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Team Workshop Project PowerPoint Presentation

Team Workshop Project PowerPoint Presentation

Team Workshop Project PowerPoint Presentation

Working in a coal power plant I today’s energy utility market presents an individual with unique situations, distinct challenges, and opportunities. The effects of the political environment are felt very heavily in this industry. I have only been working for AEP/SWEPCO and more specifically Welsh Power Plant, for a short seven years. In this short time period, I have seen the method by which we operate our generating units drastically change due to politics and environmental regulations.

To elaborate, this plant and just like many others in the AEP system used to operate at base load. Operating at base load meant that he units operated at full capacity the entire time they were in service. These generating units were only shut down for maintenance during planned outages and/or equipment failures which were far and in between. This particular plant, has received national recognition for operating entire years without failures or malfunctions. This is classified as low EFOR which stands for Equivalent Forced Outage Rate and in our system, the lowest EFOR classified operating plants were deemed as critical for the system grid and recognized through an annual national convention.

This method of operation has drastically changed in the last four years due to stringent EPA regulations and the government paying subsidies (taxpayer revenue) to renewable energy companies with wind generation having the most growth margin.

The challenges my company now encounters is remaining complaint and in business despite the stringent EPA regulations and government subsidies favoring renewable resources. For my company, this implied investing millions of dollars in capital to add further filtration systems to trap the ash and further limit emissions while saving costs and increasing revenue at the same time. The revenue increase came from investing capital in sectors the company that would provide returns, which coal generating plants did not so as well. Something to note, multiple coal generating plants have been retired over the last six years.

Therefore and as a result, our coal generating units are being forced to operate outside manufacturer specifications by dynamically altering the load capability curve. Depending on multiple factors, with wind generation being one of them, our units our now being operated anywhere from 20% to 100% load throughout the day. If the forecast is for long periods of mild weather and high winds, then coal generating units could potentially be asked to shut down and reaming off, until market conditions improved to avoid higher costs for the customer.

This new way of doing business has also affected our culture. Where in the past, silos were the norm, every department had the funding and budget (which was significantly more) necessary to cover all planned repairs/projects/tasks. Teams were secluded to individual departments and did not work well with others. The environment was all about autocratic leadership with subordinates imply doing as instructed.

Today, we have reduced funding and a very limited budget, this is labeled as BCO or basic cost of operations. Today, the work has to be prioritized with some departments having to reduce their budget to allow other departments to do their work based on priority and criticality. Where in the past, we took care of our department, today we focus on overall teamwork to prioritize critical work that needs to get done. Today, the plant leadership has shifted focus and asks for input from the members doing the actual work. We are asking every team member to provide ideas and how we could save costs by assessing the actual work. Where in the past, we had the funding to purchase any parts and materials, today we don’t, and the members that do the work can share valuable information with regard to saving maintenance costs on preventive, corrective maintenance, and contractor spending.

To get to this point, the company took a proactive approach to change our culture by engaging employees and providing the time required for team workshops to learn about LEAN concepts revolving around taking in consideration employee input and finding ways to do things more effectively. The objective was to find ways of doing something faster, safer, less frequent and with less defects, and reduce waste while focusing on customer value to reduce contractor spending by doing some of the work ourselves. This radical idea/movement was presented and influenced through a need for change due to externalities outside our control.

Like any change, there will be resistance. However, through training classes, workshops, and focus on team work, our employees will understand the company’s goals and objective. Most importantly, they will understand how their input can affect the outcome by engaging in cross training and helping other departments when required.













Work Shop Objective :


The objective is to educate employees of the importance of overall teamwork and address the prevalent issues that are currently affecting safety, funding, performance, and culture.

Master Outline:

a) Introduction/ Get to know each other activity – 5 min.


a. Provide name, title/role, and name of favorite movie


b) Section 1: Understanding Safety and the ZERO HARM CONCEPT– 12 min.


a. What is employee safety and ZERO HARM


b. Explaining defenses (SWISS Cheese Model)

c) Section 2: The importance of O&M budget control – 12 min.


a. Understand the market


b. Relentless O&M optimization


d) Section 3: Plant Performance – 12 min.


a. Identifying performance metrics


b. Revaluating performance metrics


e) Section 4: Team Culture – 19 min.


a. What is a TEAM


b. The purpose of teamwork


c. Learning from failure


d. How individual contributions fit into context






Introduction/ Ice Breaker activity – 5 min. depending on the number of participants


Objective – The objective for this portion of the workshop is to welcome and warm up the conversation among the participants by stating your name and role in the organization followed by the name of the participant’s favorite movie.


Estimate of time – 5 min


Principles to teach – The leader of the activity will explain to the group what the expectations of the activity are for everyone. The facilitator will also explain to the group the meaning behind the activity and what they hope to accomplish. In an “Ice Breaker” activity the goal is to get everyone to start warming up into conversation and feel more comfortable with the group. After those points are made the facilitator will being the activity leading by example and creating the foundation for everyone else in the group.

Ice Breaker Activity


Materials needed: N/A


Activity description – The facilitator will begin by explaining that this activity is designed to share and disclose the participants thought processes with a small glimpse at their personality.

The facilitator begins with the participant closest to him and goes around the room listening to each individual. If the group is bigger than 12 participants, consider limiting their introductions to less than one minute of interaction.

Key takeaways – After completing this this activity, the audience should feel more comfortable having shared something personal with the group. In some instances, strong connections will be made through having something in common. Conclude the activity by implying that an active participation is strongly encouraged to make the workshop a fun and learning experience for all.


Section 1: Understanding Safety and ZERO HARM


Objective – The objective of this section is for the audience to understand that employee safety and the ZERO HARM concept is the number one priority for the company.

Principles to teach


In an organization the people are what matter most. At the end of the day the workers are who get the job done and keep the business functioning. The activity facilitator will emphasize to the group why they should view all members of the organization as valuable and the importance of placing others needs before their own. As leaders they should never instruct someone to do something they would not do themselves. Emphasize the fact that employees with the right skillset, values, personality, and decision making process will impact our culture in a manner that is currently necessary given the market conditions. It is the empirical factor of establishing a safety culture alone that will allow the company to succeed by being each other’s keeper.

Presenter – Project slide 1 to introduce the ZERO HARM CONCEPT

ZERO HARM CONCEPT – The Presenter should emphasize and present the ZERO HARM Concept by allowing a volunteer participant to read the following projected statement.

· AEP Generation has a high expectation when it comes to safety. We believe all injuries are preventable and we expect all of those coming to our facilities, to share and practice this same belief. We expect all workers to be involved in safety and at no point should safety be compromised for quality, cost, production, or scheduling. We expect you to stop the job when hazards are present. We expect you to address these hazards, either by correcting them yourself or if necessary, by bringing these hazards to the attention of plant personnel to assist in correcting them. Your safety is important to us in AEP Generation. It is our commitment to make sure all of our employees go home at the end of the day without any injuries.

Thereafter, the facilitator should ask for feedback and understanding of the statement. The participant’s response should be connected to the explanation that “you are your brother’s keeper”. In other words, we should look out for each other. Emphasize the fact that the company is in full support of saying something and doing something when an employee sees another fellow employee working in unsafe conditions. The company is in full support of providing a safe condition to work in by providing the right tools (defenses) for the job.

Presenter – Project slide #2 to emphasize different defenses that can be used to increase safety and prevent all injuries to our most valuable asset.



Facilitator- Present the model to the group using the above example. Highlight details from each point:

1. Brief explanations of the model beginning with the trigger event being blocked by the multiple layers of defenses.

2. Special emphasis should be taken on the holes of the cheese lining up resulting in an event or some cases employee being injured.

3. The last layer of defense involves identifying specific performance standards or cultural defenses that represent the norm that needs to change. The presenter should emphasize that the last line of defense resides in the culture, a system of shared beliefs, values, and assumptions that determine what acceptable and unacceptable behavior is.

Activity – Presenter should engage the group and ask for specific examples of defenses that they are aware of pertaining to each individual layer of cheese.

Example – Procedure could imply prints, referent documentation to a piece of equipment, or manuals. Training implies educating employees on the clearance procedure. Supervision includes the front line leadership and the support they can provide for the employee. Engineering system refer to protective systems that can be engaged when certain activities are taking place. PPE is the personal protective equipment that an employee can wear to avoid injuries such as fall protection.

Closing discussion – During this time, the presenter will lead a discussion where the audience will be able to comment on the material and ask questions about any principle regarding the overall culture focus in safety and zero harm.

Key takeaways – After all the content has been taught and discussed, and the activities have been completed, the presenter will review the following critical points:

a. Safety is every employee’s business and at is core; is about sending everyone home safely to their families after a great day at work.

b. ZERO HARM is a concept of belief in that all injuries can be preventable through establishing and always adapting solid defenses and most importantly; through our culture of looking out for each other.

Section 2: The importance of O&M budget control

Objective – The objective of this section is for the audience to understand the why and how the modern market conditions dictate how we need to operate and maintain the generating units to contribute to the continued success of the plant.

Estimate of time – 12 Min

Principles to explain

Introduction -The activity leader will begin by giving examples of positive traits or behaviors of the organizations team members; providing specific examples of the values those team members provide for the organization. This will show the value that each person has and set the stage for encouraging everyone to find the value in others. If time permits, the following explanation should be given to emphasize the need for change.

Example: The presenter should exemplify the fact change is inevitable and that as a team, we must adapt, achieve, and overcome. Elaborate on how the change in funding has compelled to reassess where and how we spend our limited budget.

The Presenter will now explain the process by which the plant will have to adapt to remain viable through the changing market conditions. The process of team motivation through clarity, transparency, and culture alignment is broken down below:

1. Elaborate on revenue – How important is revenue for the continued success of the unit. The fact is that is not anymore. This is due to market regulation changes and the returns on capital investments that will continue to provide revenue until the plant book value is diminished. Therefore, emphasize the importance of plant reliability and the opportunities to add to revenue through operations when the market is in high demand for power generation.

2. Elaborate on expenses – How can the employees contribute to the success of the plant? The presenter refers to revenue through operation being lowered; therefore this is done by controlling expenses. These expenses are in the form of parts, materials, and outside services that could be reduced. When generating units are not required by the market, this could imply that we have opportunities to inspect/repair/maintain our equipment more efficiently with our employees doing the work instead of rush jobs by outside services.

Presenter – Project slide #3 and # 4 to emphasize on the current market conditions and the need for change in the way we do everyday business.



3. Future state – The presenter takes this time to embellish on the necessity for change and future state of the plant’s culture. In this state, employees are engaged and looking for methods by which to reduce waste and increase customer value. This is by lowering expenses through less use of outside services and instead taking up some of the work themselves or optimization of equipment maintenance programs. The whole plant is now a single team trying to achieve one common goal; high reliability and low cost operations.

Activity case – The presenter takes this time to assess the retention level of information from the audience based on the observations just portrayed. The question that follows to audience is, “what changes would you recommend based on the material we just learned?”

The presenter should give about 20 seconds for the audience to think about their responses and based on time limitations, pick 1-2 individuals to come to the front to explain their responses.

To finish the activity, the presenter should reinstate the fact that culture change focused in coherent teamwork to relentlessly optimize our operations and maintenance budget will be key to achieving our ultimate goal of maintain high reliability while lowering our expenses down.

Closing discussion – During this time, the presenter will lead a discussion where the audience will be able to comment on the material and ask questions about the energy utility market and new limitations on funding.

Key takeaways – The presenter will now turn to Slide 5 in the power point presentation and go over the following bullets:

· The utility market has changed and the need for culture change has therefore been established and we must follow suit.

· Culture change begins with our front line employees.

· Optimization of our budget will allow the plant to remain viable and operational through coherent teamwork.

Section 3: Plant Performance

Objective – Describe the current training and skills that the workers of the plant hold and how we can establish certain metrics to measure continuous improvement efforts and support the organization’s strategy.

Estimate of time – 12 minutes

Principles to Teach 

Presenter – Attention getting Activity: To Start this part of the section, the instructor will open up with the question located in slide 5 of the PowerPoint slide.

· Has anyone been involved in an activity that involved tracking progress?

· If yes, how did this impact your effectiveness and outcome?

Due to the time limitations allow 2-3 people to explain their answers. Leverage their answers to teach that establishing metrics are extremely important as they empower the employee to ramp up on the job, perform better, and improve their perception of the organization.

Bring up the fact that metrics provide a base or foundation from which improvements can be made about a process under question.

After concluding with the activity, explain the following types of performance metrics:

1. Operational – This are metrics that will focus improvements on qualitative values, such as; culture meetings, success stories, lean events, learning teams, and hazard recognized.

a. Culture meetings – In these weekly meetings, volunteers from every department will have the opportunity to contribute into developing and sharing ideas of how to positively impact our culture in the form of approved social gatherings. Participation metrics will be kept until every employee has had the opportunity to contribute.

b. Success stories and hazard recognized experiences by employees will be shared with the plant with a target goal of at least two stories shared per week per department.

c. Lean or learning team events will assist in developing continuous improvements ideas with savings in associated cost being recorded and reported on a bi-annual basis.

2. Financial – These metrics will assist in evaluating the ability of the plant to convert operational performance into financial goals. This metrics will demonstrate quantitative values in the form of time saved and spent on high customer value tasks, costs saved form work taken back from outside services, and expenses saved from optimizing maintenance programs and inventory control/management.

a. Time savings – This factor will come into play when an employee shares ideas of process that can be accomplished faster. In some cases and as the front line employees suggest, some maintenance programs can be adjusted to allow parts and materials not to be used as often and only when truly required. By optimizing preventive maintenance programs, this will enable employees and front line supervision to save and spend time on other tasks.

b. Costs savings from outside services– As the organization saves time from optimizing preventative maintenance programs. This will allow employees to take back some work that is currently taken by outside contractors saving costs associated with contractor fees. Explain that internal labor is a straight pass through and does not affect the budget and taking back work from contractors is a direct method of cost savings.

c. Costs savings from optimizing maintenance programs– Optimizing preventative maintenance programs will allow some equipment to operate at longer intervals with less shutdowns and use of parts and materials. Taking in consideration suggestions from our front line employees, the employee recommendations will go through engineering and manufacturing for approval. Reducing costs associated with parts and material while saving time to spend on other tasks will overall reduce costs.

3. Effective preventative maintenance programs

Presenter – Turn to slide 6 of the power point presentation and use the exhibit to elaborate on the advantages and disadvantages of preventative maintenance programs and the unnecessary costs associated with doing it when is not required.


Presenter – Turn to slide 7 and emphasize the necessity for establishing key performance metrics and the continuous change of those metrics to resemble adaptation to the environment through the concept of PDMA.



Presenter – Transition to slide 8 in the power point presentation and open discussion on the following questions to be asked;

Has anyone being in a position and asked yourself;

· Why are we doing this so often?

· There is nothing wrong with this piece of equipment, why are we doing this again?

· We are just wasting time and money doing this job, when I don’t think that is necessary?

After listening to 2-3 participants give their response move forward to reinstate that fact that is all about culture. We need to change our culture, have a questioning attitude and adapt wherever necessary to able to overcome and achieve the organization’s goals.

Closing Discussion – This will be a great time for the members of the team to discuss the workshop and what aspects they will bring back to their department to work on growing as a team to work toward a common goal to achieve success as a whole. The main topics should revolve around the importance of employee engagement, having a questioning attitude, changing our culture, and establishing a method of tracking improvements. If the participants do not bring up the fact that in the past there has been a lot of wasted resources, this topic should be brought up by the presenter for further discussion.

Key takeaways

Presenter – Turn to slide 8 in the power point presentation and go over the following bullets:

· Metrics are used to define our organizational model or our business as usual behavior.

· Performance indicators will be used to drive a specific outcome by adjusting the way we do everyday business by assisting in setting clear expectations.

· Efforts and resources will focus on what is important to the organization to be successful by supporting the overall strategy in elaborating about the following factors;

· Where it has been

· Where it is heading

· Whether something is wrong

· When targets are reached

Section 4: Team Culture

Objective – The overall objective of this section is to teach the audience of the value of working together with a shared responsibility for a specific outcome with regard to the organization’s overall success.

Estimate of time – 15 Minutes

Principles to Teach – Begin this portion that change is coming and motivating the team to see it as a positive time to improve the organization. This is something they will be a valuable contributor of and the necessity to change our culture to be able to adapt to changing market conditions. The emphasis of this section will therefore be to teach the audience the importance of teamwork and how each individual can contribute by understanding the concept of teamwork and the new approach to failure. The presenter will exemplify the concept of teamwork by elaborating the understanding of four perceptions;

a. What is a team – The team concept is something that we as humans spend our lives talking about. As children, some play sports and in teams of soccer, baseball, and/or football. At other times, we invest time in math teams, debate teams, and/or different associations. In the workplace, you are part of a team as well. Generally, you are part of a group of individuals who will work interdependently and cooperate to accomplish the same purpose. At this time, the most basic team is your individual department. The goal is for this different department to each contribute to work together for an overall contributory effort to reach the organization’s goals.

b. The purpose of teamwork – No more silos or playing the blame game, we need teams to take accountability, ownership, and create a support system for each member of the organization. The purpose of a team in its most basic concept is that we are all in this together. If one department fails to meet expectations then we have failed as well. Teamwork will increase emphasis on problem-solving, process improvements, and group identity which will serve to positively impact our culture.

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