Paper No. SPE 166315

1. Paper No. SPE 166315 Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing Darrell Dowd

2. Slide 2 Slide 2 Introduction • Projects of all types represent an increasingly significant challenge. • They also offer an increasingly significant opportunity. • EH&S issues faced in previous projects should be part of the recipe for the success of future projects. • What we do today, should improve tomorrow.

3. Slide 3 Remember when? Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd

4. Slide 4 Slide 4 But what if? Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd

5. Slide 5 Slide 5 What if you could? • Increase productivity/ decrease schedule by eliminating delays. • Effectively utilize knowledge to improve future projects. • Increase safety “buy in” by making it easier to get the “job” done. • Transform safety from a cost center to a profit center. Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd

6. Slide 6 Slide 6 Pre-Planning: Needs Assessment A process to review the work with key plant management stakeholders to get a clear understanding of the role each one plays. • Prepare readiness plans. • Identify causes of unplanned work. • Integrate custom fit plan into T/A Plan. • Identify peak load requirements. • Build confidence and trust among contractors.

7. Slide 7 Pre-Planning: Needs Assessment Data gathered during execution is not only useful during project close out. Data will help: • drive efficiencies • provide actionable info • predict potential problems Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd

8. Slide 8 Pre-Planning: Needs Assessment Unplanned activities can result in delays, equipment or manpower shortages and increased cost. Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd

9. Slide 9 Execution Phase • Key areas for tracking: • Equipment utilization and deployment • Equipment reliability • Resource utilization and deployment • Finance – cost tracking/reporting • I/A and Near Miss reports

10. Slide 10 Execution and Completion: Stewardship Report • Allows information flow and technology innovation driven by customer feedback. • Ensures that lessons are learnt • Proposes actions and solutions prior to the next project. Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd

11. Slide 11 Sample Turnaround Utilization Chart • Daily data on usage rates, rental items and equipment utilization. • Monitor usage during project. • Plan future work with similar scope. Courtesy of United Safety LTD., 2013

12. Slide 12 Execution and Completion: Stewardship Report • Examines and evaluates how the contractors and company personnel performed during the project. • Provides unbiased, objective recap of project. ×What didn’t work • What worked

13. Slide 13 The Learning Loop • True Transfer Where most stop learning

14. Slide 14 What makes a Learning Organization

15. Slide 15 Summary • Create a learning loop, not a learning line. • Engage the SMEs to gain current project knowledge. • Its not really knowledge until it’s used. Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd

16. Slide 16 Slide 16 • Works Cited • Garvin, D. A. 1993. Building a Learning Organization. Harvard Business Review 71 (July-August) 78-91. Retreived from http://www.slideshare.net/ProfessorAdalbertoAzevedo/garvin-1993 • Lee, S., Courtney J.F. and O’Keefe R.M. 1992. A System for Organizational Learning Using Cognitive Maps. OMEGA International Journal of Management Science 20 (Spring): 23-26. Retrieved from http://www.sciencedirect.com/science/article/pii/030504839290053A • Raybould, B. 1995. Peformance Support Engineering: An Emerging Development Methodology for Enabling Organizational Learning. Performance Improvement Quarterly, 8 (1) pp. 7-22. Retrieved from http://onlinelibrary.wiley.com/doi/10.1111/j.1937-8327.1995.tb00658.x/abstract • Senge, P.M. 1990. The Fifth Discipline: The Art and Practice of the Learning Organization. New York: Doubleday/Currency. Retrieved from http://www.giee.ntnu.edu.tw/files/archive/380_9e53918d.pdf • Sinkula J.M., Baker, W. E. and Noordewier T. 1997. A Framework for Market-Based Organizational Learning: Linking Values, Knowledge and Behavior. Journal of the Academy of Marketing Science. Vol. 25, No. 4 pp 305-318. Retrieved from http://cmapspublic.ihmc.us/rid%3D1255442990968_1707056073_21936/A%2520Framework%2520for%2520Market-Based%2520Organizational%2520Learning.pdf • Darrell Dowd • VP, Industrial, Middle East • United Safety LTD • Quality & Innovative Safety Solutions • Airdrie, AB, Canada T4A 2J8 • United Safety International • Quality & Innovative Safety Solutions • P.O. Box 500582 Office Park Building, • 3rd Floor Block A, Dubai Media City, UAE • T: +971 4 369 5075 • C: +971552367987 • dowd@unitedsafety.net Paper 166315 • Improving EH&S Practices during Turnarounds in Facilities and Plants: A Process of Knowledge Capture and Transfer worth Implementing • Darrell Dowd