Pre-Conference Workshops: 2 October, 2018
8:00 am - 8:30 am Check in for workshop attendees and morning networking
8:30 am - 10:30 am WORKSHOP A: Human-Centred Operational Excellence: Creating a High Reliability Culture
- Getting better at getting better: What does a culture of operational discipline really mean?
- What is the role of culture in achieving operational excellence?
- What are the core values, behaviors, etc. necessary to achieve operational excellence?
- How can leaders create this culture within their organisation?
- How decisions of “who does what where” affect your ability to achieve operational excellence
- A different way of looking at the business architectures that underpin how you organise the business, manage process, conduct operations, and even support IT
- How do you assess and measure culture?
8:30 am - 10:30 am WORKSHOP B: Creating an agile framework for Operational ExcellenceAl Ward - Principal Consultant GEMsoft7
Paul Bartlett - Principal Consultant GEMsoft7
Achieving Operational Excellence is an aspiration. Just when you think you are getting close, reality shows there’s always a distance yet to travel. Most OE implementations fail because the programs goals are not clearly defined at the outset and the systems adopted to manage expectations assume an unrealistic conclusion – Excellence.
Operational Excellence needs to be considered a “living thing”, because the business you manage today is not the one you will manage in the months and years ahead. It’s changing all the time and the Operational Management System required to meet these changing challenges must be agile, proactive and reactive, as circumstances dictate.
We are reframing what Operational Excellence means in the context of different Industry applications. This new and unique step-by-step process is designed not to control the way you work but to help you take control of the work you do, more effectively, efficiently and profitably.
Using a consultative approach, this workshop will help you understand what you need to meet minimum safety and regulatory protocols; plan and prioritise risk management and opportunity development; whilst identifying the business-critical factors where added value can be achieved.
This hands-on session will show you how to deliver your Operational Excellence agenda, mindful that as you get closer to excellence, new standards will push you farther away. It’s an evolving process requiring a full life cycle and utilisation of technology. The solution is “Imperative”.
Al WardPrincipal Consultant
Paul BartlettPrincipal Consultant
10:30 am - 10:45 am Morning networking break for workshop attendees
10:45 am - 12:45 pm Workshop C: Digital Transformation: Reducing Operational Risk through effective, reliable data and information management
Though guided examples and by understanding real-world examples, this workshop will help you:
• Access how your current management of critical data and information is impacting your ability to achieve operational excellence
• Understand how better management of change prevents operational inefficiencies and critical errors, as well as reducing the risk of failing compliance tests
• Get control of the documents that are key to your projects, including the ability to manage collaboration both inside and beyond your organisation
10:45 am - 12:45 pm Workshop D: Delivering Operational Excellence: Leveraging process and people to drive high performance
In this fun and engaging workshop, we will dive into the big questions: How would you approach improving performance at your organisation? What information would you need? What tools would help you along the way? How would you know if you had succeeded? Our interactive workshop takes you step by step through creating a program for achieving high performance. We use a systematic approach to intervention and change, taking you on a journey through the development of an Operational Excellence program which focuses on leveraging the capability of
your people and the existing procedures and processes. We examine the ways in which teams and individuals can be supported during a project to work more effectively, and finally we examine the technology that’s available to help.
In this workshop, you will:
• Dig into the challenges of getting processes, policies and procedures from the desktop to the work floor.
• Engage your creative problem-solving skills to address real challenges in your organisation.
• Learn how to control the process of change.
• Collaborate on challenges and solutions with other workshop attendees in groups and teams.
• Identify ways of enhancing performance and reducing risk at each stage of the project.
Learn how to reduce operational variations across different business areas by systematically improving work control and compliance to deliver performance improvement. The course facilitator will then take you through an intervention program which examines how to link competence and work activities to achieve high performance and Operational Excellence.
12:45 pm - 1:15 pm Networking Luncheon for workshop attendees
1:15 pm - 3:15 pm Workshop E: Operational Excellence: What world class characteristics does your organisation need to sustain leading performance?Jerry Isch - Senior Vice President, Consulting Solutions KBC (A Yokogawa Company)
Industry leaders exhibit specific characteristics in their operational and organisational philosophy that sets
them apart from others. This workshop will explore those characteristics, how they impact business performance, and what actions can be taken to begin adopting similar characteristics. We will use case studies in an interactive session to discuss application of theory. Participants will come away with:
• Appreciation of the link between organisational culture and operational excellence principles
• Understanding of the Operational Excellence World Class Characteristics for asset intensive industries
• Change management challenges to successfully implement and sustain operational excellence
• Why operational excellence is a long term journey and not a quick improvement initiative
Jerry IschSenior Vice President, Consulting Solutions
KBC (A Yokogawa Company)
1:15 pm - 3:15 pm Workshop F: Process safety and Operational Excellence: Realising the connection between safe operations and efficient operations
• What does it mean to achieve excellence in health and safety?
• Integrating safety performance improvement with Operations Excellence and management systems
• Constructing a health and safety program that is not only effective in limiting incidents, but that is optimised operationally
• World class incident management is no accident
• Integrating process safety together with personal safety in decision making
• The new performance standard: Establishing principles and structures that begin with safety - and then applying them to other areas of the business
• What’s required to be successful? Designing a model that’s broad enough to be applicable to all of your assets
• Creating a culture of standardised processes that lead to integrated operations and management
• Creating standardised approaches to various business functions: Centralising knowledge and oversight, while giving flexibility in implementation
3:15 pm - 3:30 pm Networking break for workshop attendees
3:30 pm - 5:30 pm Workshop G: Lean in Operational Excellence: Building a world-class Lean Excellence organisationGlyn Finney - Director and Owner Castlefirth
Paddy McAlpine - Principal Consultant Castlefirth
These are interesting times. Increasing cost pressure and a far greater risk profile means everyone – from the CEO to your frontline workers - is required to do more, often with much less. Individual change initiatives are often projects with steering committees that rarely result in long term, sustainable improvements. Many of these challenges are rooted in organisational behavior. Meeting production targets while keeping risk levels low requires an understanding of these behaviors to ensure that you can successfully get everyone in the organisation working smarter.
This hands on workshop will show you how to engage the organisation from top to bottom, changing the way people think and behave to deliver far better outcomes for the business. In this dynamic session participants will learn how to:
• Turn strategy into action: converting leadership objectives into deliverable outcomes
• Understand ‘what good looks like’ and what it really means to operate in a Lean environment
• Discuss different methods and approaches to implementation (including typical causes of failure and how to avoid them)
• Engage the workforce to ensure success in delivering strategic outcomes
• Define the resource requirements needed for successful Lean Transformation
Participants can expect to leave with a deeper understanding of how to use Lean Thinking as a way to execute your OE strategy. There will be the opportunity to consider a structured model for implementation, and identify ways to tailor that structure to your own organisation. The workshop will be relevant to people at all stages of transformation and will help them you decide where to go next and how to structure your approach.
Glyn FinneyDirector and Owner
Paddy McAlpinePrincipal Consultant
3:30 pm - 5:30 pm Workshop H: Systematic improvement: Leveraging your Operations Management System to drive high performance
• Taking a systematic approach to improvement
• Management Systems: Mitigating implementation risks
• Ensuring compliance
• Building the most compelling case for deeper OMS commitment
• Getting leadership to focus on and support your Management System
• Removing barriers to change: Creating a sustainable operational excellence culture
• Developing a strategy to gain buy-in from your workforce
• Overcoming the change management hurdle: Cultural considerations
5:45 pm - 8:00 pm Evening Workshop:The Ten Common Adverse Conditions in Organizations That Failed to Prevent the Next AccidentJim Wetherbee - Astronaut, Former VP - BP Author, Controlling Risk: 30 Techniques for Operating Excellence
With thirty-five years of experience in high-hazard operational
environments, Jim Wetherbee works with leaders in hazardous industries
with critical mission objectives. He is the only American astronaut to
have commanded five missions in space, and is the only person to have
landed the Space Shuttle five times. Jim earned a Bachelor of Science
in Aerospace Engineering from the University of Notre Dame in 1974. He
began his career as a Naval Aviator aboard the USS John F Kennedy,
flying the A-7 Corsair. After graduating from the US Naval Test Pilot School,
Jim performed flight-testing of the F/A-18 Hornet. In 1984, Jim was
selected to join NASA in its tenth group of astronauts. Over a twenty-year
career, he flew six times on the Space Shuttle. The five-time commander
flew two missions to the Russian Space Station, Mir, and two missions
to the International Space Station. In 1998, he was appointed as the
Director, Flight Crew Operations, specifically selected to improve
the flight and ground safety in the astronaut corps. Based on that
success, Jim was selected after the Columbia accident to enhance
the safety aspects in the organizational culture at the Johnson
Space Center, home of NASA’s human space flight program.
Bringing his experience from the aerospace industry as a
former NASA executive and astronaut, Jim joined the oil
and gas industry as a Safety and Operations Auditor
for BP. Four years later, he was selected as a VP for
Operating Leadership. In this role, he supported
efforts to improve performance results consistently
over the long-term, by emphasizing effective leadership behaviors as a
key way to influence and inspire people to conduct safe and high-quality
operations. After successful careers in naval aviation, aerospace, and the
oil and gas industry, Jim is passionate about helping leaders and operators
perform successfully in hazardous environments.
Based on observations, discussions, and assessments from thirty-five
years of working in various hazardous endeavors, including the recovery
from the Texas City and Macondo incidents in the oil and gas industry, and
the Challenger and Columbia space shuttle incidents, Jim Wetherbee will
present a list of ten adverse conditions that commonly existed in many
organizations before they experienced major disasters or minor accidents.
In sociotechnical systems used to control risk, improve performance,
and accomplish goals, five of these ten adverse conditions existed on the
technical side, and five were on the social side. By turning hindsight into
foresight, participants can learn how to use the presence and severity of
these adverse conditions as indicators to determine if their organization
may be drifting toward a disaster.
Dinner will be served midway through the workshop and is included in the price of registration.
The first 50 registrants will receive a signed copy of Jim's recently published book "Controlling Risk: 30 Techniques for Operating Excellence" (retail value $40)
Space is limited.
Jim WetherbeeAstronaut, Former VP - BP
Author, Controlling Risk: 30 Techniques for Operating Excellence