案例:英国石油公司的知识管理实践和经验.ppt
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案例:英国石油公司的知识管理实践和经验.ppt
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KnowledgeManagementinpursuitofexcellence,Whatwellcover,AnintroductiontoBPsknowledgemanagementframework,toolsandprocessesApracticalexperimentwhichwecanallparticipateinHowBPisembeddingknowledgemanagementprinciplesintoitscoreprocesses,Awordfromoursponsor,“Mostactivitiesortasksarenotonetimeevents.Ourphilosophyisfairlysimple:
Everytimewedosomethingagain,weshoulddoitbetterthanthelasttime.”,SirJohnBrowneCEO,BP,“Anyoneintheorganisationwhoisnotdirectlyaccountableformakingaprofitshouldbeinvolvedincreatinganddistributingknowledgethatthecompanycanusetomakeaprofit.”,ManagingKnowledge?
“Theideaisnottocreateanencyclopaediaofeverythingthateverybodyknows,buttokeeptrackofpeoplewhoknowtherecipe,andnurturethetechnologyandculturethatwillgetthemtalking”ArianWard,HughesSpace&Communications,PeerAssists:
awaytogetpeopletalkingintherightway,BPsknowledgemanagementframework,Individuals&Teams,Goals,Results,UsingKnowledge,Findingsolutionstobusinessissues,CapturedKnowledge,Individuals&Teams,Goals,Results,UsingKnowledge,BPsknowledgemanagementframework,AfterActionReviews:
Learningduring,FourSimpleQuestions:
Whatwassupposedtohappen?
Whatactuallyhappened?
Whywasthereadifference?
Whatcanyoulearnfromit?
Col.EdGuthrie,USArmy,15minuteteamdebrief,conductedina“rank-free”environment.,Retrospects:
Learningafterdoing,Whatwastheobjectiveoftheproject?
Whatdidweachieve?
Whatwerethesuccesses?
Why?
Why?
Why?
!
Howcanwerepeatthesuccess?
Whatwerethedisappointments?
Why?
Why?
Why?
!
Howcanweavoidtheminfuture?
Marksoutof10,Facilitated,forwardlookingteammeeting,soonaftertheprojecthasended,Afewmore,WhatarethetoptenthingsIneedtoknow?
WherecanIgetmoredetail?
WhatcanIre-use?
WhocanItalkto?
Evenmore,StillMore,MoreLessons,MoreLessons,LessonsLearned,Contextanddetailwhereandwhenyouneedit,“,“,“,“,“,“,CapturedKnowledge,Individuals&Teams,Goals,Results,UsingKnowledge,Recap,Timeforsomeaudienceparticipation!
KMStrategy,Innovation,Organisation,Learning,Capturing,1,2,3,4,5,Score,BasicPerformance,HighPerformance,KMAssessmentexercise,KMStrategy.Innovation.Gettingtheorganisationright.Learningbefore,duringandafter.CapturingKnowledge.,J,!
3rdKM&OLConferenceChrisCollisonBP,KMStrategy.Innovation.Gettingtheorganisationright.Learningbefore,duringandafter.CapturingKnowledge.,J,!
6Expectationsof,OperationalExcellence,1.UsetheRightPeople&,Processes,2.CauseNoHarmtoPeopleor,Environment,3.EliminateUnplannedOutages,4.EffectivelyPrioritise&Execute,5.OptimiseProduction,6.MinimiseCosts,PlannedWork,Howdoesitwork?
Everybusinessunitbenchmarksitselfagainstasetofkey“practices”usingacommonassessmenttoolTargetsforimprovementareagreedbybusinessunits,andoffersandrequestsarerecordedResultsarecollatedandanalyzedanda“bigpicture”iscreatedThrougha“datingagency”,businessunitsarebroughttogethertosharetheirstrengthsGoodpractices,tools,offersandrequestsaremadewidelyavailablethroughanintranet“communitycentre”,Morale&Motivation,EnsureCompetency,Share,transfer&embedknow-how,Communicateeffectively,DrivePerformanceimprovement,ManagementofChange,EnhanceOurReputationWithThe,Community,GetHSERight,ManageGreenhouseGasEmissions,MeasureAndManageProduction,Losses,EnsureReliability,ManageCorrosion,Plan,ScheduleandResource,PrepareAndExecutePlanned,Shutdown,OptimiseResources,OptimisePlantPerformance,ForecastProduction,AssureProductQuality,ManageProcessConsumablesBudget,ManageSparePartsAndStores,ManageOrganisationalEffectiveness,ManageContracted(3rdParty),Services,ManageEnergyEfficiency,ManageWater,ManageWorkingCapital,ManageOpexBudget,4,5,4,3,2,1,Nolevel1performers,Nolevel5performers,Minimum,Maximum,Average,The“Stairs”Diagram,CooperRiver,BulwerIsland,LaveraChemicals,Feluy,TexasCity,Kwinana,CorytonFeluy,bv,Joliet,GrangemouthGeel,Netherlands,DecaturHull,FPS,TrinidadOil,Highdesiretoimprove,Highperformance,5,4,3,2,1,0,1,2,3,4,Gapbetweencurrentandtarget,Performance,ManageCorrosion,InstantChat.,HiChris,Whatshiftpatternareyouworking?
HiGeoff!
ImonC-shift12hourson/offover4days?
DoyoudosomethingsimilarinKwinanaRefinery?
Asharednewspaper.,Alivingtoolbox.,Whatwecovered,AnintroductiontoBPsknowledgemanagementframework,toolsandprocessesApracticalexperimentwhichyouallparticipatedinHowBPisembeddingknowledgemanagementprinciplesintoitscoreprocesses,Somekeymessagestoleaveyouwith,HaveacommonframeworkandsomesimpletoolsItsallaboutgettingtherightpeopletalkingYoucandoknowledgemanagementwithoutcallingitknowledgemanagement!
ItsmostpowerfulwhenyouputitalltogetherTofindoutmore,The“River”diagram.TexasCityRefinery,5,4,3,2,1,EnsureCompetence,RaiseMorale,CommunicateEffectively,Shareandtransferknow-how,GettingHSERight,ManageGreenhouseGas,ManageIntegrity,ManageSpareParts,ManageWorkingCapital,ManageCorrosion,ForecastProduction,
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- 案例 英国 石油 公司 知识 管理 实践 经验
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