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The new Sellafield Ltd Management System (SLMS) Facilitating a safer, more effective means of conducting business through collaborative teamwork Howard.

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Presentation on theme: "The new Sellafield Ltd Management System (SLMS) Facilitating a safer, more effective means of conducting business through collaborative teamwork Howard."— Presentation transcript:

1 The new Sellafield Ltd Management System (SLMS) Facilitating a safer, more effective means of conducting business through collaborative teamwork Howard Cooper Head of Quality, Sellafield Ltd Karine Rackham Management System Manager, Sellafield Ltd Dan Plung Programme Manager, URS

2 The challenge Replace a management system that had become difficult to use, contained ineffective arrangements, and had limited credibility among the user base Establish a system that would facilitate and support the new management team’s commitment to “effective working” “making changes to our systems and processes and, by removing some of the barriers to effective working, making it easier to get work done and also to stop work that doesn't add value” Establish reasoned consistency across Sellafield Ltd Support paced and sustained change Align programme structure to business strategies Ensure compliance with ISO-9001 and ISO Provide for improved interaction with regulators

3 The approach: return to fundamental principles Reorient system to focus on users Collectively engage users and process owners –in enhancing processes to improve safety and efficiency –in assessing and addressing implementation strategies Align ownership, accountability and responsibility for arrangements, compliance and site licence conditions Create an enhanced document architecture and delivery platform Promote development of user-orientated arrangements Design structure to provide long-term system sustainability Provide traceability to obligations

4 Phase 1: Build an infrastructure to enhance safety and effectiveness through improved quality, use and access to arrangements

5 A simplified hierarchy Simple and clear relationships among document types Discrete document purposes A single integrated management system An intuitive configuration based on business processes (topic areas) “Topic” Manuals and a collection of end- user oriented “How Do I?” Designed for usability Exclusive focus on task/activity Essential components of the new management system

6 Single point of accountability for processes (topic areas) Disciplined process of appointments (Process Owners/Reviewers) Implementation strategy agreed during development of arrangements Enhanced visibility of interactions among processes Engaged personnel reflecting corporate perspective / Management commitment: –Process Owners: have exclusive accountability for their topic –Designated Reviewers: represent the Directorate perspectives (users) –Subject Matter Experts: assist with development and implementation –Heads of Manufacturing: provide enhanced user (OU) perspective –Process Sponsors: establish expectations, resolve outstanding issues Develop high quality and proportionality of arrangements through collaborative process

7 Establish a document structure that clearly communicates (and delineates among) the ‘how’, ‘what’, and ‘why’ Policies & Charters Sellafield Ltd Practices (“How Do I?”s) (SLPs) Manuals and Plans Sellafield Ltd Supporting Practices Compliance required of all personnel Local Working Documents Policies state executive level expectations. Charters provide executive endorsement for execution of a plan, task, or activity (e.g. Terms of Reference for a governance committee). Manuals/Plans describe and state the rules and strategy for a planned process or programme of work. SL Supporting Practices give detailed instruction or guidance on a process, programme, task or activity. SLPs inform individuals how to: request delivery of a service complete a specific task or activity. Local Working Documents (e.g. Operating Instructions, Maintenance Instructions,).

8 Provide user-oriented arrangements: the new Sellafield Ltd Practices (SLPs) “How Do I?” oriented Prescribe how to complete a single, discrete activity Provide only the detail needed to successfully complete the task (majority <10 pages) Facilitate more effective, less time- consuming reviews (including emphasising focus on process) Contributes to reduced publication cycle time (4-6 weeks from draft to publication) Sample first page

9 Provide a basic organisational logic based on contract scope of work Project execution and managing, operating and maintaining Operating Units Key support functions Programmes that ensures accountability, fairness and transparency General Sellafield Ltd infrastructure *

10 …that provides ready access and navigation to all arrangements and supporting information Left hand zone: Information and user guidance (including “Frequently Asked Questions”) Compliance information Transition index Access to Local Link Maps, with all local documents (e.g. OIs, MIs). Access to Local Link Maps, with all local documents (e.g. OIs, MIs). Topics (i.e. process areas) organised in 4 broad categories “New & Info” and “Recent Changes” Users can provide feedback or get help on SLMS

11 ... and ensures users find and have what they need All active transitional procedural arrangements (and associated documents e.g. templates) mapped to the topic Document hierarchy Policies & Charters Sellafield Ltd Practices (SLPs) (“How Do I’s”) Manuals and Plans Sellafield Ltd Supporting Practices Users can set up alerts to receive automatic notification of changes to topics of interest.

12 Phase 2: Manage the Transition

13 Supporting timely issuance of arrangements Process Owners set schedules Priorities aligned with the ICP, Nuclear Safety programme and Strategic Business Imperatives Reduced requirement for lower-tier implementing documents Business Change Managers engaged Legacy arrangements withdrawn when safe/appropriate 76% of documents published to schedule (app. 60% of total forecast)

14 Actively engaging and supporting users to ensure an effective transition... Process Owners and Designated Reviewers Key stakeholders (Executive, Regulators, NDA) Intranet / Energize Demo facility Team 4 action Human Performance Face to face briefings Animated demo tool Left hand zone and FAQs Supportive feedback >90% queries answered within 2 working days Awareness and navigation briefings for over 2200 key users

15 Implementing arrangements collaboratively and proportionally Implementation is agreed during development of arrangements Implementation effectiveness is a collaborative activity OUs implement Process Owners provide needed support / oversight Proportional implementation strategy Isolations – formal training DSEAR Process – testing Administrative SLPs – notices/ communications

16 …and identifying metrics to validate effective SLMS performance and identify improvements Metrics identified to provide a clear measure of SLMS performance and sufficient trending information to allow timely adjustments, as warranted Metrics derived through careful consideration of a number of factors: –principles embedded in ISO-9001, Quality Management System Requirements and GS-R-3, The Management System for Facilities and Activities; –principles that served as the foundation for the system’s development; –and the risks explored in the Management of Change (MoC) assessment completed in the months before the system went live Metrics have evolved over the first year of the system’s operation Metrics are reported to Process Owners and Process Sponsors (Executive) monthly, further amplified by an annual self assessment report

17 Phase 3: Realising the potential

18 The Sellafield Ltd Management System continues to mature

19 What we have gained: a system capable of delivering on the commitments of the management team Stronger executive and senior management engagement / support Clearer accountability and ownership for SLMS arrangements Enhanced collaboration between Process Owners and users Better integration of processes - clearer picture of interdependencies More opportunity to identify and address gaps and opportunities Enhanced visibility of our obligations and how we meet them Enhanced responsiveness to regulator and key stakeholder expectations Stronger interface with our key stakeholders (e.g. NII, EA, Dft) Enhanced confidence in our Management System as “the springboard for continuous improvement across the full scope of [Sellafield Ltd’s] core and support process.” (LRQA)

20 More effective focus on our work and increasing ownership by key communities CategoryNew ArrangementsExisting*Benefit Policies Charters Manuals SLPs All upper- tier SLMS documents (*includes anticipated withdrawals from SSPs/ SPSWs, Engineering IMS, Capenhurst and Windscale Management Systems) Project and Operations Heightened emphasis on project-based work. Decommissioning and Termination and Project Execution added—capturing key work improvement initiatives. 2. Operational Support Enhanced operational support. Reflects comprehensive rethinking (e.g., Maintenance and Asset Care); more effectively integrated processes (e.g., Environmental Management) 3. Managing the Business More effective governance. Clearer representation of decision making and predicates of running Sellafield Ltd. 4. Business and Administrative Services System more reflective of Sellafield Ltd scope of work. Scope expanded (e.g. IT, Occupational Health and HR) included; arrangements improved / controlled

21 Enhanced compliance Content owned by Process Owners Ready access provided to detail regarding obligations & documents providing compliance Clear traceability of compliance with obligations, license conditions, lessons learnt, ISO standards, commitments Approach effectively supporting programmes where delivery is distributed (e.g., environmental, leak protection)

22 More robust administration of arrangements Greater alignment with key initiatives (e,g, Nuclear Safety) Guidance / communications issued promoting enhanced quality of arrangements Performance closely monitored / widely reported Improved ownership / accountability Streamlined publication processes –Free release of forms and templates –No signatures required –Process Owners authorised to approve / issue arrangements Single, controlled document system

23 >50% reduction in the quantity of documents/quantity of pages 86% of SLPs ≤10 pages in length 83% reduction in cycle time (from draft to publication) >90% feedback/queries resolved within 2 days Focus of feedback increasingly on content > 8.5 million hits to date on the SLMS home page >2,200 users have received face-to-face briefings on SLMS... and improved system performance

24 Phase 4: Staying the Course

25 Sellafield Ltd: Working together to promote and deliver safer, more efficient means of conducting business (Promoting Awareness)(Creating Change) (Bringing full expertise to bear) As two LRQA and two independent Assurance Department reviews suggest, we are well on our way to achieving the results we envisioned in Oct 2009


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