Knowledge Management…
…in pursuit of excellence
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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 know
What’s
possible?
What we both know
Actions
BP’s knowledge management framework
Individuals & Teams
Goals
Results
Using Knowledge
Using
Knowledge
Learn
during
Learn
after
Learn
before
Finding solutions to business issues…
!
?
?
Who
knows
What is
known
Business Issue
BP’s knowledge management framework
Knowledge in people and networks
Captured Knowledge
Individuals & Teams
Goals
Results
Using Knowledge
Using
Knowledge
Learn
during
Learn
after
Learn
before
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 few more
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
Still More
More Lessons
More Lessons
Lessons
Learned
Context and detail – where and when you need it…
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“
“
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“
“
Recap…
Knowledge in people and networks
Captured Knowledge
Individuals & Teams
Goals
Results
Using Knowledge
Using
Knowledge
Learn
during
Learn
after
Learn
before
Time for some
audience participation!
KM Strategy
Innovation
Organisation
Learning
Capturing
1
2
3
4
5
Score
Basic Performance
High Performance
KM Assessment exercise
KM Strategy………………………………..
Innovation…………………………………..
Getting the organisation right………….
Learning before, during and after….…..
Capturing Knowledge………………….
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3rd KM & OL Conference
Chris Collison
BP
Something to share (KM Strategy)
æ
Something to learn
(Innovation)
!
KM Strategy………………………………..
Innovation…………………………………..
Getting the organisation right………….
Learning before, during and after….…..
Capturing Knowledge………………….
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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 of
Operational Excellence
1. Use the Right People &
Processes
2. Cause No Harm to People or
Environment
3. Eliminate Unplanned Outages
4. Effectively Prioritise & Execute
5. Optimise Production
6. 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”
Morale & Motivation
Ensure Competency
Share, transfer & embed know-how
Communicate effectively
Drive Performance improvement
Management of Change
Enhance Our Reputation With The
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
Shutdown
Optimise Resources
Optimise Plant Performance
Forecast Production
Assure Product Quality
Manage Process Consumables Budget
Manage Spare Parts And Stores
Manage Organisational Effectiveness
Manage Contracted (3rd Party)
Services
Manage Energy Efficiency
Manage Water
Manage Working Capital
Manage Opex Budget
4
5
4
3
2
1
No level 1 performers
No level 5 performers
Minimum
Maximum
Average
The “Stairs” Diagram
Cooper River
Bulwer Island
Lavera Chemicals
Feluy
Texas City
Kwinana
Coryton
Feluy
bv
Joliet
Grangemouth
Geel
Netherlands
Decatur
Hull
FPS
Trinidad Oil
High desire to 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
Ensure Competence
Raise Morale
Communicate Effectively
Share and transfer know-how
Getting HSE Right
Manage Greenhouse Gas
Manage Integrity
Manage Spare Parts
Manage Working Capital
Manage Corrosion
Forecast Production
4
9
13
Invented by the US Army
Used by all the troops
After each Action
Now firmly embedded in Army culture
Part of the training program
This is the “River” Diagram for all business units.
The green “river banks” are the areas where we no BU assessment score was recorded. The “north bank” represents potential to learn from outside the organisation; the “south bank” represents areas of organisational strength.
Key messages:
Some practices exist at which BUs are world class
Some practices exist at which no Bus are world class
The broader the “river”, the greater the opportunity for sharing
Managing Greenhouse Gas emissions, Corrosion and Managing Working Capital are our greatest organisational weaknesses.
