A Project Management Approach to Continuous Improvement

1. A Project Management Approachto Continuous Improvement Steven A. Coleman, ISM Project Manager November 28, 2007

2. Presentation Overview • Introduction • ISM/Safety Improvement Project Conception • ISM Gap Analysis • Assessment Reviews and Causal Analyses • Integrated Project Structure • Challenges/Institutional Buy In • Resources • Communication • Integration of new requirements • Performance Monitoring • Project Reviews/Change Control • “Good to Great” Principles and Continuous Improvement

3. Introduction Corrective action management and continuous improvement at Brookhaven National Laboratory were elusive concepts, tangled in terms such as accountability, responsibility, enforcement and governance. This was evidenced in the ISM Readiness Review Gap Analysis (Oct 2005)

4. ISM Readiness Review Gap Analysis Highly credible team assembled (Oak Ridge, Idaho, PNNL, Battelle & McCallum & Turner, Inc.) Inspection mirrored the process employed by the DOE Independent Oversight Office. Results indicated a programmatic deficiency in feedback & improvement Corrective action management - large percentage of actions overdue or extended 3-5 times, major assessments conducted not addressed, etc… ISM/Safety Improvement Conception Long Island –NY

5. BNL ISM Readiness Review – Oct 2005 CF#2 – Analyze Hazards CF#3 – Develop and Implement Controls CF#4 – Perform Work Within Controls CF#1 – Define Scope of Work Core Functions of ISM Accelerators Experimental/Small Science Maintenance/Construction Industrial Hygiene Institutional Programs BNL Overall* Needs Improvement Effective Performance Effective Performance Needs Improvement Effective Performance Needs Improvement Needs Improvement Needs Improvement Needs Improvement Needs Improvement Effective Performance Needs Improvement Significant Weakness Significant Weakness Needs Improvement Needs Improvement Significant Weakness Effective Performance Needs Improvement Needs Improvement* Needs Improvement *CF#3 – Yellow / Red Monitoring Feedback and Continuous Improvement CF-5) BSA Significant Weakness Page 7 of 8

6. ISM/Safety Improvement Conception • Causal Analyses • FY 04 – 06 review of assessments • Binned findings/conditions to common categories • Developed 5 problem statements that required further analysis • Programmatic Deficiency causal analysis performed by Senior Management (Policy Council) - Director, Deputy Directors, Assistant and Associate Lab Directors • Action Development • Diverse group of BNL staff (science, operations, administration, etc…) identified actions to address root and contributing causes • An exhausting process - 6 months for approval

7. Integrated Project Structure

8. Resource Needs Use of contributed resources and Line Management ensuring that resources identified supported project objectives Level II Manager Ownership Communications ISM Core Team – differing professional opinions Battelle Operations Risk Committee, Management & Science Councils, DOE Headquarters and Site Office Communication Plan Development DDO, ES&H ALD, DOE-BHSO and others – every 4-6 weeks visits to Germantown Challenges/Institutional Buy In

9. Challenges/Institutional Buy In • Integration of New & Ongoing Requirements • Type B Arc-Flash Event • DOE Order 226.1, Oversight/Contractor Assurance • 10CFR851, Worker Safety & Health Rule • Nuclear Safety Issues/Action Items • On going corrective action plans • WP&C and F&I Action Plans (DOE Implementation DNFSB-2004-1) • Inadequate Control of procedures NTS • Material Handling/Hoisting & Rigging • Industrial Hygiene • Energized Electrical Work (NFPA 70E)

10. Project Reviews/Change Control Monthly project reviews – Lab Director, Deputy Director, DOE-BHSO, Assistant/Associate Laboratory Directors, Department Chairs, and others Level II Manager responsible for WBS sections reported status, risk, resource needs, proposed changes, etc… Reports to Brookhaven Science Associates (BSA) Board, Battelle Operations Risk Committee & DOE Office of ES&H Evaluations (HS-64) Performance Monitoring

11. HSS Office of Health, Safety and Security ES&H Ratings – Oct 2007 CF#1 – Define Scope of Work CF#2 – Analyze Hazards CF#3 – Develop and Implement Controls CF#4 – Perform Work Within Controls Core Functions of ISM NSLS Small Science Maintenance Construction Effective Performance Effective Performance Effective Performance Needs Improvement Effective Performance Needs Improvement Needs Improvement Needs Improvement Needs Improvement Needs Improvement Effective Performance Needs Improvement Effective Performance Needs Improvement Needs Improvement Effective Performance Feedback and Continuous Improvement CF-5) SC and BHSO BSA Needs Improvement Needs Improvement Page 7 of 8

12. Disciplined People Level 5 Leadership Self-Declared programmatic deficiency Policy Council Causal Analysis ISM/Safety Improvement Project First Who, Then what Project Manager ISM Core Team Level II Manager Ownership Disciplined Thought Confront the Brutal Facts Gap Analysis Institutional Feedback & Improvement Corrective action management The Hedgehog Concept Good is not “Good Enough”What does it take to be Great?

13. The Hedgehog Concept BNL is passionate about safety performance and improvement, and being the best science national laboratory in the research and development of advanced technologies and nurturing the next generation of safety and scientific leaders. What you are deeply passionate about? What you can be the best in the world at? What drives your resource engine?

14. Good is not “Good Enough”What does it take to be Great? Disciplined Action Building Greatness Preserve the core? Delivering exceptional results time after time – beyond a leader, idea or funding cycle Build momentum and instill core values while stimulating change and progress • Culture of discipline • Senior Leadership – initiated efforts to fill the culture with self-disciplined people who are willing to go above and beyond their responsibilities • ISM/Safety Improvement project - disciplined action consistent within the hedgehog concept

15. Greatness Collins (2005), “Greatness is not a function of circumstance. Greatness, it turns out, is largely a matter of conscious choice, and discipline” (p.31). Collins, J. (2001). Good to great: why some companies make the leap…and others don’t. Harper Collins; New York. NY. Collins, J. (2005). Good to great and the social sectors. A monograph to accompany good to great .