Operations
Business team effectiveness roll-out achieves results During the last few weeks Malena Lund has been settling in to her new desk on the first floor, down the hall from her previous space. She now sits within close proximity of all her business team colleagues in the oil movements group. “One of the best
of the team as well as increased face-time between team members of all disciplines. “Maintaining team alignment throughout both short-term and long-term activities is important. The new team structure combined with morning meetings allows our team an opportunity to discuss and prioritize day-to-day activities and discuss why they are important. Observing team members from different disciplines and backgrounds discussing how best to manage vulnerabilities and priorities has been immediately rewarding,” says Eiklor. While business teams have a more resolute focus on running the business, the support functions in engineering, mechanical, technical, process and SSHE also play a key role. Functions are expected to support the business teams’ strategy while driving functional excellence and are accountable for managing both the quality and how the work is done in support of the business teams. “Accountability for what we do individually can help us appreciate how our contributions impact the success of the rest of the team. This can help lead to all team members understanding the importance their roles play in achieving business results,” says Eiklor. According to Regina Davis, the business team effectiveness lead, the changes are designed to better define accountabilities and behaviors within the organization. The business teams run the business and functions support the business teams providing functional excellence. “We have enhanced the business team management practices to allow the teams to have more control and time to identify and manage issues. Some of these enhancements include new morning meetings that focus on short- term issues, new business team planning meetings that focus on long-term improvements, and an enhanced stewardship process that focuses on all business results. Each team is expected to take ownership of their business performance and deliver business results. I’m convinced that these steps are in alignment with being a world-class organization,” says Davis.
things that’s happened with the re-organization of our business team is that we all sit together. This simple change has made it much easier for us to communicate in real-time about things happening out in the field, risk management, and project work among other things,” says Lund. In her role as technical lead for the oil movements business team, Lund works to manage and assess risks the business team faces day-to-day while acting as liaison between the Beaumont area projects engineers and the business team in designing and reviewing long-term projects. Lund believes that the business team effectiveness initiative rolled out by the Beaumont refinery leadership team, is having an impact by better defining roles and responsibilities while allowing a forum to communicate with other leads in her team. The Beaumont refinery launched a “Back to Basics” initiative in 2015 to deliver sustainable improvements in operational excellence that focuses on OIMS, global reliability systems and best practices fundamentals. To further build on this effort, the refinery leadership team launched an initiative in 2016 to leverage best practices to improve organizational effectiveness. Business teams were consolidated from twelve to eight teams. Each team now has a dedicated business team lead, process unit lead, mechanical availability lead, technical lead and engineering lead. The business team effectiveness initiative roll- out earlier this year empowers business teams by defining clear roles and responsibilities, accountabilities and measurements of business results for all positions within their team. Business teams are accountable for defining what work will be done and when it will be done in order to deliver the business results consistent with the overall strategy set by the refinery leadership team. Dan Eiklor, the business team leader for the oil movements team, has noticed an increase in accountability by members
Note: This newsletter includes forward-looking statements pertaining to future anticipated plans. All forward–looking statements are subject to certain risks and uncertainties that could cause actual results to differ materially from those contained in the forward-looking statements. While accurately conveyed at the time of publishing, no updates regarding future changes to forward-looking statements in this newsletter will be provided.
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