M6 COVID-19 Prevention Plan

Details of “HAVE”
A) MAN (Intentionally change the order of placement with METHOD)
A structure of “Champions” at every level of the organization is hereby established to kick off
the “massive” indoctrination activity of all employees and support personnel (Security,
Janitorial, Billet Hustling, etc.). Note that some activities had already been started much
earlier.
Champion, Plant Level : Plant Manager / Resident Manager
Responsibility: (Planning-Organizing-Leading-Controlling)
1) Role Model
2) Draw up Macro Plan (Strategy)
3) Enlist other Key Personnel
4) Monitor Progress
5) Implement Control Measures and Intervention

Champion, Department/Unit Level : Department/Unit Head

Responsibility: (Note: The Department/Unit Head must enlist “Force Multipliers” in carrying
out some of these responsibilities but still remain the responsible person)
1) Give inputs to PM/RM in drawing up of strategy
2) Work out the “tactical” initiatives of the strategy
3) Enlist other personnel, e.g., formal and informal leaders on the shop floor
4) Determine suitability of requirement vis-à-vis actual condition/nature of the work, the
workplace, and the workers
5) Spearhead the Educational campaign within his/her department/unit.
6) Monitor progress and give regular update to PM/RM
7) Implement Control Measures and Intervention

B) METHOD

a) Enlist the help of Key Personnel/formal/informal leaders such as Line Supervisors, Staff, Head
Adjusters, etc.
BOW trained personnel is highly recommended but NOT as a “Team of BOW” for this can send the
signal that this initiative is coming from a certain group. Nuance in action and implementation must be
observed to avoid the “actors” and “acted” mentality of the general workers.
Note that our goal is for everybody to become “actors”. Example of “acted” mentality we actually
encountered here is an announcement over the handheld radio “ Mag ingat kayo diyan dahil
minomonitor tayo sa CCTV”. We have worked hard and precise in countering this mentality.

b) Educate/Train
The Key Personnel must be COVID-19 educated which means the basic nature of this virus, its mode of
transmission (why mask, physical distancing, disinfection), the importance of immune system thus the
essential of having a healthy and hygienic living, symptoms (immuno compromised) , etc.
 PM/RM/Department Heads/Unit Heads, in performing the Role Model Function, may opt to participate
in the distribution of some PPE’s directly to some personnel as a symbolic gesture.
Together with Key Personnel, Department/Unit Heads will spearhead the Education campaign to other
workers. This should be done in small groups (physical distancing) and in open and well-ventilated
space. Medium of instruction generally in the mode of discussion using visual / audio aids. Pictures may
be taken during such forum for documentation purposes without physical contact.
If possible, it is during the culmination of this forum that basic COVID PPE will be distributed to the
participants (covenant?).
Main goal in such a discussion is shift in paradigm. Example: Wearing of Mask. Old Paradigm =PROTECT
ONESELF; New Paradigm = PROTECT OTHERS.
c) Equip
Department/Unit Head together with Key Personnel must conduct an evaluation of the work area for
the practicality of the requirements vis-à-vis its nature of work. Adjustments and mitigating measures
has to be found and must be implemented. The principles taught in BOSH are very useful in generating
solutions.

d) Deploy
The general workers being equipped with knowledge and PPE will now go back to his/her workplace. It
is expected that he/she will mature into an “actor” himself and will be an agent of change to the New
Normal.
The Department/Unit Heads and Key Personnel must conduct a regular monitoring on the “maturity
continuum” of the worker. Maturity continuum in this sense will measure how he/she is progressing in
terms of his/her self (i.e., consistent in wearing PPE, observing physical distancing, etc.) to enticing
others in the work group to consistently do these preventive measures. There is no need for a formal,
elaborate matrix of criteria for this. Simple observation with common sense will do.
Those who are found to still be “wanting” will undergo re- indoctrination with the PM or RM.
Administrative case, if warranted, has to be the last resort.

e) Support
Support mechanism can come in many forms. Foremost is the emotional support. This virus, by its very
nature, brings with it UNCERTAINTY. Leaders must be opened to the worries and other emotional
concerns of their people. One thing is nakedly clear. Nobody can claim any significant experience in
running a manufacturing facility in times of a pandemic. The shift to a paradigm of New Normal must
first be with the Leaders and decision makers. The most that we could bring to the discussion table are
past experiences of people’s behavior under the OLD normal conditions. We must be wary that the
course of action we formulate to address any concern NOW might be a trajectory of our experiences
under the OLD Normal condition. The “Situation-in-Life” has dramatically change and it caused the
bringing up, surfacing if you will, of the “BEST” and also the “WORST” in people. We have encountered
it here in the plant at the earlier part of this COVID-19.
Regular monitoring by Department/Unit Heads must be an occasion to determine the kind of support
needed by our co-workers.