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© Centrica plc, 2015

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Can workplace management systems influence

workplace cultures?

Faye de Wolf, Operational Excellence Coach

Centrica


Who am I?

Working me……

• Bsc Environmental Hazards & Disaster Management

• 2.5 years working within the Centrica, Morecambe Hub as an

Environment Advisor

• 2.5 years as Operational Excellence Coach, sitting within

Operations.

• 1 year as a Pioneering Practitioner as an additional role.

Personal me….

• Lived in India for 1 year

• Have a friendly pet snake, called Cornelius

• Still getting used to the name “de Wolf” as I have only had it for 1.5

months!

2


3

Who are Centrica Where does Exploration & Production sit?


How did this all begin?

• We needed a step change in performance

• We needed help from someone outside of Centrica

• We had a desire to change

4


What is MCRS®?

5

Management, control & reporting system

A Management Control

Reporting System (MCRS®) is

a closed-loop system,

comprising of structured

information, documents and

meetings, used to deliver

quantifiable business

performance improvements.

It also links together company strategy, operational strategy and

day to day activity.


6

Problem Resolution

Understanding where you went wrong and how to make sure it doesn’t happen

again.

Forecast

Knowing where we are going.

Plan

Understanding how we get

there.

Control

Making sure you get there.

Report

How well did you do it?

What is MCRS®? Management, control & reporting system


Systems are NOT just computers

Meetings & Reviews

Reports & Documents Information Systems

Plans & Schedules

What is MCRS®? Management, control & reporting system elements


Vision

Activity

1.1

Activity

1.2

Activity

1.3

Activity

1.4

Activity

1.5

Activity

1.6

Activity

1.7

Activity

3.1

Activity

3.2

Activity

3.3

Activity

3.4

Activity

3.5

Activity

3.6

Activity

3.7

RESULTS

PI

PI

PI

KP

I

PI

PI

PI

KP

I

KP

I

KPI lev 1

KPI level 2 KPI level 2

PI lev 3 KPI lev 3 KPI lev 3

KPI-tree R = Responsible A = Accountable C= Consulted I = Informed

Roles and responsibilities

Activiteit

Ro

llen

/ F

un

cti

es

Opera

tions M

anager

Pro

duct

Lin

e M

anager

Pro

duct

Coord

inato

r

Opera

tions S

uperv

isor

Supply

Chain

Ware

housin

g

Manager

Impro

ve

Opera

tors

/ T

echnic

ians

AT

O

Engin

eers

Team

leid

er

Labora

torium

Main

tenance

Managin

g D

irecto

r

Maken S&OP Plan E V V

Maken Production Schedule I EV I I I I I I I I I

Aanvoeren Grondstoffen (intern) E V

Uitvoeren ProductieVoorschift & monitoren ? (E?) EV

Beslissen onderzoek / Campagne afbreken E R V V V

Prioriteiten Oplossingen E E

Beslissen aanpassing Production Schedule R EV R

Beslissen wijziging PV E V

Wijzigen PV (in PVW) E I V R

Beslissen Campgne einde R(E)? V(E)?

Uitvoeren C.O. schoonmaak EV

Uitvoeren C.O. reparatie & onderhoud E V

R

RR E

E V

E

V

V V

EV

RE

E

R RE

R

RR

EV

RI

E

I

R

E

E

E

EV E

E

E

PU Manager

(1)

Operation Support

(5)

F&A

(1)

BLS

(6)

LTM 1201/PLEC

(1)

Tech. Support

(1)

LTM 1202/3-HSAL

(1)

Secretariaat

(1)

P&O

(1)

Logistiek

(3)

QL

(1)

ME

(2)

ME

(1)

TL

(5)

QL

(1)

TL

(3)

Teams

(3x9)

TL PLEC

(1)

Hal monteurs(5x2)

Teams(5x19)

PE

(1)

HSAL

(2)

PE

(1)

Team(2)

Improvement

(1)

Verwerving

(1)

M-Monteurs (7)

TS-E

(1)

E-Monteurs(9)

PU Manager

(1)

Operation Support

(5)

F&A

(1)

BLS

(6)

LTM 1201/PLEC

(1)

Tech. Support

(1)

LTM 1202/3-HSAL

(1)

Secretariaat

(1)

P&O

(1)

Logistiek

(3)

QL

(1)

ME

(2)

ME

(1)

TL

(5)

QL

(1)

TL

(3)

Teams

(3x9)

TL PLEC

(1)

Hal monteurs(5x2)

Teams(5x19)

PE

(1)

HSAL

(2)

PE

(1)

Team(2)

Improvement

(1)

Verwerving

(1)

M-Monteurs (7)

TS-E

(1)

E-Monteurs(9)

PU Manager

(1)

Operation Support

(5)

F&A

(1)

BLS

(6)

LTM 1201/PLEC

(1)

Tech. Support

(1)

LTM 1202/3-HSAL

(1)

Secretariaat

(1)

P&O

(1)

Logistiek

(3)

QL

(1)

ME

(2)

ME

(1)

TL

(5)

QL

(1)

TL

(3)

Teams

(3x9)

TL PLEC

(1)

Hal monteurs(5x2)

Teams(5x19)

PE

(1)

HSAL

(2)

PE

(1)

Team(2)

Improvement

(1)

Verwerving

(1)

M-Monteurs (7)

TS-E

(1)

E-Monteurs(9)

EFFECTIVE

MEETINGS

STATUS PEM e-LearningDepartment: Project Managemnt & Control

0 0-3 -3

-6 -6-9 -9

-12 -12-15 -15

-18-21 -22

-25 -26-29 -30 -30

51

-40

-30

-20

-10

0

10

20

30

40

50

60

Week (2006)

# People

Passed

Target

(Cumulative)

Actual (Cumulative)

Deviation (Target -

Actual)

Planned

Target (Cumulative) 21 21 24 24 27 27 30 30 33 33 36 36 39 42 43 46 47 50 51 51

Actual (Cumulative) 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21 21

Deviation (Target - Actual) 0 0 -3 -3 -6 -6 -9 -9 -12 -12 -15 -15 -18 -21 -22 -25 -26 -29 -30 -30

Planned 21 22 23 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24 24

33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52

20 © Celerant Consulting

An example Terms of Reference

TIMING: 30 minutes

FREQUENCY: Daily

TIME: 17:00

VENUE: Project Office

AGENDA1) Review previous Action log2) Area Status Report (ASR) update (see objectives to the

left)3) PM Project Update & steering group issues capture (top

down / bottom up)4) Any Other Business5) Review new actions

OBJECTIVES Daily: Identify project inter-dependencies, key engagement

issues and other barriers Monday: Progress made against previous week’s plans Tuesday: Benefits focus – action plans to mitigate gaps Wednesday: SIS focus - action plans to mitigate gaps Thursday: Define outputs, resource / support requirements

and update engagement plan for the following week

INPUTS1) ASRs2) Action log3) Benefit tracker4) Diaries5) Engagement matrix6) Risk log

OUTPUTS1) Updated action log2) Updated engagement

matrix3) Issues and risks to

escalate to SG

GROUND RULES1) Individuals are responsible for delivering their own actions2) Come prepared3) Start and finish on time4) Phones off5) Ask for help

ATTENDEESChair: Celerant Manager

• Celerant Team

TOR

REPORTS

ACTION LOG

What is MCRS®? Management, control & reporting system elements


MEETINGS

9

forecast control plan report

Level 3

Level 2

Level 1 Forecast

KPIs

KPIs

KPIs

D

A

D

A

MEETINGS

Plan

MEETINGS

SIC

MEETINGS

Report

D

A

D

A

MEETINGS

Report

MEETINGS

Report

What is MCRS®? What is Short Interval Control?


• tracks a variable at the shortest possible interval.

• developed and used by the people at the ‘coal face’ of the process

(e.g., filled in by hand if needed!).

• used for communication over shifts over time.



Aiming for a target

• Sailing with the island as the target

• This journey would normally take 4 days

Day 1

Day 2

Day 3

Day 4



• Captain checks location after 4 days

• Necessary corrections are made

Day 1

Day 2

Day 3

Day 4 Day-5&6

( 2 days

lost)



Allows those individuals in control of the outcome actually manage it.

If RACI isn’t correct you build a culture that wait for a response from

management resulting in people not trusting their own competencies

and as a result won’t take accountability for what they do.

A strong MCRS® resolves this by putting in place the correct RACI

across all levels of the organisation.



What do we do to make this work?

First we run Boot Camp….


First we run Boot Camp….

Change Management

& behaviours

Effective

Communications Team building

activities



1

6

MEETINGS

16

forecast control plan report

Level 3

Level 2

Level 1 Forecast

KPIs

KPIs

KPIs

D

A

D

A

MEETINGS

Plan

MEETINGS

SIC

MEETINGS

Report

D

A

D

A

MEETINGS

Report

MEETINGS

Report

Then we design and install the meetings…



MEETING

INPUT

OUTPUT

Performance metrics

Target / Plan

Some basics…

1 © Celerant Consulting

Terms of Reference: Barrow Terminals,

Daily Operations Review Meeting

DURATION: 15 mins

FREQUENCY: DailyTIME: 08:30

VENUE: NMT SOM’s Office and VC with SMT Conference Room

AGENDA1) Review any significant HSE incidents from previous 24 hrs and

ensure appropriate response is being progressed2) Review production against target and identify production loss

events. Ensure appropriate information in Loss Accounting process

3) Review schedule adherence and identify risks to schedule4) Review and approve high priority emergent work requests and

identify those that must be executed immediately or in <7 days5) Review immediate risks to HSE/Production and assign mitigation

actions6) Agree / assign actions (including feedback) – update Action Log

OBJECTIVES Review delivery of production and terminals activity against

target (7 Day Schedule) Manage immediate risks to HSE and production

performance Agree and assign appropriate actions to mitigate risk,

improve performance or get back on schedule Approve activities for approval to break into 7 Day Schedule

ATTENDEES• Terminals Manager (Chair)

• North and South SOMs

• Maintenance SOM

• Field Production Services Manager

• Maintenance Manager

• HSE Advisor

• 3rd Party and Project personnel as required

INPUTS1) Draft Daily Terminal Ops

Report2) Proposed work requests for

breaking into 7 Day Schedule

3) Production risks to current plan and issues from across the rest of EIS

OUTPUTS1) Approved work requests for

breaking into 7 day schedule2) Selected feedback to Site

Operations Personnel3) Updated Action Log4) Updates for final Daily

Terminal Ops Report

GROUND RULES1) Individuals are responsible for delivering their own actions2) Come prepared3) Start and finish on time4) Ask for help 5) Focus on solutions rather than the problem6) Actions should be S.M.A.R.T.

DJD 25/01/13

Colour Status Count

Due 0

Open 7

Done 0

Date:

Ref Issue Raised by Action Resp. Due Status Comment

1

Ongoing discussions on

way forward with

Integrated Activity

Planning (IAP)

GS Include SJ in upcoming meeting with GS TJH 1-Feb-13 open

2

Need to get away from

referring to the 'Celerant

Project'

TJH Introduce 'Project Name' to Friday's Lunch and Learn session DJD 1-Feb-13 open

3

Ongoing requirement for

Operations / Engineering

interface meetings

SJDiscuss and agree way forward with meetings and TORs for

Engineering / Operations interface discussionsDJD 1-Feb-13 open

View this as one of the means by which we can mitigate

perceptions of what will be 'lost' by removing 09:00

meeting

4

Discrepancies between

different measures of

Benefits Tracking

PH

Compare means by which benefits are bring measured for

wrench time and develop a consistent approach that reports

the same value

JF 10-Feb-13 open With support from Juan Carlos Garcia (JCG)

5Ongoing perception that

09:00 meeting is requiredGS

Develop and communicate forward plan for the existing 09:00

daily call between Heysham, Barrow and OffshoreGS 5-Feb-13 open

6

Heysham staff are

missing out from Lunch &

Learn session

SJ Arrange for a similar Lunch & Learn session at Heysham AM 15-Feb-13 open obtain presentation support from rest of taskforce

7 Meeting Scheduling TJH Schedule "Future Meetings / Key Events" in diaries DJD 1-Feb-13 open

END - insert new lines above here

4-Feb-2013

Area/Project: Centrica EIS

Meetings: Project Steering Group Meeting

Attendees:

Graham Sheedy (GS), Peter Horne (PH), Darrell Hampshire (DH), Jeff Fisher

(JF), Stuart Jackson (SJ), Andy Mort (AMt), Arnaud Mille (AM), Tristan Harris

(TJH), David Duguid (DJD)

Centrica EIS

Action Log

KPIs

D

A

D

A



AGENDA 1) Review functional performance variances and confirm actions in place*

to mitigate 2) Assign additional actions to address remaining variances and issues 3) Identify and action emergent issues that require cross functional

support and submission to the 6Q Plan 4) Identify issues that require break-in to the 3 Month Plan 5) Review and update ADRL

OBJECTIVES Confirm variances in performance against plan have been

addressed at function level Address variances which have not been actioned at function

level Address emergent issues that require cross functional

support Evaluate risks to achieving the Annual Business Plan Assign actions, including updates to IOP, to mitigate risks Drive commitment and compliance to previously agreed

actions

INPUTS

1) Monthly Functional Reports (by exception)

2) Functional Action Plans 3) Emergent issues

requiring cross functional support

4) Proposed solutions for discussion / agreement

5) High Level 3 Month Plan 6) Action, Decision and

Risk Log (ADRL)

OUTPUTS 1) Updated ADRL 2) Actions for submission to

the 6Q Plan 3) Actions requiring break-

in to 3 Month Plan 4) Agreed impact on

production / commercial forecast for update of LE process

GROUND RULES 1) Come prepared 2) Individuals are responsible for own actions 3) Actions should be S.M.A.R.T. 4) * Functional heads are expected to action variances in the functional

performance review prior to this meeting 5) Don’t plan the solutions in this meeting 6) No decisions made to change the IOP in this meeting 7) No Surprises 8) Strive for actions that improve performance, bring innovative solutions

but not at the detriment of safety (drive the CE Way)

DURATION: 2 hours

FREQUENCY: Monthly: Tuesday: 2nd week of the

month ( allow 7 working days for report

production)

TIME: 10am

VENUE: VCR2

ATTENDEES Chair: Regional Director

Operations Manager, Engineering Manager, Head of Finance, Head of HR, HSEQ Manager, SCM Manager, Subsurface Manager, IOP Manager, 3rd Party Business Manager,

1.

2.

3.

4.

5.

Some basics…



How do we know it works?



The progression through the SIS scoring can be easily mapped against the Hearts

& Minds model.



Meeting: Chair:

Function: Coach:

Date: Score: 0

Criteria Y / N Comments

1 Terms of Reference have been produced and agreed by all participants

2 A time and location have been agreed for the first meeting

3 Inputs and outputs of the meeting have been identified (format, source of data, KPI definition)

Score 0

1 The meeting occurs and the Terms of Reference are being used

2 >80% of the participants attended the meeting

3 >80% of participants were on time

4 It is clear who the chairperson of the meeting is

5 An action log has been created that contains actions specific to this meeting

6 All inputs to the meeting are available to participants

Score 0

1 Meeting started on time

2 Time was managed - people guided to stick to the agenda by the chairperson

3The Ground Rules were followed (especially one conversation at any time, phones and laptops not

used, open and honest contributions)

4 All participants were prepared and could interpret the input information.

5 All participants contributed to the meeting

6 All inputs were available on time for effective review prior to the meeting

7 All the relevant meeting inputs were used effectively by the Chair

8 KPIs are reviewed and challenged according to exception

9 Discussions are at the proper level and overly technical issues or specifics are dealt with "offline"

10 When issues were raised, clear and specific actions were set with an owner and due date

11 Actions are recorded for KPI Variance & address the root cause of the problem

12 New actions were reviewed, agreed and understood at the end of the meeting

13 The meeting finished on time and everyone was present until the end

Score 0

1 >80% of previous actions are completed on time and in full

2Completed actions are bringing improvements in performance towards target, or are mitigating risks

to achieving target

3 Failure to complete an action is challenged by the Chairperson

4There is clear evidence of data analysis & problem solving between meetings, such that options (not

problems) are brought for decision

5All participants understand and can articulate their role in the meeting, understand the management

information, and contribute accordingly

6Performance is constructively challenged by looking for opportunities and solutions rather than

explanations

7 Discussions were based on fact obtained from the management information

8 The discussion is focused on solutions, not problems

9 Discussion is primarily focused on those performance gaps that will have the greatest impact

10 Inappropriate meeting behaviours are challenged

Score 0

1 KPI targets are made more challenging as performance improves

2The meeting is fully installed / implemented and meeting elements are being re-designed/changed

to improve performance

3 The back-up chairperson can chair the meeting effectively and demonstrate appropriate behaviours.

4Chairperson challenges the targets to drive continuous performance improvements and KPI's are

showing consistent improvement

Score 0

5

De

sig

ne

d 1

Ins

talle

d 2

Un

de

rsta

nd

ing

4C

om

plia

nc

e 3

0

Agreed SIS

Level

Pa

tha

log

ica

lR

ea

cti

ve

Ca

lcu

lati

ve

Pro

ac

tiv

eG

en

era

tiv

e

Key actions to reach next level:

En

ha

nc

em

en

t 5

1

2

3

4

Meeting Effectiveness Checklist

Meeting Effectiveness

Scorecard…

A set of specific criteria that

needs to be met to move

through the SIS scores.

Each set of questions runs

through the meeting basics, but

also sets an expectation on the

behaviours we are wanting to

see of the chair and attendees.


2

4

Accountabilities:

Clear roles, accountabilities, responsibilities and reporting channels

Behaviours:

Empowered workforce to give supervisors and managers time and space to actively

supervise/manage

Forecasting/Planning:

Define plan in line with strategy, with clear budget visibility accountability at Levels 1 and 2

KPIs:

Clearly defined and SMART leading indicators (KPIs) traceable throughout the reporting

structure

Meeting Effectiveness:

Meetings are used to facilitate dialogue with the aim to drive actions and decisions to

improve business performance

Reporting:

Simplified reports in a simple and connected cascade

Taking Action:

Use a meeting and reporting structure to drive performance in the form of SMART actions

What are the benefits?


2

5

Performance improvements driven across the site/division/function/region/business,

using consistent Key Performance Indicators and targets

Fact-based decision making

To drive accountability and ownership of improvements and corrective actions

To ensure attention to detail

To drive cross functional behaviour through area teams and ensure that everyone is not

“running after the same ball”

To ensure that there is a structured forecasting, planning, control and review

mechanisms in place

A clear linkage between strategic intent and operational execution

Efficient communication channels that ensure the right information is shared at the right

intervals with the right people

What are the benefits?


Need proof?

Morecambe Hub HSE Team (pre bootcamp):

Very reactive team

Great at firefighting

Strong characters within the team

Un clear roles and responsibilities

Lots of reporting but not enough action that had an impact

Not visible to operations (on site)


Need proof?


Need proof?

The HSE Team meetings were scored on a routine basis.

Eventually, with

coaching and advise,

the chair and attendees

altered their behaviours


Need proof?

Morecambe Hub HSE Team (post bootcamp & MCRS installation):

Structured meetings with SMART actions

Measures being taken that can be analysed to assign the right actions

More clarity on roles and responsibility

Reporting aligns with what operations need to be able to manage

safety performance

Structure has allowed for more active supervision out on site.

More collaborative working across functions and across contracting

community


So, Can workplace management

systems influence workplace cultures?

Yes, however…..


So, Can workplace management

systems influence workplace cultures?

People

Systems

Organisation

Behaviours Sustainable

Change


Thank you,

Any Questions?

Can workplace management systems influence … › ~ › media › Documents › Networks ›...

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Transcript of Can workplace management systems influence … › ~ › media › Documents › Networks ›...