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Knowledge Management… …in pursuit of excellence

chris.collison@bp.com geoff.parcell@bp.com

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

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

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 Connecting Capturing .

Peer Assists: a way to get people talking – in the right way What’s possible? Actions What you know What we both know What I know .

BP’s knowledge management framework Learn during Individuals & Teams Goals before Using Using Knowledge Knowledge Learn Learn after Results .

Finding solutions to business issues… Business Issue ! ? Who knows ? What is known .

BP’s knowledge management framework Captured Knowledge Knowledge in people and networks Learn during Individuals & Teams Goals before Using Using Knowledge Knowledge Learn Learn after Results .

. US Army • Why was there a difference? • What can you learn from it? 15 minute team debrief. conducted in a “rankfree” environment. Ed Guthrie.After Action Reviews: Learning during Four Simple Questions: • What was supposed to happen? • What actually happened? Col.

soon after the project has ended .Retrospects: 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.

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What are the top ten things IIneed to know? What are the top ten things need to know? Where can IIget more detail? Where can get more detail? What can IIre-use? What can re-use? Who can IItalk to? Who can talk to? A few A few more more Even Even more more Still Still More More More More More Lessons More Lessons Lessons Lessons Lessons Lessons Learned Learned .

Context and detail – where and when you need it… • • • • • • • • • • • • “ “ “ “ “ “ .

Recap… Captured Knowledge Knowledge in people and networks Learn during Individuals & Teams Goals before Using Using Knowledge Knowledge Learn Learn after Results .

Time for some audience participation! .

KM Assessment exercise Score KM Strategy High Performance Innovation Organisation Learning Capturing 5 4 3 2 1 Basic Performance .

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

Something to share (KM Strategy)  rd 33rd KM & OL KM & OL Conference Conference Chris Collison Chris Collison BP BP ! Something to learn (Innovation) .

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

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Minimise Costs Delivery • Implement actions • Appoint accountability • Share learning Targets • Apply targets • Embed in Performance Contract .Measurement & Intervention • Assessment tool • Benchmark • External challenge Plans • Identify gaps • Find and prioritise practices to close gaps • Develop action plans 6 Expectations of Operational Excellence 1. Effectively Prioritise & Execute Planned Work 5. Cause No Harm to People or Environment 3. Optimise Production 6. Eliminate Unplanned Outages 4. Use the Right People & Processes 2.

offers and requests are made widely available through an intranet “community centre” . tools.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. business units are brought together to share their strengths • Good practices. and offers and requests are recorded • Results are collated and analyzed and a “big picture” is created • Through a “dating agency”.

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 Maximum 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 Average Manage Organisational Effectiveness Manage Contracted (3rd Party) Services Manage Energy Efficiency Manage Water Manage Working Capital Manage Opex Budget .4 4 3 5 2 1 No level 1 performers No level 5 performers Minimum Morale & Motivation Ensure Competency Share.

The “Stairs” Diagram Performance Manage Corrosion High performance 5 4 3 2 1 Cooper River Bulwer Island Feluy High desire to improve Grangemouth Geel Lavera Chemicals Texas City Joliet bv Decatur Hull Coryton Feluy Kwinana FPS Netherlands Trinidad Oil 0 1 2 3 4 Gap between current and target .

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Hi Chris Hi Geoff! What shift pattern are you working? I’m on C-shift – 12 hours on/off over 4 days? in Kwinana Refinery? Do you do something similar ..Instant Chat..

.A shared newspaper.. .

.. .A living toolbox.

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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 .

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… .

.1 5 Ensure Competence Raise Morale Communicate Effectively Share and transfer know-how Getting HSE Right Manage Greenhouse Gas Manage Integrity Manage Corrosion Forecast Production Manage Spare Parts Manage Working Capital The “River” diagram.. 2 3 4 Texas City Refinery .

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