1. 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

2. Agenda MMAC Overview Changes in MMAC Electrical Program
Culture Change Model
Specific examples
Sustainment
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.

3. 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

4. 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

5. 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 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

6. 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.

7. 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

8. 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

9. 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

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