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Enhancing Safety Culture in River Corridor Closure Project

Explore the DOE's initiatives to strengthen worker involvement, feedback, and safety culture in the River Corridor Closure Project. Learn about the project scope, teamwork, disciplined operations, and safety measures.

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Enhancing Safety Culture in River Corridor Closure Project

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  1. River CorridorClosure Project Safety • Teamwork • Disciplined Operations • Integrity DOE Integrated Safety Management (ISM) Workshop November 29, 2007 Richland, Washington U.S. Department of EnergyRichland Operations Office

  2. River CorridorClosure Project Initiatives to Strengthen Worker Involvement, Feedback, and Safety Culture Ray Skwarek Director, SH&Q U.S. Department of EnergyRichland Operations Office

  3. Project Scope Demolition of 486 facilities Remediation and closure of 370 waste sites Place three reactors into safe storage condition H D/DR N F KE/KW Waste treatment, transportation and disposal(4 million tons of waste) ReactorAreas(100 Area) B/C Environmental Restoration Disposal Facility (ERDF) 400 Area Risk assessment and long-term stewardship Former Fuel Production and Laboratories (300 Area) Hanford Site Boundary (586 sq. miles)

  4. How It Works Transport contaminated soil and debris to disposal facility Demolish Facilities Cocoon Reactors Remove Surplus Facilities Treat waste if required, then dispose Remediate Waste Sites Burial Ground Excavation Environmental Restoration Disposal Facility E0703031_b

  5. WCH ISMS Implementation • WCH ISMS Strategic Plan 4/07 • DOE Phase II Verification Review 11/07 • Review included Safety Culture elements as described in DOE M 450.4-1

  6. DOE M 450.4-1 • Identifies four supplemental safety culture elements: - Individual Attitude and Responsibility for Safety - Operational Excellence - Oversight for Performance Assurance - Organizational Learning for Performance Improvement

  7. Individual Attitude and Responsibility for Safety • WCH Guiding Principles - Safety - Disciplined Operations - Team Work - Integrity - Integrated Work Control Process - Reinforce “Time Out” Process - Management Walkthroughs - Local Safety Improvement Teams (LSIT)

  8. Local Safety Improvement Teams (LSIT) • 13 LSITs • A team at each jobsite • Team Makeup: - Site Safety Reps - Craft / Union Reps - HAMTC Reps - Local Management Team - Stewards • Monthly meetings with LSIT chairs and senior WCH management • LSIT logbooks contain all safety improvement opportunities • Open Logbook items discussed at each POD • For CY 2007, 432 LSIT items identified, 412 closed on an average of 10 days

  9. LSIT Driven Improvements

  10. Operational Excellence • CONOPS Manual and Tailored Approach • Conduct of Operations Coaches • Management presence in the field • Strengthening Requirements Flowdown • Training – ISMS, CONOPS, Safety Culture, Assessments • Operational Training Program

  11. Operational Training Program • Remediation work is highly dependent on procedural controls and people • The Operational Training (drill) Program provides assurance that our procedures are workable and our people are proficient in their use • Implemented via: • Practical exercises – Low impact refresher exercises for functional groups with coaching and mentoring • Complex drills – Focus on coordination, integration, and interaction of all project personnel and functions • Minimal administrative burden by design • Since Program initiation in April, 2007, 66 exercises/drills have been conducted; current rate is 6-8 per week • Benefits: • - Combats complacency / ‘can’t happen here’ attitude • - Enhanced teaming • - Procedure awareness and compliance • - Exercise command and control • - Reveals latent procedure and organizational weaknesses • Integrating with formal EP Drill Program

  12. Oversight for Performance Assurance • Enhanced training for all personnel performing assessments • Grading & feedback provided for all assessments conducted • FY08 RCC Project-wide integrated assessment schedule • Established 30 Key Performance Indicators, reviewed monthly by WCH Senior Management • First comprehensive performance analysis to be conducted in December • New web-based Corrective Action Management system to roll out in January

  13. Organizational Learning for Performance Improvement • Making progress in Key Areas: • CONOPS • Quality • Rigor in Requirements Implementation • Safety Culture • Additional focus on Feedback and Lessons Learned

  14. Achieved 1.6 million hours without a lost or restricted workday No recordable injuries in the past 6 months Favorable trends in most other ESH&QA metrics Favorable DOE ISMS Phase II Validation Review in November Management Walkthrough program identified as a noteworthy practice by DOE Improved Environment for open communications Achievements and Progress

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