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EXO Presentation

Refinery Group
by

Dan Velazquez

on 13 November 2012

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Transcript of EXO Presentation

EXO
Consulting, LLC
Presentation for
Texas Tea
Refinery Thank you! SNAPSHOT OF TEXAS TEA REFINERY (TTR) 30,000-barrel per day oil refinery in Texas
Market in TX, NM, OK & AZ
Parent company filed bankruptcy in 2008
CEO replaced, most managers in place
2-year bankruptcy with no employee turnover
Increased attention on refining
Restructured, many subsidiaries sold off TTR ORGANIZATIONAL STRUCTURE 170 workers: 100 union, 45 salaried, 25 support C.E.O. Relatively flat structure
New Vice President
New Safety & Training Manager OUR ANALYSIS of the PROBLEM at TTR TTR's ORGANIZATIONAL CULTURE A refinery "stuck in the 1980s" TTR's ORGANIZATIONAL CHALLENGES: Mission statement developed in 2011
No direction on purpose, or implementation strategy
Uncertainty about mission statement I. Poorly Managed Changes (2012) Jessica Bledsoe, Chris Chesnut, Sudeep Kanungo, Beau Powers, Anna Scott, Tom Thorne, Dan Velazquez, Spencer Vriens RECOMMENDATIONS for TTR To Become Heroes, Engineering Group Should: 2 Communicate & sell that vision 1 Develop a shared vision 3 Influence change by- RECOMMENDATIONS for TTR Influence Change By Developing a Shared Vision InvolveOthers Solicit Feedback Communicate Changes Measure Progress S.W.O.T.
Analysis Autonomous and very little change until post-bankruptcy Employee turnover very low Culture of mutual support among employees Middle managers – main players Lack of direction, incentives, or support Progressive erosion of morale Investment, leadership & policy changes New Managers Hired Update of Safety Policies & Procedures TTR's ORGANIZATIONAL CHALLENGES: II. Lack of Vision and Communication Absence of clear communication protocol
Growing dissatisfaction & doubt among employees “Leadership is about going somewhere. If you and your people don’t know where you are going, your leadership doesn’t matter.” ANALYSIS of PROBLEM at TTR Even Heroes Need to Understand the Strategy RECOMMENDATIONS for TTR Communicate & Sell the Vision Communication plans should be understandable by all audiences Structure & predictability for ongoing operations today Flexibility and room to experiment in order to prepare for the future VISION RECOMMENDATIONS for TTR Measure Progress Specific
Measurable
Achievable
Realistic
Timely (S.M.A.R.T.) President Vice
President Refinery
Manager Engineering
Manager Operations
Manager Maintenance
Manager Safety & Training Mgr. Lab Manager Purchasing
Manager Environmental
Manager Engineers Operations
(Union) Maintenance
(Union) Lab Techs
(Union) New Vision: Transform TTR into a refinery
that can thrive in the most competitive of markets.
Involve our employees in the company's improvement. Reward them for high quality work and encourage individual ownership. Upper Management Middle Managers Front Line
Employees a. Actively managing change
b. Controlling rumors and information
c. Motivating employees
d. Forming a team of middle managers - Ken Blanchard, "Leading at a Higher Level" RECOMMENDATIONS for TTR Where is Your Company's Vision? #2 In everything your company does #1 On the wall, gathering dust #3 You don't have one #4 You have one, but it's a secret RECOMMENDATIONS for TTR Motivate Employees Control Rumors Maintain trust through relationships Quarterly open forum meetings Anonymous questionnaires Cultivate an informer Create ownership Team building; promote belonging Give praise & recognition RECOMMENDATIONS for TTR Develop a strong reciprocal culture Nurture non-adversarial relationships Understand fellow managers' needs Middle Managers as a Team! RECOMMENDATIONS for TTR Conclusion "Use vision as a force of attraction that can unify people's energy, thus enabling them to function as one system." - Gregory Gull, "Gravity of Vision" Seek Positive Communication Here are a few more survey questions RECOMMENDATIONS for TTR To Become Heroes, Engineering Group Should: 2 Communicate & sell that vision 1 Develop a shared vision 3 Influence change by- a. Actively managing change
b. Controlling rumors and information
c. Motivating employees
d. Forming a team of middle managers
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