Here is the title - Eversource Energy

Transcript Here is the title - Eversource Energy

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

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

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

The Sustainability Challenge

When the rapid results team is the “temporary process owner”… Functional performance goals End-of-process goal (Rapid Results goal)

Knowledge transfer Regulatory compliance Reliability Productivity Ergonomics Revenue Growth

…How do we establish accountability for sustaining results?

Rapid Results Final Review

Rapid Results Projects Final Review Agenda

 8:00 – 8:15  8:15 – 9:15  9:15 – 10:15  10:15 – 10:30  10:30 – 11:30  11:30 – 12:30  12:30 – 1:30  1:30 – 2:30  2:30- 2:45  2:45 – 3:45  3:45 – 4:15 Introductions Growth Team Productivity Team BREAK Safety LUNCH Making and Meeting Commitments Workforce Planning BREAK Reliability Summary and Recognition

Rapid Results Final Review

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

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

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 15 th .

 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 50,000 45,000 40,000 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 RR Goal kW Cumulative LR kW Cumulative RR kW 11 /28 /20 06 12 /05 /20 06 12 /12 /20 06 12 /19 /20 06 12 /26 /20 06 01 /02 /20 07 01 /09 /20 07 01 /16 /20 07 01 /23 /20 07 01 /30 /20 07 02 /06 /20 07 02 /13 /20 07 02 /20 /20 07 02 /27 /20 07 03 /06 /20 07 03 /13 /20 07 03 /20 /20 07 03 /27 /20 07 04 /03 /20 07 04 /10 /20 07 04 /17 /20 07  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

Rapid Results Projects Final Review Event April 27, 2007

Strategic Priority: Team Members:

Rapid Results Goal:  RHS&A 2007 Productivity Charles Jones, Hugh Costello, Bruce Bernier, George Rebecchi, Diane Orsini, Rich Witte, Tom Moen, and Veronica Santiago Achieve a 33% increase in crew productivity at the CL&P Newtown and YG Danbury Area Work Centers 17

Results Achieved CL&P Newtown

Monthly KPI - Productivity

Month January February March April YTD - March Efficiency 28.11% 66.85% 69.85% 55.99% Utilization 91.38% 92.19% 82.33% 88.56% 2007 2006 Productivity Productivity Team Productivity Goal Actual Percent Gain 25.69% 61.63% 57.51% 49.58% 24.90% 48.80% 30.10% 39.60% 34.20% 52.70% 44.98%

 RHS

A 2007 18

Results Achieved YG Danbury

Indicators Number of Leaks Repaired Percent (%) of Capital Labor Dollars Number of Critical Valves inspected First Quarter 2007 First Quarter 2006 Difference 9 12% 186 0 22% 186 9 -10% 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

• • • • •  RHS

A 2007 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  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.

Ensure 100% of all daily/weekly planned work is completed Engineer a good work order START Conduct a sound & detailed constructability review “THE CIRCLE OF EFFICIENT SERVICE” Utilize a daily work management plan – “the board” Conduct a sound & detailed job precheck Measure what was done each day (utilization) Verify work order efficiency (estimate/actual) and question variances Question incomplete daily work Increase supervisor field time working with crews – removing barriers Ensure the daily plan is fully resource loaded Reduce supervisor office time - provide dedicated clerical support

 RHS

A 2007 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  Meeting Commitments  RHS

A 2007 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 Investment (Y/N) Determine Treatment of Emergent Work Continue Resolving the Standard Estimated Time Issues Keep Clerk Assigned to SDLs Study Ways to Automate Reporting Continue to Review Detail Efficiency Report Develop a Measurement for YG Champions Dick Goldsmith Champions Dick Goldsmith Local Management Garry Daigle NO YES NO YES NO YES  RHS

A 2007 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

Rapid Results Projects Final Review Event April 27, 2007

Strategic Priority: Team Members:

Rapid Results Goal:  RHS&A 2007

Safety Initiative Carol Brochu, Chris Durost, Bret Factora, Dominick Lauria, Jim Millspaugh, Dan Patalano, Warren Rogers, Mike Vengruskas, Bob Rumbel Eliminate biomechanical/soft tissue injuries from March 1 to April 13, 2007, in CL&P/YG Operations Departments at Waterbury and Torrington.

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---

GOAL ACHIEVED ZERO

biomechanical/soft tissue injuries from March 1 to April 13, 2007, in CL&P/YG Operations Departments at Waterbury and Torrington.

Successful implementation of a Physical Therapist Program in Tolland.

 RHS

A 2007 29

Results Achieved Highlights

Successful rollout of “FormFirst” Program Company wide.

Endorsed by both Bargaining Units.

Self motivated morning stretching routines initiated in Waterbury/Torrington.

Revised Job Hazard Analysis Forms and “Safers” to incorporate Form First principles.

Established Physical Therapist weekly meetings.

 RHS

A 2007 30

Results Achieved Highlights

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

Prior to Program Presentation:

     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.

 RHS

A 2007 32

Innovations in Work Processes Form First Promotion

During Presentation Rollouts:

   Revised the following forms to include “Form First” Reference; 1.

YG Pre Job Hazard Assessment.

YG Field Safety Audit.

CL&P Safety Analysis Sheet.

CL&P “Safers” data base.

Created one page laminated “Form First Employee Sheets”.

Monitored Presentations for consistency and employee participation.

 RHS

A 2007 33

Innovations in Work Processes Form First Promotion

Post Presentations:

  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.

 RHS

A 2007 34

Innovations in Work Processes Physical Therapist Program

Management Actions:

Establish Physical Therapist Program qualifications:  Knows the utility business.

  2.

Accept short term impact to:  DART Rate Goal.

 Documented success.

Established Program including milestones.

Productivity.

 Budget.

Recognize:   Early intervention will minimizes injury severity.

Reduction in Workmen’s Compensation.

 RHS

A 2007 35

Key Learnings

It is possible to eliminate biomechanical soft tissue injuries.

Reducing injuries is a “marathon” with “water stops” along the way.

Injuries are personal “so” Reducing injuries is personal.

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:

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.

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:

 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.

 RHS

A 2007 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

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   Establish Audit Team  Auditors   Roles & Responsibilities Organization Perform Audits in all YG & Construction work groups  RHS

A 2007 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

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.

Who T. Lombardi T. Lombardi D. Faraday, S. Rovin TBD, A. Smedberg Investment?

Yes Yes No No  RHS

A 2007 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 Primary?

Backup?

Managerial Staff Review Primary?

Backup?

IF NO

- Knowledge - Skills - Aptitude Assessment - Number of open critical PVRs - Retirements, transfers, attrition Annual review of critical positions, officers, directors and HR - Knowledge - Skills - Aptitude Assessment Training, mentoring, KT process, recruiting Develop plans to address gaps in bench strength all leadership Talent Management Process  RHS

A 2007 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

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   Analyzed individual outages Looked for trends and additional opportunities for improvement  RHS

A 2007 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

Cheshire Tolland

Results Achieved

Past Performance (Jan-Mar '05& '06) Median Dispatch Time (Minutes) Team Goal (Mar 07) Actual Result 24 17 21 28 20 CL&P CAIDI Performance First Quarter 2006 – 123 First Quarter 2007 – 108 36 Corrected Data 16 22  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