Comanche Peak Nuclear Power Plant

Human Performance: Observation Principles of Excellence

Karen Jones, Human Performance Coordinator Luminant / Comanche Peak

Matt Sacks, DevonWay / Product Manager

Organized Observation Program at Comanche Peak

Like most other companies, at Comanche Peak we’ve been in reaction mode for complying with observation requirements.

Now for the first time, we’re able to use the observation process to close process gaps, improve plant performance and demonstrate INPO compliance.

Modeled observation trend codes to be in line with the INPO performance model.

ExcellentStation

Performance

Benchmarking•STARS•INPO•Nuclear industry•Outside industry•Industry committees•WANO•Publication reviews

Training•Training Review Boards•Program Review Boards•Management observations•Continuing Training•Systematic Approach to Training•OJT/TPE/OJE•Curriculum boards•Oral boards•Individual development plans•Living ASER•Qualifications

Culture

•Leadership forums•One-On-Ones•Leading•Training observations•SAFETEAM•Culture surveys•Field presence•Celebrations•Performance reviews

•Career Devmt. plans•360° reviews•PEOPLE Team•Continuous Improvement Plan•Employee meetings•Exclamation Peak•Annual incentive plan•Periodic surveys•Wellness programs

ContinuousImprovement

•Industry benchmarking•Outside industry benchmarking•Use of Lean•KPI reviews against the best•Continuous Improvement Plan•COE reviews•MRM reviews•STARS•Industry committees•Leadership Challenge sessions•Outage Readiness meetings•Observation programs

Indicators•EP Review boards•ALARA Health Committee•COE reports•QA Summary reports•Reactivity Mgt. reports•Corporate Dashboard•Teammate KPI reports•Human Performance Steering Committee•Outage Review Team•Servant Leadership Learning Community•Financial Excellence Committee

•MRM package•Dept. KPIs•System Health•Program Health•Component Health•CAP review•CARB•SORC•Plant Health Committee•Senior Safety Committee•Nuclear Leadership Team meetings•Staff meetings

IndependentAssessments

•STARS •INPO•WANO•Industry involvement•Peer reviews•Assist Training Visits•Assist visits•EPRI•NEI•QA

Plant Daily Checks•POD meeting•Phone status•CAP review•POD package•POND meeting•In-plant time•Observation reviews•Employee engagement•Control Room visits•Site walk downs•Industry publications•STARS reports

StationAssessments

•Self assessments•QA surveillances•COE reports•CAP evaluations•Observation Program•Plant Event Reviews

The way things were…

Isolated from CAP and OE

Limited trending capabilities

On-going challenge to measure performance against expectations

Scorecards and reports were difficult to change

No formal review process or tools to manage quality

Improvement of the Observation program was challenging due to system limitations.

Taking Control of Observation Program

Connecting Observations with CAP and OE

Managing observation ‘blitzes’ and expectations

Adding oversight groups and management review

Trend coding driving opportunities for improvement

Prescribing observations around plant focus areas

Consistent approach to trending of observation behaviors

and comment fields.

No longer isolated from CAP and OE

CRs and OE unified with observations under the same platform. CR and OE immediately available as reference to improve observation quality Ability for managers to send observations back to observers to initiate CR as appropriate.

Improved Trending Capabilities

All trending of comments were manual before ObservationWay Trending at the behavior level and at the observation level Ability to trend specific comments and capture insights into areas in need of improvement.

Dynamic review process

Option to add and change oversight groups on specific scorecards based on need

Extend review process to selectively include senior managers in observation review by scorecard

Plans to route observations to reviewers based on observation score

Allows management a more active role in the observation process by routing observa-tions to appropriate managers in real time.

Enforce quality - Observation quality questions can be setup to ensure management expectations are being met.

All observation communication now managed inside ObservationWay by routing observation tasks or collaborating online.

Ability to measure performance against expectations

Extensive options for “prescribing” observations to departments, teams, or individuals

Opportunity to conduct focused observations in the form of ”blitzes” - structured management observation programs, identified department focus areas.

System limitation are no longer an issue

Now we have the ability to continuously improve the program and the program results due to the ease and extensive administration options within the new Observation program.

Rapid deployment example:

“ We documented an existing manual process for capturing improvement opportunities and new process was added to our Observation program the next day – ready for production.”

Changes to scorecards and introducing new reports are easy.

Simplifying observations – Closing process gaps

Way-Easy Observations for - end users, - managers & - administrators

• Central Self-Service Forms Library

• Way-Easy Radio Button Q&A Selection

• Add Trend Codes desired• Trending Reveals Station

Performance Gaps • Direct CAP connections • Tear-Off-Templates with

Google check-box to “add”• Performance Improvement

change control • Audit & Reporting