Bp Knowledge Management 23587

8/3/2019 Bp Knowledge Management 23587

1/35

Knowledge ManagementKnowledge Management

in pursuit of excellencein pursuit of excellence

[email protected]

[email protected]
mailto:[email protected]:[email protected]


2/35

What well cover

An introduction to BPs knowledge managementframework, tools and processes

A practical experiment which we can all participate in

How BP is embedding knowledge managementprinciples into its core processes


3/35

A word from our sponsor

Most activities or tasks are not onetime events. Our philosophy isfairly simple:

Every time we do something again,we should do it better than the last time.

Sir John Browne

CEO, BP

Anyone in the organisation whois not directly accountable for making a profit should be involved in creating and distributing knowledge that the company canuse to make a profit.


4/35

Managing Knowledge?

The idea is not to create an encyclopaedia of everything that everybody knows, but to keeptrack of people who know the recipe, and nurture the technology and culture that will get them talking

Arian Ward, Hughes Space & Communications

Capturing Connecting

bp


5/35

Peer Assists: a way toget people talking in

the right way

What I know

What you know Whats

possible?

What we

both know

Actions


6/35

BPs knowledge management framework

Individuals& Teams

Goals ResultsUsing

Knowledge

UsingKnowledge

Learnduring

Learnafter

Learnbefore


7/35

Finding solutions to business issues

!?

?Who

knows

What is

known

Business

Issue


8/35

Knowledge inpeople and networks

CapturedKnowledge

Individuals& Teams

Goals ResultsUsing

KnowledgeUsing

Knowledge

Learnduring

Learnafter

Learnbefore

BPs knowledge management framework


9/35

After Action Reviews:Learning during

Four Simple Questions:

What was supposed to happen?

What actually happened?

Why was there a difference?

What can you learn from it?

Col. Ed Guthrie, US Army

15 minute team debrief,conducted in a rank- free environment.


10/35

Retrospects:Learning after doing

What was the objective of the project?

What did we achieve?

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 infuture?

Marks out of 10

Facilitated, forward

looking team meeting,soon after the project has ended


11/35


12/35


13/35


14/35


15/35

A fewmore

A fewmore

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?

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?

Evenmore

Evenmore Still

More

StillMore More

Lessons

MoreLessons More

Lessons

More

Lessons LessonsLearnedLessonsLearned


16/35

Context and detail where and when you need it
http://connect.bpweb.bp.com/Sound/D1/D66/S82396.wavhttp://connect.bpweb.bp.com/Cv/D1/D66/C82396.doc


17/35

Knowledge inpeople and networks

CapturedKnowledge

Individuals& Teams

Goals ResultsUsing

KnowledgeUsing

Knowledge

Learnduring

Learnafter

Learnbefore

Recap


18/35

Time for someaudience participation!


19/35

KM Strategy Innovation Organisation Learning Capturing

1

23

4

5

Score

BasicPerformance

HighPerformance

KM Assessment exercise


20/35

KM Strategy..

Innovation..

Getting the organisation right.

Learning before, during and after...

Capturing Knowledge.

KM Strategy..

Innovation..




!


21/35

3 rd KM & OLConference

Chris CollisonBP

3rd

KM & OLConference

Chris CollisonBP

Something to share(KM Strategy)

Something to learn(Innovation)

!


22/35

KM Strategy..

Innovation..




KM Strategy..

Innovation..




!


23/35


24/35

Plans Identify gaps Find and prioritise practices

to close gaps Develop action plans

Implement actions Appoint accountability Share learning

Delivery

Apply targets

Embed in PerformanceContract

Targets

Measurement& Intervention

Assessment tool Benchmark External challenge 6 Expectations of

Operational Excellence

1. Use the Right People &Processes

2. Cause No Harm to People or Environment

3. Eliminate Unplanned Outages4. Effectively Prioritise & Execute

5. Optimise Production6. Minimise Costs

Planned Work


25/35

How does it work?

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

Results are collated and analyzed and a big picture iscreated

Through a dating agency , business units are brought

together to share their strengths Good practices, tools, offers and requests are made

widely available through an intranet communitycentre

5 M i


26/35

M o r a l e

& M o t

i v a t

i o n

E n s u r e

C o m p e

t e n c y

S h a r e , t

r a n s

f e r &

e m b e d k n o w - h o w

C o m m u n

i c a t e e f

f e c t

i v e l y

D r i v e

P e r

f o r m a n c e

i m p r o v e m e n

t

M a n a g e m e n

t o f C h a n g e

E n h a n c e

O u r

R e p u t a t

i o n

W i t h T h e

C o m m u n

i t y

G e t

H S E R i g h t

M a n a g e

G r e e n

h o u s e

G a s

E m

i s s i o n s

M e a s u r e

A n d

M a n a g e

P r o

d u c t

i o n

L o s s e s E

n s u r e

R e l

i a b i l i t y

M

a n a g e

C o r r o s i o n

P l a n ,

S c h e d u

l e a n

d R e s o u r c e

P r e p a r e

A n d

E x e c u

t e P l a n n e d

S h u t d o w n

O p t i m i s e

R e s o u r c e s

O p t

i m i s e P

l a n t

P e r

f o r m a n c e

F o r e c a s t

P r o

d u c t

i o n

A s s u r e

P r o

d u c t

Q u a

l i t y

M a n a g e

P r o c e s s

C o n s u m a b

l e s

B u d g e

t

M a n a g e

S p a r e

P a r

t s A n d

S t o r e s

M a n a g e

O r g a n

i s a t i o n a

l E f f e c t

i v e n e s s

M a n a g e

C o n t r a c t e d

( 3 r d

P a r

t y )

S e r v i c e s

M a n a g e

E n e r g y

E f f i c i e n c y

M a n a g e

W a t e r

M a n a g e

W o r

k i n g

C a p

i t a l

M a n a g e

O p e x

B u d g e

t

4

5

4

3

2

1

No level 1

performers

No level 5performers

Minimum

Maximum

Average


27/35

The Stairs Diagram

Cooper River

Bulwer Island

LaveraChemicals

Feluy

Texas City

KwinanaCorytonFeluybvJoliet

GrangemouthGeel

NetherlandsDecatur HullFPS Trinidad Oil

High desireto improve

High performance

5

4

3

2

1

0 1 2 3 4 Gap betweencurrent and target

Performance Manage Corrosion


28/35


29/35

Instant Chat...

Hi Chris

What shift pattern are you working?

Hi Geoff!

Im on C-shift 12 hours on/off over 4 days? Do you do something similarin Kwinana Refinery?

h d


30/35

A shared newspaper...

li i lb


31/35

A living toolbox...


32/35

Wh d


33/35

What we covered

An introduction to BPs knowledge managementframework, tools and processes

A practical experiment which you all participated in

How BP is embedding knowledge managementprinciples into its core processes

S k l i h


34/35

Some key messages to leave you with

Have a common framework and some simple tools Its all about getting the right people talking

You can do knowledge management without calling itknowledge management!

Its most powerful when you put it all together

To find out more

Th Ri di


35/35

The River diagram... Texas City Refinery

5

4

3

2

1

E n s u r e

C o m p e t e n c e

R a i s e

M o r a l e

C o m m u n i c a

t e

E f f e c

t i v e

l y

S h a r e a n

d

t r a n s f e r

k n o w - h o w

G e t

t i n g

H S E R i g h t

M a n a g e

G r e e n

h o u s e

G a s

M a n a g e

I n t e g r

i t y

M a n a g e

S p a r e

P a r

t s

M a n a g e

W o r

k i n g

C a p

i t a l

M a n a g e

C o r r o s i o n

F o r e c a s t

P r o d u c

t i o n

Bp Knowledge Management 23587

Documents

Transcript of Bp Knowledge Management 23587