Here is the title - Eversource Energy

Report
CL&P
Rapid Results
Final Project Review
April 27, 2007
The Objective of Strategic Execution
“If you could get all the people in an organization
rowing in the same direction, you could dominate any
industry, in any market, against any competition, at
any time.”
The Five Dysfunctions of a Team
by Patrick Lencioni
Rapid Results Final Review
2
The Strategic Execution Process
 A limited number of strategic priorities -- 4 to 6
 Cross-business accountability -- champions
 Actionable challenges
 A focus on results
 100-day implementation
 Sustain and expand
Rapid Results Final Review
3
Final Review Objectives
 Share results and learnings across teams
 Acknowledge the achievements of the teams
 Recognize the effort and contribution of team members
 Communicate next steps to sustain and expand the process
Rapid Results Final Review
4
The Sustainability Challenge
When the rapid results team is the “temporary process owner”…
End-of-process goal
(Rapid Results goal)
Knowledge transfer
Regulatory compliance
Reliability
Productivity
Ergonomics
Revenue Growth
Functional performance goals
…How do we establish accountability
for sustaining results?
Rapid Results Final Review
5
Rapid Results Projects
Final Review Agenda
 8:00 – 8:15
Introductions
 8:15 – 9:15
Growth Team
 9:15 – 10:15
Productivity Team
 10:15 – 10:30
BREAK
 10:30 – 11:30
Safety
 11:30 – 12:30
LUNCH
 12:30 – 1:30
Making and Meeting Commitments
 1:30 – 2:30
Workforce Planning
 2:30- 2:45
BREAK
 2:45 – 3:45
Reliability
 3:45 – 4:15
Summary and Recognition
Rapid Results Final Review
6
1-Hour Project Discussions
 20 Minutes Team presentation
 10 Minutes Discussions at tables around 3 questions:
» Unanswered questions from the presentation
» Most important accomplishment of the team
» Additional ways to build on success
 30 Minutes Open Discussion
Rapid Results Final Review
7
Discussion Questions (10 minutes)
 What unanswered questions do you have about the work of the
team?
 What do consider to be the most important accomplishment of
the team?
 Can you see additional ways to build on the work of the team?
Rapid Results Final Review
8
Rapid Results Projects
Final Review Event
April 27, 2007
Strategic Priority: Growth
Co-Champions:
John Ferrantino, Jim Langenbach
Team Members:
Brad Shaw, Bryan Barbera, Michael Collins, Edward Davis,
Stephen Gibelli, John O’Toole, Mark Massaro, Dan Moore, Bill
Pernaa, Jeff Franson, Dave Ferrante, Jeff Plocharczyk, Tim
Simmonds, Mike Viccaro
Rapid Results Goal: Book an additional $250,000 of Incentive Payments by
April 15th.
 RHS&A 2007
9
Results Achieved
(progress towards the goal; other
measurable results)
Rapid Response Achievement vs. Total Load Response
(for Contracts Signed)
65,000
60,000
55,000
RR Goal kW
Cumulative LR kW
Cumulative RR kW
50,000
45,000
40,000
35,000
30,000
25,000
20,000
15,000
10,000
5,000
11
/2
8/
12 200
/0
6
5/
12 200
/1
6
2/
2
12
0
/1 06
9/
12 200
6
/2
6/
01 200
/0
6
2/
2
01
0
/0 07
9/
01 200
/1
7
6/
2
01
0
/2 07
3/
01 200
7
/3
0/
02 200
/0
7
6/
2
02
0
/1 07
3/
02 200
/2
7
0/
2
02
0
/2 07
7/
03 200
7
/0
6/
03 200
/1
7
3/
2
03
0
/2 07
0/
03 200
/2
7
7/
2
04
0
/0 07
3/
04 200
7
/1
0/
04 200
/1
7
7/
20
07
0
 RHS&A 2007
10
Innovations in Work Processes
(new ways of working which contributed to success)
• Revised work plan PA05-01 vs. Load Response Program
• Mobilized AE’s and rededicated/ramped up effort.
• Acquired, compiled & analyzed data on targeted customer
categories.
• January 29, 2007 developed and executed a communication
plan. 457 letters mailed to Presidents & CEO’s.
• Leveraged three January meetings to get the message out,
over 325 large C/I & Municipal customers registered at
UConn Stamford, Foxwoods & Marriott Farmington.
 RHS&A 2007
11
Key Learnings
(about the goal, the strategic priority, overcoming obstacles, CL&P)
• Measurement – Identify and Quantify Rapid Results success
• Refinement – Sales Focus LRP vs. Emergency Generators
• Time Compression
• Motivation/Focus – AE’s & Customer
• Communicate the Strategic Plan for Effective Team Selling
• Maximize Revenue & Relationship
 RHS&A 2007
12
Opportunities to “Move the Needle”
(how your work can contribute to broader success this year)
• Partnering with Dept. Emergency Management & Homeland
Security momentum to achieve $9.6 million by year end
• National Accounts
• Continuous Focus on Load Response Program
• Marketing/Outbound calls to Customers <350kW
• Market & Educate Customers, Vendors & Suppliers the
benefits of PA05-01
 RHS&A 2007
13
Sustainability Plan
(steps to take within the next 30 days to sustain results, who is responsible and
whether an investment decision needs to be made)
• Capital Grant Application i.e. switchgear/rewiring
• Scope of Work to be continued
• Multiple Performance Customer Solutions
• Account Executives Organizationally Responsible
• Prospecting & quarterly follow-up with potential LRP
Customers
• Continuation to pursue other opportunities-short & long
term success i.e Capital Grant Application
 RHS&A 2007
14
Expansion Recommendations
(how to build on your work)
• Next Phase of Rapid Results…Yankee Gas Opportunities
 RHS&A 2007
15
Discussion Questions (10 minutes)
 What unanswered questions do you have about the work of the
team?
 What do consider to be the most important accomplishment of
the team?
 Can you see additional ways to build on the work of the team?
Rapid Results Final Review
16
Rapid Results Projects
Final Review Event
April 27, 2007
Strategic Priority:
Productivity
Team Members:
Charles Jones, Hugh Costello, Bruce Bernier, George
Rebecchi, Diane Orsini, Rich Witte, Tom Moen, and
Veronica Santiago
Rapid Results Goal:
Achieve a 33% increase in crew productivity at
the CL&P Newtown and YG Danbury Area Work
Centers
 RHS&A 2007
17
Results Achieved
CL&P Newtown
Monthly KPI - Productivity
Month
Efficiency
Utilization
2007
Productivity
January
February
March
April
YTD - March
28.11%
66.85%
69.85%
91.38%
92.19%
82.33%
25.69%
61.63%
57.51%
55.99%
88.56%
49.58%
 RHS&A 2007
Team
2006
Actual
Productivity
Productivity
Percent Gain
Goal
24.90%
48.80%
30.10%
39.60%
34.20%
52.70%
44.98%
18
Results Achieved
YG Danbury
Indicators
Number of Leaks Repaired
First Quarter First Quarter
2007
2006
Difference
9
0
9
Percent (%) of Capital Labor Dollars
12%
22%
-10%
Number of Critical Valves inspected
186
186
0
 RHS&A 2007
19
Innovations in Work Processes
(new ways of working which contributed to success)
• Assigned Process Based Clerical support to Line
Department

SDL Field Time Increased
(Jan 26.5hrs / Mar 37.6hrs)
Improved management of crew assignment to weekly
planned work
Improved Quality/Quantity of Pre-checks Performed
Improved Quality of Safety Observations
Increased Opportunities to Remove Barriers at Job
Sites
Review Monthly Detail Efficiency Report
• Use of “Totes” to pre-pack for jobs
• YG Planner Assisted Field Supervisor with Admin Duties
 RHS&A 2007
20
Key Learnings
• Emergent Work Included in Productivity Measurement

STORMS Estimates Times is based on Planned Work
• Issues with Standard Estimated Times

Set-up Time not included in some job codes

Travel Time may-be an issue for some job codes
• Indirect Benefits of Increased Supervisory Field Presence

Improved Morale of Workers

Increased Opportunities for Feedback & Coaching
• Teamwork and Shared Knowledge via Daily Interaction
Contributes to a Properly Loaded Schedule
• People Want and Need Frequent Feedback on Results in Order to
Improve
 RHS&A 2007

Schedule Adherence and Efficiency

Daily Jobs Assigned vs. Jobs Completed
21
Key Learnings (Cont)
Analyze
the team’s
performance mid/end month’s
intervals with KPI
reviews
Adjust
“The Plan”
quickly to ensure
successful
achievement of the
objective.
Engineer a
good work order
Conduct a sound
& detailed
constructability
review
Utilize a
daily
work management
plan –
“the board”
START
“THE CIRCLE OF
EFFICIENT SERVICE”
Ensure 100%
of all
daily/weekly
planned work
is completed
Measure what
was done each day
(utilization)
Verify
work order
efficiency
(estimate/actual)
and question
variances
 RHS&A 2007
Conduct a sound
& detailed
job precheck
Ensure the
daily plan
is fully
resource loaded
Question
incomplete
daily work
Increase
supervisor field
time working with
crews – removing
barriers
Reduce
supervisor
office time - provide
dedicated clerical
support
22
Opportunities to “Move the Needle”
(how your work can contribute to broader success this year)
• Getting More Work Done

202 more jobs done this year over last
• More Diverse Work Plan

Less dependent on contractors

Improves Reliability

Inspections and Maintenance Work
• Better Safety Record

First Quarter Triple Zeros
• Customer Satisfaction Will Improve

 RHS&A 2007
Meeting Commitments
23
Sustainability Plan
(steps to take within the next 30 days to sustain results, who is responsible and
whether an investment decision needs to be made)
Step
Who
Determine Treatment
of Emergent Work
Champions
Investment (Y/N)
NO
Continue Resolving the Dick Goldsmith
Standard Estimated
Time Issues
YES
Keep Clerk Assigned
to SDLs
Champions
NO
Study Ways to
Automate Reporting
Dick Goldsmith
YES
Continue to Review
Detail Efficiency
Report
Local Management
NO
Develop a
Garry Daigle
Measurement for YG
 RHS&A 2007
YES
24
Expansion Recommendations
(how to build on your work)
• Implement Rapid Results Efforts within the Southern
Division
• Assign process based clerical support to line department
• Provide training to supervisors on Detail Efficiency Report
reviews
• Assign responsibility to appropriate resource for addressing
Efficiency Report findings
• As an alternative to the above, consider taking initiative to
all of CL&P/YG areas with Directors’ concurrence
 RHS&A 2007
25
Discussion Questions (10 minutes)
 What unanswered questions do you have about the work of the
team?
 What do consider to be the most important accomplishment of
the team?
 Can you see additional ways to build on the work of the team?
Rapid Results Final Review
26
Rapid Results Projects
Final Review Event
April 27, 2007
Strategic Priority:
Safety Initiative
Team Members:
Carol Brochu, Chris Durost, Bret Factora,
Dominick Lauria, Jim Millspaugh, Dan Patalano,
Warren Rogers, Mike Vengruskas, Bob Rumbel
Rapid Results Goal:
Eliminate biomechanical/soft tissue injuries from
March 1 to April 13, 2007, in CL&P/YG
Operations Departments at Waterbury and
Torrington.
 RHS&A 2007
27
Rapid Results - Safety Initiative
Milestone:
Increase employees awareness and participation in the
elimination of biomechanical and soft tissue injuries.
Tactics:
1. Focused Promotion of injury prevention Programs such
as “Form First”.
2. Implementation of Comprehensive Injury Prevention
Programs such as Physical Therapist Services.
 RHS&A 2007
28
Results Achieved
---Major--1.
GOAL ACHIEVED
ZERO biomechanical/soft tissue injuries from March 1
to April 13, 2007, in CL&P/YG Operations
Departments at Waterbury and Torrington.
2.
 RHS&A 2007
Successful implementation of a Physical
Therapist Program in Tolland.
29
Results Achieved
Highlights
1. Successful rollout of “FormFirst” Program Company wide.
2. Endorsed by both Bargaining Units.
3. Self motivated morning stretching routines initiated in
Waterbury/Torrington.
4. Revised Job Hazard Analysis Forms and “Safers” to
incorporate Form First principles.
5. Established Physical Therapist weekly meetings.
 RHS&A 2007
30
Results Achieved
Highlights
6. Physical Therapist morning stretching initiated April 10 (Tolland)
7. Eight employees working directly with Physical Therapist (Tolland)
8. Specific work method under review. (Tolland - cable pulling)
9. System Projects piloting bucket liner thigh brace.
10.Revised 2007 CL&P/YG Ergonomic Program.
11.Reaffirmation of CL&P Policy for Employee Input Committees
(EIC).
 RHS&A 2007
31
Innovations in Work Processes
Form First Promotion
1. Prior to Program Presentation:





 RHS&A 2007
Engage local area management in interactive discussions to:

Identifying the specific “opportunity for improvement”.

Review the proposed solution and format.

List anticipated results and time table.
Revise Program to include local area management suggestions
and comments.
Receive local area Bargaining Unit endorsement.
Schedule “Dry Run” Presentations for local area management
and ABAs.
Advertise Program.
32
Innovations in Work Processes
Form First Promotion
2. During Presentation Rollouts:

Revised the following forms to include “Form First” Reference;
1. YG Pre Job Hazard Assessment.
2. YG Field Safety Audit.
3. CL&P Safety Analysis Sheet.
4. CL&P “Safers” data base.


 RHS&A 2007
Created one page laminated “Form First Employee Sheets”.
Monitored Presentations for consistency and employee
participation.
33
Innovations in Work Processes
Form First Promotion
3. Post Presentations:


 RHS&A 2007
Formally solicit local area management feedback.
Utilize feedback to develop and implement promotional
activities to keep employees focused.

Refresh Posters.

Promote on Company LED Signs.

Conducted employee drawing for correctly answering
Program Quiz.

Emphasize Program highlights at internal meetings.
34
Innovations in Work Processes
Physical Therapist Program
Management Actions:
1. Establish Physical Therapist Program qualifications:

Knows the utility business.

Documented success.

Established Program including milestones.
2. Accept short term impact to:

DART Rate Goal.

Productivity.

Budget.
3. Recognize:
 RHS&A 2007

Early intervention will minimizes injury severity.

Reduction in Workmen’s Compensation.
35
Key Learnings
1. It is possible to eliminate biomechanical soft tissue injuries.
2. Reducing injuries is a “marathon” with “water stops” along
the way.
3. Injuries are personal “so” Reducing injuries is personal.
4. Achieving employee “buy in” and gaining employee’s trust
is required.
5. Employees will “own” the Physical Therapist Program
 RHS&A 2007
36
Opportunities to “Move the Needle”
Establish A “Design Team” to:
1. Reinforce the elimination of biomechanical and soft tissue
injuries with creative, frequent, low cost reminders such as;

Stretching video.

Internal meeting stretches.

Morning stretching routines.

Formal Wellaware presentations.

Publications.

Involve employee’s families.

Posters.

Games/Quizzes.
2. Rollout Physical Therapist Program to all AWCs and YG.
 RHS&A 2007
37
Sustainability Plan
Apply the “Learning's” of the Rapid Results Team to
the CL&P/YG Safety & Health Department’s 2007
Ergonomics Program to include:
 RHS&A 2007

Implementation of the 2007 CL&P/YG Safety &
Health Department’s Ergonomic Program.

Establishment of an Ergonomics “Design Team.”

Immediately market “FormFirst” Basic Principals.

Establish Physical Therapist Program in Each
Division.
38
Discussion Questions (10 minutes)
 What unanswered questions do you have about the work of the
team?
 What do consider to be the most important accomplishment of
the team?
 Can you see additional ways to build on the work of the team?
Rapid Results Final Review
39
Rapid Results Projects
Final Review Event
April 27, 2007
Strategic Priority: Making & Meeting Commitments – YG Compliance
Team Members: Dan Hagan, Garry Daigle, Ed Easley, Mike Fortier, Lauren
Gaunt, Dave Hatfield, Joyce E. Raffone, David Senetcen
Rapid Results Goal: Yankee Gas Meriden and Yankee Gas Waterbury will
achieve 100% compliance with General Operating Procedures
and Standards with all work performed between March 13
and April 13 in the following four areas: plastic pipe joining,
clearances, meter protection, and steel pipe coating
inspection.
 RHS&A 2007
40
Results Achieved
(progress towards the goal; other measurable results)
• GOAL ACHIEVED!!!!!!!

52 Audits/Work Observations Performed

Zero Compliance Issues
• Organization acknowledged the compliance problem and
recognized the need to improve.

Waterbury

Meriden

Construction
• To achieve success, it is essential to establish and monitor
expectations.
• The biggest issue with non-compliance is
process/organizational – not individual performance.
 RHS&A 2007
41
Innovations in Work Processes
(new ways of working which contributed to success)
• Implemented an effective change management process to
change behavior at all levels of the organization.
• Operations and Engineering collaborating on procedure
revisions.
• GOs in trucks.
 RHS&A 2007
42
Key Learnings
(about the goal, the strategic priority, overcoming obstacles, CL&P)
• The goal was very aggressive.

Our performance was not as good as we thought it was.
• Working together we can achieve 100% results.

Management and union

Operations and engineering

Field and training
• Initial expectations of the worker response to the audits
was inaccurate:

We expected resistance.

Most workers were very supportive.
 RHS&A 2007
43
Opportunities to “Move the Needle”
(how your work can contribute to broader success this year)
• Improve communications between YG and the DPUC Gas
Pipeline Safety Unit.

Communicate the Rapid Results Process and Results to the
GPSU.
• Improve overall compliance awareness.
• Move the Field Crew Checklist into SAFERS as a template.
 RHS&A 2007
44
Sustainability Plan
(steps to take within the next 30 days to sustain results, who is responsible and
whether an investment decision needs to be made)
• Communicate YG Compliance Team Results
• Sustaining & Expanding Compliance Performance in Meriden
& Waterbury

Continue Work Observation and Audit Program

Monthly Focus Topics

Employee Briefings
• Reset Compliance Expectations and Training in
GO/Standards in:

Danbury

Norwalk

East Windsor (incl. Danielson and Waterford)
• Field Observations – All employees, all areas


 RHS&A 2007
Establish Audit Team

Auditors

Roles & Responsibilities

Organization
Perform Audits in all YG & Construction work groups
45
Sustainability Plan (con’t)
(steps to take within the next 30 days to sustain results, who is
responsible and whether an investment decision needs to be made)
• Develop WO Skills in Supervisors and Exempt Employees

WO&C Training

Field Practice with Auditors

Transition to YG only Observations
• Field Observations Reporting

Enhancements to Field Crew Checklist

Transition to SAFERS
• Tracking & Trending Observations

Owner

Common Cause Analysis

Performance Indicators and Goals
 RHS&A 2007
46
Sustainability Issues
(issues to consider in developing your plan)
• Finalize discussions with directors to determine what, if
any, staffing changes will be needed.
 RHS&A 2007
47
Expansion Recommendations
(how to build on your work)
• Expand Process into Danbury, East Windsor, and Norwalk
• Expand the four compliance topics to all GOs and all
Standards.
• Implement on-going audit process.
 RHS&A 2007
48
Discussion Questions (10 minutes)
 What unanswered questions do you have about the work of the
team?
 What do consider to be the most important accomplishment of
the team?
 Can you see additional ways to build on the work of the team?
Rapid Results Final Review
49
Rapid Results Projects
Final Review Event
April 27, 2007
Strategic Priority: Workforce Planning
Team Members: Don Chamberlin, Franco Cristofaro, Doug Faraday, Ed Hammett, Donna
Hanks, Walt Heinig, Diane Jones, Ed Parke, Bob Wojciak
Rapid Results Goal: Identify two critical positions and bring at least one person to
proficiency by April 15, 2007 as defined by a pre-established
evaluation method.
 RHS&A 2007
50
Results Achieved
(progress towards the goal; other measurable results)
•
Transferred knowledge to two gas project engineers on four implicit
situational based examples and 25 explicit tasks involving critical
knowledge and decision making. Developed master list of knowledge
requirements to perform job.
•
Captured critical situational knowledge for the engineers and identified a
storage area for it within a Lotus Notes. Will have automatic annual
review for accuracy and applicability.
•
Transferred knowledge to one electrical maintenance supervisor on 10
critical knowledge aspects across three areas: substation, circuits, and
work center knowledge.
•
Captured and stored the 10 aspects in the CASCADE database with
automatic annual review for accuracy and applicability.
•
Developed a generic process with documentation for knowledge capture
and transfer applications which can be utilized to duplicate the effort for
other critical positions.
•
Identified other resources (Mind Mapping, S. Trautman – “Teach What You
Know”, Learning & Development) to help make the effort a success.
 RHS&A 2007
51
Innovations in Work Processes
(new ways of working which contributed to success)
• Captured critical position specific task/substation
information for the Middletown Electrical Maintenance
Supervisor and created a repository for this information in
the CASCADE system.
• Captured critical position specific scenario based (and some
task based) information for the Project Engineer – Capital
(Gas) position and identified a repository for this
information in a Lotus Notes database.
• Set up automatic yearly reminder in CASCADE and Lotus
Notes so the Middletown Electrical Maintenance Supervisor
and Project Engineer-Capital (Gas) employees will be
prompted to review the critical information: 1) as a
refresher, and 2) to confirm it is still accurate/relevant.
• Breathed new life into the “mentoring” concept by
formalizing a knowledge transfer process for two positions.
 RHS&A 2007
52
Key Learnings
(about the goal, the strategic priority, overcoming obstacles, CL&P)
•
No “magic bullet” to replicate this process quickly – a significant amount
of time/effort is required to do this well.
•
Different knowledge identification, capture, and transfer techniques all
yielded positive results although some more applicable than others.
•
Knowledge transfer is only a small piece of an integrated workforce
planning strategy.
•
This is not a self sustaining process – it will not be effective unless we
make it a priority and find ways to maintain our energy level/commitment
to formalized knowledge transfer/mentoring (AEP experience, Workers’
Knowledge Handbooks).
•
The maintenance of information/knowledge is very important – it will
quickly become “stale” and hold little value if not maintained.
•
Make sure people know critical knowledge repositories exist for their jobs
and they know how to easily locate them.
 RHS&A 2007
53
Opportunities to “Move the Needle”
(how your work can contribute to broader success this year)
• Make the knowledge capture/transfer process an automatic
requirement for those in critical positions.
• Make the knowledge capture/transfer process an automatic
requirement for those in critical positions prior to accepting new
jobs/positions.
• Define our short term and long term plans before beginning an
expanded knowledge capture/transfer effort. (short term =
reactive, long term = proactive.)
• Annual review of staffing levels for key/critical incumbent
positions – if a qualified successor candidate can’t be identified
then initiate the knowledge capture/transfer process with selected
individuals (rebuild “bench strength”)
• Make the knowledge transfer process a meaningful component of
officer, director, manager goals - insures success.
 RHS&A 2007
54
Sustainability Plan
(steps to take within the next 30 days to sustain results, who is responsible and
whether an investment decision needs to be made)
Step
Coordinate expansion of expertise in
this area with Org. Change & Learning
(S. Trautman-”Teach What You Know”).
Get additional personnel trained and
qualified for Mind Mapping approach.
Complete the Project Engineer – Capital
(Gas) data storage in Lotus Notes by
6/1/07.
Define Lotus Notes KT data storage
rules and security guidelines prior to
expansion effort.
 RHS&A 2007
Who
Investment?
T. Lombardi
Yes
T. Lombardi
Yes
D. Faraday,
S. Rovin
No
TBD, A.
Smedberg
No
55
Expansion Recommendations
(how to build on your work)
•
Expand process to 10-12 critical positions across Yankee Gas and CL&P.
•
Kick off meeting with Directors/Managers to explain process/goals/timeline.
•
Make this knowledge transfer process a meaningful component of officer,
director, manager goals – insures success.
•
Develop annual process for critical position review by officers, directors, and
HR. Identify gaps in bench strength and develop plans to drive the
knowledge transfer process for these positions to close the gaps.
•
Implement a “Center of Excellence” concept – one or two FTEs funded (in
Training, HR, or Organizational Change and Learning) and committed to
making this process work. These employees would fully concentrate their
efforts on making the process move along in closing the critical position gaps
through KT and mentoring. They would also act as process experts to
advise/assist the new employees and groups undertaking this effort.
•
Identify better alternate knowledge storage areas by process/function if they
exist (i.e. Electrical Maintenance-CASCADE, Asset Management-DSEM
Manual). Identify their compatibility as far as data maintenance.
 RHS&A 2007
56
Workforce Planning
Cycle of Sustainability
Supervisor Staffing
Review
Annual review of critical
positions, officers, directors
and HR
Primary?
Backup?
- Knowledge
- Skills
- Aptitude
Assessment
- Number of open critical PVRs
- Retirements, transfers, attrition
IF NO
Managerial Staff
Review
Primary?
Backup?
- Knowledge
- Skills
- Aptitude
Assessment
Develop plans to address
gaps in bench strength
all leadership
 RHS&A 2007
Training, mentoring,
KT process, recruiting
Talent Management
Process
57
Other Issues
•
No model identified for implicit knowledge transfer with bargaining unit
positions. (TMP process addresses explicit KT.)
•
Need support going forward to provide direction and drive the next stage
of the critical knowledge transfer effort.
•
Mentoring/career development tie in issues may need to be discussed and
resolved prior to implementing this process proactively (promotional
situations). How does this mesh with succession planning?
•
Although we have a standard process to follow, this effort takes a
significant amount of time and effort. Consider securing short term
assistance for those in critical positions undertaking this effort or they will
likely struggle to devote the proper time to doing a good job.
•
Our pool of “bench strength” continues to shrink due to staffing reductions
in some positions and ongoing retirements. This is leaving less time and
less employees available for the KT process.
•
Retiree knowledge transfer never took place.
•
Need a method of evaluating how effective the knowledge transfer process
is over the long term.
 RHS&A 2007
58
Discussion Questions (10 minutes)
 What unanswered questions do you have about the work of the
team?
 What do consider to be the most important accomplishment of
the team?
 Can you see additional ways to build on the work of the team?
Rapid Results Final Review
59
Rapid Results Projects
Final Review Event
April 27, 2007
Strategic Priority: Reliability
Team Members: Chris Aiello, Richard Jute, Stephen Jackson, Karen Mercurio,
Paul Cordeau, Catherine Tajmajer, Kevin Rogerson, George
Garner (Team Lead)
Rapid Results Goal: Improve CL&P CAIDI by reducing the median dispatch time
in the Tolland and Cheshire districts by 30% within a 60-day
period starting 2/4/07 (benchmarking against historical data
from same time period)
 RHS&A 2007
60
History and Process
• Collected historical outage data
• Researched all previous documentation
• Conducted interviews with Field and SOC personnel
• Rolled out recommendations to Tolland, Cheshire and SOC
• Performed weekly reviews of progress


 RHS&A 2007
Analyzed individual outages
Looked for trends and additional opportunities for
improvement
61
Key Findings
• Discovered inconsistencies between the regions and within
the SOC

Performance

Work practices
• Identified problems with EDS data accuracy
• Uncovered shortcomings in EDS as a reporting tool

E-911 Outages
• Identified problems with On-Call and Daily Crew Sheets

Multiple formats

Timeliness and accuracy
• Existing procedures were not being followed
 RHS&A 2007
62
Two Key Goals
• Improvements to Process and Procedure
• Fix Behavior (Human Performance)
 RHS&A 2007
63
Innovations in Work Process
• Developed a new Contact Protocol

Page Troubleshooter immediately after receipt of an outage

If necessary contact the Supervisor

Continue with an escalated response
• Pager will now be the initial contact with the field
• Modified Daily Crew Sheets to include the “Go To”
Supervisor.
• Troubleshooters must be made available for quick response

Control use of Troubleshooters for planned work

Eliminate “Split Districts”
 RHS&A 2007
64
Innovations in Work Process
• Take a more active approach to outage response

Find an available crew

Reinforce that Supervisors should start patrol if crews can’t
• On Call Supervisors must check in at 14:00

Ongoing restoration efforts

Number and location of all crews

Solidify on-call and call out availability
 RHS&A 2007
65
Innovations in Work Process
• Modified the Morning Report

Includes dispatch time as a check on performance

Includes notes from the Operator
• EDS usage becomes more important than ever

Timely “Dispatching” is required

E-911 calls require multiple crews
 RHS&A 2007
66
Results Achieved
Median Dispatch Time
(Minutes)
Past Performance
(Jan-Mar '05& '06)
Team Goal
(Mar 07)
Actual
Result
Corrected
Data
Cheshire
24
17
21
16
Tolland
28
20
36
22
CL&P CAIDI Performance
First Quarter 2006 – 123
First Quarter 2007 – 108
 RHS&A 2007
67
Human Performance
• Publish all process changes in a controlled document
• Education

Letter to all Districts detailing Team recommendation

Statewide Tour to meet with key players

Official Rollout within the SOC

Regularly scheduled On-Call Supervisor training
 RHS&A 2007
68
Human Performance
Continuous Review
• Morning Report

Indicates Dispatch Time for each outage

Provides space for Operator comments

Triggers an investigation into any Dispatch Time > 30 Mins.

Look for trends of non-compliance
• Feedback between SOC and Districts
 RHS&A 2007
69
Expansion Recommendations
• Create a link between DSCADA and the Pager system
for automatic notification of recloser operation
• Reevaluate viability of second shift supervision
• Examine distribution of resources compared to the number
of outages

Changes to schedule

Changes to geographic area of responsibility
• Establish a uniform Daily Crew Sheet.
 RHS&A 2007
70
The Last 100 Days
Keys to Success
• Started with a narrow focus – reduce dispatch time
• Identified and addressed several contributing factors
• Maintained an open-minded approach
• Gained support from the workforce
Team Provided a lot of Value
• Solved the small problems
• Achieved significant progress in reducing CAIDI
 RHS&A 2007
71
Discussion Questions (10 minutes)
 What unanswered questions do you have about the work of the
team?
 What do consider to be the most important accomplishment of
the team?
 Can you see additional ways to build on the work of the team?
Rapid Results Final Review
72

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