1. 12 GeV CEBAF Continuous Improvement Discussion
Accelerator StayTreat 2016
Randy Michaud

2. Introduction
Continuous improvement is an ongoing effort to improve products, services, or processes. These efforts can seek “incremental” improvement over time or “breakthrough” improvement all at once.
*American Society for Quality, 2016
5/15/2019

3. Reactive vs. Proactive Systems Management
“Reactive strategies are those that respond to some unanticipated event only after it occurs, while proactive strategies are designed to anticipate possible challenges. Because no one can anticipate every possibility, no organization can be proactive in every situation. However, organizations that emphasize proactive strategy are usually more effective at dealing with challenges.”
Reactive
Decisive and able to act quickly
Able to find the root cause of events
Creative and able to develop many solutions
Innovative and able to find new ways to solve problems
Calm and in control in the midst of a "crisis"
Proactive
Thoughtful and analytic
Not likely to go chasing after the current panic
More aware of the important than the merely urgent issues
Able to identify patterns in data and patterns of failures
More focused on "why" did something go wrong, rather than "what" can be done to fix it
Keep the big picture in mind when working through the details
* F. John Reh
Management & Leadership Expert

4. Last Year’s Survey

5. Balance – Re vs Pro
AVG = 2.25
AVG = 4.18

6. How do we make the shift? We must acknowledge where we are…
…And individually, as well as collectively, decide where we want to go, taking action to get there.

7. Suggestion - It takes practice.
“How does a manager get better at predictive management? The best way is practice. Focus some time every day on predictive management and on developing those skills.”
Schedule a meeting with yourself so you can block out a half hour of time.
Pick the problem that has been the biggest headache for your organization. Just think about it.
When did it happen most recently?
What caused it?
What warnings or indicators did we have before it happened?
What did we do to fix it?
What could we have done to prevent it?
What can I do now to reduce the chances of it happening again?
Start monitoring the warning signs you noted above.
When those signs next appear, apply the previous solution before the problem gets big. Evaluate the results.
“The more you practice predictive management the better you will be at it. You will still need your ability in reactive management, but just not as much. Resources will be used more on getting things done than on fixing problems and you'll have more time to think about and prevent more problems from arising.”
* F. John Reh
Management & Leadership Expert

8. Proactive Exercise
For the remaining time of my talk, we are going to exercise our preventive skills.
For the next few minutes, we will be Proactive.
"We never have enough time to do things right." Translation: "We have plenty of time to do things wrong."

9. Survey Results – Topics Ranking
Done Poorly
<2.8
High level (Division) prioritization of tasks
Providing career opportunities for employees to grow
Supporting a long term, integrated vision OK
2.8 – 3.5
RSR budgeting process
Analyzing risk to systems and programs
Developing employee skill sets
Group-to-Group communication
Groups long term planning of work
Responding to system OPS-PRs
Done Well
>3.5
Low level (Group - Worker) prioritization of tasks
Operations and Maintenance scheduling
Groups short term planning of work
Responding to system downtime events
Working safely

10. Highlighted need for Improvement
Stand out topic that needs improvement:
High level (Division) prioritization of tasks
Success stories:
MITRE Corp developed a Risk Impact Assessment Model
An automobile manufacturer's stores manager uses a Prioritization Matrix to help decide which items to put closer to the store's counter.
Organizations have invoked the “Eisenhower Principle”*
*(former U.S. President Dwight D. Eisenhower, who was quoting Dr J. Roscoe Miller, president of Northwestern University, said: "I have two kinds of problems: the urgent and the important. The urgent are not important, and the important are never urgent." This "Eisenhower Principle" is said to be how he organized his workload and priorities.)

11. High level (Division) prioritization of tasks
Brainstorm - Discuss
Framework: Each of you are the OWNER of a company facing this issue. It is jeopardizing your company’s existence. What would you do?
High level (Division) prioritization of tasks
Actions, limited to 3-4 words:
“ weekly list”
“Fire everyone”
“Play priority darts”

12. Articles for more info…
maintenancephoenix.com/2014/01/05/does-moving-from-reactive-to-proactive-maintenance-require-a-change-management-process/

13. Backup Slide Funding People/Time Improved Reliability Leverage
More of it
Better allocation
People/Time
More people/Time
Better develop skill sets
Better engaged employees
Improved
Reliability
Leverage

14. Backup Slide Improved Leverage Reliability Funding People/Time
More of it
Better allocation = initiative by people, planning, data
People/Time
More people/Time
Better develop skill sets = $ for training, initiative by workers and management
Better engaged employees = initiative by workers and management
In our current situation, the only leverage we have to improve reliability is initiative by people. How can management improve worker’s initiative?
Ask: What incentive(s) will motivate workers to have more initiative?
Incentives Examples: ($$$ - Bonus, Recognition, Time Off, Development, Flexibility, Accountability, Team Environment, Reduction in Stress, Leadership, Mentorship, Management Initiative…)
Improved
Reliability
Leverage