Coherent Governance Policies Operational Expectation: OE-13 Discipline
Operational Discipline: 15 Characteristics of great companies and their people
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Transcript of Operational Discipline: 15 Characteristics of great companies and their people
Presented at:Presented at:CAPT CIBP ConferenceFall 2010© AntiEntropics Inc© AntiEntropics, Inc.
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ExerciseExercise your natural understanding ofyour natural understanding of Exercise Exercise –– your natural understanding of your natural understanding of operational disciplineoperational discipline
How operational discipline supports How operational discipline supports a healthy a healthy organizational culture and business successorganizational culture and business successorganizational culture and business successorganizational culture and business success
The 15 characteristics of operational disciplineThe 15 characteristics of operational discipline The interactive clustersThe interactive clusters
Th ti tTh ti t The connection to The connection to Level 5 leadership, (Collins, Good to Great)Level 5 leadership, (Collins, Good to Great) a culture of discipline (Collins, Good to Great) and the a culture of discipline (Collins, Good to Great) and the highhigh--reliability organizationreliability organization
The connection to values based The connection to values based managementmanagement Exercise Exercise –– operational discipline and catastrophic operational discipline and catastrophic
i id t i ii id t i iincident warning signsincident warning signs
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Think back to the Think back to the first time you were first time you were paid to perform a paid to perform a jobjobC l l t thC l l t th Calculate the Calculate the TOTAL number of TOTAL number of years that you haveyears that you haveyears that you have years that you have been in the work been in the work force force
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Pl thi k b k th h ti kPl thi k b k th h ti k Please think back through your entire work Please think back through your entire work history.history.
Identify a person you worked with who,Identify a person you worked with who,Identify a person you worked with who, Identify a person you worked with who, simply by the way they interacted with you, simply by the way they interacted with you, the way they made decisions & took action, the way they made decisions & took action, the way they treated you and othersthe way they treated you and others the way they did their jobthe way they did their job
Someone who inspired you toSomeone who inspired you to wantwantSomeone who inspired you to Someone who inspired you to wantwant to give your all, to give your all, to do the best you could at whatever it was you to do the best you could at whatever it was you
t klit kliwere tacklingwere tackling
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That person was naturally displaying a That person was naturally displaying a high level of operational disciplinehigh level of operational discipline Everyone is already an expert at this!Everyone is already an expert at this! You can detect the level of operational You can detect the level of operational
discipline in a person, team, or discipline in a person, team, or organizationorganization
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AWAREAWAREAWAREAWARE
UNSKILLEDUNSKILLED SKILLEDSKILLED
22 33
11 44
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UNAWAREUNAWARE
Know what you haveKnow what you have Know what you haveKnow what you have Analyze it as necessary to understand it and all its Analyze it as necessary to understand it and all its
needsneeds Operate it properlyOperate it properlyOperate it properlyOperate it properly Maintain it properlyMaintain it properly Know how you change it over timeKnow how you change it over time Communicate the changes appropriatelyCommunicate the changes appropriately Train your employees and key contractors on it as Train your employees and key contractors on it as
needed needed Step back to look at yourself once in a while to see Step back to look at yourself once in a while to see
how you are doinghow you are doinghow you are doinghow you are doing Develop the Develop the competenciescompetencies required by your processrequired by your process
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You know them asYou know them as KSAsKSAs You know them as You know them as KSAsKSAs KnowledgeKnowledge SkillsSkills
Attit desAttit des AttitudesAttitudes
Also known as the Also known as the ▪▪ cognitivecognitive▪▪ cognitive, cognitive, ▪▪ psychomotor, and psychomotor, and ▪▪ affective domains affective domains ▪ in Bloom’s taxonomy of performance objectives
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EvaluationEvaluationDecisionDecision‐‐makingmaking
SynthesisSynthesisCombines elementsCombines elements
Judging, selectionJudging, selection
AnalysisAnalysisSeparates whole into Separates whole into
Into new entityInto new entity
ApplicationApplication
Separates whole into Separates whole into its partsits parts
ComprehensionComprehension
Uses information in Uses information in new situationnew situation
KnowledgeKnowledge
ComprehensionComprehensionInterpretInterpretTranslateTranslate
Performances that Performances that require knowledgerequire knowledgeOr specific informationOr specific information
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KnowledgeKnowledgeRecognition and Recognition and
RecallRecall
pp
NaturalizationNaturalizationCompletes skills with Completes skills with
ease and limited ease and limited
ArticulationArticulationCombines multiple Combines multiple
ease and limited ease and limited exertionexertion
PrecisionPrecision
Combines multiple Combines multiple skills with harmonyskills with harmony
ManipulationManipulation
Reproduces skill w/o Reproduces skill w/o original sourceoriginal source
ImitationImitation
ManipulationManipulationPerform skill to Perform skill to instructioninstruction
Skill performances that Skill performances that require manipulation ofrequire manipulation oftools, supplies, tools, supplies,
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ImitationImitationObserves skill and Observes skill and
repeatsrepeats
, pp ,, pp ,or equipmentor equipment
CharacterizingCharacterizingTotal behavior is Total behavior is
OrganizingOrganizing
Total behavior is Total behavior is consistent with consistent with
values internalizedvalues internalized
OrganizingOrganizingCommitted to a set Committed to a set
of values as of values as displayed by displayed by
ValuingDisplays behavior consistent w/
behaviorbehavior
Responding
attitude without forced compliance
Th f d iTh f d i
Receiving
p gComplies
w/expectationsThe forgotten domainThe forgotten domainPerformance involvesPerformance involvesdemonstrating values,demonstrating values,
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ReceivingAware but passively attending to stimuli
demonstrating values,demonstrating values,attitudesattitudes, and feelings, and feelings
Business ExcellenceBusiness ExcellenceThe Peak The Peak ‐‐ both perceptual andboth perceptual and
Operational ExcellenceOperational Excellencequantitative thingsquantitative things
ppThe The Path Path –– all quantitative, business all quantitative, business critical things (Procedures, Metrics, KPIs)critical things (Procedures, Metrics, KPIs)
Operational DisciplineOperational DisciplineThe Power! The Power! Cultural qualitative Cultural qualitative
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The Power! The Power! –– Cultural, qualitative, Cultural, qualitative, perceptual, thingsperceptual, things
ff Your company attains levels of productivity, Your company attains levels of productivity, quality and profitability that inspire respect quality and profitability that inspire respect and imitationand imitationand imitationand imitation
Your company practices become a model for Your company practices become a model for others to imitate.others to imitate.others to imitate. others to imitate.
Maintaining business excellence requires Maintaining business excellence requires consistency AND innovationconsistency AND innovation
Can you name a company that you feel has Can you name a company that you feel has achieved business excellence?achieved business excellence?
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It is the path to business excellenceIt is the path to business excellence It is the path to business excellenceIt is the path to business excellence It is dependent upon It is dependent upon measurablemeasurable activitiesactivities
Maintaining wellMaintaining well--designed facilitiesdesigned facilitiesHiring q alified peopleHiring q alified people Hiring qualified peopleHiring qualified people
Providing training required for jobsProviding training required for jobs Providing accurate informationProviding accurate information
Adhering to personnel and process safety needsAdhering to personnel and process safety needs Adhering to personnel and process safety needs Adhering to personnel and process safety needs Adhering to risk management needsAdhering to risk management needs Adhering to environmental standardsAdhering to environmental standards Adhering to quality standardsAdhering to quality standards Adhering to quality standardsAdhering to quality standards
Can you name other measurements? Site specific Can you name other measurements? Site specific measurements?measurements?
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It is the It is the Power Power that enables operating that enables operating excellence and your positioning forexcellence and your positioning forexcellence and your positioning for excellence and your positioning for business excellencebusiness excellence
It does not represent quantifiableIt does not represent quantifiableIt does not represent quantifiable It does not represent quantifiable activities activities
It can be seen as what drives operatingIt can be seen as what drives operatingIt can be seen as what drives operating It can be seen as what drives operating excellence excellence –– it is it is operational disciplineoperational discipline
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It i i t t tt f b h i l It is a consistent pattern of behavioral choices that support success A values based management style is based A values‐based management style is based upon a shared set of values and principles▪ Not directly measurable, but perceived as important by all
In a world of change these fifteen In a world of change these fifteen characteristics are always valued when displayed in actions of:▪ OrganizationsOrganizations▪ Teams▪ Individuals
When a high level of operational discipline is li d ll k h ld b fi
g p prealized, all stakeholders benefit
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Catastrophic Incident
Prevention
QualityMust
ProfitabilitySafety & Health
Include
Operational Discipline
Operating Excellence
Environmental Responsibility
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Business Excellence
This list of characteristics resulted from workingThis list of characteristics resulted from workingThis list of characteristics resulted from working This list of characteristics resulted from working with dozens of with dozens of companies over three decadescompanies over three decades observing the way people interacted within observing the way people interacted within
th i j b d i tith i j b d i titheir job descriptionstheir job descriptions observing how people interacted when teamed observing how people interacted when teamed
with coworkerswith coworkerswith coworkerswith coworkers observing formal teams and natural teamsobserving formal teams and natural teams
Have you ever worked with different teams?Have you ever worked with different teams?Wh t “d ” d thWh t “d ” d th Why were some teams “dreams” and others Why were some teams “dreams” and others “nightmares”?“nightmares”?
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InternalINTERNAL Internal ClusterINTERNAL CLUSTER
1 ‐ 5
6‐ 1011‐ 15
InterpersonalCluster
OrganizationalCluster
INTERPERSONAL CLUSTER
ORGANIZATIONAL
CLUSTER
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INTERNAL CLUSTERINTERNAL CLUSTER INTERNAL CLUSTERINTERNAL CLUSTER These are within an individual and are not These are within an individual and are not
necessarily reliant upon human interaction to necessarily reliant upon human interaction to di ldi ldisplay.display.
INTERPERSONAL CLUSTERINTERPERSONAL CLUSTER Opportunities are fueled by interaction with one or Opportunities are fueled by interaction with one or pp ypp y
more people.more people. ORGANIZATIONAL CLUSTERORGANIZATIONAL CLUSTER Opportunities typically arise within groups ofOpportunities typically arise within groups ofOpportunities typically arise within groups of Opportunities typically arise within groups of
people working together people working together ---- families, teams, and families, teams, and companies.companies.
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f ff f These fifteen characteristics are desirable in These fifteen characteristics are desirable in everyoneeveryone
Your evaluation of any person’s orYour evaluation of any person’s or Your evaluation of any person s or Your evaluation of any person s or organization’s “level” of operational organization’s “level” of operational discipline is based upon:discipline is based upon:discipline is based upon:discipline is based upon: ObservationsObservations InteractionsInteractionsInteractionsInteractions
The strength of your perception increases The strength of your perception increases with consistent with consistent displaydisplay How do you wipe out 10 attaboys?How do you wipe out 10 attaboys?
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The concept of operational discipline can help The concept of operational discipline can help p p p pp p p pdevelop:develop: A team made up of A team made up of level 5 leaderslevel 5 leaders and the ‘and the ‘right right pp 55 ggpeople on the buspeople on the bus’’
A A culture of disciplineculture of discipline throughout the organizationthroughout the organization▪▪ (Collins, (Collins, Good to GreatGood to Great))
The five practices that lead to the The five practices that lead to the mindfulnessmindfulnessneeded to become a needed to become a highhigh reliability organizationreliability organizationneeded to become a needed to become a highhigh‐‐reliability organizationreliability organization..▪▪ (Weick & Sutcliffe, (Weick & Sutcliffe, Managing the UnexpectedManaging the Unexpected))
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Operational Discipline supports the next business p p ppevolution toward managing operational excellence
Operational discipline supports a values-based management style
f This style is based upon a shared set of values Each value is not directly measurable These values must be sensed as important by allp y Operational discipline can help organizations
understand these values and support this style This approach provides long term benefitspp p g In a world of continual change; technological
changes, social changes, marketplace changes, only these common values stay the same
When this approach is realized, all stakeholders benefit.
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Discovering Operational DisciplineDiscovering Operational Disciplineparticipant guides are available at:participant guides are available at: Amazon BooksAmazon BooksAmazon BooksAmazon Books
▪▪ www.amazon.comwww.amazon.com HRD Press (also offers the HRD Press (also offers the Facilitator’s GuideFacilitator’s Guide))
▪▪ www hrdpress comwww hrdpress comwww.hrdpress.comwww.hrdpress.com AntiEntropicsAntiEntropics
▪▪ www.antientropics.comwww.antientropics.comrjwalter@antientropics comrjwalter@antientropics [email protected]@antientropics.com
V: 301.865.0015V: 301.865.0015C: 301.524.4998C: 301.524.4998F:301.865.2848F:301.865.2848
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These companies These companies and and CITGOCITGO These companies These companies and and organizations are just a organizations are just a few who have used the few who have used the concept to begin concept to begin
CITGOCITGO ConocoPhillipsConocoPhillips Amerada HessAmerada Hess Valero/PremcorValero/Premcorconcept to begin concept to begin
enhancing the enhancing the affectiveaffectiveaspect of their total aspect of their total workforce competency workforce competency ––
ffff
Valero/PremcorValero/Premcor Rohm and Haas CompanyRohm and Haas Company BASF North AmericaBASF North America DuPontDuPont
hourly, technical staff, hourly, technical staff, and managementand management
It has been used in It has been used in
AIChE/CCPSAIChE/CCPS Texas Chemical CouncilTexas Chemical Council EquistarEquistar
It has been used in It has been used in Venezuela, Brazil, China, Venezuela, Brazil, China, Australia, Canada, The Australia, Canada, The UK, and IndiaUK, and India
Georgia GulfGeorgia Gulf PraxairPraxair Eatel CommunicationsEatel Communications
BPBPUK, and IndiaUK, and India BPBP Sun Sun ChemicalChemical
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AntiEntropics, IncorporatedAntiEntropics, IncorporatedP.O. Box 692P.O. Box 692
kkNew Market, MD 21774New Market, MD [email protected]@antientropics.com
i ii iwww.antientropics.comwww.antientropics.com
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Our chief desire is to find Our chief desire is to find someone who will inspire us to someone who will inspire us to be what we know we could be.be what we know we could be.
EmersonEmersonEmersonEmerson
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