webinar acmp make change stick v5 members...♦♦ ♦ 18 / 12 mths pre feed-out ... scope of work!...
TRANSCRIPT
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Alex Wray July 10, 2018
MAKE CHANGE STICKGetting Results By Changing The Inner Game
linkedin.com/in/alex-wray-663821email: [email protected]
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Source: Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, Scott Keller, Colin Price, 2011
FACTMOST CHANGE EFFORTS FAIL
30% succeed 70%
of efforts fail to achieve
target impact
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high performers
FACTTHE REASONS THEY FAIL ARE PREDICTABLE
30% succeed 70%
of efforts fail to achieve
target impact
Source: Beyond Performance: How Great Organizations Build Ultimate Competitive Advantage, Scott Keller, Colin Price, 2011
People Factors
39% Employee resistance to change
Other Factors
14% Inadequate resources or budget
14% Other obstacles
30% succeed 70%
of efforts fail to achieve
target impact
33% Management behavior does not support change
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Organizations don’t change, People do.
Changing the inner game
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♦♦♦♦ ESTABLISH INITIAL BUDGET ♦♦♦♦ WORKING BUDGET PERIOD ♦♦♦♦ ESTABLISH CONTROL BUDGET ♦♦♦♦ CONTROL BUDGET PERIOD ♦♦♦♦ BENCHMARK BUDGET PERIOD
STRATEGIC PLANNING PHASE
ON-GOING WORKLIST DEVELOPMENT
♦♦♦♦ 18 / 12 MTHS PRE FEED-OUT (Based on Turnaround Complexity) ♦♦♦♦ CUT-OFF DATE (Approx. 3 - 6 Months Prior to Feed-out) PRE-T/A ♦♦♦♦ FEED-OUT ♦♦♦♦ FEED-IN ♦♦♦♦ ♦♦♦♦ POST-T/A ♦♦♦♦ 60 / 90 Days After T/A
EXECUTION PHASE CLOSURE PHASE
WORKSCOPE DEVELOPMENT PHASESTRATEGIC PLANNING
Develop Management Checklists / Assign R -r
Define Goals & Objectives
Establish Budget
Allocations
Worklist Review / Approval Meeting
Develop Organization
Chart
Establish Milestone Schedule
Define Planning
Resources
Define Work Breakdown Structure
Establish PJP Filing System
Assemble Team
Information Binders
Develop Turnaround
Management Plan
PLANNING PROCESS SCHEDULING PROCESS
TURNAROUND MANAGEMENT PLAN
Prepare Plans for:
• Meetings / Communication
• Cost Collection / Tracking
• Inspection / Quality
• Planning and Scheduling
• Materials / Tools /
Equipment
• Contracting
• Administration
• Training and Development
• Logistics
• Safety / Health /
Environment
• Continuous Improvement
• Inspection:• Long Range Inspection Plan• On-Stream Inspection• Reliability Based Studies
• Maintenance:• Corrective Maintenance
• Engineering:• Major Projects / Minor Projects• Reliability Studies• Plant Changes• Equipment Replacements• Special Cleaning Tasks
• Operations:• Temporary Piping• Equipment for Cleaning• Valve Repair, Replace, Repack
Lists• EHS:
• Safety, Heath and Environment• Previous Turnaround:
• Items Deferred from Previous Outage
• Items Identified from Previous Outage
Weekly Pre-TurnaroundProject Management
Meeting
Planned Job Packages (PJP) Development:• Planning
! Establish Project Parameters! Assemble Planned Job Packages
* Logical Task Activity Sequence* Estimate Craft, Crew and Duration* Tools, Materials and Equipment* Scheduling Constraints
! Turnaround Execution Strategy! Data Entry
• Engineering! Drawings! Scope of Work! BOM’s and Long Lead Items! Safe Work Procedures! Reliability
• Establish Contractor Management Controls and Guidelines• Review and Update Key Performance Indicators Established from Best Practices• Establish Labor Management Procedures• Establish Meeting and Communication Schedule, Agendas and Attendees• Develop Turnaround Information Handbooks and Plan for Distribution• Perform Turnaround Readiness Assessment (at least 3 -6 months prior to Feed Out)• Review ‘Best Practices’ for Pre, Scheduled and Post Turnaround Work• Establish Control Budget• Training and Orientation• Qualifications / Certifications / Associated Procedures• Logistics Management - Rental Equipment / Tools / Materials / Consumables
Schedule Development:• PJP Data Entry• Project Outage Calendar • Process Availability Parameters• Integrate Operations Shutdown /
Startup Activities• Assign Equipment Priority• Determine Longest Job by PJP• Assign Task Dependent Logic
between PJP’s (10% maximum)• Assign Mandatory Start / Finish
(10% maximum)• Establish Work Leveling Criteria
within Process Availability Parameters
• Auto Schedule Work Items by Key Resource
• Simulate Turnaround to Optimize Schedule and Cost Impact
Operations Shutdown and Blind
Operations Clean and
Decontaminate
Work Schedule Execution
Inspections
Field Change Notice
Added and Extra Work
Managing Changing Conditions
STATUS AND UPDATE
Contractor Feedback
Post Turnaround
Critique Meeting
List of Attendees
Published Results
Follow-up
Document Updates
Update Records and
PJP’s
Identify Areas for
Improvement
Assign Resources
for Follow-up
Develop Improvement
Plan
LEARNED OPPORTUNITIES
Establish Reporting Criteria
Execute Work
Schedule
CONTROLASSIGN
Turnaround Readiness
Assessment
Distribute Reports
Turnaround Information Handbooks
Approve Added /
Extra Work
FUNCTIONAL DEPARTMENTSTRATEGY
Inspection Strategy• QA/QC/Corrosion/RGIOperations Strategy• Shutdown/Isolation/StartupProcess Engineering
Strategy• Eng Packages – Found workPlant Engineering Strategy• Reliability/Specs/Plant
ChangeProject Engineering Strategy• Construction/CommissioningConstruction Strategy• Mobilize/Execution/DemobilizRotating Equipment Strategy• Consultant/Vendor SupportInstrument Electrical
CONTRACTINGSTRATEGY
MANAGEMENT METHODOLOGY
Status Post-Turnaround
Execution Results
Demobilization Logistics
Post Turnaround
Scope of Work
Post Turnaround Execution
Complete Turnover
Forms
Pre-Turnaround
Plan
Mobilization / Logistics
Issue Contract Bid Package
RFP / RFQ Process and
Award
Contractor Selection
Final Payment Consolidation
Final Work Acceptance
Final Contract Report
Contractor Documents, Certification
Labor Control
Added / Extra Work
Strategies
Performance Tracking and Control KPI’s
Work Complexity
Analysis
Prepare PJP for Contracting
Contract No. Types and Definitions
Materials / Tools / Rentals
Operation’s Activities
Status Pre-Turnaround
Inspection / QC
Activity Completion
Updates
Reschedule Execution
Work
Field Audits
CHANGE MANAGEMENT
Issue New Work
Schedule
Planned Job Packages (PJP) Development: cont’d
• Operations! Shutdown / Startup Plan! Process Availability Parameters! Blind Lists and Temporary Lines! Permit Process
• Inspection! Quality Inspection and Test Plans! Vessel Closure Sign-off Procedures! Scope of Work! Crew Size and Activity Duration
• Safety! Safety Procedures! Crew Size and Qualifications! Scope of Work
MATERIALS MANAGEMENT
Long-Lead Delivery Items
Local / National
AllWork
Completed?
No
Yes
Develop Preliminary Worklist for Subsequent Turnaround
Create and Define
Turnaround Project
Implement Lessons
Learned from Previous
Turnaround
CONTINUOUS IMPROVEMENT
PLAN
DEFINE
Contract Closure Process
Deblind and Startup
Contract and Admin
TURNAROUNDPROJECT
Warehouse Logistics
Re-Stock Unused
Materials
RESOURCEMANAGEMENT
Worklist Item Optimization
Operations CoordinatorCompiles
Worklist Items
Establish Cut-off Date
Risk / Cost Benefit Analysis
Establish Turnaround
Management Team
Daily / Shift Status & Update Meeting
BIDDING PHASE CONTRACT CLOSURE
ADMIN AND CONTROL
DEFINITION PHASE
CLOSE-OUT PROCESS
TURNAROUND EXECUTION
POST-TURNAROUND
PRE-TURNAROUND
PROCUREMENTPROCESS
MATERIAL ISSUE AND CONTROL
Preliminary Worklist Plus
Items Identified from Previous Turnaround
TURNAROUND MANAGEMENT PROCESS SUMMARY WORKFLOWTURNAROUND MANAGEMENT PROCESS SUMMARY WORKFLOW
Combined Flow
Facility Flow
Planning Flow
Management Flow
Sub - Process Flows
Turnaround Management ProcessTurnaround Management Process
D - 1
SET West Turnaround.SET West Turnaround.
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Image source: AwesomeStories
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Changing the inner game
EVEN WHEN THE STAKES ARE HIGHWE RESIST CHANGE
Medical researchers took a group of heart patients who had had coronary bypasses resulting from the fact they…
• smoked too much • ate too much • drank too much • were under too much stress • didn’t exercise
Patients were told…
CHANGE OR DIE !!
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Changing the inner game
When faced with the ultimate burning platform…
What percentage of heart patients changed their lifestyles?
14%
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Deeper insights into why people resist change are needed.
Changing the inner game
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1. Be able to explain why people resist change, even changes they genuinely want to make
2. Offer a practical understanding of the Immunity to Change™ Model developed by thought leaders Kegan and Lahey of Harvard University
3. Strengthen your next change by infusing it with insights from neuroscience and the science of habit change
MAKE CHANGE STICKLEARNING OBJECTIVES
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MindSHIFT PHASES
Changing the inner game
1
2 4
5
3
DEFINE STRETCH
MAP MINDSET
GROW AWARENESS
TEST LIMITS
CREATE NEW HABITS
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SURVIVAL
• Abysmal productivity • Strained union-
management relations • One of the worst
safety records…
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SURVIVAL • Abysmal productivity• Strained
union-management relations
• One of the worst safety records
• 3 near catastrophic safety incidents in 6 months…
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Steering Committee
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What are the behaviours that leaders must demonstrate to
support the change?
Changing the inner game
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Keystone Habit “Partnership”
Changing the inner game
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DEFINE STRETCH
MAP MINDSET
MindSHIFT Journey
GROW AWARENESS
TEST LIMITS
CREATE NEW HABITS
LAB
LAB
LAB
LAB
LAB
LAB
Months
Workshop
Workshop
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“Connor”
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“Connor”
respond to roadblocks, objections and pushback with respect, reason and genuine curiosity
Improvement Goal
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Q: What do you do that works against this improvement goal?
“Connor”
respond to roadblocks,
objections and pushback with
respect, reason and genuine
curiosity
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“Connor”
respond to roadblocks,
objections and pushback with
respect, reason and genuine
curiosity
1. Interrupt/cut people off
2. Give direction … “hold up the FINGER”
3. Speak louder/Raise voice
4. Dominate room – ‘stand up to make point’
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70-90% of life is habit
Done without conscious thought
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Changing the inner game
“The authors have cracked the code of how to overcome resistance to change.”Global Leadership Centre, INSEAD
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“Connor”
respond to roadblocks,
objections and pushback with
respect, reason and genuine
curiosity
1. Interrupt/cut people off
2. Give direction … “hold up the FINGER”
3. Speak louder/Raise voice
4. Dominate room – ‘stand up to make point’
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“Connor”
respond to roadblocks, objections
and pushback with respect,
reason and genuine curiosity
1. Interrupt/cut people off
2. Give direction … “hold up the FINGER”
3. Speak louder/Raise voice
4. Dominate room – ‘stand up to make point’
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Improvement GoalRespond to roadblocks, objections and pushback with respect, reason and genuine curiosity
MAP MINDSET SAMPLE: CONNOR
Behavioral Inventory1
Worries & Concerns2
Big Time Bad3
1. Interrupt/cut people off Q:Uncomfortable Opposite? Allow people time to finish
1. I’m unable to defend myself
• Nobody takes me seriously
2.Give direction … “hold up the FINGER” 3.Speak louder/Raise voice
• Seen as incompetent
4.Dominate room – ‘stand up to make point’
Q: Worst Worry?
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Changing the inner game
Sometimes we can’t tell the difference between a THREAT to our physical
survival or …
…a THREAT to our EGO or our IDENTITY.
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Improvement GoalRespond to roadblocks, objections and pushback with respect, reason and genuine curiosity
MAP MINDSET SAMPLE: CONNOR
Behavioral Inventory1
Worries & Concerns2
Big Time Bad3
1. Interrupt/cut people off Q:Uncomfortable Opposite? Allow people time to finish
1. I’m unable to defend myself
• Nobody takes me seriously
2.Give direction … “hold up the FINGER” 3.Speak louder/Raise voice
• Seen as incompetent
4.Dominate room – ‘stand up to make point’
Q: Worst Worry?
4 Self Protective Strategies4
1. NEVER be unable to defend myself2. Always be ‘offensive’ – be first to fight
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PSYCHOLOGICAL IMMUNE SYSTEM
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Improvement GoalRespond to roadblocks, objections and pushback with respect, reason and genuine curiosity
MAP MINDSET SAMPLE: CONNOR
Behavioral Inventory1
Worries & Concerns2
Big Time Bad3
1. Interrupt/cut people off Q:Uncomfortable Opposite? Allow people time to finish
1. I’m unable to defend myself
• Nobody takes me seriously
2.Give direction … “hold up the FINGER” 3.Speak louder/Raise voice
• Seen as incompetent
4.Dominate room – ‘stand up to make point’
Q: Worst Worry?
4 Self Protective Strategies4
1. NEVER be unable to defend myself2. Always be ‘offensive’ – be first to fight
BIG Assumptions- “I assume that”5
• IF I am ever unable to defend myself …THEN• IF I am ever not first to fight …THEN
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Improvement GoalRespond to roadblocks, objections and pushback with respect, reason and genuine curiosity
MAP MINDSET SAMPLE: CONNOR
Behavioral Inventory1
Worries & Concerns2
Big Time Bad3
1. Interrupt/cut people off
1. I’m unable to defend myself
• Nobody takes me seriously
2.Give direction … “hold up the FINGER” 3.Speak louder/Raise voice
• Seen as incompetent
4.Dominate room – ‘stand up to make point’
4 Self Protective Strategies4
1. NEVER be unable to defend myself2. Always be ‘offensive’ – be first to fight
BIG Assumptions- “I assume that”5
• IF I am ever unable to defend myself …THEN• IF I am ever not first to fight …THEN
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Improvement GoalRespond to roadblocks, objections and pushback with respect, reason and genuine curiosity
MAP MINDSET SAMPLE: CONNOR
Behavioral Inventory1
Worries & Concerns2
Big Time Bad3
1. Interrupt/cut people off
1. I’m unable to defend myself
• Nobody takes me seriously
2.Give direction … “hold up the FINGER” 3.Speak louder/Raise voice
• Seen as incompetent
4.Dominate room – ‘stand up to make point’
Q: Worst Worry?
4 Self Protective Strategies4
1. NEVER be unable to defend myself2. Always be ‘offensive’ – be first to fight
BIG Assumptions- “I assume that”5
• IF I am ever unable to defend myself …THEN• IF I am ever not first to fight …THEN
Q:Uncomfortable Opposite? “Encourage” union to explain concerns or ideas
2. Lost my opportunity to be heard3. Union sees me without the answers
• I’ll lose control of the situation• We’ll be screwed - any progress we’ve made will be lost• I’ll be seen as “Soft” & “Insignificant”
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Improvement GoalRespond to roadblocks, objections and pushback with respect, reason and genuine curiosity
MAP MINDSET SAMPLE: CONNOR
Behavioral Inventory1
Worries & Concerns2
Big Time Bad3
1. Interrupt/cut people off
1. I’m unable to defend myself
• Nobody takes me seriously
2.Give direction … “hold up the FINGER” 3.Speak louder/Raise voice
• Seen as incompetent
4.Dominate room – ‘stand up to make point’
4 Self Protective Strategies4
1. NEVER be unable to defend myself2. Always be ‘offensive’ – be first to fight
BIG Assumptions5
• IF I am ever unable to defend myself …THEN• IF I am ever not first to fight …THEN
Q:Uncomfortable Opposite? “Encourage” union to explain concerns or ideas
2. Lost my opportunity to be heard3. Union sees me without the answers
• I’ll lose control of the situation
• I’ll be seen as “Soft” & “Insignificant”
3. Always get heard first 4. Always have THE answers
• IF I ever don’t get heard first …THEN• IF I don’t have the answers…THEN
• We’ll be screwed - any progress we’ve made will be lost
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BIG Assumption
IF I sail past the horizon THEN
Improvement Goal
Behavioral Patterns
Worry/Concern
Big Time Bad
1. Stay away from boats and ships2. Stay close to home3. Do not leave shore
To sail past the horizon is scary
I’ll fall off the world.
MAP MINDSET SAMPLE - 12th Century Explorer
Self Protective Strategy
Never sail past the horizon
To venture further out to discover new lands
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You Cannot Intervene Into A World You
Cannot See.
Changing the inner game
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Are there shades of grey? or places, or times, or people with whom they are less true?
Are they always true?
BIG ASSUMPTION
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Changing the inner game
APPROACHMindSHIFT
5
42
1
3
02. History BIG Assumption
04. Trigger Conditions
05. Stay Above-the-Line
03. Groundhog Day
01. Stages of Progress
06. Triggered Below-the-Line GROW AWARENESS
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MindSHIFT PHASES
Changing the inner game
1
2 4
5
3 TEST LIMITS
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Improvement GoalRespond to roadblocks, objections and pushback with respect, reason and genuine curiosity
MAP MINDSET SAMPLE: CONNOR
Behavioral Inventory1
Worries & Concerns2
1. Interrupt/cut people off
1. I’m unable to defend myself
2.Give direction … “hold up the FINGER” 3.Speak louder/Raise voice4.Dominate room – ‘stand up to make point’
4 Self Protective Strategies4
1. NEVER be unable to defend myself2. Always be ‘offensive’ – be first to fight
BIG Assumptions5
2. Lost my opportunity to be heard3. Union sees me without the answers3. Always get heard first
4. Always have THE answers
IF I am not first to fight THEN the union will screw us, progress will be lost; I’m soft and insignificant.
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“Connor”
respond to roadblocks,
objections and pushback with
respect, reason and genuine
curiosity
1. Interrupt/cut people off
2. Give direction … “hold up the FINGER”
3. Speak louder/Raise voice
4. Dominate room – ‘stand up to make point’
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Steering Committee
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SURVIVALTHRIVE
• 3 near catastrophic safety incidents in 6 months…
• Abysmal productivity
• Strained union management relations
• One of the worst safety records
• Corporate-wide engagement survey – top scores
• Performance reliability record high of 99.44%
• Production efficiency improved by 27%
• Reduced Costs $25 million annually…
• 2 safety awards National Safety Council
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Impossible
0%
Even chance
50%
Certain
100%14%
Heart Patients
77%
Program
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MindSHIFT PHASES
Changing the inner game
1
2 4
5
3
DEFINE STRETCH
MAP MINDSET
GROW AWARENESS
TEST LIMITS
CREATE NEW HABITS
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“… companies that go below the
surface to identify deep-seated
mindsets were four times more likely
than those that didn’t to rate their
transformation as successful.”
- Colin Price, McKinsey & Co.
Changing the inner game
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To learn more about how to
Schedule a complimentary consultation with Alex Wray, or Access 4 page article on getting started - written for operational leaders, or
View a 5 minute video with “Redline” and his colleagues sharing their experience on this behavioural change process
Visit us at www.wraygroup.com/webinars
Make Change Stick
Changing the inner game