June 4-6, 2019 | Calgary, AB

Pre-Conference Workshops: June 4, 2019


8:00 am - 8:30 am Check in for workshop attendees and morning networking

8:30 am - 10:30 am Workshop A: Building a High Reliability Organization

The U.S. Nuclear Navy is highly regarded as the premier HRO through its unmatched nuclear reactor safety track record. Former Nuclear Submarine Commanding Officer Bob Koonce shares his leadership experience and insights from over two decades in the Submarine Force.
• Introduction to HROs based on the United States Nuclear Submarine Force Culture
• How the U.S. Nuclear Navy achieves a high level of success in a complex and technical environment while maintaining a superb safety record
• Three leadership and management tools essential to developing and sustaining a HRO
• Learn about the Nuclear Navy’s simple but powerful methods for incident root cause and corrective action
• The role Management Systems, Culture, and Leadership play in HROs
• HRO Culture Transformation: The good, the bad and the ugly
• Examine the five cultural elements critical to the U.S. Nuclear Navy’s success and how they might fit into your organization’s culture
• Getting alignment at the top of the organization
• Putting “eyes on target” to assess the HRO gaps
• Coaching and mentoring for lasting organizational culture change
• Sustaining an HRO Culture
• Case Study in HRO Transformation: An International Integrated Oil & Gas Company tackles HRO Culture Change – lessons learned and how you can apply them to your organization
Bob Koonce, Founder and Managing Partner at High Reliability Group LLC

Bob Koonce

Founder and Managing Partner
High Reliability Group LLC

8:30 am - 10:30 am Workshop B: Solving 5 Key Engineering Information Management Challenges in Process Manufacturing

Poor engineering information management can have significant
consequences for process manufacturers. With the vast amount of
information being shared, it can be extremely challenging to keep track
of mission-critical engineering documentation throughout the entirety of
the asset lifecycle, potentially leading to costly fines and non-compliance
with industry-specific guidelines and regulations. This workshop will
reveal best practices for maintaining asset information throughout the
asset lifecycle, a vision for the future of asset information management
(AIM), and methods to break down information silos to facilitate the
documentation handover process between disparate departments and
external contractors.
During the workshop, we will provide various case studies and examples
of how some of the largest organizations in the process manufacturing
industry have overcome their engineering information management
challenges. In this workshop, you will:
• Discuss challenges that are unique to the Process Manufacturing
Industry
• Learn about various changes trends that are drastically affecting the
Process Manufacturing Market
• Understand the hidden cost of incomplete documents at handover
• Learn how to maintain your digital asset information
• Learn how to keep track of your asset documentation throughout the
Asset Lifecycle
Arjen Bos, Product Owner at Accruent

Arjen Bos

Product Owner
Accruent

8:30 am - 10:30 am Workshop C: Human Factors and Procedure Management: Increasing reliability with next generation procedures

This workshop will take you through the tools available for next generation procedure management and will discuss why many current procedure management programs can be enhanced to provide the possibility of continuous improvement feedback, high compliance, simple authoring and use/edit tracking all with the end goal of pursuing operational excellence. Topics covered will be:
• Human factors associated with accidents, how to minimize them
• The procedure lifecycle, how to increase feedback and review efficiency
• The importance of content architecture to best to define content requirements, deliver effective training and facilitate procedural
content as tactical implementation for your OpEx strategy.
• Insight into procedure classification, review procedure best practices, minimize disruption, and track use and improvements to reduce risk and improve profitability
• Close with what you can do tomorrow to your operating procedures towards the next generation of operational excellence
Camille Peres, Associate Professor, Environmental and Occupational Health at Texas A&M University

Camille Peres

Associate Professor, Environmental and Occupational Health
Texas A&M University

10:30 am - 10:45 am Morning Break for Workshop Attendees


10:45 am - 12:45 pm Workshop D: Operations Excellence: Building a lean, but effective, organization to thrive in every market environment

• 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?
• Setting clear goals and targets for operations excellence
• Aligning leadership and the rest of the organization
• 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
Cristian Matei, Head of Business Transformation at Veolia Group

Cristian Matei

Head of Business Transformation
Veolia Group

10:45 am - 12:45 pm Workshop E: Critical Success factors in Operations Management System design and implementation: Why, How, and What?

Many companies have implemented management systems to improve conformance and execution in order to achieve a better state of performance in the pursuit of Operational Excellence. Companies like Andeavor, Marathon Petroleum, Chevron, Exxon and Koch have had tremendous success with their management systems. However, many other companies have found their management systems bureaucratic, costly, complex, and ineffective. This session will highlight the critical success factors in Operational Excellence Management System (OEMS) design and implementation.
• Why dynamic, constantly evolving, and combined Operational Excellence Management Systems are needed more than ever
• How to define the “Size of the Prize” and deliver value through implementation of OEMS
• Use of Lean Principles, Plan-Do-Check-Adjust, and the Six Sigma Methodology to build new and improve existing OEMS
• Why Operational Discipline (OD) system is needed to execute the Operational Excellence Management System
• Bring OEMS to Life with Leadership to Life (L2L) – Sustain it with Operational Discipline (OD), Human Factors, and Behavioral Science
• Executive Stewardship, Operational Leadership, and Tactical Ownership
Grigor Bambekov, Head of Sustainability and Stakeholder Engagement at Marathon Petroleum Corporation

Grigor Bambekov

Head of Sustainability and Stakeholder Engagement
Marathon Petroleum Corporation

10:45 am - 12:45 pm Workshop F: Digital Transformation: 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

8:00 am - 8:30 am Networking Luncheon for workshop attendees

1:15 pm - 3:15 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
Rajiv Anand, Co-Founder and CEO at Quartic.ai

Rajiv Anand

Co-Founder and CEO
Quartic.ai

1:15 pm - 3:15 pm Workshop H: Drive Breakthrough Reliability Improvement Using the Voice of the Experts

Julie Thyne has worked for The Dow Chemical Company for the last 20 years in a variety of manufacturing and engineering positions. She is currently the Continuous Improvement Leader for North America. Julie is the recipient of the 2014 STEP Ahead award from the Manufacturing Institute.
In this workshop, Julie will demonstrate how you can vastly improve reliability using "voice of the experts" in your organization:
• Who are the experts in your organization?
• How do you unlock breakthrough idea generation?
• How can you transfer plant to-do lists into reliability results?
Julie Thyne, North America Continuous Improvement Lead at Dow Chemical

Julie Thyne

North America Continuous Improvement Lead
Dow Chemical

1:15 pm - 3:15 pm Workshop I: Creating a Risk Management Discipline

Most organizations have implemented a risk management program that identifies strategic and compliance risks. The compliance risk program is normally driven by sets of rules for potential events that can be foreseen. Unfortunately, rules-based risk management frequently does not prevent problems that we didn’t anticipate, nor does it provide approaches for mitigation that should be taken when a problem does occur.
Tony Hayward was determined to make safety a top priority when he became the CEO of BP in 2007. He instituted requirements around lids on coffee cups and texting while driving, but three years later while he was still CEO the Deepwater Horizon rig exploded. The results of a US investigation included an assessment that the disaster was created by management failures that impacted, “the ability of individuals involved to identify the risks they faced and to properly evaluate, communicate, and address them.”
Unforeseen problems are costly, negatively impact customer satisfaction, and often impact an organization’s reputation and brand. For projects and tasks, big and small, it is important to proactively evaluate and plan for the potential problems that could occur so that risks are managed, and you are ready to respond with agility.
Through facilitated simulation scenarios, this workshop will provide participants with an overview to improve your risk assessment and mitigation skills:
·         Develop the skills and real-world practice in our simulation-based scenarios to help manage risk in your organization
·         Keep your organization’s operations up and running during changes, fixes, maintenance, and improvements by minimizing productivity loss or damage due to unexpected or unmanaged risks
·         Stay productive through challenging situations
·         Protect your assets and reputation
·         Minimize financial loss and reputational exposure to your business by identifying potential issues and creating an actionable plan to combat them
·         Increase agility
·         Increase your organization’s ability to respond quickly and safely when things go wrong
Ingrid Dueck, Client Relationship Manager, Consultant at Kepner-Tregoe

Ingrid Dueck

Client Relationship Manager, Consultant
Kepner-Tregoe

3:15 pm - 3:30 pm Networking Break for Workshop Attendees

3:30 pm - 4:00 pm Workshop J: Process Safety and Operational Excellence: Realizing the connection between safe operations and efficient operations

• What does it mean to achieve excellence in health and safety?
• Integrating safety performance improvement with Operations Excellence and management systems
• Constructing a health and safety program that is not only effective in limiting incidents, but that is optimized operationally
• World class incident management is no accident
• Integrating process safety together with personal safety in decision making
• The new performance standard: Establishing principles and structures that begin with safety - and then applying them to other areas of the business
• What’s required to be successful? Designing a model that’s broad enough to be applicable to all of your assets
• Creating a culture of 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

3:30 pm - 5:30 pm Workshop K: Driving Operational Excellence to the Frontline: How to translate the business strategy into action

In this session, DuPont experts will lead a simulation to illustrate best practices for engaging their frontline employees, in order to drive the success of their operational excellence programs. Leaders are invested in getting the most out of their assets. Organizations are turning to operational excellence strategies, but these often fail to deliver desired outcomes. Most failures have nothing to do with the strategy, but can be attributed to poor execution and adoption by the frontline employees who are doing the work. Most employees are passive recipients of strategies, made without their input. They are not stakeholders, have not bought into the program, and are not
invested in its success.
In this session, attendees will participate in an interactive simulation to illustrate how the allocation of effort, time, and resources can affect the success of operational excellence programs. After the simulation, DuPont experts will lead a discussion how the participants’ choices brought about the outcomes. Finally, the presenters will share tactics and best practices on how to engage frontline employees to buy into OpEx programs.
Lawrence Short, Senior Manager, Organizational Transformation at DuPont Sustainable Solutions

Lawrence Short

Senior Manager, Organizational Transformation
DuPont Sustainable Solutions

Alfonsius Ariawan, Global Solutions Architect at DuPont Sustainable Solutions

Alfonsius Ariawan

Global Solutions Architect
DuPont Sustainable Solutions

3:30 pm - 4:00 pm Workshop L: Cost Performance: Reducing cost and complexity in your operations

Much of the value created by the energy, chemicals and resources industries over the past decades was soaked up by complexity and inefficiency. Then the downturn hit, and efficiency became the industry’s most critical priority. But as oil prices rise, the cost discipline so many fought hard to build can be lost. Successful companies in hazardous industries will bring the lessons of the downturn into
the recovery.
This workshop will give you the opportunity to identify the key levers for driving out cost and complexity in your operations.
Learn how you can fight back by participating in group discussions – we’ll examine 5 key levers for drive out cost and complexity in your operations now including:
• Optimizing Headcount and Talent
• Improving Workforce Efficiency
• Standardizing Technologies
• Enhancing Supply Chain Collaboration
• Optimizing Maintenance
When used correctly the above levers can deliver sizable
improvements to efficiency, agility and, ultimately, financial
performance.

5:45 pm - 8:00 pm Evening Masterclas & Dinner: Culture and Business Transformation: Making the Impossible, Possible

If “culture eats strategy for breakfast”, operational excellence, safety, and high reliability may easily become side dishes. Nearly 90% of all major organizational initiatives or programs die a slow death, systematically chewed up by the jaws of culture. Let’s break the cycle and serve a dinner of best practices from great, enduring organizations that have transformed their cultures into their greatest competitive advantage.
This Executive Masterclass and Dinner session will highlight effective mechanisms and practical approaches for cultural transformation:
• Evaluating cultural status, history and resistance to change
• Intentionally designing a culture for competitive advantage
• Identifying and engaging cultural champions, influencers, and leaders
• Engaging and energizing the workforce to implement change that creates value
• Accelerating leadership development aligned with the new culture
• Transforming apathy and complacency into a purpose driven organization that delivers results
Jose Pires, Former Vice President of Enterprise Business Improvement & Productivity at Andeavor

Jose Pires

Former Vice President of Enterprise Business Improvement & Productivity
Andeavor