adel al terkait - knowledge management at kpc
TRANSCRIPT
Knowledge Management @ KPC
July 2005
Lost Knowledge
Knowledge is Power!
Variable Performance
Organizational Silos
Islands of Excellence
Strong Hierarchy
Internal Competition
Not Invented Here
2030 Strategy
"Ambition without Knowledge is Like a Boat on Dry Land." Mark Lee
CoPs
LL System
K Planning
K Retention
BPT
Storytelling
Last Update: 11 Mar 2010 Previous/Current Work – Future Work
Strategy-Knowledge Link
Strategy-Knowledge Link
Strategy-Knowledge Link
Knowledge-Strategy Link
Knowledge-Strategy Link
Knowledge-Strategy Link
What a Competitor Will Know
What a Competitor
Knows
What an Organization
Must Know
What an Organization
Knows
What a Competitor
Will Do
What a Competitor
Can Do
What an Organization
Must Do
What an Organization
Can Do
What an Individual
Must Know
What an Individual
Knows
What an Individual Must Do
What an Individual
Can Do
Strategic Gap
Knowledge Gap
The Strategy-Knowledge Link:
Source: Dr. Dan Kirsch
K Matchmaking
Best Practice Transfer (BPT)
K Sharing is not Enough!
What is a Best Practice:
“Repeatable activity that
routinely results in
superior performance.”
Source: Kent Greenes
Continuous Improvement:
Good Idea
Good Practice
Best Practice
Standard
Current
Scope
for the
Program
What to Transfer:
Expected Level
for Transfer
Category
Process
Group 1
Process
Group 2
Process
Group 3
Process 1 Process 2 Process 3
Activity or
Practice 1
Activity or
Practice 2
Activity or
Practice 3
Work
Steps
Current
Method
Company
A
Company
B
Company
C
Best of Best
Process
1
2
4
3
5
3
2
1
4
Best Practice Model:
Source: Dr. Robert Camp
What to Gain by Sharing?
Source: Kent Greenes
Prize 2
Prize 1
Known Knowledge Gap
Best Performance
Before Sharing
A B C D Company:
Breakthrough Performance by Leveraging
Collective Know-How
Communities of Practice (CoPs)
Volunteers
extended
What is a Community of Practice (CoP)?
• A core team of peer-recognised strong performers who have an ability to influence change, can share knowledge with and learn from others, be committed to achieving improvements for the Group as a whole, and can build strong relationships.
• A wider network of people working on the same topic, facing the
same challenges, who can learn from each other and from the stored knowledge of the community.
core
Source: Dr. Nick Milton
Community vs. Committee:
Community • Many people
• Mostly workers
• Community leader helps the community to reach agreement
• Exchange ideas without meeting
• Meet online all the time
• Support committees by making recommendations
Committee • Few people
• Mostly managers
• Committee head has decision-making authority
• Exchange ideas when they meet
• Meet infrequently
• Make decisions based on community output
Source: Dr. Nick Milton
Knowledge- Stewarding Community
Best Practice Community
Innovation Community
Helping Community
Business Drivers • Technical excellence • Professional development • Thought leadership
• Lower cost through standardization • Consistency of product • Reduce risks • Improve outcomes
• Technical market leadership • Track shifting market trends
• Lower cost through reuse • Preserve technical excellence • Social responsibility • Employee relations
Key Activities and Processes
• Enlist leading experts • Manage Content • Identify emerging trends
• Collecting, vetting, publishing • Enforcing
• Share insights and warning signs • Decipher trends
• Connecting members • Knowing who’s who
Knowledge • Tacit to explicit and tacit to tacit
• Low on tacit • Explicit to explicit
• Explicit to tacit (sense-making)
• Tacit – high socialization
Source: APQC
Types of CoPs
Community Activities for Adding Value • Solving problems for each other
• Mentoring and coaching each other
• Learning before (Peer Assist)
• Learning during (After Action Review)
• Learning after (Retrospect)
• Benchmarking performance with each other
• Exchanging resources
• Collaborating on purchasing (buying things that any one member could not justify)
• Collaborating on contracts (using the purchasing power of the community)
• Cooperating on trials and pilots
• Publishing joint-papers (and presenting at conferences)
• Importing Knowledge
• Sharing and transferring best practices
• Sharing results of studies
• Exchanging equipment (re-use old equipment, share spares)
• Warning of risks
• Building and maintaining documented best practices
• Developing checklists and templates
• Identifying knowledge retention issues
• Identifying training gaps and collaborating on training provision
• Creating Knowledge (Innovation) – new products, services or opportunities
Last Update: 6 Jan 2011
Money saved Work simplified “Learning before”
(Estimated value KD)
Saved time Work avoided Faster implementation
(Estimated value days)
Rework avoided Resources shared Improved productivity
Better decisions Resources reused Improved satisfaction
Travel avoided Worksteps removed Behaviour change
Improved safety Reduced business risk Morale improved
Reduced emissions Reduced health risks Energy saved
Better quality Customer satisfaction Enhanced reputation
Value Added:
Benefits of having a CoP (WIIFM):
Source: Dr. Etienne Wenger
Existing Communities
• Automation
• Energy Efficiency
• Environment
• Health
• Inspection & Corrosion
• Performance Management
• Project Management
• Safety
• Talent Management
• Turnaround
Last Update: 19 April 2010 New Communities launched in 2010
Community Leader
Core Team
Extended Community
Best Practice Program
BP PMO
MD
CEO
BP Sponsor
BP Champion Community Structure
Support relationship
Community
Sponsor
Direction & Support
Facilitator
Phase 3
Deputy Leader
BP Steering
Committee
Delivery
DMD
Delivery
Storytelling
Outcomes
Better Practice Transfers during Phase 1:
Best Practice
Transferred Adopters Sources Benefits
Elimination of Freight Forwarding
Contracts by Foreign Suppliers KNPC KOC
Impacted decision to eliminate a KD 3MM foreign
supplier contract.
Peer Assist Knowledge Transfer
Process KOC
BP, SAIC,
Shell, SA
Accelerated transfer of Best Practices and lessons
learned before a project begins.
Incoming Material Inspection
Policy KNPC KOC
Increased quality of materials received from
suppliers.
Use of e-Procurement Reverse
Auction Tools (TEJARI) for
Purchase Quotations Under
5,000KD
KGOC +
Under
review by
KPC, KNPC,
KPI
PIC
- Reduction in days to close RFQ from 30 to 4
- Reduction from 12 signatures to 2
- Reduction of 18 employee touches to 3
Work Handover Guidelines for
Scheduled Leave
KGOC & PIC +
Adaptation in
progress by
KPC & KPI
KNPC
All pending actions and tasks assigned and
understood, completed as scheduled, which led to
consistency in operations – a “Simple format with
superb results.”
Case Study (Qualification):
Contractor Qualified Staff
Unqualified Staff
Case Study (Qualification):
Contractor Qualified Staff
Unqualified Staff
Case Study (Qualification):
Contractor
Community
Qualified Staff
Unqualified Staff
Better Practice Transfers during Phase 2:
Community Topic Source Adopter Case study
Video Benefit
Project Mgt Risk Log KNPC KOTC Yes Yes Efficiency
Perf Mgt Management Action Tracking System
KOC KPC, KPI, KGOC, KOC
Yes Yes Money +Efficiency +Time
Environment
Sharing Light Bulb Recycling Resources
KOC KPC Yes Yes Hazard +Money
Safety Job Safety Analysis KOC KOTC Yes Yes Hazard reduction +Time
Recruitment Contracts KPC KOC Yes Yes Time +Compliance
I&C Qualification KOC KNPC Yes Yes Quality
Better Practice Transfers during Phase 3: Community Practice
Automation •Automating SPATS
Energy Efficiency •Sensor-controlled office lighting •GEM steam traps
Environment •Faucets •Worm Farms
Health •Smoking campaign material •Ergonomics study
I&C
•Transformer Rectifiers •Ammonium Bisulphite •Contractor pre-qualification •Corrosion coupon retrieval procedure
Perf. Management •Automated Balanced Scorecard •Six Sigma
Project Management •Value Creation Template •KNPC project management templates
Safety
•Driver speed monitor •Visitor induction video •UD Induction •HSE training centre •PPE •Electronic work permits •HSE live
Talent Management •Top 5 Talents
Turnaround •KNPC Turnaround manual
24
Knowledge is Power!
There is more!
Think Together
A New Venue to
Breakthroughs
Need Help?
Adel M. Saleh Al-Terkait Head of Best Practice PMO
Kuwait Petroleum Corporation (KPC)
P.O. Box 26565
13126 - Safat
KUWAIT
Direct: (+965) 2499 3588
Assist: (+965) 2499 3583
Fax: (+965) 2499 3581
Mobile: (+965) 6600 0428
Email: [email protected]
Profile: http://www.linkedin.com/in/aterkait
For more info: