How to Con(nuously Improve Cultural Traits for the Management of Safety

Transcription

1 Institute of Nuclear Power Operations How to Con(nuously Improve Cultural Traits for the Management of Safety Ardela Daniels, INPO Sec(on Manager Organiza(onal and Human Performance

2 The presentation today A brief overview of INPO (Institute of Nuclear Power Operations) Evaluation of Cultural Traits INPO Guidelines for Recovery Assistance to Improve Cultural Traits

3 INPO s Core Work Evaluations Analysis and Information Exchange Assistance Training and Accreditation

4 Evaluation of Cultural Traits Leadership engagement and intrusiveness to enforce standards (particularly for midlevel managers and supervisors) Leadership influence to drive organizational and behavioral learning

5 Categories of Findings ( ) Number of AFIs

6 Cultural Traits Evaluation Trends leadership engagement and intrusiveness supervisor role in deviation from standards rationalization by workers to deviate from safety standards

7 Attributes of a High Performing Nuclear Organization Key Attributes 1. Nuclear safety culture 2. Vertically aligned organization 3. Horizontally integrated team 4. Vision of excellence with stretch goals Attributes of a High Performing Nuclear Organization TOP MANAGEMENT TEAM Key Attributes Nuclear safety culture Vision of excellence with stretch goals Involved, participative, capable top leadership team Learning organization 5. Involved, participative, capable top leadership team 6. Learning organization/continuous improvement 7. Bias toward action and results MIDDLE MANAGERS AND SUPERVISORS WORKFORCE HORIZONTAL V E R TI C A L A LI G N M E N T INTEGRATION Bias toward action and results Effective use of resources Accountable, engaged, and motivated workforce 8. Effective use of resources 9. Accountable engaged and motivated workforce

8 2012 AFI Causal Relationship Attributes of High Performing Organization 6% 2% Vertical Alignment 9% 26% Involved Leadership 9% Accountable Workforce Learning Org Horizontal Alignment 11% Vision of Excellence 24% Safety Culture 13% Bias for Action

9 2012 OR.2 AFI Key Causes

10 Institute of Nuclear Power Operations INPO s recovery guidelines

11 Recovery Criteria A nuclear plant is assessed as low performing; or Consistent poor performance over several evaluation cycles; or A significant decline in nuclear plant performance occurs between evaluations; and A plant lacks the organizational capability to respond to the problems without INPO s or the industry s assistance.

12 Recovery Guidelines Proven practices in recovering low performing nuclear plants Earlier involvement by the industry and INPO More specific expectations for completing recovery actions Roles and responsibilities of the corporate organization Escalation when progress is not being made

13 Recovery Guideline - phases Identifies four phases of recovery: Assessment Phase Scoping Phase Planning Phase Execution Phase The following slides identify the expectations for each of the recovery phases:

14 Phase 1 - Assessment Conduct a detailed causal analysis Identify gaps in corporate governance Identify the most critical shortfalls Assess leadership team behaviors Create a leadership critical mass

15 Phase 2 - Scoping Identify recovery versus normal activities Define what will not be done Establish a recovery organization led by a senior manager or executive Establish additional project managers to support the station leadership team

16 Phase 3 - Planning Develop a roadmap with key milestones. Develop a site recovery plan Develop a corporate recovery plan Hold corporate challenge boards Create a compelling scoreboard (metrics) Create a monitoring strategy Establish independent oversight groups

17 Phase 4 - Execution Increase interactions with the workforce Focus on what are the 1-3 things I can do Communicate the desired workforce behaviors Individual and team leadership assessments Succession planning and selection processes Conduct ongoing employee surveys

18 Key Success Factors A Collection of Experiences from Successful and Less Successful Improvement Efforts Absolute candor The recovery plan aligns everyone Leadership team alignment is critical Engaging the workforce for sustainability A simple management model

19 Recovery Dashboard ASSESSMENT PHASE SCOPING PHASE PLANNING PHASE EXECUTION PHASE Define, Develop, or adjust the Management Leadership Model Independent personnel or organizations perform a detailed assessment of station leadership behaviors, that contributed to the station s decline The scope reflects the most critical elements (3-4) of performance shortfalls. Recovered metrics and the required changes in behaviors and results needed to change performance are defined. (Metrics with interim goals and fully recovered goals have been established). Corporate and station recovery plans contain sufficient detail to clearly define owners, assignments, closure criteria, and expected outcomes Corporate challenge boards are used to review and challenge recovery plans Corporate and station action plans are being properly executed Rigor is applied in action closure and obtaining desired results, not just closing activities As plans are completed and results are achieved, action plans are refined and expanded to raise the bar, new goals established quickly Key drivers of performance decline have been identified. An assessment of the corporate GOSP model that failed to arrest or contributed to the station decline in performance is complete The full scope of recovery efforts and normal business plan efforts has been identified Additional human and financial resource needs are identified for recovery An intrusive oversight strategy and plan are developed Corporate and station senior leaders encourage the escalation of performance gaps that are not resolved within the line organization. First-line supervisors and the workforce are engaged in solutions Employee surveys or interviews are performed as scheduled to determine if desired changes in attitude, understanding, and buy-in are occurring. Independent reviews and challenges of assessment results are completed An initial communication plan is completed A recovery organization has been established. Clear roles and responsibilities have been defined for station, corporate, and recovery leaders Short-term successes and results are targeted and planned Follow-up surveys or interviews are planned and scheduled at key milestones. Results and progress of recovery plan activities are communicated at station meetings. A plan to transition from recovery to normal business planning is developed with clear criteria, objectives, and goals An independent review of leadership assessments and assignments is completed Benchmarking performed to provide comparisons to other successful recovery plant organization Independent effectiveness reviews are planned and scheduled. The succession planning process is designed and implemented to maintain a critical mass of leaders who can and will support the new vision and goals.

20 Institute of Nuclear Power Operations INPO s assistance for improving cultural traits

21 Cycle of Plant Performance 21

22 Why are some plants slow to recover? In a historical review of plants that have taken longer to recover, it was noted that recovery was delayed because station leaders refused to recognize that they had significantly declined in performance, even if they agreed with INPO evaluation results.

23 Align the leadership team Conduct Leadership Team Meetings Conduct Leadership Assessments Assess the Cycle of Plant Performance Align/change Vision, Mission, Goals Leadership Style & Behaviors Initiate an OR root cause analysis Develop a Communications Strategy 23

24 Form a Recovery Team Site manager as Executive Sponsor Line Management Sponsor(s) Engineering, Operations, Maintenance Performance Improvement Team Leader Strong leader, trusted advisor Project Team (4-6 members) Organizational Development Leadership Training Human Resources Safety Culture Communications 24

25 Assess the situa(on

26 Provide a vision 26

27 Communicate, communicate, communicate! 27

28 Visible results 28

29 the only thing of real importance that leaders do is to create and manage culture Dr. Edgar Schein