Professional Documents
Culture Documents
Basic slides
March 2006
Contents
Market trends
• No clear leader - 5 global competitors Competitors
share 50% of the market Have made headway in their process journeys:
• Customers are consolidating/ looking Shell
for global capability • Replacing 140 ERPs with 1- Process led
Exxon
• Integration of Downstream and Chemicals
on a single platform
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Process Fitness:
enabling BP to compete
one of many world class organizations, who implementing improvement
grams, to ensure their processes and systems enable their organisational competitiveness
One global
design &
standards
GMS
System
Deployment
Model
Commercial
Multiple,
Localised
Designs
CUSTOMERS EMPLOYEES
• Don’t have to change • Reduced time solving
processes to fit BP problems caused by
• Delivery of the right inefficient processes.
product to deadline, with • More time to focus on
correct billing
• Processes happen automatically and value-added activities for
correctly, customers can spend time • customers
People feel they are marking a positive
focusing on their businesses difference to customers
• Common process language shared across
Segment, able to share best practice
SHAREHOLDERS SUPPLIERS
• BP has proved they can grow • BP orders accurately and
organically, maintaining their pays bills on time, reducing
supplier costs
growth performance and • Ability to link processes
• shareholder
BP has madereturn
the most of their directly to BP and can
acquisitions minimize human
• BP’s focus on operational excellence has intervention - lower costs
made a difference in creating new value mean better
• Managed prices
by BP for BP all over the
consistently
• BP’s underlying performance vs. world as one supplier, able to offer better
competition encourages me to invest in global prices
their company
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Schedule and areas of work
Process Fitness: 2002-2004
Establishing, starting up and expanding the
programme
WE WERE
HERE
‘DESIGN’
‘IMPROVE
First “Process ’
Fitness" team Launch Process
Accelerators
April 2003 Jan 2004
-
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Process Fitness 2006:
Engaging the businesses with to produce detailed
Design work and the further embedding of Improve in
the business
2002 2003 2 2005 2006 2 2 2
004 007 008 009
DEPLOY
‘DESIGN’
‘IMPROVE
First “Process ’
Fitness" team Launch Process
Accelerators
April 2003 Jan 2004
-
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Process Fitness: Improve Workstream
Paving the way for Design and Deployment
Deliver significant sustained value, as committed to in our FM, • BP has no common P2P processes or systems
Purchase to by safely implementing sustainable, common, streamlined P2P across R&M Stewart
buying methods (Fastrack & Gated) for all 3rd party spend for
Pay (P2P) the top 10 countries (85% of non non- hydro carbon spend • Lack of strategic agreements causes significant Glover
across R&M). leakage to occur
Reduce maintenance and turnaround cost reduction in •It is difficult to measure the performance of the Dwain
Refinery refineries. Improvements in Asset Management and maintenance process and how it ultimately impacts
Maintenance
Maintenance will yield an increase in availability. availability and as a result people are not rewarded Scott
for doing things that eliminate problems
Commercial The European Commercial Optimisation Accelerator is exploring how incremental value can be released through a more Clive
integrated approach across the fuels Value Chain. This involves optimising pricing and volume allocation decisions from
Optimisation customer to crude to maximise returns for the BP Group. Christison
Reduce Lubes manufacturing costs across blend plants. E.g. Reduced lead times and cycle times, Flexibility to more cost
Lubes Lean effectively tailor manufacturing runs to dynamic market demands.
Underpinned by over 100 projects across all SPUs delivering early wins! 16
Process Fitness: Design Workstream
Program Director
Peter Duffy
• Program Director reports to
Design VP Improve VP R&M Group Managing
Craig Bealmear Blair Kelly Director John Manzoni
• The Programme and
Change Mgt & Improve & Design
Senior Adviser Workstreams each have
HR VP
Craig Iseli advisory groups (the PAG,
Ann Ewing
IAG and DAG respectively)
to provide guidance and
Program Office VP DCT Lead peer assistance. The
Karl-Heinz Seifert Sheila Doyle members are from
business and functional
Kirsty Bashforth Serena Lang leadership
Business Marketing Lubes
• Each SPU has a
Transformation Vice-
Jeff Pitzer Ronnie Forbes President (in yellow boxes)
Refining Retail who is part of the PAG and
the DCT Lead is working
very closely with the PF
Robert Genovese programme.
Aromatics & Acetyls The latest version of the detailed organisation charts, can be found on the
Process Fitness web-pages
http://randm.bpweb.bp.com/default.asp?p=709&mi=1256
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