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1 Changing Your Work Process to a Preferred Work Method Speakers: Steve Hallmark – SMUD Scott Hommel - FCS 4/17/200 7
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Changing Your Work Process to a Preferred Work Method
Speakers:
Steve Hallmark – SMUD
Scott Hommel - FCS
4/17/2007
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• The Issues Work Consistency Safety Skills and Knowledge Gaps/Inconsistencies Existing Culture Pending Loss of Experienced People
• Defining the Job Skill and Knowledge Assessment Risk Assessment Gap Analysis
• Preferred Work Methods Definition: PWM versus Procedures Worker Buy-in Development Process Rolling Out into Training & Work Culture
• Results/Summary
Overview of Presentation
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• A comprehensive assessment of SMUD’s work procedures and training programs, conducted by Tri-Tech/FCS, found strong training programs but some gaps and inconsistencies in written procedures.
• SMUD decided to:“Fill” procedures gaps quicklyUse them to provide accurate, consistent, and
safe guidance for both field forces and for trainees
“Build” them in a way that encourages broad buy-in, understanding, and use of PWM's
The Issues
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• SMUD needed consistency - after an accident investigation, they no longer want to hear:
“The method used was O.K., but I wouldn’t have done it that way.”
• At the same time, SMUD needed to capture the knowledge of their best subject matter experts (SME) before they retired.
• Factors driving this project included:Work ConsistencySafetySkills and Knowledge CaptureCompany Culture
The Issues (Cont.)
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• Develop a Task List and Skills & Knowledge List for each job position.
• Provide a Training Roadmap and a Gap Analysis to identify discrepancies between the roadmap and existing training programs.
• Provide a Gap Analysis identifying discrepancies between existing and best industry preferred work practices.
• Prioritize and list the most urgent tasks for each job position for which Preferred Work Methods should immediately be developed.
• Coordinate all of the above.
Goals for the Project
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• Procedures, in the classical sense, do not work for Distribution Services due to the variety of scenarios faced in the field and the existing culture of the workers.
• A Preferred Work Method (PWM) is a high level “description” of the things that should usually never vary while performing a high risk task, including safety equipment requirements and the basic steps to take. The focus is on consistency and safety.
• Due to variances in real-world application, the Foreman has the authority to apply the PWM as necessary to fit the circumstance.
• A PWM is structured enough to satisfy management that real gains will be made and loose enough to satisfy the work force so they are not “handcuffed.”
Definition of a Preferred Work Method
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• PWM’s are discussed with the crew during the Tailboard session.
• It is the Foreman’s judgment call if field conditions indicate that the PWM will not to be followed; risk should be acceptable and documented on Tailboard.
• Crew members should understand why a PWM is not being followed.
• If the PWM can’t be followed and the risk of an alternative method is not acceptable, the Foreman will defer action on the task.
Guidelines for Using PWM’s
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Defining the Job• Defining each job to identify the tasks for which to
develop Preferred Work methods involved three major phases:
• Skill and Knowledge Assessment to identify all tasks performed by each job position.
• Risk Assessment to prioritize the tasks so that we could focus on the most critical with regards to job safety.
• Gap Analysis to further prioritize the tasks in order to focus on those that had the largest gaps in existing knowledge or ability.
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Training Assessment Methodology
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• Based on an objective approach that is the standard for
training assessments.
• Training can be considered a cycle with interrelated
phases• Evaluation phase provides feedback to each of the five
phases
EvaluateImplement Develop DesignAnalyzeEffective
Training
Project Plan
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• Site and system familiarization
• Review of existing training and documentation
• Personnel interviews and observations
• Training Assessment Instrument
• Work Groups and Table-Top Analysis
Skill and Knowledge Assessment
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• Created preliminary Task Lists and Skill & Knowledge Lists.
• Revised them based on interviews and observations.• Based on approved task lists, constructed assessment
instruments for each job discipline:– Organized by domain– Identified knowledge and skills needed to succeed in the
job• Compiled data was validated and refined at table-top work
group sessions (discussed shortly).
Training Assessment Instrument
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Training Assessment Example: Task ListSMUD Distribution Services – Lineman/Linewoman Job Task List
General Overhead Construction and Maintenance (Duty Area A1)
Task ID
Task/Job Responsibility D I F P Risk Apprentice Training Issues/Comments
A1.3 Conductors
A1.3.1 String line conductors.
A1.3.2 Sag line conductors.
A1.3.3 Dead end line conductors.
A1.3.4 “Bump on” double dead ends.
A1.3.5Tie and untie conductors utilizing top ties, side ties, preformed ties and conventional ties.
A1.3.6Install pigtails and hot ropes for the purpose of relocating and securing energized conductors.
A1.3.7 Join/splice overhead conductors.
Bump sleeves
A1.3.8 Install midspan taps using ladders.
A1.3.9 Install hot taps.
A1.3.10 Perform phasing on overhead conductors.
A1.3.11Lift and relocate conductors from a permanent to a temporary position and back.
Hot gins
A1.3.12 Maintain distribution lines.
DIF Definitions
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For each competency, please circle the appropriate answer to each question.
Competency Is the skill or knowledge area required for your
job?
Rate your current mastery of the skill or knowledge area.
Do you think you need training in this skill or knowledge
area?
Maintenance of Electrical/Electronic Control Systems
Be able to describe electrical principles and safety; voltage, current, resistance, power and Ohm’s law.
No Yes None Basic Int Adv No Yes Within 1 year
Be able to describe motor controller and contactor components and their functions.
No Yes None Basic Int Adv No Yes Within 1 year
Troubleshoot and repair AC and DC control circuits for 480 volt devices; for example, determine why a motor won’t auto start and correct the problem.
No Yes None Basic Int Adv No Yes Within 1 year
Note: Related to Mastery of the skill or knowledge area, the choices are:
None
Basic - indicates can perform with assistance
Intermediate (Int) - indicates you can perform without assistance
Advanced (Adv) - indicates you can coach/teach others
Training Assessment Example: S&K List
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• Sampling of employees from each job classification.• 5-10 employees per group.• Group meetings lasted 1-2 days for each job
classification.• Reviewed questionnaires together, item-by-item.• Supervision presented with the results for final
validation.• Compiled data became basis for training and PWM
recommendations.
Work Group Meetings/Table-Top Analysis
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Risk = Consequences x Exposure x Probability• Consequences = Damage/injuries caused when accident occurs
• Exposure = Amount of time a person is within a hazardous area
• Probability = Likelihood of making contact with a hazard
Risk Assessment
Tasks grouped by Risk Assessment
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• Based on the Skill and Knowledge Assessment, a database was developed identifying the levels of difficulty, importance, frequency (“DIF”) and risk level for each task.
• The rated DIF results were averaged and used in a training database algorithm to determine whether each task should be trained Initially (Apprenticeship), Continuously (Journeyman refresher training), or not at all.
• The results were cross-referenced with the existing training to identify any gaps and to also identify any current training that may be unnecessary.
• The Skills and Knowledge that are linked in the database to each task requiring training became learning objectives.
• Using the database, we logically grouped the required Skills and Knowledge into appropriate groups to form “learning units.”
Gap Analysis
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• A Preferred Work Method is a high level “procedure” that defines the things that should usually never vary.
• The Foreman has the authority to apply the PWM as necessary to fit the circumstance.
• The use of PWM’s should establish a company “standard” method of performing work tasks, but also allow leeway in adapting the methods to various situations and obstacles.
Preferred Work Methods (Review)
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• Achieving the “buy-in” of the workforce was critical to ensuring success.
• Buy-in was achieved by including the workforce in every step, including initial informational meetings, interviews, job observations, table-top work groups, etc.
• The workers also participated in the development of the PWM’s.
• Finally, all PWM’s were rolled into the SMUD training program, ensuring that future Apprentices all receive standard training on the PWM’s, a move that will continue to gain worker buy-in and also begin to change the work culture.
Worker Buy-In
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• Started with a list of the highest risk tasks for each position.
• PWM Oversight Committee was established to oversee the process and to approve tasks, from the assessment recommendations, for PWM development.
• Individual sessions were held, with several groups of 5-7 SME’s per group. Each group also had a recorder and a facilitator.
• Worked in half-day increments, 1-to-2 tasks at a time.
• Work sessions were followed by group presentations and critique.
• Lunch was provided to make it fun.
• The overall positive attitude of all participants ensured quality output and the all-important worker buy-in.
Development Process
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• The work is not considered complete with the completion of the PWM’s. Nothing will change without a complete integration into the training curriculum and a changing of the work culture.
• It takes time, but with the positive contributions to date, and the continuous use of the PWM’s in the training, it is expected that the workforce will integrate PWM’s into the SMUD culture resulting in improved safety, work consistency, and quality.
Integration into Training/Work Culture
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• Mitigates SMUD’s risk.• Captures expertise of SMUD’s highly experienced, most respected
SME’s.• Documents safe and consistent ways to work; Enhances safety and work
consistency.• Provides guidance to Foremen in the field.• Integrated into all facets of field training for consistency with actual
practice in the field.• Provides a way to capture technical expertise, applicable elsewhere at
SMUD where many retirements are expected.• Field ownership is “built in” to the PWM development process through
participation; this assures understanding and buy-in.
What are the Benefits of PWM’s?
Sample PWM
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• PWM Oversight Committee:– Approves PWM after field testing
– Monitors necessary updates and revisions
– Identifies additional high risk tasks requiring documented Preferred Work methods
How are PWM’s Approved, Maintained, & Updated?
Cut & Kick a Pole
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Questions
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Contact Information
Steve Hallmark: 916-732-6251 [email protected]
Scott Hommel: 410-312-6240 [email protected]
