LAF_Playbook_Mar6

PAR9!
PLAYBOOK

Understanding and Applying
the 9 Daily Supervisor Essentials



PAR9! PLAYBOOK

Name
Address
Date

4 • PAR9! Playbook

PAR9! Playbook • 5

INTRODUCTION

Making Keystone
Behaviours into Habits

Those who directly supervise the hourly Supervisors are most effective when they are
workforce have an obligation to accomplish able to manage their teams actively, which
work tasks through the direction of the means they need to be physically present
activities of others. Ensuring the health – to see, feel, and hear what is going on in
and safety of those under their supervisory the work environment and with their teams.
control is a given in both the legal Field presence requires time, and with all
and corporate senses – it is expected. the demands on supervisors, time is always
Supervisors need to make sure the both of the essence. Incorporating basic elements
the workplace and assigned work tasks are into a daily routine ensures that the right
safe before they begin, and at the same things are happening regularly and allows
time, they need to meet specific production, the habits to form that support effective,
quality and cost objectives. It is clear that safe management of a workforce.
a supervisor’s job is not an easy one, but
balancing all these different demands does There are 9 essentials that, if done daily
not necessarily need to create conflict or by supervisors, will greatly decrease the
any kind of internal strife. Conflict begins to potential for harm to occur within their
exist to when elements of a task are viewed workforce, keep the workforce more
as optional; in such a case, decisions to engaged, and support effective execution of
be made are weighed in an ‘either’ / ‘or’ work task objectives.
scenario. When the supervisor realizes that
the completion of work tasks must be done
safely, their perspective shifts

The question now becomes how do we
reach our work task goal safely, as opposed
to whether certain safety precautions are
necessary or not.

6 • PAR9! Playbook

9 DAILY SUPERVISOR
ESSENTIALS
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PAR9! Playbook • 7

PREPAREPhase One Work Safety Risk

Plan Talk Assessment

Phase Two Physical Equipment Task
Conditions Observation
ASSESS

Phase Three Execution Opportunities Resolve and
to Plan for Improvement Communicate
RESOLVE

8 • PAR9! Playbook

1Phase

PREPARE

• Start of shift is most critical time
• Kickoff of jobs is key to good shift
• First two hours is preferred
• Sets the tone for the shift
• Forces better pre-planning, earlier
• Bringing team together at start allows all 3 elements

to be initiated in many cases

PAR9! Playbook • 9

Say/Do Explained Examples

1.1 “What’s the Every worker should • Job Plan
plan today?” know what’s planned; • Work Order
WORK supers communicate • Scheduled
PLAN what’s expected
Work

Say/Do Explained Examples

1.2 “What was Each shift starts • Daily Huddle
the talk topic with some form of • Tool Box Talk
SAFETY today?” kick-off; safety topics • Life Saving
TALK discussed
Talk

Say/Do Explained Examples

1.3 “Can we All work requires • FLRA
review the some form of RA • PLRA
RISK FLRA?” prior to start; level • PRA
ASS’T depends on nature

10 • PAR9! Playbook

1.1

WORK PLAN

“Success is where preparation
and opportunity meet.”

– BOBBY UNSER

PAR9! Playbook • 11

DEFINITION

A defined plan for what is required to be accomplished by an individual,
team, or workforce under the supervision of a supervisor.

EXPLANATION

Every worker should know what work is planned for the shift at the start
of the shift. Supervisors are responsible for communicating the plan, or at
least confirming understanding of what is to be done. This can be in the
form of a Work Order, instruction on what needs to be accomplished, or
verification that regular duties for that shift are acknowledged.

Phase One

PREPARE

Work Safety Risk

Plan Talk Assessment

12 • PAR9! Playbook

ATTITUDES

• I believe it’s important that I know my targets for the shift before
it starts

• I realize that communicating targets and what success looks like
to my team is essential

• I like to open up discussion for team questions on plans

LEADS
TO

KEY ACTIONS

• Being prepared with a plan of work to give direction to workers
requires preparation in advance, sometimes making the assignments
at end of previous shift

• The work plan review is a key kick-off to the shift to ensure the plan
and objectives are clear and understood

• The discussion of the plan for the shift involves affected workers
getting together for a short period to clarify production targets, review
potential issues, and answer questions

PAR9! Playbook • 13

TOOLS

• Daily Huddle process used in Aggregates is a
component of the Maintenance Module

• Scheduled Work is used in Cement to denote what
tasks and activities have been scheduled that shift

• Stand-up Meeting is a tool to communicate the
work plan during a short, daily, action-oriented, and
standing session

• Incorporate SOPs

COACHES CORNER

How do you keep the team At the end of the meeting, is
engaged for a short review the team clear on expectations
when they are eager and for them for the shift, do they

ready to begin work? have a shared vision?

NOTES

NOTES

16 • PAR9! Playbook

1.2

SAFETY TALK

“It is better to look ahead and prepare
than to look back and regret.”

– JACKIE JOYNER KERSEE

PAR9! Playbook • 17

DEFINITION

A formal or informal discussion with workers about a health and safety
topic that relates to work they are involved in.

EXPLANATION

Each shift should be started with some form of kick-off to explain work
plans and assignments.
The kick-off session is the time when a safety talk topic or ‘tool box talk’
would be reviewed on selected days based on the schedule, or convey
relevant safety information to the affected team members.

Phase One

PREPARE

Work Safety Risk

Plan Talk Assessment

18 • PAR9! Playbook

ATTITUDES

• I see safety as primary responsibility in my role as a supervisor
• I want to make sure safety is ‘top of mind’ for my team when they start

every shift
• I am open to ideas and actively seek input from team
• I believe safety is integrated into the work of my team and I expect

them to consider it throughout the day

LEADS
TO

KEY ACTIONS

• Team knows what the work plan is and safety discussion reminds that
safe work is integrated to all tasks

• Select a specific topic relevant for the day while keeping in mind: work
plan, weather, time of year, risks

• Leverage knowledge from the team to generate discussion, animate
the topic, engage the audience and deliver at same time as work plan
is explained

PAR9! Playbook • 19

TOOLS

• Tool Box Talk
• Life-Saving Talk
• ‘Take 2’ for Safety

COACHES CORNER

How do you make sure each What are the techniques
person on the team has used make topics relevant to
the audience and keep them
received the message about
safety for the shift? engaged and thinking?

NOTES

NOTES

22 • PAR9! Playbook

1.3

RISK ASSESSMENT

“It isn’t the mountain ahead to climb that wears you out;
it’s the pebble in your shoe.”

– MUHAMMAD ALI

PAR9! Playbook • 23

DEFINITION

Formal or informal assessment of hazards associated with planned work,
the potential for harm, and review of necessary controls required.

EXPLANATION

All work completed requires some form of risk assessment. This is always
done prior to starting tasks. Level of risk assessment depends on the
work being performed, but as risk increases, degree of oversight and
authorization from supervision does too.

Phase One

PREPARE

Work Safety Risk
Plan Talk Assessment

24 • PAR9! Playbook

ATTITUDES

• I make sure my team members recognize the importance of risk
assessment for their health and safety

• I communicate that risk assessment is part of the work task, not a
separate activity, but an integrated one

• I see my role as both making sure work tasks are completed, as well
reviewing quality and coaching on improvement

LEADS
TO

KEY ACTIONS

• Based on the task being completed, the appropriate type of Risk
Assessment tool is applied each day

• Risk Assessments are done before work begins, involve all doing the
tasks, and take place close to location

• Risk Assessments are live throughout the task, as conditions change,
they need to be reviewed for new hazards

PAR9! Playbook • 25

TOOLS

• Field-Level Risk Assessment (FLRA)
• Project-Level Risk Assessment (PLRA)
• Drivers ‘Pre-Delivery Risk Assessment’ (PDRA)
• (describe informal risk assessment)

COACHES CORNER

How do you make sure risk
assessment does not become

a check-box exercise?

What technique can you use
to provide quality feedback to
those who are completing risk

assessments?

NOTES

Prepare

ACTION PLAN

STRENGTH

AREAS FOR IMPROVEMENT
1.

2.

28 • PAR9! Playbook

2Phase

ASSESS

• Throughout day, various times
• Gemba – go to the source
• MBWA (Mgmt By Walking Around)
• Need to see, feel, hear to understand and show

it’s important
• Combining conditions and behaviours

PAR9! Playbook • 29

2.1 Say/Do Explained Examples

PHYSICAL Walk thru Review of zones • Pathways Clear
CONDITIONS and look at where work takes • Stairs/Rails OK
site areas place; look for • Structure Sound
anything that may
impact safe work

Say/Do Explained Examples

2.2 Verify proper Correct PPE for task; • PPE Worn
PPE and proper tool use; • Pre-use Insp’n
EQUIPMENT Equipment equipment inspected
prior to use

Say/Do Explained Examples

2.3 Watch people Observe work to • 3-pt Contact
TASK performing verify to standard; • Eye Contact
OBSERVATION jobs looking for formal • MEWP Low
process or GP

30 • PAR9! Playbook

2.1

PHYSICAL
CONDITIONS

“You can observe a lot by watching.”

– YOGI BERRA

PAR9! Playbook • 31

DEFINITION

The real and tangible elements of a working environment that exist,
including any structures, walking surfaces, facilities, and large fixed
equipment.

EXPLANATION

The physical conditions of the work area of concern are in the zones
where actual work activity is taking place, are visible to an observer, or
where people can interface with objects. The conditions reviewed daily
are elements that may impact completion of safe work and that can be
controlled, or at least managed, through mitigation measures.

Phase Two

ASSESS

Physical Equipment Task
Conditions Observation

32 • PAR9! Playbook

ATTITUDES

• I recognize that the physical state of the workplace sets the tone for
the attitudes of those who enter the site

• I believe that if I want to see safe behaviour demonstrated, I must
ensure safe conditions first

• I fight complacency by being open to new hazards every day
• I know that a clean and orderly workplace is a safe workplace

LEADS
TO

KEY ACTIONS

• A walk-through or drive-through of the site takes place every day to
look at physical conditions of the site

• The focus is on physical conditions and identification of deviations
and potential risks

• Issues identified are addressed immediately when possible and if not,
are tracked to completion

PAR9! Playbook • 33

TOOLS

• Gemba Walk
• Workplace Inspection
• Site Observation Tour (SOT)
• Hazards Spotting / Identified Process

COACHES CORNER

How can you incorporate a What ways can be shared to
review of physical conditions encourage workers to let you
into existing processes being know about conditions and
empower them to fix them?
done each day?

Are there ways to bring
others along to always have
a fresh set of eyes during

inspections tours?

NOTES

NOTES

36 • PAR9! Playbook

2.2

EQUIPMENT

“To be as good as it can be, a team has to buy into
what you as the coach are doing. They have to feel
you’re a part of them and they’re a part of you.”

– BOBBY KNIGHT

PAR9! Playbook • 37

DEFINITION

Physical objects that are either worn as protection, such as all PPE, or
used in the completion of work tasks, such as tools and mobile equipment.

EXPLANATION

Appropriate PPE based on their task and location should be worn by
everyone. Proper tool use includes both selection and application, meaning
the right tool for the job being used the right way. PPE and tool use are
easily observable and needed to be monitored closely. Checking on pre-use
inspection for applicable equipment and tools should be completed.

Phase Two

ASSESS

Physical Equipment Task
Conditions Observation

38 • PAR9! Playbook

ATTITUDES

• I believe that all workers require the right equipment in order to do
their jobs safely and efficiently

• I understand that processes in place to ensure safe equipment must
be validated to confirm they are being done correctly

LEADS
TO

KEY ACTIONS

• Equipment such as PPE, tools, and mobile equipment onsite are to be
spot checked daily

• PPE must be correct for the task and worn appropriately without
exception

• Checks are done to verify the right tool is selected for the job and used
in the right way

• Equipment onsite is inspected to ensure it is in proper working order,
or at least for system validation

PAR9! Playbook • 39

TOOLS

• Site Observation Tour (SOT)
• Circle Check / Pre-Start Check Spot Audit

COACHES CORNER

What are the most efficient How does ensuring the right
ways to validate that a tools are used for the job

system for equipment safety help ensure both safety and
is functioning? productivity?

NOTES

NOTES

42 • PAR9! Playbook

2.3

TASK
OBSERVATION

“If you want to win, do the ordinary things better
than anyone else does them day in and day out.”

– CHUCK NOLL

PAR9! Playbook • 43

DEFINITION

A visual review in real time of a work activity that includes evaluation of
potential risks to people or property.

EXPLANATION

Standard processes and procedures are to be followed while completing
tasks. Observing the actual task in real time is the easiest and most
effective way to validate the process and understand behaviours exhibited.
Good practices and techniques used can also be seen easily, discussed,
and feedback provided. Selection of tasks to observe each day should be
based on risk prioritization of activities happening. Observations should
result in some form of reinforcement of behaviours observed.

Phase Two

ASSESS

Physical Equipment Task
Conditions Observation

44 • PAR9! Playbook

ATTITUDES

• I believe that interface of workers and their equipment/conditions is
where the most potential for injury exists

• I see my role as providing feedback to workers to reinforce the
expected behaviours for safe work

• I am comfortable asking for clarification when something I see doesn’t
make sense

• I realize correct task execution is most productive in the long run

LEADS
TO

KEY ACTIONS

• Select a task that is done by workers and observe how it is being
completed versus standard operating procedures or expected practices
for that type of work

• Validate whether the body mechanics, techniques and control
measures used are appropriate for the work

• Address both positive and negative elements of the observed task with
the worker before leaving as part of an open dialogue and expect input
from worker

PAR9! Playbook • 45

TOOLS

• Site Observation Tour (SOT)
• Visible Personal Commitment (VPC) Approach
• Gemba Walk
• Standard Operating Procedure (SOP) checks

COACHES CORNER

Are there ways to incorporate What techniques can be
task observation into existing applied to communicate

processes to be more when tasks are not
efficient in time spent? performed correctly?

How can you leverage
relationships to help make

task observation easier
to do?

NOTES

Assess

ACTION PLAN

STRENGTH

AREAS FOR IMPROVEMENT
1.

2.

48 • PAR9! Playbook

3Phase

RESOLVE

• Circling back to review progress to target
• Review, Resolve, Respond (3 Rs)
• Done before end of shift, can be multiple times
• Allows for improvement ideas to discussed
• Answers not always what you want to hear, but it’s key

to provide status at least
• What seems like small issue to supervisor may have

huge impact on a worker
• Wrap-up to the day and lead to next day’s plan

PAR9! Playbook • 49

Say/Do Explained Examples

3.1 “What did we Discussion with • Check-in Points
accomplish? workers on what went • Contractor Visits
EXECUTION Work go as well (or not) during • Debrief Talk
TO PLAN expected?” shift; understand
change

Say/Do Explained Examples

3.2 “How can we Tasks reflected on • Job Close-out
OPPORTUNITY make this to determine ways • Debrief Talk
FOR IMPRV’T task better?” to improve;

Say/Do Explained Examples

3.3 “Anything Closing the loop • Site Issues
RESOLVE & I need to on any open items Tracker
COMMUNICATE follow-up from day; response
on?” on issues and • Debrief Talk
actions that day

50 • PAR9! Playbook

3.1

EXECUTION
TO PLAN

“Coaches have to watch for what they don’t want to see
and listen to what they don’t want to hear.”

– JOHN MADDEN