MIND MAPPING APPLIED TO RISING THE BAR IN MAN OPS 

 Challenge 

 At the company I work for , we are transforming . Following a change of board and a pandemic ,   our strategy has shifted towards an energizing and hopeful vision based on net zero emissions   in production process and products . However , maintaining operational rigor , calm and not being   carried away by uncertainty and unease can be a challenge . 

 The pandemic has deprived us of our escapes , of our social relationships , and the number of   supervisors in the plant has also decreased . The transformation of the company implies a   reduction in personnel and a reconfiguration of hierarchy and ways of working . Simultaneously ,   the number of civil and construction works in the refinery increases to adapt to a new scenario   of more sustainable production . 

 More jobs in the plant , fewer supervisors , and a climate of uncertainty = more risk of unwanted   events . 

 Fact : The number of potential incidents at other refineries has increased . Our internal   verifications show an upward trend in the number of " minor errors " . 

 Challenge : to rise commitment and proactivity standards withing the first line workforce . As a   result , fewer incidents are expected . 

 Questions : What can we do to increase the level of care ? How can we prevent the number of   incidents from increasing in our refinery , and with it the risk of suffering an accident ? What is in   our power to provide peace of mind in an uncertain time to mitigate the human factor in errors ? 

 Selection 

 This is not an easy problem to solve since it involves many soft skills the engineers and operators   who work in the plant are not very used to . The project was assigned to a colleague and me , but   we believe that it is worth expanding the spectrum of opinion , at least , to the entire XLT of   Operations to broaden perspectives and fully understand the problem and the underlying causes 

 I think the problem is abstract enough to use a tool that helps us define some basic criteria to   move to the next stage . That is why I have chosen mind - mapping . Mind - mapping is a technique   typically used to explore data and find patterns and perspectives that lead to insights and more   creative solutions . 

 I´m sure it would provide a good basis for us to understand underlying issues , putting ourselves   in the shoes of operators ’ collective and to move from " what is " to " what if " . 

 Application 

 Due to the pandemic , we are unable to meet face - to - face in a room to see all the data first - hand .   I therefore organized a virtual session and previously sent the following documentation : 

 - Analysis of recent high potential incidents of other refineries of the group 

 - Analysis of internal incidents 

 - KPIs for compliance with our operational excellence parameters 

 - Results of the last employee satisfaction survey ( shifts ) 

 - Analysis of the results of the survey / interviews carried out by the WANT team of the UJI   ( Positive Organizational Psychology ) based on their Health and Resilient Organizations standards 

 As I said , I summoned the entire XLT after telling them that we needed their collaboration to   promote a change in mindset ; we are 14 people . I started the meeting by sharing screen and   sequentially showed all the documents that I mentioned above and that I sent as pre - read or   significant data for the meeting . I wanted to spend time displaying all the data in case someone   had n't been able to see it in full . 

 Next , we shared a panel of the Whiteboard application and I asked each one of them to put , in   different notes and individually , the learnings they had obtained from the visualization of the   information provided , without previously commenting on it with anyone . Then we gave   ourselves 10 minutes to read all the notes and think about how they could be clustered . It took   us about 40 minutes to perform this step , which was somewhat chaotic in Whiteboard because   there were many people without being able to see each other ’s expression when sharing a   screen . Maybe it would have been better to set shifts . 

 Finally , we were able to summarize in 1 or 2 sentences the fundamental ideas of each cluster   and we took a break before proceeding to interconnect them . The part of interconnection and   specification of the criteria of the process took us around 1.5 hours , where I acted as a coach   asking questions like : and what does that translate into ? Why do we think that happens ? What   does this affect to ? ... 

 Insight 

 The fundamental insights of our process were that we had a very pyramidal structure that left   little room for the operators to take the initiative . We must delegate part of the control to create   a structure of acquisition of individual leadership , responsibility , and proactivity . This is also   related to the factors that fared worst in employee satisfaction surveys . However , to give up   control , we must work on tools so that they can assume it . 

 -   The first is to create competence ( improving training processes , training exercises ,   participation in creating procedures ... ) 

 -   The second is clarity in our direction ( set the main goal for the semester / year and put   it in writing in the control room , repeat the message , quarterly review of progress   towards our objective , etc . ) 

 Mind - mapping has seemed like an excellent technique to land soft and abstract targets in   tangible actions . 

 Approach 

 I would use the same tool next time , however , I will take care of reserving the auditorium   room ( with capacity for many people ) to be able to do the exercise in person safely with the   sanitary measures that apply , since the Whiteboard alternative reduces fluidity and hinders   the dynamics . 


EMAIL: 
ID_NUM: 
NAME_STUDENT: 
PHONE_NUM: 
STREET_ADDRESS: 
URL_PERSONAL: 
USERNAME: 

### Task: You are a PII (Personal Identity Information) Detection. Given a essays written by students, you have to identify ONLY the following:
NAME_STUDENT - The full or partial name of a student that is not necessarily the author of the essay. This excludes instructors, authors, and other person names.
EMAIL - A student’s email address.
USERNAME - A student's username on any platform.
ID_NUM - A number or sequence of characters that could be used to identify a student, such as a student ID or a social security number.
PHONE_NUM - A phone number associated with a student.
URL_PERSONAL - A URL that might be used to identify a student.
STREET_ADDRESS - A full or partial street address that is associated with the student, such as their home address.
### Input: MIND MAPPING APPLIED TO RISING THE BAR IN MAN OPS 

 Challenge 

 At the company I work for , we are transforming . Following a change of board and a pandemic ,   our strategy has shifted towards an energizing and hopeful vision based on net zero emissions   in production process and products . However , maintaining operational rigor , calm and not being   carried away by uncertainty and unease can be a challenge . 

 The pandemic has deprived us of our escapes , of our social relationships , and the number of   supervisors in the plant has also decreased . The transformation of the company implies a   reduction in personnel and a reconfiguration of hierarchy and ways of working . Simultaneously ,   the number of civil and construction works in the refinery increases to adapt to a new scenario   of more sustainable production . 

 More jobs in the plant , fewer supervisors , and a climate of uncertainty = more risk of unwanted   events . 

 Fact : The number of potential incidents at other refineries has increased . Our internal   verifications show an upward trend in the number of " minor errors " . 

 Challenge : to rise commitment and proactivity standards withing the first line workforce . As a   result , fewer incidents are expected . 

 Questions : What can we do to increase the level of care ? How can we prevent the number of   incidents from increasing in our refinery , and with it the risk of suffering an accident ? What is in   our power to provide peace of mind in an uncertain time to mitigate the human factor in errors ? 

 Selection 

 This is not an easy problem to solve since it involves many soft skills the engineers and operators   who work in the plant are not very used to . The project was assigned to a colleague and me , but   we believe that it is worth expanding the spectrum of opinion , at least , to the entire XLT of   Operations to broaden perspectives and fully understand the problem and the underlying causes 

 I think the problem is abstract enough to use a tool that helps us define some basic criteria to   move to the next stage . That is why I have chosen mind - mapping . Mind - mapping is a technique   typically used to explore data and find patterns and perspectives that lead to insights and more   creative solutions . 

 I´m sure it would provide a good basis for us to understand underlying issues , putting ourselves   in the shoes of operators ’ collective and to move from " what is " to " what if " . 

 Application 

 Due to the pandemic , we are unable to meet face - to - face in a room to see all the data first - hand .   I therefore organized a virtual session and previously sent the following documentation : 

 - Analysis of recent high potential incidents of other refineries of the group 

 - Analysis of internal incidents 

 - KPIs for compliance with our operational excellence parameters 

 - Results of the last employee satisfaction survey ( shifts ) 

 - Analysis of the results of the survey / interviews carried out by the WANT team of the UJI   ( Positive Organizational Psychology ) based on their Health and Resilient Organizations standards 

 As I said , I summoned the entire XLT after telling them that we needed their collaboration to   promote a change in mindset ; we are 14 people . I started the meeting by sharing screen and   sequentially showed all the documents that I mentioned above and that I sent as pre - read or   significant data for the meeting . I wanted to spend time displaying all the data in case someone   had n't been able to see it in full . 

 Next , we shared a panel of the Whiteboard application and I asked each one of them to put , in   different notes and individually , the learnings they had obtained from the visualization of the   information provided , without previously commenting on it with anyone . Then we gave   ourselves 10 minutes to read all the notes and think about how they could be clustered . It took   us about 40 minutes to perform this step , which was somewhat chaotic in Whiteboard because   there were many people without being able to see each other ’s expression when sharing a   screen . Maybe it would have been better to set shifts . 

 Finally , we were able to summarize in 1 or 2 sentences the fundamental ideas of each cluster   and we took a break before proceeding to interconnect them . The part of interconnection and   specification of the criteria of the process took us around 1.5 hours , where I acted as a coach   asking questions like : and what does that translate into ? Why do we think that happens ? What   does this affect to ? ... 

 Insight 

 The fundamental insights of our process were that we had a very pyramidal structure that left   little room for the operators to take the initiative . We must delegate part of the control to create   a structure of acquisition of individual leadership , responsibility , and proactivity . This is also   related to the factors that fared worst in employee satisfaction surveys . However , to give up   control , we must work on tools so that they can assume it . 

 -   The first is to create competence ( improving training processes , training exercises ,   participation in creating procedures ... ) 

 -   The second is clarity in our direction ( set the main goal for the semester / year and put   it in writing in the control room , repeat the message , quarterly review of progress   towards our objective , etc . ) 

 Mind - mapping has seemed like an excellent technique to land soft and abstract targets in   tangible actions . 

 Approach 

 I would use the same tool next time , however , I will take care of reserving the auditorium   room ( with capacity for many people ) to be able to do the exercise in person safely with the   sanitary measures that apply , since the Whiteboard alternative reduces fluidity and hinders   the dynamics .
### Output: 