Knowledge Management… Knowledge Management… …in pursuit of excellence …in pursuit of excellence [email protected] [email protected]
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Knowledge Management…Knowledge Management……in pursuit of excellence…in pursuit of excellence
What we’ll cover
An introduction to BP’s knowledge management framework, tools and processes
A practical experiment which we can all participate in
How BP is embedding knowledge management principles into its core processes
A word from our sponsor…
“Most activities or tasks are not onetime events. Our philosophy is fairly 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 who is not directly accountable for making a profit should be involved in creating and distributing knowledge that the company can use to make a profit.”
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 nurture the technology and culture that will get them talking”Arian Ward, Hughes Space & Communications
Capturing Connecting
bp
Peer Assists: a way to get people talking – in the right way
What I know
What you knowWhat’s
possible?
What weboth know
Actions
BP’s knowledge management framework
Individuals & Teams
Goals ResultsUsing
Knowledge
UsingKnowledge
Learnduring
Learnafter
Learnbefore
Finding solutions to business issues…
!?
?Who knows
What is known
BusinessIssue
Knowledge in people and networks
Captured Knowledge
Individuals & Teams
Goals ResultsUsing
Knowledge
UsingKnowledge
Learnduring
Learnafter
Learnbefore
BP’s knowledge management framework
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.
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 in future?
‘Marks out of 10’
Facilitated, forward looking team meeting, soon after the project has ended
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?
Even more
Even more Still
More
StillMore More
Lessons
MoreLessons More
Lessons
More Lessons Lessons
Learned
LessonsLearned
Context and detail – where and when you need it…
•
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Knowledge in people and networks
Captured Knowledge
Individuals & Teams
Goals ResultsUsing
Knowledge
UsingKnowledge
Learnduring
Learnafter
Learnbefore
Recap…
Time for some audience participation!
KM Strategy Innovation Organisation Learning Capturing
1
2
3
4
5
Score
BasicPerformance
HighPerformance
KM Assessment exercise
• KM Strategy………………………………..
• Innovation…………………………………..
• Getting the organisation right………….
• Learning before, during and after….…..
• Capturing Knowledge………………….
• KM Strategy………………………………..
• Innovation…………………………………..
• Getting the organisation right………….
• Learning before, during and after….…..
• Capturing Knowledge………………….
!
3rd KM & OLConference
Chris CollisonBP
3rd KM & OLConference
Chris CollisonBP
Something to share (KM Strategy)
Something to learn(Innovation)
!
• KM Strategy………………………………..
• Innovation…………………………………..
• Getting the organisation right………….
• Learning before, during and after….…..
• Capturing Knowledge………………….
• KM Strategy………………………………..
• Innovation…………………………………..
• Getting the organisation right………….
• Learning before, during and after….…..
• Capturing Knowledge………………….
!
Plans• Identify gaps• Find and prioritise practices
to close gaps• Develop action plans
• Implement actions• Appoint accountability• Share learning
Delivery
• Apply targets• Embed in Performance
Contract
Targets
Measurement& Intervention
• Assessment tool• Benchmark• External challenge
6 Expectations ofOperational Excellence
1. Use the Right People &Processes
2. Cause No Harm to People orEnvironment
3. Eliminate Unplanned Outages4. Effectively Prioritise & Execute
5. Optimise Production6. Minimise Costs
Planned Work
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” is created
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 “community centre”
Mor
ale
& M
otiv
atio
n
Ens
ure
Com
pete
ncy
Sha
re, t
rans
fer
& e
mbe
d kn
ow-h
ow
Com
mun
icat
e ef
fect
ivel
y
Driv
e P
erfo
rman
ce im
prov
emen
t
Man
agem
ent o
f Cha
nge
Enh
ance
Our
Rep
utat
ion
With
The
Com
mun
ity
Get
HS
E R
ight
Man
age
Gre
enho
use
Gas
Em
issi
ons
Mea
sure
And
Man
age
Pro
duct
ion
Loss
es
Ens
ure
Rel
iabi
lity
Man
age
Cor
rosi
on
Pla
n, S
ched
ule
and
Res
ourc
e
Pre
pare
And
Exe
cute
Pla
nned
Shu
tdow
n
Opt
imis
e R
esou
rces
Opt
imis
e P
lant
Per
form
ance
For
ecas
t Pro
duct
ion
Ass
ure
Pro
duct
Qua
lity
Man
age
Pro
cess
Con
sum
able
s B
udge
t
Man
age
Spa
re P
arts
And
Sto
res
Man
age
Org
anis
atio
nal E
ffect
iven
ess
Man
age
Con
trac
ted
(3rd
Par
ty)
Ser
vice
s
Man
age
Ene
rgy
Effi
cien
cy
Man
age
Wat
er
Man
age
Wor
king
Cap
ital
Man
age
Ope
x B
udge
t
4
5
4
3
2
1
No level 1performers
No level 5performers
Minimum
Maximum
Average
The “Stairs” Diagram
CooperRiver
BulwerIsland
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 between current and target
Performance Manage Corrosion
Instant Chat...
Hi Chris
What shift pattern are you working?
Hi Geoff!
I’m on C-shift – 12 hours on/off over 4 days? Do you do something similar in Kwinana Refinery?
A shared newspaper...
A living toolbox...
What we covered…
An introduction to BP’s knowledge management framework, tools and processes
A practical experiment which you all participated in
How BP is embedding knowledge management principles into its core processes
Some key messages to leave you with…
Have a common framework and some simple tools
It’s all about getting the right people talking…
You can do knowledge management without calling it knowledge management!
It’s most powerful when you put it all together…
To find out more…
The “River” diagram... Texas City Refinery
5
4
3
2
1
En
sure
Co
mp
ete
nce
Rai
se
Mo
rale
Co
mm
un
icat
e E
ffec
tive
ly
Sh
are
and
tr
ansf
er
kno
w-h
ow
Get
tin
g H
SE
Rig
ht
Man
ag
e G
reen
ho
use
Gas
Man
ag
e In
teg
rity
Man
ag
e S
par
e P
arts
Man
ag
e W
ork
ing
Cap
ital
Man
ag
e C
orr
osi
on
Fo
reca
st
Pro
du
ctio
n
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