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Bp Knowledge Management
BP uses a knowledge management framework to capture and share knowledge across the organization. The framework focuses on learning before, during, and after activities or projects using tools like after action reviews and retrospects. It also emphasizes connecting people to find solutions to business issues and making captured knowledge easily accessible. BP assesses knowledge management performance at each business unit and facilitates sharing of best practices. The goal is to continuously improve operations and meet expectations of excellence by effectively managing knowledge.
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Bp Knowledge Management
- 1. Knowledge Management… …in pursuitof excellence chris.collison@bp.com geoff.parcell@bp.com
- 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 fromour sponsor… “Most activities organisation not “Anyone in the or tasks are who onetime events. Our philosophy is is not directly accountable for fairly simple: should be involved making a profit in creating and distributing Every time we do something again, knowledge that the company can we should do it better than the last use to make a profit.” time.” Sir John Browne CEO, BP
- 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 bp Capturing Connecting
- 5. Peer Assists: away to get people talking – in Actions the right way What’s What you know possible? What we both know What I know
- 6. BP’s knowledge managementframework Learn during Using Individuals Using Knowledge Results Goals & Teams Knowledge Learn Learn before after
- 7. Finding solutions tobusiness issues… ? Who knows ! Business Issue ? What is known
- 8. BP’s knowledge managementframework Captured Knowledge Knowledge in people and networks Learn during Using Individuals Using Knowledge Results Goals & Teams Knowledge Learn Learn before after
- 9. After Action Reviews: Learningduring Four Simple Questions: • What was supposed to happen? • What actually happened? Col. Ed Guthrie, US Army • Why was there a difference? 15 minute team debrief, • What can you learn from it? conducted in a “rank- free” environment.
- 10. Retrospects: • What was the objective of the Learning after doing project? • What did we achieve? • What were the successes? Why? Why? Why?! How can we repeat the success? • What were the disappointments? Facilitated, forward looking team meeting, Why? Why? Why?! soon after the project How can we avoid them in has ended future? • ‘Marks out of 10’
- 15. What are thetop ten things I need to know? Where can I get more detail? What can I re-use? Who can I talk to? A few Even more Still more More More More Lessons Lessons Lessons Learned
- 16. Context and detail– where and when you need it… • • “ • • “ “ • • “ “ “
- 17. Recap… Captured Knowledge Knowledge in people and networks Learn during Using Individuals Using Knowledge Results Goals & Teams Knowledge Learn Learn before after
- 18. Time for some audienceparticipation!
- 19. KM Assessment exercise Score KM Strategy Innovation Organisation Learning Capturing High 5 Performance 4 3 2 Basic 1 Performance
- 20. • KM Strategy……………………………….. • Innovation………………………………….. ! • Getting the organisation right…………. • Learning before, during and after….….. • Capturing Knowledge………………….
- 21. Something to share (KM Strategy) 3rd KM & OL Conference Chris Collison BP ! Something to learn (Innovation)
- 22. • KM Strategy……………………………….. • Innovation………………………………….. ! • Getting the organisation right…………. • Learning before, during and after….….. • Capturing Knowledge………………….
- 24. Measurement Plans & Intervention • Identify gaps • Find and prioritise practices • Assessment tool to close gaps • Benchmark 6 Expectations of • Develop action plans • External challenge Operational Excellence 1. Use the Right People & Processes 2. Cause No Harm to People or Environment 3. Eliminate Unplanned Outages 4. Effectively Prioritise & Execute Planned Work 5. Optimise Production 6. Minimise Costs Delivery Targets • Implement actions • Apply targets • Appoint accountability • Embed in Performance • Share learning Contract
- 25. How does itwork? • 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 an intranet “community centre”
- 26. 4 4 3 5 2 1 Morale & Motivation Ensure Competency Share, transfer & embed know-how Communicate effectively No level 1 performers Drive Performance improvement No level 5 performers 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 Minimum Maximum 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) Average Services Manage Energy Efficiency Manage Water Manage Working Capital Manage Opex Budget
- 27. The “Stairs” Diagram Performance Manage Corrosion Cooper 5 River High performance Bulwer 4 Island Feluy High desire to improve Lavera Grangemouth 3 Chemicals Texas City Geel Coryton 2 Joliet bv Feluy Kwinana Decatur FPS Netherlands Trinidad Oil 1 Hull Gap between 0 1 2 3 4 current and target
- 29. Instant Chat... Hi Chris Hi Geoff! What shift pattern are you working? I’m on C-shift – 12 hours on/off over 4 days? Do you do something similar in Kwinana Refinery?
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- 33. 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
- 34. Some key messagesto 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…
- 35. 1 2 3 4 5 Ensure Competence Raise Morale Communicate Effectively Share and transfer know-how Getting HSE Right The “River” diagram... Manage Greenhouse Gas Manage Integrity Manage Corrosion Forecast Production Manage Spare Parts Texas City Refinery Manage Working Capital
Editor's Notes
- #4 4
- #5 9
- #10 13 Invented by the US Army Used by all the troops After each Action Now firmly embedded in Army culture Part of the training program
- #27 This is the “River” Diagram for all business units. The green “river banks” are the areas where we no BU assessment score was recorded. The “north bank” represents potential to learn from outside the organisation; the “south bank” represents areas of organisational strength. Key messages: Some practices exist at which BUs are world class Some practices exist at which no Bus are world class The broader the “river”, the greater the opportunity for sharing Managing Greenhouse Gas emissions, Corrosion and Managing Working Capital are our greatest organisational weaknesses.