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Improving Conduct of Operations One Project s Approach

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Improving Conduct of Operations One Project s Approach

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    1. Improving Conduct of Operations One Project’s Approach

    2. Where is K-Basins?

    3. Constructed in early 1950s, 20-year design life KW Reactor operated 1955-1970 KE Reactor operated 1955-1971 KE Basin reactivated in 1975 for added N-fuel storage, basin was not cleaned out or prepared in any way for the new mission, open-top canisters used, KW Basin reactivated in 1981 for N-fuel storage, had time and learned lessons from KE, basin cleaned first, epoxy coated, closed-top storage canisters used with corrosion inhibitor added Constructed in early 1950s, 20-year design life KW Reactor operated 1955-1970 KE Reactor operated 1955-1971 KE Basin reactivated in 1975 for added N-fuel storage, basin was not cleaned out or prepared in any way for the new mission, open-top canisters used, KW Basin reactivated in 1981 for N-fuel storage, had time and learned lessons from KE, basin cleaned first, epoxy coated, closed-top storage canisters used with corrosion inhibitor added

    4. The Story Begins K-Basins Historically Con Ops Challenged Late 2005 a simple event (CAM Alarm) investigation provided the proverbial straw that broke the camel’s back. In September 2005, RL issued a letter to the Contractor with a very simple message: CON OPS NEEDS SPECIAL ATTENTION

    5. The Letter The basis: A variety of sources such as ORPS Reports, OA Reports, and Surveillances. Inability to consistently plan and accomplish work. The Deliverables: Con Ops Improvement Plan vice a traditional corrective Action Plan Metrics for measuring and demonstrating improvement

    6. The Plan A three part plan: Conduct of Operations data evaluation Special Conduct of Operations Improvement Actions Development and Implementation of a Conduct of Operations Program Plan designed to avoid weaknesses of past plans.

    7. Evaluation Results Causal factors binned per Con Ops Chapters – evaluated for common causes. Common causes used to select focus areas. Key areas of focus: Procedure use and content Shift routines and operating practices Facility Configuration and Control

    8. The Program Required unwavering management commitment and worker buy in. Designed to establish and maintain high level of Con Ops – provide for continuous improvement. A tool to: Evaluate trends Track performance Establish feedback and continuous improvement Be able to evolve and continuously adapt as necessary based on measured results

    9. Key Program Elements CONOPS Mentors – Real time mentoring and coaching CONOPS Council – Management and Worker – Periodic evaluation of progress and issues. Recurring CONOPS Continuous Improvement Activities

    10. Program “Tools” Checklists developed and utilized by mentors and others for anything from pre-job briefs to procedure observation to radiological postings. Field observation results documented for tracking and trending; Checklists and other feedback collected and maintained in a Con Ops Program History File.

    11. Con Ops Council Charter: Gather and evaluate input related to con ops performance Provide direction for continuous improvement in conduct of operations Implement actions based on tracking and trending data for continuous improvement Membership: Project VP, Key Managers/Supervisors, Union Safety Representatives, Union Workers, Construction Forces. Facility Representatives Attended Regularly

    12. Recurring Continuous Improvement Activities Safety/House Keeping Inspections Weekly Employee Meetings Line Management Seminars Project Focus Days

    13. Line Management Seminars Discuss relevant issues and solutions Maintain priority and emphasis on safety, Con Ops, and accountability Focus on Con Ops improvement Performance indicators Trends Con Ops council actions Tailored to audience

    14. Focus Days Held Quarterly A day dedicated to: Special presentation Performance reviews Important safety information Lessons learned Con Ops Issues Project Status and Pertinent Topics and Events

    15. Human Performance Improvement Introduced after implementation of the Conduct of Operations Plan Incorporated into the Con Ops Program Overtime Con Ops Council has replaced by HPI Council

    16. Wrap Up Key Elements: Management Commitment Management Field Presence Real time Feedback and Correction Consistent approach over long period The Con Ops Improvement Plan has lead to a marked improvement in Con Ops at K-Basins. Continuous care and feeding necessary for not only sustaining good Con Ops; but to continually improve Con Ops.

    17. Questions and Answers

    18. Contact Information Dennis Humphreys: Work - 509-373-7868 Cell – 509-531-3001 Email – dennis_c_humphreys@rl.gov

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