUoswsiilnnegdgge
LearnKnowledgLeearn
before
after
Results
Time for some audience participation!
KM Assessment exercise
• ‘Marks out of 10’
What are the top ten things I need to know? Where can I get more detail? What can I re-use? Who can I talk to?
A few more
Even more
Retrospects: Learning after doing
Facilitated, forward looking team meeting, soon after the project has ended
• What was the objective of the project?
• What did we achieve?
! • Innovation………………………………….. J • Getting the organisation right…………. N • Learning before, during and after….…..
• Capturing KnowledgeБайду номын сангаас……………….
Measurement & Intervention
Sir John Browne CEO, BP
Managing Knowledge?
“The idea is not to create an encyclopaedia of
everything that everybody knows, but to keep
track of people who ‘know the recipe’, and
• How BP is embedding knowledge management principles into its core processes
A word from our sponsor…
““MAnoysot naectivnittihees orgtanskissaatiorennwohto oisnentoimt Oouurnptahbilolesofoprhy is fmaiarlkyinsgimappler:ofit should be involved Ewiknnveecosrrweyhlaoetitudminlgdegedwatohneaditdt bdotheissetttorecimbroutemhttiahpnniagnngthyaecgalaansint , tuimsee.t”o make a profit.”
• Every business unit benchmarks itself against a set of key “practices” using a common assessment tool
• Targets for improvement are agreed by business units, and offers and requests are recorded
• Good practices, tools, offers and requests are made widely available through an intranet “community centre”
5 No level 5 performers
44
3
2
No level 1 performers
• What was supposed to happen?
• What actually happened?
Col. Ed Guthrie, US Army
15 minute team debrief, conducted in a “rankfree” environment.
• Why was there a difference? • What can you learn from it?
Community Get HSE Right
Manage Greenhouse Gas Emissions Measure And Manage Production Losses Ensure Reliability
Manage Corrosion
Plan, Schedule and Resource Prepare And Execute Planned
• What were the successes? Why? Why? Why?! How can we repeat the success?
• What were the disappointments? Why? Why? Why?! How can we avoid them in future?
• Capturing Knowledge………………….
Something to share (KM Strategy)
3rd KM & OL Conference
Chris Collison BP
!
Something to learn (Innovation)
• KM Strategy………………………………..
• Assessment tool • Benchmark • External challenge
Delivery
• Implement actions • Appoint accountability • Share learning
6 Expectations of Operational Excellence
Manage Organisational Effectiveness Manage Contracted (3rd Party) Services Manage Energy Efficiency
Manage Water Manage Working Capital
Manage Opex Budget
Individuals & Teams
Goals
Captured Knowledge
Learn during
KnUUoswsiilnnegdgge
LearnKnowledgLeearn
before
after
Results
After Action Reviews: Learning during
Four Simple Questions:
Still More
More
Lessons
More Lessons
Lessons Learned
Context and detail – where and when you need it…
“ “ “
•
•
“
•
•
“
•
•
“
Recap…
Knowledge in people and networks
案例英国石油公司的知识管理实践和经验
What we’ll cover
• An introduction to BP’s knowledge management framework, tools and processes