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• W2593721693 abstract "Abstract This paper ranges from company programs to on-the-job field reinforcement of attitudinal mindset changes in personnel. Operational excellence (OE) leverages our reputation for safety and efficiency, and builds on processes that exhibit excellence in parts of the business to ensure all aspects are standardized for all company organizations. This document focuses on enabling OE through immersing employees in innovative standards, and rewarding individuals for using concepts with opportunities for advancement based on performance rather than retention. The Drilling and Workover Organization (D&WO) is tasked with shifting the attention of workforce personnel to the development of local talent. Rig site meetings enhance the front-line workforce personnel on how OE will make their lives safer, more educational, and more productive, and provide more varied career opportunities. Workplace personnel with a human resource, i.e., Knowledge Transfer Subject Matter Expert (KT SME), assigned to a 28/28 schedule for reminding, encouraging, and providing training that increases the workforce's chances of career progression is an effective means of ensuring consistency by using OE as a tool for achieving successful, long lasting careers. Results of intellectually planned changes in approach to industry practices requires measureable objectives. These quantifiable items have to be backed by hard data. For data to be accurate there has to be a means of recording, comparing, and determining whether competencies indicate an improvement to existing company standards. Universal Recourse Locators were developed by KT internally for this purpose and utilized via the company's intranet. Local Talent Development utilizes the results of data gathered by the Knowledge Transfer Management System (KTMS) to provide management with tools necessary for making decisions about the workforce. The program is controlled by KT SMEs that provide the dynamic data entry of the competencies of workforce employees to the KTMS from remote rig sites. The KT SMEs are available in the field using hands-on techniques that follow OE and KT competency maps (CMap) and competency steps for each rig, craft, and employee. The KT SME transfers his OE expertise to the workforce at the rig site. KT SMEs use OE, competencies, company safety regulations, and awareness for the protection of company equipment and KT to employees consistent with their priority training objectives. The company allowed the KT Group to innovate by providing free space in developing management approved objectives for recording of data for aiding workforce decision making, i.e., KTMS. The KTMS is a unique tool in illustrating dynamic beginnings and presenting the competency progress of 338 men. The tool divides their competencies into four parts, which allow personnel to be judged on what they are competent in and on what they need to spend time for self-development." @default.
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• W2593721693 date "2017-03-06" @default.
• W2593721693 modified "2023-09-27" @default.
• W2593721693 title "Bridging Skill Gaps — Leading By Example" @default.
• W2593721693 doi "https://doi.org/10.2118/183700-ms" @default.
• W2593721693 hasPublicationYear "2017" @default.
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