1. Human Performance: Observation Principles of Excellence
Karen Jones,
Human Performance Coordinator
Luminant / Comanche Peak
Matt Sacks, DevonWay / Product Manager
Comanche Peak Nuclear Power Plant
Left Hand Presentation

2. 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.
Left Hand Presentation

3. Indicators Plant Daily Checks Culture Training Continuous Improvement
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
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
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
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
Training
Continuous
Improvement
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
Excellent
Station
Performance
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
Independent
Assessments
Station
Assessments
Benchmarking
STARS
INPO
WANO
Industry involvement
Peer reviews
Assist Training Visits
Assist visits
EPRI
NEI QA
STARS
INPO
Nuclear industry
Outside industry
Industry committees
WANO
Publication reviews
Self assessments
QA surveillances
COE reports
CAP evaluations
Observation Program
Plant Event Reviews

4. 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.
Left Hand Presentation

5. 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.
Left Hand Presentation

6. 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.
Left Hand Presentation

7. 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.
Left Hand Presentation

8. 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.
Left Hand Presentation

9. 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.
Left Hand Presentation

10. 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.
Left Hand Presentation

11. 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