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Comanche Peak Nuclear Power Plant Human Performance: Observation Principles of Excellence Karen Jones, Human Performance Coordinator Luminant / Comanche.

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Presentation on theme: "Comanche Peak Nuclear Power Plant Human Performance: Observation Principles of Excellence Karen Jones, Human Performance Coordinator Luminant / Comanche."— Presentation transcript:

1 Comanche Peak Nuclear Power Plant Human Performance: Observation Principles of Excellence Karen Jones, Human Performance Coordinator Luminant / Comanche Peak Matt Sacks, DevonWay / Product Manager

2 Organized Observation Program at Comanche Peak Like most other companies, at Comanche Peak weve been in reaction mode for complying with observation requirements. Now for the first time, were able to use the observation process to close process gaps, improve plant performance and demonstrate INPO compliance. Modeled observation trend codes to be in line with the INPO performance model.

3 Excellent Station Performance Benchmarking STARS INPO Nuclear industry Outside industry Industry committees WANO Publication reviews Training Training Review Boards Program Review Boards Management observations Continuing Training Systematic Approach to Training OJT/TPE/OJE Curriculum boards Oral boards Individual development plans Living ASER Qualifications Culture Leadership forums One-On-Ones Leading Training observations SAFETEAM Culture surveys Field presence Celebrations Performance reviews Career Devmt. plans 360° reviews PEOPLE Team Continuous Improvement Plan Employee meetings Exclamation Peak Annual incentive plan Periodic surveys Wellness programs Continuous Improvement Industry benchmarking Outside industry benchmarking Use of Lean KPI reviews against the best Continuous Improvement Plan COE reviews MRM reviews STARS Industry committees Leadership Challenge sessions Outage Readiness meetings Observation programs Indicators EP Review boards ALARA Health Committee COE reports QA Summary reports Reactivity Mgt. reports Corporate Dashboard Teammate KPI reports Human Performance Steering Committee Outage Review Team Servant Leadership Learning Community Financial Excellence Committee MRM package Dept. KPIs System Health Program Health Component Health CAP review CARB SORC Plant Health Committee Senior Safety Committee Nuclear Leadership Team meetings Staff meetings Independent Assessments STARS INPO WANO Industry involvement Peer reviews Assist Training Visits Assist visits EPRI NEI QA Plant Daily Checks POD meeting Phone status CAP review POD package POND meeting In-plant time Observation reviews Employee engagement Control Room visits Site walk downs Industry publications STARS reports Station Assessments Self assessments QA surveillances COE reports CAP evaluations Observation Program Plant Event Reviews

4 The way things were… Isolated from CAP and OE Limited trending capabilities On-going challenge to measure performance against expectations Scorecards and reports were difficult to change No formal review process or tools to manage quality Improvement of the Observation program was challenging due to system limitations.

5 Taking Control of Observation Program Connecting Observations with CAP and OE Managing observation blitzes and expectations Adding oversight groups and management review Trend coding driving opportunities for improvement Prescribing observations around plant focus areas Consistent approach to trending of observation behaviors and comment fields.

6 No longer isolated from CAP and OE CRs and OE unified with observations under the same platform. CR and OE immediately available as reference to improve observation quality Ability for managers to send observations back to observers to initiate CR as appropriate.

7 Improved Trending Capabilities All trending of comments were manual before ObservationWay Trending at the behavior level and at the observation level Ability to trend specific comments and capture insights into areas in need of improvement.

8 Dynamic review process Option to add and change oversight groups on specific scorecards based on need Extend review process to selectively include senior managers in observation review by scorecard Plans to route observations to reviewers based on observation score Allows management a more active role in the observation process by routing observa- tions to appropriate managers in real time. Enforce quality - Observation quality questions can be setup to ensure management expectations are being met. All observation communication now managed inside ObservationWay by routing observation tasks or collaborating online.

9 Ability to measure performance against expectations Extensive options for prescribing observations to departments, teams, or individuals Opportunity to conduct focused observations in the form of blitzes - structured management observation programs, identified department focus areas.

10 System limitation are no longer an issue Now we have the ability to continuously improve the program and the program results due to the ease and extensive administration options within the new Observation program. Rapid deployment example: We documented an existing manual process for capturing improvement opportunities and new process was added to our Observation program the next day – ready for production. Changes to scorecards and introducing new reports are easy.

11 Simplifying observations – Closing process gaps Way-Easy Observations for - end users, - managers & - administrators Central Self-Service Forms Library Way-Easy Radio Button Q&A Selection Add Trend Codes desired Trending Reveals Station Performance Gaps Direct CAP connections Tear-Off-Templates with Google check-box to add Performance Improvement change control Audit & Reporting

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