Page 57 - SAPREF 50 year

Organisational Capability Improvem“ent
The OCI department is a relatively new team that was established in 2012 and is led by Klaas van Raaphorst. The team of five is playing a key role in the realisation of Vision
B2014, and building Vision 2018 plans for SAPREF.
y managing processes as a whole is about understanding why things happened.
rather than activities on their own, This method is an enhancement of the ‘known
they are trying to move SAPREF root cause analysis’ now commonly used within Judging by the good progress the away from working in departmental SAPREF. LEAN aims at continual improvement
silos and toward more pro-active of all daily activities, not only by doing it right
behaviour. the first time but also looking for possible and given the future with many growth
Some of the processes that the team improvements. Both CL and LEAN aim to create
is working to improve are ESP (Ensure
Safe Production), MTA (Mitigate Threat
to Availability), energy management and maintenance planning. All these activities are being supported by the introduction of Causal Learning (CL) and LEAN.
Causal Learning is a way of investigating incidents based on positive causal reasoning and
a learning organisation that improves and sustains processes as mentioned above.
Said Klaas, “Judging by the good progress the organisation has made in the last year
and given the future with many growth opportunities, I am confident that we can take SAPREF to the next performance level in the next five years, and realise Vision 2018.”
opportunities, I am confident that we can take SAPREF to the next performance level in the next five years, and realise Vision 2018. ”
Alan Chetty (Causal Learning Focal Point), right, doing a causal learning investigation with, from left, Shoba Chetty (LEAN Focal Point), Vikesh Jedidiah (Energy Focal Point), and Klaas van Raaphorst (OCI Manager).
organisation has made in the last year
– Klaas van Raaphorst
COMMEMORATING 50 YEARS OF EXCELLENCE
53