team wanted to make sure every home got the message. So it also canvassed
individual neighborhoods, particularly those along the coke drum route, going
door-to-door to pass out ;iers and speak directly to residents about the project.
“People remember a face-to-face encounter usually much more clearly than
they can recall something they read or something they’ve seen,” Mr. Roos says.
Lessons learned from similar moves also helped pave the road for the project
team. For instance, Mr. Roos volunteered to help with crowd control when a
space shuttle was transported through Los Angeles to the local science museum
in 2012. He watched how the police and project sta; worked together to protect
both people and the shuttle—and how much the crowd seemed to enjoy the
show. ;e Chevron team even hired some of the same contractors so it could
bene;t from their expertise.
“We only had between 11 p.m. and 5 a.m. to shut down Sepulveda Boulevard,”
Mr. Roos says. “We beat that by several hours in each case and kept getting
better with each of the moves there.” ;at meant less inconvenience for local
Careful planning and execution turned what could have been a high-risk situation into an opportunity to build stakeholder support. Intrigued by the unusual
event in their neighborhood, some residents stood along closed roads to watch
the drums pass by. “We turned it into a really positive experience,” Mr. Miller
says. “It really does become a parade. ;ese giant things that are fully lit up at
night, it looks pretty cool.”
SUCH GREAT HEIGHTS
Getting the new drums to the re;nery was only half the battle. Before they
could be installed, the team had to remove the six retired drums, each weighing roughly 400,000 pounds (181,437 kilograms), while working on elevated
;e team looked to Chevron’s previous coke projects to create a safety plan.
It found that a past initiative had a very high rate of dropped objects, which
put people working on the ground in harm’s way. ;e team avoided injuries by
implementing a “stop the drop” program that required all tools and materials to
be tied o; with a leash. And if something did drop, leaders investigated to ;nd
out why and shared that information with the rest of the team.
A scarier reality was this: ;e project team knew that 50 percent of falls from
20 feet ( 61 meters) or higher result in fatality. Because all installation work took
place at least 20 feet above ground, project leaders implemented a fall protection protocol that required workers to wear double harnesses. ;e team held
“We turned it
into a really
It really does
that are fully
lit up at night,
it looks pretty
—Rick Miller, Chevron, El
Segundo, California, USA