Work Control Process Alignment

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Work Control Process Alignment
Presented by Michael C. Hughes President
General Manager Bechtel Jacobs Company
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Oak Ridge Accelerated Cleanup Project

• Milestone
• Completion Date
• September 30, 2005
• Complete Sept. 29, 2005
• September 30, 2006
• On Schedule
• September 30, 2008
• Forecast Moving to FY 2009
• September 30, 2008
• On Schedule

Scope Safely treat and dispose of Legacy
Low-Level and Mixed Low-Level Waste stored on the
Oak Ridge Reservation. Melton Valley
Decommission surplus facilities and complete
hydrologic isolation/capping of major burial
grounds and trenches. East Tennessee Technology
Park Closure Decommission surplus facilities
complete remediation of waste sites and
implement groundwater remedies. Manage Balance of
Program scope, including high priority
risk-reduction projects at Y-12, Oak Ridge
National Laboratory, and offsite.
Major Quantities
1.3 Million ft3 of waste
279 Potentially Contaminated Sites 30 Surplus
Facilities 143 Acres to Cap
163 Potentially Contaminated Sites 500 Surplus
Facilities 5,951 Depleted Uranium Hexafluoride
Cylinders
279 Potentially Contaminated Sites 232
Facilities 57 Waste Processing Facilities to
Manage
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BJC Work Control Planning and Implementationat
Various Phases of the Contract

• Maintenance
  Operations
• Outsource all work
• De-centralized control
• Project Functions (matrix) not in balance
  Functions not at the table
• Multiple work control processes
• Limited alignment across projects

Accelerated Cleanup Project

• No contract requirement to outsource work
• Rebalanced the matrix EPC approach
  functions play an important role (people,
  processes, procedures)
• One work control procedure
• People-Based Safety Training

• Improve Work Planning Control procedure
• Implement Human Performance Improvement concepts
  tools
• Complete Work Planning Control Alignment
  workshops

1998
2003
2006
2009
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K-25 Ironworker Falls 29 Feet

• On the afternoon of January 3, 2006, at
  approximately 1355 hours a BJC employee working
  on the operating floor in the K-25 Building fell
  29.5 feet to the cell floor. The employee was
  treated at the scene and transported to the
  University of Tennessee Medical Center via
  helicopter.
• Immediate Actions Taken
• Stop Work
• The ORO Manager commissioned a Type B
  Investigation
• Bechtel Jacobs Company commissioned an
  independent Extent of Condition Review

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K-25 Building is a Unique DD Opportunity

• Construction started 1943
• Roof added over Operating Floor roof panels
• Operations 1945 1964
• Building Stats
• 4.7 million square feet
• 4,975 feet long
• 380 feet wide
• 58 feet tall

Approximate location of the incident
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Type B Identified 7 Judgments of Need Detailing
Deficiencies and Gaps in the Following Categories

• Work Planning and Control
• Engineering / Design Control
• Feedback and Improvement
• Replan for K-25/K-27 Access and Demolition
• Contractor and DOE Oversight

Root Cause The Project failed to follow the work
control process and allowed informality in the
execution of its Integrated Safety Management
(ISM) Program.
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Work Control Process Alignment
The Work Control Process Alignment is used to
enhance the effectiveness of the implementation
of the ISM Functions

• Define scope
• Analyze hazards
• Develop/implement controls
• Perform work within controls
• Feedback and improvement

The process alignment also focuses on the ISM
principles of

• Line management responsibility for safety
• Clear roles and responsibilities

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Conducting Interactive Work Control Alignment
Workshops at the Project Level
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Alignment is Critical to Project Success
Definition - The condition where appropriate
project participants are working within
acceptable tolerances to develop and meet a
uniformly defined and understood set of
objectives.

• A state of being focused on objectives
• Must be fostered throughout the project life
• Must be readdressed as new participants added to
  project, or as objectives change

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Alignment Must Exist in Three Dimensions
Longitudinal stay aligned throughout projects
life
Vertical Project team aligned in values
purpose
Safety
Engineering
Construction
Horizontal Functional support aligned with
project objectives
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Understanding the Alignment Challenge

• Projects have complex objectives sometimes they
  are in direct conflict
• Mixed stakeholders cause project complexity
• Different functional groups sometimes
  specialists tend to do their own thing
• Multiple decision makers increase the need for
  communication both deployed and non-deployed
• Project Dynamics schedule and funding changes

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Alignment Thermometer Where Are We Starting?

• Measures the project team alignment
• Identifies the areas needing focus
• Assists in tracking toward alignment
• Captures agreement / disagreementamong
  stakeholders
• Captures how well alignment issues are addressed
  on project
• Leads to pinpointed actions

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Steps 1 and 2 Collect Survey Data
Legend 1 Strongly Disagree 5
Strongly Agree
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Steps 3 and 4 Analyze Data (Spider diagram)

• Average ranking of Work Implementers
• Each spoke is an alignment statement from the
  survey
• Average for all respondents
• The larger the spider web the more poorly
  aligned the team
• Indicates alignment work to be done

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Steps 3 and 4 Analyze Data (Spider diagram)

• Range ranking of Work Implementers
• Max minus Min ranking for each of the alignment
  survey statements
• The larger the spider web the more poorly
  aligned the team
• 44 of 48 statements had a range of 10 (maximum
  mis-alignment possible)

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Step 5 Alignment Thermometer Indicates we are
Making Progress
100

• Results at BJC
• Twelve sessions (344 personnel) conducted Feb
  through July
• Senior management through craft in workshops
• Alignment of personnel also being seen in
  workshop sessions

Comfortable Road to Success
July 2006
70
Discomfort on the Road to Mediocrity
Feb 2006
40
Stressful Road to Failure
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Gaining and Maintaining Alignment
Culture
Barriers
ExecutionProcesses
Alignment
Communication / Information
Tools
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Examples of Barriers to Work Control Alignment

• Culture No formal division of responsibility
  for work control - all stakeholders not accepting
  ownership and not holding each other accountable
• Execution Workers not fully engaged in the work
  planning process - management, non-manual,
  craft workers not fully engaged in the work
  planning process
• Communication Lack of sufficient vertical
  horizontal communication - management-to-craft
  and craft-to-management, line management-to-functi
  ons and function-to-line management
• Tools Feedback Lessons Learned not adequately
  collected or incorporated into the work control
  process - doing the same thing over over and
  expecting different results

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Examples of Barriers to Work Package Alignment

• Plan - Entire work team not engaged in the
  process
• Approve - Comment resolution is too cumbersome
• Execute - Work package is too complex
• Closeout - No feedback or feedback follow-through

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Work Control Changes

• Culture
• Establishes the Lead Planner and Task Lead
  positions
• Single line accountability on a project for work
  package preparation
• Single line accountability for work execution
• Institutes a required Project Team (workers,
  technical experts, supervision, facility
  management) approach to work package development
  in order to generate better integrated packages,
• Training drove home ownership of the work control
  process emphasizing technical, supervision, and
  worker responsibilities
• Execution
• Stresses responsibilities for successful
  implementation as well as development
• Requires technical, supervision, and worker input
  during planning walkdown
• Requires worker and supervisor pre-job walkdown
  to make sure work package matches task and
  conditions
• Establishes Work Control Task Lead position for
  each work package to ensure clear ownership of
  the work package during implementation

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Work Control Changes

• Communication
• Includes workers as part of the team even to the
  point of work package sign-off
• The required team approach eliminates isolated
  development of work package elements
• Requires review of package to ensure integration
  and eliminate conflicting direction (e.g., PPE)
• Training dealt directly with the importance of
  communication
• Requires adequate technical review of any changes
  eliminated red-line changes in the field
• Tools
• Requires technical experts to incorporate Lessons
  Learned from their area
• Establishes Project Work Package review for
  incorporation and integration of hazards,
  controls, lessons learned, and work instruction
• Requires periodic end-of-shift briefings not just
  at the end of the job to increase feedback

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Disciplined Work Control Alignment

• Has to be a Project Leadership Absolute!
• Needs to be defined, measured, and tested early
  on in the Project
• Especially critical in joint-venture/multiple-part
  ner projects
• Is an essential element to Zero Incidents
  Injuries
• Instills discipline in the approach to work
• Complements Integrated Safety Management
• Establishes our work control culture and
  expectations on the Project
• Needs to be maintained for the life of the Project

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Some Key Questions to ask Regarding Work Planning
Control on Any Project

• How do we plan, approve, and get work done around
  here?
• Can you show or describe the work process to me?
• Who is responsible and accountable for the
  various phases of the work process?
• How do we measure whether we are aligned?