managing change while improving asset management performance wayne francisco
TRANSCRIPT
Managing change while improving asset management performance
Wayne Francisco
GHD @ NC AWWA – WEA 2015
Learning objectives
• Understanding performance as the core to asset management success
• Understanding a basic approach to managing the change necessary to achieve your asset management goals
GHD @ NC AWWA – WEA 2015
Overarching concept: improvingperformance
• General quality management concept
• Where are you starting from and where do you want to be?
• There will be interim targets along the way
Ref.: Effective Utility Management – A Primer for Water and Wastewater Utilities
GHD @ NC AWWA – WEA 2015
Review performance results
Verify Assessment
Review Attribute
Summaries
Return to Setup
Delete Performance
Measures
View Summary Results
EUM Current Target Weight
Att 1: Product quality 19 36 6%
Att 2: Customer satisfaction 27 52 6%
Att 3: Employee and leadership development
26 26 10%
Att 4: Financial viability 37 56 14%
Att 6: Infrastructure stability 30 45 15%
Att 7: Operational resiliency 32 55 2%
Att 8: Community sustainability
30 43 10%
Att 9: Water resource advocacy
21 23 18%
Att 10: Stakeholder understanding and support
22 42 14%
Total weighted utility score 27 39
GHD @ NC AWWA – WEA 2015
Three key benefits from measuring performance
• You’re able to routinely use key performance indicators or measures in your reporting:– Strategic: organizational/customer levels of service.– Tactical: business unit performance (e.g., % of new assets recorded in
the GIS, % of capital program delivered) or system/facility performance (e.g., no. of sewer overflows, % of time met discharge permit)
– Operational: (e.g., % delivery of planned maintenance)• You’re able to validate the investment and expenditure decisions you have
made.• You’re able to identify those assets that are performing as expected and
concentrate your efforts on the exceptions.
GHD @ NC AWWA – WEA 2015
Performance measures Select
Attributes
Select Practice Areas
Select Performance
Measures
Create Custom
Assessment
Assess each Performance
Measure
GHD @ NC AWWA – WEA 2015
Using historical data to improve asset performance
Management strategies for asset classes should be based upon historical performance data
For example:
1. You initially exercise a random sample of your water system shut-off valves.
2. You track that work in your work management system.
3. Based upon how the valve exercising goes you revise your ‘random’ approach and develop a more targeted valve exercise program.
GHD @ NC AWWA – WEA 2015
How management strategies for our assets work
• Compare the performance of an asset to the management strategy for that asset to determine whether or not the asset is performing as expected.
• For example, if your management strategy was to inspect and remove tree roots from a stretch of sewer every six months but you regularly find you have backups in the system caused by the tree roots, then something’s not working.
• Perhaps your management strategy was wrong, perhaps in some areas of your collection system you need to do root removal more frequently. Check how other assets of that type are performing and see if you have the same pattern there.
• Perhaps the asset has a problem. Determine what type of failure occurred and what the root cause (pardon the pun) of failure was.
GHD @ NC AWWA – WEA 2015
Applying this analysis to all of your assets
Awareness• Calling this analysis for the water valves a pilot or trial project and having
other operations/maintenance staff participating provides you with an opportunity to raise awareness of the need to change
Desire• Improving the performance in shutting off valves will hopefully create some
desire to repeat the process for other asset types• It may be that a series of valve shut off failures has already created a desire
for change and your operations/maintenance staff are already waiting for processes to be changed
GHD @ NC AWWA – WEA 2015
Perhaps there’s already a desire to change
Communicating how this relates to this…helps staff work towards common goals
Engaging staff in understanding that the need for change has been identified and that funds are being made available to enable change is reassuring and shows that someone’s listening
GHD @ NC AWWA – WEA 2015
ADKAR™
Awareness• that change is needed – i.e., current performance is not good enough – e.g.,
too many unplanned asset failures (can’t shut off a water valve)
Desire• to participate and support the change (not just a desire to change) – i.e., you
want staff keen to help make the change
Knowledge• on how to change so that you understand what needs to be done
Ability• to implement required skills and behavior so that it can be done
Reinforcement• embedding change within the individual so that it becomes routine
GHD @ NC AWWA – WEA 2015
Bringing new knowledge into your organization
Drawing upon external knowledge
New knowledge embedded internally
GHD @ NC AWWA – WEA 2015
Getting ready for changing the wayyou do things
Step 1: Creating the Climate for Change
A “change readiness assessment” can help you to understand:• If you need to make any organizational changes• Whether staff need to acquire new competencies• Whether any business processes need to be improved• Whether you need to capture and analyze new or different data
Reference the “Keys to Management Success” in the Effective Utility Management framework for five areas within which you can evaluate your readiness to change (Leadership, Strategic Business Planning, Organizational Arrangements, Measurement, Continuous Improvement) – www.watereum.org
Creating a climate for change
Engaging and enabling the whole organization
Implementing and sustaining the change
GHD @ NC AWWA – WEA 2015
Changing takes effort and time
Status quo resistance
Letting go
Neutral zone
New beginning
Stabilization of internalization of new beginning
Refusal to “own” contributions to outcomes
Paralysis, denial, idealization
Ready for change
Old meanings lose meaning
Self focused unfreezing
Anxiety, depression, intermittent purpose and paralysis
Individual transition cycle
Moving
Refreezing
GHD @ NC AWWA – WEA 2015
Key points from today
Performance management improvements require attention to continuous improvement
Improving your asset management practices requires the application of change management techniques and a relentless focus on developing sustained performance improvements
GHD @ NC AWWA – WEA 2015
www.ghd.com