 Review Daily Key Learnings:  Discuss any further learnings  Any more PLUS/DELTAs  Add to the flip chart  DLA - Word “Observation”

 The observation program is to acquire first- hand information about the performance of workers, management expectations, management/supervision oversight, workplace environment and plant/site processes.

 About our procedures  Are they adequate?  Do they have enough information?  How they are being used?  Insights to our Training Programs  Do employees have enough training?  Was the training correct?  What we value

How work is IMAGINED to be done How work IS done

 About the work place environment  Adequate lighting?  Adequate room to do work?  Noise level?  ISMS concerns/improvements?  Safety issues?  Heat?  Any other Error Precursors (TWIN Analysis)?

 Provide the opportunity to improve the performance of your  People  Processes/Systems  Programs, and  Equipment

 We trend the thing at our work location that we want to monitor and improve. Examples?  How do you monitor and trend people?

 Don’t assume you can remember everything you see! TAKE DETAILED NOTES!

 who  what  when  where  why What do you look for?

 Be careful not to influence the activity you’re watching.  Hold questions for after the activity Caution ! Be a “fly on the wall.”

 Find out why things were done or not done.  Understand what was said and done Follow-up Questions: Don’t assume you know the answers -- Ask!

Pop Quiz Self-Assessment

 At your tables  take the pop quiz/self assessment  compare answers  determine the table average number for questions 1, 2, and 3 and list on flip chart

And the answers are…….

Table-Weaknesses/Fundamentals 1. Do not plan ahead 2. Do not know what to look for 3. Do not know how to intervene 4. Unable to give constructive feedback 5. Observations not valued 6. Do not know what happens to/how to use the data 7. Do not have enough time

1. How can I be better at planning ahead? 2. How can I better know what to look for? 3. How can I be better at intervening? 4. How can I be better at giving constructive feedback? 5. How can I increase the value of observations? 6. How can I better understand and make use of the data? 7. How can I have more time to perform observations?

 Observations provide opportunities to:  Influence behavior  Behaviors are observable, not subjective  Provide immediate consequences  Consequences have the strongest influence on behaviors  People do what they do because of what happens to them when they do it …..usually

 Observations provide the opportunities to improve the performance of your people, programs, processes, and ultimately of the equipment  They are the only means of gathering real behavioral data to trend your “people” problems or progress  If you don’t value them, your people won’t value them  There is enough time in the month – plan ahead

 FACTS  Leaders ARE busy and have a limited amount of time  Observations are an important part of changing performance  We can make changes to give us the needed time…but we have to want to

Coach people whose actions do not meet performance expectations utilizing the following technique: 1. Prepare for observation – review work documents, talk to SMEs, and walk down job with operators 2. Observe – state what you saw 3. Response – wait for a response from the performer 4. Remind – state the expected behavior or practice 5. Solutions – ask performer for options to close performance gap and Agree – obtain agreement on a specific action going forward 6. Analyze the data and communicate with employees

 At your tables, talk about one thing you will try, attempt, do differently, etc., when you go back to make observations “better.”  Then talk about what will be your biggest obstacle to making the change and how you will overcome it

“We are what we repeatedly do. Excellence, then, is not an act but a habit” ----Aristotle “Excellence is the gradual result of always wanting to do better” ----Pat Riley