Main Conference Day 2: November 6
7:30 am - 8:00 am Check-In
8:00 am - 8:05 am Chair's Opening Address
8:05 am - 8:45 am Digitalization: Achieving Unprecedented Levels of Operational ExcellencePatrick Thompson - Chief Information Officer, Albemarle Corporation
Rockwell Scott - Chief Information Officer, Delek US
• Understanding the potential impact of digitization on your business – and your people
• Selecting, designing and installing operations systems to ensure operations availability and integrity
• Fostering a culture that accelerates technology adoption
• Assessing and ensuring readiness for operations, taking into consideration all aspects of the transition,
including operational processes, roles and delegations of authority, legal and/or operations documentation,
data and IT systems, resources and competencies; and governance
Patrick ThompsonChief Information Officer
Rockwell ScottChief Information Officer
8:45 am - 9:15 am Albemarle's Digital Business Transformation: A Journey to Empower the WorldPatrick Thompson - Chief Information Officer, Albemarle Corporation
With leading positions in lithium, bromine, and refining catalysts, global specialty chemicals company Albemarle Corporation powers the potential of companies in many of the world’s largest and most critical industries, from energy and communications to transportation and electronics. Albemarle has a 3-tiered approach to reinvent starting at the infrastructure layer, building into the business processes and completing with digital plant automation.
Albemarle CIO Patrick Thompson discusses what it’s like to support customers creating disruptive innovation, the digital supply chain and data-driven transformation.
Patrick ThompsonChief Information Officer
9:15 am - 10:00 am Interactive Discussion Groups
Adapting to today, Building for tomorrow: Closing the Operational Excellence Execution Gap
These roundtable discussions are your opportunity to take part in facilitated group discussions with your peers. Choose the discussion group you would like to attend. Each runs for 40 minutes.
- Innovation Acceleration: Making Innovation part of your Organizational DNA
- Meeting Production Targets While Improving Environmental Stewardship: It can be done
- Better with Bots: Opportunities, Challenges and best practices for robotics technology in hazardous industries
- World Class Project Management: Critical Success Factors
- Reducing Operational Risk: Delivering capital maintenance projects with less risk and superior returns
- Asset Optimization: Making the most of your assets in a tough market
- Process Safety: Auditing your systems for continuous improvement
- Operational Excellence Management Systems: Designing and implementing success
10:00 am - 10:25 am Networking Break
10:25 am - 10:55 am Engaging Frontline Managers for Operational Improvement
Frontline managers supervise over 80% of the workforce, but are often subject to whirlwind training programs that leave them ill-equipped for their real job: managing.
• Changing the way front line managers spend their time
• Effectively training employees to become “active” managers
• How active frontline management drives overall performance
• The connection between key, performance focused, management competencies and front line efficiency
• Ongoing coaching methods critical to sustained performance improvement
• Empowering frontline managers to lead and identify opportunities for change
10:55 am - 11:25 am Driving Operational Transformation to the Frontline: Making Strategy a Reality
• Transformation doesn’t come easy – and it doesn’t come free. Shifting from passenger to driver on your transformation journey
• People, process & technology: Creating the integration needed to put the business transformation ‘wheels in motion’
• Growing people and changing behaviors: why operational transformation is not just about redesigned business processes and new technology applications
• Learning from others: Recent challenges and lessons learned from those who’ve been there
11:25 am - 11:55 am Creating a sustainable Operational Excellence framework - even as conditions changeAshe Menon - Senior Vice President, Global Operations, National Oilwell Varco
• Identifying the strategic value levers and performance improvement opportunities in your company
• How to truly determine how reliable, safe and efficient your operations are – and then set targets for change. What is the benchmark?
• Aligning leadership and the rest of the organization
• Linking your Operational Excellence plan to business needs and changing objectives
Ashe MenonSenior Vice President, Global Operations
National Oilwell Varco
10:25 am - 10:55 am Meeting cost and production targets while improving safety performance: It can be doneChris Humes - Senior Vice President, Operations, Crestwood Midstream
Floyd Peterson - Head of Reliability Operations, Hess Corporation
• Understanding the link between safety and Operational Excellence
• Creating a business case for improved operational discipline
• Establishing effective governance practices to ensure reduced operating costs and increase EHS performance
• Building a strong foundation of EHS & Reliability on which to build discipline, predictability and risk management – and how it improves the bottom line
Chris HumesSenior Vice President, Operations
Floyd PetersonHead of Reliability Operations
10:55 am - 11:25 am Operational Excellence Foundations: How an established safety culture drives enterprise OE
• Operational Excellence through increased discipline, predictability, and risk management
• How Safety culture is parallel to organizational culture
• The importance of front-line engagement and the challenges in getting it right
• Intentional leadership reset is a must to drive change and commitment throughout the organization
11:25 am - 11:55 am Increasing Human Reliability to Drive Operational Excellence
• Simple ways to integrate Human Factors into your safety toolbox
• What does it really mean to be a High Reliability Organization?
• The role of human factors in reducing safety incidents in hazardous industries
• Understanding the conditions that lead to non-compliance
• Systematic approaches to employee task analysis
10:25 am - 10:55 am Enterprise risk based decision makingKyle Hart - Director, Process Safety, Enbridge
• Developing a risk quantification model that demonstrates
the benefits of good decisions, based on risk and value
• Creating a culture in which understanding and attitudes towards risk lead employees to evaluate risk in everyday decision making
• What factors lead to improper decision making at critical times?
• Properly training employees to put risk first when making critical decisions under pressure in order to avoid potential disastrous outcomes
• Denormalizing risk in everyday operations to avoid low probability, high consequence events
Kyle HartDirector, Process Safety
10:55 am - 11:25 am Auditing your Risk Management strategy for improved operational performance
• Making the connection between risk management systems and the bottom line, beyond major incidents, on a day to day basis
• Risk management in the safeguarding of overall asset integrity
• Efficient monitoring and self-assessment programs by front line and business unit risk and control owners with leading performance metrics that drive desired outcomes
11:25 am - 11:55 am Reducing Operational Risk: Delivering capital and maintenance projects with less risk and superior returns
• What specific steps can be taken to boost return on capital employed? Given the current market conditions, should there be tighter criteria for project approval? Should we be reducing inventory? Sharing risk models with partners and suppliers?
• Improving collaboration between project execution teams and removing silos
• What are the largest challenges today for keeping projects on time and on budget?
• How should companies be tracking the progress of complex, capital intensive projects?
11:55 am - 12:45 pm Networking Luncheon
Deep Dive Masterclasses: Over 75% Interactive for Maximum Learning
12:45 pm - 2:15 pm Building the Operational Excellence Competencies of the future: What skills? What roles?
Today’s organizations 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 organizations thrive in today’s highrisk and volatile market conditions.
• What does a 21st century operations practitioner look like?
• Understanding the power of human capital for operational excellence
• What skills / what roles are required in the future?
• Optimizing your resources: effective productivity benchmarking
• Working with remote teams
• Internal competency development
• Creating networks of excellence to enable knowledge transfer
12:45 pm - 2:15 pm Mastering the Digital Imperative: Applying better analytics to find untapped cost efficiences
Dealing with issues as – or even before – they arise, using actual figures to make fact based decisions
• Enabling real-time interaction with the information you need to manage your area of responsibility – whether it’s the entire company or a specific region, field, well, maintenance activity, or opex budget
• Combining enterprise data with real-time operational data
• Gaining a real-time perspective of how your operations and asset are doing at any given moment – along with the insight to trigger the right actions needed to maximize operational excellence
12:45 pm - 2:15 pm Unleashing the Power of Great People and Organizations
In a fast changing world, how do you build a culture where
extraordinary innovation becomes ordinary? A culture that lasts and consistently delivers exponential leaders, growth and value creation. The key ingredients to innovation acceleration are not what you see portrayed most often in the media. Great, enduring organizations know what it really takes to create and, most importantly, scale innovation. We will explore how to blend disciplined innovation methods with elements of venture capitalism, crowdsourcing and collaborative leadership to deliver rapid and sustainable business improvements and innovations in any industry.
Take a break from the Powerpoints for these interactive sessions. Choose to further your conference takeaways in one of 3 topics where you will be actively participating and learning realistic ways to
adapt your OE strategy long after the summit ends.
• Value stream challenge: Break out into small teams, working together through a hypothetical process, identifying opportunities for removing waste and bottlenecks
• Mapping your vision: Reflect on what you’ve heard over the past two days and consider the key takeaways you can communicate to your executive team tomorrow
Each Masterclass is hosted by an industry expert. The opportunity to learn from your peers will provide critical and insightful industry perspectives.
8:00 am - 8:30 am Rightsizing OE: Linking your Operational Excellence strategy to business needs and changing objectives
• Moving OPEX from cost to value driven performance
• Leveraging Operational Excellence as an enabler for change in the business
• Getting senior executives to engage with process opportunities
• Removing barriers to change: Creating a sustainable Operational Excellence culture
• Is change management a critical element of Operational Excellence? How much effort and attention should be given to managing change?
• Driving change to the corporate environment - and anticipating and dealing with the consequences
• Developing a strategy to gain buy-in from your workforce
• Successfully modelling system wide process governance: Building the most compelling case for deeper OE focus
• Defining standards, procedures and accountabilities: who has decision making rights, responsibility, accountability?
• How do functions like HSE, OE, IT, CSR interact with operations?
• How are activities typically coordinated and executed (who leads, who supports for things like incident investigation?)
• What are the services for the non operations teams?