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Performance Improvement: A Plant Recovery

Performance Improvement: A Plant Recovery. The ROBINSON story Rebecca P. Anderson PI Manager. Robinson Nuclear Plant. Why I’m here. “Tell me about your journey…”- Jim McCarthy Hadn’t stopped to look back, so took time to reflect Curious because of our scenario…. Robinson Nuclear Plant.

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Performance Improvement: A Plant Recovery

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  1. Performance Improvement:A Plant Recovery The ROBINSON story Rebecca P. Anderson PI Manager

  2. Robinson Nuclear Plant Why I’m here • “Tell me about your journey…”- Jim McCarthy • Hadn’t stopped to look back, so took time to reflect • Curious because of our scenario….

  3. Robinson Nuclear Plant Robinson…where we started • INPO 1 for 8 consecutive cycles • Consecutive breaker to breaker runs • Consistent power curve- generation • Lean- less than 450 employees

  4. Robinson Nuclear Plant Robinson…where we went Significant Decline in Performance • Operations Training Probation 2008 • March 28, 2010- RNP fire complicated by operator actions- SOER 10-2 case study • 95-001, 95-002, Column III • NRC S.A.T WHITE Finding • INPO status suspended- POLICY Note 22 • INPO plant eval 19 AFIs- INPO 3 & POLICY Note 14; 8 Exec level- OR and PI

  5. Robinson Nuclear Plant The role of CAP • Why me? • 6 years nuclear experience • 5 years Training- Operations Training IT • 1 year Maintenance & Technical Training supervisor • No CAP or PI background Need something different…what we were doing wasn’t working..

  6. Robinson Nuclear Plant The CAP Shell • Procedures in place • Key performance indicators in place • Performance Improvement Coordinators in place • Industry documents • Had to look closer…where did our program come from…?

  7. Robinson Nuclear Plant Industry-based program • Processes were interpretations of industry documents • KPIs were the results of industry practices • Procedures were representation of industry Strengths and industry AFIs • Our CAP had grown uncontrolled based on industry influence…

  8. Robinson Nuclear Plant Shifted CAP for RNP We decided to remove the barriers… • Lowered the threshold…high volume system • Centralized the screening- fair and equal • Controlled the feed - Closing to trend • Lowered the backlog • Reduced low-value work • Re-committed to low level trending • Reserved high-level cause evaluations for significant events or escalated trending • KPIs specific to performance and behaviors

  9. Robinson Nuclear Plant Results • Engaged management team • Recognize the risk of open actions • Speak to what they’re trending • Can remember learnings from last ACE • Impacting home-work balance • “CAP listed as one of top 10 positives for site,” -2012 Nuclear Safety Culture Survey, RNP

  10. Robinson Nuclear Plant What mattered • Prioritized CAP and aligning management around an efficient program • Removed archaic processes- “no heresy” unless Regulatory Required • Stopped hiding behind “CAP is federally required” • Removed the stigma of being an outlier • Reduced the fear of “missing something”

  11. Robinson Nuclear Plant Thank you… • Rebecca P. Anderson • PI Manager, Robinson • Rebecca.Anderson@duke-energy.com

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