lr seminar_proactive technical operational excellent

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Working togetherfor a safer world

Lloyds Register and variants of it are trading names of Lloyds Register Group Limited, its subsidiaries and affiliates.Copyright Lloyd's Register Asia. 2016. A member of the Lloyds Register group.

Lloyd s Register Seminar

Proactive Technical Operational xcellent

Presentation pack

Lloyd's Register Asia

16 February 2016


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Proactive Technical Operational ExcellentShangri-La Hotel, Surabaya16 February 2016

Lloyd's Register Seminar

Agenda

Time Agenda Topic

08:30 09:00 hrs Arrival of guests - Registration

Welcome tea & coffee

09:00 09:30 hrs Welcome - Safety and Opening Remarks

09:30 10:30 hrs Strategic Maintenance and Reliability Management in Modern ShipManagement

Lee Geok Hwee, Marine Business Manager for Malaysia

10:30 11.00 hrs Coffee break

11:00 12.00 hrs Critical Soft Skill Capabilities for Managing Change

Lee Geok Hwee, Marine Business Manager for Malaysia12:00 12:30 hrs Panel Discussion and closing

12:00 13:30 hrs Lunch


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Strategic Maintenance and Reliability Management inModern Ship Management

Lee Geok HweeMarine Business Manager - Malaysia


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Strategic Maintenance and ReliabilityManagement in Modern Ship Management

Lee Geok HweeMarine Business Manager for Malaysia

Lloyds Register Seminar 22 September 2015

Aims for these presentations are.

To raise thinking on Strategic Maintenance & ReliabilityManagement:

Maintenance & Reliability Management

Defect Elimination Strategy Other Supplementary Strategic Perspectives


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Domains of Operation

Regressive

Reactive

Planned

ImprovedPrecision

WorldClass

Rewards:

Driver:

Behavior:

Staged Decay Shortterm savings

Meet Budget

Decaying

OvertimeHeroes

Breakdowns

Responding

No SurprisesCompetitive

Avoid Failures

Planning

CompetitiveAdvantage

Uptime

Org. Discipline

Best in Class

Growth

Org. Learning

-Predict

-Plan

-Schedule

-Coordinate

-Cost focus

-Eliminate

Defects

-Improve

Precision

-Redesign

-Value Focus

-Alignment(shared vision)

-Integrating(supply, logistics

Prod mktg)

-Differentiating(new system

performance)

-Alliances

o

m

e

M

u

e

DontFix It

Fix itafter itbreaks

Fix itbeforeit breaks

Dont Just FixIt, Improve It

Innovation


Physical Asset Maintenance & Reliability Process

Review BusinessGoals

Identify AssetsContributing toBusiness Goals

PrioritizeCritical Assets

Establish TargetPerformance

Standards

Work

Identification

PerformanceAnalysis

WorkPlanning

WorkFollow-up

Work

Scheduling

WorkExecution

SustainedMaintenance

Loop

Plan

BUSINESS REVIEW

Improve

Assess

Control

PLANNED MAINTENANCE PROCESS

MaintenanceEffectiveness

MaintenanceEfficiency

ComputerizedMaintenanceManagement

System

ContinuousImprovement

Loop


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Why You NeedDefect Elimination and Failure Prevention

Design Errors

Fabrication Errors

Operating ErrorsManagement Errors

Workmanship Errors

Installation Errors

Defect Creation

Your Operation is a Bucket for Collecting Defects

Business-wide Errors


Problems Waste Time, Money and Resources

Defect Management

Business Systems and Maintenance Help YouHandle Failures, and the Problems They Bring

Maintenance Business Systems

Design Errors

Fabrication Errors


Workmanship Errors

Installation Errors



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Eliminate Defects to Prevent Problems

Defect Elimination

The Best Answer is to REDUCE the Numbers of Defects and soREDUCE the Need for Managing Failure and Problems!

Maintenance Business Systems

Design Errors

Fabrication Errors


Workmanship Errors

Installation Errors



When and How to Eliminate, Prevent and Manage Failures?

ErrorDefect

DefectFailure

Monitoring PMSReactive

maintenance

RCFA

Existing strategy

($)

A R E

I P S

ECA/RCM

Maintenanceprocess

optimisation

Maintenancemanagement

system

AssetManagement

designconstruction

commissioning

operation

commercialdecision

spare

Maintenance/ repairs

Predictive maintenance

Precision engineering

DefectElimination

Strategy

Resources PM

Commercialdecision

Design/construction

Maintenance/operation

Reliability funnel

$$


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Criticality Assessment and Integrity Management

ReviewBusiness Goals

Identify Fleet &Vessel Goals

Assess CriticalEquipment

Establish TargetPerformance

Standards

CriticalityAssessment

Assess CriticalSystems

Availability

Reliability Maintainability

DesignConstructionOperationMaintenance

People + Process + Technology

Integrity Management


Assets Life Cycle Cost and Potential Savings

Percentage

ofthe

Life

Cycle

Cost

Conceptual&

PreliminaryDesign

100%

50%

0%Detail

Design,Procurement

&Development

Construction &Commissioning

OperationalPhase

Opportunity for lifecycle cost savings

Expenditure if we buildin availability

Usualexpenditure

Inherent reliability & maintainability maintenance

CostSavings


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Operating Domains

PerformanceMeasures

Behavior:React toDefects

(Reflexive)

AnticipateDefects

(imposition ofwill)

OrganizationalDiscipline

(Eliminate Sources ofDefects)

Reactive

Planned

PrecisionFix it after itbreaks

Fix it beforeit breaks

Dont just fixit ; Improve it

Improveefficiency

Eliminatework


Working Smarter versus Working Harder

Organizational

Discipline

Responsive

Work

M

O

W

O

Planned

Work

OPER TION L PERFORM N E

Eliminate Sources of

Defects

Take defects

out faster

ReactiveDomain

PlannedDomain

PrecisionDomain

Trying to planUnplannable work

EliminatingUnplannable work


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Systems Thinking is Needed for Uptime

BudgetPressure

CostsRising

Reliability(improving)

Focus on Preventive& Predictive with

Planning &Scheduling

Complete allrequired PMs

Morale

Improves

Productivity Improves

SmootherOperation

UptimeImproves

Time forScientific Analysis of

Data

DefectElimination

ReactiveOperation

Short TermFocus

Rat

Race

Change to WinProgram

CostsImproving

IntegrateEngineering,Operations,Maintenance


RISK = CHANCE X CONSEQUENCE

Engineering & maintenance standard

Standard operating procedures

FMEA/RCM

HAZID/HAZOP study

RCFA/Design out maintenance

Precision maintenance

Lubrication management

Training & up-skilling

Quality management system

Continuous improvement

Planning & scheduling

Supply chain management

Reliability engineering

Preventive maintenance

Corrective maintenance

Predictive maintenance

Vibration analysis

Oil analysis

Thermography

Motor current analysis

Non-destructive testing

Prognostic analysis

Emergency management

Risk Based inspection

Operator watch-keeping

Chance Reduction StrategiesConsequence Reduction

Strategies

Risk Management Strategies

To reduce the frequency of failure To reduce the cost of failure


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Important of Precision Skills

Can be

dramatically

reduced

CBM

alone

CBM plus Precision

Skills

Time

? ? ?

Reduced Frequency of Failure

Reduced Infant

Mortality Risk

ConditionalProbabilityofFailure


Why many maintenance improvement initiativesfail to deliver expected results: Hedgehog or Fox?

Plannedmaintenance Predictive

maintenance

Breakthrough

Identify BestPractices

Build up

TheHedgehog

The FoxTPM

CBM

AM RCM


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Nobody Ever Gets Credit for FixingProblems that Never Happened


Conclusion

Doing the right tasks right, at the right time and with theright resources

Develop reliability culture and pursue defect elimination

strategy Do not neglect the soft side of change management

Finally adoption of system approach to be world class


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Lloyds Register and variants of it are trading names of Lloyds Register Group Limited, its subsidiaries and affiliates.Copyright Lloyds Register Asia. 2015. A member of the Lloyds Register group.

Lee Geok HweeMarine Business Manager for MalaysiaM +6012 301 7628 E [email protected]

Lloyds RegisterSuite 21-04, Level 21 Menara Tan & Tan, 207 Jalan Tun Razak50400, Kuala Lumpur, Malaysia



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Critical Soft Skill Capabilities for Managing Change

Lee Geok Hwee

Marine Business Manager - Malaysia


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Critical Soft Skill Capabilities for Managing Change

Lee Geok HweeMarine Business Manager for Malaysia

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The objectives of this presentation

Explain Integral Model based on law of creation coveringindividual, group and organisation dimension

Link Integral Model to 4 level of maturity ladder and 4

level of deeper learning & change Core discipline of learning organisation

Challenges of sustaining change


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The Blind Spot of Leadership

Source

Who

Blind Spot Inner placefrom where we operate

rocess

How

Results

What

IWe

IT


Integral Model


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Field:

Structure

Of Attention

1Downloading:

Talking nice

2Debate:

Talking tough

3Dialogue:

Reflective inquiry

4Presencing:

Generative flow

Conversation

Speaking from what I thinkDivergent views: I am my point of viewAdaptive system (say what you think)

Speaking from seeing myself as part of thewholeFrom defending to inquiry into viewpointsSelf-reflective system (reflect on your part)

Speaking from what they want to hearPolite routines, empty phrasesAutistic system (not saying what you think)

Speaking from what is moving throughStilness, collective creativity, flowGenerative system(identity shift: authentic self)

I-in-me

I-in-it

I-in-you

I-in-now

Field


Levels of Listening

disconfirming

[new] data

LISTENING 2:from outside

Factuallisteningnoticingdifferences

seeing throughanother persons eyesemotional connection

LISTENING 3:from within

Empathiclistening

reconfirming oldopinions & judgments

Downloadinghabits of judgment

LISTENING 1:from habits

connecting to anemerging future whole;shift in identity and self

LISTENING 4:from Source

Generativelistening(from the futurewanting to emerge)

OpenWill

OpenHeart

Open

Mind


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Four Levels of Responding to Change

1. Reacting: quick fixes

3. Reframing: values, beliefs

2. Redesigning: policies

4. Regenerating: sources of commitment andenergy

Sourceof energy,inspirationand will

Manifestaction

Thinking

Process,structure


Reflective conversation

Mental modelsTeam learning

spiration

Personal masteryShared vision

Understanding complexity

Systems thinking

capacity to reflecton assumptions andpatterns ofbehavior

capacity of individuals and teamsto orient towards what they trulycare about

capacity tounderstand andchange complexsystems

Core Learning Capabilities for teams:Peter Senge


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Personal Mastery

PersonalMastery

Personal Vision

Holding Creative Tension

Structural Conflict: ThePower of your Powerlessness

Commitment to the truth

Integral Life Practices


Leaps of Abstraction

Left-Hand Column

Balancing Inquiry

and Advocacy

Espoused Theory

versus Theory-in-Use

Mental Model

MentalModels


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Shared Vision

EncouragingPersonal Vision

Guidelines forEnrollment andCommitment

Spreading Visions

Anchoring VisionIn a set of

Governing Ideas

Creative Tension andCommitment to the Truth

Positive versus

Negative Vision

From Personal VisionsTo Shared Visions

SharedVision


Systems Thinking Tools

Reinforcing

Feedback

Balancing Process

Systems Archetypes

Delays

Systems

Thinking


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Dialogue and

Discussion

Conflictand Defensive

routines

TeamLearning

Team Learning


Ladder of Inference Left Hand Column

Mental Models

Systems Thinking

Personal Mastery

Personal Vision

Shared Vision

Team Learning

Mutual

Learning

Model

Skillful

Discussion

Dialogue

Defensive Routines

Alignment not Agreement

Collective Mental

Models or Culture

Loops Archetypes

1

4

2

3

5

The Five Learning Disciplines

Integral Life Practices

Espoused Theory Vs

Theory-In-Used

Creative Integral Tensions

Integral Learning Change

Presencing

Theory U


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Skills and

Capabilities

DOMAIN OF ENDURING

CHANGE

(deep learning cycle)

Atti tud es

and Beliefs

Theory, Methods

and Tools

(Design for Learning)

Awareness and

Sensibilities

Peter Senge, 1990

Guiding Ideas

(Purpose, Vision , Values)

Operationalize

DOMAIN OF ACTION

(organisational

architecture)

Innovations in

Infrastructure

(Support for innovations

and learning)

Learning Organisation


Conclusion

Organisations are products of the ways that people inthem think and interact

To change organisations for the better, you must give

people the opportunity to change the ways they thinkand interact

Address the blind spot of leadership across the threedimensions

Fifth Discipline learning capabilities as driver of change


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Lloyds Register and variants of it are trading names of Lloyds Register Group Limited, its subsidiaries and affiliates.Copyright Lloyds Register Asia. 2015. A member of the Lloyds Register group.

Lee Geok HweeMarine Business Manager for MalaysiaM +6012 301 7628 E [email protected]

Lloyds RegisterSuite 21-04, Level 21 Menara Tan & Tan, 207 Jalan Tun Razak50400, Kuala Lumpur, Malaysia



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Feedback and keep in touch

Thank you for attending this workshop. We hope you found it interesting and informative.

1. If you have any feedback for the workshop, please contact our speakers or

Carmen ChiaMarine Business Support SpecialistSouth Asia AreaT: +603 2034 9012M: +6012 230 7008E:[email protected]

2. For further information about Lloyd's Register Marine Business in Indonesia, please contact

Fahmi IrfaniMarine Business Development Manager South Asia EastT: +62 (0)21 296 43551M: +62 (0)812 101 3193E:[email protected]
mailto:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]:[email protected]

lr seminar_proactive technical operational excellent

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