Knowledge Management…Knowledge Management……in pursuit of excellence…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 or tasks are not onetime events. Our philosophy is fairly simple:

Every time we do something again, we should do it better than the last time.”

Sir John Browne

CEO, BP

“Anyone in the organisation who is not directly accountable for making a profit should be involved in creating and distributing knowledge that the company can use to make a profit.”

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

Capturing Connecting

bp

Peer Assists: a way to get people talking – in the right way

What I know

What you knowWhat’s

possible?

What weboth know

Actions

BP’s knowledge management framework

Individuals & Teams

Goals ResultsUsing

Knowledge

UsingKnowledge

Learnduring

Learnafter

Learnbefore

Finding solutions to business issues…

!?

?Who knows

What is known

BusinessIssue

Knowledge in people and networks

Captured Knowledge

Individuals & Teams

Goals ResultsUsing

Knowledge

UsingKnowledge

Learnduring

Learnafter

Learnbefore

BP’s knowledge management framework

After Action Reviews:Learning during

Four Simple Questions:

• What was supposed to happen?

• What actually happened?

• Why was there a difference?

• What can you learn from it?

Col. Ed Guthrie, US Army

15 minute team debrief, conducted in a “rank-free” environment.

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, soon after the project has ended

A fewmore

A fewmore

What are the top ten things I need to know?Where can I get more detail?

What can I re-use? Who can I talk to?

What are the top ten things I need to know?Where can I get more detail?

What can I re-use? Who can I talk to?

Even more

Even more Still

More

StillMore More

Lessons

MoreLessons More

Lessons

More Lessons Lessons

Learned

LessonsLearned

Context and detail – where and when you need it…

•

•

•

•

•

•

•

•

•

•

•

•

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Knowledge in people and networks

Captured Knowledge

Individuals & Teams

Goals ResultsUsing

Knowledge

UsingKnowledge

Learnduring

Learnafter

Learnbefore

Recap…

Time for some audience participation!

KM Strategy Innovation Organisation Learning Capturing

1

2

3

4

5

Score

BasicPerformance

HighPerformance

KM Assessment exercise

• KM Strategy………………………………..

• Innovation…………………………………..

• Getting the organisation right………….

• Learning before, during and after….…..

• Capturing Knowledge………………….

• KM Strategy………………………………..

• Innovation…………………………………..

• Getting the organisation right………….

• Learning before, during and after….…..

• Capturing Knowledge………………….

!

3rd KM & OLConference

Chris CollisonBP

3rd KM & OLConference

Chris CollisonBP

Something to share (KM Strategy)

Something to learn(Innovation)

!

• KM Strategy………………………………..

• Innovation…………………………………..

• Getting the organisation right………….

• Learning before, during and after….…..

• Capturing Knowledge………………….

• KM Strategy………………………………..

• Innovation…………………………………..

• Getting the organisation right………….

• Learning before, during and after….…..

• Capturing Knowledge………………….

!

                                 

                    

                                

                     

                                  

                   

                                

                     

                                

                     

Plans• Identify gaps• Find and prioritise practices

to close gaps• Develop action plans

• Implement actions• Appoint accountability• Share learning

Delivery

• Apply targets• Embed in Performance

Contract

Targets

Measurement& Intervention

• Assessment tool• Benchmark• External challenge

6 Expectations ofOperational Excellence

1. Use the Right People &Processes

2. Cause No Harm to People orEnvironment

3. Eliminate Unplanned Outages4. Effectively Prioritise & Execute

5. Optimise Production6. Minimise Costs

Planned Work

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, and offers and requests are recorded

Results are collated and analyzed and a “big picture” is created

Through a “dating agency”, business units are brought together to share their strengths

Good practices, tools, offers and requests are made widely available through an intranet “community centre”

Mor

ale

& M

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utat

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Loss

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Man

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Cor

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Pla

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and

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Ope

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4

5

4

3

2

1

No level 1performers

No level 5performers

Minimum

Maximum

Average

The “Stairs” Diagram

CooperRiver

BulwerIsland

LaveraChemicals

Feluy

Texas City

KwinanaCorytonFeluybvJoliet

GrangemouthGeel

NetherlandsDecatur

HullFPS Trinidad Oil

High desireto improve

High performance

5

4

3

2

1

0 1 2 3 4 Gap between current and target

Performance Manage Corrosion

Instant Chat...

Hi Chris

What shift pattern are you working?

Hi Geoff!

I’m on C-shift – 12 hours on/off over 4 days? Do you do something similar in Kwinana Refinery?

A shared newspaper...

A living toolbox...

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…

The “River” diagram... Texas City Refinery

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