Paper No. SPE 166315

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Paper No. SPE 166315 Improving EHS Practices
during Turnarounds in Facilities and Plants A
Process of Knowledge Capture and Transfer worth
Implementing
Darrell Dowd
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Slide 2
Slide 2
Introduction

• Projects of all types represent an increasingly
  significant challenge.
• They also offer an increasingly significant
  opportunity.

• EHS issues faced in previous projects should be
  part of the recipe for the success of future
  projects.
• What we do today, should improve tomorrow.

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

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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 EHS 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 EHS 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

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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 EHS 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
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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 didnt work

• What worked

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Slide 13
The Learning Loop

• True Transfer

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Slide 14
What makes a Learning Organization
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Slide 15
Summary

• Create a learning loop, not a learning line.
• Engage the SMEs to gain current project
  knowledge.
• Its not really knowledge until its used.

Paper 166315 Improving EHS 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/ProfessorAdalbertoAzeved
  o/garvin-1993
• Lee, S., Courtney J.F. and OKeefe 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_9e53
  918d.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/rid3D1255442990968_170
  7056073_21936/A2520Framework2520for2520Market-B
  ased2520Organizational2520Learning.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_at_unitedsafety
.net
Paper 166315 Improving EHS Practices during
Turnarounds in Facilities and Plants A Process
of Knowledge Capture and Transfer worth
Implementing Darrell Dowd