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The Cycle of Performance Getting Back to the Path of Excellence

The Cycle of Performance Getting Back to the Path of Excellence . Trending and Analysis Presented by: Don Wheeler Arizona Public Service & Theresa Sutter Curtiss Wright / Scientech. Effective and Efficient. Efficient. Effective. 2. Performance Improvement Model. A. I. C. N. T.

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The Cycle of Performance Getting Back to the Path of Excellence

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  1. The Cycle of Performance Getting Back to the Path of Excellence Trending and Analysis Presented by: Don Wheeler Arizona Public Service & Theresa Sutter Curtiss Wright / Scientech

  2. Effective and Efficient Efficient Effective 2

  3. Performance Improvement Model A I C N T I U O M N M S O C PerformanceAssessment Trending Action Tracking Performance Indicators EffectivenessReviews Task Assignment Resource Management Implementing Solutions Performance Monitoring S Benchmarking S RESULTS Standards N N O I O Management Oversight/ Reinforcement T I FIND T A FIX Problem Reporting SelfAssessments A C I C N I LEADERSHIP AND OVERSIGHT N U Organizational Accountability Behavior Observations Industry OE U M M Independent Oversight M O M C O C Excellence in Performance Improvement ACTIONS GAPS KNOWLEDGEAND SKILLS CULTURE Business Planning Considerations Action Planning Analyzing, Identifying and Planning Solutions Management Review & Approval Problem Analysis ANALYZE

  4. Internally Driven Externally Driven 4

  5. Performance Monitoring– Shared Risk • Performance monitoring unique: • Contains proactive and reactive components • Uses diverse/multiple monitoring approaches • Relies on leadership engagement • Performance monitoring includes: • Reviewing operating experience • Focused use and analysis of behavioral observations • Conducting selected critical self assessments • Timely benchmarking • Engagement in trending and analysis • Robust integrated performance assessment process 5

  6. Effective……

  7. Effective and Efficient?

  8. Types of Trending andAnalysis • Formal Trending • Based on review of data • Statistical analysis • Frequency change • Exceeding thresholds • Informal Analysis • Cognitive • Intuitive • Connecting the dots • Based on memory and gut feel • Predictive?

  9. Types of Trending andAnalysis • Formal - transparent to site • Software tool • Statistical – used in monitoring • Internal data, compared to a norm • Codes applied by staff, automated reporting • Informal Analysis – integrated into process • Screening team / Management Review Committee • Product Review / Challenge Boards • Oversight feedback • Integrated performance assessments • Performance Improvement analysis • Unit and Corporate Management Review Meetings • Predictive?

  10. Direction of Performance • Declining • Undesirable change in the frequency of a occurrence to a given parameter • Improving • A desirable change in the frequency of a occurrence to a given parameter • Meets Standard • Performance is stable and meets performance parameters/goals • Acceptability dependant upon predefined threshold limit or management discretion

  11. Confirming Trends • Declining Trends • Must be confirmed, entered into CAP • Effectiveness criteria or goal established • Potential Trends • Must be confirmed - further evaluation • Dispositionedto a lower level - evaluate for commonality • If a declining trend confirmed, entered into CAP • Continued Monitoring • Performance acceptable, number of issues • Monitor – trend program, metric, or recovery plan • Review during integrated performance assessment • Escalate if performance continues to decline

  12. Trend Code Application • Industry recognized coding scheme (INPO) • PO&C, event, cause, equipment….. • Application of codes integrated into process • Minimize personnel applying codes • Representative of department • Perform periodic review application • Accurate and consistent

  13. Palo Verde “Formal” Trending Tool UCL: Upper Control Limit

  14. Codes - Categories Window Color UCL

  15. Time Period / Classification • Report Period • Outages • Change in performance • CR Type • Prevent • Minimize • Low level

  16. Standard Screen Report • Category: • Emergency Preparedness • Time Period: • 18 Months

  17. Frequency / Distribution • Emergency Preparedness • 18 Months • Outages • CR Type • Prevent • Minimize • Low level • Increased use Requires further analysis

  18. EP.1 Emergency Preparedness Leadership • Management and Leadership • Emergency Response Organization and Interfaces • EP.2 Emergency Preparedness • Emergency Response Plan, Process, and Procedure Development • Emergency Response Organization Staffing, Training, and Qualification • Emergency Preparedness Drills and Exercises • Facilities and Equipment • Emergency Preparedness Staff • EP.3 Emergency Response • Initial Response • Emergency Response Managers • Emergency Response Actions INPO Emergency Preparedness Performance Objectives

  19. Subcategories – INPO PO&C Driver - Procedures Requires further analysis

  20. Cause Code Trending/Analysis

  21. Time Period and Organization

  22. Organization by Business Unit

  23. Select Cause Code High Level Mid Level

  24. Example Report - Distribution 80/20 Rule Individual Actions/ Practices Habits - 21 Requires further analysis…

  25. Drill Down Further Analysis 80/20 Rule Use and Compliance with Instructions/ Procedures – 19 Requires further analysis…

  26. Informal Trending and Analysis • Cognitive - based on memory, gut feel, personal insights • Action Request Review Committee (ARRC) • Condition Review Group (CRG) • Engineering Work Request (EWR) • Work Management Review Board (WMRB) • Intuitive TrendingandAnalysis • Equipment Reliability / System Health Report • Root and apparent cause events • Department / program metrics • Connecting the dots - Leadership • Integrated Performance Assessments • Performance Indicator compared to industry (INPO) • Performance Improvement Analysis • Management Review Meetings 27

  27. Quarterly Cause Analysis - Leadership • Purpose • Identify Emerging Trends • Identify Areas of Interest • Monitor Previous Trend Performance • Engage Stakeholders • Communication Tool

  28. Cause Report / Trending Cycle

  29. Station Leadership Re-engaged……

  30. INPO Performance Objectives • Equipment Reliability (ER) 32% • Organizational Effectiveness (OR) 15% • Operational Focus (OF) 13% What did we learn? Secondary systems largest impact to capacity factor Minor injury rate not improved in 3 years Procedures did not consider impacts to organization 31

  31. Behaviors - What did we Learn? Station Behavior Living with long-standing issues Corrective Actions Find issues before they find us Does that align? 32

  32. System Performance • What did we learn? • 33% of events were associated CH, SF, and SQ systems

  33. Monitoring Performance • CAPRs 5 to 2 • CAs 25 to 8

  34. Monitoring Performance CAs 11 to 5

  35. Summary / Conclusion – Visual • Potential CH system failure: • Loss of charging and/or letdown capability • Reactivity Management event 0 RCE 12 ACE CRs 365 Adverse CRs End of 2012 a packing leak resulted in a plant shutdown and Short Notice Outage 1576 – Review CR and CMWO

  36. Predictive? Further Analysis? Approximately 40% of power reductions in past 18 months related to FW and MT systems

  37. Feedback?It’s a gift!

  38. SAFELYand efficiently generate electricity for the long term

  39. The Cycle of Performance Getting Back to the Path of Excellence Trending and Analysis Presented by: Theresa Sutter Curtiss Wright / Scientech

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