Livewire Volume 5 Issue 1 by IB Abel

2015 || VOLUME 5 || NUMBER 1

IB Abel crews install transmission structure with cell antenna array THE IB ABEL COMPANY NEWSLETTER

WWW.IB-ABEL.COM | (717) 845-1639

PRESIDENT’S LETTER

Fresh Starts

CONTENTS

PRESIDENT’S LETTER Fresh Starts

inter may not be the best time to bring this up, but I think we are lucky to live in a part of the world that experiences four seasons. This natural cycle happens reliably year after year. Winter’s deep freeze is thawed by the warming temperatures of spring. Plants come out of a dormant state and sprout new growth. The world around us gets to have a fresh start every year. As the year progresses, the heat of the summer is cooled by the crisp fall air. The ice and snow come, and the cycle starts again. Businesses have cycles as well. Each year, we close the books and report the financial results. We do our tax returns, and if we were skilled and lucky enough to come out ahead, we give the government their cut. The great thing is, we reset to zero and once again get to go for that best year we ever had. We also update our business plans. We look at what we accomplished—or didn’t—in the past year, build upon our experience, and set new objectives for the upcoming year. More than 100 times, we have been able to put all our mistakes behind us, take what we learned through them, and go for it again. Just like the seasons, we get a fresh start each year. Our business planning process is simple. We want to provide value to our customers, create opportunity and satisfying work for IB Abel employees, and make a fair profit. We set goals and develop strategies to achieve them. This year, these goals include providing additional services for new and existing customers. We also plan to expand geographically. We will increase the value we provide to –Patrick A. Kinsley our customers by continuously improving our SQP (Safety, Quality, and Productivity) best practices and utilizing our HuP (Human Performance) tools. Improvements to our own business infrastructure will make us more efficient and allow us to provide better support to our own internal customers. I enjoy going through this process with the IB Abel leadership team each year. Their expertise, ambition, and enthusiasm energize me and renew my optimism that this will be our best year ever.

Just like the seasons, we get a fresh start each year.

Sincerely,

VALUE

GIVING BACK Friendly Competition Helps Families in Need

UTILITY SERVICES PPL Electric Utilities

UTILITY SERVICES NSTAR

ELECTRICAL SERVICES Change of Plans

SAFETY SPOTLIGHT Addressing Critical Steps Prevents Incidents

ELECTRICAL SERVICES Pratt & Whitney

SAFETY SPOTLIGHT Penn Waste

EMPLOYEE SPOTLIGHT Greg Grove

COMMUNICATION SERVICES Columbia Gas

IB ABEL INC. 620 Edgar Street York, PA 17403 (717) 845-1639 www.ib-abel.com LiveWire is published in partnership with: The YGS Group 3650 West Market Street York, PA 17404 (717) 505-9701 www.theYGSgroup.com EDITORIAL Editor Kayla Resh VP, Editorial Services Kelly Crane Winkler Managing Editor Lori Racey Senior Writer Pat Curry Assistant Managing Editors Ashley Reid and Melanie Bracey Editorial Coordinator Jordan Kell

Patrick A. Kinsley, President

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DESIGN VP, Marketing Services Jack Davidson Publication Designer Zon Buckley Account Director Tina Enck

VALUE

Safety Is Our Primary Value By Willard R. Wolf, Vice President, Utility Services

alue is a very broad term with many meanings and uses, in both everyday life and modern business. It is not uncommon to hear, “That’s a good value,” meaning something is worth the sale price. Perhaps you have seen “added value” as the reason that one might choose one service over another. At IB Abel, we view value as the reason why our customers come to us and continue to reward us with ongoing opportunities. But what value are we providing that sets us apart from our peer electrical service providers and specialty contractors? Our basic mission at IB Abel is to “differentiate ourselves by providing exceptional value to our customers and exceeding their expectations.” To accomplish this, we must provide best-in-class Safety, Quality, and Productivity (SQP) in the electrical industrial, commercial, government, transmission, distribution, substation, communications, security, and wireless markets in the Mid-Atlantic, Northeast, and Great Lakes regions. Many of us have written in previous issues of LiveWire about SQP and the specific order in which those simple, yet so important words are placed and their significance here at IB Abel. All three are equal, yet

quite purposely we state them for all to see that for us, safety, quality, and productivity are the keystone of our business. Yet of those three path-guiding words, only one fundamentally directs our business. A couple of weeks ago, Tom Miller, a TD&S estimator in Utility Services, said to me: “You know what distinguishes IB Abel from the other utility contractors that I see? It’s our unwavering commitment to safety before all else. Not that we need one, but it’s our brand identity.” I challenged Tom, but he was adamant—as he often is when he truly believes in something significant. Upon reflection, I came to realize that he was right. If we have to be known for something, isn’t our commitment to safety a good thing to be known by? As a team, we invest a tremendous amount of resources, time, and money toward a consistent application of SQP and the essential use of the U.S. Department of Energy Human Performance (HuP) tools in all aspects of our work. We are often complimented for our team’s mastery and use of HuP tools. For example, SQP/ HuP is an essential part of every project pre-construction meeting, daily tailboard meetings, monthly safety committees, individual weekly project meetings, team

Pat, Jim, Denny, and I all believe that caring for the safety of our employees is the absolute first reason why we are employed. 3

lead meetings, project manager meetings, and countless other gatherings of IB Abel employees. Newer customers point out that IB Abel is alone in our market segments in the use and understanding of SQP and HuP among our peers. Existing customers tell me we are at the top in the safety category in their contractor communities. It has become evident that is the single reason why we continue to attract and retain such talented employees. So why would we employ more safety and quality professionals per capita in our peer industries and dedicate so much time to training, auditing, and retraining employees in this area? This answer is quite simple. We dedicate so many resources because it is important to our customers, our stakeholders, and the IB Abel leadership team, and it is the right thing to do. I do this because I believe in it, and it is the single most important aspect of our business. Pat, Jim, Denny, and I all believe that caring for the safety of our employees is the absolute first reason why we are employed. If we fail at protecting our community, we have failed. I have failed. And if I may, we at IB Abel do not like to fail at anything we do. That brings me back to value and SQP. Those other two letters, which represent quality and productivity, are equally significant, but as with everything we do, they follow safety. And they should. •

2015 || Volume 5 || Number 1

GIVING BACK

Friendly Competition Helps Families in Need 2014 United Way drive sees big increases over previous year.

B Abel employees outdid themselves in 2014 in supporting the United Way of York County. Participation was up 400 percent over the previous year, and more than double the amount of funds was pledged. IB Abel has been a longtime supporter of the United Way of York County. When the company was smaller, the entire staff would get together for a dinner at a local restaurant, and a United Way representative would share about the organizations it funded. As the company grew, that event turned into a catered breakfast at the fairgrounds. “We did that for many years,” said IB Abel United Way coordinator Chris Linebaugh. “Now since our employees work all over the state, we stopped having the breakfast, took the money we saved, and donated it to the United Way as a company.” Unfortunately, at the same time, employee participation dropped off, Linebaugh said. This year, an effort was launched to reinvigorate involvement. Anyone who contributed more than $50 earned a chance at a drawing for $1,000. The lucky winner was Richard A. Barber Jr., a journeyman lineman who was working from the Lancaster yard. “It was a very nice Christmas present for him,” Linebaugh said. The teams with the highest participation were treated to a luncheon. Utility Services had a healthy competition between the yards for the most participation. The winning yard received a luncheon, and several managers and vendors contributed items for drawings, including a $500 gift card, for anyone who

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contributed $50 or more. They ended with a tie between the Lancaster Yard and the Transmission team. The Administrative Department was another luncheon winner. “The Administrative Department only has 22 to 24 people, and we had over 76 percent participation.” Linebaugh said. “We had some fun banter back and forth in the office.” Within Electrical Services, the smallworks electricians had 100 percent participation. “That, to me, was outstanding,” Linebaugh said. “They were all brand-new employees in 2014, and every one of them contributed.” All together, 131 IB Abel employees raised more than $20,000, and the company made a corporate donation of $5,500. Most of those funds will stay in the community to help local residents; and some were designated to various employees’ home communities outside of York County. United Way of York County supports 36 local agencies that enrich the community in a wide variety of ways, including: Leg Up Farm, a therapy center for children with disabilities and developmental

delays. Programs include organic gardening, hiking trails, horseback riding, a therapeutic play space, summer camps, and Kasey’s Kids, which pairs an at-risk child with an educator and a therapy dog to improve the child’s reading and self-confidence. Pressley Ridge, an agency that provides services for families and children with serious emotional and behavioral problems. The agency oversees residential treatment programs, provides foster care services, assists children with autism, provides educational services to children with hearing loss, and much more. Its mission is to do “whatever it takes to create success for children and families.” The Crispus Attucks Association, which provides education services, human services, community development, and affordable housing. Its programs include a senior center, a charter school, a child care center, employment training, and a transition center to help men coming out of state prison return to the community. We hope that the success we achieved this year will lead to more ideas on ways to improve future campaigns. •

GIVING BACK

“I donate because I like to give back to the community. I also love my new FR jacket.” Jeff Grove Equipment Operator

“I support the United Way because they provide a safety net for people in our community who may not otherwise have one.” Thomas C. Miller TD&S Estimator “I have contributed to the United Way for many years, just to do my part of giving back to the community. In addition, I designate funds to be given to the Visiting Nurse Association. I was very impressed by the services that the VNA have provided to my parents and relatives to make their lives as comfortable as could be, in their time of need.” Lynn A. Meckley Project Manager/ Estimator

“I’ve been giving to United Way since 1975. I was always told by my elders that it was a worthwhile charity and did in fact benefit our community. We can all afford to give a little bit!” Tom Koontz Electrician

“The United Way is a communitybased organization dedicated to improving the lives of people. As a member of our community, I feel a duty to support organizations that improve our citizens and, in part, our country.” John Craig Communication Technician

“We were born with the ability to change someone’s life, and we shouldn’t waste it. Giving back is providing a helping hand.” Giselle Sanchez Project Assistant

Customer Feedback

“I give to United Way because I feel that there are people in the world that could benefit from my donation. I feel that I make a good living being a union electrician at IB Abel, so why not give to people that need a little help?” Jason VanSickle Electrician

“I support the United Way because it funds 72 programs and 36 partner agencies in our local area, improving the lives of individuals and families in our community.” Donald L. Kreider PTAG Coordinator

“I contribute for the kids. United Way is in a better position to provide assistance, meals, day care, preschool, etc.” Ron Howell Chief Estimator

Congratulations on the Bar Association Building passing the final inspection. We also want to note the professionalism and workmanship of the contractors selected for this reconstruction work. It was a pleasure to work with all on this project. —Gary Horning, Bureau Chief, Code Compliance and Inspections

2015 || Volume 5 || Number 1

SAFETY SPOTLIGHT

Addressing Critical Steps Prevents Incidents Focus 3 to Integrate Personal Accountability Program By Robert Zillweger IB Abel Director of Safety and Quality

n 2014, with the guidance of our clients and executive leadership, the Safety & Quality Department was tasked with initiating our “Focus 3” program. Focus 3 was IB Abel’s tool to address hazards, and even more specifically, life-threatening hazards that we are faced with in the electrical trades. Focus 3 is specifically our tool to address Critical Steps. It’s our expectation of how to mitigate those steps—the worker is expected to utilize Self-Check, Peer Check, and Stop/Timeout when appropriate. Focus 3 – Critical Step recognition and mitigation through Self-Check, Peer Check, and Stop/Timeout when appropriate. • Critical Step – Any action that will cause immediate harm if the preceding step or action is performed improperly or omitted.

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• Self-Check – The STAR principle: Stop, Think, Act, and Review. This is when the worker is consciously reviewing the intended action and expected response just before performing the specific task. • Peer Check –This involves having a second knowledgeable individual verify that the action planned by the performer is correct before execution and that it occurs according to plan. • Stop/Timeout – Given that chances for error are particularly high in a knowledge-based situation, the best course of action, when unsure, is to stop and get another “mind” on the problem (also known as “Timeout”). Any member of a work crew can ask for a timeout when conditions appear incorrect or the worker is unsure of how to proceed.

This year, we are building on our Focus 3 initiative by integrating a personal accountability program. Due to recent events, IB Abel is working to assist the industry community in addressing identified deficiencies. Too many times after an incident, an employee sees an issue and is not comfortable speaking out to address it. Creating the atmosphere in which it is the norm to speak out is the challenge and the goal. Our approach for 2015 is as follows: IB Abel will continue its focus on Critical Step identification and Focus 3 mitigation. This will be measured through our observation program with an expectation to observe accurate Critical Step identification and documentation on 95 percent of all pre-job briefings. This should also demonstrate a reduction in severe events. IB Abel will then work to address

SAFETY SPOTLIGHT

personal accountability. We are defining personal accountability as each individual making good choices, using Focus 3, and taking ownership for oneself, one’s crew, and the job. This will be measured through the leadership submitting Positive Project Impacts or Good Catches each month. Another measurement will be through tracking teamwork activities of pre-bid meetings, preconstruction meetings, management and field handoffs, and team member use of Stop/Timeout to ensure these activities are performed (i.e., a Safety Plan, Risk Assessment, Pre-construction Meetings, Pre-Job Briefing, Stop/Timeout, etc.). These activities will be recognized and rewarded immediately to reinforce such behaviors. It is everyone’s responsibility to make these behaviors known. When communicated, these behaviors and activities will be tracked by the Safety & Quality Department and will show an increase of overall company profitability through reduction of events and more efficient work practices. Lastly, IB Abel will utilize administrative tools to assist the new initiative. One of our most important Human Performance (HuP) tools is that of the pre-job briefing. Once again, IB Abel used client influence to assist in improving our program by introducing “Four Key Questions” to our pre-job briefings. The changes in form use will be supported through ongoing training. This training will take place during IB Abel’s onboarding process, as well as through quarterly Human Performance training. It will be measured by the training taking place, as well as through proper use, demonstrated in observations. THE FOUR KEY QUESTIONS ARE: • What error-likely situations or error precursors are there? • What are the critical steps or phases of this job/task? • What bad things can occur? • What barriers or defenses are needed?

With the change of any expectation, it takes time for people to make the transition. We all cling to old expectations until we are confident we can be successful in the new ones. This is why personal accountability will be so important this year. It gives everyone the opportunity to be a leader, by focusing on speaking up to engage their team to perform our HuP Tools or positively reinforce IB Abel’s expected behaviors. We all inadvertently pay attention to old indicators instead of new ones, and the Safety & Quality Department will work to continuously communicate the expectations of the Executive Safety Committee. •

2015 || Volume 5 || Number 1

ELECTRICAL SERVICES

Not a Moment to Spare IB Abel Tackles Multiple Challenges on a Tight Deadline for Pratt & Whitney

t’s a good thing the team at IB Abel enjoys challenges, because they were in ample supply on a recent job for Pratt and Whitney. The manufacturer produces precision equipment and components for the Department of Defense and private industry. The company had an expansion project that required them to increase their existing electrical service. The project had an accelerated construction schedule with firm deadlines and physical space constraints in the building. Even more daunting was the need to install large, complex components outside—connecting to large elevated equipment inside—that had no margin for error in their placement. Plus, Pratt & Whitney’s Voluntary Protection Program (VPP) Star status with OSHA

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requires extensive documentation of safety precautions. Pratt & Whitney turned to IB Abel because of our heavy industrial experience, our reputation for safe, quality work on tight schedules, and our insights into the operational processes of the local utility company. IB Abel’s team of estimators, managers, and engineers broke down every challenge and created detailed plans to address each of them. A two-dimensional blueprint was used to create an electronic, three-dimensional construction model to obtain critical dimensions for use in the manufacturing of the equipment. “Everything is to scale with all the correct measurements,”Project Manage Nathan Simpson said. “You can change the view, spin it around, and take measurements from different angles.”

That technology was also used to simultaneously install equipment foundations and install the conduit infrastructure in the exact locations required. Dan Wolfe, the interior electrical foreman, said his crews worked hand in hand with the mechanical contractor to meet deadlines. He benefited from having a sub-foreman who took the lead on the office areas while he oversaw installation of feeders, the fire alarm, security and voice and data in the manufacturing area. “It was a better job,” Wolfe said. “All the contractors got along and worked together to meet the time constraints.” Perhaps no one faced more hurdles than electrical foreman Bryan Henry, who handled the outdoor portion of the project, installing high-voltage switches and

ELECTRICAL SERVICES

transformers, as well as the bus ducts that had to run from the outside of the building into the motor control center. “The biggest obstacle out there was that everything was connected together with busway or conduit with little tolerance,” Simpson said. “When they were digging trenches and putting pipes underground, they had to know exactly where the equipment would sit. If you’re off by the slightest, it can completely destroy your hopes and dreams.” All this was done in Pratt & Whitney’s parking lot. “I was working around probably 25 to 30 parked cars and all the tractor trailers,” Henry said. “We constantly had to maintain a clean lane of traffic, which was very hard because we were digging down through the edge of their parking lot.”

As with so many projects, careful planning made the difference. Henry spent two weeks at Pratt & Whitney before the job started, looking at “the prints, the trailer, the materials, the tools.” From that, he determined his workforce and equipment needs for the duration of the project. He had tremendous support from IB Abel’s project manager and warehouse, which provided him with any tools, manpower and equipment he needed. “Any number of pieces of equipment I needed—a crane, a truck, whatever—was at my disposal,” he said. “With a little bit of planning on the foreman’s part, you can have just about anything you need to make the job successful.” Pratt & Whitney’s VPP Star status with OSHA meant that the agency spent a week at the facility, checking certifications and

paperwork. Items that might be handled verbally on other jobs had to be planned and written down. Simpson said he appreciated the extra scrutiny because it has helped him look further ahead and identify Critical Steps earlier in the process. “I have more of a questioning attitude, and I’m being more proactive,” he said. The final outcome of the project produced myriad achievements. They included constructing dual 5,000amp services and feeders to the new production and testing equipment during normal operation of a very busy facility and rearranging the client’s existing service with minimal scheduled interruptions. The team commissioned and tested equipment in record time, and IB Abel was invited to construct additional phases of the project. •

2015 || Volume 5 || Number 1

COMMUNICATION SERVICES

Room to Grow Columbia Gas design-build project benefits from single point of contact.

hen Columbia Gas outgrew its existing facility in York, the utility opted to move into a new facility that would meet all of its current needs and give it room to grow. They selected the former Green’s Dairy freezer building on Colonial Drive and teamed up with IB Abel, LSC Design, Kinsley Construction, and Walton to renovate the building. Far more than a straight electrical design, the project also featured an extensive communication component. IB Abel was involved in the renovation from the onset, including the initial design of both the

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electrical and communication components. IB Abel assembled a design-build team with an electrical engineer, a Registered Communications Distribution Designer, and two seasoned estimators to help with all of their electrical and communication needs. “Typically, the electrical is early, and communication is put in later or even last,” said Jim Trebilcock, IB Abel vice president, Communication Services. “This allowed us to integrate communication a lot better instead of it being thought about too late in the project. We sat in design meetings, talked about their needs and the systems they were putting in, data and voice, and all the electrical. We got a lot of the

COMMUNICATION SERVICES

details out of the way with designing the conduit for the furniture.” Because the project crossed multiple departments, IB Abel designated Electrical Project Manager Joe Luckenbaugh to serve as a single point of contact for Columbia Gas. “A lot of times, companies will have a different project manager for each part of the process,” Trebilcock said. “We just have one. The benefit is that the customer doesn’t have to worry about giving information to the company and it going to the wrong person. They can give it all to one person and be confident the right person got it.” Working with Luckenbaugh on the project were Communication Project Manager Keith Menges, Communication Foreman Jason Fink, and Electrical Foreman Jeremy Barnett. The communication design required more than just 200-plus CAT 6 cables throughout the facility. In addition to phone and data lines, it featured multiple projectors and a speaker and microphone system in an assembly room and a large conference room, as well as TV cabling in the conference rooms, kitchen, and gym. It included a Motorola radio dispatch system for which IB Abel installed the main antenna on the roof and multiple desktop units.

The electrical portion of the project included the building’s main electrical service; lighting for the offices, warehouse, and parking lot; and installation of a natural gas generator and the fire alarm system. The eight-month design-build project had its share of challenges. The building had very high ceilings above the drop ceilings. As a result, conduit for the cubicle furniture had to be run under the slab instead of going overhead. The final outcome was a well-designed, smooth, and on-time project, giving Columbia Gas room to grow. •

2015 || Volume 5 || Number 1

GOAL POST UTILITY SERVICES

Increasing Power Reliability PPL Electrical Utilities Smart Grid VCR pilot a complete success.

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PL Electric Utilities initiated its Smart Grid program in 2009 and has been refining it ever since. A significant component of this program is the installation of Smart Grid vacuum reclosers, or VCRs, to help increase reliability of service to PPL’s residential and commercial customers. These electronically controlled vacuum fault interrupters are viewed as the most fundamental component of a Smart Grid electric distribution system used for fault detection, circuit isolation, and restoration. VCRs can be installed on utility poles or placed in electric substations and can be programmed to operate automatically or to be controlled remotely. “In addition to providing real-time voltage monitoring, overload protection, and faster customer restoration benefits, they can be programmed to provide single circuit trip settings, allowing for electrical hazard protection for linemen who may work on the same circuit,” said Willard R. Wolf, vice president of IB Abel Utility Services. Following the successful installation of many of these devices, PPL Electric Utilities initiated a pilot program in 2014 to evaluate the feasibility of a contracted installation program and an associated unit price structure. After a competitive bid evaluation, IB Abel Utility Services was selected for a pilot project to assemble and install 165 VCRs on utility poles in the Lehigh region. The pilot project had an aggressive six-month timetable for completion. Through innovative problem-solving, exceptional teamwork, and constant, effective communication, the IB Abel team completed the job on time and to PPL’s complete satisfaction. With such a large number of units to be installed, careful planning was critical. At the beginning of the project, a problem arose with materials not matching the job specification. Through a strong line of communication and a teamwork ethic, the issue was quickly solved.

UTILITY SERVICES

equipment, and tools to this project. We dedicated four crews, and each crew did two installations per week.” The high skill level of the line crews proved invaluable, Armato said, when a crew identified a design flaw in the VCR units. PPL engineers had asked to see how IB Abel was preparing the units for installation, so Armato selected a lineman to make a presentation to them about the issue. “The engineers greatly appreciated it when he brought it up,” Armato said. “They were shocked that it got by them and were very happy to know about it. That was a turning point for us. PPL recognized how skilled we were at every level on the job.”

“We developed kits to communicate issues to PPL work planners, who sat on conference calls and ran it up the chain of command,” said Ben Frey, regional general foreman in distribution services. “They were able to support us with material needs. Once that piece got fine-tuned, the project ran well.” Another key element of the project’s success was the end-of-day report, a daily scheduling spreadsheet created by IB Abel that tracked the status of each VCR unit for PPL’s work planners. Project Engineer Ed Holder said the tool included the anticipated start date of each unit and pertinent details, such as weather delays and material needs. It kept everyone informed throughout the project. Frey agreed, noting that projects of this scope generate massive amounts of information that must be communicated on a daily basis. “We were able to streamline that through this end-of-day report and put it in their inbox. Everything was there for them. All they had to do was open it every morning for their daily conference call.” Speaking of streamlining, the field crews benefited greatly from two valuable

planning steps. The materials for the VCR units were delivered from PPL to IB Abel in bulk. Teams prefabricated each unit indoors in IB Abel warehouses, ensuring that every unit was complete and ready to install weeks ahead of time. “Prefabrication is a relatively new idea to the outside utility construction industry,” IB Abel Utility Services Operations Manager Alan Mann said. “It’s not widely accepted. We’re kind of a trailblazer on that. We took some project management lessons learned from other jobs and applied them to prefabrication.” Plus, a site assessment was performed at each location at least a week before unit installation to identify and mitigate any potential challenges. Together, these steps eliminated down time for field crews, making it possible for them to maximize their time and do safe, quality, productive work. “It turned into a well-oiled machine,” said General Foreman Geoff Armato. “The crews would go out in the field, do all their work to prep the pole, get the device, and hang it. There really wasn’t much wasted time. PPL couldn’t fathom we were getting eight of them done a week. IB Abel committed the manpower,

Our workforce accepted the challenge and, boom, they did it! The pilot project was a complete success for PPL, and it is rolling it out to other regions. The utility was so impressed with IB Abel’s work on the pilot project that it awarded the company contracts for installations in four additional regions. Plus, it is using the template for IB Abel’s end-of-day report in all of its regions. Armato said that the lessons learned from the pilot project will serve them well going forward with the additional installations. He gave high praise to his foremen, Jay Timmons and Matt Daly, whom he described as “the right people for the right job. They enjoyed it and did it well.” He also praised IB Abel’s leadership for supporting the project with the manpower, equipment, and tools needed to do the job the right way. “We got commitment from up top with bid management, and we analyzed what we had to do,” Armato said. “Our workforce accepted the challenge and, boom, they did it!” •

2015 || Volume 5 || Number 1

UTILITY SERVICES

Reconfiguration of 115kV Transmission Circuits Completed on Cape Cod Pre-construction process helped Massachusetts project finish ahead of schedule.

ast autumn, Northeast Utilities / NSTAR Electric and Gas called upon IB Abel to reconfigure electric transmission facilities adjacent to a substation to help improve the system reliability in the Cape Cod, Mass., area. NU / NSTAR hired IB Abel for a short-duration project that included the replacement and rebuilding of structures and associated conductors feeding a 115kV substation. In conjunction with the new structures, IB Abel retained and managed a preferred subcontractor that installed 18 concrete caisson foundations. “It was a relatively small job, but one that required precision,” Project Executive Tom Tacconelli said. To safely perform the installation of the caisson foundations and the other requirements of the project, several electric transmission circuits had to be taken sequentially out of service while maintaining an electrical feed to the substation. This was necessary to avoid power disruptions to any of NSTAR’s Cape Cod customers and to assure the scheduling of other work on nearby projects was not affected. “Everyone’s success depended on each other, and we had to work in concert with others,” Tacconelli said. “It can be difficult to do sometimes.” That was where Project Manager Darren Peterson’s technical expertise and the rest of the IB Abel projects team’s support came to bear, Tacconelli said.

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“They made sure we had the resources we needed when we needed them.” “The big challenge for any project is making sure you have all of your resources, including tools and equipment, as needed,” Peterson said. The key to success was careful upfront planning for virtually any contingency. A strong pre-construction meeting ensured that the crews would have everything they needed when they needed it. “We go over every little detail in the pre-construction meeting,” Transmission Services Manager John Rhone said. “We cover the project safety plan, schedule, equipment, the manpower, subcontractors, and any unforeseen hazard. We even look at historical weather data for the time of year to get an idea of what to expect. For this job, because of the small construction footprint of the project, we needed to focus on our foundation crew’s schedule and the surveyors so everyone was digging in the right place at the right time. We also carefully coordinated the equipment

ahead of time to make sure everything was available.” IB Abel’s attention to detail was what won the company the job in the first place, Peterson said. The client told Peterson that the technical proposal submitted with the bid was the most comprehensive bid package they received. “We had our head wrapped around the scope of work better,” he said. That clarity on the scope of work resulted in a project that was completed ahead of schedule and with no injuries or incidents. Several lessons were learned on the project, Tacconelli said. From a bidding standpoint, the efficient management of equipment and other resources makes the difference between profit and loss. Planning of the work and a good schedule will allow the company to take on more jobs. Rhone agreed. “Good planning helped us get ahead of schedule,” he said. “It was like a typical job but in a small, congested space.” •

ELECTRICAL SERVICES

Change of Plans IB Abel helps Penn Waste manage increasing project requirements for its new recycling center.

ork County–based Penn Waste regularly hires IB Abel when it has electrical projects or needs to have repairs done at its recycling facility. When the company decided to build a new recycling facility, it chose IB Abel to provide power and electrical connections for the new recycling equipment. “This piece of machinery will sort the trash for recycling—paper, glass, cans, whatever,” Electrical Estimator Scott Bowman said. “It’s just a massive piece of equipment with a lot of different conveyors and electric motors.” The construction project was already well underway—designed with the appropriate electrical capacity—when the equipment manufacturer, Bulk Handling Systems, changed the capacity the equipment would need. “That required the electrical service to be enlarged significantly,” Bowman said. “These changes constituted a utility company primary service, meaning Penn Waste would need to supply their own transformer and medium-voltage equipment.” Needless to say, these are not items that can be ordered off the shelf. They must be designed, approved, and

constructed. The local utility had a long backlog of primary work on its books, as did the utility’s approved manufacturer of high-voltage metering systems. Working closely with the general contractor, equipment suppliers, local utilities, and the owner, IB Abel put a plan in place to get the facility operational on schedule. The company worked directly with the equipment manufacturer on modifying the switchgear order and placed immediate orders for the additional equipment that was needed. They also produced design and permit drawings to outline the differing scopes of work required and gained rapid approvals and work orders from the utility company. The primary service equipment is scheduled for delivery in time to do the startup of the machine. Electrical Foreman Brian King is handling all the inside wiring for a machine that is the only one of its kind in the region. Since the project was behind schedule and still being assembled, he went to Delaware to look at a similar machine in operation “to see what it does and see what they would expect out of the electrical contractor.

“I learned more from that four-hour trip to Delaware than I would [have] from days of looking at drawings,” King said. “It probably saved us a week’s worth of manpower.” King and Project Manager Lynn Meckley have an ongoing conversation about safety while working on the machine, which is 40 feet tall and 100 feet wide, and has more than 100 motors, conveyors, and compactors. “It’s a real challenge to be safe three stories high,” King said. “The machine is still under construction, so I’m looking for loose handrails and holes in the floor, while trying to be productive and efficient. This thing is gigantic.” •

2015 || Volume 5 || Number 1

SAFETY SPOTLIGHT

Transforming Safety Through Human Performance Tools are changing how IB Abel crews approach their jobs, foremen say.

afety is job one at IB Abel. The company stresses safety because our workers come in contact with potentially lethal levels of electricity every day. Nothing is more important than making sure our employees go home to their families every night. IB Abel introduced Human Performance, or HuP, tools to the safety process to make sure that every employee carefully evaluates the potential hazards on jobs and takes the proper steps to perform the work safely. Recently, changes were made to all pre-job briefing forms to integrate HuP’s four key questions: 1. What error-likely situations or error precursors are there? 2. What are the critical steps or phases of this job/task?

NATHAN ALLEN

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3. What bad things can occur? 4. What barriers or defenses are needed? The pre-job briefing is a critical part of the daily routine, said Robert L. Zillweger, IB Abel’s director of safety and quality. It helps crews start their day with a focus on safety, quality, and productivity. That includes identifying error precursors such as weather, time constraints, and stress, as well as any critical steps in the day’s work. “A critical step is any task or action that, if performed improperly, can produce catastrophic, irreversible results,” Zillweger explained. Utility Services Small-Job Foreman Nathan Allen said the daily tailboard “saves lives, bottom line. You’re forced to think about it and talk about it. You will

COREY MENSINGER

address all these risks properly, and if you can’t, you’re not going to do the job.” Since IB Abel introduced HuP tools to its operations, the company’s OSHA incident rate has dropped by more than 60 percent and is now well below the industry average, Zillweger said. In the same time, the company’s business has doubled, meaning IB Abel is doing twice as much work with far fewer accidents. LiveWire talked to five technicians and foremen, including Allen, about safety, the HuP tools they use most often, and what IB Abel can do to improve the safety culture. They all agreed that safety has improved in the last decade throughout the construction industry. Electrical Foreman Kevin Paul noted that today’s safety equipment is better, and it’s more acceptable to use the proper personal protective equipment. HuP helps keep crews safer because it

KEVIN PAUL

SAFETY GOAL SPOTLIGHT POST

“puts a questioning attitude in everyone,” said Utility Services Division Large-Job Foreman Jeremy Wetzel. “It’s easier to approach someone and say, ‘What about this?’ It’s not frowned upon. Before, you were questioning what they knew. Now, it helps you look out for your buddy and double-check each other.” Allen said HuP forces him to be vigilant, something he knows he’s not inclined to do. “Complacency can be a killer; I know I can be guilty of that,” he said. “That’s how HuP helps me. It forces me to recognize the potential for human error. I have to stop and check before I touch something. I’ve got kids at home.” Several of the foremen said the HuP tool they use most often is probably Stop/Timeout. That tool allows any crew member to stop work and question whether a task is being performed correctly and safely. Working in close concert with Stop/ Timeout is Peer Check. That tool allows a worker to stop and ask a peer to check his or her work. “They’re almost one and the same,” said Communication Technician Corey Mensinger. “It gives you permission to

JAY TIMMINS

say, ‘Hey, wait a minute. What are we doing here? Take a look at this.’ It also lets the person you ask know that you trust his judgment.” Jay Timmins, a lineman foreman, said he uses the communication tool most often. It works well with his supervisory style and his habit of making extensive job notes. “I put notes on everything to get people aware,” he says. “I always verbalize and know they understand it. That is key. There is no misunderstanding, so we have more production and fewer safety issues.” HuP not only makes job sites safer, it makes them more productive by forcing everyone to plan out the work before they start, the foremen said. That makes sure the right materials, tools, and equipment are there to finish the day’s task. It also eliminates rework, because the job is done correctly. All the foremen said the HuP training they have received has been helpful and the safety culture at IB Abel exceeds their expectations. “IB Abel really affords safety,” Paul said. “They give you the equipment you need when you need it, and they don’t expect you to work without it. I’ve worked for contractors before who said they

emphasized safety but turned their heads. IB Abel identifies the hazards and is willing to mitigate the dangers.” Timmins also worked for other contractors and said the difference at IB Abel is significant. “Some places, safety is not No. 1; it definitely is here,” he said. “You won’t get in trouble for calling a safety guy. It’s a very helpful culture to be in.” What can IB Abel do to improve the safety culture and make sure everyone uses HuP on every job? Keep up the training, lead by example, and praise those who are embracing it. “The way it is now, you can tell the safety culture here is the product of many meetings and brainstorming sessions,” Allen said. “They cover bases I didn’t even know were there. They haven’t given you an excuse to do something unsafe.” Like any culture change, getting everyone to use HuP will take time, Mensinger pointed out. Just keep reinforcing safe behavior and surround the “guys who haven’t quite bought in with guys who are doing the right thing. Once we reach the tipping point and the majority has bought in, everyone else will follow.” •

JEREMY WETZEL

2015 || Volume 5 || Number 1

SPOTLIGHT

Employee

Greg Grove

Until his retirement on Oct. 31, Greg Grove was the face of IB Abel for some of its largest customers. An electrical estimator who provided pricing on industrial and design-build construction projects, he worked for the company for 16 years. “A lot of people, when they get to know IB Abel, they think of the people,” said Electrical Services Vice President Denny Geiger. “They didn’t call IB Abel, they called for Greg. The majority of his work came from Kinsley Construction, Phoenix Contact, and Nestlé Purina. He developed those relationships over the years that have now been passed on to another estimator to manage.” Geiger was an estimator/project manager when Grove joined the company on May 11, 1999; they shared adjacent offices. “Greg helped me a lot and mentored me without him even knowing it,” Geiger said. “He wasn’t assigned to help me, but he knew electrical construction and how to navigate the business side by dealing with the different customers, vendors, and manufacturers.” Grove said he joined the company because the job was a move up for him. He

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was comfortable with the work, liked the company and his co-workers, and enjoyed the relationship he had with his customers. His most memorable experience at IB Abel was likely a Phoenix Contact project. “I took the initial contact with them,” he said. “We had a very good relationship. All the jobs we did were successful.” He said he doesn’t have any set plans for retirement. He enjoys hunting for

turkey and deer, and he spent time in the mountains hunting in the immediate weeks after his last day at the office. “Maybe I’ll get into archery now that I have more time,” he said. He looks back on his years at IB Abel with pleasant memories. “All in all, I had a very positive experience at IB Abel,” Grove said. “They were a great group of people to work with.” •

SPOTLIGHT

All in all, I had a very positive experience at IB Abel. They were a great group of people to work with.

2015 || Volume 5 || Number 1

620 Edgar St. York, PA 17403

Customer Feedback

Your guys are doing a great job for us. Terry has been a great help, and our guys enjoy the great working relationship. â&#x20AC;&#x201D;Rusty Frey, Operations Manager, Modern Landfill

For general company information, contact one of our divisions: ELECTRICAL SERVICES: Denny Geiger (717) 324-2205 dgeiger@ib-abel.com

THE IB ABEL COMPANY NEWSLETTER

COMMUNICATION SERVICES: Jim Trebilcock (717) 577-3081 jimt@ib-abel.com

UTILITY SERVICES: Willard R. Wolf (717) 577-1685 wwolf@ib-abel.com