Mark HutchersonDirector, Operations Excellence
ConocoPhillips Global Production
Many of us have an Operational Excellence or CI program in place – but does it truly link planning and operations to strategy? Are you getting the most business value you possible can out of it? What about your Operations Management System – is it driving Operational Excellence
across the business? How can you know? The innovators that have strategically invested in operational efficiency programs are demonstrating their operational resilience – while marginal operators must significantly improve in order to position themselves for long-term growth in today’s competitive marketplace. With so many companies hampered by complexity and inefficiency, now is the time to optimize processes to yield more productivity and fully harvest the benefits of scale and standardization. This dynamic panel will cover how to reduce complexity and variability with clearly defined standards and accountabilities; build the most compelling case for deeper OE focus; improve your OMS to ensure its driving and supporting your Operational Excellence efforts and more.
• Getting better at getting better: What does a culture of Operational Excellence really mean?
• Leadership’s responsibility to identify and address cultural gaps
• Where should the responsibility for changing culture sit in an organization?
• Can you measure organizational culture?
• Where do you start when it comes to changing culture?
• Steps to take to ‘fix’ culture: training, change management and stakeholder engagement
• Removing barriers to change: Creating a sustainable operational excellence culture
• Continued employee engagement: Understanding that the business is never done growing, improving and learning, and employees are part of this process every day