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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

high performers

FACTTHE REASONS THEY FAIL ARE PREDICTABLE

30% succeed 70%


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%


target impact

33% Management behavior does not support change

Organizations don’t change, People do.

Changing the inner game

♦♦♦♦ 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.

Image source: AwesomeStories


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 !!


When faced with the ultimate burning platform…

What percentage of heart patients changed their lifestyles?

14%

Deeper insights into why people resist change are needed.


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

MindSHIFT PHASES


1

2 4

5

3

DEFINE STRETCH

MAP MINDSET

GROW AWARENESS

TEST LIMITS

CREATE NEW HABITS

SURVIVAL

• Abysmal productivity • Strained union-

management relations • One of the worst

safety records…

SURVIVAL • Abysmal productivity• Strained

union-management relations

• One of the worst safety records

• 3 near catastrophic safety incidents in 6 months…

Steering Committee

What are the behaviours that leaders must demonstrate to

support the change?


Keystone Habit “Partnership”


DEFINE STRETCH

MAP MINDSET

MindSHIFT Journey

GROW AWARENESS

TEST LIMITS

CREATE NEW HABITS

LAB

LAB

LAB

LAB

LAB

LAB

Months

Workshop

Workshop

“Connor”

“Connor”

respond to roadblocks, objections and pushback with respect, reason and genuine curiosity

Improvement Goal

Q: What do you do that works against this improvement goal?

“Connor”

respond to roadblocks,

objections and pushback with

respect, reason and genuine

curiosity

“Connor”




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’

70-90% of life is habit

Done without conscious thought


“The authors have cracked the code of how to overcome resistance to change.”Global Leadership Centre, INSEAD

“Connor”




curiosity





“Connor”

respond to roadblocks, objections

and pushback with respect,

reason and genuine curiosity





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?


Sometimes we can’t tell the difference between a THREAT to our physical

survival or …

…a THREAT to our EGO or our IDENTITY.




Worries & Concerns2

Big Time Bad3







Q: Worst Worry?

4 Self Protective Strategies4

1. NEVER be unable to defend myself2. Always be ‘offensive’ – be first to fight

PSYCHOLOGICAL IMMUNE SYSTEM




Worries & Concerns2

Big Time Bad3







Q: Worst Worry?



BIG Assumptions- “I assume that”5

• IF I am ever unable to defend myself …THEN• IF I am ever not first to fight …THEN




Worries & Concerns2

Big Time Bad3














Worries & Concerns2

Big Time Bad3







Q: Worst Worry?





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”




Worries & Concerns2

Big Time Bad3









BIG Assumptions5


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

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

You Cannot Intervene Into A World You

Cannot See.


Are there shades of grey? or places, or times, or people with whom they are less true?

Are they always true?

BIG ASSUMPTION


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

MindSHIFT PHASES


1

2 4

5

3 TEST LIMITS




Worries & Concerns2



2.Give direction … “hold up the FINGER” 3.Speak louder/Raise voice4.Dominate room – ‘stand up to make point’



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.

“Connor”




curiosity





Steering Committee

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

Impossible

0%

Even chance

50%

Certain

100%14%

Heart Patients

77%

Program

MindSHIFT PHASES


1

2 4

5

3

DEFINE STRETCH

MAP MINDSET

GROW AWARENESS

TEST LIMITS

CREATE NEW HABITS

“… 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.


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


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