Main Conference Day One: November 6, 2018
7:00 am - 8:00 am Registration and check in
8:00 am - 8:05 am Welcome from conference director
8:05 am - 8:15 am Chair’s opening address
8:15 am - 8:50 am A Transformed Oil & Gas CompanyJim Claunch - Vice President, Business Efficiency, USA Equinor (formerly Statoil)
- How much have our personal lives chances through digital transformation since the early 2000's as compared to mid an large size oil and gas companies?
- What are the barriers that are slowing down the industry's transformation and how can we overcome these barriers?
- What could a transformed Oil & Gas company look like - why does it matter?
Jim ClaunchVice President, Business Efficiency, USA
Equinor (formerly Statoil)
8:50 am - 9:30 am Building for Maintenance Excellence: How to assure return on investment at a time when you need it the mostStuart Murray - Technical Manager Add Energy
Implementing the fundamentals of an efficient and effective Computerised Maintenance Management System is key to delivering Maintenance Excellence.
• Lessons learned: Insight into the execution of the world’s largest asset management project, covering over 2 million equipment tags across 7 regions
• How one of the world’s largest oil and gas companies is achieving $20m worth of efficiency savings through strategic implementation
• How to gain the most ROI on operational expenditure for maintenance
• Identification of marginal gains and their accumulated impact on achieving operational excellence
Stuart MurrayTechnical Manager
9:30 am - 10:05 am Case study from one of the world's largest refineries: Stretching Continuous Improvement (CI) to act as a key enabler for business performance and outcome... even in time of crisisYr Gunnarsdottir - Continuous Improvement / Process Leadership Royal Dutch Shell
This session will touch upon how CI can drive Operational Excellence ways of working in times of 'calm and crisis.'
- The foundation needed to put the business value 'stake in the ground' through a credible approach and business partnerships
- Integrating the right elements to make CI fir for purpose with focus on leadership, business priorities,front line, purposeful development of people, engagement and communication AND showcase how CI ways of working enabled Europe's largest refinery to start-up in less than one month after a full shut-down due to a power failure
- Diversions can be used by some as an excuse to 'just do it - no time to think about CI stuff' or as an opportunity to act fast to deliver safe, focused, controlled and aligned results
- Learn how a pragmatic roll out and use of CI principles and approached can establish a fit for purpose way of working and a culture of collaboration to drive competitive advantage through relentless business focus.
Yr GunnarsdottirContinuous Improvement / Process Leadership
Royal Dutch Shell
10:05 am - 10:30 am Morning Networking Break
LEADERSHIP & CULTURE
10:30 am - 11:00 am Continuous and Deliberate Improvement of Operational PerformanceClint Boman - Director, Operations Excellence Noble Energy
A journey to create a culture of Operational Excellence, generating
commitment from Sr. Executives and demonstrating true value add at the
Operations Excellence (OE) at Noble Energy, provides a deliberate,
collaborative, innovative approach to continually improving operational
performance in safety, reliability, production optimization and cost
efficiency. OE recognizes the operational challenges inherent to our
business and is aimed at striking a balance between the discipline
gained from global continuity and the efficiency derived from business
area specific processes and procedures.
• OE Purpose and Vision
• OE Structure and Focus
• Operational Integrity
- Operations Processes and Systems
- Operations Assurance; Deliberate and Continuous Improvement
• Technical Excellence
- Shared Technical Expertise
- Global Collaboration and Knowledge Sharing
• Where do we go from here?
Clint BomanDirector, Operations Excellence
11:00 am - 11:30 am Bridging the Gap between IT, OT and the Real World: An Exception Based Surveillance Case StudyYaron Eppel - CEO & Co-Founder Mobideo
Sten Tham - Area Lead Hess Corporation
This case study will discuss the drivers behind Exception based surveillance (EBS) and the technology required to implement processes that manage the lifecycle of a fault from alarm to resolution or replacement. From SCADA integration to SAP work order management, performance metrics are captured that drive real-time operations and maintenance activity and provide a rich data-set to support process improvement and asset reliability programs.
We will examine:
- Exception Based Surveillance as part of a corporate lean strategy
- Optimizing oil well maintenance operations by focusing on the highest value tasks and efficient resource management
- Ensuring compliance to SOPs and best practices by digitalizing work processes
- Driving continuous process improvement with real time performance metrics analysis
Yaron EppelCEO & Co-Founder
Sten ThamArea Lead
11:30 am - 12:00 pm Enabling and delivering Operational Excellence through Operational DisciplineGrigor Bambekov - Director, Operational Services, Operational Excellence Management System, and Risk Management Andeavor
Many companies have implemented formal management systems in an attempt to improve execution and achieve Operational Excellence. While a few companies have had tremendous success with their management systems, many other companies have found their management system has become bureaucratic, costly, and ineffective. Even worse, they have found their management systems added more layers of complexity that further weigh upon the companies' performance. Grigor Bambekov is Andeavor's Director of OEMS and Risk Management. In this enlightening cast study, Grigor will share the company's journey to operational excellence, including how they are:
- Driving OEMS implementation through Operational Discipline: Why its not just about compliance
- Building the most compelling case for deeper OEMS commitment by cascading discipline
- Getting leadership to focus on and support your Management System and Operational Discipline System
Grigor BambekovDirector, Operational Services, Operational Excellence Management System, and Risk Management
ASSET PERFORMANCE OPTIMIZATION
10:30 am - 11:00 am Asset optimization: Reducing risk and improving reliability for world class operationsEarl Crochet - Director of Engineering and Operational Optimization Kinder Morgan
• Creating a greater focus on process safety issues through tools such as risk assessment and risk registers
• Responding to risk by considering root cause analysis and weekly downtime reports
• Asset optimization: Framework approach to establishing an asset management and reliability program
• Evaluating your ‘as-is’ baseline and setting your ‘to-be’ improvement goals - Who should be involved - How to do we measure improvement (Establishing KPIs) - Gaining executive and employee support
• Applying Operational Excellence tools to enhance asset reliability and performance
• Addressing reliability and integrity challenges
• Getting employees at all levels to consistently perform monitoring, root-cause analysis, follow-through and more
Earl CrochetDirector of Engineering and Operational Optimization
11:00 am - 11:30 am Reliability Transformation: Driving Standardization and Optimization of Phillips 66 Reliability Processes
• Implementing world-class maintenance and reliability programs that promote safe, cost effective business: what’s really required?
• Improving the partnership between operations and maintenance
• Increasing “ownership” by operators in preventing equipment failures and enhancing frontline collaborative root cause analysis
• Building a culture of reliability through governance
• Reliability process execution
• Performance management
• Skills development
• Operational excellence
• Change/ communications
• Leveraging the right processes, roles and responsibilities to enable effective decision making, and ensure the effort is on track to deliver value and achieve long-term sustainability
11:30 am - 12:00 pm Leveraging Data to Achieve Improvement in Asset Performance Management PracticesDoug Robey CMRP, CRL - Vice President, Performance Improvement & Asset Management GP Strategies
Reducing costs and improving equipment reliability and availability are KPI's that O&G companies continually target. Today's digital age provides new opportunities for organizations to leverage current plant data and employ process improvement and make better business decisions through assessments, data analysis, and other methodologies. This cast study will highlight how a multinational O&G company utilized data to identify challenges in process, productivity, equipment availability, and maintenance activities and then implemented changes that drove improvements. The presentation will also highlight how the client:
- Implemented new assessment approaches to identify gaps in current processes
- Established maintenance execution strategies that focused on maximizing equipment availability
- Developed a complete work management process including the proper use of CMMS
- Used data to identify and eliminate non-valued activities over time and to deliver maintenance improvements
- Improved collaboration between operations and maintenance teams
- Ensured their workforce was properly trained.
Doug Robey CMRP, CRLVice President, Performance Improvement & Asset Management
12:00 pm - 1:00 pm Networking Luncheon
1:00 pm - 1:30 pm Laying the foundation for Operational Excellence: Establishing principles and structures that begin with safety - and then applying them to other areas of the businessBrittany Benko - Vice President, Health, Safety & Environment Anadarko Petroleum
Sandeep Singh - Director, Health, Safety, Environment & Quality Management Linde North America
Mark Cluff - Vice President, Safety & Operational Excellence Williams
• Understanding the link between safety, reliability and Operational Excellence
• Creating the business case for improved operational discipline
• Why a foundation of EHS Excellence and Reliability can lead to enterprise Operational Excellence through increased discipline, predictability, and risk management
• Building a culture of Operational Excellence with standardized processes that lead to integrated operations and management
• Creating standardized approaches to various business functions: Centralizing knowledge and oversight, while giving flexibility in implementation
• What’s required to be successful?
- Skills/ learning/ training
Brittany BenkoVice President, Health, Safety & Environment
Sandeep SinghDirector, Health, Safety, Environment & Quality Management
Linde North America
Mark CluffVice President, Safety & Operational Excellence
1:30 pm - 2:00 pm Going beyond compliance: Meeting safety regulation challenges, ensuring worker safety, improving incident loss prevention and promoting operational excellenceSummer Condarco - Vice President, HSE, Service Quality & Continuous Improvement Halliburton
Carmen Cuartin - Vice President, Safety and Environment - Unconventionals Shell
• Why we do what we do: Making the connection between culture, safety and business performance
• What is the role of leadership in shaping safety culture?
• Compliance base culture vs. desire based culture
• Starting the transformation conversation
Summer CondarcoVice President, HSE, Service Quality & Continuous Improvement
Carmen CuartinVice President, Safety and Environment - Unconventionals
2:00 pm - 2:30 pm Extending the Horizons: Using Integrated Risk Management to Achieve Operational ExcellencePaul Marushka - President & CEO Sphera
As every professional managing a portfolio of risks is well aware, the value of a robust Integrated Risk Management system cannot be underestimated. Risk Management solutions can help companies keep their workers safe, their products sustainable and their operations productive. But what happens when the C-suite or Board of Directors requires justi cation? Do you have the information you need to communicate the value of your risk management solutions and future investments? Sphera's Paul Marushka will offer expert advice on how you can answer these tough questions and get the buy-in you need to achieve Operational Excellence.
Paul MarushkaPresident & CEO
1:00 pm - 1:30 pm Leadership behaviour to create a culture that sustains Operational Excellence
This session will introduce you to leadership practices and a proven deployment methodology that integrates with and supports existing
operational improvement efforts to effectively address the human side of performance, while managing competing priorities, aligning leaders, and achieving consistent output.
• Identify leader practices that guide employees toward repeatable, optimized behaviours that drive Operational Excellence
• Identify organizational levers to enhance conditions for optimal performance
• Draft an action plan to implement changes in leadership thinking and behaviours to support organizational transformation during difficult business conditions
• Predict the behavioural impact of operational improvement efforts
1:30 pm - 2:00 pm “Culture eats strategy for breakfast”: Three key levers for evolving your company culture
• Creating a culture of Continuous Improvement
• Determining your organization’s current culture – and shaping it to fit your strategy
• Why culture is the best source of competitive advantage out there
• Defining your aspirational target culture
• Leadership alignment: changing leadership behaviours to drive operational excellence
• Using culture as a fundamental management tool
• Understanding that what worked in the past may no longer work in the future - and what worked for one company may not work for another
2:00 pm - 2:30 pm Understanding the connection between culture and safety, environmental and financial performanceHugo Ashkar - Global Risk Manager BP
Julie Thyne - North America Continuous Improvement Leader The Dow Chemical Company
• What’s the link between culture, reliability and Operational Excellence?
• With so much volatility and risk in hazardous industries today – what impact can culture change can have on safety performance? environmental performance? compliance? financial performance?
• Where should the responsibility for changing culture sit in an organization?
• Can you measure organizational culture?
• Where do you start when it comes to changing culture?
Hugo AshkarGlobal Risk Manager
Julie ThyneNorth America Continuous Improvement Leader
The Dow Chemical Company
2:30 pm - 3:00 pm Solution Insight Session
Branded as “the best networking session I’ve ever attended” by a number of past Summit delegates, this structured networking session is the ideal opportunity for you to capitalise on time out of the office by speaking to the experts in attendance and learning about the
solutions available to your specific OE challenges.
How does it work? It’s easy. You spend seven minutes at a table of your choice, and when the bell rings you’ll be directed to the next one to start another round of networking. At the end of the session you’ll have met most of your peers, and if you haven’t, you can continue into the networking cocktail reception at the end of the day.
3:00 pm - 3:30 pm How Dow Chemical is Using Short Interval Control to Drive PerformanceJulie Thyne - North America Continuous Improvement Leader The Dow Chemical Company
- What is the difference between a KPI and an SIC?
- How do you choose the right SICs?
- How can Short Interval Control be used to drive sustainable performance improvements?
Julie ThyneNorth America Continuous Improvement Leader
The Dow Chemical Company
3:30 pm - 4:00 pm Lean Transformation: Driving Lean in Reliability Operations
• Building Lean capabilities in OE and line leaders – getting the journey
· • Bakken examples of applying Lean principles to reduce deferred
production and eliminate waste
· • Moving past the tools and using the power of leader involvement
· • Lean is how we execute ‘Reliability Operations’ to improve business
results – the Why?
· • Applying Lean to your enterprise by integrating it into the business –
Lean is the Way We Work
· • Using Lean Tools to Improve Worker Productivity and free time for
Autonomous Maintenance, CLAIR activities
• Mining and refining data to constantly improve performance
4:00 pm - 4:30 pm Reducing complexity and variability with clearly defined standards and accountabilitiesHani Noshi - Manager, Projects Center of Excellence BHP Billiton
- Ensuring collaboration between locations to ensure a coherent and consistent process excellence program
- Overcoming cultural and geographic challenges when governing a global program
- Crossing the boundaries of functional silos to achieve cross-functional collaboration with increased transparency and process optimization
- Removing costly and inefficient variation by deploying standardization processes and systems across the organization
Hani NoshiManager, Projects Center of Excellence
PEOPLE & ORGANIZATION
3:00 pm - 3:30 pm Risk Based Decision Management: Improving the Outcome of Critical Technical DecisionsStewart Behie - Manager, Safety and Process Risk Occidental Oil & Gas Corporation
When the possibility of significant impact resulting from decisions is possible, the process by which decisions are made becomes critical so as to minimize a poor decision leading to a disastrous outcome. The sports world offers some insight into decision taking in terms of reading
and reacting to increase the possibilities of positive outcome of decisions. Elite teams practice in game-like situations to master the ability to take good decisions with positive outcomes. These teams also learn how to apply risk-reward paradigms to make to make risk based decisions.
Many disasters have occurred as a result of questionable and even poor decisions taken at a critical time. Many factors come into play at the time that key decisions are made including time and cost pressures to complete tasks, imprecise or conflicting information, cultural biases, the individual’s inability or lack of self-efficacy when placed in critical situations, the experiences and ages of the decision makers, etc.Based on the analyses of several incidents with disastrous outcomes including Macondo, Texas City, Piper Alpha and others, Stewart Behie identified several key “buckets” which must be avoided to reduce the possibility of negative outcomes from decisions. In this highly insightful session Mr Behie will explore the trends that your operators can use to in making properly informed decisions.
Stewart BehieManager, Safety and Process Risk
Occidental Oil & Gas Corporation
3:30 pm - 4:00 pm State of the Market: Digitizing Operational Risk ManagementSteve Bolton - Research Director, EHS Verdantix
As CEOs of petro-chemical and industrial firms launch digital transformation initiatives owners of
operational risk management at the asset level need to develop a strategy to harness the power of new
software propositions and the industrial IoT. But how realistic is the vision of dynamic risk management
using real-time data fees from maintenance systems and equipment condition monitoring? This session
will provide the audience with:
• Survey data from interviews with 221 operational risk managers
• Analysis of product offerings from operational risk management software vendors
• Case studies of how digitizing risk management can resolve operational excellence challenges
Steve BoltonResearch Director, EHS
4:00 pm - 4:30 pm Risk Management by Barrier Model
This insighful session will provide insight into how you can dramatically reduce operational risk with the
management of asset integrity via barriers. In this case study based discussion learn first hand from an
experienced North Sea OIM' how to take a proactive approach to mitigating asset risk – and improved
process standardization, decreased costs, improved their safety culture and increased revenue. You’ll learn
• Increase production at a lower cost
• Use state of the art, responsive techniques for optimizing assets
• Leverage inspection, maintenance and monitoring tools as part of a proactive strategy vs a reactive
• Use a predictive risk solution change the safety – productivity dynamic?
• Identify and monitor the current state of operational risk in your assets
4:30 pm - 5:10 pm Operational Excellence: Transformation Inside and Outside the FencelineSheryl Corrigan - Director, Environmental, Health & Safety Koch Industries
What does operational excellence mean in today's world? Is responsibly managing your company's resources and supply chain enough? The principles of operational excellence are deeply rooted in the culture and day-to-day operations of many companies today, including those in the oil & gas industry. Companies are continually striving to improve the quality of their products and services, eliminating anything that doesn't add value, and reducing overall costs. However, in today's world, operational excellence stretches beyond just managing your resources responsibly, it's about creating long-term value for society. It's not about making a quick buck. It' about developing a sustainable relationship between our businesses and the communities in which we operate. When companies look for partners, they're looking for organizations that are similarly committed to excellence in operations and EHS performance. Today, operational excellence is a win/win for not only companies, but the environment and communities. Sheryl Corrigan, Director of EH&S at Koch Industries, Inc. will share her company's approach to operational excellence and how it's helped create shared value and significantly reduces environmental impact in communities where is operates.
Sheryl CorriganDirector, Environmental, Health & Safety
5:10 pm - 6:00 pm Controlling Risk In A Dangerous World: 10 Principles of Operating ExcellenceJim Wetherbee - Astronaut and Author Controlling Risk: 30 Techniques for Operating Excellence
How do operators prevent the next accident? How do they prevent unpredictable accidents? Can they simultaneously improve performance? On the front lines of danger, your employees are the last line of defense trying to prevent death and destruction. What happens if they don’t succeed? After accidents, organizations typically issue new rules. These will work—until the next accident. Again, new rules are issued and procedures are updated. Yet, the cycle of accidents continues. Organizations and operators must need something more than rules and procedures to prevent unpredictable accidents. The solution is found in the principles of operating excellence. Since the beginning of the space program, astronauts have been following these principles and developing techniques to help flight crews stay alive and accomplish dangerous missions in the unforgiving environment of space. In Controlling Risk, you will learn how to operate better, work together, and improve performance in your high-risk business to accomplish much more in your dangerous world!
Jim WetherbeeAstronaut and Author
Controlling Risk: 30 Techniques for Operating Excellence
5:50 pm - 6:30 pm Meeting production targets while improving environmental stewardship and safety: It can be doneBrittany Benko - Vice President, Health, Safety & Environment Anadarko Petroleum
Most oil and natural gas companies have been slashing their budget over the past three years as low commodity prices have thrown the industry into a downturn. But while cutting some operations,
companies can still increased focus on environmental safety. In this insightful presentation, Brittany Benko, Anadarko's Vice President of EHS and former Chief of Staff, Science, Technology, Environment
and Regulatory Affairs with BP, will share how the companies can is use good governance practices to ensure the business meets its production targets and simultaneously improves EH&S.
Brittany BenkoVice President, Health, Safety & Environment