paper no. spe 166315 improving eh&s practices during turnarounds in facilities and plants: a...
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Paper No. SPE 166315Improving EH&S Practices during
Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer
worth ImplementingDarrell Dowd
Slide 2
• Projects of all types represent an increasingly significant challenge.
• They also offer an increasingly significant opportunity.
Slide 2
• 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.
IntroductionIntroduction
Slide 3
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?
Remember when?
Slide 4
Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing •
Darrell Dowd
Slide 4
But what if?But what if?
Slide 5
Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing •
Darrell Dowd
Slide 5
• Increase safety “buy in” by making it easier to get the “job” done.
• Transform safety from a cost center to a profit center.
• Increase productivity/ decrease schedule by eliminating delays.
• Effectively utilize knowledge to improve future projects.
What if you could?
What if you could?
Slide 6Slide 6
Prepare readiness plans. Identify causes of unplanned work. Integrate custom fit plan into T/A Plan. Identify peak load requirements. Build confidence and trust among contractors.
A process to review the work with key plant management stakeholders to get a clear understanding of the role each one plays.
Pre-Planning: Needs Assessment
Pre-Planning: Needs Assessment
drive efficiencies provide actionable info predict potential
problems
Data gathered during execution is not only useful during project close out. Data will help:
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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
Pre-Planning: Needs Assessment
Unplanned activities can result in delays, equipment or manpower shortages and increased cost.
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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
Pre-Planning: Needs Assessment
Key areas for tracking:•Equipment utilization and deployment•Equipment reliability•Resource utilization and deployment•Finance – cost tracking/reporting•I/A and Near Miss reports
Slide 9Execution Phase
Execution Phase
• Allows information flow and technology innovation driven by customer feedback.
• Ensures that lessons are learnt
• Proposes actions and solutions prior to the next project.
Slide 10
Execution and Completion: Stewardship ReportExecution and Completion: Stewardship Report
Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing •
Darrell Dowd
• Daily data on usage rates, rental items and equipment utilization.
• Monitor usage during project.
• Plan future work with similar scope.
Courtesy of United Safety LTD., 2013
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Sample Turnaround Utilization Chart
Sample Turnaround Utilization Chart
• Examines and evaluates how the contractors and company personnel performed during the project.
• Provides unbiased, objective recap of project.
What worked
× What didn’t work
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Execution and Completion: Stewardship Report
Execution and Completion: Stewardship Report
True Transfer
Where most stop learning
Slide 13The Learning Loop
The Learning Loop
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What makes a Learning Organization
What makes a Learning Organization
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Create a learning loop, not a learning line. Engage the SMEs to gain current 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
Summary
Summary
Slide 16Slide 16
Works CitedGarvin, D. A. 1993. Building a Learning Organization. Harvard Business Review 71 (July-August) 78-91. Retreived from http://www.slideshare.net/ProfessorAdalbertoAzevedo/garvin-1993Lee, S., Courtney J.F. and O’Keefe R.M. 1992. A System for Organizational Learning Using Cognitive Maps. OMEGA International Journal of Management Science 20 (Spring): 23-26. Retrieved from http://www.sciencedirect.com/science/article/pii/030504839290053ARaybould, B. 1995. Peformance Support Engineering: An Emerging Development Methodology for Enabling Organizational Learning. Performance Improvement Quarterly, 8 (1) pp. 7-22. Retrieved from http://onlinelibrary.wiley.com/doi/10.1111/j.1937-8327.1995.tb00658.x/abstractSenge, P.M. 1990. The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Doubleday/Currency. Retrieved from http://www.giee.ntnu.edu.tw/files/archive/380_9e53918d.pdfSinkula J.M., Baker, W. E. and Noordewier T. 1997. A Framework for Market-Based Organizational Learning: Linking Values, Knowledge and Behavior. Journal of the Academy of Marketing Science. Vol. 25, No. 4 pp 305-318. Retrieved from http://cmapspublic.ihmc.us/rid%3D1255442990968_1707056073_21936/A%2520Framework%2520for%2520Market-Based%2520Organizational%2520Learning.pdf
Darrell DowdVP, Industrial, Middle East
United Safety LTDQuality & Innovative Safety SolutionsAirdrie, AB, Canada T4A 2J8 United Safety InternationalQuality & Innovative Safety SolutionsP.O. Box 500582 Office Park Building, 3rd Floor Block A, Dubai Media City, UAET: +971 4 369 5075C: [email protected] 166315 • Improving EH&S Practices during Turnarounds in Facilities and
Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd