Accelerated Training is the only way to Deal with Dynamic Workforce Paradigm

As time period workers are in a role and especially a site, the systems and culture of learning, interacting and gaining knowledge must change. This happens with the knowledge and learning coming from this system as the worker requires and prepares for executing a task, vs tradition class / face to face sessions.

Operations teams in a broad range of manufacturing have discovered that the workforce, especially operators, are changing jobs more frequently.  This challenge has become more important than the “aging workforce”, although this also contributes to the acceleration of turnover.  There must be a strategy which effectively trains operators faster than their turnover.

One part of training best practices is to continue the training throughout the operators’ work term, such as summarized in the following diagrams:

The right-hand diagram summarizes some amount of acceleration in benefits, where OTJ is on-the-job training.  While this acceleration appears to be attractive, this acceleration isn’t enough – the time to profitability is still several years.  So an additional strategy is necessary, as shown in the following diagram:

The above diagram describes a strategy of acceleration: instead of focusing on the basics, the training focuses on the dynamic aspects.  This means that the operators are trained as early as possible on “advanced” topics.

The power generation industry has developed a measure of operator excellence called “error free”.  It is a measure where loss of production or damage to equipment was identified with operator errors.  During the last 7 years, power generation companies have demonstrated up to 6:1 acceleration in achieving “error free” status.

The technical change in the training simulators is focused on simulating the dynamic aspects such as weather, supply chain demand and changes in raw materials.

The Changing Landscape of Supervisory Systems from HMI, / Common Control Room, to “Distributed Multi Point Operational Landscapes” !!!!!

For the last couple of years we have seen the changing supervisory solutions emerging, that will require a rethink of the underlying systems, and how they implemented and the traditional HMI, Control architectures will not satisfy! Certainly in upstream Oil and Gas, Power, Mining, Water and Smart Cities we have seen a significant growth in the Integrated Operational Center (IOC) concept. Where multiple sites control comes back into one room, where planning and operations can collaborate in real-time. Initially companies just virtualize their existing systems back, and then they standardize the experience for operational alignment and effectiveness, and then they simulation, and model, not many have got to this last step.

But in the last couple of weeks I have sat in discussions where people talk about this central IOC, which is key. When you start peeling back the “day in the life of operations” the IOC is only the “quarterback” in a flexible operational team of different roles, contributing different levels of operational. Combined with dynamic operational landscape, where the operational span of control of operational assets, is dynamically changing all the time. The question is what does the system look like, do the traditional approaches apply?

When you look at the operational landscape below, you can see 100s of operational control points where humans will have to interact with the system, with different spans of control, and operational points will be manned and unmanned on regular basis.

Traditionally companies have used isolated (siloed) HMI, DCS workstation controls at the facilities, and then others at the regional operational centers and then others at the central IOC, and stitched them together. Now you add the dynamic nature of the business with changing assets, and now a mobile workforce we have addition operational stations that of the mobile (roaming worker). All must see the same state, with scope to their span of control, and accountability to control. 

Since the 1990’s, control system technology has enabled a flexible delivery of work, where workers can support both “normal” and “abnormal” situations from multiple locations, either in the same room or across the world.  This mechanism has to be reliable, easy to implement, and easy to maintain.  Some customers have applied this mechanism to more than 5 different “points of operation”, which range from equipment panels, mobile devices and local control rooms to regional and national operations centers.

The requirements have become the following:

1.        “Transparency of Trusted Operational State”: with real-time operational actionable decisions becoming key, the ability to monitor, the system raise the situation automatically through operational, asset self-awareness. So there is transparency to whole operational landscape situational state.
2.        “Point of operation”: the implementation must support a configuration where one of the multiplepoints of operation uniquely can operate, which includes responding to alarms.
3.        Simultaneous “point of operation”: the implementation must also support a configuration where more than 1 worker canoperate, which is rarely more than 2.
4.        “Span of operation” flexibility: each “point of operation” can be an individual PID, start/stop or device, or it can be a broader “span” of operation.  This “span” must be assignable in a flexible manner, where the “span” can be adjusted to become narrower or broader.  Example conditions include night time or overhaul conditions for some operations.
5.        Ownership visibility: each possible point of operation must have a simple and clearly visible indication that it doesn’t have ownership, and reinforced indication when it does have the ownership. Clear visibility across the operational landscape as who has point of control, and as a team accountability is understood to respond to the situation promptly.
6.        Management of alarms: it is essential for safety, legal, environmental and health requirements that new alarms animate, suppress/shelve, annunciate and trigger display changes only at the point(s) of operation, and only the workers using the point(s) of operation can acknowledge or silence new alarms. This means all alarms from asset to process, operational, but scope of alarm responsibility is aligned with span of control, but as a team there are “no blind spots” and alarm, situational awareness is escalated based on responsiveness, and situation. Assumption of control,and someone doing something must be removed.
7.        Manage of operational events across different points of operation;Example operators want to be able to set operational limits/events across different operations? How is this managed and governed?
8.         IT/OT seamless integration;Operating, monitoring, trending, alarming and integration with other islands of information to enable the teams to make informed decisions.
9.         Reliability, upgradable, cyber security, network architecture, cloud;
10.      One problem cannot bring down the whole operations!!
11.      Assignment of operation: an authorized worker must have an easy and reliable means to assign and adjust the spans of operation.  The following diagram shows examples of transferring the span of operation between a roving user, a local control room, and a remote operations center:

In the above diagram, Areas or Sites “A” through “D” require supervision by different users or by the same user in different locations.  This scenario also applies to multiple operations consoles or desks within the same room.  The span of operation varies with the operations situations.  The span of operation can overlap among multiple users and multiple locations.

We need one system, but multiple operational points, and layouts, awareness so the OPERATIONAL TEAM can operate in unison, enabling effective operational work. Below is a high-level diagram of the operational team by the situation, you will have multiple skills in each situation, people will move through the situational state, but the diagram shows the merging operational work characteristics.

This emerging dynamic multi-point operational landscape is big topic that I will explore over the next few weeks, as traditional thinking, traditional architectures, and traditional implementations will not enable the transformation in operational work needed to satisfy effective agile operations.

Reality of Operational Control through Information, Action and Governance.

Speaking this week with 4 executive vice presidents from different process companies, interestingly that the operational consistency and human factor dominated their concerns. Not the " ageing workforce" factor, these executives are located in South east Asia, where age of the workforce is not a significant factor, but the real challenge of the next operational generation is already becoming apparent, that of " rotating " roles.  The discussion, centered around the requirement for consistency of operation, to enable continuity in safe and optimized production environments. You may ask aren't they concerned about the process control, optimization,  YES, but they realize that it is not about controlling the process it is about optimizing production which requires stable process control, but the key is consistency of operation.

The only way to achieve consistency of operation across production sites and teams, is by embedding process standards that enable alignment of business strategy with action at all levels.

The Real Time Performance Management is more than KPIS and dashboards as so people claim it to be, including:

1/ The correct targets and feedback information for the role and worker in the time, format that reflects his focus.

2/ Alignment of these  targets with the business strategy in real time, propergated to all levels of operations to reflect the strategy

3/ Associated activities and processes that will enable consistent response and action to situations.

4/ Embedded processes in the system to enable consistency of action as workers rotate through roles

 

The rotating worker refers to the growing trend of people staying in a role or location for shorter periods. Example one company stated that they have seen the length of workers in a role or location go from 5 years in 2001, to the tenure now at 8 months. This is a drastic change in anyone's books, but on investigation the other significant change in this company was that the workers in the roles had gone from " baby boomer" to " Gen y" their percentage of late “Gen x” or “Gen y” in the operational workspace was over 40%.

While I believe this to be extreme at this stage, but the clear indicators of what we can expect as we approach 2020 is that 42% of the workforce will be Gen Y. Job tenure will average 2.4 years, but now you add locations and evolution of people within a company, the assumption of experience can not be assumed.

As the executives discussed the need is for alignment across their operations, this means sites, plants, and teams while increasing the empowerment of the worker to make decisions in the now.

 

The example above is an embedded operational process, relative a deviation from a KPI that will guide the workers through the desired process, this independent  the user and worker. So instead of just having information, now a work process is built into the system.

The consistency of the answers and focus on the human factor, and enabling users in the dynamic human market was interesting, a clear indicator that this dyanamic role will be natural paradigm in the future.