Five agility myths in energy and heavy industries - Deepstash

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Five agility myths in energy and heavy industries

Five agility myths in energy and heavy industries


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The Agile Model Of Working

Agile ways of working originated in IT, proving their worth in technology and software companies. In the past decade, agile practices have spread to other sectors, resulting in enterprise-wide agility in banking, retail, healthcare, and insurance (see sidebar, “Organizations are on the move”). He...

Agile Working For Other Sectors

Agile approaches have long been shown to work well when the product or process weighs little or nothing, such as in banking, technology, and insurance. 

Agile thinking is being adopted by different players in energy and heavy industries, evidenced by advanced-analytics case...

Myth 1: The Value of Agile Working is limited to IT/Tech, Software, and Digital Products

Enterprise agility cuts across the organization, digital and nondigital. We see impactful examples of agility in, for instance, procurement or co...

Agile ways of working and thinking can apply not only to changes in equipment design but also to measurement and analytics.

In a collaborative effort involving people inside and outside the organization, virtual “go and sees” were conducted with leading global mining companies and agile s...

Myth 2: Agile Working is Unsuitable for Regular Activities And Difficult to Introduce

Any process run by people can be improved upon and can benefit from an agile approach of fast learning and high levels of ownership and accountability in teams. This applies across core run activities, such as production delivery or maintenance planning and execution. 

Introducing and maint...

Myth 3: Agile and Lean are Different or Exactly the Same. Can they work together?

Lean and agile ways of working complement each other, and the magic is in the combined recipe from both.

In reality, both systems have been successful across a range of environments, and both share a similar set of foundational objectives:

  • Transparently connect strategy and goa...

What Lean Organizations Do

Lean organizations identify and eliminate activity that is not valued by the customer or end user. This systematic analysis of processes and value streams can reduce waste, variability, and inflexibility; it boosts performance in cost control, product quality, customer satisfaction, and employee ...

When run together, lean processes bring the holistic view and basic principles, while agile processes bring the flexibility of short-cycle implementations (sprints) for continuous improvement. The lean approach tends to be more applicable to continuous improvements, providing directions or outside...

Myth 4: Agile Working is Too Short Term to Add Value to Operations

Heavy industries have to manage multiple time horizons; that is, everything from problems solved over decades to problems solved in minutes. So while they have long capital planning, building, and maintenance cycles, they also have imminent demands. As agility combines dynamism with stability, a ...

Within each stage gate, agile thinking can accelerate and clarify a process; so within a design or planning cycle, an agile approach can shorten decision times and—by being inherently flexible—address and overcome delays.

Safety is critical. Agile’s emphasis on transparency, ownership and reduced handovers is especially important and relevant. Successful efforts here engage employees and build a strong safety culture, which has always been—and should continue to be—at the heart of asset-heavy companies. Combined w...

At the team level, where safety practice and culture is played out, an agile mindset means a continuous cycle of team learning and adaptation (learn fast) while managing risks effectively. 

 Any set of decisions can be made more transparent and more linear by an agile approach: decisions c...




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