Paper No. SPE 166315

Paper No. SPE 166315Improving EH&S Practices during

Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer

worth ImplementingDarrell Dowd

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• Projects of all types represent an increasingly significant challenge.

• They also offer an increasingly significant opportunity.

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• EH&S issues faced in previous projects should be part of the recipe for the success of future projects.

• What we do today, should improve tomorrow.

IntroductionIntroduction

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Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth

Implementing • Darrell Dowd

Remember when?

Remember when?

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Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing •

Darrell Dowd

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But what if?But what if?

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Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing •

Darrell Dowd

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• Increase safety “buy in” by making it easier to get the “job” done.

• Transform safety from a cost center to a profit center.

• Increase productivity/ decrease schedule by eliminating delays.

• Effectively utilize knowledge to improve future projects.

What if you could?

What if you could?

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Prepare readiness plans. Identify causes of unplanned work. Integrate custom fit plan into T/A Plan. Identify peak load requirements. Build confidence and trust among contractors.

A process to review the work with key plant management stakeholders to get a clear understanding of the role each one plays.

Pre-Planning: Needs Assessment

Pre-Planning: Needs Assessment

drive efficiencies provide actionable info predict potential

problems

Data gathered during execution is not only useful during project close out. Data will help:

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Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing •

Darrell Dowd

Pre-Planning: Needs Assessment

Pre-Planning: Needs Assessment

Unplanned activities can result in delays, equipment or manpower shortages and increased cost.

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Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing •

Darrell Dowd

Pre-Planning: Needs Assessment

Pre-Planning: Needs Assessment

Key areas for tracking:•Equipment utilization and deployment•Equipment reliability•Resource utilization and deployment•Finance – cost tracking/reporting•I/A and Near Miss reports

Slide 9Execution Phase

Execution Phase

• Allows information flow and technology innovation driven by customer feedback.

• Ensures that lessons are learnt

• Proposes actions and solutions prior to the next project.

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Execution and Completion: Stewardship ReportExecution and Completion: Stewardship Report

Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing •

Darrell Dowd

• Daily data on usage rates, rental items and equipment utilization.

• Monitor usage during project.

• Plan future work with similar scope.

Courtesy of United Safety LTD., 2013

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Sample Turnaround Utilization Chart

Sample Turnaround Utilization Chart

• Examines and evaluates how the contractors and company personnel performed during the project.

• Provides unbiased, objective recap of project.

What worked

× What didn’t work

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Execution and Completion: Stewardship Report

Execution and Completion: Stewardship Report

True Transfer

Where most stop learning

Slide 13The Learning Loop

The Learning Loop

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What makes a Learning Organization

What makes a Learning Organization

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Create a learning loop, not a learning line. Engage the SMEs to gain current project

knowledge. Its not really knowledge until it’s used.

Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing •

Darrell Dowd

Summary

Summary

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Works CitedGarvin, D. A. 1993. Building a Learning Organization. Harvard Business Review 71 (July-August) 78-91. Retreived from http://www.slideshare.net/ProfessorAdalbertoAzevedo/garvin-1993Lee, S., Courtney J.F. and O’Keefe R.M. 1992. A System for Organizational Learning Using Cognitive Maps. OMEGA International Journal of Management Science 20 (Spring): 23-26. Retrieved from http://www.sciencedirect.com/science/article/pii/030504839290053ARaybould, B. 1995. Peformance Support Engineering: An Emerging Development Methodology for Enabling Organizational Learning. Performance Improvement Quarterly, 8 (1) pp. 7-22. Retrieved from http://onlinelibrary.wiley.com/doi/10.1111/j.1937-8327.1995.tb00658.x/abstractSenge, P.M. 1990. The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Doubleday/Currency. Retrieved from http://www.giee.ntnu.edu.tw/files/archive/380_9e53918d.pdfSinkula J.M., Baker, W. E. and Noordewier T. 1997. A Framework for Market-Based Organizational Learning: Linking Values, Knowledge and Behavior. Journal of the Academy of Marketing Science. Vol. 25, No. 4 pp 305-318. Retrieved from http://cmapspublic.ihmc.us/rid%3D1255442990968_1707056073_21936/A%2520Framework%2520for%2520Market-Based%2520Organizational%2520Learning.pdf

Darrell DowdVP, Industrial, Middle East

United Safety LTDQuality & Innovative Safety SolutionsAirdrie, AB, Canada T4A 2J8 United Safety InternationalQuality & Innovative Safety SolutionsP.O. Box 500582 Office Park Building, 3rd Floor Block A, Dubai Media City, UAET: +971 4 369 5075C: [email protected] 166315 • Improving EH&S Practices during Turnarounds in Facilities and

Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd