Trindent Consulting

Drive Productivity During Meetings Using These 8 Tips

Looking to drive productivity during meetings? Follow the 8 tips listed below!

1. Chair of the Meeting.

Every meeting should have one individual who is responsible for the management of the meeting itself.  A “chair” or “facilitator” of the meeting can be particularly useful if one or more of the participants in the meeting is participating via a conference call.  The chair or facilitator can manage the flow of the discussion and reduce participants speaking over one another or cross talking. Another useful technique for conference calls with large numbers of participants is for the chair to introduce the speaker(s) (or the speakers should identify themselves before speaking for the first time) in order to provide identity to the voice, particularly if some of the participants have not previously met or spoken with one another.

2.  Action Logs.

Assigning action items to individual accountable owners with specific due dates can dramatically increase the effectiveness of a meeting to ensure that the time invested in the meeting attains the maximum benefit.  Action logs, or meeting minutes, can be useful for recording these follow up items and responsibilities. In addition, circulating the action logs to other members of the team who were not at the meeting but that may be designated as “Informed“ in the RACI chart, is an effective way of communicating and keeping these individuals informed on the agenda items.

3. Close the Laptops.

If participants are going to attend a meeting, they need to be paying attention in order to meaningfully contribute and receive the benefits of attending the meeting. Participants cannot do this if they are focused on responding to emails or reviewing other materials.  If necessary, the chair or meeting facilitator should request that all laptops be closed and other electronic communications devices be put away at the start of the meeting.  If a participant’s attendance at a meeting is only relevant for certain agenda items, perhaps the agenda could be organized in such a way as to address that participant’s agenda items first (and then that participant can exit the meeting) or last (having that participant join the meeting at a particular time towards the end).

4. Time of the Meeting.

Morning meetings earlier in the week (Tuesday or Wednesday) can sometimes be more productive because the participants may be better prepared and engaged (i.e. not trying to catch up on Monday morning emergencies, or focused on getting tasks or reports completed before the weekend).  In addition, certain client resources may be working shortened workweeks (3-4 day weeks). With more use of flex hours and long commutes to the office, be careful not to schedule meetings too early in the morning as this may create challenges for the participants.

5. Detailed Agendas.

The agenda for the meeting can be a very useful document to executing a successful meeting. In addition to setting out the agenda items to be discussed in the meeting, the format of the agenda can identify who is responsible for each item on the agenda, as well as an estimated period of time for each item on the agenda. The estimated period of time for each agenda item sets expectations for both the person tasked with that agenda item, as well as for the rest of the meeting participants, in trying to manage the time contract for the meeting schedule.

6. Food Can Drive Attendance.

If you want / need strong attendance at a meeting, such as an opening meeting on a new client engagement where you need to secure as much buy in for the project as possible, consider scheduling the meeting at lunch time and having lunch catered. Offering lunch requires a little extra planning, particularly if it is at the client site (i.e. special dietary restrictions and preferences; hot vs cold food; sweets vs fruit for dessert) but may result in higher attendance, and may put the participants in a better frame of mind if they are well fed.  On the flip side, a poor-quality food can be counterproductive, and may leave a bad taste, so give food the planning it deserves.

7.  Cautionary Note on Screen Sharing Applications.

Many online meeting technologies now include a screen sharing feature. While these can be very effective in ensuring that all participants are able to identify and understand the specific topic or document that is being discussed, the presenter needs to be very careful that the screen sharing does not inadvertently disclose other confidential information that happens to be visible on the presenter’s desktop. Care should be taken to close any open emails, communication forums and applications before the start of the meeting so that there is no inadvertent disclosure when using these screen sharing applications.

8. Face to Face.

While not always possible, there are certain situations where a face-to-face meeting at a client site can be much more effective than a conference call meeting. For example, when attempting to sell a new idea or process change proposal or sell the client on a new piece of business, a face-to-face presentation is often more effective and successful.  The presenters can read the client’s reactions in real time, and sometimes more effectively handle in-presentation questions.  In addition, the clients generally appreciate their service providers taking the time and effort to travel to the client site, and it gives the consulting team a chance to understand better the client’s work environment and challenges that the client may be facing, as well as identifying opportunities to sell additional services that may be identified by being on site.

Interested in becoming part of our team? Check out our current openings page to find a role that best suits you.

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5 Ps of a Meeting – Ensuring Your Next Meeting is Effective

Consultants excel at solving problems that span across teams, organizations, and industries. By using a variety of methodologies and tools, they can quickly and effectively address issues for their clients—and who doesn’t love a quick and effective solution?

One such issue is ineffective meetings. Fortunately, there are many solutions available, and one of the most effective is ‘the 5Ps of a Meeting.’ This approach is a favorite among consultants for its simplicity, effectiveness, and ability to prevent ineffective meetings from happening in the first place.

By mastering the 5Ps, consultants can transform meetings into productive and purposeful sessions, ensuring every moment spent is valuable and impactful.

So, what are the 5Ps? The 5Ps are Purpose, Participants, Process, Payoff, and Preparation (some suggest it should be 6Ps including Pizza).

Purpose: Every meeting should have a clear purpose, which must be more specific than just a subject line calling for a ‘daily meeting’ (why should the team meet daily?).

Participants: Listing the participants makes the organizer think about who they are inviting and why. The organizer doesn’t have to list the names in the body of the invite, but should nevertheless make a conscious decision about who should be part of the meeting.

Process: How will this meeting be conducted? What is the agenda and the time allocated for each agenda item? This is key, as it prompts the meeting organizer to think about the necessary time for the meeting, helping the team avoid setting meetings in 30-minute chunks just because that is the norm.

Payoff: What does the organizer want to accomplish by the end of the meeting? This should be specific so that the meeting participants can be held accountable.

Preparation: What preparation is needed from the participants? This helps the meeting organizer revisit the payoff and appropriately size the participant list.

Including the 5Ps in every meeting invite is the easiest and most effective way to ensure and prepare for an effective meeting.

Extracting Value from Daily Review Meetings

Daily review meetings are an integral part of the of the active management initiative that organizations hire Trindent Consulting to implement.  These meetings have a two-pronged purpose. They give managers a daily opportunity to review KPIs on the team dashboard to gauge progress against targets, and they function as an open forum discussion for staff to contribute ideas, share best practices, and bring up challenges they may be facing.

The first component is straightforward – managers preform the dashboard review while staff listen and absorb.  However, in most organizations, the second component of the meeting is a challenging one.  When staff are asked to share, the outcome is often not optimal.  Staff can be reluctant to speak up if they feel they’re not being heard, or if they believe they can get away with not contributing or being accountable.

Without input from staff, the daily review meetings lose their value.  They become an exercise in one-way dashboard review, something that doesn’t require a meeting to be held at all.

Here is where another important tool that Trindent advocates comes into play – the Action Log.  When used as part of daily review meetings, it allows managers to instill a sense of engagement and accountability into their staff, thereby maximizing the value of the meetings.

The Action Log Is More Than a Tracker

The action log is more than just “meeting minutes”.  It’s a tool that allows managers to record, prioritize, and keep track of the takeaways generated during the meetings in order to keep their team accountable; and it functions as a listening tool to drive engagement.

Unlike meeting minutes, action logs don’t document every discussion point in each meeting, but rather keep an on-going rolling record of the objective to-dos that come up at successive meetings.  Each action is assigned an owner and a due date, and the logs are reviewed at the beginning of each meeting to go over what’s been completed since the last session, and at the end of the meeting to confirm new items that have been added.

This level of constant attention to the action items serves to not only ensure that no task slips through the cracks, but it promotes accountability of each staff member to complete their assigned tasks, as anything that’s outstanding will be brought to the attention of the entire team.

The second function of the action log is as a management listening tool to drive team engagement.  A common sentiment from employees is that they feel their “voice is not heard” and that “managers don’t listen”.  When actions are added to the list and read back to the team at the end of each meeting, it shows the team’s manager has listened to, and understood, everyone’s ideas.   By documenting these next step actions, team managers are driving engagement by imparting importance and giving time to the ideas and questions their staff have brought forward.

By using this valuable tool, managers can empower their teams, drive accountability and engagement, and get maximum value from daily review meetings.

Kai. Y. WAN, Trindent Consulting, Toronto, Canada

The oil and gas industry comprises some of the most complicated manufacturing processes, involving mining, transportation, refining, distribution and retail.

Refining operations require a deep understanding of various refining techniques, including distillation, cracking and hydrotreating, among others. Implementing advanced technologies and optimizing process efficiencies are crucial steps toward achieving higher yields and reducing operational costs.

Meanwhile, the refining industry is inherently susceptible to market fluctuations, including raw material cost volatility, demand fluctuation due to global events and competition from renewable energy. To succeed in this dynamic environment, refiners must adopt cost-efficient operations that allow for quick adjustments in production levels and product portfolios.

A critical step in this process, collaboration with upstream and downstream partners is essential for refining success. Establishing robust relationships with crude suppliers, transportation providers and distributors enables smoother operations and increased negotiating power. Additionally, supply chain optimization principles, including efficient logistics and inventory management, can lead to reduced costs and improve overall profitability.

Part 1 of this article will outline a series of opportunities that oil and gas operators can consider immediately without the need for any capital expenditures (CAPEX) or software upgrades. These opportunities typically bring in strong cash flow performance within months and can improve gross margins significantly within a brief period of time.

CRUDE SELECTION: ENHANCING QUALITY MONITORING AND OPTIMIZING VALUE

Crude assay quality. Characteristics such as API gravity, sulfur content, distillation characteristics, Reid vapor pressure (RVP), total acid number (TAN), metal content, viscosity, asphaltene and resin content, pour point and cloud point all play pivotal roles in determining how a crude integrates within a refinery.

As crude oils traverse pipelines, their characteristics may undergo alterations. Consequently, comprehensive analyses at both the wellhead and refinery gate are essential. The information gathered serves as critical input for refinery operations, ensuring that refining units are optimally tuned to handle the specific qualities of the incoming crude.

Refineries that prioritize accurate crude assay quality assessments at both ends of the transportation journey can potentially gain tens of cents per barrel. These gains reflect enhanced operational efficiency and the prevention of potential processing challenges and equipment issues.

For example, a U.S. refinery situated at the end of the pipeline observed consistent crude assay performance at the refinery gate despite purchasing different types of crudes. The long distance between the injection point and the receiving point, coupled with breakout tankage on the route, allowed the crude flowing through the pipeline to mix. The refinery successfully adapted its strategy by using advanced data analytics to discount the impact of purchased crude at the injection point, enabling it to focus more on the real-time price optimization of the raw materials.

Without the proper crude assay analysis at the gate, a small refinery located near the U.S. Gulf Coast observed significant inconsistency in its linear programming (LP) model prediction when compared against the actual refinery yield profile. This was especially evident for its fluid catalytic cracker unit (FCCU). After a thorough investigation, it was observed that the crude purchased had changed its characteristics significantly during transportation and tank storage phases across the U.S. pipeline system. Using the crude assay profile information collected at the wellhead resulted in overestimating the distillation and sulfur content for the actual crude received at the refinery, which led to an inaccurate LP prediction of the chemical process. By adapting to a refinery gate crude assay program, this refiner was able to quickly adjust the crude assay input into the LP and create a more optimized plan for operation.

Crude sensitivity analysis. A key tool in achieving optimal raw material cost control is the crude sensitivity analysis, commonly known as the crude curve. The crude curve provides a detailed breakdown of the sensitivity of various crudes to changes in market prices. This practice guides supply chain teams, driving the process for how to strategically switch crude types in response to changing market dynamics and ultimately preventing costly procurement oversight. The crude curve helps crude planners to understand how different grades of crude value to the asset respond to shifts in price, allowing for precise decision-making in the procurement process.

This tactical approach has the potential to generate significant savings in the range of cents per barrel. Armed with the insights from the crude curve, supply chain teams are equipped to make informed decisions in real time. This includes determining the optimal mix of crude oils to refine, considering price differentials, availability and processing capabilities. By aligning procurement strategies with the ever-fluctuating market, refiners can seize opportunities and mitigate risks.

For example, FIG. 1 shows a simple type of crude sensitivity analysis for a refinery. Per the scenario illustrated, the crude planner can decide to switch crude purchases between Type A and Type B based on the current market price.

FIG. 1. Example of a simple crude sensitivity analysis.

Usually, the crude procurement plan for each refining asset is announced before the trading cycle. If this plan is not adjusted in real time—frequently applying market price fluctuations—market dynamics may put the original crude procurement plan at a disadvantage. By simultaneously conducting the crude sensitivity analysis when the crude procurement plan is published, crude planning teams can use a data-driven approach to respond to market price changes and optimize the cost structure of the refinery in real time during the trading cycle.

Without this tool, refiners may inadvertently lock in contracts for crude oil purchases that become uneconomical due to unexpected market shifts. The crude curve acts as a safeguard, providing a clear roadmap for adjusting procurement strategies to align with prevailing market conditions.

Working capital integration with planning. Not all crude source contracts are created equally. They vary in payment terms, credit provisions and contractual obligations. Refiners that take the time to scrutinize these contracts and align them to their operational realities can make precise decisions for when and how to allocate capital. This strategic approach ensures that financial resources are deployed efficiently, minimizing idle capital and maximizing returns.

FIG. 2. Working capital consideration during crude selection.

As illustrated in FIG. 2, a refinery with access to maritime crude delivery is presented with two different crude options. Option A may be a relatively cheaper option, but this crude would take about 30 d to be delivered to the refinery. Option B may be a relatively more expensive option but, due to its close proximity, the raw material can be delivered to the refinery within 3 d after an order is placed. Both suppliers have agreed to a Net 30 payment term, and the refinery has an average of Net 7 payment terms on refined products for all of its customers. The average crude on-hand time can be estimated at about 4 d before the crude is processed at the refinery. When comparing the two possibilities, Option A presents the refinery with a maximum financial exposure at the crude price per barrel. In contrast, Option B, due to its close proximity, offers the refinery a zero financial exposure as the payment of the refined product typically occurs before the due date for the crude purchase. An internal cost of capital of 10% means a price difference of $0.91/bbl may render no difference for both crudes, assuming an equal product value of $111/bbl. A simplified calculation to explain this concept is shown in
TABLE 1—the actual operation of factoring working capital during crude selection is much more complicated.

The financial impact of a refiner’s ability to be highly adept at working capital management is substantial. Refiners that fine-tune their capital allocation strategies based on varying crude source contracts can realize gains in the range of cents per barrel. Over time, these seemingly incremental gains accumulate into significant boosts to the bottom line.

PLANNING AND FORECASTING: STRATEGIC POSITIONING FOR SUCCESS.

Unconstrained LP analysis. Refiners should consistently evaluate sales constraints in their models for high-value products. Marketing efforts aimed at promoting and prioritizing the high-value products can yield substantial returns for refineries. One potential profit-driving opportunity is the distribution between premium gasoline vs. regular gasoline and jet vs. diesel, for example. It is worth noting that marketing initiatives should align seamlessly with the refinery’s operational capabilities and market demands.

This initiative can typically be identified when performing sensitivity analysis compared to the base LP case by opening product demand constraints one-by-one, and eventually removing all of them. This will enable the LP to fine-tune operational parameters, such as crude slate, processing capacities, product yields and production schedules. Such an analysis will define the business development direction to debottleneck current demand constraints, allowing the company to increase production throughput, as well as increase the ratio of the higher value product.

A case study completed for an integrated energy company by the author’s company indicated that this operator could focus on securing a contract to sell jet fuel to a nearby major airport. This carried a potential financial benefit of > $1/bbl. Note: The final opportunity was reduced by logistic costs and CAPEX.

The fiscal impact of this strategic marketing initiative is substantial. Refiners that prioritize high-value products can realize returns ranging from tens of cents to dollars per barrel. These gains, when extrapolated over time, translate into significant enhancements to the refinery’s bottom line.

Unit constraint optimization. Unit constraints dictate the operational limits of various refining processes. Regularly assessing and potentially challenging these constraints are essential practices, opening the door to uncovering inefficiencies, streamlining operations and ultimately boosting profitability.

For instance, the author’s company completed a case study for a refinery demonstrating that revising one unit constraint would subsequently generate a financial benefit of $0.10/bbl. Without regularly reviewing the unit constraints and performing the required LP optimization study, it is difficult for a refiner to prioritize among different opportunities and focus on the high profit drivers.

The financial impact of this strategic practice is substantial. Refineries that diligently assess and challenge unit constraints can potentially gain in the range of tens of cents per barrel.

PEOPLE: HIGH-PERFORMING TEAMS WITH CLEAR ROLES ANDRESPONSIBILITIES.

While the preceding sections have focused heavily on the technical aspects for how oil and gas operators can yield significant financial benefits without substantial capital investment, an often-underestimated factor is the human element in these processes. A high-performing team with clearly delegated authority and responsibilities is integral to a robust continuous improvement process. A few high-level concepts are discussed below.

Throughout engagements with clients, the author’s company has frequently encountered undefined roles and responsibilities for cross-functional areas like planning or blending, resulting in internal friction and rework. While opportunities can be overlooked without clear ownership, well-established accountability tends to drive individuals to claim ownership of their processes and enhance the performance of their designated areas.

An area where inefficiencies commonly arise is in the effectiveness of management meetings. The purpose of these meetings should be well-defined in advance, action items must be documented and regularly followed to support holding key stakeholders engaged and accountable for sustainable change.
Meetings have been observed that cover the “what/where/when” but neglect addressing the “how/why” questions, hindering continuous learning, skill development and improvement.

Takeaway. In a rapidly evolving industry landscape, the implementation of the above-mentioned refining strategies can significantly enhance refinery profitability and position them for sustained growth. By leveraging these opportunities, refiners can navigate market challenges, adapt to changing conditions and secure their position as industry leaders in the ever-evolving world of crude oil refining.

KAI Y. WAN is an Associate Principal at Trindent Consulting. Dr. Wan has collaborated closely with multiple business partners in the energy sector across North America and Asia-Pacific, including some of the world’s largest refineries, and has delivered > $300 MM in financial improvements, with typical project ROIs at 500%–1,500% during the first year after implementation.