Improving Conduct of Operations One Project

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Improving Conduct of OperationsOne Projects
Approach
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Where is K-Basins?
100K
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Where is K-Basins?
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The Story Begins

• K-Basins Historically Con Ops Challenged
• Late 2005 a simple event (CAM Alarm)
  investigation provided the proverbial straw that
  broke the camels back.
• In September 2005, RL issued a letter to the
  Contractor with a very simple message
• CON OPS NEEDS SPECIAL ATTENTION

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The Letter

• The basis
• A variety of sources such as ORPS Reports, OA
  Reports, and Surveillances.
• Inability to consistently plan and accomplish
  work.
• The Deliverables
• Con Ops Improvement Plan vice a traditional
  corrective Action Plan
• Metrics for measuring and demonstrating
  improvement

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The Plan

• A three part plan
• Conduct of Operations data evaluation
• Special Conduct of Operations Improvement Actions
• Development and Implementation of a Conduct of
  Operations Program
• Plan designed to avoid weaknesses of past plans.

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Evaluation Results

• Causal factors binned per Con Ops Chapters
  evaluated for common causes.
• Common causes used to select focus areas.
• Key areas of focus
• Procedure use and content
• Shift routines and operating practices
• Facility Configuration and Control

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The Program

• Required unwavering management commitment and
  worker buy in.
• Designed to establish and maintain high level of
  Con Ops provide for continuous improvement.
• A tool to
• Evaluate trends
• Track performance
• Establish feedback and continuous improvement
• Be able to evolve and continuously adapt as
  necessary based on measured results

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Key Program Elements

• CONOPS Mentors Real time mentoring and coaching
• CONOPS Council Management and Worker Periodic
  evaluation of progress and issues.
• Recurring CONOPS Continuous Improvement
  Activities

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Program Tools

• Checklists developed and utilized by mentors and
  others for anything from pre-job briefs to
  procedure observation to radiological postings.
• Field observation results documented for tracking
  and trending
• Checklists and other feedback collected and
  maintained in a Con Ops Program History File.

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Con Ops Council

• Charter
• Gather and evaluate input related to con ops
  performance
• Provide direction for continuous improvement in
  conduct of operations
• Implement actions based on tracking and trending
  data for continuous improvement
• Membership
• Project VP, Key Managers/Supervisors, Union
  Safety Representatives, Union Workers,
  Construction Forces.
• Facility Representatives Attended Regularly

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Recurring Continuous Improvement Activities

• Safety/House Keeping Inspections
• Weekly Employee Meetings
• Line Management Seminars
• Project Focus Days

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Line Management Seminars

• Discuss relevant issues and solutions
• Maintain priority and emphasis on safety, Con
  Ops, and accountability
• Focus on Con Ops improvement
• Performance indicators
• Trends
• Con Ops council actions
• Tailored to audience

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Focus Days

• Held Quarterly
• A day dedicated to
• Special presentation
• Performance reviews
• Important safety information
• Lessons learned
• Con Ops Issues
• Project Status and Pertinent Topics and Events

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Human Performance Improvement

• Introduced after implementation of the Conduct of
  Operations Plan
• Incorporated into the Con Ops Program
• Overtime Con Ops Council has replaced by HPI
  Council

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Wrap Up

• Key Elements
• Management Commitment
• Management Field Presence
• Real time Feedback and Correction
• Consistent approach over long period
• The Con Ops Improvement Plan has lead to a marked
  improvement in Con Ops at K-Basins.
• Continuous care and feeding necessary for not
  only sustaining good Con Ops but to continually
  improve Con Ops.

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Questions and Answers

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Contact Information

• Dennis Humphreys
• Work - 509-373-7868
• Cell 509-531-3001
• Email dennis_c_humphreys_at_rl.gov