1. Project Status Review
May 13-15, 2008

2. LCLS Project Status Review
Focus and drivers
Construction Safety

3. LCLS Installation and Commissioning Time-Line
First Light
in FEE
Early Science program start
First Light
in FEH
LTU/Und/Dump Install
PPS Cert. LTU/Dump
FEE/NEH Install
X-Rays in NEH
FEH Hutch BO
CD-4 (7/31/2010)
PEP-II run ends
FEH Install
now J F M A M J J A A S O N D J F M A A M M J J A S O N D J F M A M J J
Down
PPS
Near Hall Operations
Linac/BC2 Commissioning
Re-commission Inj/BC2 to SL2
LTU/Und
Comm.
NEH Operations/ Commissioning
FEE
Comm.

4. We Focus On Two Near Term Objectives
Complete the next “140 days” of Turner led construction activities safely while simultaneously installing the undulators and other elements of equipment.
Minimize installation rework or construction progress interferences.
Transition quickly from a "Turner operated" site to an entirely "LCLS Operated" site.
Achieve Science in ’09 Objective – In the next 15 months deliver:
The integrated early science portfolio, user community outreach, policy definitions and administration, integrated SLAC/LCLS infrastructure and business systems,
Routine LCLS accelerator and laser operations, and ultimately
Be fully ready for 500 – 1000 hours of beam time access

5. We Focus On Two Near Term Objectives
Complete the next 140 days of Turner led construction activities safely while simultaneously installing the undulators and other elements of equipment.
Minimize installation rework or construction progress interferences.
Transition quickly from a "Turner operated" site to an entirely "LCLS Operated" site.

6. PROJECT SAFETY EXPERIENCE Through 31 October 2007
DART Rate
Total Project Hours
1.4 M Hours worked
SubContractors
322 K Hours worked
6 DART Incident
1 Days Away
1 Total Recordable Case
LCLS Collaboration
1.1 M Hours worked
2 DART Injuries
20 Days without DART
147 Days without Days Away
Note: Injury rates based on 200 K hours (100 man years) of effort.

7. PROJECT SAFETY EXPERIENCE 29 March 2008
DART Rate
Total Project Hours
1.73 M Hours worked
LCLS Collaboration
1.27 M Hours worked
2 DART Incidents
None in past 24 months
LCLS Sub-Contractors
108 K Hours worked
No Injuries
TCCo
348 K Hours Worked
8 DART Incidents
CF Managed Work
MMF, Sector 20, Research Yard Demotion, Substation 522, etc, are examples of contracted work managed by CF. Their results speak for themselves. The management of these sub-contractors was not without issues, but the issues were identified and addressed by the CF UTRs in an effective manner.
John Galayda set the tone early in the management of sub-contracted work by personally reviewing the UTR work planning packages and insisting on resubmissions until he was satisfied that they understood the details of the work and the level of oversight expected of the UTRs. Project UTRs and Installation managers have the implementation and enforcement of construction safety as a condition of employment.
Technical Systems Installation
The management of the technical systems installation, beginning with the injector and continuing to today, has been accomplished with a work planning & control process the project developed.
The process relies on installation manager ownership of safety planning
The process relies heavily on the ISM 5 Core Functions
TCCo’s performance is causing us alarm
GC Managed Work and details of the LCLS stewardship of the contractor safety will be addressed in the CF breakout. However, at a high level lets take a look at what LCLS Management has been doing to address the problem.
Note: Injury rates based on 200 K hours (100 man years) of effort.

8. CONVENTIONAL FACILITIES
Safety Performance – Last 30 Days
Turner Construction senses they are “over the hump”
Injury rate increases (DART rate above national average)
Turner personnel and trade personnel changes / fines levied
Tunnel contractor begins to de-mobilize
Oversight Findings: Serious injuries (shoulder and hand)
Actions:
Work Activity stopped.
Trade and Management personnel changes made
Safety statistics reviewed – ISM focus on “Perform the Work” inadequate
Letter to Turner Corporate

9. CONVENTIONAL FACILITIES
What must we do differently?
Plan for joint observation and monitoring of the work – while maintaining Turners performance obligation.
Review of JSA / Pre-task meeting notes
Attendance at each Pre-task meeting (Turner augmented by CF UTRs)
Monitor Specific trade contractors or activities for safe work practices
Minimize site distractions
Consolidate tour planning and routes
Focus on field management and awareness
We own site safety and will maintain safe progress