1. Developing Performance Improvement Metrics NFO-TRNC-METRICNFO-TRNC-METRIC

2. INPO 05-005: Guidelines for Performance Improvement at Nuclear Power Stations Excellence in Performance ImprovementExcellence in Performance Improvement –is embodied by the organization that views improving performance as a never-ending journey rather than a finite destination. Excellence in Performance ImprovementExcellence in Performance Improvement –is embodied by the organization that views improving performance as a never-ending journey rather than a finite destination.

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

4. ENABLING OBJECTIVES EO 1.01EO 1.01 –Name the three key attributes of INPO’s Performance Improvement Model. EO 1.02EO 1.02 –List the performance monitoring activities used to identify a need for an improvement in performance. EO 1.03EO 1.03 –State the purpose of analyzing, identifying, and planning solutions. EO 1.01EO 1.01 –Name the three key attributes of INPO’s Performance Improvement Model. EO 1.02EO 1.02 –List the performance monitoring activities used to identify a need for an improvement in performance. EO 1.03EO 1.03 –State the purpose of analyzing, identifying, and planning solutions.

5. ENABLING OBJECTIVES EO 1.04EO 1.04 –Apply the key element of analyzing, identifying, and planning solutions to determine performance gaps. EO 1.05EO 1.05 –Describe the process for documenting performance goals and assessment metrics. EO 1.04EO 1.04 –Apply the key element of analyzing, identifying, and planning solutions to determine performance gaps. EO 1.05EO 1.05 –Describe the process for documenting performance goals and assessment metrics.

6. ENABLING OBJECTIVES EO 1.06EO 1.06 –Given mock scenarios, develop performance goals and assessment metrics. EO 1.06EO 1.06 –Given mock scenarios, develop performance goals and assessment metrics.

7. INPO’s Performance Improvement Model

8. INPO 05-005: Guidelines for Performance Improvement at Nuclear Power Stations The organization strives at all levels to achieve high levels of performance by effective application in the three key attributes of the performance improvement model.The organization strives at all levels to achieve high levels of performance by effective application in the three key attributes of the performance improvement model. EO 1.01

10. Performance Monitoring Activities

11. Performance Monitoring PROACTIVEPROACTIVE EO 1.02

12. Performance Monitoring REACTIVEREACTIVE EO 1.02

13. What monitoring activities do we use to identify a need for an improvement in performance? EO 1.02

14. Monitoring Activities Corrective Action ProgramCorrective Action Program Assessment ReportsAssessment Reports Operating ExperienceOperating Experience Regulatory requirement changesRegulatory requirement changes New or changed station process, procedures or equipmentNew or changed station process, procedures or equipment Management observationsManagement 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 or equipmentNew or changed station process, procedures or equipment Management observationsManagement observations Performance Indicator reviewsPerformance Indicator reviews Incumbent feedbackIncumbent feedback EO 1.02

15. Analyzing, Identifying, and Planning Solutions

16. The purpose of analyzing, identifying, and planning solutions is to develop appropriate actions to resolve performance gaps identified through various performance monitoring activities as well as those gaps that become self-revealing and are captured as condition reports after the fact.The purpose of analyzing, identifying, and planning solutions is to develop appropriate actions to resolve performance gaps identified through various performance monitoring activities as well as those gaps that become self-revealing and are captured as condition reports after the fact. EO 1.03

17. Analyzing, Identifying, and Planning Solutions The elements of analyzing, identifying, and planning solutions are as follows:The elements of analyzing, identifying, and planning solutions are as follows: –Problem Analysis –Action Planning –Management Review and Approval –Business Planning Considerations The elements of analyzing, identifying, and planning solutions are as follows:The elements of analyzing, identifying, and planning solutions are as follows: –Problem Analysis –Action Planning –Management Review and Approval –Business Planning Considerations EO 1.03

18. The Key Element Of Analyzing, Identifying, And Planning Solutions

19. Analyzing, Identifying, and Planning Solutions Problem AnalysisProblem Analysis –using tools or combinations of tools to uncover the underlying causes of problems or adverse trends, commensurate with their significance. Problem Analysis –u–u–u–using tools or combinations of tools to uncover the underlying causes of problems or adverse trends, commensurate with their significance. EO 1.04

20. Analyzing, Identifying, and Planning Solutions Problem Analysis ToolsProblem Analysis Tools –root or apparent cause analysis –common cause analysis –event investigations –human performance error investigations –process analysis –training needs analysis Problem Analysis ToolsProblem Analysis Tools –root or apparent cause analysis –common cause analysis –event investigations –human performance error investigations –process analysis –training needs analysis EO 1.04

21. Training Needs Analysis Needs analysisNeeds analysis –a systematic process by which potential or existing training needs are identified from various inputs to determine the impact on training programs. Needs analysisNeeds analysis –a systematic process by which potential or existing training needs are identified from various inputs to determine the impact on training programs. EO 1.04

22. When may a formal training needs analysis may be waived? EO 1.04

23. Regulatory or INPO requirementsRegulatory or INPO requirements Operations Requal Program requirementsOperations Requal Program requirements Accredited program guidelinesAccredited program guidelines Periodic refresher trainingPeriodic refresher training Regulatory or INPO requirementsRegulatory or INPO requirements Operations Requal Program requirementsOperations Requal Program requirements Accredited program guidelinesAccredited program guidelines Periodic refresher trainingPeriodic refresher training EO 1.04

24. Training Needs Analysis Steps Gathering all available informationGathering all available information Identifying resources needed to conduct analysis (SMEs, other resources)Identifying resources needed to conduct analysis (SMEs, other resources) Review available informationReview available information Determining and listing gapsDetermining and listing gaps Identifying reasons these gaps existIdentifying reasons these gaps exist Examining solutions to the gapsExamining solutions to the gaps Gathering all available informationGathering all available information Identifying resources needed to conduct analysis (SMEs, other resources)Identifying resources needed to conduct analysis (SMEs, other resources) Review available informationReview available information Determining and listing gapsDetermining and listing gaps Identifying reasons these gaps existIdentifying reasons these gaps exist Examining solutions to the gapsExamining solutions to the gaps EO 1.04

25. Examples: 10 of 15 Chemistry Technicians are qualified to operate the ICP. Of the 10 qualified individuals, only 3 routinely operate the ICP. At the last TRG, the Chemistry Superintendent requested training on the ICP because all 10 qualified technicians would be expected to operate the ICP during an upcoming outage.10 of 15 Chemistry Technicians are qualified to operate the ICP. Of the 10 qualified individuals, only 3 routinely operate the ICP. At the last TRG, the Chemistry Superintendent requested training on the ICP because all 10 qualified technicians would be expected to operate the ICP during an upcoming outage. EO 1.04

26. Examples: Five CRs were written over the past six months related to violations of High Radiation Area entry requirements. The RPM has submitted a TEAR for training on High Radiation Area Entries.Five CRs were written over the past six months related to violations of High Radiation Area entry requirements. The RPM has submitted a TEAR for training on High Radiation Area Entries. 2 CRs were for gates left open, 2 for entry on the wrong RWP and one for entry without proper dosimetry.2 CRs were for gates left open, 2 for entry on the wrong RWP and one for entry without proper dosimetry. Five CRs were written over the past six months related to violations of High Radiation Area entry requirements. The RPM has submitted a TEAR for training on High Radiation Area Entries.Five CRs were written over the past six months related to violations of High Radiation Area entry requirements. The RPM has submitted a TEAR for training on High Radiation Area Entries. 2 CRs were for gates left open, 2 for entry on the wrong RWP and one for entry without proper dosimetry.2 CRs were for gates left open, 2 for entry on the wrong RWP and one for entry without proper dosimetry. EO 1.04

27. Documenting Performance Goals And Assessment Metrics

28. When is Attachment 9.1, Training Goal Development Worksheet, NOT required? EO 1.05

29. EN-TQ-208 Requirements Attachment 9.1, Training Goal Development Worksheet, is NOT required whenAttachment 9.1, Training Goal Development Worksheet, is NOT required when –analysis identifies a new task that becomes part of an initial training program, –training that is regulatory driven, –OR is at the discretion of management. Attachment 9.1, Training Goal Development Worksheet, is NOT required whenAttachment 9.1, Training Goal Development Worksheet, is NOT required when –analysis identifies a new task that becomes part of an initial training program, –training that is regulatory driven, –OR is at the discretion of management. EO 1.05

30. Is completion of a paper copy of Attachment 9.1 required to be completed?

31. EN-TQ-208 Requirements Completion of a paper copy of attachment 9.1, Training Goal Development Worksheet is NOT mandatory.Completion of a paper copy of attachment 9.1, Training Goal Development Worksheet is NOT mandatory. To be used as a guide to help collect information to complete the Performance Improvement Tracking Tabs in the TEAR software.To be used as a guide to help collect information to complete the Performance Improvement Tracking Tabs in the TEAR software. Completion of a paper copy of attachment 9.1, Training Goal Development Worksheet is NOT mandatory. To be used as a guide to help collect information to complete the Performance Improvement Tracking Tabs in the TEAR software. EO 1.05

32. Entering TEAR Data

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54. Print a TQ-208 form from the TEAR database From the “FIND TEAR” screen select “print”From the “FIND TEAR” screen select “print” Highlight the Fleet-TQ-208 form and select “OK”Highlight the Fleet-TQ-208 form and select “OK” Select plantSelect plant Select yearSelect year Select TEAR #Select TEAR # Select printer buttonSelect printer button From the “FIND TEAR” screen select “print”From the “FIND TEAR” screen select “print” Highlight the Fleet-TQ-208 form and select “OK”Highlight the Fleet-TQ-208 form and select “OK” Select plantSelect plant Select yearSelect year Select TEAR #Select TEAR # Select printer buttonSelect printer button EO 1.05

55. Developing Performance Goals And Assessment Metrics

56. Developing performance goals and assessment metrics Metrics are developed from the performance gap that was identified in needs analysisMetrics are developed from the performance gap that was identified in needs analysis Metrics must be:Metrics must be: –Measurable –Observable –Achievable Metrics are developed from the performance gap that was identified in needs analysisMetrics are developed from the performance gap that was identified in needs analysis Metrics must be:Metrics must be: –Measurable –Observable –Achievable EO 1.06

57. Developing performance goals and assessment metrics The ‘best’ metrics:The ‘best’ metrics: –Reduce costs The ‘best’ metrics:The ‘best’ metrics: –Reduce costs EO 1.06

58. Developing performance goals and assessment metrics The ‘best’ metrics:The ‘best’ metrics: –Reduce costs –Increase capacity The ‘best’ metrics:The ‘best’ metrics: –Reduce costs –Increase capacity EO 1.06

59. Developing performance goals and assessment metrics The ‘best’ metrics:The ‘best’ metrics: –Reduce costs –Increase capacity –Reduce dose The ‘best’ metrics:The ‘best’ metrics: –Reduce costs –Increase capacity –Reduce dose EO 1.06

60. ScenariosScenarios

61. Scenario 1 A review of the previous year’s coaching cards identified 12 occurrences of poor questioning technique by Subject Matter Expert (SME) Instructors.A review of the previous year’s coaching cards identified 12 occurrences of poor questioning technique by Subject Matter Expert (SME) Instructors. EO 1.06

62. Scenario 2 During the last outage, the refuel bridge was out of service due to maintenance issues for 22 hoursDuring the last outage, the refuel bridge was out of service due to maintenance issues for 22 hours A total of 18 hours of critical path time was lost due to this unavailabilityA total of 18 hours of critical path time was lost due to this unavailability The outage went 10 hours beyond its scheduled 25 days.The outage went 10 hours beyond its scheduled 25 days. During the last outage, the refuel bridge was out of service due to maintenance issues for 22 hoursDuring the last outage, the refuel bridge was out of service due to maintenance issues for 22 hours A total of 18 hours of critical path time was lost due to this unavailabilityA total of 18 hours of critical path time was lost due to this unavailability The outage went 10 hours beyond its scheduled 25 days.The outage went 10 hours beyond its scheduled 25 days. EO 1.06

63. Scenario 3 An emergency diesel generator operational test should take 8 hours to completeAn emergency diesel generator operational test should take 8 hours to complete The LCO for this test is set at 12 hoursThe LCO for this test is set at 12 hours The last two times this testing was performed, it took 10.5 hours and 11 hours, respectivelyThe last two times this testing was performed, it took 10.5 hours and 11 hours, respectively An emergency diesel generator operational test should take 8 hours to completeAn emergency diesel generator operational test should take 8 hours to complete The LCO for this test is set at 12 hoursThe LCO for this test is set at 12 hours The last two times this testing was performed, it took 10.5 hours and 11 hours, respectivelyThe last two times this testing was performed, it took 10.5 hours and 11 hours, respectively EO 1.06

64. Scenario 4 A review of your discipline’s PIs indicate that the HU precursor rate has increased from 1.98 per 10,000 to 5.42 per 10,000 over the past 6 months.A review of your discipline’s PIs indicate that the HU precursor rate has increased from 1.98 per 10,000 to 5.42 per 10,000 over the past 6 months. EO 1.06

65. Summary What attributes must valid performance goals and assessment metrics possess?What attributes must valid performance goals and assessment metrics possess? –Measurable –Observable –Achievable What attributes must valid performance goals and assessment metrics possess?What attributes must valid performance goals and assessment metrics possess? –Measurable –Observable –Achievable

66. ENABLING OBJECTIVES EO 1.01EO 1.01 –Name the three key attributes of INPO’s Performance Improvement Model. EO 1.02EO 1.02 –List the performance monitoring activities used to identify a need for an improvement in performance. EO 1.03EO 1.03 –State the purpose of analyzing, identifying, and planning solutions. EO 1.01EO 1.01 –Name the three key attributes of INPO’s Performance Improvement Model. EO 1.02EO 1.02 –List the performance monitoring activities used to identify a need for an improvement in performance. EO 1.03EO 1.03 –State the purpose of analyzing, identifying, and planning solutions.

67. ENABLING OBJECTIVES EO 1.04EO 1.04 –Apply the key element of analyzing, identifying, and planning solutions to determine performance gaps. EO 1.05EO 1.05 –Describe the process for documenting performance goals and assessment metrics. EO 1.04EO 1.04 –Apply the key element of analyzing, identifying, and planning solutions to determine performance gaps. EO 1.05EO 1.05 –Describe the process for documenting performance goals and assessment metrics.

68. ENABLING OBJECTIVES EO 1.06EO 1.06 –Given mock scenarios, develop performance goals and assessment metrics. EO 1.06EO 1.06 –Given mock scenarios, develop performance goals and assessment metrics.

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