|BUSINESS IMPROVEMENT CASE STUDIES
|Change Management Project for Louisiana Refinery
Identified key stakeholders needs (an organization's success
is a function of
Established Stakeholder Goals:
Created and Combined Change Strategies:
Face-to-face education and solutions dialog
Process improvement strategy
Implemented Change Plan:
Establish Joint Recovery Plan for Unplanned Changes:
For many reasons, like operator error or late barge arrival,
production gets off planned spec and/or schedule. This impacts many
areas inside and outside the refinery. To minimize overall impact, all
the stakeholders and their individual issues relative to the change needs
were assessed and a recovery plan developed, communicated and integrated
into the production flow.
The most common and serious deviations from plan were identified. The corresponding stakeholder and scheduling relationships were mapped. Key recovery team members were identified. Decision making guidelines were established. Critical timelines were assessed and communication channels formed. Policies were established for response by deviation category and the processes mapped.
The Enterprise-Wide connectivity of the Refinery Process Gates.
1) Left Management with first-ever prioritized and reengineered
processes systems that linked:
2) Completed a successful cultural and leadership transformation.
3) Reduced cost structure by an immediate 15%, with considerable upside potential for further improvement.
|Information Management System for Texas
Identified all software systems controlling the various sub-systems of the refinery and designed a client/server networking DataMart environment to support integration into a central control facility (an executive heads-up display system for what is going on at all times in the plant).
Levels where Information Management System must integrate vender software.
Designed and Deployed Information Management Systems for Traffic (TIMS), Batch Runs (BIMS), Logistics (LIMS) and Real Time control (RTIMS). Integrated into an executive management system.
Brought the 19 suppliers of the various software systems together to develop communications interfaces among their codes so that the Decision-Maker could use an integrated control domain to monitor all software and information messaging traffic at the same time and place.
There were 3 layers developed in this Enterprise-Wide and -Deep Information Management System:
1. an information exchange domain,
Integrated 19 software vendors operating in 3 domains within the facility.
1) Left Owner with first-ever fully integrated central
control domain that linked all software venders active in the plant.
2) Increased batch turnaround time by 15-20%.
3) Became benchmark for other plants of the