2012 | VOLUME 2
LIVE WIRE
THE I.B. ABEL COMPANY NEWSLETTER
NESTLÈ PURINA MECHANICSBURG, PA I.B. Abel’s preventative maintenance program utilizes our infrared camera to detect hot spots.
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PRESIDENT LETTER | TOC
VISION, MISSION, VALUES, & STRATEGY A Message from our President One of my key responsibilities as president of I.B. Abel is to develop a strategic plan for the company and communicate it to the stakeholders. If you are reading this newsletter, there is a good chance that you are a stakeholder. The strategic plan lays out where we want to go and how we plan on getting there. Our strategic plan has four components. First is our Vision, which describes what we desire our future to be. Second is our Mission, which defines why we exist and how we intend to achieve our Vision. The third component is our Values, which drive our culture and priorities and provide a framework for us to make decisions. Fourth is Strategy, which can be described as the roadmap we intend to follow to achieve our vision. Our strategy includes both short-term and long-term priorities.
Vision
Be a best in class contractor succeeding in a global marketplace while maintaining our values, relationships and competencies.
Mission
Differentiate ourselves by providing exceptional value to our customers and exceeding their expectations.
Values
We are responsible for each other’s wellbeing and success. Each person is empowered and accountable. Act with integrity and transparency.
Short-Term Strategy
Continue to develop and consistently follow our safety, quality and productivity (SQP) policies and procedures and utilize Human Performance (HuP) tools to achieve personal safety, superior quality and maximum productivity.
Long-Term Strategy
Develop, maintain or improve relationships with current and potential customers. Identify and pursue opportunities in sustainable markets where expertise and level of service are valued.
We are sharing this information with you because a strategic plan cannot work if you don’t know what the plan is. Ideally you can use the use the key principals in the plan to guide the many decisions we all must make each work day. I believe that the collective wisdom of a group is greater than the individual wisdom of any one person in the group. Help make this plan better by telling me what you like about the plan, don’t like about it, or where you think it can be improved. Having a plan that everyone understands and believes in is the first step to a successful outcome.
“The only thing worse than being blind is having sight but no vision.” Helen Keller
“The first step toward creating an improved future is developing the ability to envision it. Vision has no boundaries and knows no limits. Our vision is what we become in life.” Tony Dungy
Contents 03
Customer Feedback
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Division Updates Utility Services Division
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Safety
Safety + Quality + Productivity = Succes (SQP) Human Performance (HuP) Introduction
Patrick A. Kinsley, President
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Communication Division Electrical Division
Sincerely,
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What our customers are saying
Outside the Box
A commendable action from one of our Electrical Division job sites
SAFETY
INTRODUCTION TO
PRINCIPLES & TOOLS Safety is typically addressed through training, communicating standards and rules. Each is part of a collective effort to address improved safety. When incidents occur, typically, one of those tools are used or improved upon. But, is this enough? Why do skilled, “safe” workers still have incidents and near misses? It is because we as humans are fallible and we all make mistakes. This is why we implement procedures and share best practices. But even with procedures, best practices and training, there will still be mistakes. We as humans want to cut corners or take shortcuts. So how do we address our shortcomings? By applying Human Performance tools to our work practices and lives. I.B. Abel is integrating Human Performance into our safety culture – our organizational values and behaviors - that serve to make zero incidents our priority. So what is Human Performance? Human Performance (HuP) is our thoughts and actions plus the results. In order for I.B. Abel to improve our performance and work to achieve zero incidents, we all need to be accountable for our thoughts and actions. We must first understand what HuP principles are. The principles of Human Performance are essentially the same no matter the trade. Once we understand human performance principles, we can apply them everywhere and in all circumstances.
These principles are as follow: 1. People are fallible, and even the best people make mistakes. 2. Error-likely situations are predictable, manageable, and preventable. 3. Individual behavior is influenced by organizational processes and values. 4. People achieve high levels of performance largely because of the encouragement and reinforcement received from leaders, peers, and subordinates. 5. Events can be avoided through an understanding of the reasons mistakes occur and application of the lessons learned from past events or errors (PPL Electric Utilities).
In order to achieve zero incidents we must start using these behavioral tools: • • • • • • • • • • •
Self-Check (STAR) Peer Check Questioning Attitude Best Practice/Procedure Usage Place Keeping Pre-Job Briefings Coaching Effective Communication Post Job Review Hazard Awareness Lesson Learned and Process Improvements
When we are complacent or on auto pilot, we have stopped using those tools. We must defend against complacency through planning our days with these tools. Over the coming year, I.B. Abel will be rolling out this all important safety initiative through the newsletter, literature, posters, training, and work practice integration. Robert L. Zillweger, Director of Safety and Quality, Utility Services Division
In understanding HuP principles we can move towards integrating HuP tools. These tools help us prepare for and perform tasks. They are like any other tool in that they are an extension of our body like a shovel or hammer. Would you dig a ditch without a shovel? Would you hammer a nail with your hand? If left unused, we are less safe and efficient.
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SAFETY
Many electrical and utility construction companies address safety, quality and productivity (SQP) improvements individually, or separate safety and quality from production. I.B. Abel instead utilizes an integrated management system that works to address each component within our comprehensive process. All processes result in some level of safety, quality and productivity. I.B. Abel strives to ensure that all of our processes address safety and quality as a means to productivity. Too often we see organizations or individual crews trying to address safety or quality through one specific function, as if to believe that the function is responsible for safety or quality. This notion will consistently be at odds with productivity. For instance, even something as fundamental as applying insulation to an overhead line, if seen as the “safe” act to address safety, would be at odds with production in that it would take an amount of “unproductive” time. The fastest and perhaps, best way in which to achieve high levels of SQP is through addressing them together by engaging everyone in needed improvements. Safety must lead quality and quality must lead productivity. Safety and quality are the drivers of our management process. Our workforce is aware that incidents, taking shortcuts, or making quality mistakes automatically eliminate any means of productivity. Today’s market is more and more competitive and our customers depend more and more on contractors to supply a total customer service. Providing our service correctly the first time must be achieved in order to compete in today’s market. As our business grows, our ongoing challenge is to integrate these ideals in our future workforce. But with the help of our local labor pool, the learning process has already been initiated. We feel that our collective workforce is one that is well educated, trained and efficient. Our workforce has led our success at I.B. Abel. I.B. Abel view’s the role of its leadership as that of a facilitator of learning. If leadership can continuously learn from the workforce, we can then create processes that guide the workforce towards a mutual goal. This ongoing process of course is achieving total SQP in all lines of business. This creates a shared responsibility between leadership and workforce to achieve change and its subsequent transition. Shared responsibility that results in improvement will create a more lasting, deeper relationship that continuously seeks improvement. Robert L. Zillweger, Director of Safety and Quality, Utility Services Division
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CUSTOMER FEEDBACK
TELL
What Our Customers Are Saying About Us “I wanted to let you know what a stellar group of guys you have. They all did a fantastic job. I could not have completed the job without their efforts.” Phillip Deater Secaucus
“I just wanted to thank you and your staff for the effort you made in assisting Nutec with facilitating the media wall lighting project at Harley Davidson under extreme time demands.” Julie A. McGill-Kopp, IIDA, LEED AP Nutec Group
“I want to take this opportunity to acknowledge the exceptional job that you and the I. B. Abel, Inc. employees have done on the TIP Building Infrastructure Cabling Project to date. The Commission had zero help desk calls related to the TIP migration phase. This is largely due to you and your staff’s attention to detail and their excellent performance as they prepared the infrastructure for the move to the newly remodeled areas within the building. Your technicians responded to every planned and unplanned request with a customer oriented attitude and expedient manner. This included working through the night to move and re-terminate backbone fiber so Turnpike personnel could focus completely on moving tasks the following day. The complete system that you delivered is working well above anticipated levels. The installed infrastructure was meticulously dressed in to the racks, labeled accurately and documented with 100% accuracy. That high standard of finished product sets the foundation for a stress free easily maintained and expandable system. Abel employees went above and beyond in every detail to make this a successful project. It has been a real privilege to work with such a professional group of individuals. Thanks again to you and your customer oriented, highly skilled, efficient employees.” Stephanie J. Bentley, Senior Network Engineer Pennsylvania Turnpike Commission
“To all who have participated in the Peco and Comed jobs I would like to thank everyone for excellent performance and hard work. The Peco project was way behind schedule and we started January with "0" microwave links installed and 15 Meter collectors live. As of today we have 18 microwave links installed and 105 meter collectors live covering 2500 square miles, allowing Peco to go to mass meter deployment of over 600,000 meters being read every few seconds. You as a team installed over 400 pieces of equipment at more than 140 locations and the customer is very happy with us for meeting the deadline. I
am extremely impressed at what the BIG/Abel team has accomplished and the level of quality that was maintained during the stressful working conditions. This project was a great team effort.” John Dolmetsch, President Business Information Group
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DIVISION UPDATES
Communication Division Overview
The communication division continues to focus on our customers while embracing new opportunities. The popularity of smart phones and wireless computer connections has created a demand for DAS (Distributed Antenna System). A DAS system increases the signal strength inside a building by amplifying the outside signal through a series of internal antennas. We recognized an opportunity to partner with leaders in this industry to offer a turnkey solution from system design to installation and preventative maintenance. The communication division has already installed numerous systems and believes that we are well positioned to handle the increased demand for this new technology. Our tower division continues to grow, in part because of Smart Grid Technology. We have added an in-depth tower/wireless class that all of our technicians will go through. This class covers tower and wireless installation procedures, and certifies participants in tower rescue and rigging. Our security division has added customers while offering a variety of new security solutions. We provide everything from simple stand alone systems to totally integrated card access, CCTV and intrusion detection systems, which are all completely monitored 24/7. We also offer preventive maintenance on all installed systems to ensure their reliability. Structured cabling continues to be the backbone of our division and we strive to be the best in the industry. Our highly qualified technicians are BICSI certified. Attention to detail, ongoing training, and our Commitment to Excellence Program ensure that we are leaders in the industry. An exciting opportunity comes from our utility division. We will work with the utility division and public utilities to terminate, splice, and test OPGW and ADSS fiber. Utility companies are installing fiber along with their new build-outs to help with the Smart Grid Technology. Whether it is working with existing customers on current projects or looking ahead to new opportunities, the communication division never loses sight of its core values based on our SQP (Safety, Quality, Productivity) philosophy and our HuP (Human Performance) safety culture. Thank you to all of our dedicated employees and loyal customers. Jim Trebilcock, RCDD , Vice President Communications Division
Phoenix Contact
Middletown, Pennsylvania Installation of Fire Alarm, Card Access, CCTV, Electrical, Network Infrastructure and Wireless Access Points (APs) Project Coordinator: Mike Costella Project Supervision: Jason Fink
York College Freshman Dorm
York, Pennsylvania Installation of Distributed Antenna System (DAS), Fire Alarm, Card Access, CCTV, Electrical, Network Infrastructure and Wireless Access Points (APs) Project Coordinator: Corey Mensinger Project Supervision: Randy Spahr
Blue Dot Construction Services Forest Hills, Maryland Office Renovation Project Coordination: Mike Costella Project Supervision: Kermit Keefer
York County Government Center
York, Pennsylvania Installation of Fire Alarm, Card Access, CCTV, Electrical, Network Infrastructure and Wireless Access Points (APs) Project Coordinator: Corey Mensinger Project Supervision: Kermit Keefer
Pennsylvania Turnpike Commission
Middletown, Pennsylvania Installation of Data Center, PBX Room and Office Space Project Coordinator: Jim Trebilcock Project Supervision: Randy Spahr
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DIVISION UPDATES
Management and Estimating courses offered by Penn-DelJersey NECA and also Drexel University’s Goodwin College. With growth comes the need for additional talented and creative individuals to work with our team. We created and staffed a Projects Team to support our Operating groups. In addition, we have added three project managers, an estimator and a field mechanic to better serve our growing Transmission and Transportation groups.
NU/NSTAR 345kV Structure Replacement, Carver, MA
Project Coordination: John Rhone, Thomas Tacconelli & Erika Young Project Supervision: Charlie Muth Project Estimator: Brett Bowers
As we look forward to 2013 and beyond, we recognize that our largest challenge is the consistent application of Human Performance tools within our Safety Quality Productivity (SQP) common purpose culture. “Almost good enough” is not appropriate. Only one error by a lineman, a foreman, an estimator or a project manager can result in horrible if not catastrophic results for both the individual and the entire organization. We need to be better than good 100% of the time. By working with a common purpose of commitment to SQP excellence and utilizing our HuP skills, we can and will work diligently to assure that our values and goals are understood by employees at every level of I.B. Abel, thereby allowing us to provide the best service for our customers. Willard R. Wolf , Vice President, Utility Services Division
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DIVISION UPDATES
Utility Services Overview So far this has been a challenging and exciting year for the Utility Services Division. We began the year with the award of a new Contractor of Choice for Distribution services contract for four regions at PPL Electric Utilities. Shortly thereafter PPL also honored us by choosing I.B. Abel to have our Transmission Services group provide High Voltage Energized/Live Line Transmission teams in the Lancaster Region. To better serve PPL we opened two new Operations Centers, one in Lancaster and one in Allentown, PA. Both of these 50,000 SF operating facilities better allow us to properly serve PPL’s growing needs for handling material and deploying properly equipped resources. Our Specialty Electrical group completed a 34.5kV interconnect project for an Independent Power Producer (IPP) in PA. This past spring our Transmission group completed a 345kV energized services structure replacement and reconductoring project for NU/ NSTAR in Massachusetts. Later we were awarded another 345kV energized structure replacement project for an
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additional 60 structures in Carver, MA. We were delighted to learn recently that I.B. Abel was chosen to build the new Lower SEMA 18 mile 345kV Transmission Project on Cape Cod for NU/NSTAR. This summer our Emergency Restoration team responded to several strong storms in PA for PPL. In late June we dispatched crews to assist PHI in Washington, DC and Atlantic City, NJ and to BGE in Baltimore, MD following the effects of a rare, very strong Derecho storm system. In August we deployed a team to Entergy in New Orleans to assist with the restoration for Hurricane Isaac. This year we have also continued to deploy our Human Performance (HuP) initiative to all personnel in the division and more recently throughout the other divisions. This initiative has already provided tremendous benefit in increased safe behaviors, attention to quality workmanship and more productive work methods. We also have sent several members of our team to Project
DIVISION UPDATES
“We have also provided customers with additional services such as Engineering Consulting, MEP Coordination Services, Green Solutions and Facilities Management, just to name a few...” HIA SARAA Runway Lighting Project
Electrical Overview
Many of our customers are large private companies, sophisticated construction managers or government entities. In order to meet these customer’s requirements, we are often providing specialized training, obtaining additional certifications and clearances, and increasing the types of services we perform. We have always been very safety and quality conscious, but we now have incorporated the human performance aspect into our already successful safety, quality and productivity values. By thinking more clearly, communicating more effectively, and practicing the right behaviors, we will create a healthy and safe workplace. In addition to our standard training, such as first aid/CPR, CDL, NFPA 70E, and OSHA 30, we recently had specialized training for railway work, ICRA (medical) and airport safety. This training, along with the clearances needed, gives us the flexibility to bid and perform work in hospitals, military bases, prisons, railroad yards and many more facilities.
HIA SARAA Runway Lighting Project Harrisburg, Pennsylvania Improvements to the HIA runway Cargo Apron included adding and replacing runway lights, as well as installing new conduit, counterpoise wiring and cabling for all new transformers and light fixtures. Project Manager: Andy Long Foreman: Fred Owen
Throughout this past year we have worked in the above-mentioned places doing typical electrical construction. What you may not know is we have also provided customers with additional services such as Engineering Consulting, MEP Coordination Services, Green Solutions and Facilities Management, just to name a few. We have developed a wide variety of services for engineering/design, management, technical/systems and maintenance solutions to compliment our construction experience. I feel the electrical division can provide a better product to our long time customer, as well as provide valued services to new customers because of our dedication to continuing education, training and safety. Denny Geiger, Vice President, Electrical Division
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DIVISION UPDATES
ELECTRICAL DIVISION York City Hall Lighting Upgrade York, Pennsylvania Upgrade fluorescent lighting form the T12 lighting system to the T8 lighting system. Project Manager: Andy Long Lighting specialist: Don Jackson Foreman: Ryan Scott
The U.S. Department of Engery’s fluorescent lighting mandate is Official. As of July 1, 2010 magnetic ballasts will no longer be produced for commercial and industrial applications. Also, many T12 lamps will be phased out of production starting July 2012. T12 ballasts have an average life of 10 – 15 years and 8,000 to 28,000 hours. An average company working a single shift daily, operates approximately 10 hours per day or 2,600 hours annually. As the hours add up every year, just about every facility that operates T12 lamp and ballasts systems will require some form of lighting upgrade or replacement within a few years. Some facilities may already be aware that this will become a maintenance issue very soon. Even though upgrades involve costs, there is some good news.
ES3 15 KV Generator Consolidation Project
ES3 generator consolidation project involved the relocation of one, two megawatt generator on their site in York, Pa and adding synchronization switchgear. Additionally I.B. Abel reworked existing conduits and wiring from the existing site generator. Prior to the relocation of the generator, excavation and conduit duct banks were installed to facilitate the connection to a new synchronizing switchgear. During the planned outage I.B. Abel reconnected the existing two megawatt generator and the relocated generator to provide backup power to the facilities existing electrical infrastructure. This project gives ES3 the ability to run operation during an unplanned electrical utility outage. Project Manager: Tom Miller Foreman: Nate Simpson Estimator: Ed Young
If you upgrade or replace a 4 lamp T12 lighting system with T8 lighting system: • • • •
The change will result in energy savings. Each fixture upgrade could save $18-$25 per year. You may be eligible for utility incentives (verify service type eligibility.) Each upgrade 4 lamp T8 system could qualify for $10-$14 in material incentives. You will have improved performance (better quality, less energy and less maintenance). There will be additional energy savings (lowered energy consuming lamps, occupancy sensors, etc.).
You or someone you know may need assistance in: • • •
Selecting the right type of upgrade Determinig the return on your investment Or any other lighting issues you may have
Our staff specializes in lighting upgrades so if you have any questions or concerns, please let us be of service to you.
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Hershey Children’s Hospital
Hershey, Pennsylvania Hershey’s Children’s Hospital has been an ongoing project for the past year. It details a variety of low voltage systems such as security, nurse call, fire alarm, Bi-directional amplifier system, light call system and medical gas control. This project is expected to end in September of 2012. Foreman: Greg Smolensky Project Manager: Jeremy King Estimator: Mike Press
DIVISION UPDATES
I.B. Abel has been involved with constant projects and maintenance work throughout the decades with PH Glatfelter. With an outlook to the quality of the product and more efficiency of the overall plant operations, we have teamed with their personnel to meet these standards.
PH Glatfelter Paper Mill
York, Pennsylvania General Foreman: Walt Shipkosky Foreman: Tom Meckley General Superintendent: Tom Knaub Project Manager: Andy Long Estimator: Scott Bowman
Pictured (left to right): Walt Shipkosky, Jeremy Shultz, Dave Gerver, Tom Meckley, Jason Lewis and Tom Knaub
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620 Edgar Street York, PA 17403
THINKING OUTSIDE THE BOX (The following is a commendable action from one of our Electrical Division job sites.)
“We were excavating for an underground conduit duct bank and were instructed to go to a depth of 12 feet to avoid a stormwater line. The excavation location did not allow for any approved techniques to install the PVC pipe. This was due to all of the obstructions in and around the work area. Knowing it was unsafe and forbidden to enter the trench as per our training, our guys got 20-foot lengths of pipe, went to either side of the trench and guided the pipe in until they met. Once they visually determined the angle needed they removed, glued and heated the pipe to make the bend. Then they went back to the trench and installed the parallel conduit with success from outside of the danger zone. Actions like this are prime examples of our commitment to safety, quality, productivity and now human performance. It was this questioning attitude and safety training that led to us installing that conduit safely. When the General Contractor’s Safety Director came to the job to do a site safety inspection, he noticed the over excavation and our guys continuing the conduit run on the other side. He questioned our guys and could not believe that we could perform our work without going into this excavation. He commended our crew for an innovative job well done.”
Thanks to Harold King, Scott Moul, Mason Simpson and Klinton Kohler, our customer (Handwerk Construction) and Norfolk Southern. For general company information, contact one of our divisions:
Electrical Division: Denny Geiger (717) 324-2205 dgeiger@ib-abel.com
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Communication Division: Jim Trebilcock (717) 577-3081 jimt@ib-abel.com
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Utility Services Division: Willard R. Wolf (717) 577-1685 wwolf@ib-abel.com