Ben Flanagan

The goal of this chemical plant assessment was to systematically evaluate the performance, culture, and processes of eight facilities across the client portfolio and compare them to industry benchmarks.

Over the course of several months, I led a team to evaluate the systems, processes, tools, and cultural norms in place across two major business units. We compared these assets to internal and external performance benchmarks to develop a prioritized implementation plan to improve… Show more

The goal of this chemical plant assessment was to systematically evaluate the performance, culture, and processes of eight facilities across the client portfolio and compare them to industry benchmarks.

Over the course of several months, I led a team to evaluate the systems, processes, tools, and cultural norms in place across two major business units. We compared these assets to internal and external performance benchmarks to develop a prioritized implementation plan to improve performance measures and processes. I also prepared recommendations to the corporate team on how to better integrate the assets with their overall business.

Key Aspects:
1. Eight facility operational assessment of chemical manufacturer for business systems, operational excellence opportunities, and culture gaps
2. Developed short-term and long-term implementation plan
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The goal of this operational excellence project was to implement a capital project stage-gate process for a major chemical company under-going rapid growth.

I acted as the strategic initiative PMO to ensure all aspects of the the new stage-gate process were implemented. Within the engineering and project groups, I performed a gap analysis of the client's existing knowledge, skills, and abilities that led to a prioritized plan. I worked with all departments to ensure the timeliness and… Show more

The goal of this operational excellence project was to implement a capital project stage-gate process for a major chemical company under-going rapid growth.

I acted as the strategic initiative PMO to ensure all aspects of the the new stage-gate process were implemented. Within the engineering and project groups, I performed a gap analysis of the client's existing knowledge, skills, and abilities that led to a prioritized plan. I worked with all departments to ensure the timeliness and quality of the standards being written. I developed a full set of performance indicators for each stage of the process by engineering and construction discipline.

Key Aspects:
1. Developed full stage-gate process for major capital projects that transformed the way the company ran their business
2. Standardized process for managing projects >$200MM, including all engineering standards, KPI, reporting, and organization structure.
3. Strategic planning for capital projects, turnaround and engineering services Show less

The goal of this strategic implementation project was to assess all aspects of an under-performing refinery and to develop and execute an improvement plan.

I led a team that assessed the skills, capability, performance, and culture of the maintenance, operations, and engineering departments. I developed a management operating system for the refinery leadership to better lead using performance data.

Key Aspects:
1. Turnaround of under-performing refinery asset
2. Acted a… Show more

The goal of this strategic implementation project was to assess all aspects of an under-performing refinery and to develop and execute an improvement plan.

I led a team that assessed the skills, capability, performance, and culture of the maintenance, operations, and engineering departments. I developed a management operating system for the refinery leadership to better lead using performance data.

Key Aspects:
1. Turnaround of under-performing refinery asset
2. Acted a coach and consultant for refinery leadership team
3. Implementation touched all aspects of the refinery: operations, turn-around, reliability and routine maintenance assessment
4. Client realized savings from improved lost profit opportunities and equipment availability Show less

This organization assessment project goal was to establish the operational readiness status and gap closure plan for two ethane crackers under construction.

This assessment evaluated all aspects of two facilities readiness to begin operations, identified areas of weaknesses, and then developed a detailed implementation plan so the facilities would be ready to begin operations on schedule. This effort established standards of performance against which to evaluate the work being executed… Show more

This organization assessment project goal was to establish the operational readiness status and gap closure plan for two ethane crackers under construction.

This assessment evaluated all aspects of two facilities readiness to begin operations, identified areas of weaknesses, and then developed a detailed implementation plan so the facilities would be ready to begin operations on schedule. This effort established standards of performance against which to evaluate the work being executed by engineering, construction, training, start-up, auditors and management into a coherent score and action plan.
Key Aspect:
1. Established framework and criteria to evaluate start-up and readiness
2. Developed implementation plan for company to achieve key targets Show less

The goal of this operational excellence project was to improve equipment reliability by piloting and implementing a best practice standard for an offshore drilling contractor.

I led a team that successfully piloted a new process, wrote a company standard and implemented the standard across six global business units and 27 floater-type offshore drill rigs. The implementation resulted in improve asset management costs and maintenance turn-around times.
Key Aspects:
1. Integration of… Show more

The goal of this operational excellence project was to improve equipment reliability by piloting and implementing a best practice standard for an offshore drilling contractor.

I led a team that successfully piloted a new process, wrote a company standard and implemented the standard across six global business units and 27 floater-type offshore drill rigs. The implementation resulted in improve asset management costs and maintenance turn-around times.
Key Aspects:
1. Integration of offshore assets into common business standard and culture
2. Developed, piloted, and implemented standard for best in class Between Well Maintenance planning and execution
3. Delivered standard training and support to the frontline staff across their six global business units and 27 floater-type drilling rigs Show less

The goal of this organizational alignment project was to assess and establish an assurance group resulting from the Deep Water Horizon and Macondo incident investigation.

We established an assurance organization, developed an assurance process, and improved the quality of the product being delivered to the 13 global drilling regions. During the project there was a decrease in the recycle rate of deliverables and systematic delivery of assurance activities to meet regulatory and legal… Show more

The goal of this organizational alignment project was to assess and establish an assurance group resulting from the Deep Water Horizon and Macondo incident investigation.

We established an assurance organization, developed an assurance process, and improved the quality of the product being delivered to the 13 global drilling regions. During the project there was a decrease in the recycle rate of deliverables and systematic delivery of assurance activities to meet regulatory and legal requirements.
Key Aspects:
1. Performed a full assessment of business and management operating systems, employee capability, and readiness to implement global change initiatives
2. Established assurance organization to support Bly Program regulatory and legal requirements.
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The goal of this strategic implementation project was to develop and execute the Navy's "Back to Basics" for frontline management process across all maintenance depots.

I led team driving performance improvements in Aircraft Carrier and Submarine overhaul and maintenance on a site of 9000 government employees working for the US Navy. We systematically coached and developed frontline and middle managers to better lead their teams using performance management tools.
Key Aspects:
1… Show more

The goal of this strategic implementation project was to develop and execute the Navy's "Back to Basics" for frontline management process across all maintenance depots.

I led team driving performance improvements in Aircraft Carrier and Submarine overhaul and maintenance on a site of 9000 government employees working for the US Navy. We systematically coached and developed frontline and middle managers to better lead their teams using performance management tools.
Key Aspects:
1. Long-term culture shift at submarine and aircraft carrier maintenance depots
2. Led the deckplate engagement initiative for the US Navy at their Aircraft Carrier and Submarine maintenance depot
3. Integrated process across four North American Shipyards Show less

The goal of this strategic implementation project goal was to improve key performance measures in a satellite design and manufacturing facility.

Led team touching multiple satellite programs: NASA's TDRS communication satellite, the next generation GPS and the 702 commercial satellite program.
Key Aspects:
1. Clarified the design to manufacture to assemble and test process in highly matrixed engineering and manufacturing facility
2. Turnaround of under performing manufacturing… Show more

The goal of this strategic implementation project goal was to improve key performance measures in a satellite design and manufacturing facility.

Led team touching multiple satellite programs: NASA's TDRS communication satellite, the next generation GPS and the 702 commercial satellite program.
Key Aspects:
1. Clarified the design to manufacture to assemble and test process in highly matrixed engineering and manufacturing facility
2. Turnaround of under performing manufacturing asset
3. Implemented long-term sustainability plan with leadership Show less

The goal of this operational excellence project was to improve key performance indicators and management processes in the aircraft carrier design engineering division.

We partnered with the aircraft carrier design engineering division to implement performance improvement initiatives. We focused on two key measurables: on-time drawing delivery and product quality measures improved. I developed a management operating system, supporting tools and coached key engineering leaders in… Show more

The goal of this operational excellence project was to improve key performance indicators and management processes in the aircraft carrier design engineering division.

We partnered with the aircraft carrier design engineering division to implement performance improvement initiatives. We focused on two key measurables: on-time drawing delivery and product quality measures improved. I developed a management operating system, supporting tools and coached key engineering leaders in delivering their goals.
Key Aspects:
1. Developed and implemented management operating system across 1200 person aircraft carrier engineering department
2. Results included 13% improvement in on-time drawing delivery and 12% improvement in quality measures.. Show less