O VERVIEW
From January to May 2001, a team of industry experts carried out a Human Performance Process Benchmarking Project, focusing on sub-process LP-002 as detailed in the report titled "A Standard Nuclear Performance Model – The Process Management."
The objectives of this project were to:
Perform a baseline evaluation of human performance.
Identify and develop a process map.
Select and visit at least six sites.
Identify specific common practices and individual site good practices.
Share process results across the nuclear industry.
This report outlines the findings from benchmarking visits to several nuclear sites, including Brunswick, Comanche Peak, Farley, Palo Verde, Seabrook, and Watts Bar The teams conducted targeted interviews focused on specific process map areas, gathering detailed insights to better understand the operational practices at each location.
The benchmarking process employed a rigorous schedule aimed at minimizing the time needed to achieve results A project task force was formed, comprising human performance experts from 17 plants, along with four representatives from the Institute of Nuclear Power Operations (INPO), and additional representatives from EPRI and NEI, as well as site visit coordinators.
Task force personnel engaged in a comprehensive training session lasting two days, followed by a three-day scope definition meeting prior to their site visits and data collection efforts Over a six-week timeframe, the team conducted two-day site visits to gather essential information The draft report was then compiled and refined during a final three-day review meeting.
S ITE S ELECTION P ROCESS
The site selection process involved three key steps: screening, evaluating human performance benchmarking survey scores against overall O&M costs, and final site selection Domestic and selected international plants were invited to participate in the survey, with those failing to complete it or host a benchmarking team being eliminated from consideration Scores were assigned based on a subjective evaluation of the surveys, normalized to a scale of 100% The resulting site scores were then compared to O&M costs using EUCG O&M Cost data, leading to the selection of the top four sites Additionally, team members proposed four more sites, from which two were ultimately chosen (Appendix A).
C OMMON C ONTRIBUTORS
Management Sponsorship and Leader Driven
Senior executives actively championed human performance improvement by setting clear visions and goals while empowering leaders to spearhead implementation This collaborative approach allowed station leaders to effectively execute enhancements that garnered support across all organizational levels The management and leadership teams ensured alignment in standards, expectations, and commitment to fostering improvement throughout the organization.
Integrating Human Performance in Business Planning
The business planning process establishes a clear direction for achieving organizational goals by integrating human performance into strategic objectives This approach identifies essential resources and key activities necessary for success, ensuring management ownership and accountability By fostering commitment and reinforcement, the business plan promotes a culture change that aligns with human performance improvement Sites that successfully integrated human performance within their business plans demonstrated a strong organizational commitment to these goals.
Communications
Many stations implemented a structured communications strategy to proactively improve their overall performance Key aspects of human performance, including error precursors and situations prone to mistakes, were regularly discussed in daily or weekly meetings To maximize outreach, most stations employed various media channels to ensure that important messages reached a broad audience within the site.
Training and Development
High-performing sites consistently prioritize both initial and ongoing human performance training, emphasizing its importance for success Typically, supervisors and managers lead the initial training programs for all employees, ensuring a solid foundation Additionally, the “Mentoring for Success” initiative allows less experienced staff to gain valuable insights and skills from their more seasoned colleagues.
Reinforcement
Many stations effectively utilize positive reinforcement to encourage plant personnel in exhibiting correct behaviors, with timely recognition from managers, supervisors, or peers This reinforcement can vary from low-cost items to certificates redeemable for merchandise Additionally, some stations implement outage-related reinforcement to boost the performance of both plant staff and contractors during outages Key features of successful reinforcement systems include immediate identification and acknowledgment of desired behaviors, sharing these reinforced behaviors and the types of reinforcement across the site, and empowering peers to nominate or deliver the reinforcement.
Human Performance Tools
Benchmarking sites commonly identified a standard set of error reduction tools, which were clearly defined within specific procedures or guidelines These documents communicated expectations for the use of these tools, emphasizing a structured approach to applying them to particular error precursor conditions.
Pre-Job Briefings
Many stations implement pre-job briefings to proactively improve job site performance Successful briefings typically feature active participation from all attendees, focusing on critical task elements, identifying error traps, discussing assumptions, outlining potential consequences of mistakes, and establishing contingency plans to mitigate risks.
Observation Programs
Plant supervisory personnel regularly perform human performance observations to assess proper work practices and behaviors that contribute to safe and efficient operations Trends from these observations, analyzed at both plant and group levels, are reported to management for further evaluation and necessary actions Additionally, training for observers enhances their skills in identifying and promoting improved performance.
Integrated Self-Assessment of Human Performance
Currently, there are various discrete methods for the continuous improvement of human performance through self-assessment and related processes A self-assessment program is crucial for enhancing plant performance, especially when integrated with corrective action programs and trending activities This structured approach allows for the systematic optimization of all work processes While the benchmarking team could not find a comprehensive example during site visits, they recognized enough discrete instances of this activity to commend all sites for establishing an integrated methodology.
P LANT V ISIT H IGHLIGHTS
Brunswick
Brunswick achieved success in enhancing human performance through a comprehensive integrated approach, significantly influenced by their strategic organizational planning process Additionally, several key activities that bolstered this method are detailed below.
Strategic business planning has led to the development of impactful human performance initiatives, guided by insights from periodic cultural surveys and manager feedback to set annual business goals These goals were communicated during a site-wide meeting, with progress updates shared six months later The management team actively supports human performance objectives by designating specific sponsors for each focus area Additionally, a Continuous Improvement Plan (CIP) was implemented to synchronize corrective actions, operating experiences, self-assessments, and benchmarking efforts in a cohesive manner This integrated approach enhances schedule coordination among various initiatives, promoting overall business cycle efficiency.
A comprehensive manual was created to assist individuals navigating changes through an approved change management model, which emphasizes four key elements for successful transformation: assessment, communication, affiliation, and capability.
Human performance fundamentals training is essential for ongoing improvement, with personnel undergoing eight to sixteen hours of initial training and approximately eight hours of annual continuing education To reinforce these concepts, organizations implement quarterly "Workout Days," dedicated to enhancing various human performance expectations Additionally, continuing training is incorporated into these Workout Days, ensuring alignment and consistency in skill development.
The site has implemented a flexible positive reinforcement system that allocates a specific dollar amount per employee each quarter, granting managers and supervisors the discretion to reward performance-related behaviors This approach typically utilizes gift certificates, aiming to personalize the rewards to enhance employee motivation and satisfaction.
A front-line employee created a database that enhances the organization's engagement in pre-job briefs and post-job critiques This resource is essential for setting job performance expectations, as it provides access to vital information that supports effective briefings and incorporates ongoing in-house experiences.
Brunswick has made significant strides in addressing underlying issues at job sites by implementing a comprehensive strategy to reduce scram frequencies This initiative included various plant modifications, the creation of training booklets, customer surveys, and a dedicated focus during Human Performance Week.
Comanche Peak
Comanche Peak has established a robust human performance program characterized by strong management commitment and ownership at all organizational levels Management fosters a culture that prioritizes taking the necessary time to execute tasks correctly from the outset While management sets the goals for human performance, front-line workers acknowledge their responsibility in achieving these objectives Motivated by significant past events, the staff has consistently sought to enhance practices and processes to improve overall performance There is a palpable sense of pride among the team regarding the station's success, and supervisors possess a clear understanding of desired human performance behaviors, actively monitoring and coaching to reinforce them The human performance group analyzes event trends and shares insights with staff to bolster their capacity to prevent future incidents Since the program's inception in 1992, overall event trends have shown a steady decline.
Management's dedication to a team-oriented change management strategy, emphasizing front-line ownership, was evident in their response to last year's crane incident They temporarily reassigned staff for a month to create a new crane control program, allowing front-line experts to formulate action plans that were subsequently presented to senior management, who fully endorsed the initiative.
Comanche Peak has a strong inclination toward a team approach to change management and work With the institution of cross-functional repair (“SMART:”) teams in maintenance and
“Fix-it Now” (“PROMPT”) teams in engineering, the station organization is aligned to support change that results in event reduction.
Comanche Peak's success relies heavily on its experienced workforce rather than solely on process structure Management acknowledges the importance of transferring the knowledge of master craftsmen to new employees to ensure ongoing success and continuous improvement To achieve this, a mentoring program for master craftsmen has been implemented in operations and engineering, with plans for other departments to adopt this valuable practice soon.
The station human performance program started in 1992 with the Performance Enhancement Program as a result of a plant incident This is made up of the following four elements:
“All personnel at CPSES want and try to do a good, successful job”.
Human errors cannot be eliminated, but can be managed.
Human errors are managed by accurately identifying and correcting root causes for the human error issues.
The severity of the event is dependent on the timing and location of task performance;the causes of significant and non-significant human error events are the same.
Identifying and preventing common precursors to errors involves monitoring and analyzing human performance during outages By examining past events, valuable lessons are learned, leading to the creation of a list of frequent precursors that have previously posed challenges for station staff during outages.
The article offers essential tips to help individuals avoid pitfalls associated with each precursor, as outlined by the station root cause consulting engineer ahead of the upcoming outage Various departments, including the refueling team, utilize this list during outage pre-job briefs, ensuring it is prominently displayed in work areas for easy reference.
Comanche Peak implements an employee-driven peer-to-peer safety observation program called BEAR, where volunteers monitor their colleagues for at-risk behaviors Prior to participating, employees receive training on effective observation techniques It's important to note that management observations are excluded from this initiative (Appendix I).
The Plant Event Review Committee (PERC) is a crucial management tool designed for the swift assessment of events related to human performance issues Established over a decade ago and outlined in a station guideline, PERC serves four main objectives to enhance operational efficiency.
Communicate relevant information to concerned parties.
Define the first step in preventing future similar events (Appendix J).
Farley
The human performance improvement program at Farley has developed over the last several years as the result of a strong, clear, simple message from executive management The message,
The principle of "no disciplinary action for an honest mistake" is well understood across all levels of the organization and has been effectively demonstrated by both site management and corporate headquarters This shift in management behavior has fostered a culture that encourages the reporting of minor issues.
The simplicity of the human performance message has also carried over into the performance expectations for each Southern Company site Goals defined include the following:
No effect on capacity factor from human performance deficiencies
No effect on capacity factor from equipment performance problems
Management sponsorship of human performance has led to a strong alignment within the organization regarding goals, expectations, and performance standards Both management and the workforce have a clear understanding and acceptance of these expectations Additionally, the management team acknowledges the necessity for behavioral change and has created a straightforward plan that incorporates key attributes to facilitate this transformation.
Talk about them all the time.
Measure how well you are doing.
The management team also developed a simple measurement instrument providing feedback to managers concerning their accessibility, responsiveness to concerns, and quality of listening skills
Southern Company has prioritized human performance improvement by allocating substantial resources to enhance management behaviors This initiative includes appointing human performance champions in every department, employing a dedicated human performance coordinator, and providing observation training for managers, supervisors, and employees Additionally, the company offers leadership training, develops leading indicators, and emphasizes human performance in new employee orientation, alongside implementing positive reinforcement programs.
Human Performance Review Boards (HPRB) play a crucial role in analyzing human performance and organizational factors in events, reflecting management's commitment to excellence Typically meeting weekly, the board includes the plant general manager, designated managers, support personnel, and individuals involved in specific Human Performance events Guided by the INPO “Excellence in Human Performance” principles, the HPRB fosters open, non-punitive discussions to enhance understanding and improvement These boards have proven effective in helping the Farley team refine plant processes and emphasize the importance of addressing process issues to prevent future errors.
Leading Indicators, developed with EPRI's support, are essential for monitoring factors that may predict future human performance and organizational health Key factors influencing human performance were identified, and trends were established at both the station and departmental levels To validate these Leading Indicators, Lagging Indicators were also selected Consequently, improvements in the quality and quantity of management observations, as well as the types of corrective actions taken in human performance events, have been observed.
Observation and intervention training is implemented at the plant to enhance human performance, with supervisory personnel required to conduct at least one observation per month The observation form emphasizes behaviors that ensure event-free performance and proper work practices, with trends analyzed quarterly at both plant and group levels A comprehensive two-day human performance observation course was provided to all supervisory staff and many engineers, covering leadership, human performance fundamentals, error precursors, and practical observation techniques Additionally, a condensed one-day version of the course has been developed for worker-level personnel, including maintenance journeyman and system operators, with plans to extend training to chemistry technicians, health physics technicians, and reactor operators this summer.
The health physics observation program serves as a more worker-friendly alternative to the Radiation Incident Report, aiming to enhance radiation worker practices through trend analysis Implemented by health physics technicians, the program focuses on observing radiation workers to identify both commendable practices and areas needing improvement Technicians provide immediate feedback and coaching, fostering a culture of continuous improvement Data collected through a specific form is processed into both written and graphical reports, which are analyzed to identify trends within work groups or the entire plant, helping to prevent the establishment of detrimental habits Monthly reports are then shared with managers and supervisors for dissemination among their teams.
Palo Verde
Over the past four years, Palo Verde has prioritized human performance improvement through its "Prevent Events" program, which has gained momentum due to the active involvement of senior management Sponsored by the Vice President of Nuclear Production, this initiative is led by division directors who participate in the Prevent Events Steering Committee, alongside subject matter experts from various divisions represented on the Prevent Events Council These groups serve as key change agents, driving human performance enhancements across the site, with recent initiatives including tailored Prevent Events Strategies and a focus on Safety Behavior.
The Workshop, Operation Tailboard Database, and “Focus on Five” Prevent Events Briefing have proven effective in reducing injuries and significant incidents This success is largely due to Palo Verde's strong communication strategies, active management monitoring and participation, and the incorporation of Prevent Events into the employee annual incentive program.
A two-tiered leadership approach has been implemented to enhance human performance, featuring a Prevent Events Steering Committee of division directors that sets strategic priorities, monitors key performance indicators, and adjusts plans for ongoing improvement Complementing this, a Prevent Events Council of subject matter experts facilitates division enhancements, shares lessons learned, and advises on progress Additionally, the long-standing site safety committee, primarily composed of workers, offers valuable insights and actionable recommendations to improve behaviors and the work environment Palo Verde effectively integrates its human performance initiatives with safety improvements, recognizing that the behaviors supporting both areas are aligned.
The current strategies for Prevent Events have evolved to reflect a site-level approach, with each division creating its own vision, goals, and expectations to meet the station's objectives This tailored strategy empowers divisions to select the most effective tools for their needs, enhancing ownership of the Prevent Events Station Objective Division directors played a key role in implementing their strategies and providing necessary training This personalized communication from division leaders has not only benefited typical in-plant divisions but has also led to increased participation from office-type workers.
Palo Verde has implemented the "Focus on Five" strategy to enhance error reduction and event prevention techniques before any station tasks This approach encourages staff to concentrate on their current task by utilizing a straightforward tool consisting of five essential questions Employees are required to reflect on these questions during pre-job briefs, fostering discussions that enhance focus and help identify potential issues Senior managers play a crucial role in this strategy by introducing pre-job brief and two-minute drill expectations, along with distributing lanyard-ready cards to staff Additionally, leaders monitor the effective use of this tool prior to work, ensuring its integration into daily operations.
Employees can enhance their safety knowledge and skills through hands-on exercises in a safety behavior laboratory, in addition to traditional training methods This facility showcases essential safety requirements and devices used in the plant, allowing workers to develop hazard recognition skills in a controlled environment under the guidance of a safety professional The workshop covers approximately fifteen focus areas, including ladder safety, fall protection, and electrical equipment hazards Participation is mandatory for all contractors and personnel from various in-plant divisions prior to outages Since the introduction of the "Safety Behavior Workshop" one month before the last outage, the recorded accidents significantly decreased from eleven to three.
The Operations Tailboard Database is an electronic tool designed to enhance pre-job briefs, leading to greater tailboard effectiveness It compiles crucial information from previously performed tasks, including site lessons learned, industry operating experience from the INPO database, required personnel, and potential consequences of not executing tasks properly The effectiveness of this tool relies on operators providing essential lessons learned and understanding that systematic implementation is key to achieving successful outcomes.
The communications group is essential for enhancing human performance, effectively conveying the Prevent Events message through diverse techniques Utilizing videos, posters, newsletters, and cartoons has successfully engaged personnel at all levels A recent self-assessment revealed that employees have a strong understanding of the Prevent Events initiative and the appropriate use of its tools.
Seabrook
Over the past two years, Seabrook has implemented a formal change management plan aimed at enhancing human performance This initiative has led to noticeable improvements in plant operations and fostered positive interpersonal relationships among staff The primary objective of the plan is to elevate human performance at the station, promote a deeper understanding of human performance principles, and encourage their practical application across the organization.
Seabrook Station a highly productive and event-free organization Included in the human performance improvement process are:
Human Performance Observation and Coaching programs
Condition Report Coding for Human Performance
Periodic Human Performance metric reports
Management support is exhibited throughout the organization demonstrating both vertical and horizontal alignment of the Seabrook team and work processes Seabrook has also developed
“Human Performance Improvement Process” guidelines that describe organizational strategies, policies, processes, and practices used to achieve and support excellence in human performance.
Daily communications practices are effective in establishing and maintaining organizational alignment on station priorities as well as distributing information to all employees (Appendix S).
Seabrook employs a systematic method to evaluate the effectiveness of each department's human performance improvement initiatives Department managers, with the assistance of human performance coordinators, submit quarterly “Ownership and Effectiveness Measurement” reports to the station human performance manager This process enhances accountability among department managers and is further assessed by the site Human Performance team.
Performance Review Board to identify station-wide trends and areas for improvement (Appendix R).
Seabrook has developed deskSTAR, a software tool designed to enhance self-checking, peer-checking, procedure place-keeping, and the "Stop When Unsure" practice This innovative tool was implemented before the recent refueling outage to increase awareness among plant personnel about resources available to mitigate human performance issues.
Watts Bar
Watts Bar is characterized by a receptive organization that prioritizes human performance ownership at all levels The management team aligns vertically with the organization's standards and is committed to continuous improvement, particularly in human performance Through culture surveys conducted over the years, the organization gains insights into the commitment to change and enhances the management team's awareness regarding human performance enhancements The findings from these surveys inform the management team in evaluating and refining the human performance improvement plan, thereby sustaining a positive organizational culture.
Management has implemented a robust program that positively identifies and reinforces workforce behaviors across all organizational levels By consistently encouraging these behaviors through regular meetings, mid-shift briefings, and sharing lessons learned with other TVA stations, management has established a standard for human performance improvement that is integrated into daily activities Additionally, the station has introduced a “Blue Card” reward program to further recognize and motivate employees.
Watts Bar has implemented the "Excellence in Performance Program" (EIP) to enhance personnel understanding and performance in operational excellence This program outlines clear performance expectations and offers a framework for individuals to assess their knowledge and receive constructive feedback EIP emphasizes coaching for daily key processes, prioritizing human performance to ensure continuous improvement.
Watts Bar has implemented the STAR 7 program to enhance team building among employees, supervisors, and senior leaders, fostering essential interpersonal skills that promote a positive work environment This initiative aligns with TVA's core values, which emphasize integrity, respect, accountability, teamwork, innovation, honest communication, and flexibility By focusing on winning behaviors and performance, STAR 7 is integrated into the annual appraisal system for managers and supervisors, ensuring continuous feedback and coaching for improvement across all management levels.
Line management plays a crucial role in reinforcing tools for human performance excellence within the training environment They facilitate various programs that encompass human performance, leadership behaviors, and essential soft skills such as conflict management To effectively tailor training, operations training employs a method to assess the specific needs of each operating crew before their training week A "pilot" class is conducted with the operations and training management team to evaluate the training material, ensuring it aligns with the needs of each crew Additionally, a training instructor is assigned to each crew, starting the training week with an observation of crew performance to ensure the training cycle addresses the necessary focus areas.
O THER G OOD P RACTICES
This project assessed supplementary human performance practices beyond those identified at the visited sites These practices, detailed by a sponsoring team member, were included in the report when deemed effective Notable additional good practices in this category include:
Error Likely Days – Davis Besse (Appendix X)
The analysis of data gathered from site visits highlighted key factors essential for achieving an optimal balance between high performance and cost efficiency, as illustrated in the VALUE Model (Figure 2-1) The critical success factors identified include Vision, Achievement, Leadership, Understanding, and Event-Free operations, which are further elaborated upon in the following sections.
Figure 2-1 Human Performance VALUE Model
A shared vision among personnel is essential for preventing human error while achieving production goals, ensuring alignment of values, beliefs, and behaviors across the organization This unified vision supports the station's mission and ensures that processes, management practices, and leadership expectations are all geared towards maintaining an event-free performance.
Achievement in a business context refers to reaching performance levels that reflect desired behaviors and positive results For a station, prioritizing production is crucial for long-term economic viability, which hinges on the productivity of its physical plant To optimize production capabilities, it is essential to implement consistent training, strategic planning, corrective actions, self-assessments, and trending processes that help identify and rectify performance deficiencies Additionally, a defense-in-depth approach is integrated into station processes, training, and equipment design to mitigate challenges and ensure safe, reliable operations.
Effective leadership is essential for enhancing human performance within an organization Committed leaders foster a clear understanding and alignment of business plans, processes, and behaviors that are crucial for long-term success By actively observing and reinforcing positive behaviors, they promote a culture of excellence in performance Ultimately, strong leadership cultivates shared values and beliefs that support the organization's vision.
Understanding human nature is crucial for influencing performance in the nuclear industry By applying human performance fundamentals, organizations can effectively promote error-free and event-free operations When plant staff grasp how their behaviors contribute to preventing errors, the implementation of error-prevention techniques becomes significantly more effective.
To enhance human performance and ensure safe operations, it is crucial to minimize the frequency and severity of significant events Although human error cannot be completely eradicated, achieving an event-free environment is attainable through a defense-in-depth strategy This approach, implemented at the organizational level, focuses on an integrated management of human performance, aiming to reduce and manage human errors effectively Ultimately, this leads to improved safety, reliability, and economic performance for the plant in the long run.
M ANAGEMENT S PONSORSHIP AND L EADER D RIVEN
Senior executives and managers played a crucial role in actively sponsoring human performance improvement by setting clear visions and goals They effectively communicated the importance of this initiative across all organizational levels, ensuring that even front-line workers were included Their commitment went beyond simple messaging; management consistently reinforced the significance of human performance improvement This ownership from leadership was vital in supporting those who interacted daily with station personnel.
Station leaders successfully executed improvements in line with the management vision and goals, gaining acceptance across all organizational levels The leadership team established clear standards, expectations, and a commitment to enhancing all facets of the organization, with a strong emphasis on human performance improvement This cohesive alignment, both vertically and horizontally, was crucial to the success of the human performance enhancement initiatives.
Many stations provide pocket-sized reference booklets that outline performance expectations, serving as a tool for the leadership team to align the organization with its goals These booklets are usually tailored to specific departments, incorporating relevant human performance standards To promote employee engagement, they include practical and useful information for daily tasks.
Brunswick has effectively developed an integrated approach to enhancing human performance through a strategic planning process that aligns management with specific performance initiatives By appointing management sponsors for each focus area, they ensure active involvement from department personnel in identifying performance issues, conducting training, and communicating expectations This, combined with an accountability framework that engages department managers and supervisors, is crucial to Brunswick's success in managing human performance improvement.
At Comanche Peak, management's dedication to a team-oriented approach is evident in their response to a crane incident last year They reassigned line responsibilities for a month to empower front-line personnel to create a new crane control program This initiative allowed front-line experts to develop, present, and assist in the implementation of the program, showcasing effective collaboration and ownership in safety improvements.
At Farley, both management and the workforce have a clear understanding of expectations, leading to a cohesive work environment Acknowledging the necessity for behavioral change, the management team has crafted a straightforward plan that encompasses key attributes for improvement.
Talk about them all the time
Measure how well you are doing
The management team also developed a simple measurement instrument providing feedback to managers concerning their accessibility, responsiveness to concerns, and quality of listening skills.
The leadership team at Seabrook Station fosters a positive environment focused on continuous improvement by exemplifying excellent plant performance and actively engaging the workforce This initiative includes personal development training for all employees and encourages participation at all organizational levels, leading to more comprehensive and widely accepted improvement initiatives A notable example is the creation of written guidelines aimed at enhancing human performance, which outline organizational strategies, policies, and practices to support excellence These guidelines clearly define the roles and responsibilities of every employee—managers, supervisors, and individuals—ensuring a collective effort towards improved performance.
The Watts Bar plant fosters a receptive and approachable organizational culture, emphasizing human performance ownership throughout its structure The management team has achieved vertical alignment by setting clear standards, expectations, and commitments aimed at continuous organizational improvement Through regular culture surveys, the organization assesses its commitment to change and enhances the management team's awareness of further human performance enhancement initiatives To sustain a positive workplace culture, the management team continually evaluates and adjusts the human performance improvement plans.
I NTEGRATING H UMAN P ERFORMANCE IN B USINESS P LANNING
The business planning process clarifies organizational goals and integrates human performance to establish strategic objectives By formally identifying resources for essential activities, management ensures accountability and commitment, which are vital for success This integration of human performance initiatives signifies the organization's dedication to fostering a culture change, ultimately enhancing overall performance and effectiveness.
Integrating human performance improvement into the business plan is essential to prevent it from becoming a fleeting initiative At the locations observed, this integration was effectively aligned with the overall business goals, ensuring sustained focus and commitment to enhancing human performance.
Brunswick's business planning process includes four strategic initiatives, one of which is the Human Resource Initiative This initiative is divided into several focus areas, including Human Performance Excellence For each focus area, a manager-level sponsor is appointed to create a strategy aimed at enhancing human performance excellence.
To guide strategy development, various inputs such as off-site planning sessions, assessments, evaluation results, and periodic employee cultural surveys are utilized These inputs help identify issues at the individual, leadership, and organizational levels As a result, a targeted set of activities has been established to ensure continuous progress.
The sponsor formulates a strategic plan tailored to their responsibilities, encompassing specific activities, fundamental assumptions, potential risks, and performance measurement tools to evaluate success in achieving the overarching goals for their designated area.
Apart from human performance excellence, the Human Resource Initiative also addresses Supervisory Effectiveness and Leadership Skills areas for the upcoming year.
C OMMUNICATIONS
Most stations implement a structured communication strategy to proactively improve overall performance Daily or weekly discussions incorporate factors related to human performance, such as error precursors and error-prone situations, along with available performance tools To maximize message reach, stations utilize various media dissemination methods, ensuring that information is accessible to a broad audience Successful communication often features active involvement from management, supervisors, and peers, with messages being more effectively received when delivered by a supervisor or colleague within the work group.
Proactive outage human performance stand-down days and routine awareness days are essential for enhancing awareness about reducing events and promoting error prevention tools One station implemented specific human performance days tailored to their outage activities, including an awareness day one week before the outage and another midway through the outage to emphasize the importance of human performance.
Seabrook (dissemination of daily meeting information before the craft was dispatched to the field, plant manager daily phone call, weekly human performance newsletter, and lanyard cards)
Palo Verde (video clips, posters, messages on closed circuit TV, and lanyard cards),
Comanche Peak (pre-outage “Common Precursors to Errors”).
T RAINING AND D EVELOPMENT
High-performing utilities prioritize both initial and ongoing human performance training for their employees Supervisors and managers typically deliver the initial training program, which is based on the INPO Fundamentals for Human Performance course, supplemented with additional materials relevant to daily operations This training includes specific examples of error precursors and practical tools to mitigate errors, tailored to the respective work groups Additionally, continual human performance training is offered in various formats, including classroom sessions, ensuring that employees remain equipped to perform effectively.
“workout days” and supervisory training.
The development of the workforce in the nuclear industry is crucial, particularly as it faces a maturing workforce To address this, the "Mentoring for Success" program has been implemented, allowing less experienced employees to learn from seasoned professionals A key strategy for fostering continuous improvement involves mentorship from master workers, who share valuable "tribal knowledge" with newer team members, ensuring the transfer of essential skills and expertise.
At Farley, a comprehensive two-day human performance observation course was conducted for supervisory personnel and many engineers, covering essential topics such as leadership, human performance fundamentals, error precursors, and effective observation techniques The course also included practical exercises, real-world observations, and discussions on addressing unwanted behaviors, along with lessons learned Following this, a one-day course was offered to all other staff, reinforcing the key concepts introduced in the initial training.
Watts Bar emphasizes the integration of human performance tools within its training environment, showcasing strong line management involvement Line managers facilitate training across multiple programs, focusing on human performance, leadership skills, and essential soft skills such as conflict management Furthermore, the operator training process includes a tailored assessment method to identify the specific needs of each operating crew before their training week.
R EINFORCEMENT
Many stations implement positive reinforcement strategies for plant personnel to encourage correct behaviors, with timely recognition from managers, supervisors, or peers This reinforcement can take various forms, including small gifts and redeemable certificates Additionally, some stations enhance performance during outages through targeted reinforcement for both plant staff and contractors Successful reinforcement systems typically feature prompt recognition of desired behaviors, widespread communication of the reinforced behaviors and rewards, and opportunities for peers to nominate or deliver the reinforcement.
Noteworthy practices in this area include:
Good Catch Awards at Comanche Peak and Seabrook,
Prevent Event Awards and inclusion in annual bonus programs at Palo Verde
Blue Card certificates of accomplishment and recognition along with a gift card to redeem station items at Watts Bar
Quarterly human performance drawings and green card awards at Davis Besse.
H UMAN P ERFORMANCE T OOLS
A standard set of error reduction tools was identified across various procedures and guidelines, which outlined their expected use These structured documents provided a list of tools applicable to specific error precursor conditions While the extent and descriptions of each tool may differ by site, several common tools were consistently noted.
Task Preview (similar to INPO’s SAFE method)
Two and Three-Way Communication
Tools were effectively promoted through training and communication strategies to emphasize performance expectations Their success was bolstered by strong management support and employee recognition of the tangible benefits derived from their application.
P RE - JOB B RIEFINGS
Pre-job briefings are essential for improving performance at job sites by allowing teams to anticipate potential errors, clarify expectations, and review relevant experiences and error prevention tools Successful briefings involve active participation from all attendees, focusing on critical task elements, identifying error traps, discussing assumptions, and outlining potential consequences of mistakes, as well as strategies to mitigate those risks.
Stations visited that exhibited noteworthy practices in this area include:
Seabrook (four questions for all tasks)
Palo Verde (Focus on Five and Two Minute Drill)
Brunswick and Palo Verde (comprehensive pre-job briefing databases).
O BSERVATION P ROGRAMS
Plant supervisory staff regularly performed human performance observations, concentrating on both appropriate work practices and behaviors that encourage safe, incident-free performance Trends in these observations, analyzed at both the plant and group levels, were presented to management for assessment and necessary actions Additionally, training for observers enhances their skills in identifying and promoting improved performance.
Individual observation performance is monitored to ensure completion, with results trended for the plant and each group Strengths, areas for improvement, and key comments are summarized, while action items are tracked until resolved Department heads analyze their data to identify necessary actions for departmental enhancement.
Observation training courses equip managers and supervisors with essential skills for conducting effective observations, while also informing plant personnel about the observation process and managerial expectations To uphold quality, management actively monitors both the execution of observations and their outcomes Furthermore, plant managers regularly assess the observers to ensure that high standards are consistently maintained.
3.9 I NTEGRATED S ELF -A SSESSMENT OF H UMAN P ERFORMANCE
Continuous improvement of site human performance can be achieved through self-evaluation, with a self-assessment program serving as a crucial driver for enhancing plant and process efficiency A structured approach is essential for conducting these self-assessment activities, which should also be applied to evaluate overall human performance at the station Key inputs for these self-assessment activities are vital for accurate evaluation and improvement.
Other plant self-assessment activities/results
Corrective action performance and trend data
The assessment of information reveals underlying organizational issues that hinder optimal human performance, guiding actions that feed into the business planning process Although all visited stations utilized human performance trend data to pinpoint these challenges, a fully integrated application of all discussed techniques was not yet implemented at any site Nevertheless, the team observed sufficient examples of this integrated methodology in practice, recognizing the collective efforts of all sites.
A process involves a series of actions that transform resource inputs into desired outputs, executed by individuals or systems under specific conditions A process map serves as a valuable tool to outline the scope, key activities, conditions, and interconnections of a particular process By visualizing human performance as a process, organizations can achieve more systematic and sustainable improvements in performance.
The benchmarking team developed the Human Performance Continuous Improvement Process
Map by identifying and grouping related activities identified by The Standard Nuclear
Performance Model – A Process Management Approach, Revision 1, December 2000 The map,
Figure 4-1 serves as a comprehensive reference for sub-process LP-002, focusing on human performance The site visit teams utilized questions based on the core activities outlined in the process map, while good practices are also cross-referenced with this map for clarity and efficiency.
T OPICAL A REAS
The map contains four overall process categories to meet the business need:
Task-specific human performance process (3.5)
T ERMINOLOGY
A glossary of terms is provided in Appendix Z.
P ERFORMANCE I NDICATORS
Personnel Safety (1.1, 1.2, 3.2, 3.7)
Most stations measured industrial safety accident rate and OSHA recordable injury rate Some also track employee hours without a lost time injury.
Personnel Error Rate (1.2, 3.4, 3.7, 3.8)
Total personnel error rates on a rolling one-year average are being collected Most stations base this on errors per 10,000 hours to normalize the increased man-hours worked during outages.
Significant Personnel Error Rate (1.2, 3.4, 3.7, 3.8)
The total significant personnel error rates are being tracked using a rolling one-year average, with most stations calculating errors per 10,000 hours This approach normalizes the data to account for the increased man-hours worked during outages.
The following human performance awareness measures were identified:
Total hours of human performance training received per employee during a specific period of time, usually one month.
Total number of human performance observations that were done by management/supervision during a specific period of time, usually one month
Total hours of overtime/excess straight time per employee by department.
Total number of executive visits to plant during a specific period of time, usually one month.
Performance indicators related to management of backlog were as follows:
Total number of procedure revision requests received during a specific period of time, usually one month.
Total number of component label requests made during a specific period of time, usually one month.
Total number of open corrective actions during a specific period of time, usually one month.
Performance indicators related to workplace culture were as follows:
Percentage of corrective actions that were “coach the individual” (negative reinforcement) verses “correct the process”.
Percentage of corrective actions that were self-identified verses those identified by others.
Percentage of planned to unplanned work (emergent work)
Total number of self-assessments, benchmarking trips and assist trips completed by department during a specific period of time
This indicator depicts the procedure noncompliance rate per 1,000 man-hours, as identified by the corrective action program.
Success of human performance activities was monitored as follows:
Human Performance Success Rate is the number of significant personnel related incidents per 1000 man-hours
The human success leading indicator rate, calculated as a three-month rolling average of personnel-related corrective action reports, highlights the identification and documentation of non-significant deficiencies This proactive approach enables the early detection of potential precursors to declining or adverse performance.
Figure4-1 Page 1 Human Performance Improvement Process Map - Overview
1.2 Business Planning (related to human performance at operational level)
• Strategic plan to improve human performance
• Anticipate and prevent active error at the job site
• Discover and eliminate latent organizational weaknesses
• Integrated approach to human performance improvement
• Devoted resources to human performance improvement
• Considers organizational nature of human performance
• Site and department action plans and initiatives aimed toward specific human performance improvement opportunities
• Department human performance improvement plans consistent with station operational business plan
• Business goals specific to human performance (safety and reliability)
• Constraints (economic, social, legal, and moral)
• Safety requirements and operational focus
• Short-term vs long-term perspective
• Strategic approach: Improve personnel productivity while minimizing the frequency and severity of plant events
• Mission, vision, and goals communicated to and understood by station personnel
• Self-assessment of current situation
• Identify improvement strategy and plans
• Communicate with and empower stakeholders
• INPO, Principles for Effective Self-
• INPO 97-002, Performance Objectives and Criteria for Operating Nuclear
• NRC Inspection Modules (non requirement)
• NUREG/CR-1278, Handbook of Human
Reliability Analysis with Emphasis on
Nuclear Power Plant Application (non- requirement)
• National Transportation Safety Board publications (NTSB)
• International Atomic Energy Agency (IAEA)
• International Society for Performance Improvement (ISPI)
• American Society for Training and Development (ASTD)
• Reason, Managing the Risks of
• Geller, The Psychology of Safety
• Center for Chemical Process Safety, Guidelines for Preventing
Human Error in Process Safety
3.8 Causal Assessment (see also page 7)
• Root cause analysis techniques targeted on human performance issues
• Identifying fundamental causes instead of symptoms
• Identification of behaviors and their causal factors (e.g., error precursors)
• Identification of defenses that failed to prevent undesirable consequences
• Identification of process and cultural causes of errors, violations, and failed defenses
• Involve principal individuals in evaluation
• Correct causes of minor as well as major events
3.9 Adjust Plan (training and non- training interventions)
• Corrective actions linked with causes
• Corrective actions consistent with performance modes
• Worker involvement in development of changes
• Consideration of Interventions in addition to
• Adoption of long-term corrective actions (months and years), if necessary
• Identify process improvements that reduce presence of error-likely situations
• Consideration of adverse effects of proposed corrective actions on performance (e.g., equipment modifications or introduction of new technology)
3.7 Identify Performance Gaps (see also page 7)
• Compare actual behavior with expected behavior, or actual results with expected results (like with like)
• Common errors (by individual, work group, and task) and respective error precursors
• Individual and generic performance problems
• Good catches and what went right for near misses
• Error-prone tasks (risk-significant)
• Error-prone systems (risk- significant)
• Criteria for action guided by statistical significance (legitimate need for change)
• Work planning, sequencing, and scheduling incorporating defense-in-depth (work management)
• Procedure development, revision, review, and approval that addresses error analysis
• Human resources (selection, development, discipline, termination)
• Training programs (including human performance fundamentals)
• Safety hazard analysis & error precursor audit (anticipating error traps and potential consequences)
• Identification of error-prone systems & tasks
3.5 Task-specific Human Performance Process
• Performance Indicators (business plan performance measures)
• Recurring errors and at-risk actions
• Identification of error-prone tasks and systems
• Corrective action program trending process
• Organizational Measures of Human Performance (e.g., average number of days between events)
• Use of culture surveys to assess values, beliefs, and attitudes
3.1 Expectations (what is acceptable and unacceptable)
• Clear expectations for safety and prevention
• Expectations for all organizational levels
• Specifies behavior, cues, standards, and reinforcers
• Job-specific (to prevent specific errors)
• Adapted to meet changing business needs and operating experience
• Value the prevention of error
• In-field monitoring and observation
• Challenging at-risk behaviors, complacency, and hazardous attitudes and values
• People treated with respect, fairness, and honesty
• Align shared values with stated values
• Communication plan to carefully promote core values
• Quality of communication practices & methods (e.g., communication plan)
• Promote shared accountability for safety and prevention
• Leader practices that shape values:
• Focus of attention and priorities
• Criteria for allocation of resources
• Attempts at role modeling, coaching, and teaching
• Criteria for allocation of rewards,
• Setting high expectations and standards
• Senior manager participation, sponsorship, and ownership
• Demand for and use of data
• Formal and informal human performance self-assessments
• Industry publications, e.g., INPO’s Nuclear Professional
Figure 4-1 Page 6 Step 3.5 Task-Specific Human Performance process Map
• Task objectives and desired outcomes
• Maintain questioning attitude (situational awareness)
• Application of error-prevention techniques and Specific error prevention strategies
• Whenever possible, avoid at-risk actions
• Reinforce desired practices and coaching
• Job-specific gap analysis (see 3.8 - 3.10)
• Submit problem reports (low threshold)
• Voluntary reports (including near misses)
• Task assignment (individual knowledge and skills, readiness, and motives, such as):
• Consistency of personal values with risk significance of task
• Freedom to use own judgment
• Sense of accomplishment for individual
• Identify critical steps, key decision points, and parameters
• Recognize and eliminate of error-likely situations (error precursors)
• Identify and avoid at-risk actions
• Identify potential adverse consequences of error at critical steps
• Develop defenses and contingencies for errors at critical steps
• Prejob briefing (including task preview information
• Consideration of level of supervisory oversight and other defensive measures
• Adapt job and personnel for current conditions
• Task-related information (such as):
• Clear objectives, priorities, and standards
• Sequencing and preparation of procedures / work packages
• Risk significance and hazard analysis
• Critical steps, phases, key decision points, and parameters
• Scheduling & coordination of the job
• Plant and equipment state to support task
• Equipment access and materiel condition
• Ambient environmental conditions (e.g. temperature, radiation, lighting)
• Tools, protective clothing, materials, & skill requirements,
• Availability of procedures and supervision
• Consideration of incentives/disincentives for specific job (such as):
• Reinforcers for at-risk actions / shortcuts
• Whole-job; results traceable to individual
• Degree of empowerment (in-field decision- making and judgment)
Figure 4-1 Page 7 Steps 3.7 - 3.9 Identify and Evaluate Performance Gaps
Individual Kno wled ge & S kills Ade quate?
Correct Discrepancies/ Assign Other Individual
Use Systematic Approach to Training
The team established criteria to select at least six high-performing plants across various geographic regions in the United States They also evaluated nuclear units beyond U.S borders and considered industries outside of nuclear power generation The findings are detailed in a report that relies on data and observations collected during site visits, with this appendix outlining the selection process.
The team created a site selection survey featuring thirty-five questions designed for electronic completion on NEI's website, allowing for short answer and fill-in-the-blank responses that could be finished in approximately two hours All U.S nuclear plants, along with selected international plants, were invited to complete the survey within a two-week timeframe Additionally, respondents were asked to choose their preferred site visit windows from a provided schedule Ultimately, twenty-nine U.S plants and three international plants participated, although some faced challenges in accommodating the proposed visit schedule The survey questions can be found at the end of this appendix.
During a second meeting, the team analyzed survey responses, identifying which questions would be scored and assigning point values accordingly The questions were organized into common topics, which were then weighted based on their significance to the human performance program Each response was subjectively scored from zero to full credit, with questions grouped and sub-teams designated to ensure consistent scoring across different plants The raw scores were adjusted using the established weights and normalized to a maximum of 100% Consequently, a survey score was calculated for each plant, with the highest possible score being 100 points.
The team observed that survey responses from plants located outside the United States were often incomplete or misaligned with the questions posed After discussions, particularly among members with international experience, it became clear that the survey was tailored for U.S plants, making it challenging for non-U.S plants to provide meaningful feedback Consequently, the team concluded that the survey was not suitable for guiding site selection for plants outside the U.S.
An alternative selection process considering plant performance and expert opinion would be used.
To facilitate plant selection for site visits, the survey score was compared to O&M costs, with median values indicated by quadrant lines (Figure A-1) Plants lacking O&M data were plotted conservatively, leading the team to narrow down their choices to four plants Additionally, team members nominated four more plants based on survey profile data and other considerations, including INPO-identified strengths and recent team experiences.
The following six plants were selected for visits: Brunswick, Comanche Peak, Farley, Palo
Verde, Seabrook and Watts Bar.
Horizontal Axis- Human Performance Survey Points
Vertical Axis- O&M Cost in cents per kilowatt-hour (cost increasing down)
Please identify a contact person for follow-up information concerning survey data:
To facilitate scheduling plant visits, please indicate your preferred date windows for our team to visit During the visit, we will conduct a 30-minute to one-hour interview with a selection of plant personnel.
All interviews will be requested between 7:00 a.m and 5:00 p.m.
If your site is chosen for a visit, please provide a dedicated contact person to facilitate interviews and logistics We suggest designating the Human Performance Coordinator or Lead Human Performance Line Manager for this role A Site Visit Plan will be created for each selected site by February 16, 2001.
1 [0-5 points based on formality of program] How are your human performance improvement activities defined?
2 [0-5 points based on age of program] If your human performance program is formally defined, how long has it been in place?
3 [0-5 points based on level of management] Who is the Sponsor of human performance improvement.
4 [Profile 0 points] Describe how your human performance improvement activities are governed.
5 [ Profile 0 points] For what primary purpose is your top level management interested in human performance?
6 [0-5 points] Please list business plan or strategic elements directly related to human performance improvement List up to five items, in order of importance/perceived benefit (leave blank if none)
7 [ Profile 0 Points] Please provide the following information:
Number of employees plus contractors at site (non outage) _(number)
Number of full-time equivalent employees dedicated to human performance improvement activities (Number)
Budget for positive reinforcement programs (dollars)
8 [0-5 points] What do you consider to be the primary strength(s) of your human performance efforts?
List up to five items, in order of importance/perceived benefit.
9 [Profile 0 points] What do you consider to be your greatest opportunities for human performance improvement? List up to five items, in order of importance/perceived benefit.
10.[ 0-5 points based on use and actions] Do you use culture surveys? Y/N
If yes, how frequently are they performed?
(4 or more) 11.[ scored as part of question 10] If yes, Did you act on the culture survey results? Y/N
If yes, describe the actions taken with the most recent culture survey results?
12.[ 0-5 points] Describe strengths in managing the work environment that has provided improved performance.
(i.e labeling, procedures, workarounds reductions, housekeeping, equipment access, ergonomics, etc.):
13.[0-5 points] Have you simplified station processes that have resulted in improved human performance within the last 3 years? Y/N
14.[0-5 points based on number used] What tools / processes do you use to help manage Human Performance activities (check all that apply)
15.[0-5 points] Of those indicated above which have been most useful and why? (May list more than one)
16.[0-5 points based on percentage] Do you provide training on Human Performance and why people make errors (e.g INPO/WANO Human Performance Fundamentals) Y/N
If yes, What percentage (to nearest 25%) of your site has received this training?
17.[0-5 points based on hours] If yes, please indicate which of the following groups received the initial training and how many hours is the class:
Executives 0 < 2 hrs 2-4 hrs 4-8 hrs 8-16 hrs >16 hrs Managers 0 < 2 hrs 2-4 hrs 4-8 hrs 8-16 hrs >16 hrs Supervisors 0 < 2 hrs 2-4 hrs 4-8 hrs 8-16 hrs >16 hrs Individuals 0 < 2 hrs 2-4 hrs 4-8 hrs 8-16 hrs >16 hrs
18.[ scored as part of question 17] Continuing or refresher Training
Executives 0 < 2 hrs 2-4 hrs 4-8 hrs 8-16 hrs >16 hrs Managers 0 < 2 hrs 2-4 hrs 4-8 hrs 8-16 hrs >16 hrs Supervisors 0 < 2 hrs 2-4 hrs 4-8 hrs 8-16 hrs >16 hrs Individuals 0 < 2 hrs 2-4 hrs 4-8 hrs 8-16 hrs >16 hrs 19.[Profile 0 points] Who provides human performance training?
20.[ 0-5 points] How do you measure human performance training effectiveness?
21 [Profile 0 points] List topics that are included in the Human Performance Training…(e.g Error Prevention, Observations, JIT, Other)
22.[ 0-5 points] Which communication mediums do you currently use to address human performance topics? (select all that apply) and are these communications usually proactive or reactive?
23.[ 0-5 points] How many human performance stand downs/timeouts/awareness days.
How many did you have in 2000? _
How many do you have planned for 2001? _
24.[ 0-5 points] Your corrective action process works well at identifying HP issues?
Strongly agree agree neutral disagree Strongly disagree
25.[ 0-5 points] Your Corrective action program works well at tracking and trending HP issues?
Strongly agree Agree Neutral Disagree Strongly disagree
26.[ 0-5 points] Your Corrective Action Process works well at implementing HP issue recommendations?
Strongly agree Agree Neutral Disagree Strongly disagree
27.[Profile 0 points] Select the 3 most often used corrective actions methods applied to address
HP issues identified through the corrective action process
28.[ 0-5 points based on examples] Is your corporate nuclear executive management team involved in human performance improvement? Y N
If yes, Please list 3 specific examples that illustrate engagement.
29.[ 0-5 points based on examples] Is your site senior management team involved in HP improvement? Y/N
If yes, Please list 3 specific examples that illustrate engagement…
30.[ 0-5 points based on indicators] Do you have Human Performance Program performance indictors? Y/N
List your program indicators and indicate if they are leading or lagging indicators
31.[ 0-5 points based on example] What program indicator is most influential in improving human performance?
32.[ 0-5 points based on example] Have you performed a focused self-assessment at the site level on your human performance program within the last two years?Y/N
If yes , name the best improvement item… _
33.[ 0-5 points based on implemented changes] Have you conducted any benchmarking activities to specifically focused on human performance?Y/N
What facilities did you benchmark
What changes did you implement as a result of this benchmarking?
34.[5 points if yes] Has any other site benchmarked you human performance program Y/N _
35.[ 0-5 points based on performance] In the last 3 years how many of the following have occurred as a result of human error:
36.[ 0-5 points based on examples] List and describe any human performance strengths you believe the benchmarking team should investigate (up to three topics)
Site Profile Matrix and Organization Charts
Brunswick Comanche Peak Farley Palo Verde Seabrook Watts Bar
Utility Progress Energy TXU SNC APS NAESCO TVA
Multiple Sites? Yes No Yes No No YES
Operations Manager Nuclear Oversight Licensing Nuclear Assurance Mgr Performance
Figure B-2 Comanche Peak Organization Chart
VP and Deputy to the Principle Nuclear Officer
Sr VP Principle Nuclear Officer
Figure B-4 Palo Verde Organization Chart
Figure B-6 Watts Bar Organization Chart
North Atlantic Energy Services Company
Mr Dan Bigsby Programs and Assessments Southern California Edison Company San Onofre Nuclear Generating Station P.O Box 128 (D4B)
San Clemente, CA 92674 Phone: (949) 368-6539 Fax: (949) 368-5195 E-mail: bigsbyda@songs.sce.com
Vermont Yankee Nuclear Power Station
E-mail: don.calsyn@vynpc.com
Mr Tommie E Carroll Site Root Cause Coordinator Duke Power Company Oconee Nuclear Station
Phone: (864) 885-3200 Fax: (864) 885-3701 E-mail: tecarrol@duke-energy.com
E-Mail: Thomas_Chaffee@dom.com
Mr G Phillip Crone Licensing Supervisor Southern Nuclear Operating Company Farley Nuclear Plant
P O Drawer 470 Ashford, AL 36312 Phone: (334) 814-4712 Fax: (334) 814-4649 E-mail: gpcrone@southernco.com
Exelon Nuclear Human Performance Director
E-mail: robert.coovert@exeloncorp.com
Mr Jean Dubouis Liaison Engineer at INPO Electricite de France
602 Adams Lake Boulevard Atlanta, GA 30339
Phone: (770) 644-8752Fax: (770) 644-8101E-mail: dubouisj@inpo.org
Mr Jim Gallman (Team Co-Leader) Performance Analysis Supervisor TXU
PO Box 1002 Glen Rose, TX 76043-1002 Phone: (254) 897-5673 Fax: (254) 897-5977 E-mail: jgallma1@txu.com
Mr Jeffrey T Gasser General Manager Southern Nuclear Operating Company Vogtle Electric Generating Plant P.O Box 1600
Waynesboro, GA 30830 Phone: (706) 826-3139 Fax: (706) 826-3321 E-mail: jtgasser@southernco.com
Christopher Hester Superintendent Operations Support Brunswick Steam Electric Plant
6024 Wrightsville Avenue Wilmington NC 28403 Phone: (910) 457-2597 Fax: (910) 457-3369 E-mail: christopher.hester@pgnmail.com
Ms Karen S Jennings Organizational PerformanceImprovement Manager
American Electric Power Donald C Cook Nuclear Station One Cook Place Mail Zone 11 Bridgman, MI 49106
Phone: (616) 466-3350Fax: (616) 466-3377E-mail: ksjennings@aep.com
Supervisor, Human Performance and Causal Analysis
Ms Peggy Lucky Human Performance Manager LaSalle Generating Station
2601 North 21 st Road Marsaeilles, IL 61341 Phone: (815) 357-6761 X2175 Fax: (815) 357-8333
E-mail: peggy.lucky@exeloncorp.com
Consolidated Edison Company of New York,
Mr Terry L Matlosz Manager, Organizational Development and Performance
South Carolina Electric & Gas Company V.C Summer Nuclear Training Center Highway 213, P.O Box 88
Jenkinsville, SC 29065 Phone: (803) 931-5100 Fax: (803) 540-9208 E-mail: tmatlosz@scana.com
Ms Caroline M McAndrews (Team Co-Leader)
Project Manager, Programs and Assessments
San Onofre Nuclear Generating Station
E-mail: mcandrcm@songs.sce.com
Mr Vernon J McGaffic Assistant Team Manager Institute of Nuclear Power Operations Suite 100
Atlanta, GA 30339-5957 Phone: (770) 644-8689 Fax: (770) 644-8549 E-mail: mcgafficvj@inpo.org
Mr Tony M Muschara Principal Program Manager, Human Performance
Institute of Nuclear Power Operations Suite 100
700 Galleria Parkway, SEAtlanta, GA 30339Phone: (770) 644-8677Fax: (770) 644-8122E-mail: muscharatm@inpo.org
Mr William G Noll Operations Manager Carolina Power & Light Company Brunswick Nuclear Plant
Highway 87, P.O Box 10429 Southport, NC 28461-0429 Phone: (910) 457-3059 Fax: (910) 457-3369 E-mail: bill.noll@pgnmail.com
Human Performance and Self-Assessment Manager
Watts Bar Nuclear Nuclear Plant
Mr Clark D Stafford Senior Evaluator Institute of Nuclear Power Operations Suite 100
700 Galleria Parkway, SE Atlanta, GA 30339 Phone: (770) 644-8483 Fax: (770) 644-8122 E-mail: staffordcd@inpo.org
Mr John C Summers Senior Team Manager Institute of Nuclear Power Operations Suite 100
700 Galleria Parkway, SE Atlanta, GA 30339 Phone: (770) 644-8730 Fax: (770) 644-8549 E-mail: summersjc@inpo.org
Successful change implementation is crucial for an effective human performance program By clearly identifying the criteria within the change management process, organizations can minimize human errors and strengthen their overall structure.
An extensive manual has been developed to help guide individuals involved with using a site approved change management model This model considers four major aspects for successful change:
Implementing a structured change process through methods and worksheet guides leads to the creation of comprehensive change plans that assist individuals in navigating the steps essential for effective change management This formal approach incorporates specific criteria to evaluate when full utilization of the process is beneficial, such as the potential disruption to daily work routines, changes in personnel roles and responsibilities, and the effects on performance measurement and compensation for staff.
Effective implementation relies on appointing a change leader or project manager who oversees the execution of the outlined steps Throughout different stages of development, designated review and approval procedures are utilized to hold the project manager accountable for both the implementation process and the creation of a comprehensive change management plan.
The costs of implementing this program vary based on the scale of the changes made While full implementation may not be required, it typically involves expenses related to project manager and team member time for data collection, plan development, review, approval, and execution Additional costs may arise from document publishing and training, depending on the specifics of the final plan.
A recent successful software change in the work control process significantly impacted several established programs This process effectively identified key areas such as benchmarking, communication, training, and additional software support needed for successful coordination of the change.
Site: Brunswick Process Map Area: 3.4
Workplace Culture (3.1, 3.2, 3.3, 3.6, 3.7)
Performance indicators related to workplace culture were as follows:
Percentage of corrective actions that were “coach the individual” (negative reinforcement) verses “correct the process”.
Percentage of corrective actions that were self-identified verses those identified by others.
Percentage of planned to unplanned work (emergent work)
Total number of self-assessments, benchmarking trips and assist trips completed by department during a specific period of time
This indicator depicts the procedure noncompliance rate per 1,000 man-hours, as identified by the corrective action program.
Success of human performance activities was monitored as follows:
Human Performance Success Rate is the number of significant personnel related incidents per 1000 man-hours
The Human Success Leading Indicator Rate is calculated as a three-month rolling average of personnel-related corrective action reports This metric reveals that minor deficiencies are being recognized and documented, allowing for the early identification of potential precursors to declining or adverse performance.
Figure4-1 Page 1 Human Performance Improvement Process Map - Overview
1.2 Business Planning (related to human performance at operational level)
• Strategic plan to improve human performance
• Anticipate and prevent active error at the job site
• Discover and eliminate latent organizational weaknesses
• Integrated approach to human performance improvement
• Devoted resources to human performance improvement
• Considers organizational nature of human performance
• Site and department action plans and initiatives aimed toward specific human performance improvement opportunities
• Department human performance improvement plans consistent with station operational business plan
• Business goals specific to human performance (safety and reliability)
• Constraints (economic, social, legal, and moral)
• Safety requirements and operational focus
• Short-term vs long-term perspective
• Strategic approach: Improve personnel productivity while minimizing the frequency and severity of plant events
• Mission, vision, and goals communicated to and understood by station personnel
• Self-assessment of current situation
• Identify improvement strategy and plans
• Communicate with and empower stakeholders
• INPO, Principles for Effective Self-
• INPO 97-002, Performance Objectives and Criteria for Operating Nuclear
• NRC Inspection Modules (non requirement)
• NUREG/CR-1278, Handbook of Human
Reliability Analysis with Emphasis on
Nuclear Power Plant Application (non- requirement)
• National Transportation Safety Board publications (NTSB)
• International Atomic Energy Agency (IAEA)
• International Society for Performance Improvement (ISPI)
• American Society for Training and Development (ASTD)
• Reason, Managing the Risks of
• Geller, The Psychology of Safety
• Center for Chemical Process Safety, Guidelines for Preventing
Human Error in Process Safety
3.8 Causal Assessment (see also page 7)
• Root cause analysis techniques targeted on human performance issues
• Identifying fundamental causes instead of symptoms
• Identification of behaviors and their causal factors (e.g., error precursors)
• Identification of defenses that failed to prevent undesirable consequences
• Identification of process and cultural causes of errors, violations, and failed defenses
• Involve principal individuals in evaluation
• Correct causes of minor as well as major events
3.9 Adjust Plan (training and non- training interventions)
• Corrective actions linked with causes
• Corrective actions consistent with performance modes
• Worker involvement in development of changes
• Consideration of Interventions in addition to
• Adoption of long-term corrective actions (months and years), if necessary
• Identify process improvements that reduce presence of error-likely situations
• Consideration of adverse effects of proposed corrective actions on performance (e.g., equipment modifications or introduction of new technology)
3.7 Identify Performance Gaps (see also page 7)
• Compare actual behavior with expected behavior, or actual results with expected results (like with like)
• Common errors (by individual, work group, and task) and respective error precursors
• Individual and generic performance problems
• Good catches and what went right for near misses
• Error-prone tasks (risk-significant)
• Error-prone systems (risk- significant)
• Criteria for action guided by statistical significance (legitimate need for change)
• Work planning, sequencing, and scheduling incorporating defense-in-depth (work management)
• Procedure development, revision, review, and approval that addresses error analysis
• Human resources (selection, development, discipline, termination)
• Training programs (including human performance fundamentals)
• Safety hazard analysis & error precursor audit (anticipating error traps and potential consequences)
• Identification of error-prone systems & tasks
3.5 Task-specific Human Performance Process
• Performance Indicators (business plan performance measures)
• Recurring errors and at-risk actions
• Identification of error-prone tasks and systems
• Corrective action program trending process
• Organizational Measures of Human Performance (e.g., average number of days between events)
• Use of culture surveys to assess values, beliefs, and attitudes
3.1 Expectations (what is acceptable and unacceptable)
• Clear expectations for safety and prevention
• Expectations for all organizational levels
• Specifies behavior, cues, standards, and reinforcers
• Job-specific (to prevent specific errors)
• Adapted to meet changing business needs and operating experience
• Value the prevention of error
• In-field monitoring and observation
• Challenging at-risk behaviors, complacency, and hazardous attitudes and values
• People treated with respect, fairness, and honesty
• Align shared values with stated values
• Communication plan to carefully promote core values
• Quality of communication practices & methods (e.g., communication plan)
• Promote shared accountability for safety and prevention
• Leader practices that shape values:
• Focus of attention and priorities
• Criteria for allocation of resources
• Attempts at role modeling, coaching, and teaching
• Criteria for allocation of rewards,
• Setting high expectations and standards
• Senior manager participation, sponsorship, and ownership
• Demand for and use of data
• Formal and informal human performance self-assessments
• Industry publications, e.g., INPO’s Nuclear Professional
Figure 4-1 Page 6 Step 3.5 Task-Specific Human Performance process Map
• Task objectives and desired outcomes
• Maintain questioning attitude (situational awareness)
• Application of error-prevention techniques and Specific error prevention strategies
• Whenever possible, avoid at-risk actions
• Reinforce desired practices and coaching
• Job-specific gap analysis (see 3.8 - 3.10)
• Submit problem reports (low threshold)
• Voluntary reports (including near misses)
• Task assignment (individual knowledge and skills, readiness, and motives, such as):
• Consistency of personal values with risk significance of task
• Freedom to use own judgment
• Sense of accomplishment for individual
• Identify critical steps, key decision points, and parameters
• Recognize and eliminate of error-likely situations (error precursors)
• Identify and avoid at-risk actions
• Identify potential adverse consequences of error at critical steps
• Develop defenses and contingencies for errors at critical steps
• Prejob briefing (including task preview information
• Consideration of level of supervisory oversight and other defensive measures
• Adapt job and personnel for current conditions
• Task-related information (such as):
• Clear objectives, priorities, and standards
• Sequencing and preparation of procedures / work packages
• Risk significance and hazard analysis
• Critical steps, phases, key decision points, and parameters
• Scheduling & coordination of the job
• Plant and equipment state to support task
• Equipment access and materiel condition
• Ambient environmental conditions (e.g. temperature, radiation, lighting)
• Tools, protective clothing, materials, & skill requirements,
• Availability of procedures and supervision
• Consideration of incentives/disincentives for specific job (such as):
• Reinforcers for at-risk actions / shortcuts
• Whole-job; results traceable to individual
• Degree of empowerment (in-field decision- making and judgment)
Figure 4-1 Page 7 Steps 3.7 - 3.9 Identify and Evaluate Performance Gaps
Individual Kno wled ge & S kills Ade quate?
Correct Discrepancies/ Assign Other Individual
Use Systematic Approach to Training
The team established selection criteria to identify six high-performing plants across various geographic locations in the United States, while also evaluating nuclear units internationally and considering industries beyond nuclear power generation The report was compiled using data and insights collected from site visits, and this appendix outlines the selection process in detail.
The team created a site selection survey featuring thirty-five electronic questions designed for NEI’s website, allowing for short answer and fill-in-the-blank responses, which could be completed in approximately two hours All U.S nuclear plants and select international plants were invited to participate within a two-week timeframe Additionally, respondents were asked to choose site visit windows from a provided schedule Ultimately, twenty-nine U.S plants and three international plants submitted responses, though some faced challenges in accommodating the proposed visit schedule The full survey questions are included at the end of this appendix.
During a second meeting, the team analyzed the survey responses and identified which questions would be scored, assigning point values accordingly They organized the questions into common topics, weighting each based on its relevance to the human performance program Each question response was scored subjectively from zero to full credit, with sub-teams assigned to score grouped questions for each plant to ensure consistency The raw scores were adjusted using the established weightings and normalized to a scale of 100% Ultimately, a survey score was calculated for each plant, with a maximum possible score of 100 points.
The team identified that survey responses from plants outside the United States were often incomplete or misaligned with the questions asked Through discussions, particularly among members with international experience, it became clear that the survey was tailored for U.S plants, making it challenging for those located internationally to provide accurate feedback Consequently, the team concluded that the survey was unsuitable for guiding site selection for plants outside the U.S.
An alternative selection process considering plant performance and expert opinion would be used.
To assist in plant selection for site visits, the survey score was compared to O&M costs, with median values indicated by quadrant lines (Figure A-1) Plants lacking O&M data were plotted conservatively, leading the team to narrow down their choices to four plants Additionally, team members nominated four more plants based on the survey profile data, INPO-identified strengths, and recent experiences.
The following six plants were selected for visits: Brunswick, Comanche Peak, Farley, Palo
Verde, Seabrook and Watts Bar.
Horizontal Axis- Human Performance Survey Points
Vertical Axis- O&M Cost in cents per kilowatt-hour (cost increasing down)
Please identify a contact person for follow-up information concerning survey data:
To facilitate scheduling plant visits, please indicate your preferred date windows for the team's visit During this time, we will conduct a 30-minute to one-hour interview with a selection of plant personnel.
All interviews will be requested between 7:00 a.m and 5:00 p.m.
If your site is chosen for a visit, please provide a dedicated contact person to facilitate interviews and logistical arrangements We suggest appointing the Human Performance Coordinator or Lead Human Performance Line Manager for this role A Site Visit Plan will be created for each selected site by February 16, 2001.
1 [0-5 points based on formality of program] How are your human performance improvement activities defined?
2 [0-5 points based on age of program] If your human performance program is formally defined, how long has it been in place?
3 [0-5 points based on level of management] Who is the Sponsor of human performance improvement.
4 [Profile 0 points] Describe how your human performance improvement activities are governed.
5 [ Profile 0 points] For what primary purpose is your top level management interested in human performance?
6 [0-5 points] Please list business plan or strategic elements directly related to human performance improvement List up to five items, in order of importance/perceived benefit (leave blank if none)
7 [ Profile 0 Points] Please provide the following information:
Number of employees plus contractors at site (non outage) _(number)
Number of full-time equivalent employees dedicated to human performance improvement activities (Number)
Budget for positive reinforcement programs (dollars)
8 [0-5 points] What do you consider to be the primary strength(s) of your human performance efforts?
List up to five items, in order of importance/perceived benefit.
9 [Profile 0 points] What do you consider to be your greatest opportunities for human performance improvement? List up to five items, in order of importance/perceived benefit.
10.[ 0-5 points based on use and actions] Do you use culture surveys? Y/N
If yes, how frequently are they performed?
(4 or more) 11.[ scored as part of question 10] If yes, Did you act on the culture survey results? Y/N
If yes, describe the actions taken with the most recent culture survey results?
12.[ 0-5 points] Describe strengths in managing the work environment that has provided improved performance.
(i.e labeling, procedures, workarounds reductions, housekeeping, equipment access, ergonomics, etc.):
13.[0-5 points] Have you simplified station processes that have resulted in improved human performance within the last 3 years? Y/N
14.[0-5 points based on number used] What tools / processes do you use to help manage Human Performance activities (check all that apply)
15.[0-5 points] Of those indicated above which have been most useful and why? (May list more than one)
16.[0-5 points based on percentage] Do you provide training on Human Performance and why people make errors (e.g INPO/WANO Human Performance Fundamentals) Y/N
If yes, What percentage (to nearest 25%) of your site has received this training?
17.[0-5 points based on hours] If yes, please indicate which of the following groups received the initial training and how many hours is the class:
Executives 0 < 2 hrs 2-4 hrs 4-8 hrs 8-16 hrs >16 hrs Managers 0 < 2 hrs 2-4 hrs 4-8 hrs 8-16 hrs >16 hrs Supervisors 0 < 2 hrs 2-4 hrs 4-8 hrs 8-16 hrs >16 hrs Individuals 0 < 2 hrs 2-4 hrs 4-8 hrs 8-16 hrs >16 hrs
18.[ scored as part of question 17] Continuing or refresher Training
Executives 0 < 2 hrs 2-4 hrs 4-8 hrs 8-16 hrs >16 hrs Managers 0 < 2 hrs 2-4 hrs 4-8 hrs 8-16 hrs >16 hrs Supervisors 0 < 2 hrs 2-4 hrs 4-8 hrs 8-16 hrs >16 hrs Individuals 0 < 2 hrs 2-4 hrs 4-8 hrs 8-16 hrs >16 hrs 19.[Profile 0 points] Who provides human performance training?
20.[ 0-5 points] How do you measure human performance training effectiveness?
21 [Profile 0 points] List topics that are included in the Human Performance Training…(e.g Error Prevention, Observations, JIT, Other)
22.[ 0-5 points] Which communication mediums do you currently use to address human performance topics? (select all that apply) and are these communications usually proactive or reactive?
23.[ 0-5 points] How many human performance stand downs/timeouts/awareness days.
How many did you have in 2000? _
How many do you have planned for 2001? _
24.[ 0-5 points] Your corrective action process works well at identifying HP issues?
Strongly agree agree neutral disagree Strongly disagree
25.[ 0-5 points] Your Corrective action program works well at tracking and trending HP issues?
Strongly agree Agree Neutral Disagree Strongly disagree
26.[ 0-5 points] Your Corrective Action Process works well at implementing HP issue recommendations?
Strongly agree Agree Neutral Disagree Strongly disagree
27.[Profile 0 points] Select the 3 most often used corrective actions methods applied to address
HP issues identified through the corrective action process
28.[ 0-5 points based on examples] Is your corporate nuclear executive management team involved in human performance improvement? Y N
If yes, Please list 3 specific examples that illustrate engagement.
29.[ 0-5 points based on examples] Is your site senior management team involved in HP improvement? Y/N
If yes, Please list 3 specific examples that illustrate engagement…
30.[ 0-5 points based on indicators] Do you have Human Performance Program performance indictors? Y/N
List your program indicators and indicate if they are leading or lagging indicators
31.[ 0-5 points based on example] What program indicator is most influential in improving human performance?
32.[ 0-5 points based on example] Have you performed a focused self-assessment at the site level on your human performance program within the last two years?Y/N
If yes , name the best improvement item… _
33.[ 0-5 points based on implemented changes] Have you conducted any benchmarking activities to specifically focused on human performance?Y/N
What facilities did you benchmark
What changes did you implement as a result of this benchmarking?
34.[5 points if yes] Has any other site benchmarked you human performance program Y/N _
35.[ 0-5 points based on performance] In the last 3 years how many of the following have occurred as a result of human error:
36.[ 0-5 points based on examples] List and describe any human performance strengths you believe the benchmarking team should investigate (up to three topics)
Site Profile Matrix and Organization Charts
Brunswick Comanche Peak Farley Palo Verde Seabrook Watts Bar
Utility Progress Energy TXU SNC APS NAESCO TVA
Multiple Sites? Yes No Yes No No YES
Operations Manager Nuclear Oversight Licensing Nuclear Assurance Mgr Performance
Figure B-2 Comanche Peak Organization Chart
VP and Deputy to the Principle Nuclear Officer
Sr VP Principle Nuclear Officer
Figure B-4 Palo Verde Organization Chart
Figure B-6 Watts Bar Organization Chart
North Atlantic Energy Services Company
Mr Dan Bigsby Programs and Assessments Southern California Edison Company San Onofre Nuclear Generating Station P.O Box 128 (D4B)
San Clemente, CA 92674 Phone: (949) 368-6539 Fax: (949) 368-5195 E-mail: bigsbyda@songs.sce.com
Vermont Yankee Nuclear Power Station
E-mail: don.calsyn@vynpc.com
Mr Tommie E Carroll Site Root Cause Coordinator Duke Power Company Oconee Nuclear Station
Phone: (864) 885-3200 Fax: (864) 885-3701 E-mail: tecarrol@duke-energy.com
E-Mail: Thomas_Chaffee@dom.com
Mr G Phillip Crone Licensing Supervisor Southern Nuclear Operating Company Farley Nuclear Plant
P O Drawer 470 Ashford, AL 36312 Phone: (334) 814-4712 Fax: (334) 814-4649 E-mail: gpcrone@southernco.com
Exelon Nuclear Human Performance Director
E-mail: robert.coovert@exeloncorp.com
Mr Jean Dubouis Liaison Engineer at INPO Electricite de France
602 Adams Lake Boulevard Atlanta, GA 30339
Phone: (770) 644-8752Fax: (770) 644-8101E-mail: dubouisj@inpo.org
Mr Jim Gallman (Team Co-Leader) Performance Analysis Supervisor TXU
PO Box 1002 Glen Rose, TX 76043-1002 Phone: (254) 897-5673 Fax: (254) 897-5977 E-mail: jgallma1@txu.com
Mr Jeffrey T Gasser General Manager Southern Nuclear Operating Company Vogtle Electric Generating Plant P.O Box 1600
Waynesboro, GA 30830 Phone: (706) 826-3139 Fax: (706) 826-3321 E-mail: jtgasser@southernco.com
Christopher Hester Superintendent Operations Support Brunswick Steam Electric Plant
6024 Wrightsville Avenue Wilmington NC 28403 Phone: (910) 457-2597 Fax: (910) 457-3369 E-mail: christopher.hester@pgnmail.com
Ms Karen S Jennings Organizational PerformanceImprovement Manager
American Electric Power Donald C Cook Nuclear Station One Cook Place Mail Zone 11 Bridgman, MI 49106
Phone: (616) 466-3350Fax: (616) 466-3377E-mail: ksjennings@aep.com
Supervisor, Human Performance and Causal Analysis
Ms Peggy Lucky Human Performance Manager LaSalle Generating Station
2601 North 21 st Road Marsaeilles, IL 61341 Phone: (815) 357-6761 X2175 Fax: (815) 357-8333
E-mail: peggy.lucky@exeloncorp.com
Consolidated Edison Company of New York,
Mr Terry L Matlosz Manager, Organizational Development and Performance
South Carolina Electric & Gas Company V.C Summer Nuclear Training Center Highway 213, P.O Box 88
Jenkinsville, SC 29065 Phone: (803) 931-5100 Fax: (803) 540-9208 E-mail: tmatlosz@scana.com
Ms Caroline M McAndrews (Team Co-Leader)
Project Manager, Programs and Assessments
San Onofre Nuclear Generating Station
E-mail: mcandrcm@songs.sce.com
Mr Vernon J McGaffic Assistant Team Manager Institute of Nuclear Power Operations Suite 100
Atlanta, GA 30339-5957 Phone: (770) 644-8689 Fax: (770) 644-8549 E-mail: mcgafficvj@inpo.org
Mr Tony M Muschara Principal Program Manager, Human Performance
Institute of Nuclear Power Operations Suite 100
700 Galleria Parkway, SEAtlanta, GA 30339Phone: (770) 644-8677Fax: (770) 644-8122E-mail: muscharatm@inpo.org
Mr William G Noll Operations Manager Carolina Power & Light Company Brunswick Nuclear Plant
Highway 87, P.O Box 10429 Southport, NC 28461-0429 Phone: (910) 457-3059 Fax: (910) 457-3369 E-mail: bill.noll@pgnmail.com
Human Performance and Self-Assessment Manager
Watts Bar Nuclear Nuclear Plant
Mr Clark D Stafford Senior Evaluator Institute of Nuclear Power Operations Suite 100
700 Galleria Parkway, SE Atlanta, GA 30339 Phone: (770) 644-8483 Fax: (770) 644-8122 E-mail: staffordcd@inpo.org
Mr John C Summers Senior Team Manager Institute of Nuclear Power Operations Suite 100
700 Galleria Parkway, SE Atlanta, GA 30339 Phone: (770) 644-8730 Fax: (770) 644-8549 E-mail: summersjc@inpo.org
Successful change implementation is crucial for an effective human performance program By clearly identifying all criteria within the change management process, organizations can reduce the risk of human errors and strengthen their overall performance.
An extensive manual has been developed to help guide individuals involved with using a site approved change management model This model considers four major aspects for successful change:
Implementing a structured change process with the aid of methods and worksheet guides leads to the creation of comprehensive change plans that assist individuals in navigating the essential steps for effective change management This formal approach involves specific criteria to evaluate when full adoption of the process is beneficial, including the assessment of potential disruptions to daily work routines, changes in personnel roles and responsibilities, and the effects on performance measurement and compensation for staff.
Effective implementation of a change management program relies on appointing a change leader or project manager who oversees the necessary steps Throughout the development process, structured review and approval methods are employed to hold the project manager accountable for both the implementation and the creation of a comprehensive final change management plan.
The costs of this program vary based on the scale of the changes being made While full implementation is not always required, it typically involves expenses related to project manager and team member hours dedicated to data collection, plan development, review, approval, and execution Additionally, implementation costs may encompass document publishing and training expenses, depending on the specifics of the final plan.
Recently, a significant software change was successfully implemented in the work control process, impacting multiple established programs This process effectively identified key areas such as benchmarking, communication, training, and additional software support needed to ensure a smooth transition.
Site: Brunswick Process Map Area: 3.4
Human Performance Workout Days play a crucial role in the ongoing human performance training program, effectively addressing key issues and sharing valuable lessons with station staff The Human Performance Leadership Steering Committee identifies training topics based on station trends, major upcoming goals, and management insights These topics are assigned to the relevant organizational units, with one or two individuals responsible for developing and delivering the training to all staff, including contractors Scheduled quarterly over a two-week period, these sessions typically last one to two hours and utilize engaging formats such as game shows, contests, and video case studies to enhance learning Employee feedback has been overwhelmingly positive, and the management team fully endorses these sessions as a vital component of the station's human performance initiative.