Paper No. SPE 166315 Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing Darrell Dowd
Slide 2 Introduction Projects of all types represent an increasingly • significant challenge They also offer an increasingly significant • opportunity. • EH&S issues faced in previous projects should be part of the recipe for the success of future projects What we do today, should improve • tomorrow. Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd
Remember when? Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd
But what if? Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd
What if you could? • Increase productivity /decrease schedule by eliminating delays • Effectively utilize knowledge to improve future projects • Increase safety “buy in” by making it easier to get the “job” done • Transform safety from a cost center to a profit center Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd
Pre-Planning: Needs Assessment Stewardship Needs Report + Previous Needs Assessment Assessment The Needs Assessment is a process used to review the work with key Stewardship Data Gathering Report plant management stakeholders to get a clear understanding of the role each one plays. • Identify areas likely to generate unplanned work. Prepare readiness plans before unplanned work becomes an issue. • Seamless integration of custom fit plan into existing turnaround plan. • • Identify peak load requirements for equipment and personnel. • Build confidence and trust between provider and contractors. Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd
Pre-Planning: Needs Assessment Unplanned activities can result to delays, equipment or manpower shortages and increased cost. Companies that don’t track utilization of resources from previous turnarounds, suffer the consequence of not knowing why these changes happened. Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd
Pre-Planning: Needs Assessment For safety system service providers, the data gathered during execution is not only useful during project close out. Data will help: drive efficiencies provide actionable information predict potential problems during the day-to-day life of the project. Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd
Execution Phase Key areas for tracking during execution: • Equipment utilization and deployment • Equipment reliability • Resource utilization and deployment • Finance – cost tracking/reporting • I/A and near Miss reports The process used to capture this data must be communicated and acknowledged in the Needs Assessment phase as these will be the same systems that will help manage the day-to-day activities during the execution phase. Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd
Execution and Completion: Stewardship Report • Presents long term comprehensive strategy for information flow and technology innovation driven by customer feedback. • Ensures that lessons are learnt, mistakes avoided and successes repeated. • Proposes actions and solutions, discussed and documented for implementation prior to the next project. Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd
Execution and Completion: Stewardship Report • Examines and evaluates how the contractors and company personnel performed during the project. • Provides unbiased, objective recap of everything. What worked × What didn’t work Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd
Sample Utilization Chart from a Stewardship Report Obtain detailed, • daily data on the usage rates, outstanding rental items and equipment utilization. • Monitor usage throughout the project, but also it very valuable for planning future work with similar scope. Courtesy of United Safety LTD., 2013 Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd
The Learning Loop True Transfer Where most stop learning
What makes a Learning Organization Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd
Slide 15 Summary Create and maintain a learning loop, not a learning line! Engage the SMEs to gain current and industry project knowledge Its not really knowledge until it’s used! Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd
Slide 16 Acknowledgements/ Thank You/ Questions Works Cited Darrell Dowd Garvin, D. A. 1993. Building a Learning Organization. Harvard Business VP , Industrial and OSIMS, Mideast Review 71 (July-August) 78-91. Retreived from http://www.slideshare.net/ProfessorAdalbertoAzevedo/garvin-1993 Lee, S., Courtney J.F. and O’Keefe R.M. 1992. A System for Organizational United Safety LTD Learning Using Cognitive Maps. OMEGA International Journal of Quality & Innovative Safety Management Science 20 (Spring): 23-26. Retrieved from http://www.sciencedirect.com/science/article/pii/030504839290053A Solutions Raybould, B. 1995. Peformance Support Engineering: An Emerging Airdrie, AB, Canada T4A 2J8 Development Methodology for Enabling Organizational Learning. Performance Improvement Quarterly , 8 (1) pp. 7-22. Retrieved from United Safety International http://onlinelibrary.wiley.com/doi/10.1111/j.1937- 8327.1995.tb00658.x/abstract Quality & Innovative Safety Senge, P.M. 1990. The Fifth Discipline: The Art and Practice of the Learning Solutions Organization. New York: Doubleday/Currency. Retrieved from P .O. Box 500582 Office Park http://www.giee.ntnu.edu.tw/files/archive/380_9e53918d.pdf Sinkula J.M., Baker, W. E. and Noordewier T. 1997. A Framework for Market- Building, 3 rd Floor Block A, Paper # • Paper Title • Presenter Name Based Organizational Learning: Linking Values, Knowledge and Behavior. Dubai Media City, UAE Journal of the Academy of Marketing Science . Vol. 25, No. 4 pp 305-318. T: +971 4 369 5075 Retrieved from C: +971552367987 http://cmapspublic.ihmc.us/rid%3D1255442990968_1707056073_21936/A%2 520Framework%2520for%2520Market- dowd@unitedsafety.net Based%2520Organizational%2520Learning.pdf
Recommend
More recommend
