Identified key stakeholders needs (an organization's success is a function of 
delighting it's stakeholders) at a critical refinery of one of the major oil and 
gas companies. 

Established Stakeholder Goals:

Employees
    team development particularly at interface with management 
    provide business education
    everyone in face to face solutions dialog
    alignment/linkage to business scorecard for everyone
    representation in change project
    aligned union/management vision
    create personal career development process

Owners
    grow employees to be stakeholders with an owners mentality
    individual work aligned to first quartile
    set metrics, gap analysis, select big opportunities
    reengineer key processes

Customers
    plan with them
    focus work processes on their wants/needs
    execute with operational excellence

Vendors/suppliers
    identify true interdependencies vs transactional relationships
    form partnering relationships for true interdependencies

Created and Combined Change Strategies:

Empowerment Strategy

Face-to-face education and solutions dialog
   understanding the business side
   lear linkage to business scorecard/1st quartile performance
   business education
   participant buy-in to change project
   introduce culture of  winning together
   career development to increase individual contributions

Process improvement strategy
   identify and reengineer key processes
   support systems with cross functional teams
   identify and implement technology enhancements

Implemented Change Plan:
   keep units up
   design in reliability (turn arounds) 
   maintenance
   technical training
   adherence to operating guidelines
   operator rounds/inspections
   protect quality
   product spec management
   laboratory monitoring
   focus on customer
   build schedule and business plan with the customer/traders and suppliers
   focus and align the core business
   build integrated 60/15 day rolling schedules
   communicate/align around enhanced 15 day schedule
   execute for thru-put efficiency
   develop coordinated recovery plan for unplanned changes in schedule/spec
   manage product mix
   develop economic models
   identify cost of change from base crude/product slate

Establish Joint Recovery Plan for Unplanned Changes:

Issues

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.
redesign effort

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.

Results:

1) Left Management with first-ever prioritized and reengineered processes systems that linked:
   maintenance
   production structure
   shift-to-shift communications
   adherence to HSE guidelines
   scheduling methodology for customer and suppliers
   interdependent supplier relationships and established partnering
   joint recovery plans for future unplanned changes

2) Completed a successful cultural and leadership transformation.

3) Reduced cost structure by an immediate 15%, with considerable upside potential for further improvement.

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, 
2. an execution layer where real physical and chemical processes were being controlled, and 
3.  the newly integrated Decision-Maker control domain.

Integrated 19 software vendors operating in 3 domains within the facility.

Results:

1) Left Owner with first-ever fully integrated central control domain that linked all software venders active in the plant.  System included:
 
   Logic for routing of blend schedules
   Safety systems for real-time monitoring
   Subsystems integration of all physical plant monitoring
   Man/machine interfaces
   Interdependent software supplier relationships and new partnering

2)   Increased batch turnaround time by 15-20%.

3)   Became benchmark for other plants of the organization.
4)   Added $200 million to bottom-line performance metrics of plant over 3 years.