adel al terkait - knowledge management at kpc

Knowledge Management @ KPC

July 2005

Lost Knowledge

Knowledge is Power!

Variable Performance

Organizational Silos

Islands of Excellence

Strong Hierarchy

Internal Competition

Not Invented Here

2030 Strategy

"Ambition without Knowledge is Like a Boat on Dry Land." Mark Lee

CoPs

LL System

K Planning

K Retention

BPT

Storytelling

Last Update: 11 Mar 2010 Previous/Current Work – Future Work

Strategy-Knowledge Link

Strategy-Knowledge Link

Strategy-Knowledge Link

Knowledge-Strategy Link

Knowledge-Strategy Link

Knowledge-Strategy Link

What a Competitor Will Know

What a Competitor

Knows

What an Organization

Must Know

What an Organization

Knows

What a Competitor

Will Do

What a Competitor

Can Do

What an Organization

Must Do

What an Organization

Can Do

What an Individual

Must Know

What an Individual

Knows

What an Individual Must Do

What an Individual

Can Do

Strategic Gap

Knowledge Gap

The Strategy-Knowledge Link:

Source: Dr. Dan Kirsch

K Matchmaking

Best Practice Transfer (BPT)

K Sharing is not Enough!

What is a Best Practice:

“Repeatable activity that

routinely results in

superior performance.”

Source: Kent Greenes

Continuous Improvement:

Good Idea

Good Practice

Best Practice

Standard

Current

Scope

for the

Program

What to Transfer:

Expected Level

for Transfer

Category

Process

Group 1

Process

Group 2

Process

Group 3

Process 1 Process 2 Process 3

Activity or

Practice 1

Activity or

Practice 2

Activity or

Practice 3

Work

Steps

Current

Method

Company

A

Company

B

Company

C

Best of Best

Process

1

2

4

3

5

3

2

1

4

Best Practice Model:

Source: Dr. Robert Camp

What to Gain by Sharing?

Source: Kent Greenes

Prize 2

Prize 1

Known Knowledge Gap

Best Performance

Before Sharing

A B C D Company:

Breakthrough Performance by Leveraging

Collective Know-How

Communities of Practice (CoPs)

Volunteers

extended

What is a Community of Practice (CoP)?

• A core team of peer-recognised strong performers who have an ability to influence change, can share knowledge with and learn from others, be committed to achieving improvements for the Group as a whole, and can build strong relationships.

• A wider network of people working on the same topic, facing the

same challenges, who can learn from each other and from the stored knowledge of the community.

core

Source: Dr. Nick Milton

Community vs. Committee:

Community • Many people

• Mostly workers

• Community leader helps the community to reach agreement

• Exchange ideas without meeting

• Meet online all the time

• Support committees by making recommendations

Committee • Few people

• Mostly managers

• Committee head has decision-making authority

• Exchange ideas when they meet

• Meet infrequently

• Make decisions based on community output

Source: Dr. Nick Milton

Knowledge- Stewarding Community

Best Practice Community

Innovation Community

Helping Community

Business Drivers • Technical excellence • Professional development • Thought leadership

• Lower cost through standardization • Consistency of product • Reduce risks • Improve outcomes

• Technical market leadership • Track shifting market trends

• Lower cost through reuse • Preserve technical excellence • Social responsibility • Employee relations

Key Activities and Processes

• Enlist leading experts • Manage Content • Identify emerging trends

• Collecting, vetting, publishing • Enforcing

• Share insights and warning signs • Decipher trends

• Connecting members • Knowing who’s who

Knowledge • Tacit to explicit and tacit to tacit

• Low on tacit • Explicit to explicit

• Explicit to tacit (sense-making)

• Tacit – high socialization

Source: APQC

Types of CoPs

Community Activities for Adding Value • Solving problems for each other

• Mentoring and coaching each other

• Learning before (Peer Assist)

• Learning during (After Action Review)

• Learning after (Retrospect)

• Benchmarking performance with each other

• Exchanging resources

• Collaborating on purchasing (buying things that any one member could not justify)

• Collaborating on contracts (using the purchasing power of the community)

• Cooperating on trials and pilots

• Publishing joint-papers (and presenting at conferences)

• Importing Knowledge

• Sharing and transferring best practices

• Sharing results of studies

• Exchanging equipment (re-use old equipment, share spares)

• Warning of risks

• Building and maintaining documented best practices

• Developing checklists and templates

• Identifying knowledge retention issues

• Identifying training gaps and collaborating on training provision

• Creating Knowledge (Innovation) – new products, services or opportunities

Last Update: 6 Jan 2011

Money saved Work simplified “Learning before”

(Estimated value KD)

Saved time Work avoided Faster implementation

(Estimated value days)

Rework avoided Resources shared Improved productivity

Better decisions Resources reused Improved satisfaction

Travel avoided Worksteps removed Behaviour change

Improved safety Reduced business risk Morale improved

Reduced emissions Reduced health risks Energy saved

Better quality Customer satisfaction Enhanced reputation

Value Added:

Benefits of having a CoP (WIIFM):

Source: Dr. Etienne Wenger

Existing Communities

• Automation

• Energy Efficiency

• Environment

• Health

• Inspection & Corrosion

• Performance Management

• Project Management

• Safety

• Talent Management

• Turnaround

Last Update: 19 April 2010 New Communities launched in 2010

Community Leader

Core Team

Extended Community

Best Practice Program

BP PMO

MD

CEO

BP Sponsor

BP Champion Community Structure

Support relationship

Community

Sponsor

Direction & Support

Facilitator

Phase 3

Deputy Leader

BP Steering

Committee

Delivery

DMD

Delivery

Storytelling

Outcomes

Better Practice Transfers during Phase 1:

Best Practice

Transferred Adopters Sources Benefits

Elimination of Freight Forwarding

Contracts by Foreign Suppliers KNPC KOC

Impacted decision to eliminate a KD 3MM foreign

supplier contract.

Peer Assist Knowledge Transfer

Process KOC

BP, SAIC,

Shell, SA

Accelerated transfer of Best Practices and lessons

learned before a project begins.

Incoming Material Inspection

Policy KNPC KOC

Increased quality of materials received from

suppliers.

Use of e-Procurement Reverse

Auction Tools (TEJARI) for

Purchase Quotations Under

5,000KD

KGOC +

Under

review by

KPC, KNPC,

KPI

PIC

- Reduction in days to close RFQ from 30 to 4

- Reduction from 12 signatures to 2

- Reduction of 18 employee touches to 3

Work Handover Guidelines for

Scheduled Leave

KGOC & PIC +

Adaptation in

progress by

KPC & KPI

KNPC

All pending actions and tasks assigned and

understood, completed as scheduled, which led to

consistency in operations – a “Simple format with

superb results.”

Case Study (Qualification):

Contractor Qualified Staff

Unqualified Staff

Case Study (Qualification):

Contractor Qualified Staff

Unqualified Staff

Case Study (Qualification):

Contractor

Community

Qualified Staff

Unqualified Staff

Better Practice Transfers during Phase 2:

Community Topic Source Adopter Case study

Video Benefit

Project Mgt Risk Log KNPC KOTC Yes Yes Efficiency

Perf Mgt Management Action Tracking System

KOC KPC, KPI, KGOC, KOC

Yes Yes Money +Efficiency +Time

Environment

Sharing Light Bulb Recycling Resources

KOC KPC Yes Yes Hazard +Money

Safety Job Safety Analysis KOC KOTC Yes Yes Hazard reduction +Time

Recruitment Contracts KPC KOC Yes Yes Time +Compliance

I&C Qualification KOC KNPC Yes Yes Quality

Better Practice Transfers during Phase 3: Community Practice

Automation •Automating SPATS

Energy Efficiency •Sensor-controlled office lighting •GEM steam traps

Environment •Faucets •Worm Farms

Health •Smoking campaign material •Ergonomics study

I&C

•Transformer Rectifiers •Ammonium Bisulphite •Contractor pre-qualification •Corrosion coupon retrieval procedure

Perf. Management •Automated Balanced Scorecard •Six Sigma

Project Management •Value Creation Template •KNPC project management templates

Safety

•Driver speed monitor •Visitor induction video •UD Induction •HSE training centre •PPE •Electronic work permits •HSE live

Talent Management •Top 5 Talents

Turnaround •KNPC Turnaround manual

24

Knowledge is Power!

There is more!

Think Together

A New Venue to

Breakthroughs

Need Help?

Adel M. Saleh Al-Terkait Head of Best Practice PMO

Kuwait Petroleum Corporation (KPC)

P.O. Box 26565

13126 - Safat

KUWAIT

Direct: (+965) 2499 3588

Assist: (+965) 2499 3583

Fax: (+965) 2499 3581

Mobile: (+965) 6600 0428

Email: aterkait@kpc.com.kw

Profile: http://www.linkedin.com/in/aterkait

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