2 - 4 October, 2018 | London, UK

Main Conference Day Two: 4 October, 2018

7:30 am - 8:00 am Check In and Networking Breakfast

8:00 am - 8:10 am Chair’s Opening Remarks

8:10 am - 8:50 am Laying the foundation for Operational Excellence: Establishing principles and structures that begin with safety - and then applying them to other areas of the business

- Understanding the link between safety, reliability and operational excellence
- Creating the business case for improved operational discipline
- Why a foundation of EHS Excellence and Reliability can lead to enterprise Operational Excellence through increased discipline, predictability, and risk management
- Building a culture of operational excellence with standardized processes that lead to integrated operations and management
- Creating standardized approaches to various business functions: Centralizing knowledge and oversight, while giving flexibility in implementation
- What’s required to be successful?
o Leadership
o Culture
o Competencies
o Skills/ learning/ training
- Real world example: how leveraging a simple management system can build employee capabilities and achieve excellence in EHS, Reliability, and other key drivers of Operational Excellence

8:50 am - 9:30 am Driving Operational Excellence to the Frontline: How to translate the business strategy into action

• Creating a roadmap for the implementation journey from the boardroom to the frontline
• Aligning strategy with execution
• Identify opportunities to leverage OE tools to eliminate sources of value loss in your operations
• Close the execution gap on OE: why do some organizations do this well while others struggle?
• Learning from others mistakes: Recent challenges and lessons learned from those who’ve been there
• Visualize, Analyze, Act: Enabling front line workers to act quickly before failures occur

9:30 am - 10:10 am Using Lean to drive OE

• Building Lean capabilities in OE and line leaders – getting the journey started
• Moving past the tools and using the power of leader involvement where work happens to improve business results – the why ?
• Understanding the behavior / priority shift required
• Building a plan to make Lean leadership ‘the way we work’ back at ‘MyCorp’

10:10 am - 10:30 am Networking Break


10:30 am - 11:10 am Thriving in a Challenging Environment: Best Practices from the Frontlines

Join our panel to hear first hand the best practices and methodologies driving asset management excellence in their respective companies. From reducing costs, to growing revenue and mitigating risk they’ll share insights honed from years of experience to address the current environment. Topics to be discussed include:
- Achieving operational excellence while cutting costs
- Prioritizing projects: finding that right balance between cost savings and maintaining your license to operate
- Maintaining operational excellence rigor while mitigating your operational risk profile
- Capturing key employee knowledge and establishing best practices across the enterprise to reduce the impact of resource shortages

11:10 am - 11:50 am Reliability Transformation: Driving Standardization and Optimization of Phillips 66 Reliability processes

• Implementing world-class maintenance and reliability programs that promote safe, cost effective business: what’s really required?
• Improving the partnership between operations and maintenance
• Increasing “ownership” by operators in preventing equipment failures and enhancing frontline collaborative root cause analysis
• Building a culture of reliability through governance
• Reliability process execution
• Performance management
• Skills development
• Operational excellence
• Change/ communications
• Leveraging the right processes, roles and responsibilities to enable effective decision making, and ensure the effort is on track to deliver value and achieve long-term sustainability

10:30 am - 11:10 am The new performance standard: Process Safety Management as a critical part of your management system

- Set high targets for safety, quality, productivity, cost, and other operational performance indicators, and judge the effectiveness of their management systems through its contributions to achieving those targets
- Assign clear ownership and governance for the processes that make up their management systems
- Integrate implementation of the management system into the business planning cycle
- Drive accountability through audit
- Take a risked-based approach
- Create a culture of operational discipline

11:10 am - 11:50 am Enabling and delivering OE performance through your OEMS

Many companies have implemented formal management systems in an attempt to improve execution and achieve Operational Excellence. While a few companies like Chevron, Exxon and Koch Industries have had tremendous success with their management systems, many other companies have found their management system has become bureaucratic, costly, and ineffective. Even worse, they have found their management systems added more layers of complexity that further weigh upon the companies’ performance. This session will highlight the critical success factors in OMS design and implementation.
• Driving OEMS accountability through governance: why its not just about compliance
• Building the most compelling case for deeper OMS commitment by cascading governance
• Getting leadership to focus on and support your Management System
• Assigning clear ownership and governance for the processes that make up your management system
• Integrating implementation of the management system into the business planning cycle
• Take a risked-based approach

11:50 am - 12:40 pm Networking Lunch

12:40 pm - 1:30 pm Leading Millennials to Operational Excellence

Everyone seems to have an opinion about the Millennial Generation – positive, negative, or otherwise. Regardless of your opinion, it is difficult to deny that there is a blossoming generation in our industry who grew up in a different environment than the preceding generations. These differences invariably lead to a generation with different perspectives, priorities, and practices. As leaders of Operational Excellence for our organizations, it is imperative to understand, embrace, and leverage these differences to maximize our performance. Matt DiGeronimo reflects on his experience working with millennials in the military and the energy industry and presents ideas and suggestions for leading this generation.
This insightful and inspiring presentation will focus on:
• Establishing a mission, a vision, and a purpose for this generation
• Maximizing organizational transparency and accessibility
• Creating an organizational humility that not only listens to its youngest members but wants to listen
• Figuratively flatten the organizational chart by ensuring senior leaders remain engaged with this generation

1:30 pm - 2:10 pm Building the OE & Risk Management competencies of the future: What skills? What roles?

Today’s organizations consist of increasingly complex IT and technological architectures upon which customers, employees and processes – both manual and digital - interact. That means that the role of operational excellence is arguably becoming both more important and increasingly complicated. In this session we’ll discuss the new skills and capabilities necessary for OPEX practitioners to help their organizations thrive in today’s high-risk and volatile market conditions.
• What does a 21st century operations practitioner look like?
• Understanding the power of human capital for operational excellence
• What skills / what roles are required in the future?
• Optimizing your resources: effective productivity benchmarking
• Working with remote teams
• Internal competency development
• Creating networks of excellence to enable knowledge transfer

2:10 pm - 2:10 pm Chair’s summary and close of conference