a perspective on process management within a large corporation
DESCRIPTION
A perspective on process management within a large corporation. Kevin Prior WMS Coordinator-Special Projects Triaster Solutions Conference, Woodland Grange 16 October 2014. Disclaimer and important notice. - PowerPoint PPT PresentationTRANSCRIPT
A perspective on process management
within a large corporation
Kevin PriorWMS Coordinator-Special Projects
Triaster Solutions Conference, Woodland Grange 16 October 2014
2
This presentation contains forward looking statements that are subject to risk factors associated with oil and gas businesses. It is believed that the expectations reflected in these statements are reasonable but they may be affected by a variety of variables and changes in underlying assumptions which could cause actual results or trends to differ materially, including but not limited to: price fluctuations, actual demand, currency fluctuations, drilling and production results, reserve estimates, loss of market, industry competition, environmental risks, physical risks, legislative, fiscal and regulatory developments, economic and financial market conditions in various countries and regions, political risks, project delay or advancement, approvals and cost estimates.
All references to dollars, cents or $ in this presentation are to US currency, unless otherwise stated.
References to “Woodside” may be references to Woodside Petroleum Ltd. or its applicable subsidiaries.
16 October 2014 Triaster Conference Presentation
Disclaimer and important notice
3
Introduction
Who is Woodside My role in Woodside Triaster Solution and my role My history with process
16 October 2014 Triaster Conference Presentation
4
Current Woodside Management System
The current WMS was introduced circa 2009. The media is mainly narrative based and in function structure.
16 October 2014 Triaster Conference Presentation
5
Business Activities
SUPPORT ACTIVITIES
VALUE STREAM ACTIVTIES
MANAGEMENT ACTIVTIES
LOGISTICSSERVICES
ENGINEERING SERVICES
STRATEGY AND PLANNING
PEOPLE MANAGEMENTCOMMERCIAL AND
FINANCIAL MANAGEMENT
PERFORMANCE AND CHANGE
MANAGEMENT
STAKEHOLDER MANAGEMENT
INFORMATION MANAGEMENT
RISK, COMPLIANCE AND RESILIENCE
HEALTH, SAFETY AND ENVIRONMENT
TECHNOLOGYSERVICES
DRILLING AND WELLSERVICES
SUBSURFACE SERVICES
NON-PRODUCING ASSET MANAGEMENT
Value Capture
Value Generation
Value Optimisation
ACQUIRE
EXPLOREDEVELOP OPERATE
TRADE AND TRANSPORT
ASSESSDIVEST
ABANDON
16 October 2014 Triaster Conference Presentation
6
WMS Upgrade where Process Maps Fit
Structure
Company Principles
Business Activities
Processes(What is done)
Procedures (How it is Done)
WH
AT,
WH
ER
E &
W
HO
WH
O,
WH
EN
& H
OW
WH
AT
WH
Y
Application
GlobalApply globally
and rarely change
Global and LocalGeneric/pan-
Woodside
Locally modify as necessary
RA
PID
Dec
isio
n P
has
eR
AC
I E
xecu
te P
has
e
ToolContains
• Compass (Values, Mission, Vision, Strategic Direction)
• Policies (Intent [statement] and Strategies)
• Objective [statement as to the desired outcome]
• Expectations and Controls
Represents the ‘Enterprise Process’
• End-to-end processes and sub-processes (identify interactions)
• Controlled Documented Procedures consist of Procedures, work instructions, checklists, forms, methods, application mandatory fields, Tools (software applications) etc.
• Controlled document detail the way Woodside requires activities to be completed to ensure a quality output and meet legal and organisational obligations. These document may reference Standards (e.g. Engineering, Performance, Technical)
(Basically the Rules by which we work)
ACQUIRE
EXPLORE
DEVELOP OPERATE
TRADE AND
TRANSPORT
ASSESS
DIVEST
ABANDON
16 October 2014 Triaster Conference Presentation
7
Triaster Solution & ComponentsFuture Process based reader
intranet view (Prototype)Triaster Dashboard used by
Authors, Librarians and Administrators
16 October 2014 Triaster Conference Presentation
8
Background
Useful back ground if you want to comply to management standards or Best Practice:ISO 9001:
What, Where & When
Communicate
How much detail
16 October 2014 Triaster Conference Presentation
9
Function view vs. Process view
Functional orientation(no visible interaction)
Process orientation(visible interaction)
16 October 2014 Triaster Conference Presentation
10
Business System Activity Relationship
New
needs
GoodsStrategy
Order
People
New opportunity
Order
Raw materials
Policy
Info
Facing the market
Development
Raw input
ValueAddedoutput
Information
People &organisation
StrategicManagement
Core valuechain
Customerneeds
Satisfiedneeds
16 October 2014 Triaster Conference Presentation
11
Generic components of a process
Opportunities to Measure
Feed Back Loop
Opportunities to Measure
PROCESS
PRODUCTS
SERVICES
INFORMATION
PAPERWORK
OUTPUTS/LAG
MATERIALS
PROCEDURES
METHODS
INFORMATION(including specifications)
PEOPLE
SKILLS
KNOWLEDGE
TRAINING
PLANT/EQUIPMENT
INPUTS/LEAD
CU
ST
OM
ER
RE
QU
IRE
ME
NT
SAdd value retain profit
Reduce Waste,Loss and Risk
CU
ST
OM
ER
SA
TIS
FAC
TIO
N
1 2 3 4 5
Insignificant Minor Moderate Major Catastrophic
AAlmost Certain H - 15 H - 10 E - 6 E - 3 E - 1
B Likely M - 19 H - 14 H - 9 E - 5 E – 2
C Possible L - 22 M - 18 H - 13 E - 8 E – 4
D Unlikely L - 24 L - 21 M – 17 H - 12 E – 7
E Rare L - 25 L - 23 M - 20 H - 16 H - 11
Likelihood
Consequences
LEGAL REQUIREMENTS
16 October 2014 Triaster Conference Presentation
12
Generic components of a process with friction
Opportunities to Measure
Feed Back Loop
Opportunities to Measure
PROCESS
PRODUCTS
SERVICES
INFORMATION
PAPERWORK
OUTPUTS/LAG
MATERIALS
PROCEDURES
METHODS
INFORMATION(including specifications)
PEOPLE
SKILLS
KNOWLEDGE
TRAINING
PLANT/EQUIPMENT
INPUTS/LEAD
CU
ST
OM
ER
RE
QU
IRE
ME
NT
SManagement Controls (Friction)
Policy (Bureaucracy) Regulation, Rules
Complexity & Frequency (Friction)
CU
ST
OM
ER
SA
TIS
FAC
TIO
N
1 2 3 4 5
Insignificant Minor Moderate Major Catastrophic
AAlmost Certain H - 15 H - 10 E - 6 E - 3 E - 1
B Likely M - 19 H - 14 H - 9 E - 5 E – 2
C Possible L - 22 M - 18 H - 13 E - 8 E – 4
D Unlikely L - 24 L - 21 M – 17 H - 12 E – 7
E Rare L - 25 L - 23 M - 20 H - 16 H - 11
Likelihood
Consequences
LEGAL REQUIREMENTS
16 October 2014 Triaster Conference Presentation
1316 October 2014 Triaster Conference Presentation
THE ENDAny
questions
Main conference room: Mark Braham MCQI CQP, is the ISO 9001 Team Leader on CQI Standard Panel. Another chance to hear the ISO 9001:2015 briefing given by Mark at Microsoft, London in July. Business Track: Successfully delivering a Useful, Usable and Used Triaster Process Library with Paul Elson-Vining, Julie Savage & Joel Evans
Technical Track: Getting the most Useful Information from your Stencil and Template with John Blight and John Goldsmith
#triaster
Triaster Conference 2014