Title: Changing Your Work Process to a Preferred Work Method
1Changing Your Work Process to a Preferred Work
Method
Speakers Steve Hallmark SMUD Scott Hommel - FCS
4/17/2007
2Overview of Presentation
- 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
3The Issues
- A comprehensive assessment of SMUDs 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 quickly
- Use 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
4The Issues (Cont.)
- SMUD needed consistency - after an accident
investigation, they no longer want to hear - The method used was O.K., but I wouldnt 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 Consistency
- Safety
- Skills and Knowledge Capture
- Company Culture
5Goals for the Project
- 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.
6Definition of a Preferred Work Method
- 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.
7Guidelines for Using PWMs
- PWMs are discussed with the crew during the
Tailboard session. - It is the Foremans 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 cant be followed and the risk of an
alternative method is not acceptable, the Foreman
will defer action on the task.
8Defining 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.
9Training Assessment Methodology
10Project Plan
- 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
11Skill and Knowledge Assessment
- Site and system familiarization
- Review of existing training and documentation
- Personnel interviews and observations
- Training Assessment Instrument
- Work Groups and Table-Top Analysis
12Training Assessment Instrument
- 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).
13Training Assessment Example Task List
DIF Definitions
14Training Assessment Example SK List
15Work Group Meetings/Table-Top Analysis
- 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.
16Risk Assessment
- 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
Tasks grouped by Risk Assessment
17Gap Analysis
- 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.
18Preferred Work Methods (Review)
- 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 PWMs should establish a company
standard method of performing work tasks, but
also allow leeway in adapting the methods to
various situations and obstacles.
19Worker Buy-In
- 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 PWMs. - Finally, all PWMs were rolled into the SMUD
training program, ensuring that future
Apprentices all receive standard training on the
PWMs, a move that will continue to gain worker
buy-in and also begin to change the work
culture.
20Development Process
- 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 SMEs 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.
21Integration into Training/Work Culture
- The work is not considered complete with the
completion of the PWMs. 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 PWMs in the training, it is expected that
the workforce will integrate PWMs into the SMUD
culture resulting in improved safety, work
consistency, and quality.
22What are the Benefits of PWMs?
- Mitigates SMUDs risk.
- Captures expertise of SMUDs highly experienced,
most respected SMEs. - 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.
Sample PWM
23How are PWMs Approved, Maintained, Updated?
- PWM Oversight Committee
- Approves PWM after field testing
- Monitors necessary updates and revisions
- Identifies additional high risk tasks requiring
documented Preferred Work methods
Cut Kick a Pole
24Questions
25Contact Information
Steve Hallmark 916-732-6251
SHallma_at_smud.org Scott Hommel
410-312-6240
Shommel_at_fossilconsulting.com