Knowledge Management… …in pursuit of excellence [email_address] [email_address]

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

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

“ 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

Peer Assists : a way to get people talking – in the right way What I know What you know What’s p ossib le? 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 Captured Knowledge Individuals & Teams Goals Results Using Knowledge Knowledge in people and networks 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.

Four Simple Questions:

What was supposed to happen?

What actually happened?

Why was there a difference?

What can you learn from it?

Retrospect s: 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

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’

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… “ “ “ “ “ “

Recap… Captured Knowledge Individuals & Teams Goals Results Using Knowledge Knowledge in people and networks 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………………….   ! 

KM Strategy………………………………..

Innovation…………………………………..

Getting the organisation right………….

Learning before, during and after….…..

Capturing Knowledge………………….

3 rd KM & OL Conference Chris Collison BP Something to share (KM Strategy)  Something to learn (Innovation) !

KM Strategy……………………………….. Innovation………………………………….. Getting the organisation right…………. Learning before, during and after….….. Capturing Knowledge………………….   ! 

KM Strategy………………………………..

Innovation…………………………………..

Getting the organisation right………….

Learning before, during and after….…..

Capturing Knowledge………………….

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 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

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 a n intranet “ community centre ”

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 a n 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

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…

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