KBC IoE Webinar - Developing Process Engineers


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Changing viewpoints of engineering as a career path, generational priorities, and global competition affect the ability of oil and gas companies to recruit, retain, and develop process engineering talent. The coming retirement of an experienced generation, along with the entrance of new engineers into the work force, creates an industry-wide experience gap, and other industry challenges require companies to better utilise process engineering skill sets. Ultimately, an effective Process Engineering Best Practice standard promotes a safe, reliable, and profitable workforce. View now to learn more!

Webinar presented by Robert Ohmes: Robert is a principal consultant at KBC and licensed professional engineer in Louisiana. His primary responsibilities are centred on profit improvement initiatives, hydroprocessing unit consulting, and organisational consulting for domestic and international clients. Prior to joining KBC, Ohmes worked as a refinery engineer for Koch Refining Co. in Corpus Christi, TX.

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KBC IoE Webinar - Developing Process Engineers

  1. 1. Developing and Enabling the NextGeneration of Process EngineersWebinar Presented by Robert Ohmes 17 July 2012 © 2012 KBC Advanced Technologies plc. All Rights Reserved.
  2. 2. Agenda• Background• Methodology − Aspects of Effective Performance − Process Engineering Best Practice Standard Methodology• Summary 17 July 2012 PROPRIETARY INFORMATION 2
  3. 3. Background• Refining and Petrochemical Industries facing several engineering staffing and talent challenges − Increased public scrutiny − Regulatory oversight − Experience and knowledge retention − Demographic changes − Generational traits 17 July 2012 PROPRIETARY INFORMATION 3
  4. 4. Demographic Shifts Source: SBC O&G HR Benchmark 2010 17 July 2012 PROPRIETARY INFORMATION 4
  5. 5. Generational Traits Baby Boomers Generation X Generation Y, or Millennials (~1946 – 1965) (~1965 – 1980) (~1981 – 1995) Company Loyalty Team Collaboration Work/Life Balance Pay Dues Organizational Values More Information Employment Stability Performance Based Clear, Continuous Recognition and Rewards Performance Feedback Classic Work Ethic Flexible Work Schedules Greater Involvement Prestigious Titles Individual Career ProgressionsProfessional Connections Technology Centric and Savvy Longer Term Lower Level of Mechanical Compensation/Benefits Aptitude 17 July 2012 PROPRIETARY INFORMATION 5
  6. 6. Learning Pyramid 17 July 2012 PROPRIETARY INFORMATION 6
  7. 7. Process EngineeringBest Practice Standard• One solution: Develop and utilize a Process Engineering Best Practice Standard• What is a Standard? − Guiding system and philosophy − Summarizes work processes/practices, tools, accountabilities − Defines how Process Engineers will function and interact in the organization − Provides mechanisms for talent and knowledge development and retention Remainder of presentation focuses on methodology to develop and utilize standard 17 July 2012 PROPRIETARY INFORMATION 7
  8. 8. Key Components of EffectivePerformance People Information and Tools Work Processes and Training 17 July 2012 PROPRIETARY INFORMATION 8
  9. 9. Organizational Alignment 17 July 2012 PROPRIETARY INFORMATION 9
  10. 10. Organizational Alignment 17 July 2012 PROPRIETARY INFORMATION 10
  11. 11. Development Path 17 July 2012 PROPRIETARY INFORMATION 11
  12. 12. Assessment• Goal: Clear understanding of how the people, tools, and work processes are functioning within the organization• Tips − Utilize a cross functional assessment team − Focus the team on making the assessment impartial, objective, fact-based, and transparent − Communicate the results and findings after the assessment − Consider including an external 3rd party in the assessment team − Focus on tools, information, work processes, and organizational structure − Interview members of Process Engineering team, as well as key customers or users of their services 17 July 2012 PROPRIETARY INFORMATION 12
  13. 13. Strategic Goals, TeamAlignment, and Role Alignment• Strategic Goals − Utilize existing or update via facilitated session• Team Alignment: Develop Team Charter − Team Charter Content o Team purpose and goals o Roles and organizational structure o Key responsibilities and accountabilities o Interfaces within and external to the team• Role Alignment: Update or Develop Role Profile − Role Profile Content o Detailed responsibilities aligned with overall role accountabilities o Knowledge, skills, and attributes needed to fulfill the role o Behavioral indicators needed to measure performance against the expectations of the role 17 July 2012 PROPRIETARY INFORMATION 13
  14. 14. Standard Context Definition 17 July 2012 PROPRIETARY INFORMATION 14
  15. 15. Example System/Process/Practice DAILY OPERATIONS SUPPORT PROCESSES AND PRACTICES Daily Operations Support Unit Monitoring Troubleshooting and And Health Abnormal Situation Assessment Daily Operating Management Instructions, Constraint Planning, Management Benchmarking/ and Scheduling Troubleshoot Gap Analysis Protocol Plan/Sch. OIW Develop. KPI Input Process and Audit Troubleshoot Guidelines Plan/Sch. Constraint Translation BP Technology Man. Process Technology Process Manual Training Plan/Sch. Quality Feedback Monitoring Tool Control Process and Process Daily Op. Instruct. Process 17 July 2012 PROPRIETARY INFORMATION 15
  16. 16. Standard Development• Standard Development − Cataloguing − Initiative Framework Definition − Execution• Prepare Initiative Frameworks − Need one for each “project”• Initiative Areas − Tool Development/Refinement − Work Process Optimization − Progression Path 17 July 2012 PROPRIETARY INFORMATION 16
  17. 17. Tool Development• Most organizations struggle with tools due to: − Lack of standardization − Minimal maintenance − Not “fit-for-purpose” − Lack of training and support• Example Process Engineering Tools − Unit Monitoring Applications − Benchmarking/Gap Analysis − Technology Manuals 17 July 2012 PROPRIETARY INFORMATION 17
  18. 18. Unit Monitoring Applications• UMA Tool Capabilities − Link directly to process/lab historian − Complete material balance and any necessary quality checks on resulting balance − Generate KPIs that are useful to Engineering, Operations, Planning, and Reliability staff − Provide summaries of key results (Dashboards, Tables, Charts, Graphs, etc) − Standard platform and similar look/feel across all units − Tool maintenance process and capability built-in 17 July 2012 PROPRIETARY INFORMATION 18
  19. 19. Benchmarking/Gap Analysis• Traits of good benchmarks − Criticality for safe, reliable, and profitable unit operation − Measureable, realistic, reconciled, and dynamic − Common understanding and language − User level and function appropriate − Actionable• Typically organized in KPI Tree• Results often fed to UMAs• Development options − Operations/Engineering − Sister plants − 3rd Parties 17 July 2012 PROPRIETARY INFORMATION 19
  20. 20. Technology Standards• Technology Standards drive knowledge retention and transfer• Process Engineer’s handbook − Technology specific − Compare unit to benchmark − Troubleshooting guides − Procedures to resolve out-of- range performance• Traits of Effective Standard − Targeted and useful − Broad acceptance − Tailored to facility − “Evergreen” 17 July 2012 PROPRIETARY INFORMATION 20
  21. 21. Work Process Optimization• Primary Steps − As-is Process Mapping − To-be Process Mapping (Optimization) − Implementation• Typical Process Engineering Work Processes − Process Simulations – Development, Usage, Maintenance − Linear Program – Updating and Backcasting − Optimization – Idea Generation through Implementation 17 July 2012 PROPRIETARY INFORMATION 21
  22. 22. Progression Path• Technical Career • Development and Progression Training − Align rotations with organization − Situational Training and individual needs − Lessons-Learnt Training − Case Study based exercises − Coaching and Mentoring − Self-paced Learning − Communities of Practice 17 July 2012 PROPRIETARY INFORMATION 22
  23. 23. Final Steps and Lessons• Roll-out, Maintenance, and Continuous Improvement• Pitfalls and Lessons Learned − Avoid skipping steps − Do not just make the effort a staffing numbers activity − One size does not fit all − Include a broad experience base in all phases − Think through the entire process and all phases − Over-communicate throughout the process − Identify and pursue “quick-wins” early on to help build on success 17 July 2012 PROPRIETARY INFORMATION 23
  24. 24. Summary• Demographic Shifts Impacting Energy Industry• Organizations need to drive Process Engineering skill development and knowledge retention• Process Engineering Best Practice Standard can facilitate achieving improved human performance 17 July 2012 PROPRIETARY INFORMATION 24
  25. 25. Closing> For information on how KBC can help you with developing your engineering staff, please contact us at kbc-marketing@kbcat.com> Future webinar topics: – Market conditions – Asset optimisation for competitive advantage – Investment support – Sustainable workforce development> We welcome suggestions for future topics – please email kbc-marketing@kbcat.com> Next webinar information will go out shortly.> Thank you for joining us! 17 July 2012 PROPRIETARY INFORMATION 25