Safety First: From Incident Reporting to Safety Requirements and Tracking at Boldtand Duquesne Light Company

Jesse McHargue

SharePoint Developer

About Duquesne Light Company

At Duquesne Light Company, we like to think we’re larger than light. For more than a century, we have been working around the clock to deliver a safe and reliable supply of electricity to our nearly 600,000 customers.

As part of our commitment, we are investing more than $2.6 billion in infrastructure and technology upgrades between 2010 and 2020. These investments will do more than keep the lights on, they'll help keep your life on.

2017 Motor Vehicle Fleet Safety Improvement Award from the Energy Association of PA.

2016 Safety Achievement Award from the Energy Association of PA.

2016 Safety Improvement Award from the Energy Association of PA.

Pittsburgh Pennsylvania

Where We Came From

ProcessesWhat processes do we have

today?

Reporting AccountabilityHow do we report against the

existing processes?How do we hold our users accountable to our safety

standards?

NO PROCESSES

With a lack of processes we quickly saw how users were providing what they felt was necessary rather than what was expected.

MANUAL PROCESSES

These were processes that were done “how we’ve always done it” and lacked any standardization.

PAPER BASED PROCESSES

Paper forms were printed out, hand written on, inter-office mailed, and then keyed into an Access Database.

50%of work time was spent manually entering paper forms into Access Databases

Identifying the Need for Processes

Reporting & Accountability

Reporting was not an option as the data was incomplete and there was a lack of resources to provide useful insights.

There was no “easy button” to pull data into useful, meaningful results.

Going hand-in-hand with reporting, users were not held accountable for providing accurate data in a timely manner.

Admins would have to reach out via email following up on various requests.

Reporting Accountability

Where We Are (and heading)

AutomatingProcesses

Visibility &Reporting

Moving to the Cloud

STANDARDIZATION

One way of interacting with the process. All users are able to provide exactly what is needed each time they interact with a process.

DEFINED PROCESSES

Removed the guess work and clearly define what is expected and required for each step and process.

ELECTRONIC BEATS PAPER

Moved away from paper-based forms and the need to write, scan, and email to submit them.

97%Reduction in time spent overseeing and maintaining processes

Automating Processes

Standardized Electronic Form

Visibility & Reporting

Created simplistic, easy to navigate views for all users to see what is in flight, who it is assigned to and where at in the process it is currently.

Started building straight-forward reports to understand the trends and results that we are capturing. Able to answer questions quickly and accurately.

Visibility Reporting

Numbers Don’t Lie

71%2017 SAFETY OBSERVATIONS STATS

of responses stated that our Personal Protective Equipment (PPE) was our top area regarding safety.

of responses stated that there were no opportunities to improve upon our safety standards.58%

Moving to the Cloud

With 64% of our company employees in the field, there is a clear need to be able to do work anywhere. Moving processes to the cloud is the logical step and Nintex plays a major part in that transition.

Work Anywhere

Nintex App Studio

An example at Boldt

ChrisJohnsonDirector, Business Solutions

Nintex partner

Proudly serving clients since 1990

Long-term client relationships

Results-driven delivery

Expert consultants who care

Chicago, IL

About PSC

| OUR MISSIONTo deliver strategic

business technology solutions to our

clients with a first-class experience

incorporating honesty, integrity,

and teamwork into everything we do.

TrangPhanWeb Developer

ACHIEVEMENTS IN SAFETY

• Developed award-winning SafeThinking training programs, including eye protection, 100 percent fall prevention, bloodborne pathogen/infection control measures and hotwork fire prevention procedures and training.

• Received Honorable Mention for achievements in Construction Industry Safety Excellence from the Construction Users Roundtable (2017)

• Received the Thomas J. Reynolds Award for construction safety and health from The Association of Union Constructors (TAUC) based on our low DART rate of 0.00 (2015)

• Numerous times consecutively awarded the AGC of Wisconsin 2017 Safety Excellence Award based on our low number of incident rates per our number of working hours

• The Journey to Zero Award from Xcel Energy was awarded to The Boldt Company for its safe work practices resulting in zero recordable injuries for an entire year. (2015)

Appleton, WI – Established 1889

About Boldt

THE PROBLEM

• Numerous safety applications are in place, but are cumbersome and require many hours of repetitive information gathering.

• When a Safety Incident happens, it is imperative to gather data FACTS immediately and not let the details get blurred over time.

• Share knowledge of Safety Incidents to help make others cognizant and prevent similar accidents from happening on job sites nationwide.

• Analyze the data and blend with other Safety applications to be pro-active on Safety, not reactive.

• Keep functionality of legacy systems when migrating to modern application suites.

10X

Report safety

incidents• In real time from the field

• Collect basic info and photos

• Complete report in standardized document

format with ability to co-edit

• Connect to jobs database (AS-400)

• Require approval by safety directors before posting

• Potentially require legal hold

• Rich media and formatting

• Roll up across entire intranet

• Embed full safety report once completed

• Time to report

• Time to complete

• Slice by:Incident typeLocationJobPM/SuperintendentDate/timeCompanyOccupationInjury

Post company-wide alert

Business Intelligence

Process flow:

Safety incident reporting

ResultsBEFORE AFTER

Disparate data; congregation and analysis difficult Data in one system; simplified reporting

Reporting an incident:1. User calls into third-party system. Reports facts to

another person.2. Project Manager retrieves data from third-party

system3. Enters into IIR & distributes report through email.4. No real system wide information sharing.

Reporting an incident:1. User submits from mobile device2. Safety professional receives email, reviews &

approves3. Sends to corporate to be reviewed and sanitized.4. Notice posted system-wide

No Mobile application data entry – Done after the injury through information gathering on 3rd party

Mobile Form – Immediate FACT gathering on site.

Loss of real time data FACTS through multiple channels of communication

One source of truth from entry to distribution

No real single source of all IIR data – distributed throughout multiple Operating Groups

One Source of Truth for Data, no matter where in the nation IIRs are Reported

All on-premises, behind firewall Access everywhere

Average time to completion: 1-2 weeks Average time to completion: 1-2 days

OUR APPROACH|AGILE

Requirement

Requirement

Requirement

Requirement

Requirement

Requirement

Requirement

Requirement

Requirement

Requirement

Requirement

Requirement

Agile | BACKLOG

• Meet with business and IT stakeholders to build the project backlog

• Requirement types:• Business• Architectural (IT)

Requirement (MUST have)1

Requirement (COULD have)3

Requirement (MUST have)1

Requirement (MUST have)1

Requirement (WON’T have)4

Requirement (SHOULD have)2

Requirement (SHOULD have)2

Requirement (SHOULD have)2

Requirement (SHOULD have)2Requirement (COULD have)3

Requirement (COULD have)3

Requirement (WON’T have)4

Agile | PRIORITIZE

• Rank the backlog by business value• MUST have• SHOULD have• COULD have• WON’T have (don’t

need!)• Goal: determine which

requirements belong in the Minimal Viable Product (MVP)

Requirement (MUST have)1

Requirement (COULD have)3

Requirement (MUST have)1

Requirement (MUST have)1

Requirement (WON’T have)4

Requirement (SHOULD have)2

Requirement (SHOULD have)2

Requirement (SHOULD have)2

Requirement (SHOULD have)2

Requirement (COULD have)3

Requirement (COULD have)3

Requirement (WON’T have)4

Agile | PRIORITIZE

MVP

• Rank the backlog by business value• MUST have• SHOULD have• COULD have• WON’T have (don’t

need!)• Goal: determine which

requirements belong in the Minimal Viable Product (MVP)

Level of effort

Busin

ess V

alue

Agile | BUDGET

• Estimate level of effort• Review together with

client• Helps refine scope• MOST of the MVP

requirements should be in upper-left quadrant (some may be in upper-right quadrant)

• Recommend budget for MVP

Agile Implementation | Benefits

Flexible Measurable Predictable schedule

Predictable cost

Frequent deliverables

Happy customers

Nintex is built for Agile

Flexible Frequent deliverables

Nintex is built for Agile

Flexible Frequent deliverables

THE SOLUTION

Report safety

incidents• In real time from the field

• Collect basic info and photos

• Complete report in standardized document

format with ability to co-edit

• Connect to jobs database (AS-400)

• Require approval by safety directors before posting

• Potentially require legal hold

• Rich media and formatting

• Roll up across entire intranet

• Embed full safety report once completed

• Time to report

• Time to complete

• Slice by:Incident typeLocationJobPM/SuperintendentDate/timeCompanyOccupationInjury

Post company-wide alert

Business Intelligence

Hybrid Architecture

List: Safety Incidents

List: Job Information

List: Operations Groups

Library:Pages (News)

Form:IIR

Workflow:Approve IIR

Azure WebJobCreate News Page

Web part:Display IIR Info

CLOUDON-PREMISES

AS/400:Job Information

Analytics:Safety Reporting Performance

IRR:Responsive Forms

Presentation layer:

SharePoint Modern Pages

Presentation layer:

Word Online

Presentation layer:

Nintex Responsive Forms

IRR Form

Mobile view

IRR Form

Take incident photos inside the form

Data layer:

SharePoint List+AS/400 SharePoint List

Automation layer:

Nintex Workflow

Actionable buttons in email

Azure WebJobRuns on a schedule

Submitted IRR forms acts as queue

For each IRR form, generates new SharePoint News (modern

page) in Safety Incident sites via SharePoint CSOM

Chosen over Azure Functions due to propensity for long-

running processes

Leaves in draft mode

News site

Action ResultTrang Phan published a new article “Safety Incident Alert”

BI Layer:

Power BI Dashboard

THE RESULTS

Instant input

Actionable data

Access anywhere

Distributed effectively

|LEARN FASTER

BEFORE AFTER

Disparate data; congregation and analysis difficult

Data in one system; simplified reporting

Reporting an incident:1. User calls into third-party

system (Medcor)2. Safety professional retrieves

data from third-party system3. Enters into spreadsheet &

distributes report

Reporting an incident:1. User submits from mobile

device2. Safety professional receives

email, reviews & approves3. Notice posted system-wide

Post-injury via Word document Mobile Form – Immediate FACT gathering

Loss of real time data FACTS through multiple channels of communication

One source of truth from entry to distribution

No real single source of all IIR data – distributed throughout multiple Operating Groups

One Source of Truth for data, no matter where in the nation IIRs are reported

All on-premises, behind firewall Access everywhere

THANK YOU

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