Approach e cl-gdf-suez chporfr 13072012 v1.0

E-Cl / GDF-SUEZ IPR in ChiliApproach

Professional planning project

Déhora Consultancy GroupIt’s our business to schedule yours!

13th of July 2012

• Planning is our expertise and passion !• More than 25 years of customer experience

(founded 1987)• 100 employees, • Offices in Amsterdam, Belgium & Poland• More than 1500 customers • Active within various industries• Full service approach :

• We research planning problems and solutions• Provide consultancy and implement the results• Help clients secure expert staff and specialised software related to planning• We offer training for planning staff and management

Background

Déhora mission

The goal of all Dehora efforts is the significant improvement of the efficiency, the productivity and the vitality of organizations and their personnel.

In the last 25 years Déhora has supported hundreds of clients to enhance their sustainable business results.  

Process of planning

Primary process

Process of planning

Company results

Long term planning

Mid term planning

Short term planning

E-CI/GDF-Suez IPR Chili – mission

• Set up a professional planning culture in the present main power plant sites in Tocopilla and Mejillones

• Analysis and definition of roadmap• Implementation, instruction and training• Audit of performance of planning and fine tuning• E-CI autonomous professional planning

capabilities/talents

PLANORGANISATIEEN INRICHTING

HULPMIDDELEN &SOFTWARE

ORGANISATORISCHE VORMGEVING

COMPETENTIES &MOTIVATIE

BESTUURLIJKEINRICHTING

BESCHIKBAREINFORMATIE

PLANMETHODIEK(EN)

AS IS

TO BE

ACTION PLAN

EXECUTE ACTION PLAN

Organisatie doelstellingen

Gerealiseerdrooster

Plandoelstellingen

Roosterplanning

Roosterbeheer

Capaciteitsplanning

Plan Prestatieindicatoren

Normvergelijking

Bijsturen

PLAN

DOCHECK

ACT

Sturend vermogen

Resultaatgerichtheid

Plannendvermogen

Beleids-kaders

Randvoorwaarden

Organisation of planningProcess of planning

Approach DéhoraProcess Optimisation : 2 level approach

Level 1 Level 2

Organizationalobjectives

Realization

Planning objectives

Mid term planning

Short term planning

Long term planning

Plan PerformanceIndicators (PPIs)

Norm comparison

Adjustment

PLAN

DOCHECKACT

Controlling capability

Focus onresults

Planning capability

Policies

Preconditions

1. Process of planningM

AIN

TE

NA

NC

E P

LA

NN

ING

PR

OJE

CT

PL

AN

NIN

G

MA

NP

OW

ER

PL

AN

NIN

G

AS IS

TO BE

ACTION PLAN

PROCESS OPTIMISATION

EXECUTE ACTION PLAN --------------> TRANSITION

Le

ve

l 1:

PR

OC

ES

S O

F P

LA

NN

ING

AUDIT OF PROCESS OF PLANNING BASED ON PDCA

Approach

DETAILED PROJECT

PLAN IMPLEMENTATION

Define objectives + KPI’s/PPI’s (1)

(2) Design and document processes

TRAN- SITION

(3) Monitor KPI’s, evaluate and adjust = management of planning

approval

EVALUATION

(1) Examples of Plan Performance

IndicatorsPlan-

efficiencyComplianc

e

Plan costs

Flexibility costs

Well-being risk

Need validition

(2) Description/design of process and recommendations – example of

workforce planningAlternative 1 Alternative 2

(3) Management of Planning

Design

Adapt

Realise

Evaluate

Applicable for every level and every type of planning.

2.Professional Planorganisation

PLANNING ORGANISATION& DESIGN

TOOLS &SOFTWARE

ORGANISATIONAL DESIGN

COMPETENCES &MOTIVATION

STEERING STRUCTURE

AVAILABLE INFORMATION

PLANNINGMETHODS

AS IS

TO BE

ACTION PLAN

PROCESS OPTIMISATION

EXECUTE ACTION PLAN --------------> TRANSITION

Le

ve

l 2:

PL

AN

OR

GA

NIS

AT

ION

AUDIT OF PLANORGANISATION BASED ON MATRIX

Approach

PROFESSIONALISING THE PLANORGANISATION

Competences (training & coaching on the job) (1) Roles &

Responsibilities (2)

TRAN- SITION

approval

Tools & Software (3)

Planning methods

Communication + flow of available information

EVALU-ATION

(1) Develop planners - process

Define current level of competences

Develop

Define level of competences after

development phase

Define needed competences

e.g.• Training• Workshop• Training on the job

e.g.• See & listen• Assessment• Interviews• Tests

e.g.• Intake• Interviews• Advice on

competences and function

e.g.• Test• Exam• Evaluation • Results of work

Based on the input step 1 and 2 a detailed trainingplan will be developed.

(2) Roles & responsibility

Responsible •The person who does the work to achieve the task.

Accountable •The person who is accountable for the correct and

thorough completion of the task.

Consulted •The people who provides information for the project and

with whom there is two-way communication. Informed •The people who are kept informed about progress and

with whom there is one-way communication.

Example

(3) Tools & Software

Input:– Audit of planprocess and audit of planorganisation (included

SAP and others)– Current available tools & software

Goal:– Define required tools & software– Define required SAP re-engineering/modelling– Define level of required monitoring

Level 1:

PROCESS OF

PLANNING

AUDIT OF PROCESS OF PLANNING BASED ON PDCA

Total overview : approach

DETAILED PROJECT

PLAN

IMPLEMENTATION

Level 2:

PLAN-

ORGANISA-TION

AUDIT OF PLANORGANISATION BASED ON MATRIX

PROFESSIONALISING THE

PLANORGANISATION EVALU-

ATION

EVALU-ATION

2 MONTHS 6 MONTHS 4 MONTHS

Site 1 : Tocopilla

Business Consultant 1

Site 2 : Mejillones

Level 1:

PROCESS OF

PLANNING

AUDIT OF PROCESS OF PLANNING BASED ON PDCA

Level 2:

PLAN-

ORGANISA-TION

AUDIT OF PLANORGANISATION BASED ON MATRIX

Business Consultant 2

IMPLEMENTATION

PROFESSIONALISING THE

PLANORGANISATION EVALU-

ATION

EVALU-ATION

TR

AN

SIT

ION

PH

AS

E 1

TR

AN

SIT

ION

PH

AS

E 2

CHECKPOINTS ON STANDARDISATIONAPROVAL

Importance of change management !

• [Result] = [Process]2 x [Content]

• [Risk Management]

A few relevant references

Example: planprocess maintenance airplanes - bottleneck

MANPOWER Planning

Bottleneck;

Availablity personnel not

accordingly occupation

needs

MAINTENANCE Planning

Bottleneck:

Not all maintenance tasks

are planned

PRODUCTION

Bottleneck:

Not all tasks are executed on time

1 2

REASON: NO EFFECTIVE INTEGRATION BETWEEN MANPOWER PLANNING, MAINTENANCE PLANNING AND PRODUCTION

New process of integrated planning

MANPOWER Planning

Monthly planning

MAINTENANCE Planning

Short term (week)

PRODUCTION

12

MAINTENANCE Planning

LT ( 3 months)

MANPOWER Planning

LT (3 months)

MANPOWER Planning

Daily planning

3

MAINTENANCE Planning

Work planning

4

ENGINEERING

5

6

Example Software analysis

MAINTENANCE PLANNING

Excel

Base maint med term

ENGINEERINGOCCPRODUCTION

MANPOWER PLANNING

Excel

Capacity analysisPERSONNEL

AIRMAD

Excel

Blue One

- Excel:

Workload short term

Shiftworkload

- Paper

SAP

Harmony

Excel: base maint med term

Harmony

webtool

LOGISTICS