MENTORING PEOPLE INTERACTIONS

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PROBLEM #5

25 PERSON COMMITTEE LACKED MOTIVATION SO MEETINGS WERE LIFELESS & REAL PROBLEMS WERE NOT ADDRESSED.

FACILITATION & LEADERSHIP WERE NEEDED.

SOLUTION

  • Changed meeting format opening with "all hands" check-in.
  • Encouraged everyone to participate by using formal accountable subcommittees.
  • Encouraged use of pictures to illustrate work site safety issues.
  • Pushed safety training.
  • Initiated huddle board to track TO DO's & projects.

OUTCOME

  • People took on Safety as their responsibility.
  • Inspector performance shot up.
  • Major improvement project succeeded.
  • Project's Best Practices promulgated to the Northeast region.


MORE HELPING PEOPLE INTERACT

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PROBLEM #6

MEDICAL CENTER STAFF NOT BUBBLING UP IMPROVEMENT IDEAS SO THE CULTURE WAS PASSIVELY STATIC.


STAFF TEAMS NEEDED IMPROVEMENT TIME (HUDDLING) TO GENERATE CHANGE

Solution

  • Deployed 52 huddle boards for weekly team meetings.
  • Encouraged management to participate.
  • Used rapid protocol to generate, prioritize, and analyze ideas for action.
  • Rewarded teams who participated well and MADE IT HAPPEN.

OUTCOMES

  • 10 of 52 boards were immediately successful.
  • Several work units became recognized as the best in the Northeast.
  • Lessons Learned led to more management training & interaction.
  • Leadership began making site visits (GEMBA WALKS).
  • Change was initiated with acceleration to follow.

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TRAINING SYSTEM DEVELOPMENT

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PROBLEM #7

THREE MILE ISLAND MELTDOWN PROVED WE HAD POOR TRAINING ON COMPLEX NUCLEAR SYSTEMS.


NEED DEMONSTRATED FOR COMPLETE OVERHAUL OF NUCLEAR INDUSTRY TRAINING TO TEACH ONLY NEED-TO-KNOW INFORMATION.

SOLUTION

  • Our small R&D department won national contract to use structured scientifically-based surveys to interview 1200 nuclear operators across all types of power plants. I oversaw our company's contracted effort for 3 years. 
  • All nuclear utilities used this data to re-orient their training programs.
  • NRC eventually fostered start-up of the Institute of Nuclear Power Operations to lead further training development.

OUTCOME

  • All nuclear utilities used this data to reorient their training content.
  • Superfluous information was dropped from training.
  • A new industry organization was formed to implement training Best Practices.

ANOTHER TRAINING SYSTEM DEVELOPMENT

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PROBLEM #8

PROBLEM: TACTICAL PERFORMANCE OF SUBMARINES SPOTTY ACROSS 120 SHIPS

SOLUTION

  • Led integration of tactical information into educational system using continuous improvement techniques.
  • Co-authored two textbooks & several courses & numerous on-board Lessons Learned briefings.

Outcome

  • Average tactical performance improved.
  • Fewer poor performers.
  • Classified but well-measured results.

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