1. Gas Utility Operations Best Practices Program
February 13-14, 2013
Gas Utility Operations Best Practices Program
2013 Quality Management Best Practices Roundtable
Le Meridien, Philadelphia, PA
Group Discussion Summary – Construction and Leak Repair
Facilitator – Nneka Assing

2.
Note: The survey responses are based on an informal survey and are for general information only. They are not intended to bind any company or state a company's official position. The information represents an unaudited compilation of information and could contain coding or processing errors. Anyone using this document should rely on his or her own independent judgment or, as appropriate, seek the advice of a competent professional. References to work practices, products or vendors do not imply an opinion or endorsement by AGA or a responding company. This publication is confidential and proprietary to AGA. AGA Full and Limited Members are granted a limited license to reproduce this publication for internal business purposes but not for regulatory or civil matters. This document is not intended to provide legal advice or opinions. As always, you should consult your legal counsel for advice based on the law and your company’s specific facts and circumstances. Copyright & Distribution: Copyright © 2013 American Gas Association. All rights reserved. This work may not be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by information storage and retrieval system without permission in writing from the American Gas Association. AGA Full, Limited and International Members are granted a limited license to reproduce this publication for internal business purposes but not for regulatory or civil matters.

3. How should the quality of work being performed be measured
Timeliness (arrival time)
% of leak repair entered into GIS
Record accuracy
Error percentage
Repeat leaks within xx days
Installation time
Cycle time
% work inspected in compliance with standard

4. How should the quality of work being performed be measured
Measure quality of key workmanship aspects such as weld pass rates and surface prep for coatings (PG&E). Also measuring process steps related to permitting, as-builts, etc.
Safety and customer satisfaction are two key metrics that DTE is focused on; contractors and company employees are held to similar metrics. Metrics on scorecard are weighted. Within each metric are specific measures based on system data or feedback from operating groups. They have a comprehensive way of measuring and looking at defect rates. Recently started implementing performance metrics tied to compensation and this is really starting to make a difference.
Enbridge – Conducts pre-qualification. Have trigger points for their contractors that can negatively impact bonuses on the contracts if they find issues. They use ISN Worldnet for contractor pre-qual. Also, they review their paperwork on a percentage basis.

5. Describe the key components of an audit and training program
Having a standard to audit against
Clearly documented & communicated expectations
In-house employees that audit contract crews, but they are required to be rotated
A strong contract with contractor
QC the contractor training program
Geographically available training
Effective change management

6. Describe the key components of an audit and training program
On- site training when issues are discovered
Including call center when new training occurs
Pool of resources that have been trained and are qualified to work on your system (i.e. trade schools, etc.)
Welder qualifications are up to date
Random, unscheduled site visits

7. Describe the key components of an audit and training program
Integrys - Training is separate from the audit process organizationally; however, auditors go through the same training so they understand the work.
Enbridge - The engineering group sets the items for auditing. They asked engineering what points of the audit is considered critical (i.e., fusion) so these critical items are weighted heavier. They give a score for the audit.
PSE has a training trust and performs audits of the trainers performing the qualifications
PG&E links their document development and implementation (OQ, training) processes to include a review/audit by the Quality department to determine the effectiveness of the training and/or written procedures

8. Describe the innovative technologies and procedures being implemented
RMS program for Leak repair documentation - Alagasco
Mapframe – notes added to their mapping system from the field – UGI Utilities
GPS for critical valve location – Piedmont
GPS transmission work – New Mexico Gas
Tablets w/ stylus (Maximo) – South Jersey Gas
Photographs attached to work order – PGW/South Jersey Gas

9. Describe the innovative technologies and procedures being implemented
Use of trenchless technology, cured in place liner, and pipe bursting when you don't have many services to tie over – Con Ed
Using directional drilling to run a low pressure pipe by a higher pressure pipe. This allows you to move the services over without a major customer impact. – Laclede Gas
Using iPads to collect information on a service that goes back to the GIS and the status dots on the map representing the service will change color. This allows back office ticket reviewers (i.e., Ticket Dude) to see what the field people are doing real time. – Integrys

10. Describe the innovative technologies and procedures being implemented
Puget Sound: Have newer inspectors; Also have software "Microsoft Streets & Trips" which will optimize their routing; Using randomizer to do random sampling; cross bores - post construction camera inspections for new construction
Sidewalk replacement technology that uses suction cups to pick up a portion of the sidewalk, so the utility can perform work under it. – Laclede
Washington Gas: have laptops/smart phones for all Supervisors and can access procedures/standards remotely; Small World - has facilities mapped, with information (date installed)
PSEG: uses keyhole technology (trenchless) to cut off stubs/services, using camera technology to look for water intrusion

11. Performance based accountability Inspectors for contractors
Describe key management considerations accounting for differences between employees and contractors
Employees
Cost
Union vs Non-Union
Safety Program
Performance based accountability
Inspectors for contractors

12. Same processes and criteria Same technologies Quality accountability
Describe key management considerations accounting for differences between employees and contractors
Contractors
Cost
Same processes and criteria
Same technologies
Quality accountability
Ease of dismissal
Level of Quality Assurance/Control
Strategic relationship

13. Describe key management considerations accounting for differences between employees and contractors
Citizens Energy: 100% of construction work is contract, they handle maintenance (leak repairs) in house
PG&E: moving toward long-term Alliance Contract arrangement to establish longer term partnerships, expect cost benefits for assurance of long term work
Puget Sound: went to a service provider model - they are the asset owner; their employees are first responder (make safe) and contractors take it from there (they don't do any digging)

14.
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