Improvement of Integrated Work Management and ISM

1. Improvement of Integrated Work Management and ISM Presented by Barbara Hargis

2. IWM Core Concepts • Simple document incorporating tasks/steps, hazards, and controls • Field walk down of work documents • Enhanced worker involvement • Single person in charge (PIC) for each work activity • Formal pre-job brief and work release • On-going readiness checks and change control (including stop work)

3. High Level IWM Objectives • Enhance safety/security/environment to meet the standards of sponsors and stakeholders • Reduce risk to workers by better identification of hazards and controls • Clarify roles and responsibilities of management and employees • Drive one way of doing work across the Laboratory

4. Purpose and Scope • IWM implements the ISM and ISSM Five Core Functions at the Activity Level • Applies to all work activities – facility, programmatic, construction… • Chronology • Notice 131 issued– November 3, 2003 • Notice 142 issued-- April 27, 2004 • IMP 300-00-00 “Integrated Work Management for Work Activities”– September 17, 2004

5. Integrated Work ManagementIMP 300-00-00 The key IWM Objectives have remained the same: • Increased involvement by workers and subject matter experts (SMEs) • Consolidation and integration of explicit work tasks/steps, hazards, and controls into a single user-friendly set • Clear linkage among tasks/steps, hazards, and controls • Identification of and definition of authority for a single PIC • Oversight by an RDL (Facility Owner) • Field validation walkdown of work control documents • Formal work release, execution, and closeout of work activities

6. 1. ID the work activity 9. Post-job review 2. ID the hazard level 8. Periodic readiness checks 3. Prepare the IWD 7. Execute the work activity 4. Validation walk-down 6. Formally release the work activity 5. Pre-job briefing IMP 300 Implements ISM Requirements

7. The IMP also addresses • Environmental protection and safeguards & security • Responsible Line Manager (RLM) role • Enhanced RDL management of facility coordination and work-area hazards • A graded approach • IWM training requirements • Use of an automated Job Hazard Analysis (JHA) Tool • Standing and Qualified-Worker IWDs

8. IWM Roles and Responsibilities • Responsible Line Manager (nominally, a group leader or equivalent) • “Owns” individual work activities and develops IWDs • Delegates key roles to Preparer and PICs • Is subordinate to RDL work control authority • Responsible Division Leader • Provides oversight and approval of work activities in his or her facility • Establishes mechanisms to coordinate all activities, to manage collocated and aggregate hazards, and to help ensure activities are within ES&H and security facility authorizations • Work is authorized via approval of the IWD by both the RDL and the RLM

9. IWM Issues Identified through Assessments and Investigations • Inconsistent implementation across the Laboratory • Lack of understanding and application of the IWM Process (Workers not thinking before doing work) • Inadequate integration of different organizations performing work • Inadequate integration of hazards (e.g.radiological, confined space) • Lack of worker and SME involvement • Problems persist in culture, behavior, work-floor implementation, and engagement in the IWM process

10. Initiatives Underway to Improve the Integrated Work Management Process • LANL has assembled an IWM Improvement Team consisting of two representatives from each AD, KSL and PTLA to define needed changes/revisions to IMP 300-00-00.1 (7/27/06) • Representatives conducted focus group meetings in their organizations • Identify the most critical issues to address to improve the IWM process (9/6/06) • Develop solutions and revise IMP 300 • Develop implementation strategy and improvements • Issue a LANL-wide IWM Implementation Improvement Plan that will clarify requirements and guidance for consistent implementation (1/12/2007) • Self assessments and institutional oversight plan (1/12/2007)

11. Issues Identified by Focus Groups and IWM Improvement Team • FM/FOD have different requirements for the contents of IWDs. There should be a minimum set of requirements. • Need a process that encourages critical thinking at every step along the way… teach people how to think and/or reward them for doing so. • Variations of the work control process and the way it's implemented exist across many of the divisions. • Workers and SME’s need to be involved in the scope and hazard analysis process.

12. Issues Identified by Focus Groups and IWM Improvement Team • Workers hesitate to make important changes noticed after signatures have been obtained because it may require redoing the signature approval process, • Need to reevaluate the Qualified Worker Program. • JHA tool seems facilitate lack of worker involvement. • Roles and responsibilities relative to the work control process are not clearly defined. • Next Step: These issues will be prioritized by the IWM Improvement Team and solutions developed

13. Additional Initiatives Underway to Improve the Integrated Work Management Process • Identify, train, and assign to each Facility Owning Director (FOD) one or more IWM specialists to provide assistance to IWD preparers in the tenant and FOD organizations. 12/22/2006 • Identify divisions/groups engaged in high hazard/complex operations, determine the need for dedicated IWM specialists, and develop a resource loaded schedule 3/30/2007 • Develop and provide special training for PICs involved in high hazard or complex work (e.g.multi-organizational projects) 12/22/2006

14. Additional Initiatives Underway to Improve the Integrated Work Management Process • LANL is instituting employee driven safety committees to: • Enhance worker involvement in safety and security improvements • Develop safety goals and objectives • Determine a Lab-wide approach for Behavior Based Safety • Develop a path forward for VPP • Train managers in Human Performance Improvement and Performance Based Leadership • LANL has completed a new ISMS Description Document