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Produced by: 5 Keys Proven to Enhance Worker Performance E.J. (Ted) Lister Lister Management Inc.
Produced by:
5 Keys Proven to EnhanceWorker Performance
E.J. (Ted) ListerLister Management Inc.
• Knowledge + Experience = Wisdom (background/theme)
• Definitive Definitions
• The 4+ Key Performance Indicators
• The Reality of the Situation
• 5 Keys Proven to Enhance Worker Performance
• Answers
Keynote Highlights
Knowledge + Experience = Wisdom
Background/Theme…
• Knowledgeo Electrical / Instrumentation Certifiedo Planner / Scheduler / Project Controls Manager
• Experienceo 5 Continents; Several STO’s; Written and Conducted
Numerous Training Courses; Authored 3 books
• Wisdomo Inspire others by sharing knowledge and experience
Slide 4
Definitive Definitions
Understanding…
• Effective vs. Efficiento What to work on, vs. how best to execute the worko Strategic Planning, vs. Work Management Planning
• Leadership vs. Managemento Who decides what to work on, vs. who manages the work
• Productivity vs. Performanceo Productivity is a factor applied to a benchmark estimateo Performance is a measure of earned vs. planned
Slide 5
Definitive Definitions – cont’d
TURNAROUND PROJECT DURATION
FINISHLOW
PERFORMANCE INFLUENCE FACTOR
HIGHASSET MANAGEMENT
STRATEGIES21%
WORK IDENTIFICATION 14%
WORK PLANNING
10%
SCHEDULING PROCESS
20%
EXECUTION PROCESS
13%
UPDATE AND CONTROL PROCESS
12%
CLOSURE PROCESS
8%
LEARNED OPORTUNITIES 2%
100%
100%
25%
50%
75%
Ability to Influence Performance…
• Asset Management
• Work Identification
• Work Planning
• Work Scheduling
• Work Execution
• Update and Controlo KPI’s
Slide 6
The 4+ Key Performance Indicators
In Order of Magnitude…
1. Safety, Health & Environment
2. Worker Performance Wrench-time (76.7% direct in a 10 hour shift) QA/QC (rework)
3. Schedule (earned vs. planned)
4. Cost (actual vs. planned) Direct Indirect
Slide 7
The Reality of the Situation
• Shutdowns, Turnarounds, and Outages are intense projects requiring a large workforce to execute
• Contractors and transient workers constitute the majority of the workforce
• Contractors and Transient workers:o Desire a clean, safe, organized place to worko Some are knowledgeable and experienced (wise)o Some are knowledgeable (willing)o Others are eager to learn and gain experience (wonder)
Slide 8
The Reality of the Situation – cont’d
• The most a worker can spend pulling wrenches in a 10-hour shift is 7.67 hourso Lunch = n/ao 2 x 15 Minutes Coffee Time = .5o 8 x 10 Minutes Walking Time (to and from the lunch trailer) =
1.33o Pre-shift Safety Meeting = .25o End-shift Wash-up = .25
Minimum Indirect Hours= 2.33Maximum Direct Hours = 7.67
Slide 9
The Reality of the Situation – cont’d
• Potential delays, which affect worker performanceo Permitting, especially confined-space-entryo Delayed access to process equipmento Unclear scope of work, or procedures, e.g., inspection
requirements, cleaning…o Planning (estimating) not accurate (non-benchmark / historical)o Scheduling – not knowing what productivity factor to applyo Inclimate weather
• Worker performance can easily drop below 50% - a reality that cannot be corrected with more workers
Slide 10
5 Keys Proven to Enhance Worker Performance
From Strategic Planning to Execution…
5. Minimize Direct Workers (maximize indirect resources)
4. Plan Direct Work Only (use benchmark estimates)
3. Discontinue Scheduling (program, as an alternative)
2. Discontinue Supervising (coach, as an alternative)
1. Communicate and Nosh (don’t starve your workers)
“ People invented work so they could keep playing together…”
Slide 11
5 Keys Proven to Enhance Worker Performance
5. Minimize Direct Workers (maximize indirect resources)…
• More work is accomplished with fewer workers when supported by more indirect resourceso Each stakeholder department must determine, through
strategic planning, how they intend to support the workforceo The ratio of supervisors to workers should be such that field
support and coaching is maximized (paperwork is necessary, however, it shouldn’t take half the shift to prepare)
o Tools, materials, equipment and information need to be readily available
Slide 12
5 Keys Proven to Enhance Worker Performance
4. Plan Direct Work Only (use benchmark estimates)…
• Plan work based on historical information, or industry standard benchmark estimates (utilize field-planners)o Activities and logico Crew x duration = wrench-hourso Indirect resources, e.g., tools, materials, procedures, permitso Risk factor and grid location (use planning tags)
• Do not confuse planning with scheduling; what vs. when• Do not confuse strategy with planning; how vs. what
Slide 13
5 Keys Proven to Enhance Worker Performance
3. Discontinue Scheduling (program, as an alternative)…
• Shutdowns, Turnarounds, and Outages are too complex to use traditional scheduling techniques
• Maximize the power of your scheduling software to dynamically schedule work based on programmed logic
• Allow your scheduling software to develop a new schedule at the end of each shift based on field status
• Use your scheduling software to run what-if scenarios and trend/forecast for productivity factor corrections
Slide 14
5 Keys Proven to Enhance Worker Performance
2. Discontinue Supervising (coach, as an alternative)…
• Create an environment where crews are made up of wise, willing, and wonder workers
• Inspired crews do not need supervision; they need support and coaching
• A knowledgeable supervisor, with little experience, and lacking wisdom, will generally take on the role of boss; let this person do the paperwork; let the coach support and inspire workers
Slide 15
5 Keys Proven to Enhance Worker Performance
1. Communicate and Nosh (don’t starve your workers)…
• Everyone desires to know that they are achieving, meeting objectives; and to take corrective actiono Produce shift schedules to communicate expectationso Produce shift reports to communicate project statuso Use pre-shift safety meetings to communicate inspirational and
encouraging information, praise, and humor
• Everyone works better after a good breakfasto Consider pre-shift safety meetings as an opportunity to provide
nosh (nourishment)
Slide 16
5 Keys Proven to Enhance Worker Performance
Benefits…
• It’s easier to support fewer workers
• Less risk of incidents
• Less indirect costs
• Worker attitude is improved
• Knowledge is transferred; experience is gained; wisdom is transformed into continuous improvement
• Safest, most efficient, lowest cost, shortest duration project executed by inspired workers
Slide 17
5 Keys Proven to Enhance Worker Performance
Answers…
• Yes; you can email me for documents and tools related to Shutdowns, Turnarounds, and Outages (no charge)
• No; I’ve never worked in Texas, but I’d like to
• Sure; front-load your schedule by 15% (amount of found work expected) to ensure your workforce can execute the work within the scheduled no-float path
• Yes; it’s true, some people don’t like to work (inspire, or isolate)
