Main Conference Day Two: April 11, 2018

7:30 AM - 8:00 AM Check In

8:00 AM - 8:10 AM Chair’s Opening Remarks

8:10 AM - 8:50 AM The Consequences of Not Knowing what You Don’t Know

Manny Ehrlich , Board Member , U.S. Chemical Safety and Hazard Investigation Board
All individuals that take on the responsibility of being part of a coordinated function (regardless of their assigned goals or expected outcomes) generally bring with them specific expertise. Relative to the Chemical Safety Board’s CDL regarding emergency response and emergency planning, this holds true regardless of whether ones function is hazardous materials response, emergency response, first aid response or Incident Command leadership. One constant that transcends
all domains and activities embodies the fact that each and every individual must come to grips with the realistic understanding that there are aspects of their role(s) that they don’t know (as no one can “know it all”). Thus NOT knowing what one does not know is vital to the CSB’s goal of incident prevention and saving lives. In this presentation Manny Ehrlich will examine several US Chemical Safety Board investigations and will ask the audience to answer the questions:
• “what is not known in this situation?”
• “what would the possible outcome have been if it were known?”
He’ll also examine how companies can establish the mindset whereby it is not only “ok” but essential that everyone learn to function in a multidisciplinary environment with SME’s available from each discipline.


Manny Ehrlich

Board Member
U.S. Chemical Safety and Hazard Investigation Board

8:50 AM - 9:30 AM Human Factors and Procedures: Effective procedural designs and practices

Camille Peres, Assistant Professor, Environmental and Occupational Health, Texas A&M University
Dr. Camille Peres will share state of the art research on how to mitigate the effects of variables that influence procedural adherence. She will talk about how to implement effective procedural designs and practices for safe and effective operations.

• Leverage the latest research on effective procedural and adherence practices – and understand the hallmarks of highly reliable organizations
• Learn why workers’ experience level and task frequency strongly influences procedural adherence
• Implement current “best practices” for safety and hazard statement designs
• Understand how Operational Excellence can be compromised when the content of safety statements do not support comprehension or compliance


Camille Peres

Assistant Professor, Environmental and Occupational Health
Texas A&M University

9:30 AM - 10:10 AM Applying operational excellence tools to enhance asset reliability and performance

John Quigley, Director, Operational Reliability, Valero
Explore reliability as a key element of Operational Excellence. In the current economic environment, it becomes “business critical” to use reliability improvement as a strategic lever to defer capital works, reduce operational costs, and ensure your operations deliver the safety, environmental and production outcomes that will make your operations competitive in a cost constrained environment. This exploration will be done by focusing on the “business” aspects of reliability and demonstrate how improved reliability is directly tied to bottom line performance. It will bridge the gap between company strategic leadership and technical leadership and break down
barriers to allow both groups to speak the same language and drive to common business goals.


John Quigley

Director, Operational Reliability

10:10 AM - 10:40 AM Networking Break


10:40 AM - 11:20 AM Managing the human side of reliability: Getting employees at all levels to consistently perform monitoring, root-cause analysis, follow-through and more

John Quigley, Director, Operational Reliability, Valero


John Quigley

Director, Operational Reliability

11:20 AM - 12:00 PM Reliability Transformation: Driving Standardization and Optimization of Phillips 66 Reliability processes

Chad Broussard, Director of Reliability, Phillips 66
• Implementing world-class maintenance and reliability programs that promote safe, cost effective business: what’s really required?
• Improving the partnership between operations and maintenance
• Increasing “ownership” by operators in preventing equipment failures and enhancing frontlinecollaborative root cause analysis
• Building a culture of reliability through governance
• Reliability process execution
• Performance management
• Skills development
• Operational excellence
• Change/ communications
• Leveraging the right processes, roles and responsibilities to enable effective decision-making, and ensure the effort is on track to deliver value and achieve long-term sustainability


Chad Broussard

Director of Reliability
Phillips 66

10:40 AM - 11:20 AM Leading Millennials to Operational Excellence

Matt DiGeronimo, Vice President, Operations, Veolia
Everyone seems to have an opinion about the Millennial Generation – positive, negative, or otherwise. Regardless of your opinion, it is difficult to deny that there is a blossoming generation in our industry who grew up in a different environment than the preceding generations. These differences invariably lead to a generation with different perspectives, priorities, and practices. As leaders driving operational excellence within our organizations, it is imperative to understand, embrace, and leverage these differences to maximize our performance. Matt DiGeronimo reflects on his experience working with millennials in the military and the energy industry and presents ideas and suggestions for leading this generation.
This insightful and inspiring presentation will focus on:
• Establishing a mission, a vision, and a purpose for this generation
• Maximizing organizational transparency and accessibility
• Creating an organizational humility that not only listens to its youngest members but wants to listen
• Figuratively flatten the organizational chart by ensuring senior leaders remain engaged with this generation


Matt DiGeronimo

Vice President, Operations

11:20 AM - 12:00 PM Enabling and delivering OE performance through your OEMS

Many companies have implemented formal management systems in an attempt to improve execution and achieve Operational Excellence. While a few companies like Chevron, Exxon and Koch Industries have had tremendous success with their management systems, many other companies have found their management system has become bureaucratic, costly, and ineffective. Even worse, they have found their management systems added more layers of complexity that further weigh upon the companies’
performance. This session will highlight the critical success factors in OMS design and implementation.

  • Driving OEMS accountability through governance: why its not just about compliance
  • Building the most compelling case for deeper OMS commitment by cascading governance
  • Getting leadership to focus on and support your Management System
  • Assigning clear ownership and governance for the processes that make up your management system
  • Integrating implementation of the management system into the business planning cycle
  • Take a risk-based approach

12:00 PM - 12:50 PM Networking Lunch

12:50 PM - 1:30 PM Moving from compliance to commitment: A Belief Workshop

Wendy Schram, Operational Excellence Improvement Specialist, Dow Chemical
The human mind works like a machine. Regardless of who you are, where you were raised, what degrees you have or do not have, the patterns that the mind follows will be the same. Once you unlock this pattern, you can understand how to change the way you think, in order to change the way you behave. This concept can also be used to influence others in a positive and encouraging way and the help change the collective culture of a team. In this workshop, we will use compliance-type examples to explore how the mind works and we will practice some techniques that can help move a team from compliance to commitment.


Wendy Schram

Operational Excellence Improvement Specialist
Dow Chemical

1:30 PM - 2:30 PM Building the OE& Risk Management competencies of the future: What skills? What roles?

Today’s organisations consist of increasingly complex IT and technological architectures upon which customers, employees and processes – both manual and digital - interact. That means that the role of operational excellence is arguably becoming both more important and increasingly complicated. In this session we’ll discuss the new skills and capabilities necessary for OPEX practitioners to help their organizations thrive in today’s high-risk and volatile market conditions.
• What does a 21st century operations practitioner look like?
• Understanding the power of human capital for operational excellence
• What skills / what roles are required in the future?
• Optimising your resources: effective productivity benchmarking
• Working with remote teams
• Internal competency development
• Creating networks of excellence to enable knowledge transfer

2:30 PM - 2:30 PM Chair’s summary and close of conference