1. Produced by: 5 Keys Proven to Enhance Worker Performance E.J. (Ted) Lister Lister Management Inc.

2. Knowledge + Experience = Wisdom (background/theme) Definitive Definitions The 4 + Key Performance Indicators The Reality of the Situation 5 Keys Proven to Enhance Worker Performance Answers Keynote Highlights

3. Knowledge + Experience = Wisdom Background/Theme… Knowledge o Electrical / Instrumentation Certified o Planner / Scheduler / Project Controls Manager Experience o 5 Continents; Several STO’s; Written and Conducted Numerous Training Courses; Authored 3 books Wisdom o Inspire others by sharing knowledge and experience

4. Slide 4 Definitive Definitions Understanding… Effective vs. Efficient o What to work on, vs. how best to execute the work o Strategic Planning, vs. Work Management Planning Leadership vs. Management o Who decides what to work on, vs. who manages the work Productivity vs. Performance o Productivity is a factor applied to a benchmark estimate o Performance is a measure of earned vs. planned

5. Slide 5 Definitive Definitions – cont’d TURNAROUND PROJECT DURATION FINISH LOW PERFORMANCE INFLUENCE FACTOR HIGH ASSET MANAGEMENT STRATEGIES 21% WORK IDENTIFICATION 14% WORK PLANNING 10% SCHEDULING PROCESS 20% EXECUTION PROCESS 13% UPDATE AND CONTROL PROCESS 12% CLOSURE PROCESS 8% LEARNED OPORTUNITIES 2% 100% 25% 50% 75% Ability to Influence Performance… Asset Management Work Identification Work Planning Work Scheduling Work Execution Update and Control o KPI’s

6. Slide 6 The 4 + Key Performance Indicators In Order of Magnitude… 1.Safety, Health & Environment 2.Worker Performance  Wrench-time (76.7% direct in a 10 hour shift)  QA/QC (rework) 3.Schedule (earned vs. planned) 4.Cost (actual vs. planned)  Direct  Indirect

7. Slide 7 The Reality of the Situation Shutdowns, Turnarounds, and Outages are intense projects requiring a large workforce to execute Contractors and transient workers constitute the majority of the workforce Contractors and Transient workers: o Desire a clean, safe, organized place to work o Some are knowledgeable and experienced (wise) o Some are knowledgeable (willing) o Others are eager to learn and gain experience (wonder)

8. Slide 8 The Reality of the Situation – cont’d The most a worker can spend pulling wrenches in a 10- hour shift is 7.67 hours o Lunch = n/a o 2 x 15 Minutes Coffee Time =.5 o 8 x 10 Minutes Walking Time (to and from the lunch trailer) = 1.33 o Pre-shift Safety Meeting=.25 o End-shift Wash-up=.25 Minimum Indirect Hours= 2.33 Maximum Direct Hours= 7.67

9. Slide 9 The Reality of the Situation – cont’d Potential delays, which affect worker performance o Permitting, especially confined-space-entry o Delayed access to process equipment o Unclear scope of work, or procedures, e.g., inspection requirements, cleaning… o Planning (estimating) not accurate (non-benchmark / historical) o Scheduling – not knowing what productivity factor to apply o Inclimate weather Worker performance can easily drop below 50% - a reality that cannot be corrected with more workers

10. Slide 10 5 Keys Proven to Enhance Worker Performance From Strategic Planning to Execution… 5. Minimize Direct Workers (maximize indirect resources) 4. Plan Direct Work Only (use benchmark estimates) 3. Discontinue Scheduling (program, as an alternative) 2. Discontinue Supervising (coach, as an alternative) 1. Communicate and Nosh (don’t starve your workers) “ People invented work so they could keep playing together…”

11. Slide 11 5 Keys Proven to Enhance Worker Performance 5. Minimize Direct Workers (maximize indirect resources)… More work is accomplished with fewer workers when supported by more indirect resources o Each stakeholder department must determine, through strategic planning, how they intend to support the workforce o The ratio of supervisors to workers should be such that field support and coaching is maximized (paperwork is necessary, however, it shouldn’t take half the shift to prepare) o Tools, materials, equipment and information need to be readily available

12. Slide 12 5 Keys Proven to Enhance Worker Performance 4. Plan Direct Work Only (use benchmark estimates)… Plan work based on historical information, or industry standard benchmark estimates (utilize field-planners) o Activities and logic o Crew x duration = wrench-hours o Indirect resources, e.g., tools, materials, procedures, permits o Risk factor and grid location (use planning tags) Do not confuse planning with scheduling; what vs. when Do not confuse strategy with planning; how vs. what

13. Slide 13 5 Keys Proven to Enhance Worker Performance 3. Discontinue Scheduling (program, as an alternative)… Shutdowns, Turnarounds, and Outages are too complex to use traditional scheduling techniques Maximize the power of your scheduling software to dynamically schedule work based on programmed logic Allow your scheduling software to develop a new schedule at the end of each shift based on field status Use your scheduling software to run what-if scenarios and trend/forecast for productivity factor corrections

14. Slide 14 5 Keys Proven to Enhance Worker Performance 2. Discontinue Supervising (coach, as an alternative)… Create an environment where crews are made up of wise, willing, and wonder workers Inspired crews do not need supervision; they need support and coaching A knowledgeable supervisor, with little experience, and lacking wisdom, will generally take on the role of boss; let this person do the paperwork; let the coach support and inspire workers

15. Slide 15 5 Keys Proven to Enhance Worker Performance 1. Communicate and Nosh (don’t starve your workers)… Everyone desires to know that they are achieving, meeting objectives; and to take corrective action o Produce shift schedules to communicate expectations o Produce shift reports to communicate project status o Use pre-shift safety meetings to communicate inspirational and encouraging information, praise, and humor Everyone works better after a good breakfast o Consider pre-shift safety meetings as an opportunity to provide nosh (nourishment)

16. Slide 16 5 Keys Proven to Enhance Worker Performance Benefits… It’s easier to support fewer workers Less risk of incidents Less indirect costs Worker attitude is improved Knowledge is transferred; experience is gained; wisdom is transformed into continuous improvement Safest, most efficient, lowest cost, shortest duration project executed by inspired workers

17. Slide 17 5 Keys Proven to Enhance Worker Performance Answers… Yes; you can email me for documents and tools related to Shutdowns, Turnarounds, and Outages (no charge) No; I’ve never worked in Texas, but I’d like to Sure; front-load your schedule by 15% (amount of found work expected) to ensure your workforce can execute the work within the scheduled no-float path Yes; it’s true, some people don’t like to work (inspire, or isolate)

18. Produced by: E.J. (Ted) Lister Lister Management Inc. akaboreese@hotmail.com