Paper No. SPE 166315 Improving EH&S Practices during Turnarounds - - PowerPoint PPT Presentation

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

Introduction

• Projects of all types represent an increasingly

significant challenge

• They also offer an increasingly significant
• pportunity.

Slide 2

Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd

• 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

• Increase safety “buy in” by making it

easier to get the “job” done

• Transform safety from a cost center to

a profit center

What if you could?

• Increase productivity

/decrease schedule by eliminating delays

• Effectively utilize knowledge

to improve future projects

Pre-Planning: Needs Assessment

• 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.

The Needs Assessment is a process used to review the work with key plant management stakeholders to get a clear understanding of the role each one plays.

Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd

Needs Assessment

Data Gathering Stewardship Report Stewardship Report + Previous Needs Assessment

Unplanned activities can result to delays, equipment or manpower shortages and increased cost.

Pre-Planning: Needs Assessment

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

Data will help:  drive efficiencies  provide actionable information  predict potential problems during the day-to-day life

• f the project.

For safety system service providers, the data gathered during execution is not only useful during project close

• ut.

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.

Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd

• Proposes actions and solutions, discussed and documented for

implementation prior to the next project.

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

• Obtain detailed,

daily data on the usage rates,

• utstanding rental

items and equipment utilization.

• Monitor usage

throughout the project, but also it very valuable for planning future work with similar scope.

Sample Utilization Chart from a Stewardship Report

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

 True Transfer Where most stop learning

The Learning Loop

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

Summary

Slide 15

Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd

 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!

Acknowledgements/ Thank You/ Questions

Paper # • Paper Title • Presenter Name

Slide 16

Works Cited

• Garvin, D. A. 1993. Building a Learning Organization. Harvard Business

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

Learning Using Cognitive Maps. OMEGA International Journal of Management Science 20 (Spring): 23-26. Retrieved from http://www.sciencedirect.com/science/article/pii/030504839290053A

• Raybould, 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/abstract

• Senge, 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.pdf

• Sinkula 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%2 520Framework%2520for%2520Market- Based%2520Organizational%2520Learning.pdf

Darrell Dowd VP , Industrial and OSIMS, Mideast United Safety LTD Quality & Innovative Safety Solutions Airdrie, AB, Canada T4A 2J8 United Safety International Quality & Innovative Safety Solutions P .O. Box 500582 Office Park Building, 3rd Floor Block A, Dubai Media City, UAE T: +971 4 369 5075 C: +971552367987 dowd@unitedsafety.net