A perspective on process management within a large corporation Kevin Prior WMS Coordinator-Special Projects Triaster Solutions Conference, Woodland Grange

A perspective on process management

within a large corporation

Kevin PriorWMS Coordinator-Special Projects

Triaster Solutions Conference, Woodland Grange 16 October 2014

2

This presentation contains forward looking statements that are subject to risk factors associated with oil and gas businesses. It is believed that the expectations reflected in these statements are reasonable but they may be affected by a variety of variables and changes in underlying assumptions which could cause actual results or trends to differ materially, including but not limited to: price fluctuations, actual demand, currency fluctuations, drilling and production results, reserve estimates, loss of market, industry competition, environmental risks, physical risks, legislative, fiscal and regulatory developments, economic and financial market conditions in various countries and regions, political risks, project delay or advancement, approvals and cost estimates.

All references to dollars, cents or $ in this presentation are to US currency, unless otherwise stated.

References to “Woodside” may be references to Woodside Petroleum Ltd. or its applicable subsidiaries.

16 October 2014 Triaster Conference Presentation

Disclaimer and important notice

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Introduction

Who is Woodside My role in Woodside Triaster Solution and my role My history with process


4

Current Woodside Management System

The current WMS was introduced circa 2009. The media is mainly narrative based and in function structure.


5

Business Activities

SUPPORT ACTIVITIES

VALUE STREAM ACTIVTIES

MANAGEMENT ACTIVTIES

LOGISTICSSERVICES

ENGINEERING SERVICES

STRATEGY AND PLANNING

PEOPLE MANAGEMENTCOMMERCIAL AND

FINANCIAL MANAGEMENT

PERFORMANCE AND CHANGE

MANAGEMENT

STAKEHOLDER MANAGEMENT

INFORMATION MANAGEMENT

RISK, COMPLIANCE AND RESILIENCE

HEALTH, SAFETY AND ENVIRONMENT

TECHNOLOGYSERVICES

DRILLING AND WELLSERVICES

SUBSURFACE SERVICES

NON-PRODUCING ASSET MANAGEMENT

Value Capture

Value Generation

Value Optimisation

ACQUIRE

EXPLOREDEVELOP OPERATE

TRADE AND TRANSPORT

ASSESSDIVEST

ABANDON


6

WMS Upgrade where Process Maps Fit

Structure

Company Principles

Business Activities

Processes(What is done)

Procedures (How it is Done)

WH

AT,

WH

ER

E &

W

HO

WH

O,

WH

EN

& H

OW

WH

AT

WH

Y

Application

GlobalApply globally

and rarely change

Global and LocalGeneric/pan-

Woodside

Locally modify as necessary

RA

PID

Dec

isio

n P

has

eR

AC

I E

xecu

te P

has

e

ToolContains

• Compass (Values, Mission, Vision, Strategic Direction)

• Policies (Intent [statement] and Strategies)

• Objective [statement as to the desired outcome]

• Expectations and Controls

Represents the ‘Enterprise Process’

• End-to-end processes and sub-processes (identify interactions)

• Controlled Documented Procedures consist of Procedures, work instructions, checklists, forms, methods, application mandatory fields, Tools (software applications) etc.

• Controlled document detail the way Woodside requires activities to be completed to ensure a quality output and meet legal and organisational obligations. These document may reference Standards (e.g. Engineering, Performance, Technical)

(Basically the Rules by which we work)

ACQUIRE

EXPLORE

DEVELOP OPERATE

TRADE AND

TRANSPORT

ASSESS

DIVEST

ABANDON


7

Triaster Solution & ComponentsFuture Process based reader

intranet view (Prototype)Triaster Dashboard used by

Authors, Librarians and Administrators


http://perapp257/Triaster%20Browser%20Toolkit%202011/Menu/frames.aspx?tool=home&library=enterprise&site=sandpit

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Background

Useful back ground if you want to comply to management standards or Best Practice:ISO 9001:

What, Where & When

Communicate

How much detail


9

Function view vs. Process view

Functional orientation(no visible interaction)

Process orientation(visible interaction)


10

Business System Activity Relationship

New

needs

GoodsStrategy

Order

People

New opportunity

Order

Raw materials

Policy

Info

Facing the market

Development

Raw input

ValueAddedoutput

Information

People &organisation

StrategicManagement

Core valuechain

Customerneeds

Satisfiedneeds


11

Generic components of a process

Opportunities to Measure

Feed Back Loop


PROCESS

PRODUCTS

SERVICES

INFORMATION

PAPERWORK

OUTPUTS/LAG

MATERIALS

PROCEDURES

METHODS

INFORMATION(including specifications)

PEOPLE

SKILLS

KNOWLEDGE

TRAINING

PLANT/EQUIPMENT

INPUTS/LEAD

CU

ST

OM

ER

RE

QU

IRE

ME

NT

SAdd value retain profit

Reduce Waste,Loss and Risk

CU

ST

OM

ER

SA

TIS

FAC

TIO

N

1 2 3 4 5

Insignificant Minor Moderate Major Catastrophic

AAlmost Certain H - 15 H - 10 E - 6 E - 3 E - 1

B Likely M - 19 H - 14 H - 9 E - 5 E – 2

C Possible L - 22 M - 18 H - 13 E - 8 E – 4

D Unlikely L - 24 L - 21 M – 17 H - 12 E – 7

E Rare L - 25 L - 23 M - 20 H - 16 H - 11

Likelihood

Consequences

LEGAL REQUIREMENTS


12

Generic components of a process with friction


Feed Back Loop


PROCESS

PRODUCTS

SERVICES

INFORMATION

PAPERWORK

OUTPUTS/LAG

MATERIALS

PROCEDURES

METHODS

INFORMATION(including specifications)

PEOPLE

SKILLS

KNOWLEDGE

TRAINING

PLANT/EQUIPMENT

INPUTS/LEAD

CU

ST

OM

ER

RE

QU

IRE

ME

NT

SManagement Controls (Friction)

Policy (Bureaucracy) Regulation, Rules

Complexity & Frequency (Friction)

CU

ST

OM

ER

SA

TIS

FAC

TIO

N

1 2 3 4 5

Insignificant Minor Moderate Major Catastrophic

AAlmost Certain H - 15 H - 10 E - 6 E - 3 E - 1

B Likely M - 19 H - 14 H - 9 E - 5 E – 2

C Possible L - 22 M - 18 H - 13 E - 8 E – 4

D Unlikely L - 24 L - 21 M – 17 H - 12 E – 7

E Rare L - 25 L - 23 M - 20 H - 16 H - 11

Likelihood

Consequences

LEGAL REQUIREMENTS



THE ENDAny

questions

Main conference room: Mark Braham MCQI CQP, is the ISO 9001 Team Leader on CQI Standard Panel. Another chance to hear the ISO 9001:2015 briefing given by Mark at Microsoft, London in July. Business Track: Successfully delivering a Useful, Usable and Used Triaster Process Library with Paul Elson-Vining, Julie Savage & Joel Evans

Technical Track: Getting the most Useful Information from your Stencil and Template with John Blight and John Goldsmith

#triaster

Triaster Conference 2014

Documents

A perspective on process management within a large corporation Kevin Prior WMS Coordinator-Special Projects Triaster Solutions Conference, Woodland Grange