A tool for collecting and analyzing human performance observations.

1. Management Observation Program

2. Overview The Management Observation Program is used to collect worker performance field data from supervisory personnel. This data is organized around desired work practices and behaviors, also known as fundamentals. The program supports and supplements the personnel development and coaching duties of a supervisor by providing focus to the process of observing work in the field, and continuity in those areas needing improvement. The data can be analyzed in various ways to identify general weaknesses across an organization, and adverse trends that could result in human performance errors.

3. Definitions Observation – documentation of task performance relative to a specific fundamental during a fixed interval of time Fundamental – work practice, technique, or behavior that is generally recognized as being effective in preventing human performance errors. Parent – an observation that serves as the beginning of a chain of observations focused on one particular fundamental. Child – an observation that has been linked to a prior parentobservation for the same employee and the same fundamental.

4. Definitions (cont.) Role – a designator that identifies if an employee has supervisory responsibilities Position – a designator that identifies an employee’s place in the company hierarchy. Position values are normalized across departments and sites Individual Contributor – an employee who does not have supervisory responsibility Supervisor – an employee who has supervisory responsibilities, including enforcing standards, coaching, giving performance feedback, etc. Score – a rating given by the supervisor at the completion of an observation (Exceeds Expectations, Meets Expectations, Needs Improvement, Below Standards)

5. Design Considerations In our business any supervisor in a functional area can be accountable for the performance of any individual contributor, irrespective of how the normal crew alignment is arranged. Development of employee work practices and enforcement of standards is therefore a “team sport”. Observations of employee performance are visible to any supervisor that may be in a relationship of authority over an employee’s work activities, and accountability for the employee’s performance (subject to client defined constraints).

6. Design Elements The ability to view observation records directly in the program or in reports is controlled by internal security. In general: Individual contributors cannot view observation data except where they are the subject of the observation. Supervisors can view observation data where: they are the subject of the observation, they performed the observation, or the observation was performed by another and they are xpositions above the subject of the observation (the value of x is client configurable) Observations can be chained in a Parent – Child relationship to facilitate tracking of an employee’s progress by means of continuing observations of the same fundamental.

7. Design Elements (cont.) Design techniques are used to limit the amount of manual typing involved in recording an observation. For example: Site, department, and functional area of the observer and subject are pulled from the user profiles Fundamental descriptions and categories are selected from pick lists An observation can be cloned from a previous observation, except for the comments and score. Change logs record timestamps for login events and observation process events. A Help file is incorporated to describe the important functions of the program

8. Reports Canned reports provide a spectrum of data covering an individual, functional area, department, site or company. Custom reports can be developed as needed

9. Process Flow

10. Fundamentals PROFESSIONALISM TEAMWORK ACCOUNTABILITY SAFETY CONTINUOUS IMPROVEMENT EXCELLENT PERFORMANCE

11. PROFESSIONALISM Our actions will uphold the highest standards of the industry. Resolves disagreements in a mature, professional manner Holds self and others to a high standard of performance

12. TEAMWORK Working with others as a team promotes operational excellence and a harmonious working environment. Places company interests above work group and individual interests Values the views, ideas and thoughts of others Pushes decision making and problem solving to the lowest practical level Communicates accurate information and decisions in a timely manner with team members and others Informs coworkers, supervisors or managers when there is a potential problem or delay performing a task

13. ACCOUNTABILITY Accepting accountability means that individuals will take responsibility for their work. Takes personal responsibility for results by meeting all commitments with quality work, on time, every time Pursues objectives in spite of obstacles while keeping supervision/management informed Acknowledges mistakes and failures Willingly accepts and gives feedback on performance of self and others Challenges and coaches peers to demonstrate accountability to commitments and improved performance

14. SAFETY Personnel safety outweighs all other considerations and is everyone’s responsibility. Stops unsafe work and questions others; if positive control is lost, stabilizes process, stops until positive control is regained Demonstrates a conservative approach towards plant operations when faced with unknown conditions or conditions outside procedures or policies Anticipates results; considers potential adverse consequences prior to taking action Demonstrates questioning attitude Plans work to identify and eliminate potential hazards

15. CONTINUOUS IMPROVEMENT Achieving and sustaining operational excellence relies on continuous improvement. Identifies and shares lessons learned from successes and failures Shares and uses operating experience Seeks and identifies ways to improve personal and team performance Uses corrective action program when deficiencies are identified Demonstrates continual effort to improve job related knowledge, skills and performance through both formal training and individual study

16. EXCELLENT PERFORMANCE All of our efforts are directed towards excellence. Requests/offers peer check Recognizes positive behaviors Demonstrates a sense of urgency in identifying and implementing solutions Minimizes distractions/focuses on activity Takes time to do it right