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Knowledge Management in the Wells Community in Shell EPE

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Knowledge Management in the Wells Community in Shell EPE

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    1. Brigitte McClinton Knowledge Management Engineer March 2004 Knowledge Management in the Wells Community in Shell EPE

    2. Shell EPE Senior Management Team  

    3. The next generation Shell EP Business in Europe will: Leverage resources across borders unlocking new opportunities, Ensure competitiveness and maximize shareholder value Whilst being the company of choice for our staff and stakeholders Performance and development activities are designed to reinforce Enterprises values Fast Forward Straight talk Inspiration etc. Activities not just in the HR arena To address issues raised by the Employee SurveyPerformance and development activities are designed to reinforce Enterprises values Fast Forward Straight talk Inspiration etc. Activities not just in the HR arena To address issues raised by the Employee Survey

    4. Knowledge Management Intent: to improve decision making by ensuring that the right knowledge is held by the right people in the right place at the right time outcome of KM is that it makes people more effective in their jobs by improving decision quality and timelines thus reducing re-work and cycle time, and increasing the rate of innovation

    5. Managing Barriers We cannot manage knowledge, but we can lower barriers to people sharing facilitate the building of trust share good work across disparate groups be a central resource that takes responsibility for finding answers to questions that stop people doing their business. BARRIERS Geographic,Temporal ,Organizational,Information ,Cultural

    6. Our Knowledge Management Emphasis

    7. Knowledge Management Vectors People Processes Technology

    8. People – Connecting people Who’s Who, Team profiles on web Lunch and Learns Wells market Induction & Exit Programmes Behavioural support training Facilitation training

    9. Processes – Simplicity & Standardisation Standard processes on Intranet Learning before, during and after Intuitive processes Templates

    10. Technology – Maximise use of what we have LiveLink – Global Networks – PWR , WGN Virtual meeting tools, Netmeeting , Centra Training for teams – PWBT tools

    11. Diversity of Knowledge Management Lateral Learning Databases Excellence in Induction/Exit processes Behavioural support – giving and receiving Feedback Lunch and Learns Standardised approaches to activities Learning before, during and after events Global Networks

    12. Connecting People to People Global Networks WGN – Wells Global Network PWR – Practices Worth Replicating How do I sign up for a Global Network? Go to SEPCo A-Z. Select N. Select Networks. Select Sign up form for Global NetworksHow do I sign up for a Global Network? Go to SEPCo A-Z. Select N. Select Networks. Select Sign up form for Global Networks

    13. Surface Global Network

    14. Global Networks Ask a Question

    15. Global Networks Closure

    16. Global Networks - Give an Answer

    17. PEARL stands for Practiced Excellence Through Accelerated Replication 320 Successful practices input to date Over 488 individual “adoptions” from receiving sites Realized Savings = $9,700,000 It is proven in the US with several years of effective use. It has been presented to the EP Global Production Forum in 2000 (Aberdeen) where it met with widespread approval. It has been designed and developed purposely to enable expansion to other areas – OUs, countries. Uptake plans are currently being devised for Malaysia, Brunei. Keen interest exists in Nigeria and, more recently, Canada. PEARL stands for Practiced Excellence Through Accelerated Replication 320 Successful practices input to date Over 488 individual “adoptions” from receiving sites Realized Savings = $9,700,000 It is proven in the US with several years of effective use. It has been presented to the EP Global Production Forum in 2000 (Aberdeen) where it met with widespread approval. It has been designed and developed purposely to enable expansion to other areas – OUs, countries. Uptake plans are currently being devised for Malaysia, Brunei. Keen interest exists in Nigeria and, more recently, Canada.

    18. Technical Limit Drilling Concept

    19. Technical Limit Drilling Concept

    20. Enabling Environment

    21. Enabling environment Everyone committed to project goals Be open, honest and truthful Be supportive and NEVER criticise, but accept constructive challenge Every person’s job is as important as the next Equal process rights and status for all team members Shared set of team values Clear priorities and aligned goals Rigorous adherence to Technical Limit goals Full disclosure of our errors, lost time and inefficiencies Trust in each other’s capability and endeavour Celebrate every success Drilling The Limit

    22. Why do things go WRONG ? Human (= People) causes Technology causes Fortune (bad luck) causes Performance as a function of…. From original work by Phil Scott ( Woodside)

    23. Why do things go WRONG ? Human (= People) causes 85% Technology causes 12% Fortune (bad luck) causes 3% Note: these percentages are rough estimates only . Performance as a function of….

    26. People Performance = f ( Knowledge , Skills and Attitude ) Attitude = f ( Environment and Desire ) Desire = f ( Beliefs and Feelings ) Performance as a function of….

    28. Eye on the Future

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