Changing Your Work Process to a Preferred Work Method

1. Changing Your Work Process to a Preferred Work Method Speakers: Steve Hallmark – SMUD Scott Hommel - FCS 4/17/2007

2. 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

3. The Issues • 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 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

4. The Issues (Cont.) • 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 Consistency • Safety • Skills and Knowledge Capture • Company Culture

5. 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.

6. 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.”

7. Guidelines for Using PWM’s • 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.

8. 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.

9. Training Assessment Methodology

10. Project Plan Effective Training Analyze Design Develop Implement Evaluate • 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

11. 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

12. 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).

13. SMUD 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. A1.3.5 Tie and untie conductors utilizing top ties, side ties, preformed ties and conventional ties. A1.3.6 Install 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. A1.3.11 Lift and relocate conductors from a permanent to a temporary position and back. Hot gins A1.3.12 Maintain distribution lines. Training Assessment Example: Task List DIF Definitions

14. 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

15. 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.

16. 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

17. 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.”

18. 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 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.

19. 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 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.

20. 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 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.

21. Integration into Training/Work Culture • 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.

22. What are the Benefits of PWM’s? • 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. Sample PWM

23. How are PWM’s 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

24. Questions

25. Contact Information Steve Hallmark: 916-732-6251 SHallma@smud.org Scott Hommel: 410-312-6240 Shommel@fossilconsulting.com