Changing Your Work Process to a Preferred Work Method

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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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Overview 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

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The 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

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The 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

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Goals 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.

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Definition 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.

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Guidelines 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.

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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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Project 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

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Skill 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

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Training 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).

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Training Assessment Example Task List
DIF Definitions
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Training Assessment Example SK List
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Work 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.

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Risk 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
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Gap 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.

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Preferred 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.

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Worker 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.

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Development 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.

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Integration 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.

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What 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
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How 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
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Questions
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Contact Information
Steve Hallmark 916-732-6251
SHallma_at_smud.org Scott Hommel
410-312-6240
Shommel_at_fossilconsulting.com