BP Knowledge Management

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  • + whatidiscover whatidiscover 3 months ago
    Hi peremuk. Thanks for embedding the slides on your blog and spreading Chris Collison and Geoff Parcell's ideas.
  • + whatidiscover whatidiscover 5 months ago
    Sorry, liuzy01. Can't help you as I do not work in energy companies and I do not research on their management framework. I am interested in their knowledge management practices.
  • + liuzy01 liuzy01 6 months ago
    Dear sir/ madam,
    thanks for your good work.
    And i want to get series of DOCs/PPTs about Exxonmobil, BP AMOCO, SHELL, and other major energy companies' governance/ management framwork.i want to know the deparments/ divisions in the corporate center(HQ).
    Thank you very much.
  • + whatidiscover whatidiscover 6 months ago
    Good to know you like it, liuzy01. Thanks for dropping by.
  • + liuzy01 liuzy01 6 months ago
    very good
  • + whatidiscover whatidiscover 11 months ago
    Thanks vahidm! Your questions are a good starting point for learning before. My simple reminder for learning before is Don’t Know + Who Knows = Know. I use SlideShare to locate documents of who knows to help me to know.
  • + vahidm Vahid Masrour 11 months ago
    No questions for Learning before?

    May i suggest: Who do we know already about this topic? What id the current theory on the topic? What experiences do we have available? Do we need more previous experience? From who can we get it?

    I like this framework for the fact that it is clearly goal oriented. which should help a lot avoiding doing KMfor the sake of KM.
  • + vahidm Vahid Masrour 11 months ago
    I like the questions on this and the following slide. I also appreciate you blending of KM and learning, which makes perfect sense (to me).
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BP Knowledge Management - Presentation Transcript

  1. Knowledge Management… …in pursuit of excellence [email_address] [email_address]
  2. 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
  3. 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.”
  4. 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
  5. 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
  6. BP’s knowledge management framework Individuals & Teams Goals Results Using Knowledge Using Knowledge Learn during Learn after Learn before
  7. Finding solutions to business issues… ! ? ? Who knows What is known Business Issue
  8. 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
  9. 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.
  10. 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
  11.  
  12.  
  13.  
  14.  
  15. 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
  16. Context and detail – where and when you need it… “ “ “ “ “ “
  17. Recap… Captured Knowledge Individuals & Teams Goals Results Using Knowledge Knowledge in people and networks Using Knowledge Learn during Learn after Learn before
  18. Time for some audience participation!
  19. 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………………….
      ! 
  20. 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………………….
      ! 
  21.                                                                                                                                                                                                                                                                                   
  22. 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
  23. 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 ”
  24. 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
  25. 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
  26.  
  27. 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?
  28. A shared newspaper...
  29. A living toolbox...
  30.  
  31. 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
  32. 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…
  33. 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

+ whatidiscoverwhatidiscover, 3 years ago

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