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 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: a way 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 management framework
Learn
during
Using
Individuals Using
Knowledge Results
Goals
& Teams Knowledge
Learn Learn
before after
7. Finding solutions to business issues…
?
Who
knows
!
Business
Issue
?
What is
known
8. BP’s knowledge management framework
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:
Learning during
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’
11.
12.
13.
14.
15. 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?
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
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………………….
23.
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 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 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
28.
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?
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 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…
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
9
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
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.
