FAA MMAC Electrical Safety Program Implementation & Culture Change Federal Aviation Administration Presented to: Oklahoma FFSHC By: Stephanie Schroeder, FAA, MMAC Date: November 9, 2017 1

Agenda MMAC Overview Changes in MMAC Electrical Program Culture Change Model Specific examples Sustainment https://www.faa.gov/TV/?mediaId=1604 Now Playing“At the Center” Short Version July 27, 2017 | Running time 4:07 Whether it’s training, I.T. and financial services, maintenance and support, human factors and medical research, or flight inspections… there’s a lot going on at the Mike Monroney Aeronautical Center in Oklahoma City, OK. https://en.wikipedia.org/wiki/Mike_Monroney_Aeronautical_Center https://www.faa.gov/about/

MMAC Electrical Safety Program 2007: VPP & LOTO program improvements 2009: MMAC Arc Flash Hazard Analysis 2011: Electrical PPE Improvement 2012: ESQP Training Initiatives 2012: Annual Electrical Safety Program Audit 2015: MMAC Electrical Equipment Maintenance 2

Culture Change Model Identify FOCUS area Build coalition Form vision & initiatives Engage team Generate quick wins Sustain improvement Identify FOCUS area Build coalition: Establish common ground Form vision & initiatives Engage team Generate quick wins Sustain improvement

VPP & Lockout/Tagout Focus: VPP Audit identifies lack of LOTO Coalition: 5 Industrial Orgs Vision: OSHA Compliance Engage Team: Safety Reps & Union Generate: LOTO Procedures Sustain: Audits Identify FOCUS area VPP Audit identified that MMAC had five various LOTO programs and some were more effective than others. The procedures were not standardized and training was not consistent. In order for the FAA to attain VPP status this program must be improved. Top management supported the VPP effort and backed the LOTO development. MMAC organizations were not necessarily excited about directing all their attention to the development of this program within 90 days. Build coalition: Establish common ground AMA: FAA Academy AML: FAA Logistics Center AJW-3: Flight Program Operations AJW-14: NAS Engineering AMP-300: Facilities Maintenance Coalition included reps from each of this areas and experienced technicians. Form vision & initiatives As a team we met weekly to develop a standard LOTO checklist based on OSHA regulations, FAA requirements and union agreements The checklist included all major LOTO required components. Verification of zero energy was a sticking point. Engage team Worked with each division to evaluate their equipment Coordinated to establish an inventory of goals and timelines specific to them. AMA – works with the specific safety manager and team leads and instructors. AMP-300 - work with the contract safety manager and FMS. A lot of pushback and briefings. Eventually they hired a contractor to come in and develop LOTO procedures for all 700+ equipment. We did not specify how – we specified why, when and what Generate (quick wins first) always in collaboration AMA: Work in groups – evaluate and develop together AMP-300: long term growth Sustain improvement AMP-300 incorporated into facilities management Audits focused on different areas of program Training grew from 2 hours and OJT to being incorporated into ESQP. Periodic inspection items are still a challenge

Electrical PPE – Collaboration Currently estimating 1.45% failure rate for FY2016 (25% failure rate before the program began) of gloves being tested by CESI. Goat skin gloves encouraged the use of leather gloves. Arc rated gloves with dexterity.

Arc Flash Hazard Analysis > FY09 Serious incident at Miami worksite Team met to evaluate and develop solution Created list of buildings that need AFHA Inform & Engage Team AFHA conducted in high use training labs Five year reviews & new construction Identify FOCUS area: Serious incident at Miami worksite Build coalition: LOTO AMA Team met to evaluate and develop solution Form vision & initiatives: develop list of bldgs to be completed and schedule to include potential funding streams. Engage team: FAA AMA instructors, technicians, management and unions were key to this effort Generate quick wins Sustain improvement

Electrical Equipment Preventative Maintenance Establish EPM Program (NFPA 70E) Team of Facilities MX, Engineering & Safety Defined the scope of this program Conducted inventory of MMAC equipment Planned for 3 activity task levels Secured funding for initial year of activity Conducted EPM by contract and internally Utilizing Archibus for activity coordination AMP established an MMAC (AMP) electrical equipment preventative maintenance program. The program includes consideration of recent MMAC electrical equipment maintenance, established FAA guidance for EPM and documentation of maintenance in Archibus.  An AMP team evaluated and determined the scope, implementation schedule and cost associated with conducting this effort. Ongoing efforts Document storage, retrieval and access location Continued coordination with FAA Academy Coordination with WJHTC

Sustainment Electrical Safety Subcommittee Updated FAA Orders related to Electrical Safety Electrical Safety Program Audits ESQP Training Electrical PPE MMAC Electrical Incidents MMAC Arc Flash Hazard Analysis MMAC EPM Program Organization Updates 2017 ESP Audit Focus Items & Dates Periodic Inspections Blocked electrical panels Documented meeting with Electrical Contractors AAM: CAMI AMA: FAA Academy AML: FAA Logistics Center AJW-3: Flight Program Operations AJW-14: NAS Engineering AMP-300: Facilities Maintenance AMP-400: Architectural and Engineering 5

Conclusion Program growth requires employee engagement Effective change requires the inclusion of many perspectives