MENTORING PEOPLE INTERACTIONS
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
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
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
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.