Tag Archives: Behavior-based Safety Process

ABC’s of Power Plant Safety

Originally posted August 2, 2014

Scott, Toby and I were all sitting in the front seat of Scott’s pickup truck on our way home from the coal-fired power plant in North Cental Oklahoma, because this particular pickup didn’t have a back seat. I guess that’s true for most pickup now that I think about it. It was in the fall of 1993 and I was on one of my rants about Power Plant Safety (again).

Scott Hubbard was focusing on the road and he was smiling. I think it was because the person that was talking on NPR (National Public Radio) had a pleasant voice.

Scott Hubbard

Scott Hubbard

Come to think of it… Scott was usually smiling.

I was going on and on about how the plant needed to take a completely didn’t approach to safety. I thought that we just looked at each accident as an isolated case and because of that we were missing the point. The point was that no one really goes to work with the idea that they want to do something that will hurt them. Power Plant Men in general don’t like having accidents. Not only does it hurt, but it is also embarrassing as well. Who doesn’t want that 20 year safety sticker?

I worked 20 years without an accident

I worked 20 years without an accident

I was in the middle of my safety rant all prepared to continue all the way from the plant to Stillwater, about 20 miles away when Toby quickly interrupted me. He said that he had received a safety pamphlet in the mail the other day that was saying the same things I had just said. It had talked about a way to change the culture of the plant to be more safe. Not using the same old techniques we were used to like Safety Slogan Programs (I was thinking…. but what about the Safety Slogan Pizza award at the end of the year? Would that go away? See the Post: “When Power Plant Competition Turns Terribly Safe“). Toby said that he read it and then set it aside as just another one of the many safety sales pitches a Plant Engineer might receive in a week.

Power Plant Engineer and Good Friend - Toby O'Brien

Power Plant Engineer – Toby O’Brien

He said he only remembered the pamphlet because I had just made a statement that was word-for-word right out of the safety pamphlet. I had said that the only way to change the Power Plant Safety Culture was to change the behavior first. Don’t try to change the culture in order to change the behavior. When I had earned my degree in Psychology years earlier, I had been told by one of my professors that the area of Psychology that works the best is Behavioral Psychology.

To some, this might sound like treating the symptoms instead of the actual cause of a problem. If your not careful that may be what you end up doing and then you ignore the root of the problem, which brings you back to where you were before you tried to change anything in the first place. Toby said he would give the pamphlet to me the next day.

So, the rest of the ride home was much more pleasant. Instead of finishing my rant about Safety, we just listened to the pleasant voices on National Public Radio. I was excited about the idea that someone might have a solution that I believed offered the best chance to change the direction of Safety at the plant away from blaming the employee, to doing something to prevent the next accident.

The next day, after we arrived at the plant, I made my way up to the front offices to Toby’s desk so that he could give me the safety pamphlet he had mentioned on the ride home. When he gave it to me, the title caught my eye right away. It was a pamphlet for a book called: “The Behavior-Based Safety Process, Managing Involvement for an Injury-Free Culture”. Now I was really excited. This sounded like it was exactly what I had been talking about with Toby and Scott. I sent off for the book right away.

When the book arrived I wanted to climb on the roof of my house and yell “Hallelujah!” I was suddenly one with the world! As I read through the book my chin became chapped because my head was nodding up and down in agreement so much that the windy draft caused by the bobbing motion chafed my chin.

I finished the book over the weekend. When I returned to work on Monday, I wrote another quick letter to the Plant Manager, Ron Kilman and the Assistant Plant Manager, Ben Brandt telling them that I would like to discuss an idea for a new safety program…. um…. process. Process is better than Program… as we learned in Quality Training. A process is the way you do something. A program is something you do, and when it’s over, you stop doing it.

Later that week, I met with Ron Kilman, Ben Brandt and Jasper Christensen in Ben’s office.

Ron Kilman

Ron Kilman

I had just read the book for the second time, I had already had 5 dreams about it, and I had been talking about it non-stop to Charles Foster and Scott Hubbard in the electric shop for days. So, I felt confident that I was prepared for the meeting. I still remember it well.

Ron asked me to explain how this new process would work and so I started right in….

In order for this process to work, you have to understand that when an accident occurs, it is the system that is broken. It isn’t the employee’s “fault”. That is, the employee didn’t wake up in the morning thinking they were going to work today to have an accident. Something went wrong along the way, and that is what you have to focus on in order to improve safety. Not so much the employee, but the entire system.

If people are unsafe, it is because “The System” has trained them to work unsafe (for the most part…. — there will always be someone like Curtis Love…. accidents sometimes traveled 45 miles just to attack Curtis Love).

The trick is to identify the problems with the system, and then take steps to improve them. Ben was nodding as if he didn’t quite buy what I was saying. Ron had looked over at Ben and I could tell that he was skeptical as well (as I knew they would, and should be…. I had already demonstrated that I was a major pain in the neck on many occasions, and this could have been just another attempt to wreak havoc on our plant management). So Ron explained a scenario to me and asked me how we would go about changing the system to prevent these accidents in the future….

Ron said, Bill Gibson went down to work on the Number 1 Conveyor Belt (at the bottom of the dumper where the coal is dumped from the trains).

Bill Gibson

Bill Gibson

While he was down there, he noticed that some bolts needed to be tightened. The only tool he had with him that could possibly tighten the bolts was a pair of Channel Locks.

 

Channel Locks

Channel Locks

All of us had a pair of Channel Locks. One of the most Handy-dandiest Tools around.

Ron continued…. So, instead of going back to the shop and getting the correct size wrench to tighten the bolts, Bill used the channel locks to tighten them. He ended up spraining his wrist. Now how are you going to prevent that?

I replied…. One of the most common causes for accidents is using the wrong tool. There are usually just a few reasons why the wrong tool is used. If you fix those reasons, then you can prevent this from happening. The main and obvious reason why this accident occurred was because the right tool wasn’t there with him. This could be fixed a number of ways. Bill and his team could have a small bag that they carry around that had the most likely tools they might need for inspecting the conveyors. They might have another bag of tools that they use when they need to go inspect some pumps… etc.

Another solution may be to mount a box on the wall at the bottom of the dumper and put a set of wrenches and other important tools in it. If that box had been there and Bill had found the loose bolts, he only would have to walk a few feet to get the right tool instead of trudging all the way back up to the shop and then all the way back down.

It wasn’t that Bill didn’t want to use the right tool. He didn’t want to bruise his wrist. He just wanted to tighten the bolts.

— This had their attention… I was able to quickly give them a real action that could be taken to prevent a similar accident in the future if they would take the effort to change the “System”. Even Ben Brandt leaned back in his chair and started to let his guard down a little.

This was when I explained that when someone does something, the reason they do it the way they do is comes down to the perceived consequences of their actions…

We were always being drilled about the ABC’s of First Aid from Randy Dailey during our yearly safety training. That is when you come across someone lying unconscious, you do the ABC’s by checking their Airway, the Breathing and their Circulation. I introduced Ron, Ben and Jasper to the ABC’s of Safety. Something completely different. The ABC’s of Safety are: Antecedents, Behavior and Consequences.

An Antecedent is something that triggers a particular behavior. In Bill’s case, it was finding the loose bolts on Conveyor 1. It triggered the behavior to tighten the bolts. Bill chose to use the wrong tool because the correct tool was not immediately available, so he weighed the consequences. The possible behavior choices were:

  • I could use the pair of channel locks here in my pocket.
  • I could spend the next 20 minutes climbing the 100 feet up out of the dumper and go over to the shop and grab a wrench and walk all the way back down here.
  • I could leave the bolts loose and come back later when I have the right tool.

The consequences of these behaviors are:

  • I could be hurt using the channel locks, but I haven’t ever hurt myself using them before, and the chances are small.
  • I could be late for lunch and I would be all worn out after climbing back up to the shop. The chances of me being all worn out by the time I was done was very high.
  • The loose bolts could fail if I waited to tighten them, and that could cause more damage to the equipment that would cause a lot more work in the future. The chance of this is low.

The behavior that a person will choose is the one that has an immediate positive consequence. If the odds of being hurt is small, it will not stop someone from doing something unsafe. Also, if the negative consequence is delayed, it will not weigh in the decision very highly. Positive consequences outweigh negative consequences.

So, in this case, the obvious choice for Bill was to use the channel locks instead of going back to get the right tool.

When I finished explaining this to Ron and Ben, (Jasper was nodding off to sleep at this point)… Ben asked where I came up with all of this. That was when I reached down and picked up the book that was sitting in my lap. I put it on the table. I said, I read about it in here:

Book about the Behavior-Based Safety Process

Book about the Behavior-Based Safety Process by Thomas Krause

Ben grabbed the book and quickly opened up the front cover and saw that I had written my name inside the cover. He said, “It’s a good thing you put your name in here or you would have just lost this book.” I told him he could read it if he wanted.

Ron said that he would consider what I had said, and a few day later he responded that since I had been requesting that we start up a Safety Task Force to address the plant safety concerns that he would go ahead and let us start it up, and that he wanted us to consider starting a Behavior-Based Safety Process in the future. — That will be another story…

Let me finish this post with a warning about the Behavior-Based Safety Process…

In order for this to work, it has to be endorsed from the top down, and it has to be implemented with the understanding that the employee is not the problem. Punishing employees for working unsafe will destroy any attempt to implement this process properly. Training everyone is essential. Especially management. I can’t emphasize this enough. In order to produce an accident-free culture, everyone has to keep it positive. Any changes in the system that helps prevent accidents is a good thing. Any unsafe behavior by an employee is a symptom that there is something wrong with the system that needs to be addressed. — Reprimanding an employee is destructive… unless of course, they intentionally meant to cause someone harm. — But then, they wouldn’t really be Power Plant Men, would they?

The phrase was: 'Cause I Love You Man!

The phrase was: ‘Cause I Love You Man!

 

Comments from the original post:

    1. Dan Antion August 2, 2014

      My father always made a box or a rack do that every tool needed to adjust something like a table saw was always attached to that saw. I do the same thing.

    1. Anna Waldherr August 3, 2014

      I really enjoyed your post. I’ve never worked in a power plant (no hand eye coordination, for one thing), but the challenge of convincing management to focus on safety and change an existing procedure is universal. Best wishes!

    1. Dennis Wagoner August 4, 2014

      Great post. I worked at a Ford UAW plant for 28 years. We finished out with four years without a lost time injury – this plant was heavy machining manufacturing automotive steering gears so we had a lot of heavy equipment everywhere. Walking out the door the same way and with the same body parts you came in with will be our greatest legacy!

  1. Monty Hansen October 19, 2014

    I’m the power plant night shift foreman with 31 accident free years, yet my hardhat sticker says 26 years, so I went to our safety guy to find out why the “sticker” program had been dropped. He did some research & found out that about a half dozen years ago, corporate accountants did a cost/benefit analysis of our hardhat safety stickers & could see no “profit” in it

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Taking Power Plant Safety To Task

Originally posted August 9, 2014

One of the phrases we would hear a lot at the coal-fired Power Plant in North Central Oklahoma was “Safety is Job Number One”. It’s true that this should be the case, but at times we found that safety was not the highest priority. It is easy to get caught up in the frenzy of a moment and Safety just seemed to take a second row seat to the job at hand.

Making Safety Job Number Two was usually unintentional, but sometimes on rare occasions, we found that it was quite deliberate. Not as a company policy, but due to a person’s need to exert their “Supervisory” Power over others. I mentioned one case in the post titled: “Power Plant Lock Out Tag Out, or Just Lock Out“.

During the summer of 1993, everyone at the plant learned about the Quality Process. I talked about this in the post: “A Chance for Power Plant Men to Show Their Quality“. I had joined the Action Team. This was a team of Power Plant Men that reviewed proposals turned in by the quality teams in order to determine if they had enough merit to be implemented. If they did, we would approve them. If we decided an idea was not appropriate enough to be implemented, we sent it back to the team that had written the proposal with an explanation why it was rejected.

My Action Team Certificate

My Action Team Certificate Signed by Ron Kilman and Al Strecker

Our team had turned in a proposal to create a Safety Task Force. One that would act like an Action Team similar to the one formed for the Quality Process. It seemed like a logical progression. I was the main proponent of the Safety Task Force, but to tell you the truth, it wasn’t all my idea.

Not only had other members of our Quality Team mentioned forming a Safety Task Force, but so did our Electric Supervisor, Tom Gibson. He had called me to his office one day on the pretense of me getting in trouble…. I say that, because whenever he would call me on the gray phone and respond, “Kevin. I want to see you in my office right now.” that usually meant that I had stepped on someone’s toes and I was in for a dressing down…

Gaitronics Gray Phone

Gaitronics Gray Phone

— Was I the only one that had this experience? It seemed that way. But then, I was usually the one “expanding my bubble” (as Charles Foster would say). When I arrived at Tom’s office, he asked me if I would ask our team to create a proposal for a Safety Task Force. I told him that I’m sure we would. We had already talked about it a couple of times in our meetings.

I didn’t mind playing “Bad Cop” in the game of “Good Cop, Bad Cop”. That is, it never bothered me to be the one that pushed an unpopular issue that really needed pushing. Where someone else would follow-up as the “Good Cop” in a way that takes away the bitter taste I left as “Bad Cop” by proposing the same solution I proposed only with a more positive twist.

At the time, I figured that Tom Gibson was going to be “Good Cop” in this effort since he had pulled me aside and asked me to initiate the proposal. As it turned out, I ended up playing both Bad Cop and Good Cop this time. I played the Good Cop when Ron Kilman had met with me to discuss a new Safety Idea. The Behavior-Based Safety Process. See the Post: “ABC’s of Power Plant Safety“.

I proposed the Safety Task Force in a sort of “Bad Cop” negative manner. That is, I had pointed out how our current system was failing, and other negative approaches. When I explained how the Behavior-Based Safety Process works as “Good Cop”, Ron had told me to go ahead and form the Safety Task Force.

I asked for volunteers to join the Safety Task Force. After I received a list of people that wanted to be on the Task Force, I chose a good cross-section of different roles and teams from both Maintenance and Operations. I had lofty visions of telling them all about the Behavior-Based Safety Process, and then going down the road of implementing this process at the plant.

I didn’t realize that the Power Plant Men had different ideas about what a Safety Task Force should be doing. They weren’t really interested in trying out some new Safety “Program”. I tried explaining that this was a “Process” not a “Program”, just like the Quality Process. They weren’t buying it.

We had Ground Rules that we created the first day that kept me from ramming anything down their throats, so I went along with the team and listened to their ideas. It turned out that even though the Power Plant Men on the Safety Task Force didn’t want to hear about my “beloved” Behavior-Based Safety Process, they did have good ideas on how to improve safety at the plant.

We decided that we would ask for Safety Proposals just like the Quality Process did. It was felt that the Safety Task Force didn’t have any real “authority” and a lot of people at the plant thought that without the authority to really do anything, the task force was going to be an utter failure.

We decided that the best way to show that the Task Force was going to be a successful force of change toward a safer Power Plant, we would ask for ideas on how to improve the safety at the plant. When we did, we were overwhelmed by the response. Safety Concerns poured in from all over the plant.

At one point we had over 250 active safety ideas that we had decided were worth pursuing. The members of the team would investigate the ideas assigned to them and see what it would take to make the requested changes. Because of the overwhelming response, it didn’t make much sense taking all the approved requests to the Plant Manager. So, in many cases, we decided that a trouble ticket would be sufficient.

I posted the progress of all the active ideas each week on every official bulletin board in the plant. This way, everyone could follow the progress of all of the ideas. As they were successfully completed, they went on a list of Safety Improvements, that I would post next to the list of active proposals.

I think the members of the Safety Task Force might have been getting big heads because at first it appeared that we were quickly moving through our list of plant Safety Improvements. A lot of the improvements were related to fixing something that was broken that was causing a work area to be unsafe. I say, some of us were developing a “big head” because, well, that was what had happened to me. Because of this, I lost an important perspective, or a view of the ‘Big Picture”.

I’ll give you an example that illustrates the “conundrum” that had developed.

We had created some trouble tickets to fix some pieces of equipment, and walkways, etc, that posed a safety risk. After several weeks of tracking their progress, we found that the trouble tickets were being ignored. It seemed that this came on all of the sudden. When we had first started the task force, many of our trouble tickets were being given a high priority, and now, we were not able to succeed in having even one trouble ticket completed in a week.

After going for two weeks without one of the trouble tickets being worked on, I went to Ron Kilman, the Plant Manager to see if we could have some of his “Top Down” support. To my surprise, he gave me the exact same advice that our Principal, Sister Francis gave our Eighth Grade class at Sacred Heart School in Columbia, Missouri when we ran to her with our problems.

Ron Kilman

Ron Kilman – He looks nothing like Sister Francis

Ok. Side Story:

Three times when I was in the eighth grade, our class asked Sister Francis to meet with us because we had an “issue” with someone. One was a teacher. We had a personal issue with the way she conducted herself in the class. Another was a boy in the 7th grade, and the fact that we didn’t want him to go with us on our yearly class trip because he was too disruptive. The third was a general discontent with some of the boys in the 5th and 6th grade because of their “5th and 6th grade” behavior.

In each case, Sister Francis told us the same thing (well almost the same thing). In the first two cases, she told us we had to handle them ourselves. We had to meet with the teacher and explain our problem and how we wanted her to change. We also had to meet with the boy in the seventh grade and personally tell him why we weren’t going to let him go on our trip. In each case it was awkward, but we did it.

In the case of the 5th and 6th graders, Sister Francis just said, “When you were in the 5th grade, if you acted the way these 5th graders acted to an eighth grader, what would happen? Well. Deal with this as you see fit. We all knew what she meant. When we were in the fifth grade, if we treated the eighth graders the way these guys treated us, they would have knocked us silly.

So, the next morning when I was approached by a fifth grader displaying the disrespectful behavior, I gave him a warning. When my warning was greeted with more “disrespect”, I did just what an eighth grader would have done when I was a fifth grader. I pushed him down the stairs. — Not hard. He didn’t tumble over or anything, but he ran straight to Sister Francis and told her what I had done.

Sister Francis came up to our room and told me to go to the principal’s office. — We only had 14 people in the Eighth Grade, so it wasn’t hard to find me. I protested that I was only doing what she authorized us to do the previous day. She agreed, but then she also explained that she had to respond the same way she would have responded to the eighth graders three years earlier if they had done the same thing.

I could tell by her expression, that my “punishment” was only symbolic. From that day on, the 5th and 6th graders that had been plaguing our class were no longer in the mood to bother us. We had gained their respect.

End of Side Story.

So, what did Ron Kilman tell me? He told me that if we were going to be a successful Safety Task Force, then we would need the cooperation of Ken Scott. Ken was the Supervisor of the Maintenance Shop and the one person that had been holding onto our trouble tickets. Ron said, “You will have to work this out with Ken yourself.” — Flashes of Ron Kilman wearing a black nun’s robe flashed through my head, and suddenly I felt my knuckles become sore as if they had been hit by a ruler. — No, I’m not going to draw you a picture.

So, we did what would have made Sister Francis proud. We asked Ken Scott to meet with us to discuss our “issue”. We pointed out to him that the trouble tickets we had submitted were safety issues and should have a higher priority. We also pointed out that we had not had one safety related trouble ticket completed in almost three weeks.

Then it was Ken’s turn…. He said, “Just because you say that something is a safety issue doesn’t make it one. Some of the trouble tickets submitted were to fix things that have been broken for years. I don’t think they are related to safety. I think people are using the safety task force to push things that they have wanted for a long time, and are just using “safety” as a way to raise the priority. Some of these ideas are costly. Some would take a lot of effort to complete and we have our normal tickets to keep the plant running.” — Well, at least when Ken stopped talking we knew exactly where he stood. He had laid out his concerns plain and clear.

The Safety Task Force members used some of the tools we had learned during the Quality Process, and asked the next question…. So, how do we resolve this issue? Ken said that he would like to be consulted on the ideas before a trouble ticket is created to see if it would be an appropriate route to take.

It was obvious now that we had been stepping all over Ken’s Toes and our “demands” had just made it worse. Ken felt like we had been trying to shove work down his throat and he put a stop to it. After hearing his side of the story, we all agreed that we would be glad to include Ken in all the safety issues that we thought would require a trouble ticket.

From that point, we had much more cooperation between Ken Scott and the Safety Task Force. Ken really wasn’t a problem at all when it came down to it. The way we had approached the situation was the real issue. Once we realized that, we could change our process to make it more positive.

One Barrier Down

One Barrier Down

This worked well with Ken, because he was forthright with us, and had spoken his mind clearly when we asked. This didn’t work with everyone of the people that pushed back. We had one person when we asked him if he could explain why he was blocking all our attempts to make changes, his only reply was “Because I am the barrier! I don’t have to tell you why!” That is another story. I’m not even sure that story is worth telling. I know that at least one person that reads this blog regularly knows who I am referring to, because he was in the room when this guy said that…. He can leave a comment if he would like….

Tales of Power Plant Prowess by Ray Eberle

The first time I saw Ray Eberle was during my first summer as a summer help in 1979.  He was standing in the midst of a group of mechanics who sat around him as school children sit around the librarian as a story is being read.  Ray was telling a story to a group of mesmerized Power Plant Men.

Many years later I heard that Ray was invited to tell stories to hunters who were hunting elk in Montana around the campfires at night as an occupation.  I think he passed on that opportunity.  Who would think of leaving the comfort of a Coal-fired Power Plant in North Central Oklahoma to go sit around telling stories by campfires in Montana?

For many years I didn’t have the opportunity to work with Ray.  He had joined the Safety Task Force that we had created at the plant.  He had also become a member of the Confined Space Rescue Team, and was a HAZWOPER Emergency Rescue responder.  I was on all of these teams with Ray, but I really had never worked side-by-side with him.

I know that at times, I had disappointed Ray by not living up to his expectations of what a True Power Plant Man should be.  When we were on the Safety Task Force, after the reorganization, we had shifted gears to be more of an “Idea” task force instead of one that actually fixed safety issues.  I was pushing hard to have the company move to a “Behavior-Based Safety” approach.  It was a misunderstood process and if not implemented correctly would have the exact opposite effect (see the post “ABCs of Power Plant Safety“)

Book about the Behavior-Based Safety Process

Book about the Behavior-Based Safety Process

I know this bothered Ray.  He let me know one day when I received an intra-company envelope with a memo in it.  It said that he was resigning from the team:

Ray's Memo

Ray’s Memo

I hang on to the oddest things.  Some things that lift me up and some things that break my heart.  I figure that there is a lesson for me in this memo.  That is why I have held onto it for the past 20 years.  I suppose this enforces my philosophy of trying to make a “Bad First Impression” (See the post:  “Power Plant Art of Making a Bad First Impression“).

Ray Eberle told me once that he had always thought that I was a lazy stuck up electrician that didn’t like to get dirty and just sat around in the electric shop all the time. (read the post:  “Power Plant Man Becomes an Unlikely Saint“)  He said that he saw me as a “higher than thou” type of person that looked down on others.  Then one day I said something that totally changed his perception of me.  I said, “Don’t get twisted.”

It’s funny to learn sometimes what people actually think of you.  Then it’s even funnier to think what makes them change their mind.  You see… when Ray Eberle was sharing his thoughts about me, we had become very good friends.  He said that he felt that he finally understood me when I uttered those three words “Don’t get twisted.”

I remember the moment I had said that.  As members of the Confined Space Rescue Team, we were responsible for inspecting the SCBAs (Self-Contained Breathing Apparatus) each month.  We were standing in the control room and had a couple of the SCBAs sitting out while the instructor was showing us the proper way to inspect them.

Man wearing an SCBA

Man wearing an SCBA

Ray had asked a few “what-if” questions (like “What if the pressure is right at the minimum amount?”  or “What if we send a tank off to be refilled and we have an emergency?”) and his questions weren’t being answered.  He was getting a little hot under the collar, so I said, “Don’t get twisted.”

I remember Ray’s reaction.  He turned to me and said, “What did you say?”  I looked him straight in the eye with a grin on my face and repeated “Don’t get twisted.”

At that moment I didn’t know if Ray was going to haul off and belt me one, so I was mentally preparing my various responses…. like…. get ready to duck… just try to stand there as if nothing had happened… run and call a therapist because my ego had been shattered (no… wait… that wasn’t then)….  Anyway… instead Ray just smiled at me and said calmly, “I thought that was what you had said.”  I could see that he was in deep thought.

It was a couple of years later that I found out that at that moment Ray Eberle’s perception of who I was had done a 180.  Isn’t it funny what causes someone to change their mind sometimes?  Maybe he saw a spot of dirt on my tee shirt.

One day during the spring of 1998 my foreman, Alan Kramer told me that Jim Arnold wanted me to be assigned to create “Task Lists” in SAP.

Alan Kramer

Alan Kramer

Task lists are instructions on how to perform jobs associated with trouble tickets.  Jim Arnold (probably to keep me out of trouble) had assigned me to write task lists and Ray Eberle to write Bill of Materials (or BOMs).  Thus began our three year journey together working side-by-side entering data into the computer.

Writing task lists didn’t mean that I just sat in front of the computer all day.  In order to create them, I had to find out what tools a person would use to fix something, and what procedure they would perform in order to do their job.  This meant that a lot of times, I would go up to a crew that was working on something and I would ask them to tell me all the tools they used and how they did their job while standing at the job site.

I will write another post later about how I actually did the task of writing task lists, so I won’t go into any more detail.  After a short while, Ray and I figured out that we needed to be in the front office close to the Master Prints and the room where the “X-Files” (or X-drawings) were kept.

X-Files didn’t have to do with “Aliens”.  X-Files were files in cabinets that had all the vendor information about every piece of equipment at the plant (just about).  They were called X Files because their filing numbers all began with an X.  Like X-160183.

About 50% of my time for the next three years was spent creating task lists.  The rest of the time, I was still doing my regular electrician job, and going to school.  After the first year, I moved into the Master Print Room and Ray and I set up shop working on the computers next to each other.

Ray was a collector of Habanero Sauce bottles.

Habenero Sauce comes in colorful bottles

Habanero Sauce comes in colorful bottles

He would travel the country looking for unique Habanero Sauce bottles.  Each day, Ray would bring a bottle of habanero sauce to work and pour some on his lunch.

I ate the same boring lunch every day.  It consisted of a ham sandwich with a slice of American cheese.  Then I had some kind of fruit, like an apple or an orange.  Since I was no longer eating lunch in the electric shop where Charles would give me peppers with my sandwich, when Ray asked me if I would like some hot sauce for my sandwich I was quick to give it a try.

There is something very addictive about habanero sauce.  After a few days of having this sauce on my sandwich, I went to the grocery store and bought some of my own bottles of habanero sauce and salsa.

Ok.  One side story…

I was sitting at home reading a school book at the dining room table, my 9 year old daughter Elizabeth walked up to the table and took a tortilla chip from my paper plate, dipped it in the (habanero) salsa in the bowl next to it, and began to put it in her mouth.  Without looking up from my book, I said, “I wouldn’t do that if I were you.”

Thinking that I meant that she shouldn’t be stealing my chips, she went ahead and put it in her mouth.  Grinning because she had stolen my chip, she began to walk away.  Then she started to squeal a little.  Moments later she was hopping all over the kitchen trying to find some way to put out the fire.

I told her the best remedy is to eat more chips.  Don’t drink water.  It makes it worse.  Eat chips without salsa.

End of side story…

I mentioned above that Ray Eberle is a very good storyteller.  He told me a series of stories that I call the “Walt Oswalt Stories”.  These were real life stories about a Power Plant Man at our plant.  They were so funny that I would go home and share them with my wife and she would fold over laughing at them.  She said that Ray needs to write a book about Walt Oswalt.

Walt Oswalt

Walt Oswalt

I have shared some of these stories with various people in my later career and the reaction is always the same.  These stories belong in a book.  Later this year, I will share some of the Walt Oswalt stories in a post or two then you will see what I’m talking about.

One time in 2007 when I worked for Dell, I was meeting with the CEO of the world’s leading timekeeping company called Kronos.  His name is Aron Ain.

Aron Ain, Kronos CEO

Aron Ain, Kronos CEO

My director, Chris Enslin was with us in Massachusetts.

Chris Enslin

Chris Enslin

Aron  had taken us out to eat dinner, and Chris asked me to tell Aron some Walt Oswalt stories, so I shared a couple.

Then a couple of years later in 2009, Chris told me that he was at a meeting with CEOs from companies all over the United States, and there was Aron standing in the middle of a group of CEOs telling them a Walt Oswalt story.

Here is a picture of Ray Eberle sitting next to me at our computers in the master print room at the power plant:

Ray Eberle

Ray Eberle

Each day at lunch, after we had eaten our sandwiches, Ray would reach into his lunch box and pull out a worn black book and begin reading it.  He would spend about 10 to 15 minutes reading.  Sometimes he would stop and tell me something interesting about something he had just read.  When he was done, the book went back into his lunch box and we continued working.

I remember some of the interesting conversations we used to have about that worn black book in his lunch box.  One time we talked about a story in the book about how a hand just appeared out of nowhere and began writing on a wall when this guy named Belshazzar was having a party.  Then this guy named Daniel came and told him what it meant, and that night Belshazzar was killed.  Ray said,  “…. God sent the hand that wrote the inscription.”  What do you think about that?  My response was…. “Yeah.  God sure has class.  He could have just struck the guy down right there and then.  Instead he has a hand appear and write something on the wall.  That way we can now have the saying: The writing on the wall’.”

I always thought if you were going to pick a good friend to have, if you pick one that reads their Bible every day during lunch, they are bound to be trustworthy.  I could tell that I could trust Ray with anything.  So, I spent the three years with Ray telling him everything I knew about myself while Ray shared a good deal of his life story with me.  Of course… being nine and a half years older than I was, he had lived a lot more life than I had.

When I left the Power Plant in 2001 to work for Dell, one of the things I missed the most was sitting next to Ray talking about our lives, eating our lunch with Habanero Sauce, and listening to Ray’s stories about Prominent Power Plant Men!  I have considered Ray a very dear friend for many years and I am honored to have him take me into his confidence.  I only hope that I could be as much of a friend to Ray as he has been to me.

ABC’s of Power Plant Safety

Originally posted August 2, 2014

Scott, Toby and I were all sitting in the front seat of Scott’s pickup truck on our way home from the coal-fired power plant in North Cental Oklahoma, because this particular pickup didn’t have a back seat. I guess that’s true for most pickup now that I think about it. It was in the fall of 1993 and I was on one of my rants about Power Plant Safety (again).

Scott Hubbard was focusing on the road and he was smiling. I think it was because the person that was talking on NPR (National Public Radio) had a pleasant voice.

Scott Hubbard

Scott Hubbard

Come to think of it… Scott was usually smiling.

I was going on and on about how the plant needed to take a completely didn’t approach to safety. I thought that we just looked at each accident as an isolated case and because of that we were missing the point. The point was that no one really goes to work with the idea that they want to do something that will hurt them. Power Plant Men in general don’t like having accidents. Not only does it hurt, but it is also embarrassing as well. Who doesn’t want that 20 year safety sticker?

I worked 20 years without an accident

I worked 20 years without an accident

I was in the middle of my safety rant all prepared to continue all the way from the plant to Stillwater, about 20 miles away when Toby quickly interrupted me. He said that he had received a safety pamphlet in the mail the other day that was saying the same things I had just said. It had talked about a way to change the culture of the plant to be more safe. Not using the same old techniques we were used to like Safety Slogan Programs (I was thinking…. but what about the Safety Slogan Pizza award at the end of the year? Would that go away? See the Post: “When Power Plant Competition Turns Terribly Safe“). Toby said that he read it and then set it aside as just another one of the many safety sales pitches a Plant Engineer might receive in a week.

Power Plant Engineer and Good Friend - Toby O'Brien

Power Plant Engineer – Toby O’Brien

He said he only remembered the pamphlet because I had just made a statement that was word-for-word right out of the safety pamphlet. I had said that the only way to change the Power Plant Safety Culture was to change the behavior first. Don’t try to change the culture in order to change the behavior. When I had earned my degree in Psychology years earlier, I had been told by one of my professors that the area of Psychology that works the best is Behavioral Psychology.

To some, this might sound like treating the symptoms instead of the actual cause of a problem. If your not careful that may be what you end up doing and then you ignore the root of the problem, which brings you back to where you were before you tried to change anything in the first place. Toby said he would give the pamphlet to me the next day.

So, the rest of the ride home was much more pleasant. Instead of finishing my rant about Safety, we just listened to the pleasant voices on National Public Radio. I was excited about the idea that someone might have a solution that I believed offered the best chance to change the direction of Safety at the plant away from blaming the employee, to doing something to prevent the next accident.

The next day, after we arrived at the plant, I made my way up to the front offices to Toby’s desk so that he could give me the safety pamphlet he had mentioned on the ride home. When he gave it to me, the title caught my eye right away. It was a pamphlet for a book called: “The Behavior-Based Safety Process, Managing Involvement for an Injury-Free Culture”. Now I was really excited. This sounded like it was exactly what I had been talking about with Toby and Scott. I sent off for the book right away.

When the book arrived I wanted to climb on the roof of my house and yell “Hallelujah!” I was suddenly one with the world! As I read through the book my chin became chapped because my head was nodding up and down in agreement so much that the windy draft caused by the bobbing motion chafed my chin.

I finished the book over the weekend. When I returned to work on Monday, I wrote another quick letter to the Plant Manager, Ron Kilman and the Assistant Plant Manager, Ben Brandt telling them that I would like to discuss an idea for a new safety program…. um…. process. Process is better than Program… as we learned in Quality Training. A process is the way you do something. A program is something you do, and when it’s over, you stop doing it.

Later that week, I met with Ron Kilman, Ben Brandt and Jasper Christensen in Ben’s office.

Ron Kilman

Ron Kilman

I had just read the book for the second time, I had already had 5 dreams about it, and I had been talking about it non-stop to Charles Foster and Scott Hubbard in the electric shop for days. So, I felt confident that I was prepared for the meeting. I still remember it well.

Ron asked me to explain how this new process would work and so I started right in….

In order for this process to work, you have to understand that when an accident occurs, it is the system that is broken. It isn’t the employee’s “fault”. That is, the employee didn’t wake up in the morning thinking they were going to work today to have an accident. Something went wrong along the way, and that is what you have to focus on in order to improve safety. Not so much the employee, but the entire system.

If people are unsafe, it is because “The System” has trained them to work unsafe (for the most part…. — there will always be someone like Curtis Love…. accidents sometimes traveled 45 miles just to attack Curtis Love).

The trick is to identify the problems with the system, and then take steps to improve them. Ben was nodding as if he didn’t quite buy what I was saying. Ron had looked over at Ben and I could tell that he was skeptical as well (as I knew they would, and should be…. I had already demonstrated that I was a major pain in the neck on many occasions, and this could have been just another attempt to wreak havoc on our plant management). So Ron explained a scenario to me and asked me how we would go about changing the system to prevent these accidents in the future….

Ron said, Bill Gibson went down to work on the Number 1 Conveyor Belt (at the bottom of the dumper where the coal is dumped from the trains).

Bill Gibson

Bill Gibson

While he was down there, he noticed that some bolts needed to be tightened. The only tool he had with him that could possibly tighten the bolts was a pair of Channel Locks.

 

Channel Locks

Channel Locks

All of us had a pair of Channel Locks. One of the most Handy-dandiest Tools around.

Ron continued…. So, instead of going back to the shop and getting the correct size wrench to tighten the bolts, Bill used the channel locks to tighten them. He ended up spraining his wrist. Now how are you going to prevent that?

I replied…. One of the most common causes for accidents is using the wrong tool. There are usually just a few reasons why the wrong tool is used. If you fix those reasons, then you can prevent this from happening. The main and obvious reason why this accident occurred was because the right tool wasn’t there with him. This could be fixed a number of ways. Bill and his team could have a small bag that they carry around that had the most likely tools they might need for inspecting the conveyors. They might have another bag of tools that they use when they need to go inspect some pumps… etc.

Another solution may be to mount a box on the wall at the bottom of the dumper and put a set of wrenches and other important tools in it. If that box had been there and Bill had found the loose bolts, he only would have to walk a few feet to get the right tool instead of trudging all the way back up to the shop and then all the way back down.

It wasn’t that Bill didn’t want to use the right tool. He didn’t want to bruise his wrist. He just wanted to tighten the bolts.

— This had their attention… I was able to quickly give them a real action that could be taken to prevent a similar accident in the future if they would take the effort to change the “System”. Even Ben Brandt leaned back in his chair and started to let his guard down a little.

This was when I explained that when someone does something, the reason they do it the way they do is comes down to the perceived consequences of their actions…

We were always being drilled about the ABC’s of First Aid from Randy Dailey during our yearly safety training. That is when you come across someone lying unconscious, you do the ABC’s by checking their Airway, the Breathing and their Circulation. I introduced Ron, Ben and Jasper to the ABC’s of Safety. Something completely different. The ABC’s of Safety are: Antecedents, Behavior and Consequences.

An Antecedent is something that triggers a particular behavior. In Bill’s case, it was finding the loose bolts on Conveyor 1. It triggered the behavior to tighten the bolts. Bill chose to use the wrong tool because the correct tool was not immediately available, so he weighed the consequences. The possible behavior choices were:

  • I could use the pair of channel locks here in my pocket.
  • I could spend the next 20 minutes climbing the 100 feet up out of the dumper and go over to the shop and grab a wrench and walk all the way back down here.
  • I could leave the bolts loose and come back later when I have the right tool.

The consequences of these behaviors are:

  • I could be hurt using the channel locks, but I haven’t ever hurt myself using them before, and the chances are small.
  • I could be late for lunch and I would be all worn out after climbing back up to the shop. The chances of me being all worn out by the time I was done was very high.
  • The loose bolts could fail if I waited to tighten them, and that could cause more damage to the equipment that would cause a lot more work in the future. The chance of this is low.

The behavior that a person will choose is the one that has an immediate positive consequence. If the odds of being hurt is small, it will not stop someone from doing something unsafe. Also, if the negative consequence is delayed, it will not weigh in the decision very highly. Positive consequences outweigh negative consequences.

So, in this case, the obvious choice for Bill was to use the channel locks instead of going back to get the right tool.

When I finished explaining this to Ron and Ben, (Jasper was nodding off to sleep at this point)… Ben asked where I came up with all of this. That was when I reached down and picked up the book that was sitting in my lap. I put it on the table. I said, I read about it in here:

Book about the Behavior-Based Safety Process

Book about the Behavior-Based Safety Process by Thomas Krause

Ben grabbed the book and quickly opened up the front cover and saw that I had written my name inside the cover. He said, “It’s a good thing you put your name in here or you would have just lost this book.” I told him he could read it if he wanted.

Ron said that he would consider what I had said, and a few day later he responded that since I had been requesting that we start up a Safety Task Force to address the plant safety concerns that he would go ahead and let us start it up, and that he wanted us to consider starting a Behavior-Based Safety Process in the future. — That will be another story…

Let me finish this post with a warning about the Behavior-Based Safety Process…

In order for this to work, it has to be endorsed from the top down, and it has to be implemented with the understanding that the employee is not the problem. Punishing employees for working unsafe will destroy any attempt to implement this process properly. Training everyone is essential. Especially management. I can’t emphasize this enough. In order to produce an accident-free culture, everyone has to keep it positive. Any changes in the system that helps prevent accidents is a good thing. Any unsafe behavior by an employee is a symptom that there is something wrong with the system that needs to be addressed. — Reprimanding an employee is destructive… unless of course, they intentionally meant to cause someone harm. — But then, they wouldn’t really be Power Plant Men, would they?

The phrase was:  'Cause I Love You Man!

The phrase was: ‘Cause I Love You Man!

 

Comments from the original post:

    1. Dan Antion August 2, 2014

      My father always made a box or a rack do that every tool needed to adjust something like a table saw was always attached to that saw. I do the same thing.

    1. Anna Waldherr August 3, 2014

      I really enjoyed your post. I’ve never worked in a power plant (no hand eye coordination, for one thing), but the challenge of convincing management to focus on safety and change an existing procedure is universal. Best wishes!

    1. Dennis Wagoner August 4, 2014

      Great post. I worked at a Ford UAW plant for 28 years. We finished out with four years without a lost time injury – this plant was heavy machining manufacturing automotive steering gears so we had a lot of heavy equipment everywhere. Walking out the door the same way and with the same body parts you came in with will be our greatest legacy!

  1. Monty Hansen October 19, 2014

    I’m the powerplant nightshift foreman with 31 accident free years, yet my hardhat sticker says 26 years, so I went to our safety guy to find out why the “sticker” program had been dropped. He did some research & found out that about a half dozen years ago, corporate accountants did a cost/benefit analysis of our hardhat safety stickers & could see no “profit” in it

Taking Power Plant Safety To Task

Originally posted August 9, 2014

One of the phrases we would hear a lot at the coal-fired Power Plant in North Central Oklahoma was “Safety is Job Number One”. It’s true that this should be the case, but at times we found that safety was not the highest priority. It is easy to get caught up in the frenzy of a moment and Safety just seemed to take a second row seat to the job at hand.

Making Safety Job Number Two was usually unintentional, but sometimes on rare occasions, we found that it was quite deliberate. Not as a company policy, but due to a person’s need to exert their “Supervisory” Power over others. I mentioned one case in the post titled: “Power Plant Lock Out Tag Out, or Just Lock Out“.

During the summer of 1993, everyone at the plant learned about the Quality Process. I talked about this in the post: “A Chance for Power Plant Men to Show Their Quality“. I had joined the Action Team. This was a team of Power Plant Men that reviewed proposals turned in by the quality teams in order to determine if they had enough merit to be implemented. If they did, we would approve them. If we decided an idea was not appropriate enough to be implemented, we sent it back to the team that had written the proposal with an explanation why it was rejected.

My Action Team Certificate

My Action Team Certificate Signed by Ron Kilman and Al Strecker

Our team had turned in a proposal to create a Safety Task Force. One that would act like an Action Team similar to the one formed for the Quality Process. It seemed like a logical progression. I was the main proponent of the Safety Task Force, but to tell you the truth, it wasn’t all my idea.

Not only had other members of our Quality Team mentioned forming a Safety Task Force, but so did our Electric Supervisor, Tom Gibson. He had called me to his office one day on the pretense of me getting in trouble…. I say that, because whenever he would call me on the gray phone and respond, “Kevin. I want to see you in my office right now.” that usually meant that I had stepped on someone’s toes and I was in for a dressing down…

Gaitronics Gray Phone

Gaitronics Gray Phone

— Was I the only one that had this experience? It seemed that way. But then, I was usually the one “pushing my bubble” (as Charles Foster would say). When I arrived at Tom’s office, he asked me if I would ask our team to create a proposal for a Safety Task Force. I told him that I’m sure we would. We had already talked about it a couple of times in our meetings.

I didn’t mind playing “Bad Cop” in the game of “Good Cop, Bad Cop”. That is, it never bothered me to be the one that pushed an unpopular issue that really needed pushing. Where someone else would follow-up as the “Good Cop” in a way that takes away the bitter taste I left as “Bad Cop” by proposing the same solution I proposed only with a more positive twist.

At the time, I figured that Tom Gibson was going to be “Good Cop” in this effort since he had pulled me aside and asked me to initiate the proposal. As it turned out, I ended up playing both Bad Cop and Good Cop this time. I played the Good Cop when Ron Kilman had met with me to discuss a new Safety Idea. The Behavior-Based Safety Process. See the Post: “ABC’s of Power Plant Safety“.

I proposed the Safety Task Force in a sort of “Bad Cop” negative manner. That is, I had pointed out how our current system was failing, and other negative approaches. When I explained how the Behavior-Based Safety Process works as “Good Cop”, Ron had told me to go ahead and form the Safety Task Force.

I asked for volunteers to join the Safety Task Force. After I received a list of people that wanted to be on the Task Force, I chose a good cross-section of different roles and teams from both Maintenance and Operations. I had lofty visions of telling them all about the Behavior-Based Safety Process, and then going down the road of implementing this process at the plant.

I didn’t realize that the Power Plant Men had different ideas about what a Safety Task Force should be doing. They weren’t really interested in trying out some new Safety “Program”. I tried explaining that this was a “Process” not a “Program”, just like the Quality Process. They weren’t buying it.

We had Ground Rules that we created the first day that kept me from ramming anything down their throats, so I went along with the team and listened to their ideas. It turned out that even though the Power Plant Men on the Safety Task Force didn’t want to hear about my “beloved” Behavior-Based Safety Process, they did have good ideas on how to improve safety at the plant.

We decided that we would ask for Safety Proposals just like the Quality Process did. It was felt that the Safety Task Force didn’t have any real “authority” and a lot of people at the plant thought that without the authority to really do anything, the task force was going to be an utter failure.

We decided that the best way to show that the Task Force was going to be a successful force of change toward a safer Power Plant, we would ask for ideas on how to improve the safety at the plant. When we did, we were overwhelmed by the response. Safety Concerns poured in from all over the plant.

At one point we had over 250 active safety ideas that we had decided were worth pursuing. The members of the team would investigate the ideas assigned to them and see what it would take to make the requested changes. Because of the overwhelming response, it didn’t make much sense taking all the approved requests to the Plant Manager. So, in many cases, we decided that a trouble ticket would be sufficient.

I posted the progress of all the active ideas each week on every official bulletin board in the plant. This way, everyone could follow the progress of all of the ideas. As they were successfully completed, they went on a list of Safety Improvements, that I would post next to the list of active proposals.

I think the members of the Safety Task Force might have been getting big heads because at first it appeared that we were quickly moving through our list of plant Safety Improvements. A lot of the improvements were related to fixing something that was broken that was causing a work area to be unsafe. I say, some of us were developing a “big head” because, well, that was what had happened to me. Because of this, I lost an important perspective, or a view of the ‘Big Picture”.

I’ll give you an example that illustrates the “conundrum” that had developed.

We had created some trouble tickets to fix some pieces of equipment, and walkways, etc, that posed a safety risk. After several weeks of tracking their progress, we found that the trouble tickets were being ignored. It seemed that this came on all of the sudden. When we had first started the task force, many of our trouble tickets were being given a high priority, and now, we were not able to succeed in having even one trouble ticket completed in a week.

After going for two weeks without one of the trouble tickets being worked on, I went to Ron Kilman, the Plant Manager to see if we could have some of his “Top Down” support. To my surprise, he gave me the exact same advice that our Principal, Sister Francis gave our Eighth Grade class at Sacred Heart School in Columbia, Missouri when we ran to her with our problems.

Ron Kilman

Ron Kilman – He looks nothing like Sister Francis

Ok. Side Story:

Three times when I was in the eighth grade, our class asked Sister Francis to meet with us because we had an “issue” with someone. One was a teacher. We had a personal issue with the way she conducted herself in the class. Another was a boy in the 7th grade, and the fact that we didn’t want him to go with us on our yearly class trip because he was too disruptive. The third was a general discontent with some of the boys in the 5th and 6th grade because of their “5th and 6th grade” behavior.

In each case, Sister Francis told us the same thing (well almost the same thing). In the first two cases, she told us we had to handle them ourselves. We had to meet with the teacher and explain our problem and how we wanted her to change. We also had to meet with the boy in the seventh grade and personally tell him why we weren’t going to let him go on our trip. In each case it was awkward, but we did it.

In the case of the 5th and 6th graders, Sister Francis just said, “When you were in the 5th grade, if you acted the way these 5th graders acted to an eighth grader, what would happen? Well. Deal with this as you see fit. We all knew what she meant. When we were in the fifth grade, if we treated the eighth graders the way these guys treated us, they would have knocked us silly.

So, the next morning when I was approached by a fifth grader displaying the disrespectful behavior, I gave him a warning. When my warning was greeted with more “disrespect”, I did just what an eighth grader would have done when I was a fifth grader. I pushed him down the stairs. — Not hard. He didn’t tumble over or anything, but he ran straight to Sister Francis and told her what I had done.

Sister Francis came up to our room and told me to go to the principal’s office. — We only had 14 people in the Eighth Grade, so it wasn’t hard to find me. I protested that I was only doing what she authorized us to do the previous day. She agreed, but then she also explained that she had to respond the same way she would have responded to the eighth graders three years earlier if they had done the same thing.

I could tell by her expression, that my “punishment” was only symbolic. From that day on, the 5th and 6th graders that had been plaguing our class were no longer in the mood to bother us. We had gained their respect.

End of Side Story.

So, what did Ron Kilman tell me? He told me that if we were going to be a successful Safety Task Force, then we would need the cooperation of Ken Scott. Ken was the Supervisor of the Maintenance Shop and the one person that had been holding onto our trouble tickets. Ron said, “You will have to work this out with Ken yourself.” — Flashes of Ron Kilman wearing a black nun’s robe flashed through my head, and suddenly I felt my knuckles become soar as if they had been hit by a ruler. — No, I’m not going to draw you a picture.

So, we did what would have made Sister Francis proud. We asked Ken Scott to meet with us to discuss our “issue”. We pointed out to him that the trouble tickets we had submitted were safety issues and should have a higher priority. We also pointed out that we had not had one safety related trouble ticket completed in almost three weeks.

Then it was Ken’s turn…. He said, “Just because you say that something is a safety issue doesn’t make it one. Some of the trouble tickets submitted were to fix things that have been broken for years. I don’t think they are related to safety. I think people are using the safety task force to push things that they have wanted for a long time, and are just using “safety” as a way to raise the priority. Some of these ideas are costly. Some would take a lot of effort to complete and we have our normal tickets to keep the plant running.” — Well, at least when Ken stopped talking we knew exactly where he stood. He had laid out his concerns plain and clear.

The Safety Task Force members used some of the tools we had learned during the Quality Process, and asked the next question…. So, how do we resolve this issue? Ken said that he would like to be consulted on the ideas before a trouble ticket is created to see if it would be an appropriate route to take.

It was obvious now that we had been stepping all over Ken’s Toes and our “demands” had just made it worse. Ken felt like we had been trying to shove work down his throat and he put a stop to it. After hearing his side of the story, we all agreed that we would be glad to include Ken in all the safety issues that we thought would require a trouble ticket.

From that point, we had much more cooperation between Ken Scott and the Safety Task Force. Ken really wasn’t a problem at all when it came down to it. The way we had approached the situation was the real issue. Once we realized that, we could change our process to make it more positive.

One Barrier Down

One Barrier Down

This worked well with Ken, because he was forthright with us, and had spoken his mind clearly when we asked. This didn’t work with everyone of the people that pushed back. We had one person when we asked him if he could explain why he was blocking all our attempts to make changes, his only reply was “Because I am the barrier! I don’t have to tell you why!” That is another story. I’m not even sure that story is worth telling. I know that at least one person that reads this blog regularly knows who I am referring to, because he was in the room when this guy said that…. He can leave a comment if he would like….

Tales of Power Plant Prowess by Ray Eberle

The first time I saw Ray Eberle was during my first summer as a summer help in 1979.  He was standing in the midst of a group of mechanics who sat around him as school children sit around the librarian as a story is being read.  Ray was telling a story to a group of mesmerized Power Plant Men.

Many years later I heard that Ray was invited to tell stories to hunters who were hunting elk in Montana around the campfires at night as an occupation.  I think he passed on that opportunity.  Who would think of leaving the comfort of a Coal-fired Power Plant in North Central Oklahoma to go sit around telling stories by campfires in Montana?

For many years I didn’t have the opportunity to work with Ray.  He had joined the Safety Task Force that we had created at the plant.  He had also become a member of the Confined Space Rescue Team, and was a HAZWOPER Emergency Rescue responder.  I was on all of these teams with Ray, but I really had never worked side-by-side with him.

I know that at times, I had disappointed Ray by not living up to his expectations of what a True Power Plant Man should be.  When we were on the Safety Task Force, after the reorganization, we had shifted gears to be more of an “Idea” task force instead of one that actually fixed safety issues.  I was pushing hard to have the company move to a “Behavior-Based Safety” approach.  It was a misunderstood process and if not implemented correctly would have the exact opposite effect (see the post “ABCs of Power Plant Safety“)

Book about the Behavior-Based Safety Process

Book about the Behavior-Based Safety Process

I know this bothered Ray.  He let me know one day when I received an intra-company envelope with a memo in it.  It said that he was resigning from the team:

Ray's Memo

Ray’s Memo

I hang on to the oddest things.  Some things that lift me up and some things that break my heart.  I figure that there is a lesson for me in this memo.  That is why I have held onto it for the past 20 years.  I suppose this enforces my philosophy of trying to make a “Bad First Impression” (See the post:  “Power Plant Art of Making a Bad First Impression“).

Ray Eberle told me once that he had always thought that I was a lazy stuck up electrician that didn’t like to get dirty and just sat around in the electric shop all the time. (read the post:  “Power Plant Man Becomes an Unlikely Saint“)  He said that he saw me as a “higher than thou” type of person that looked down on others.  Then one day I said something that totally changed his perception of me.  I said, “Don’t get twisted.”

It’s funny to learn sometimes what people actually think of you.  Then it’s even funnier to think what makes them change their mind.  You see… when Ray Eberle was sharing his thoughts about me, we had become very good friends.  He said that he felt that he finally understood me when I uttered those three words “Don’t get twisted.”

I remember the moment I had said that.  As members of the Confined Space Rescue Team, we were responsible for inspecting the SCBAs (Self-Contained Breathing Apparatus) each month.  We were standing in the control room and had a couple of the SCBAs sitting out while the instructor was showing us the proper way to inspect them.

Man wearing an SCBA

Man wearing an SCBA

Ray had asked a few “what-if” questions (like “What if the pressure is right at the minimum amount?”  or “What if we send a tank off to be refilled and we have an emergency?”) and his questions weren’t being answered.  He was getting a little hot under the collar, so I said, “Don’t get twisted.”

I remember Ray’s reaction.  He turned to me and said, “What did you say?”  I looked him straight in the eye with a grin on my face and repeated “Don’t get twisted.”

At that moment I didn’t know if Ray was going to haul off and belt me one, so I was mentally preparing my various responses…. like…. get ready to duck… just try to stand there as if nothing had happened… run and call a therapist because my ego had been shattered (no… wait… that wasn’t then)….  Anyway… instead Ray just smiled at me and said calmly, “I thought that was what you had said.”  I could see that he was in deep thought.

It was a couple of years later that I found out that at that moment Ray Eberle’s perception of who I was had done a 180.  Isn’t it funny what causes someone to change their mind sometimes?  Maybe he saw a spot of dirt on my tee shirt.

One day during the spring of 1998 my foreman, Alan Kramer told me that Jim Arnold wanted me to be assigned to create “Task Lists” in SAP.

Alan Kramer

Alan Kramer

Task lists are instructions on how to perform jobs associated with trouble tickets.  Jim Arnold (probably to keep me out of trouble) had assigned me to write task lists and Ray Eberle to write Bill of Materials (or BOMs).  Thus began our three year journey together working side-by-side entering data into the computer.

Writing task lists didn’t mean that I just sat in front of the computer all day.  In order to create them, I had to find out what tools a person would use to fix something, and what procedure they would perform in order to do their job.  This meant that a lot of times, I would go up to a crew that was working on something and I would ask them to tell me all the tools they used and how they did their job while standing at the job site.

I will write another post later about how I actually did the task of writing task lists, so I won’t go into any more detail.  After a short while, Ray and I figured out that we needed to be in the front office close to the Master Prints and the room where the “X-Files” (or X-drawings) were kept.

X-Files didn’t have to do with “Aliens”.  X-Files were files in cabinets that had all the vendor information about every piece of equipment at the plant (just about).  They were called X Files because their filing numbers all began with an X.  Like X-160183.

About 50% of my time for the next three years was spent creating task lists.  The rest of the time, I was still doing my regular electrician job, and going to school.  After the first year, I moved into the Master Print Room and Ray and I set up shop working on the computers next to each other.

Ray was a collector of Habanero Sauce bottles.

Habenero Sauce comes in colorful bottles

Habanero Sauce comes in colorful bottles

He would travel the country looking for unique Habanero Sauce bottles.  Each day, Ray would bring a bottle of habanero sauce to work and pour some on his lunch.

I ate the same boring lunch every day.  It consisted of a ham sandwich with a slice of American cheese.  Then I had some kind of fruit, like an apple or an orange.  Since I was no longer eating lunch in the electric shop where Charles would give me peppers with my sandwich, when Ray asked me if I would like some hot sauce for my sandwich I was quick to give it a try.

There is something very addictive about habanero sauce.  After a few days of having this sauce on my sandwich, I went to the grocery store and bought some of my own bottles of habanero sauce and salsa.

Ok.  One side story…

I was sitting at home reading a school book at the dining room table, my 9 year old daughter Elizabeth walked up to the table and took a tortilla chip from my paper plate, dipped it in the (habanero) salsa in the bowl next to it, and began to put it in her mouth.  Without looking up from my book, I said, “I wouldn’t do that if I were you.”

Thinking that I meant that she shouldn’t be stealing my chips, she went ahead and put it in her mouth.  Grinning because she had stolen my chip, she began to walk away.  Then she started to squeal a little.  Moments later she was hopping all over the kitchen trying to find some way to put out the fire.

I told her the best remedy is to eat more chips.  Don’t drink water.  It makes it worse.  Eat chips without salsa.

End of side story…

I mentioned above that Ray Eberle is a very good storyteller.  He told me a series of stories that I call the “Walt Oswalt Stories”.  These were real life stories about a Power Plant Man at our plant.  They were so funny that I would go home and share them with my wife and she would fold over laughing at them.  She said that Ray needs to write a book about Walt Oswalt.

Walt Oswalt

Walt Oswalt

I have shared some of these stories with various people in my later career and the reaction is always the same.  These stories belong in a book.  Later this year, I will share some of the Walt Oswalt stories in a post or two then you will see what I’m talking about.

One time in 2007 when I worked for Dell, I was meeting with the CEO of the world’s leading timekeeping company called Kronos.  His name is Aron Ain.

Aron Ain, Kronos CEO

Aron Ain, Kronos CEO

My director, Chris Enslin was with us in Massachusetts.

Chris Enslin

Chris Enslin

Aron  had taken us out to eat dinner, and Chris asked me to tell Aron some Walt Oswalt stories, so I shared a couple.

Then a couple of years later in 2009, Chris told me that he was at a meeting with CEOs from companies all over the United States, and there was Aron standing in the middle of a group of CEOs telling them a Walt Oswalt story.

Here is a picture of Ray Eberle sitting next to me at our computers in the master print room at the power plant:

Ray Eberle

Ray Eberle

Each day at lunch, after we had eaten our sandwiches, Ray would reach into his lunch box and pull out a worn black book and begin reading it.  He would spend about 10 to 15 minutes reading.  Sometimes he would stop and tell me something interesting about something he had just read.  When he was done, the book went back into his lunch box and we continued working.

I remember some of the interesting conversations we used to have about that worn black book in his lunch box.  One time we talked about a story in the book about how a hand just appeared out of nowhere and began writing on a wall when this guy named Belshazzar was having a party.  Then this guy named Daniel came and told him what it meant, and that night Belshazzar was killed.  Ray said,  “…. God sent the hand that wrote the inscription.”  What do you think about that?  My response was…. “Yeah.  God sure has class.  He could have just struck the guy down right there and then.  Instead he has a hand appear and write something on the wall.  That way we can now have the saying: The writing on the wall’.”

I always thought if you were going to pick a good friend to have, if you pick one that reads their Bible every day during lunch, they are bound to be trustworthy.  I could tell that I could trust Ray with anything.  So, I spent the three years with Ray telling him everything I knew about myself while Ray shared a good deal of his life story with me.  Of course… being nine and a half years older than I was, he had lived a lot more life than I had.

When I left the Power Plant in 2001 to work for Dell, one of the things I missed the most was sitting next to Ray talking about our lives, eating our lunch with Habanero Sauce, and listening to Ray’s stories about Prominent Power Plant Men!  I have considered Ray a very dear friend for many years and I am honored to have him take me into his confidence.  I only hope that I could be as much of a friend to Ray as he has been to me.

Taking Power Plant Safety To Task

Originally posted August 9, 2014

One of the phrases we would hear a lot at the coal-fired Power Plant in North Central Oklahoma was “Safety is Job Number One”. It’s true that this should be the case, but at times we found that safety was not the highest priority. It is easy to get caught up in the frenzy of a moment and Safety just seemed to take a second row seat to the job at hand.

Making Safety Job Number Two was usually unintentional, but sometimes on rare occasions, we found that it was quite deliberate. Not as a company policy, but due to a person’s need to exert their “Supervisory” Power over others. I mentioned one case in the post titled: “Power Plant Lock Out Tag Out, or Just Lock Out“.

During the summer of 1993, everyone at the plant learned about the Quality Process. I talked about this in the post: “A Chance for Power Plant Men to Show Their Quality“. I had joined the Action Team. This was a team of Power Plant Men that reviewed proposals turned in by the quality teams in order to determine if they had enough merit to be implemented. If they did, we would approve them. If we decided an idea was not appropriate enough to be implemented, we sent it back to the team that had written the proposal with an explanation why it was rejected.

My Action Team Certificate

My Action Team Certificate Signed by Ron Kilman and Al Strecker

Our team had turned in a proposal to create a Safety Task Force. One that would act like an Action Team similar to the formed for the Quality Process. It seemed like a logical progression. I was the main proponent of the Safety Task Force, but to tell you the truth, it wasn’t all my idea.

Not only had other members of our Quality Team mentioned forming a Safety Task Force, but so did our Electric Supervisor, Tom Gibson. He had called me to his office one day on the pretense of me getting in trouble…. I say that, because whenever he would call me on the gray phone and respond, “Kevin. I want to see you in my office right now.” that usually meant that I had stepped on someone’s toes and I was in for a dressing down…

Gaitronics Gray Phone

Gaitronics Gray Phone

— Was I the only one that had this experience? It seemed that way. But then, I was usually the one “pushing my bubble” (as Charles Foster would say). When I arrived at Tom’s office, he asked me if I would ask our team to create a proposal for a Safety Task Force. I told him that I’m sure we would. We had already talked about it a couple of times in our meetings.

I didn’t mind playing “Bad Cop” in the game of “Good Cop, Bad Cop”. That is, it never bothered me to be the one that pushed an unpopular issue that really needed pushing. Where someone else would follow-up as the “Good Cop” in a way that takes away the bitter taste I left as “Bad Cop” by proposing the same solution I proposed only with a more positive twist.

At the time, I figured that Tom Gibson was going to be “Good Cop” in this effort since he had pulled me aside and asked me to initiate the proposal. As it turned out, I ended up playing both Bad Cop and Good Cop this time. I played the Good Cop when Ron Kilman had met with me to discuss a new Safety Idea. The Behavior-Based Safety Process. See the Post: “ABC’s of Power Plant Safety“.

I proposed the Safety Task Force in a sort of “Bad Cop” negative manner. That is, I had pointed out how our current system was failing, and other negative approaches. When I explained how the Behavior-Based Safety Process works as “Good Cop”, Ron had told me to go ahead and form the Safety Task Force.

I asked for volunteers to join the Safety Task Force. After I received a list of people that wanted to be on the Task Force, I chose a good cross-section of different roles and teams from both Maintenance and Operations. I had lofty visions of telling them all about the Behavior-Based Safety Process, and then going down the road of implementing this process at the plant.

I didn’t realize that the Power Plant Men had different ideas about what a Safety Task Force should be doing. They weren’t really interested in trying out some new Safety “Program”. I tried explaining that this was a “Process” not a “Program”, just like the Quality Process. They weren’t buying it.

We had Ground Rules that we created the first day that kept me from ramming anything down their throats, so I went along with the team and listened to their ideas. It turned out that even though the Power Plant Men on the Safety Task Force didn’t want to hear about my “beloved” Behavior-Based Safety Process, they did have good ideas on how to improve safety at the plant.

We decided that we would ask for Safety Proposals just like the Quality Process did. It was felt that the Safety Task Force didn’t have any real “authority” and a lot of people at the plant thought that without the authority to really do anything, the task force was going to be an utter failure.

We decided that the best way to show that the Task Force was going to be a successful force of change toward a safer Power Plant, we would ask for ideas on how to improve the safety at the plant. When we did, we were overwhelmed by the response. Safety Concerns poured in from all over the plant.

At one point we had over 250 active safety ideas that we had decided were worth pursuing. The members of the team would investigate the ideas assigned to them and see what it would take to make the requested changes. Because of the overwhelming response, it didn’t make much sense taking all the approved requests to the Plant Manager. So, in many cases, we decided that a trouble ticket would be sufficient.

I posted the progress of all the active ideas each week on every official bulletin board in the plant. This way, everyone could follow the progress of all of the ideas. As they were successfully completed, they went on a list of Safety Improvements, that I would post next to the list of active proposals.

I think the members of the Safety Task Force might have been getting big heads because at first it appeared that we were quickly moving through our list of plant Safety Improvements. A lot of the improvements were related to fixing something that was broken that was causing a work area to be unsafe. I say, some of us were developing a “big head” because, well, that was what had happened to me. Because of this, I lost an important perspective, or a view of the ‘Big Picture”.

I’ll give you an example that illustrates the “conundrum” that had developed.

We had created some trouble tickets to fix some pieces of equipment, and walkways, etc, that posed a safety risk. After several weeks of tracking their progress, we found that the trouble tickets were being ignored. It seemed that this came on all of the sudden. When we had first started the task force, many of our trouble tickets were being given a high priority, and now, we were not able to succeed in having even one trouble ticket completed in a week.

After going for two weeks without one of the trouble tickets being worked on, I went to Ron Kilman, the Plant Manager to see if we could have some of his “Top Down” support. To my surprise, he gave me the exact same advice that our Principal, Sister Francis gave our Eighth Grade class at Sacred Heart School in Columbia, Missouri when we ran to her with our problems.

Ron Kilman

Ron Kilman – He looks nothing like Sister Francis

Ok. Side Story:

Three times when I was in the eighth grade, our class asked Sister Francis to meet with us because we had an “issue” with someone. One was a teacher. We had a personal issue with the way she conducted herself in the class. Another was a boy in the 7th grade, and the fact that we didn’t want him to go with us on our yearly class trip because he was too disruptive. The third was a general discontent with some of the boys in the 5th and 6th grade because of their “5th and 6th grade” behavior.

In each case, Sister Francis told us the same thing (well almost the same thing). In the first two cases, she told us we had to handle them ourselves. We had to meet with the teacher and explain our problem and how we wanted her to change. We also had to meet with the boy in the seventh grade and personally tell him why we weren’t going to let him go on our trip. In each case it was awkward, but we did it.

In the case of the 5th and 6th graders, Sister Francis just said, “When you were in the 5th grade, if you acted the way these 5th graders acted to an eighth grader, what would happen? Well. Deal with this as you see fit. We all knew what she meant. When we were in the fifth grade, if we treated the eighth graders the way these guys treated us, they would have knocked us silly.

So, the next morning when I was approached by a fifth grader displaying the disrespectful behavior, I gave him a warning. When my warning was greeted with more “disrespect”, I did just what an eighth grader would have done when I was a fifth grader. I pushed him down the stairs. — Not hard. He didn’t tumble over or anything, but he ran straight to Sister Francis and told her what I had done.

Sister Francis came up to our room and told me to go to the principal’s office. — We only had 14 people in the Eighth Grade, so it wasn’t hard to find me. I protested that I was only doing what she authorized us to do the previous day. She agreed, but then she also explained that she had to respond the same way she would have responded to the eighth graders three years earlier if they had done the same thing.

I could tell by her expression, that my “punishment” was only symbolic. From that day on, the 5th and 6th graders that had been plaguing our class were no longer in the mood to bother us. We had gained their respect.

End of Side Story.

So, what did Ron Kilman tell me? He told me that if we were going to be a successful Safety Task Force, then we would need the cooperation of Ken Scott. Ken was the Supervisor of the Maintenance Shop and the one person that had been holding onto our trouble tickets. Ron said, “You will have to work this out with Ken yourself.” — Flashes of Ron Kilman wearing a black nun’s robe flashed through my head, and suddenly I felt my knuckles become soar as if they had been hit by a ruler. — No, I’m not going to draw you a picture.

So, we did what would have made Sister Francis proud. We asked Ken Scott to meet with us to discuss our “issue”. We pointed out to him that the trouble tickets we had submitted were safety issues and should have a higher priority. We also pointed out that we had not had one safety related trouble ticket completed in almost three weeks.

Then it was Ken’s turn…. He said, “Just because you say that something is a safety issue doesn’t make it one. Some of the trouble tickets submitted were to fix things that have been broken for years. I don’t think they are related to safety. I think people are using the safety task force to push things that they have wanted for a long time, and are just using “safety” as a way to raise the priority. Some of these ideas are costly. Some would take a lot of effort to complete and we have our normal tickets to keep the plant running.” — Well, at least when Ken stopped talking we knew exactly where he stood. He had laid out his concerns plain and clear.

The Safety Task Force members used some of the tools we had learned during the Quality Process, and asked the next question…. So, how do we resolve this issue? Ken said that he would like to be consulted on the ideas before a trouble ticket is created to see if it would be an appropriate route to take.

It was obvious now that we had been stepping all over Ken’s Toes and our “demands” had just made it worse. Ken felt like we had been trying to shove work down his throat and he put a stop to it. After hearing his side of the story, we all agreed that we would be glad to include Ken in all the safety issues that we thought would require a trouble ticket.

From that point, we had much more cooperation between Ken Scott and the Safety Task Force. Ken really wasn’t a problem at all when it came down to it. The way we had approached the situation was the real issue. Once we realized that, we could change our process to make it more positive.

One Barrier Down

One Barrier Down

This worked well with Ken, because he was forthright with us, and had spoken his mind clearly when we asked. This didn’t work with everyone of the people that pushed back. We had one person when we asked him if he could explain why he was blocking all our attempts to make changes, his only reply was “Because I am the barrier! I don’t have to tell you why!” That is another story. I’m not even sure that story is worth telling. I know that at least one person that reads this blog regularly knows who I am referring to, because he was in the room when this guy said that…. He can leave a comment if he would like….

ABC’s of Power Plant Safety

Originally posted August 2, 2014

Scott, Toby and I were all sitting in the front seat of Scott’s pickup truck on our way home from the coal-fired power plant in North Cental Oklahoma, because this particular pickup didn’t have a back seat. I guess that’s true for most pickup now that I think about it. It was in the fall of 1993 and I was on one of my rants about Power Plant Safety (again).

Scott Hubbard was focusing on the road and he was smiling. I think it was because the person that was talking on NPR (National Public Radio) had a pleasant voice.

Scott Hubbard

Scott Hubbard

Come to think of it… Scott was usually smiling.

I was going on and on about how the plant needed to take a completely didn’t approach to safety. I thought that we just looked at each accident as an isolated case and because of that we were missing the point. The point was that no one really goes to work with the idea that they want to do something that will hurt them. Power Plant Men in general don’t like having accidents. Not only does it hurt, but it is also embarrassing as well. Who doesn’t want that 20 year safety sticker?

I worked 20 years without an accident

I worked 20 years without an accident

I was in the middle of my safety rant all prepared to continue all the way from the plant to Stillwater, about 20 miles away when Toby quickly interrupted me. He said that he had received a safety pamphlet in the mail the other day that was saying the same things I had just said. It had talked about a way to change the culture of the plant to be more safe. Not using the same old techniques we were used to like Safety Slogan Programs (I was thinking…. but what about the Safety Slogan Pizza award at the end of the year? Would that go away? See the Post: “When Power Plant Competition Turns Terribly Safe“). Toby said that he read it and then set it aside as just another one of the many safety sales pitches a Plant Engineer might receive in a week.

Power Plant Engineer and Good Friend - Toby O'Brien

Power Plant Engineer – Toby O’Brien

He said he only remembered the pamphlet because I had just made a statement that was word-for-word right out of the safety pamphlet. I had said that the only way to change the Power Plant Safety Culture was to change the behavior first. Don’t try to change the culture in order to change the behavior. When I had earned my degree in Psychology years earlier, I had been told by one of my professors that the area of Psychology that works the best is Behavioral Psychology.

To some, this might sound like treating the symptoms instead of the actual cause of a problem. If your not careful that may be what you end up doing and then you ignore the root of the problem, which brings you back to where you were before you tried to change anything in the first place. Toby said he would give the pamphlet to me the next day.

So, the rest of the ride home was much more pleasant. Instead of finishing my rant about Safety, we just listened to the pleasant voices on National Public Radio. I was excited about the idea that someone might have a solution that I believed offered the best chance to change the direction of Safety at the plant away from blaming the employee, to doing something to prevent the next accident.

The next day, after we arrived at the plant, I made my way up to the front offices to Toby’s desk so that he could give me the safety pamphlet he had mentioned on the ride home. When he gave it to me, the title caught my eye right away. It was a pamphlet for a book called: “The Behavior-Based Safety Process, Managing Involvement for an Injury-Free Culture”. Now I was really excited. This sounded like it was exactly what I had been talking about with Toby and Scott. I sent off for the book right away.

When the book arrived I wanted to climb on the roof of my house and yell “Hallelujah!” I was suddenly one with the world! As I read through the book my chin became chapped because my head was nodding up and down in agreement so much that the windy draft caused by the bobbing motion chafed my chin.

I finished the book over the weekend. When I returned to work on Monday, I wrote another quick letter to the Plant Manager, Ron Kilman and the Assistant Plant Manager, Ben Brandt telling them that I would like to discuss an idea for a new safety program…. um…. process. Process is better than Program… as we learned in Quality Training. A process is the way you do something. A program is something you do, and when it’s over, you stop doing it.

Later that week, I met with Ron Kilman, Ben Brandt and Jasper Christensen in Ben’s office.

Ron Kilman

Ron Kilman

I had just read the book for the second time, I had already had 5 dreams about it, and I had been talking about it non-stop to Charles Foster and Scott Hubbard in the electric shop for days. So, I felt confident that I was prepared for the meeting. I still remember it well.

Ron asked me to explain how this new process would work and so I started right in….

In order for this process to work, you have to understand that when an accident occurs, it is the system that is broken. It isn’t the employee’s “fault”. That is, the employee didn’t wake up in the morning thinking they were going to work today to have an accident. Something went wrong along the way, and that is what you have to focus on in order to improve safety. Not so much the employee, but the entire system.

If people are unsafe, it is because “The System” has trained them to work unsafe (for the most part…. — there will always be someone like Curtis Love…. accidents sometimes traveled 45 miles just to attack Curtis Love).

The trick is to identify the problems with the system, and then take steps to improve them. Ben was nodding as if he didn’t quite buy what I was saying. Ron had looked over at Ben and I could tell that he was skeptical as well (as I knew they would, and should be…. I had already demonstrated that I was a major pain in the neck on many occasions, and this could have been just another attempt to wreak havoc on our plant management). So Ron explained a scenario to me and asked me how we would go about changing the system to prevent these accidents in the future….

Ron said, Bill Gibson went down to work on the Number 1 Conveyor Belt (at the bottom of the dumper where the coal is dumped from the trains).

Bill Gibson

Bill Gibson

While he was down there, he noticed that some bolts needed to be tightened. The only tool he had with him that could possibly tighten the bolts was a pair of Channel Locks.

 

Channel Locks

Channel Locks

All of us had a pair of Channel Locks. One of the most Handy-dandiest Tools around.

Ron continued…. So, instead of going back to the shop and getting the correct size wrench to tighten the bolts, Bill used the channel locks to tighten them. He ended up spraining his wrist. Now how are you going to prevent that?

I replied…. One of the most common causes for accidents is using the wrong tool. There are usually just a few reasons why the wrong tool is used. If you fix those reasons, then you can prevent this from happening. The main and obvious reason why this accident occurred was because the right tool wasn’t there with him. This could be fixed a number of ways. Bill and his team could have a small bag that they carry around that had the most likely tools they might need for inspecting the conveyors. They might have another bag of tools that they use when they need to go inspect some pumps… etc.

Another solution may be to mount a box on the wall at the bottom of the dumper and put a set of wrenches and other important tools in it. If that box had been there and Bill had found the loose bolts, he only would have to walk a few feet to get the right tool instead of trudging all the way back up to the shop and then all the way back down.

It wasn’t that Bill didn’t want to use the right tool. He didn’t want to bruise his wrist. He just wanted to tighten the bolts.

— This had their attention… I was able to quickly give them a real action that could be taken to prevent a similar accident in the future if they would take the effort to change the “System”. Even Ben Brandt leaned back in his chair and started to let his guard down a little.

This was when I explained that when someone does something, the reason they do it the way they do is comes down to the perceived consequences of their actions…

We were always being drilled about the ABC’s of First Aid from Randy Dailey during our yearly safety training. That is when you come across someone lying unconscious, you do the ABC’s by checking their Airway, the Breathing and their Circulation. I introduced Ron, Ben and Jasper to the ABC’s of Safety. Something completely different. The ABC’s of Safety are: Antecedents, Behavior and Consequences.

An Antecedent is something that triggers a particular behavior. In Bill’s case, it was finding the loose bolts on Conveyor 1. It triggered the behavior to tighten the bolts. Bill chose to use the wrong tool because the correct tool was not immediately available, so he weighed the consequences. The possible behavior choices were:

  • I could use the pair of channel locks here in my pocket.
  • I could spend the next 20 minutes climbing the 100 feet up out of the dumper and go over to the shop and grab a wrench and walk all the way back down here.
  • I could leave the bolts loose and come back later when I have the right tool.

The consequences of these behaviors are:

  • I could be hurt using the channel locks, but I haven’t ever hurt myself using them before, and the chances are small.
  • I could be late for lunch and I would be all worn out after climbing back up to the shop. The chances of me being all worn out by the time I was done was very high.
  • The loose bolts could fail if I waited to tighten them, and that could cause more damage to the equipment that would cause a lot more work in the future. The chance of this is low.

The behavior that a person will choose is the one that has an immediate positive consequence. If the odds of being hurt is small, it will not stop someone from doing something unsafe. Also, if the negative consequence is delayed, it will not weigh in the decision very highly. Positive consequences outweigh negative consequences.

So, in this case, the obvious choice for Bill was to use the channel locks instead of going back to get the right tool.

When I finished explaining this to Ron and Ben, (Jasper was nodding off to sleep at this point)… Ben asked where I came up with all of this. That was when I reached down and picked up the book that was sitting in my lap. I put it on the table. I said, I read about it in here:

Book about the Behavior-Based Safety Process

Book about the Behavior-Based Safety Process by Thomas Krause

Ben grabbed the book and quickly opened up the front cover and saw that I had written my name inside the cover. He said, “It’s a good thing you put your name in here or you would have just lost this book.” I told him he could read it if he wanted.

Ron said that he would consider what I had said, and a few day later he responded that since I had been requesting that we start up a Safety Task Force to address the plant safety concerns that he would go ahead and let us start it up, and that he wanted us to consider starting a Behavior-Based Safety Process in the future. — That will be another story…

Let me finish this post with a warning about the Behavior-Based Safety Process…

In order for this to work, it has to be endorsed from the top down, and it has to be implemented with the understanding that the employee is not the problem. Punishing employees for working unsafe will destroy any attempt to implement this process properly. Training everyone is essential. Especially management. I can’t emphasize this enough. In order to produce an accident-free culture, everyone has to keep it positive. Any chances in the system that helps prevent accidents is a good thing. Any unsafe behavior by an employee is a symptom that there is something wrong with the system that needs to be addressed. — Reprimanding an employee is destructive… unless of course, they intentionally meant to cause someone harm. — But then, they wouldn’t really be Power Plant Men, would they?

The phrase was:  'Cause I Love You Man!

The phrase was: ‘Cause I Love You Man!

 

Comments from the original post:

  1. Dan Antion August 2, 2014

    My father always made a box or a rack do that every tool needed to adjust something like a table saw was always attached to that saw. I do the same thing.

  2. Anna Waldherr August 3, 2014

    I really enjoyed your post. I’ve never worked in a power plant (no hand eye coordination, for one thing), but the challenge of convincing management to focus on safety and change an existing procedure is universal. Best wishes!

  3. Dennis Wagoner August 4, 2014

    Great post. I worked at a Ford UAW plant for 28 years. We finished out with four years without a lost time injury – this plant was heavy machining manufacturing automotive steering gears so we had a lot of heavy equipment everywhere. Walking out the door the same way and with the same body parts you came in with will be our greatest legacy!

  4. Monty Hansen October 19, 2014

    I’m the powerplant nightshift foreman with 31 accident free years, yet my hardhat sticker says 26 years, so I went to our safety guy to find out why the “sticker” program had been dropped. He did some research & found out that about a half dozen years ago, corporate accountants did a cost/benefit analysis of our hardhat safety stickers & could see no “profit” in it

Tales of Power Plant Prowess by Ray Eberle

The first time I saw Ray Eberle was during my first summer as a summer help in 1979.  He was standing in the midst of a group of mechanics who sat around him as school children sit around the librarian as a story is being read.  Ray was telling a story to a group of mesmerized Power Plant Men.

Many years later I heard that Ray was invited to tell stories to hunters who were hunting elk in Montana around the campfires at night as an occupation.  I think he passed on that opportunity.  Who would think of leaving the comfort of a Coal-fired Power Plant in North Central Oklahoma to go sit around telling stories by campfires in Montana?

For many years I didn’t have the opportunity to work with Ray.  He had joined the Safety Task Force that we had created at the plant.  He had also become a member of the Confined Space Rescue Team, and was a HAZWOPER Emergency Rescue responder.  I was on all of these teams with Ray, but I really had never worked side-by-side with him.

I know that at times, I had disappointed Ray by not living up to his expectations of what a True Power Plant Man should be.  When we were on the Safety Task Force, after the reorganization, we had shifted gears to be more of an “Idea” task force instead of one that actually fixed safety issues.  I was pushing hard to have the company move to a “Behavior-Based Safety” approach.  It was a misunderstood process and if not implemented correctly would have the exact opposite effect (see the post “ABCs of Power Plant Safety“)

Book about the Behavior-Based Safety Process

Book about the Behavior-Based Safety Process

I know this bothered Ray.  He let me know one day when I received an intra-company envelope with a memo in it.  It said that he was resigning from the team:

Ray's Memo

Ray’s Memo

I hang on to the oddest things.  Some things that lift me up and some things that break my heart.  I figure that there is a lesson for me in this memo.  That is why I have held onto it for the past 20 years.  I suppose this enforces my philosophy of trying to make a “Bad First Impression” (See the post:  “Power Plant Art of Making a Bad First Impression“).

Ray Eberle told me once that he had always thought that I was a lazy stuck up electrician that didn’t like to get dirty and just sat around in the electric shop all the time. (read the post:  “Power Plant Man Becomes an Unlikely Saint“)  He said that he saw me as a “higher than thou” type of person that looked down on others.  Then one day I said something that totally changed his perception of me.  I said, “Don’t get twisted.”

It’s funny to learn sometimes what people actually think of you.  Then it’s even funnier to think what makes them change their mind.  You see… when Ray Eberle was sharing his thoughts about me, we had become very good friends.  He said that he felt that he finally understood me when I uttered those three words “Don’t get twisted.”

I remember the moment I had said that.  As members of the Confined Space Rescue Team, we were responsible for inspecting the SCBAs (Self-Contained Breathing Apparatus) each month.  We were standing in the control room and had a couple of the SCBAs sitting out while the instructor was showing us the proper way to inspect them.

Man wearing an SCBA

Man wearing an SCBA

Ray had asked a few “what-if” questions (like “What if the pressure is right at the minimum amount?”  or “What if we send a tank off to be refilled and we have an emergency?”) and his questions weren’t being answered.  He was getting a little hot under the collar, so I said, “Don’t get twisted.”

I remember Ray’s reaction.  He turned to me and said, “What did you say?”  I looked him straight in the eye with a grin on my face and repeated “Don’t get twisted.”

At that moment I didn’t know if Ray was going to haul off and belt me one, so I was mentally preparing my various responses…. like…. get ready to duck… just try to stand there as if nothing had happened… run and call a therapist because my ego had been shattered (no… wait… that wasn’t then)….  Anyway… instead Ray just smiled at me and said calmly, “I thought that was what you had said.”  I could see that he was in deep thought.

It was a couple of years later that I found out that at that moment Ray Eberle’s perception of who I was had done a 180.  Isn’t it funny what causes someone to change their mind sometimes?  Maybe he saw a spot of dirt on my tee shirt.

One day during the spring of 1998 my foreman, Alan Kramer told me that I had been assigned to create “Task Lists” in SAP.

Alan Kramer

Alan Kramer

Task lists are instructions on how to perform jobs associated with trouble tickets.  Jim Arnold (probably to keep me out of trouble) had assigned me to write task lists and Ray Eberle to write Bill of Materials (or BOMs).  Thus began our three year journey together working side-by-side entering data into the computer.

Writing task lists didn’t mean that I just sat in front of the computer all day.  In order to create them, I had to find out what tools a person would use to fix something, and what procedure they would perform in order to do their job.  This meant that a lot of times, I would go up to a crew that was working on something and I would ask them to tell me all the tools they used and how they did their job while standing at the job site.

I will write another post later about how I actually did the task of writing task lists, so I won’t go into any more detail.  After a short while, Ray and I figured out that we needed to be in the front office close to the Master Prints and the room where the “X-Files” (or X-drawings) were kept.

X-Files didn’t have to do with “Aliens”.  X-Files were files in cabinets that had all the vendor information about every piece of equipment at the plant (just about).  They were called X Files because their filing numbers all began with an X.  Like X-160183.

About 50% of my time for the next three years was spent creating task lists.  The rest of the time, I was still doing my regular electrician job, and going to school.  After the first year, I moved into the Master Print Room and Ray and I set up shop working on the computers next to each other.

Ray was a collector of Habanero Sauce bottles.

Habenero Sauce comes in colorful bottles

Habanero Sauce comes in colorful bottles

He would travel the country looking for unique Habanero Sauce bottles.  Each day, Ray would bring a bottle of habanero sauce to work and pour some on his lunch.

I ate the same boring lunch every day.  It consisted of a ham sandwich with a slice of American cheese.  Then I had some kind of fruit, like an apple or an orange.  Since I was no longer eating lunch in the electric shop where Charles would give me peppers with my sandwich, when Ray asked me if I would like some hot sauce for my sandwich I was quick to give it a try.

There is something very addictive about habanero sauce.  After a few days of having this sauce on my sandwich, I went to the grocery store and bought some of my own bottles of habanero sauce and salsa.

Ok.  One side story…

I was sitting at home reading a school book at the dining room table, my 9 year old daughter Elizabeth walked up to the table and took a tortilla chip from my paper plate, dipped it in the (habanero) salsa in the bowl next to it, and began to put it in her mouth.  Without looking up from my book, I said, “I wouldn’t do that if I were you.”

Thinking that I meant that she shouldn’t be stealing my chips, she went ahead and put it in her mouth.  Grinning because she had stolen my chip, she began to walk away.  Then she started to squeal a little.  Moments later she was hopping all over the kitchen trying to find some way to put out the fire.

I told her the best remedy is to eat more chips.  Don’t drink water.  It makes it worse.  Eat chips without salsa.

End of side story…

I mentioned above that Ray Eberle is a very good storyteller.  He told me a series of stories that I call the “Walt Oswalt Stories”.  These were real life stories about a Power Plant Man at our plant.  They were so funny that I would go home and share them with my wife and she would fold over laughing at them.  She said that Ray needs to write a book about Walt Oswalt.

Walt Oswalt

Walt Oswalt

I have shared some of these stories with various people in my later career and the reaction is always the same.  These stories belong in a book.  Later this year, I will share some of the Walt Oswalt stories in a post or two then you will see what I’m talking about.

One time in 2007 when I worked for Dell, I was meeting with the CEO of the world’s leading timekeeping company called Kronos.  His name is Aron Ain.

Aron Ain, Kronos CEO

Aron Ain, Kronos CEO

My director, Chris Enslin was with us in Massachusetts.

Chris Enslin

Chris Enslin

Aron  had taken us out to eat dinner, and Chris asked me to tell Aron some Walt Oswalt stories, so I shared a couple.

Then a couple of years later in 2009, Chris told me that he was at a meeting with CEOs from companies all over the United States, and there was Aron standing in the middle of a group of CEOs telling them a Walt Oswalt story.

Here is a picture of Ray Eberle sitting next to me at our computers in the master print room at the power plant:

Ray Eberle

Ray Eberle

Each day at lunch, after we had eaten our sandwiches, Ray would reach into his lunch box and pull out a worn black book and begin reading it.  He would spend about 10 to 15 minutes reading.  Sometimes he would stop and tell me something interesting about something he had just read.  When he was done, the book went back into his lunch box and we continued working.

I remember some of the interesting conversations we used to have about that worn black book in his lunch box.  One time we talked about a story in the book about how a hand just appeared out of nowhere and began writing on a wall when this guy named Belshazzar was having a party.  Then this guy named Daniel came and told him what it meant, and that night Belshazzar was killed.  Ray said,  “…. God sent the hand that wrote the inscription.”  What do you think about that?  My response was…. “Yeah.  God sure has class.  He could have just struck the guy down right there and then.  Instead he has a hand appear and write something on the wall.  That way we can now have the saying: The writing on the wall’.”

I always thought if you were going to pick a good friend to have, if you pick one that reads their Bible every day during lunch, they are bound to be trustworthy.  I could tell that I could trust Ray with anything.  So, I spent the three years with Ray telling him everything I knew about myself while Ray shared a good deal of his life story with me.  Of course… being nine and a half years older than I was, he had lived a lot more life than I had.

When I left the Power Plant in 2001 to work for Dell, one of the things I missed the most was sitting next to Ray talking about our lives, eating our lunch with Habanero Sauce, and listening to Ray’s stories about Prominent Power Plant Men!  I have considered Ray a very dear friend for many years and I am honored to have him take me into his confidence.  I only hope that I could be as much of a friend to Ray as he has been to me.

Taking Power Plant Safety To Task

One of the phrases we would hear a lot at the coal-fired Power Plant in North Central Oklahoma was “Safety is Job Number One”.  It’s true that this should be the case, but at times we found that safety was not the highest priority.  It is easy to get caught up in the frenzy of a moment and Safety just seemed to take a second row seat to the job at hand.

Making Safety Job Number Two was usually unintentional, but sometimes on rare occasions, we found that it was quite deliberate.  Not as a company policy, but due to a person’s need to exert their “Supervisory” Power over others.  I mentioned one case in the post titled:  “Power Plant Lock Out Tag Out, or Just Lock Out“.

During the summer of 1993, everyone at the plant learned about the Quality Process.  I talked about this in the post:  “A Chance for Power Plant Men to Show Their Quality“.  I had joined the Action Team.  This was a team of Power Plant Men that reviewed proposals turned in by the quality teams in order to determine if they had enough merit to be implemented.  If they did, we would approve them.  If we decided an idea was not appropriate enough to be implemented, we sent it back to the team that had written the proposal with an explanation why it was rejected.

My Action Team Certificate

My Action Team Certificate Signed by Ron Kilman and Al Strecker

Our team had turned in a proposal to create a Safety Task Force.  One that would act like an Action Team similar to the formed for the Quality Process.  It seemed like a logical progression.  I was the main proponent of the Safety Task Force, but to tell you the truth, it wasn’t all my idea.

Not only had other members of our Quality Team mentioned forming a Safety Task Force, but so did our Electric Supervisor, Tom Gibson.  He had called me to his office one day on the pretense of me getting in trouble…. I say that, because whenever he would call me on the gray phone and respond, “Kevin.  I want to see you in my office right now.”  that usually meant that I had stepped on someone’s toes and I was in for a dressing down…

Gaitronics Gray Phone

Gaitronics Gray Phone

— Was I the only one that had this experience?  It seemed that way.  But then, I was usually the one “pushing my bubble” (as Charles Foster would say).  When I arrived at Tom’s office, he asked me if I would ask our team to create a proposal for a Safety Task Force.  I told him that I’m sure we would.  We had already talked about it a couple of times in our meetings.

I didn’t mind playing “Bad Cop” in the game of “Good Cop, Bad Cop”.  That is, it never bothered me to be the one that pushed an unpopular issue that really needed pushing.  Where someone else would follow-up as the “Good Cop” in a way that takes away the bitter taste I left as “Bad Cop” by proposing the same solution I proposed only with a more positive twist.

At the time, I figured that Tom Gibson was going to be “Good Cop” in this effort since he had pulled me aside and asked me to initiate the proposal.  As it turned out, I ended up playing both Bad Cop and Good Cop this time.  I played the Good Cop when Ron Kilman had met with me to discuss a new Safety Idea.  The Behavior-Based Safety Process.  See the Post:  “ABC’s of Power Plant Safety“.

I proposed the Safety Task Force in a sort of “Bad Cop” negative manner.  That is, I had pointed out how our current system was failing, and other negative approaches.  When I explained how the Behavior-Based Safety Process works as “Good Cop”, Ron had told me to go ahead and form the Safety Task Force.

I asked for volunteers to join the Safety Task Force.  After I received a list of people that wanted to be on the Task Force, I chose a good cross-section of different roles and teams from both Maintenance and Operations.  I had lofty visions of telling them all about the Behavior-Based Safety Process, and then going down the road of implementing this process at the plant.

I didn’t realize that the Power Plant Men had different ideas about what a Safety Task Force should be doing.  They weren’t really interested in trying out some new Safety “Program”.  I tried explaining that this was a “Process” not a “Program”, just like the Quality Process.  They weren’t buying it.

We had Ground Rules that we created the first day that kept me from ramming anything down their throats, so I went along with the team and listened to their ideas.  It turned out that even though the Power Plant Men on the Safety Task Force didn’t want to hear about my “beloved” Behavior-Based Safety Process, they did have good ideas on how to improve safety at the plant.

We decided that we would ask for Safety Proposals just like the Quality Process did.  It was felt that the Safety Task Force didn’t have any real “authority” and a lot of people at the plant thought that without the authority to really do anything, the task force was going to be an utter failure.

We decided that the best way to show that the Task Force was going to be a successful force of change toward a safer Power Plant, we would ask for ideas on how to improve the safety at the plant.  When we did, we were overwhelmed by the response.  Safety Concerns poured in from all over the plant.

At one point we had over 250 active safety ideas that we had decided were worth pursuing.  The members of the team would investigate the ideas assigned to them and see what it would take to make the requested changes.  Because of the overwhelming response, it didn’t make much sense taking all the approved requests to the Plant Manager.  So, in many cases, we decided that a trouble ticket would be sufficient.

I posted the progress of all the active ideas each week on every official bulletin board in the plant.  This way, everyone could follow the progress of all of the ideas.  As they were successfully completed, they went on a list of Safety Improvements, that I would post next to the list of active proposals.

I think the members of the Safety Task Force might have been getting big heads because at first it appeared that we were quickly moving through our list of plant Safety Improvements.  A lot of the improvements were related to fixing something that was broken that was causing a work area to be unsafe.  I say, some of us were developing a “big head” because, well, that was what had happened to me.  Because of this, I lost an important perspective, or a view of the ‘Big Picture”.

I’ll give you an example that illustrates the “conundrum” that had developed.

We had created some trouble tickets to fix some pieces of equipment, and walkways, etc, that posed a safety risk.  After several weeks of tracking their progress, we found that the trouble tickets were being ignored.  It seemed that this came on all of the sudden.  When we had first started the task force, many of our trouble tickets were being given a high priority, and now, we were not able to succeed in having even one trouble ticket completed in a week.

After going for two weeks without one of the trouble tickets being worked on, I went to Ron Kilman, the Plant Manager to see if we could have some of his “Top Down” support.  To my surprise, he gave me the exact same advice that our Principal, Sister Francis gave our Eighth Grade class at Sacred Heart School in Columbia, Missouri when we ran to her with our problems.

Ron Kilman

Ron Kilman – He looks nothing like Sister Francis

Ok.  Side Story:

Three times when I was in the eighth grade, our class asked Sister Francis to meet with us because we had an “issue” with someone.  One was a teacher.  We had a personal issue with the way she conducted herself in the class.  Another was a boy in the 7th grade, and the fact that we didn’t want him to go with us on our yearly class trip because he was too disruptive.  The third was a general discontent with some of the boys in the 5th and 6th grade because of their “5th and 6th grade” behavior.

In each case, Sister Francis told us the same thing (well almost the same thing).  In the first two cases, she told us we had to handle them ourselves.  We had to meet with the teacher and explain our problem and how we wanted her to change.  We also had to meet with the boy in the seventh grade and personally tell him why we weren’t going to let him go on our trip.  In each case it was awkward, but we did it.

In the case of the 5th and 6th graders, Sister Francis just said, “When you were in the 5th grade, if you acted the way these 5th graders acted to an eighth grader, what would happen?  Well.  Deal with this as you see fit.  We all knew what she meant.  When we were in the fifth grade, if we treated the eighth graders the way these guys treated us, they would have knocked us silly.

So, the next morning when I was approached by a fifth grader displaying the disrespectful behavior, I gave him a warning.  When my warning was greeted with more “disrespect”, I did just what an eighth grader would have done when I was a fifth grader.  I pushed him down the stairs.  — Not hard.  He didn’t tumble over or anything, but he ran straight to Sister Francis and told her what I had done.

Sister Francis came up to our room and told me to go to the principal’s office. —  We only had 14 people in the Eighth Grade, so it wasn’t hard to find me.  I protested that I was only doing what she authorized us to do the previous day.  She agreed, but then she also explained that she had to respond the same way she would have responded to the eighth graders three years earlier if they had done the same thing.

I could tell by her expression, that my “punishment” was only symbolic.  From that day on, the 5th and 6th graders that had been plaguing our class were no longer in the mood to bother us.  We had gained their respect.

End of Side Story.

So, what did Ron Kilman tell me?  He told me that if we were going to be a successful Safety Task Force, then we would need the cooperation of Ken Scott.  Ken was the Supervisor of the Maintenance Shop and the one person that had been holding onto our trouble tickets.  Ron said, “You will have to work this out with Ken yourself.”  — Flashes of Ron Kilman wearing a black nun’s robe flashed through my head, and suddenly I felt my knuckles become soar as if they had been hit by a ruler.  — No, I’m not going to draw you a picture.

So, we did what would have made Sister Francis proud.  We asked Ken Scott to meet with us to discuss our “issue”.  We pointed out to him that the trouble tickets we had submitted were safety issues and should have a higher priority.  We also pointed out that we had not had one safety related trouble ticket completed in almost three weeks.

Then it was Ken’s turn….  He said, “Just because you  say that something is a safety issue doesn’t make it one.  Some of the trouble tickets submitted were to fix things that have been broken for years.  I don’t think they are related to safety.  I think people are using the safety task force to push things that they have wanted for a long time, and are just using “safety” as a way to raise the priority.  Some of these ideas are costly.  Some would take a lot of effort to complete and we have our normal tickets to keep the plant running.”  —  Well, at least when Ken stopped talking we knew exactly where he stood.  He had laid out his concerns plain and clear.

The Safety Task Force members used some of the tools we had learned during the Quality Process, and asked the next question…. So, how do we resolve this issue?  Ken said that he would like to be consulted on the ideas before a trouble ticket is created to see if it would be an appropriate route to take.

It was obvious now that we had been stepping all over Ken’s Toes and our “demands” had just made it worse.  Ken felt like we had been trying to shove work down his throat and he put a stop to it.  After hearing his side of the story, we all agreed that we would be glad to include Ken in all the safety issues that we thought would require a trouble ticket.

From that point, we had much more cooperation between Ken Scott and the Safety Task Force.  Ken really wasn’t a problem at all when it came down to it.  The way we had approached the situation was the real issue.  Once we realized that, we could change our process to make it more positive.

One Barrier Down

One Barrier Down

This worked well with Ken, because he was forthright with us, and had spoken his mind clearly when we asked.   This didn’t work with everyone of the people that pushed back.  We had one person when we asked him if he could explain why he was blocking all our attempts to make changes, his only reply was “Because I am the barrier!  I don’t have to tell you why!”  That is another story.  I’m not even sure that story is worth telling.  I know that at least one person that reads this blog regularly knows who I am referring to, because he was in the room when this guy said that….  He can leave a comment if he would like….