A Project Management Approach to Continuous Improvement

1
A Project Management Approachto Continuous
Improvement
Steven A. Coleman, ISM Project Manager November
28, 2007
2
Presentation Overview

• Introduction
• ISM/Safety Improvement Project Conception
• ISM Gap Analysis
• Assessment Reviews and Causal Analyses
• Integrated Project Structure
• Challenges/Institutional Buy In
• Resources
• Communication
• Integration of new requirements
• Performance Monitoring
• Project Reviews/Change Control
• Good to Great Principles and Continuous
  Improvement

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Introduction

• Corrective action management and continuous
  improvement at Brookhaven National Laboratory
  were elusive concepts, tangled in terms such as
  accountability, responsibility, enforcement and
  governance.
• This was evidenced in the ISM Readiness Review
  Gap Analysis (Oct 2005)

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ISM/Safety Improvement Conception

• ISM Readiness Review Gap Analysis
• Highly credible team assembled (Oak Ridge, Idaho,
  PNNL, Battelle McCallum Turner, Inc.)
• Inspection mirrored the process employed by the
  DOE Independent Oversight Office.
• Results indicated a programmatic deficiency in
  feedback improvement
• Corrective action management - large percentage
  of actions overdue or extended 3-5 times, major
  assessments conducted not addressed, etc

Long Island NY
5
BNL ISM Readiness Review Oct 2005
CF2 Analyze Hazards
CF3 Develop and Implement Controls
CF4 Perform Work Within Controls
CF1 Define Scope of Work
Core Functions of ISM
Accelerators Experimental/Small
Science Maintenance/Construction Industrial
Hygiene Institutional Programs BNL Overall
Needs Improvement
Effective Performance
Effective Performance
Needs Improvement
Effective Performance
Needs Improvement
Needs Improvement
Needs Improvement
Effective Performance
Needs Improvement
Needs Improvement
Needs Improvement
Significant Weakness
Significant Weakness
Needs Improvement
Needs Improvement
Significant Weakness
Effective Performance
Needs Improvement
Needs Improvement
Needs Improvement
CF3 Yellow / Red Monitoring
Feedback and Continuous Improvement CF-5) BSA
Significant Weakness
Page 7 of 8
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ISM/Safety Improvement Conception

• Causal Analyses
• FY 04 06 review of assessments
• Binned findings/conditions to common categories
• Developed 5 problem statements that required
  further analysis
• Programmatic Deficiency causal analysis performed
  by Senior Management (Policy Council) - Director,
  Deputy Directors, Assistant and Associate Lab
  Directors
• Action Development
• Diverse group of BNL staff (science, operations,
  administration, etc) identified actions to
  address root and contributing causes
• An exhausting process - 6 months for approval

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Integrated Project Structure
8
Challenges/Institutional Buy In

• Resource Needs
• Use of contributed resources and Line Management
  ensuring that resources identified supported
  project objectives
• Level II Manager Ownership
• Communications
• ISM Core Team differing professional opinions
• Battelle Operations Risk Committee, Management
  Science Councils, DOE Headquarters and Site
  Office
• Communication Plan Development
• DDO, ESH ALD, DOE-BHSO and others every 4-6
  weeks visits to Germantown

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Challenges/Institutional Buy In

• Integration of New Ongoing Requirements
• Type B Arc-Flash Event
• DOE Order 226.1, Oversight/Contractor Assurance
• 10CFR851, Worker Safety Health Rule
• Nuclear Safety Issues/Action Items
• On going corrective action plans
• WPC and FI Action Plans (DOE Implementation
  DNFSB-2004-1)
• Inadequate Control of procedures NTS
• Material Handling/Hoisting Rigging
• Industrial Hygiene
• Energized Electrical Work (NFPA 70E)

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Performance Monitoring

• Project Reviews/Change Control
• Monthly project reviews Lab Director, Deputy
  Director, DOE-BHSO, Assistant/Associate
  Laboratory Directors, Department Chairs, and
  others
• Level II Manager responsible for WBS sections
  reported status, risk, resource needs, proposed
  changes, etc
• Reports to Brookhaven Science Associates (BSA)
  Board, Battelle Operations Risk Committee DOE
  Office of ESH Evaluations (HS-64)

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ESH Ratings Oct 2007
CF1 Define Scope of Work
CF2 Analyze Hazards
CF3 Develop and Implement Controls
CF4 Perform Work Within Controls
Core Functions of ISM
NSLS Small Science Maintenance Construction
Effective Performance
Effective Performance
Effective Performance
Needs Improvement
Effective Performance
Needs Improvement
Needs Improvement
Needs Improvement
Effective Performance
Needs Improvement
Needs Improvement
Needs Improvement
Effective Performance
Needs Improvement
Needs Improvement
Effective Performance
Feedback and Continuous Improvement CF-5) SC
and BHSO BSA
Needs Improvement
Needs Improvement
Page 7 of 8
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Good is not Good EnoughWhat does it take to be
Great?

• Disciplined People
• Level 5 Leadership
• Self-Declared programmatic deficiency
• Policy Council Causal Analysis
• ISM/Safety Improvement Project
• First Who, Then what
• Project Manager
• ISM Core Team
• Level II Manager Ownership
• Disciplined Thought
• Confront the Brutal Facts
• Gap Analysis
• Institutional Feedback Improvement
• Corrective action management
• The Hedgehog Concept

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The Hedgehog Concept
BNL is passionate about safety performance and
improvement, and being the best science national
laboratory in the research and development of
advanced technologies and nurturing the next
generation of safety and scientific leaders.
What you are deeply passionate about?
What drives your resource engine?
What you can be the best in the world at?
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Good is not Good EnoughWhat does it take to be
Great?

• Disciplined Action

• Building Greatness

• Culture of discipline
• Senior Leadership initiated efforts to fill the
  culture with self-disciplined people who are
  willing to go above and beyond their
  responsibilities
• ISM/Safety Improvement project - disciplined
  action consistent within the hedgehog concept

• Preserve the core?
• Delivering exceptional results time after time
  beyond a leader, idea or funding cycle
• Build momentum and instill core values while
  stimulating change and progress

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Greatness

• Collins (2005), Greatness is not a function of
  circumstance. Greatness, it turns out, is largely
  a matter of conscious choice, and discipline
  (p.31).
• Collins, J. (2001). Good to great why some
  companies make the leapand others dont. Harper
  Collins New York. NY.
• Collins, J. (2005). Good to great and the social
  sectors. A monograph to accompany good to great .