LAF_Playbook_Mar6

PAR9! Playbook • 51

DEFINITION

A review of performance to target at a given time; can be considered a
‘check’ on status for work tasks during or after job.

EXPLANATION

Every worker knows the work planned for the day at the start and should
then be executing on the plan of the day. Discussion with workers on how
things are going, what is going well, and what constraints exist should
occur during the shift. If something about the work changed, it is a chance
to understand why and reinforce safe behaviours to avoid rushing. Meeting
or exceeding expectations is an opportunity to be utilized for positive
reinforcement and recognition of success.

Phase Three

RESOLVE

Execution Opportunity Resolve &
to Plan for Imprv’t Communicate

52 • PAR9! Playbook

ATTITUDES

• I realize getting work done doesn’t mean it was done safely and I ask
about hazards found or shortcuts taken

• I believe that each worker has daily objectives and understanding
if they were met is fundamental for the success of my part of the
business

• I am curious as to what barriers or issues resulted in daily goals and
objectives not being met

LEADS
TO

KEY ACTIONS

• As the shift end nears, checking in on achievement of targets done
safely relative to the plan is needed

• Confirmation of execution success to what was expected provides
important information for preparation of the next shift and highlights
any issues

• Targets not met provide excellent chances to discuss what occurred to
prevent meeting goals, or if safety was impacted due to time/resource
constraints

PAR9! Playbook • 53

TOOLS

• Daily Huddle Sheet
• Short Interval Control? (Proudfoot example)

COACHES CORNER

How can you simply and Are existing tools in place I
efficiently verify work can leverage to visualize work
completion and get feedback
completion for a variety of
workers doing different tasks? on factors affecting safety?

What ways can I involve
my workers in self-

reporting job status to give
them more autonomy?

NOTES

NOTES

56 • PAR9! Playbook

3.2

OPPORTUNITY FOR
IMPROVEMENT

“The greatest accomplishment is not in never falling,
but in rising again after you fall.”

– VINCE LOMBARDI

PAR9! Playbook • 57

DEFINITION

Identification of potential improvements to make work safer, more
productive, or improve quality through dialogue with workers.

EXPLANATION

Knowing the outcomes from ‘Execution to Plan’ leads to further
questions about how to improve going forward. Tasks or jobs completed
can be reflected upon and a determination of ways to make things better
is part of the daily discussion with workers. Identification of continuous
improvement ideas are optimized while the tasks are still fresh in
peoples minds.

Phase Three

RESOLVE

Execution Opportunity Resolve &
to Plan for Imprv’t Communicate

58 • PAR9! Playbook

ATTITUDES

• I believe that every worker has good ideas but not all will speak up, I
need to be deliberate in asking for improvement ideas from my teams

• I realize that every part of our work (safety, quality, cost, production)
can be continuously improved

• I am open to listening to all ideas and recognize that only some will be
implementable

LEADS
TO

KEY ACTIONS

• Understanding how daily tasks went is followed up by how things can
be improved while the task is fresh in peoples memories and feedback
can be given

• Issues that prevented achieving a target, made a task more challenging
than expected, or introduced unnecessary risk are discussed openly
with workers

• When things go well, asking why and how we can ensure it happens
every time is key to improving

PAR9! Playbook • 59

TOOLS

• Job Close-Out on Risk Assessment
• (insert Proudfoot concept)
• Near Miss / Hazard Identified Reporting Tools

COACHES CORNER

How can you segway from How do you look for safety
how things went to how can improvement in tasks when no
things be better every time a incident occurred and convince

job is closed out? workers it’s important?

NOTES

NOTES

62 • PAR9! Playbook

3.3

RESOLVE AND
COMMUNICATE

“The single biggest problem in communication
is the illusion that it has taken place.”

– GEORGE BERNARD SHAW

PAR9! Playbook • 63

DEFINITION

The resolution and communication back to workers regarding issues,
concerns, and ideas, regardless of whether they are completed yet or not.

EXPLANATION

Planning, problem solving, and open communication generates questions
and potential actions, but unless the ‘loop is closed’, those expecting
answers will never know what happened. Any commitments fulfilled (or
not) need to be communicated to the right person promptly. Supervisors
owe their people an answer to questions or suggestions made, whether
fulfilled yet or not.

Phase Three

RESOLVE

Execution Opportunity Resolve &
to Plan for Imprv’t Communicate

64 • PAR9! Playbook

ATTITUDES

• I believe that I owe a response to my team members when they ask me
for something

• I recognize that getting an answer is more important that giving the
answer someone might want

• I realize that unresolved issues, no matter how small, can grow and
spread when not addressed promptly

• I can build trust by doing what I say I will do

LEADS
TO

KEY ACTIONS

• Commitments made based on issues, questions, or ideas are followed
up directly with person who raised them

• Feedback and next steps are communicated and ongoing issues
requiring additional action are properly tracked

• Safety issues are closed with either a temporary or permanent fix
before shift end and teams are made aware

PAR9! Playbook • 65

TOOLS

• Action-tracking forms (Site Issues Tracker)
• Sticky notes or reminder apps on phones

COACHES CORNER

What memory devices can Are there ways to involve
you utilize to help you follow- the teams in resolving and
communicating their own
through on commitments issues to give autonomy and
made? (sticky notes, phone
empowerment?
apps)

NOTES

Resolve

ACTION PLAN

STRENGTH

AREAS FOR IMPROVEMENT
1.

2.

ELEMENT OVERALL ACTION PLAN DATE
1.
ACTION

2.

3.

Sign:
Date:
Manager: