Pre-Conference Workshops: November 5, 2018
8:00 am - 8:30 am Check in for workshop attendees and morning networking
8:30 am - 10:30 am Workshop A: Human-Centered Operational Excellence: Creating a High Reliability Culture
• Getting better at getting better: What does a culture of operational discipline really mean?
• What is the role of culture in achieving operational excellence?
• What are the core values, behaviors, etc. necessary to achieve operational excellence?
• How can leaders create this culture within their organization?
• How decisions of “who does what where” affect your ability to achieve operational excellence
• A different way of looking at the business architectures that underpin how you organize the business, manage process, conduct operations, and even support IT
• How do you assess and measure culture?
8:30 am - 10:30 am Workshop B: Asset Lifecycle Information Management: Optimizing Asset Performance and Maximizing Uptime
• Market challenges
• Defining the key challenges faced (competition, disconnected silos, global workforce, incompatible software/data, access to data, IP protection, cost of maintaining quality and productivity)
• What are the key trends
- Meeting those challenges and identifying new opportunities to excel
• What approaches are available to meet the challenges
- Best practices
- Industry standards
• Opportunities to work in new ways
- The impact of the cloud and Mobile
- Why BIM is a misnomer (expand on the idea of managing a digital version of your physical asset – not just a ‘Revit’ model, but various data formats and sources, 3D and 2D, throughout the lifecycle)
- A vision for the future of Asset Information Management
• Maintain Your Digital Asset Information
- Centralized but accessible anywhere
- Agnostic to authoring software
- Standardize workflows
- Integrate with business systems (CMMS/ERP)
- Reliability (both in the asset data and facility)
- Lower cost of increased quality
8:30 am - 10:30 am Workshop C: Operational Excellence: What world class characteristics does your organisation need to sustain leading performance?Jerry Isch - Senior Vice President, Consulting Solutions KBC (A Yokogawa Company)
Industry leaders exhibit specific characteristics in their operational and organisational philosophy that sets them apart from others. This workshop will explore those characteristics, how they impact business performance, and what actions can be taken to begin adopting similar characteristics. We will use case studies in an interactive session to discuss application of theory. Participants will come away with:
• Appreciation of the link between organisational culture and operational excellence principles
• Understanding of the OpX World Class Characteristics for asset intensive industries
• Change management challenges to successfully implement and sustain operational excellence
• Why operational excellence is a long term journey and not a quick improvement initiative
Jerry IschSenior Vice President, Consulting Solutions
KBC (A Yokogawa Company)
8:30 am - 10:30 am Workshop D: Digital Transformation: Optimizing Integrity Management Through the Power of Data Science and Machine LearningBrandon Taylor - CTO OneBridge Solutions
Tim Edward - President OneBridge Solutions
OneBridge Solutions, Inc. explores how the Oil
& Gas Industry has incorporated the power of
cloud computing, data science, and machine
learning to enhance the entire lifecycle of the
pipeline integrity management process. Digital
Transformation, the transformation of business
by revamping business operations by adopting
digital technologies, in this case Cloud Computing,
Data Science, and Machine Learning provide
efficiencies that can help transform the way
integrity management departments operate, but
also have a measurable impact to the overall
company goals and objectives, essentially the core
foundation of midstream pipeline operators. The
session will highlight benefits achieved through
• Discover trends and shifts within the industry
towards Digital Transformation
• Define OE outcomes achieved through cloud
• Gap Analysis – thorough analysis of current
processes and procedures and how they are
• Case Studies – discuss various success stories
around solving specific business problems within
• Return on Investment – discover tangible cost
savings as compared to existing industry
• Digital Transformation – shifting corporate culture
to embrace cloud solutions
• Data security and privacy – addressing concerns
from the IT perspective
• Getting Started – a strategic approach to assess
technologies and how they can be incorporated
10:30 am - 10:45 am Morning networking break for workshop attendees
10:45 am - 12:45 pm Workshop E: Delivering Operational Excellence: Leveraging process, policies, and procedures and people to drive high performanceEdi Gittenberger - CEO Rider International
Cason Swindle - Director, Workforce Performance Solutions Rider International
In this fun and engaging workshop, we will dive into the big questions: How would you approach improving performance at your organization? What information would you need? What tools would help you along the way? How would you know if you had succeeded? Our interactive workshop takes you step by step through creating a program for achieving high performance. We use a systematic approach to intervention
and change, taking you on a journey through the development of an Operational Excellence program which focuses on leveraging the capability of your people and the existing procedures and processes. We examine the ways in which teams and individuals can be supported during a project to work more effectively, and finally we examine the technology that’s available to help. In this workshop, you will:
• Getting processes, policies and procedures from the desktop to the work floor
• Engage your creative problem-solving skills to address real challenges in your organization
• Learn how to control the process of change
• Collaborate on challenges and solutions with other workshop attendees in groups and teams
• Identify ways of enhancing performance and reducing risk at each stage of the project
• Learn how to reduce operational variations across different business areas by systematically improving work control and compliance to deliver performance improvement
The course facilitators will then take you through an intervention program which examines how to link competence and work activities to achieve high performance and Operational Excellence.
Cason SwindleDirector, Workforce Performance Solutions
10:45 am - 12:45 pm Workshop F: Critical success factors in Operations Management System design and implementation
Many companies have implemented formal management systems in an attempt to improve execution and achieve Operational Excellence. While a few companies like Chevron, Exxon and Koch Industries 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.
This session will highlight the critical success factors in OMS design and implementation.
• Driving OEMS accountability through governance: why it’s not just about compliance
• Building the most compelling case for deeper OMS commitment by cascading governance
• Getting leadership to focus on and support your Management System
• Assigning clear ownership and governance for the processes that make up your management system
• Integrating implementation of the management system into the business planning cycle
• Take a risk-based approach
10:45 am - 12:45 pm Workshop G: Practical Application of AI, Machine Learning and IoT for Operational Excellence
• Understanding value streams in the context of Industry 4.0
• The evolving role of intelligent assets in a value stream
• Basics of AI and Machine learning in the industrial context
• Mapping AI to business needs – selection criteria
• Achieving operation certainty with AI:
- Asset reliability
- Operation optimization
• Selecting, designing and installing AI and IIOT systems for operational certainty
10:45 am - 12:45 pm Workshop H: Building the business transformation capabilities of the future: What Skills? What Roles?
Today’s organisations consist of increasingly
complex IT and technological architectures
upon which customers, employees and
processes – both manual and digital - interact.
That means that the role of operational
excellence is arguably becoming both more
important and increasingly complicated. In
this session we'll discuss the new skills and
capabilities necessary for OPEX practitioners to
help their organisations thrive in today’s volatile
• What does a 21st century operations
practitioner look like?
• Understanding the power of human capital for
• What skills / what roles are required in the
• Optimizing your resources: effective
• Working with remote teams
• Internal competency development
• Creating networks of excellence to enable
1:15 pm - 3:15 pm Workshop I: Immersive Data Visualization: A new way of Analyzing your DataJan-Philipp Mohr - Founder & CEO Hashplay
Imagine you are the CEO of a multi facility oil and gas business. You need to get the full picture of your business before meeting your investors at 11 AM today.
What if you could put on a head gear and immediately get a bird’s eye view of your entire company operations on a map in a virtual reality environment? Where you could touch a specific region and see the facilities revenue and operational statistics immediately. You tap further you gain even more profound insights into profitability and other operational metrics. You drag a region with your finger to compare its operations with that of another region already in your view. Moments later you can see that your plant in Houston is under performing. You call Mark, the operational in-charge of the plant who joins you in the virtual environment and together you see the facility’s metrics. It is like you are walking through the plant together. Mark explains some of the issues with operations and briefs you the remedial actions he has already taken. He brings out a plant layout and describes the areas needing capital investments to improve efficiency. He also shows locations, a status of projects and the expected the return on investment— all in a matter of a few minutes. Now, you simulate additional business scenarios using the data you just received and have a fair idea of future costs and profits. You meet your investors confidently.
Immersive data visualization allows operators, investors, and executives to better control their business and make timely decisions. It connects multiple facilities and provides high-resolution data in real time, enabling companies to discover underlying patterns through visual correlations in seconds without depending on data specialists. The immersive data visualization hardware – essentially augmented and virtual reality hardware) is now smaller and lighter than ever before: AR/VR and IoT are converging and can be used a one single tool to help you drive improved operational excellence and efficiency.
This workshop will explore the opportunities that immersive data visualization can provide and answer the following key questions:
- What are the expectations from immersive data visualization?
- What changes will be needed for the adoption of immersive data visualization?
- How will you measure the value from the immersive data visualization?
- How are some of the world’s largest oil and gas companies already leveraging this exciting technology? What bottom line benefits are they seeing?
Jan-Philipp MohrFounder & CEO
1:15 pm - 3:15 pm Workshop J: Lean in Operational Excellence: Building a world-class Lean Excellence organizationTom Banks - Director/Owner Castlefirth
These are interesting times. Increasing cost pressure and a far greater risk profile means everyone – from the CEO to your frontline workers - is required to do more, often with much less. Individual change initiatives are often projects with steering committees that rarely result in long term, sustainable improvements. Many of these challenges are rooted in organizational behavior. Meeting production targets while keeping risk levels low requires an understanding of these behaviors to ensure that you can successfully get everyone in the organization working smarter.
This hands on workshop will show you how to engage the organization from top to bottom, changing the way people think and behave to deliver far better outcomes for the business.
In this dynamic session participants will learn how to:
• Turn strategy into action: converting leadership objectives into deliverable outcomes
• Understand ‘what good looks like’ and what it really means to operate in a Lean environment
• Discuss different methods and approaches to implementation (including typical causes of failure and how to avoid them)
• Engage the workforce to ensure success in delivering strategic outcomes
• Define the resource requirements needed for successful Lean Transformation
Participants can expect to leave with a deeper understanding of how to use Lean Thinking as a way to execute your OE strategy. There will be the opportunity to consider a structured model for implementation, and identify ways to tailor that structure to your own organization. The workshop will be relevant to people at all stages of transformation and will help them you decide where to go next and how to structure your approach.
1:15 pm - 3:15 pm Workshop K: People, Process, Technology: Enabling the High Performing OrganizationMike Bearrow - Global Process Safety Leader Rolls-Royce
Companies all over the chemical process industry and oil and gas markets are striving to achieve excellence in operations, maintenance, reliability and HSE. Whether you call it continuous improvement, operational excellence, process excellence or being world class it all boils down to people, process and technology. This workshop will focus on how to improve all three of these elements so that Operational Excellence is enhanced.
Workshop topics will include:
• People (Managers) Improvement – what managers can do to enable performance
• People (Doers) – How to choose the right people and keep them in a High Performance Organization
• Process Improvement – What processes are commonly used including ISO (45000, 14000 9000), BSEE SEMS, OSHA PSM, EPA RMP, OIMS…
• How to continuously improve all of these processes simultaneously at once using the Plan, Do Check, Act process for continuous improvement
• Leveraging Technology Like a Boss - Best Practices in Technology that yield results including:
• Dashboards, KPI reporting, metrics for Insight and Decision Support
• Automatic Risk Registers that give managers the information they need real-time
• How to leverage what you know across your enterprise using the HUAA (Heard, Understood, Acknowledged, Actioned) process that works!
• Enabling Technology and the Dos and Don’ts
Mike BearrowGlobal Process Safety Leader
1:15 pm - 3:15 pm Workshop L: Better with bots? Are robotics and UAVs the future of work in hazardous industries?Camille Peres - Assistant Professor, Environmental and Occupational Health Texas A&M University
Ranjana Mehta - Assistant Professor, Industrial and Systems Engineering, College of Engineering Texas A&M University
• What are the specific opportunities, challenges
and best practices to take advantage of this
dynamic technology to drive business results
• Have you considered the creation of a ‘virtualized
workforce’ that emulates the rapid automation
and execution of repetitive steps in a process
interaction with systems in the same way as
a human user, meaning no complex system
Robots can be used for many different tasks
in multiple conditions. For instance, in normal
operations, they’re currently being effectively
used for inspections of pipeline and offshore rigs.
Further, in emergency scenarios, they are being
effectively leveraged for tasks such as search and
rescue and damage assessment. The challenges
and best practices associated with Human Robotic
Interaction (HRI) for these diverse task types and
environments is not well known. This talk will
provide a brief overview of how robot operators
performance varies under different conditions
and will provide recommendations for how tools
(e.g., crew rest schedules, UAS apps), tasks, and
trainings can be designed to mitigate performance
failures. These recommendations will be grounded
in evidence from the NeuroErgonomics lab on
performance under fatigue/stress, and more
recently from an NSF-funded project to Mehta,
Peres, and Murphy, which is currently investigating
physiological and behavioral outcomes from
public safety sUAS pilots during Hurricane
Harvey response and surveillance operations
at Hawaii to understand opportunities and
challenges associated with HRI in hazardous work
Camille PeresAssistant Professor, Environmental and Occupational Health
Texas A&M University
Ranjana MehtaAssistant Professor, Industrial and Systems Engineering, College of Engineering
Texas A&M University
3:15 pm - 3:30 pm Networking break for workshop attendees
3:30 pm - 5:30 pm Workshop M: Auditing Your Process Safety Program: Ensuring Continual System Improvement
• The latest tips and tricks for auditing your process safety program:
- Purpose for auditing
- Auditor qualifications and skills
- The audit process: notification; preparation; execution; closing meeting; reporting
- Identifying and writing a shortcoming
• What’s required to be successful? Designing a model that’s broad enough to be applicable to all of your assets
- Key elements of a successful process safety program
- Description of each element
- How elements work together
• How can we better learn from our mistakes?
- Description of the incident
- Identification of precursors that foretold the incident
- PSM element(s) that failed
3:30 pm - 5:30 pm Workshop N: Driving Operational Excellence to the Frontline: How to translate the business strategy into action
• Creating a sustainable Operational Excellence framework - even as conditions change
• Linking your Operational Excellence plan to business needs and changing objectives
• Identifying your performance gaps
• How to translate the business values and strategies and policies into action
• Changing the organizational culture to incorporate OE principles into the everyday
• Managing “daily improvement” and strategic scorecard / metrics and sustaining continuous improvement
• Weighing the pros and cons of centralized versus localized continuous improvement programs
• Developing the right continuous improvement framework for your business to improve reliability and operability
- Which organizational structures work to eliminate functional silos?
- How can you encourage and reward process ownership?
- What role do technologies like iBPM, cloud computing and data analytics have to play?
• Early execution learnings: Implementing structured metrics to monitor and measure process performance
3:30 pm - 5:30 pm Workshop O: Leveraging SCADA, IoT, Analytics and People to Drive Higher Asset Performance and Operational Efficiency
How will the digital revolution impact your approach to OE? Plant management, control through sensors and data collection is not a new concept and SCADA systems have been around for many years so what’s all the fuss around the IOT and Machine Learning? Where is the real value for me in OE in the use of these technologies? In this workshop you will learn:
1. the technology trends and identify where technologies such as IoT and Analytics (comparative, predictive and prescriptive) can be utilized to improve OE.
2. the characteristics of a good candidate project for application of these technologies from a technical and business perspective, taking into account cost, complexity, risk and ROI
3. how different telecom networking strategies impact the business case
4. the steps to getting started: the preliminary information that needs to be collected, stakeholders who need to be onboard and committed for success, a timeline and plan that will increase the probability of success.
5. what to do after the first project: It’s often the case where a successful small project doesn’t scale well within an organization. Knowing how to make these projects repeatable is an important part of successful technology and process adoption and
results in lower cost, more consistency in the quality of delivery and more predictable delivery times.
6. existing technology investments: Learn how to make the most of what you already have: it doesn’t always make sense to ‘rip and replace’ infrastructure and software that’s already in place and carrying out a function for the company. How to determine what should stay, what needs to go and how to align the changes in your current technology landscape to the new projects and technologies that you are onboarding.
7. how to capture the knowledge from the experts in your organization in a way that is reusable and repeatable. Move towards SOP incrementally while minimizing disruption to your business.
5:45 pm - 8:00 pm Evening Dinner Workshop: The Ten Common Adverse Conditions in Organizations That Failed to Prevent the Next AccidentJim Wetherbee - Astronaut and Author Controlling Risk: 30 Techniques for Operating Excellence
With thirty-five years of experience in high-hazard operational
environments, Jim Wetherbee works with leaders in hazardous
industries with critical mission objectives. He is the only American
astronaut to have commanded five missions in space, and is the only
person to have landed the Space Shuttle five times. Jim earned a
Bachelor of Science in Aerospace Engineering from the University of
Notre Dame in 1974. He began his career as a Naval Aviator aboard
the USS John F Kennedy, flying the A-7 Corsair. After graduating from
the US Naval Test Pilot School, Jim performed flight-testing of the
F/A-18 Hornet. In 1984, Jim was selected to join NASA in its tenth
group of astronauts. Over a twenty-year career, he flew six times on
the Space Shuttle. The five-time commander flew two missions to
the Russian Space Station, Mir, and two missions to the International
Space Station. In 1998, he was appointed as the Director, Flight Crew
Operations, specifically selected to improve the flight and ground
safety in the astronaut corps. Based on that success, Jim was
selected after the Columbia accident to enhance the safety
aspects in the organizational culture at the Johnson Space
Center, home of NASA’s human space flight program.
Bringing his experience from the aerospace industry as
a former NASA executive and astronaut, Jim joined
the oil and gas industry as a Safety and Operations
Auditor for BP. Four years later, he was selected
as a VP for Operating Leadership. In this role,
he supported efforts to improve performance results consistently over
the long-term, by emphasizing effective leadership behaviors as a key
way to influence and inspire people to conduct safe and high-quality
operations. After successful careers in naval aviation, aerospace, and
the oil and gas industry, Jim is passionate about helping leaders and
operators perform successfully in hazardous environments.
Based on observations, discussions, and assessments from thirtyfive
years of working in various hazardous endeavors, including the
recovery from the Texas City and Macondo incidents in the oil and gas
industry, and the Challenger and Columbia space shuttle incidents, Jim
Wetherbee will present a list of ten adverse conditions that commonly
existed in many organizations before they experienced major disasters
or minor accidents. In sociotechnical systems used to control risk,
improve performance, and accomplish goals, five of these ten adverse
conditions existed on the technical side, and five were on the social
side. By turning hindsight into foresight, participants can learn how to
use the presence and severity of these adverse conditions as indicators
to determine if their organization may be drifting toward a disaster.
Dinner will be served midway through the workshop and is included in the price of registration.
The first 50 registrants will receive a signed copy of Jim's Recently published book "Controlling Risk: 30 Techniques for Operating Excellence" (retail value $40)
Space is limited.
Jim WetherbeeAstronaut and Author
Controlling Risk: 30 Techniques for Operating Excellence