1. Performance Improvement Metrics JFO-TRNC-METRICJFO-TRNC-METRIC

2. ACAD 02-001, Objectives and Criteria for Accreditation in the Nuclear Power Industry Objective 1: Training for Performance ImprovementObjective 1: Training for Performance Improvement –Training is used as a strategic tool to provide highly skilled and knowledgeable personnel for safe, reliable operations and to support performance improvement. Criteria 1.7 Methods to determine the effectiveness of training are considered prior to development of the training.Criteria 1.7 Methods to determine the effectiveness of training are considered prior to development of the training. Objective 1: Training for Performance ImprovementObjective 1: Training for Performance Improvement –Training is used as a strategic tool to provide highly skilled and knowledgeable personnel for safe, reliable operations and to support performance improvement. Criteria 1.7 Methods to determine the effectiveness of training are considered prior to development of the training.Criteria 1.7 Methods to determine the effectiveness of training are considered prior to development of the training.

3. INPO 05-005: Guidelines for Performance Improvement at Nuclear Power Stations Excellence in Performance ImprovementExcellence in Performance Improvement –is embodied by the organization that views improving performance as a never-ending journey rather than a finite destination. Excellence in Performance ImprovementExcellence in Performance Improvement –is embodied by the organization that views improving performance as a never-ending journey rather than a finite destination.

4. TERMINAL OBJECTIVE When evaluating training requests for performance improvement, develop appropriate actions to resolve performance gaps in accordance with EN-TQ-208, Evaluating Training Requests for Performance Improvement.When evaluating training requests for performance improvement, develop appropriate actions to resolve performance gaps in accordance with EN-TQ-208, Evaluating Training Requests for Performance Improvement.

5. ENABLING OBJECTIVES EO 1.01EO 1.01 –Recall the different activities that can originate a request for training. EO 1.02EO 1.02 –State the purpose of EN-TQ-208, Evaluating Training Requests for Performance Improvement. EO 1.03EO 1.03 –State the purpose of analyzing, identifying, and planning solutions. EO 1.01EO 1.01 –Recall the different activities that can originate a request for training. EO 1.02EO 1.02 –State the purpose of EN-TQ-208, Evaluating Training Requests for Performance Improvement. EO 1.03EO 1.03 –State the purpose of analyzing, identifying, and planning solutions.

6. ENABLING OBJECTIVES EO 1.04EO 1.04 –Describe the elements of analyzing, identifying, and planning solutions. EO 1.05EO 1.05 EO 1.04EO 1.04 –Describe the elements of analyzing, identifying, and planning solutions. EO 1.05EO 1.05

7. INPO 05-005: Guidelines for Performance Improvement at Nuclear Power Stations The organization strives at all levels to achieve high levels of performance by effective application in the three key attributes of the performance improvement model.The organization strives at all levels to achieve high levels of performance by effective application in the three key attributes of the performance improvement model.

8. What activities can we use to identify a need for an improvement in performance?

9. Corrective Action ProgramCorrective Action Program Assessment ReportsAssessment Reports Operating ExperienceOperating Experience Regulatory requirement changesRegulatory requirement changes New or changed station process, procedures or equipmentNew or changed station process, procedures or equipment Management observationsManagement observations Performance Indicator reviewsPerformance Indicator reviews Incumbent feedbackIncumbent feedback Corrective Action ProgramCorrective Action Program Assessment ReportsAssessment Reports Operating ExperienceOperating Experience Regulatory requirement changesRegulatory requirement changes New or changed station process, procedures or equipmentNew or changed station process, procedures or equipment Management observationsManagement observations Performance Indicator reviewsPerformance Indicator reviews Incumbent feedbackIncumbent feedback

10. When may a formal training needs analysis may be waived?

11. Regulatory or INPO requirementsRegulatory or INPO requirements Operations Requal. Program requirementsOperations Requal. Program requirements Accredited program guidelinesAccredited program guidelines Periodic refresher trainingPeriodic refresher training Regulatory or INPO requirementsRegulatory or INPO requirements Operations Requal. Program requirementsOperations Requal. Program requirements Accredited program guidelinesAccredited program guidelines Periodic refresher trainingPeriodic refresher training

12. Attachment 9.1, Training Goal Development Worksheet, is NOT required whenAttachment 9.1, Training Goal Development Worksheet, is NOT required when –analysis identifies a new task that becomes part of an initial training program, –training that is regulatory driven, –OR is at the discretion of management. Attachment 9.1, Training Goal Development Worksheet, is NOT required whenAttachment 9.1, Training Goal Development Worksheet, is NOT required when –analysis identifies a new task that becomes part of an initial training program, –training that is regulatory driven, –OR is at the discretion of management.

13. Completion of a paper copy of attachment 9.1, Training Goal Development Worksheet is NOT mandatory.Completion of a paper copy of attachment 9.1, Training Goal Development Worksheet is NOT mandatory. To be used as a guide to help collect information to complete the Performance Improvement Tracking Tabs in the TEAR software.To be used as a guide to help collect information to complete the Performance Improvement Tracking Tabs in the TEAR software. Completion of a paper copy of attachment 9.1, Training Goal Development Worksheet is NOT mandatory.Completion of a paper copy of attachment 9.1, Training Goal Development Worksheet is NOT mandatory. To be used as a guide to help collect information to complete the Performance Improvement Tracking Tabs in the TEAR software.To be used as a guide to help collect information to complete the Performance Improvement Tracking Tabs in the TEAR software.

14. Analyzing, Identifying, and Planning Solutions The purpose of analyzing, identifying, and planning solutions is to develop appropriate actions to resolve performance gaps identified through various performance monitoring activities as well as those gaps that become self-revealing and are captured as condition reports after the fact.The purpose of analyzing, identifying, and planning solutions is to develop appropriate actions to resolve performance gaps identified through various performance monitoring activities as well as those gaps that become self-revealing and are captured as condition reports after the fact.

15. Analyzing, Identifying, and Planning Solutions Because performance gaps range from major station performance weaknesses to minor adverse behavior trends, the level of activity needed to complete analysis and corrective action identification and planning can vary widely.Because performance gaps range from major station performance weaknesses to minor adverse behavior trends, the level of activity needed to complete analysis and corrective action identification and planning can vary widely.

16. Analyzing, Identifying, and Planning Solutions Additionally, because some performance shortfalls are more important than others, there is a need to choose which issues to address first and to select solutions that integrate well with the overall level of station performance and the management business planning focus areas.Additionally, because some performance shortfalls are more important than others, there is a need to choose which issues to address first and to select solutions that integrate well with the overall level of station performance and the management business planning focus areas.

17. Analyzing, Identifying, and Planning Solutions The elements of analyzing, identifying, and planning solutions are as follows:The elements of analyzing, identifying, and planning solutions are as follows: –Problem Analysis –Action Planning –Management Review and Approval –Business Planning Considerations The elements of analyzing, identifying, and planning solutions are as follows:The elements of analyzing, identifying, and planning solutions are as follows: –Problem Analysis –Action Planning –Management Review and Approval –Business Planning Considerations

18. Analyzing, Identifying, and Planning Solutions Problem AnalysisProblem Analysis –using tools or combinations of tools uncovers the underlying causes of problems or adverse trends, commensurate with their significance. Problem AnalysisProblem Analysis –using tools or combinations of tools uncovers the underlying causes of problems or adverse trends, commensurate with their significance.

19. Analyzing, Identifying, and Planning Solutions Problem Analysis ToolsProblem Analysis Tools –root or apparent cause analysis –common cause analysis –event investigations –human performance error investigations –process analysis –needs analysis Problem Analysis ToolsProblem Analysis Tools –root or apparent cause analysis –common cause analysis –event investigations –human performance error investigations –process analysis –needs analysis

20. Problem Analysis