Performance Improvement Performance Improvement MetricsMetrics

Performance Improvement Performance Improvement MetricsMetrics

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ACAD 02-001, Objectives and Criteria for Accreditation in the Nuclear Power Industry

ACAD 02-001, Objectives and Criteria for Accreditation in the Nuclear Power Industry• Objective 1: Training for Performance Objective 1: Training for Performance

ImprovementImprovement– Training is used as a strategic tool to Training is used as a strategic tool to

provide highly skilled and knowledgeable provide highly skilled and knowledgeable personnel for safe, reliable operations and personnel for safe, reliable operations and to support performance improvement.to support performance improvement.

• Criteria 1.7 Criteria 1.7 Methods to determine the Methods to determine the effectiveness of training are considered prior effectiveness of training are considered prior to development of the training.to development of the training.

• Objective 1: Training for Performance Objective 1: Training for Performance ImprovementImprovement– Training is used as a strategic tool to Training is used as a strategic tool to

provide highly skilled and knowledgeable provide highly skilled and knowledgeable personnel for safe, reliable operations and personnel for safe, reliable operations and to support performance improvement.to support performance improvement.

• Criteria 1.7 Criteria 1.7 Methods to determine the Methods to determine the effectiveness of training are considered prior effectiveness of training are considered prior to development of the training.to development of the training.

INPO 05-005: Guidelines for Performance Improvement at Nuclear Power StationsINPO 05-005: Guidelines for Performance Improvement at Nuclear Power Stations

• Excellence in Performance ImprovementExcellence in Performance Improvement – is embodied by the organization that views is embodied by the organization that views

improving performance as a never-ending improving performance as a never-ending journey rather than a finite destination.journey rather than a finite destination.

• Excellence in Performance ImprovementExcellence in Performance Improvement – is embodied by the organization that views is embodied by the organization that views

improving performance as a never-ending improving performance as a never-ending journey rather than a finite destination.journey rather than a finite destination.

TERMINAL OBJECTIVETERMINAL OBJECTIVE

• When evaluating training requests for When evaluating training requests for performance improvement, develop performance improvement, develop appropriate actions to resolve appropriate actions to resolve performance gaps in accordance with performance gaps in accordance with EN-TQ-208, Evaluating Training EN-TQ-208, Evaluating Training Requests for Performance Requests for Performance Improvement.Improvement.

• When evaluating training requests for When evaluating training requests for performance improvement, develop performance improvement, develop appropriate actions to resolve appropriate actions to resolve performance gaps in accordance with performance gaps in accordance with EN-TQ-208, Evaluating Training EN-TQ-208, Evaluating Training Requests for Performance Requests for Performance Improvement.Improvement.

ENABLING OBJECTIVESENABLING OBJECTIVES

• EO 1.01EO 1.01– Recall the different activities that can Recall the different activities that can

originate a request for training.originate a request for training.

• EO 1.02EO 1.02– State the purpose of EN-TQ-208, State the purpose of EN-TQ-208,

Evaluating Training Requests for Evaluating Training Requests for Performance Improvement.Performance Improvement.

• EO 1.03EO 1.03– State the purpose of analyzing, identifying, State the purpose of analyzing, identifying,

and planning solutions.and planning solutions.

• EO 1.01EO 1.01– Recall the different activities that can Recall the different activities that can

originate a request for training.originate a request for training.

• EO 1.02EO 1.02– State the purpose of EN-TQ-208, State the purpose of EN-TQ-208,

Evaluating Training Requests for Evaluating Training Requests for Performance Improvement.Performance Improvement.

• EO 1.03EO 1.03– State the purpose of analyzing, identifying, State the purpose of analyzing, identifying,

and planning solutions.and planning solutions.

ENABLING OBJECTIVESENABLING OBJECTIVES

• EO 1.04EO 1.04– Describe the elements of analyzing, Describe the elements of analyzing,

identifying, and planning solutions.identifying, and planning solutions.

• EO 1.05EO 1.05

• EO 1.04EO 1.04– Describe the elements of analyzing, Describe the elements of analyzing,

identifying, and planning solutions.identifying, and planning solutions.

• EO 1.05EO 1.05

INPO 05-005: Guidelines for Performance Improvement at Nuclear Power StationsINPO 05-005: Guidelines for Performance Improvement at Nuclear Power Stations

• The organization strives at all levels to The organization strives at all levels to achieve high levels of performance by achieve high levels of performance by effective application in the three key effective application in the three key attributes of the performance attributes of the performance improvement model.improvement model.

• The organization strives at all levels to The organization strives at all levels to achieve high levels of performance by achieve high levels of performance by effective application in the three key effective application in the three key attributes of the performance attributes of the performance improvement model.improvement model.

What activities can we use to identify What activities can we use to identify a need for an improvement in a need for an improvement in

performance?performance?

What activities can we use to identify What activities can we use to identify a need for an improvement in a need for an improvement in

performance?performance?

• Corrective Action ProgramCorrective Action Program• Assessment ReportsAssessment Reports• Operating ExperienceOperating Experience• Regulatory requirement changesRegulatory requirement changes• New or changed station process, procedures New or changed station process, procedures

or equipmentor equipment• Management observations Management observations • Performance Indicator reviewsPerformance Indicator reviews• Incumbent feedbackIncumbent feedback

• Corrective Action ProgramCorrective Action Program• Assessment ReportsAssessment Reports• Operating ExperienceOperating Experience• Regulatory requirement changesRegulatory requirement changes• New or changed station process, procedures New or changed station process, procedures

or equipmentor equipment• Management observations Management observations • Performance Indicator reviewsPerformance Indicator reviews• Incumbent feedbackIncumbent feedback

When may a formal training When may a formal training needs analysis may be waived?needs analysis may be waived?

When may a formal training When may a formal training needs analysis may be waived?needs analysis may be waived?

• Regulatory or INPO requirementsRegulatory or INPO requirements

• Operations Requal. Program Operations Requal. Program requirementsrequirements

• Accredited program guidelinesAccredited program guidelines

• Periodic refresher trainingPeriodic refresher training

• Regulatory or INPO requirementsRegulatory or INPO requirements

• Operations Requal. Program Operations Requal. Program requirementsrequirements

• Accredited program guidelinesAccredited program guidelines

• Periodic refresher trainingPeriodic refresher training

• Attachment 9.1, Training Goal Attachment 9.1, Training Goal Development Worksheet, is Development Worksheet, is NOTNOT required when required when – analysis identifies a new task that analysis identifies a new task that

becomes part of an initial training becomes part of an initial training program, program,

– training that is regulatory driven, training that is regulatory driven, – OROR is at the discretion of management. is at the discretion of management.

• Attachment 9.1, Training Goal Attachment 9.1, Training Goal Development Worksheet, is Development Worksheet, is NOTNOT required when required when – analysis identifies a new task that analysis identifies a new task that

becomes part of an initial training becomes part of an initial training program, program,

– training that is regulatory driven, training that is regulatory driven, – OROR is at the discretion of management. is at the discretion of management.

• Completion of a paper copy of Completion of a paper copy of attachment 9.1, Training Goal attachment 9.1, Training Goal Development Worksheet is Development Worksheet is NOTNOT mandatory.mandatory.

• To be used as a guide to help collect To be used as a guide to help collect information to complete the information to complete the Performance Improvement Tracking Performance Improvement Tracking Tabs in the TEAR software.Tabs in the TEAR software.

• Completion of a paper copy of Completion of a paper copy of attachment 9.1, Training Goal attachment 9.1, Training Goal Development Worksheet is Development Worksheet is NOTNOT mandatory.mandatory.

• To be used as a guide to help collect To be used as a guide to help collect information to complete the information to complete the Performance Improvement Tracking Performance Improvement Tracking Tabs in the TEAR software.Tabs in the TEAR software.

Analyzing, Identifying, and Planning SolutionsAnalyzing, Identifying, and Planning Solutions

• The purpose of analyzing, identifying, The purpose of analyzing, identifying, and planning solutions is to develop and planning solutions is to develop appropriate actions to resolve appropriate actions to resolve performance gaps identified through performance gaps identified through various performance monitoring various performance monitoring activities as well as those gaps that activities as well as those gaps that become self-revealing and are become self-revealing and are captured as condition reports after the captured as condition reports after the fact.fact.

• The purpose of analyzing, identifying, The purpose of analyzing, identifying, and planning solutions is to develop and planning solutions is to develop appropriate actions to resolve appropriate actions to resolve performance gaps identified through performance gaps identified through various performance monitoring various performance monitoring activities as well as those gaps that activities as well as those gaps that become self-revealing and are become self-revealing and are captured as condition reports after the captured as condition reports after the fact.fact.

Analyzing, Identifying, and Planning SolutionsAnalyzing, Identifying, and Planning Solutions

• Because performance gaps range from Because performance gaps range from major station performance weaknesses major station performance weaknesses to minor adverse behavior trends, the to minor adverse behavior trends, the level of activity needed to complete level of activity needed to complete analysis and corrective action analysis and corrective action identification and planning can vary identification and planning can vary widely.widely.

• Because performance gaps range from Because performance gaps range from major station performance weaknesses major station performance weaknesses to minor adverse behavior trends, the to minor adverse behavior trends, the level of activity needed to complete level of activity needed to complete analysis and corrective action analysis and corrective action identification and planning can vary identification and planning can vary widely.widely.

Analyzing, Identifying, and Planning SolutionsAnalyzing, Identifying, and Planning Solutions

• Additionally, because some Additionally, because some performance shortfalls are more performance shortfalls are more important than others, there is a need important than others, there is a need to choose which issues to address first to choose which issues to address first and to select solutions that integrate and to select solutions that integrate well with the overall level of station well with the overall level of station performance and the management performance and the management business planning focus areas.business planning focus areas.

• Additionally, because some Additionally, because some performance shortfalls are more performance shortfalls are more important than others, there is a need important than others, there is a need to choose which issues to address first to choose which issues to address first and to select solutions that integrate and to select solutions that integrate well with the overall level of station well with the overall level of station performance and the management performance and the management business planning focus areas.business planning focus areas.

Analyzing, Identifying, and Planning SolutionsAnalyzing, Identifying, and Planning Solutions

• The elements of analyzing, identifying, The elements of analyzing, identifying, and planning solutions are as follows:and planning solutions are as follows:– Problem AnalysisProblem Analysis– Action PlanningAction Planning– Management Review and ApprovalManagement Review and Approval– Business Planning ConsiderationsBusiness Planning Considerations

• The elements of analyzing, identifying, The elements of analyzing, identifying, and planning solutions are as follows:and planning solutions are as follows:– Problem AnalysisProblem Analysis– Action PlanningAction Planning– Management Review and ApprovalManagement Review and Approval– Business Planning ConsiderationsBusiness Planning Considerations

Analyzing, Identifying, and Planning SolutionsAnalyzing, Identifying, and Planning Solutions

• Problem AnalysisProblem Analysis– using tools or combinations of tools uncovers using tools or combinations of tools uncovers

the underlying causes of problems or adverse the underlying causes of problems or adverse trends, commensurate with their significance.trends, commensurate with their significance.

• Problem AnalysisProblem Analysis– using tools or combinations of tools uncovers using tools or combinations of tools uncovers

the underlying causes of problems or adverse the underlying causes of problems or adverse trends, commensurate with their significance.trends, commensurate with their significance.

Analyzing, Identifying, and Planning SolutionsAnalyzing, Identifying, and Planning Solutions

• Problem Analysis ToolsProblem Analysis Tools– root or apparent cause analysisroot or apparent cause analysis– common cause analysiscommon cause analysis– event investigationsevent investigations– human performance error investigationshuman performance error investigations– process analysisprocess analysis– needs analysisneeds analysis

• Problem Analysis ToolsProblem Analysis Tools– root or apparent cause analysisroot or apparent cause analysis– common cause analysiscommon cause analysis– event investigationsevent investigations– human performance error investigationshuman performance error investigations– process analysisprocess analysis– needs analysisneeds analysis

Problem AnalysisProblem Analysis