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Session Abstract |
Aera Energy LLC (Aera) benefited from a very
stable operating workforce for many years, with
very little turnover and few retirements.
However, due to the demographics of the
workforce, we experienced a sudden spike in
retirements in the past couple of years, which
we expect to continue for a few years.
Recognizing that we would be hiring a wave of
new operating personnel, many with no oilfield
experience, we conducted a Kaizen event in
February 2008 to look at the on-boarding process
of new hires in the Crude Lifting and
Measurement (CLAM) team. One piece of the
Kaizen event identified critical tasks that are
essential to the success of new employees.
These tasks were deemed to be critical since
they need to be done the exact same way to
ensure safety and quality. With this list of
tasks in place, a consistent method of training
was needed in order to make the Kaizen efforts
effective.
In April 2008, several managers, supervisors and
specialists attended Job Instruction (JI)
training with Art Smalley. This group
determined that our teams could benefit from
this method of training. The CLAM team at our
Midway Sunset field was selected as a pilot area
with a focus on the critical tasks that were
determined during the Kaizen event. In late
2008, eight members of the CLAM team were
selected and trained in the JI methods. In
early 2009, this group began developing Standard
Operating Procedures and Job Breakdown Sheets
for the critical tasks. Within a few months,
they were able to complete the documentation for
all twelve critical tasks and begin the new-hire
training. To date eleven employees in the pilot
area have been trained utilizing JI methods with
great success. Each of these employees has been
able to contribute much sooner than they had in
the past and EHS incidents have been reduced.
The TWI-JI method of training has since expanded
to other teams and locations outside the pilot
area with great success, leveraging the work
that was done in the pilot area. Aera now has
four internal master trainers and has trained 91
employees in the JI process, many of whom are
using it on a frequent basis to train new hires
as well as experienced employees.
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