This course has been prepared to give operations teams an understanding of principles of process plant optimization beyond measuring production versus target, identifying constraints and overcoming them. We focus on the product you didn’t produce, why and which problems are most important to solve, and most importantly the cultural aspects of developing people capable of delivering high operational performance.
Operations teams, their supervision, management and leadership.
You Will Learn How to
The course focuses on enabling participants to understand and use a model of operational excellence. You will learn:
- How to understand operations as a business proposition
- How to measure lost opportunity, what you could have produced
- What historical lost opportunity data from many sites tells us
- Comparison of different improvement techniques
- Model of operational excellence
- How to benchmark using the operational excellence model
- How to use the measurement and benchmarking tools to establish priorities
- Planning implementation amongst day to day operation
- The difference between competence and mastery, the key to a high performance culture
Defining Operational Excellence
We will compile a toolset from historical knowledge, not develop a system and offer it as a panacea to all ills e.g. Six Sigma or Lean, no one approach suits all situations. Any of these approaches can be simply summarised as ‘doing the right things, in the right way, in the right order to continuously improve agreed operational performance measures’.
The key takeaways from our Operational Excellence course are: Keep it Simple, Work Smarter not Harder, It’s All about People. On day 2 we will investigate years of case studies and how they produced insight represented by our model of operational excellence that can be used to both benchmark performance versus best practice and measure performance daily. In this way any recommendations are grounded in fact and technical accuracy not theory.
Mastery versus Competence
We will study the difference between education and training, the difference between understanding and skills. We will consider evidence from major incidents that demonstrates where our competency programmes go wrong, and what we need to do to equip people to deal with the complicated nature of process industry operations.
We will ask how well we understand our operations? Are they transparent to everybody involved? We will learn from the latest in complexity science and business process engineering to learn how to reduce complexity.
This cultural aspect of high performance is a major focus of the course emphasizing the need to move beyond competency and the need to avoid complexity, such that we find balance between capability and complexity.
High Performance Culture
The aim is to achieve a global transition from a ‘Compliance’ mindset to a ‘Performance’ mindset. For senior staff this equates to a transition from a ‘Management’ mindset to a ‘Leadership’ mindset. For the day to day operations this represents a transition from the ‘Reactive’ to the ‘Proactive’.
We will practice the use of the model to identify improvement scopes. we will prioritize based on maximum value add versus investment to produce an orderly (you can’t do everything at once) plan for the pursuit of excellence.
We will explain the daily measurement process and the tools needed such that the list of priorities will be updated in real time to ensure maximum value add, but also to avoid the reactive fire fighting mentality that cripples organisations.
Upon completion, you will receive a Worley Academy Certificate of Completion.