Opinion
contributions. Tis is especially important when a team is comprised of experts or when they have to relate to other expert teams. Te leader may have to cope with emotional issues within the team such as defensiveness, protection of a specialist point of view or unwillingness to share knowledge.
A key aspect of their
role will be to ensure that each team member feels valued and respected, even when their point of view or approach is not adopted. Not all expertise will be equally relevant or appropriate to a particular CI issue.
to the next situation; equally, they should review and capture knowledge from situations where CI delivered less than optimal results.
➍ Prioritise outcomes. Trough a CI process, teams can generate many improvement ideas and if these are not prioritised, it can result in an unwieldy amount of projects that may not benefit the business. Leaders need to link the work of the team to business goals, by being decisive and clear in prioritising which projects will deliver the greatest value.
➎ Learn the lessons. Following a CI initiative, leaders should conduct a debrief to examine how the team achieved the outcomes and whether any lessons or principles can be learned and transferred
Skin effect heating systems B
ARTEC has delivered skin effect heating systems into the Kharyaga field. The tailor made solution provides
engineering, calculation, design, supply, installation, commission, and supervision. The target was to assure frost protection and temperature maintaining at the long transfer pipe lines of the oil field in the oil-rich Nenets tundra. Despite the harsh conditions on the Kharyaga field,
located some 60km north of the Arctic Circle, production there has continued uninterrupted since the field came on stream years ago, an achievement owed to a number of specific measures. By drilling with deviated wells from a limited number of pads away from the central processing station the impact of surface installations is minimised. To
8
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“Leaders will need to be credible. They should adopt a consistent framework and approach to situations, one which they are willing to explaint people and they need to be honest.”
Lee Stannett, Hemsley Fraser
Credibility Tese five actions underpin continuous improvement. However, to effectively support a CI culture - and to inspire confidence in others - leaders will need to be credible. Tey should adopt a consistent framework and approach to situations, one which they are willing to explain; they should demonstrate fair and consistent standards in the way that they treat people and they need to be honest when situations are complex and uncertain. Tey also need to be authentic in their leadership style and genuine in their support for their team. Tey’ll be seen as manipulative and opportunistic if they simply try to get the team to tackle
isolated problems or situations, if they don’t really believe in their people.
All teams should be continually seeking to improve their performance. ●
Lee Stannett is a client director at learning and development specialist Hemsley Fraser, Saltash. Plymouth, UK.
www.hemsleyfraser.co.uk
BARTEC delivered its complete skin effect heating systems into the Kharyaga field. For this application, the skin effect heating system could show its advantages: It is the most cost effective solution at long or unlimited distance lengths with least number of feeding points. The rugged heating circuit is encapsulated in a heat tube element under the insulation and cladding. There is a constant power output for safe temperatures to protect the medium and installation and the system is certified for use in explosive atmosphere. ●
prevent plugging the waxy oil is maintained at 40°C. All facilities have high-performance insulation and the BARTEC skin effect heating systems are implemented.
Enter 8 or ✔ at
www.engineerlive.com/iog
BARTEC GmbH is based in Bad Mergentheim, Germany.
www.bartec.de
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