Download - Integrated Safety Management Best Practice: Automating Corrective Action Management Systems
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Integrated Safety Management Best Practice:
Automating Corrective Action Management Systems
September 13, 2006
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Key Initiatives• President’s Management Agenda to
expand Electronic Government
• E-Gov to leverage greater management efficiencies through the modernization and integration of corporate business systems
• ISM implementation and continuous improvement
• Improve DOE safety performance
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The Goal
“The goal is to become predominantly assessment driven, finding underlying problems before they result in adverse events - by FY 2008”
Stephen Sohinki, Director Office of Price-Anderson Enforcement
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Why a Best Practice?• Enhances productivity through
web-based technologies• Optimizes processing time through
system automation• Maximizes return on government
investment• Demonstrates proven performance• Provides real time feedback for
continual improvement
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Working in cooperation with prime contractors to the U.S. Department of Energy
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Enhancing Productivity Through Web-Based Technologies
• Single point of entry for timely identification and evaluation of conditions and the correction of deficiencies adverse to:– Quality – Safety – Health – Operability – Environment
• Graded approach application to corrective action management
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Worker Level Assessment• Enables personnel the ability to:
– Identify quality and safety-related deficiencies– Request process improvement evaluation– Request clarification of requirements– Evaluate lessons learned reports– Manage concerns, findings, or observations from
surveillances, audits, or inspections, and– Manage action items, overall
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Real Time Feedback for Continual Improvement
• Originator defined feedback
• Automated e-mail notification system– @ key process steps– @ closure
• Real time trend coding and reporting• Process Improvement Initiative tracking
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Proven Performance• Providing visibility and accountability of all
critical corrective actions to senior management
• Retired several legacy action tracking systems – single system reporting
• Reduced corrective action delinquency rate to single digits; improved timeliness of resolution
• Reduced number of significant issues through low level reporting
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Charted Results• Contractor
delinquency rate reduced
• Contractor injury case rate reduced
0.00.51.01.52.02.53.03.54.04.55.0
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4.0
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Aug-05 Sp-05 Oct-05 Nov-05 De-05 Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06
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Corrective Action Management (CAM) Process Flow
PER Initiation and Shift Office Screening
PER Screening and Senior Management Review
PER Resolution
PER Closure
Problem Identification
PERScreening
SeniorManagement
Review
PERResolution
PERClosure
NOTE: System sends e-mail to originator
NOTE: Responsible Manager contacts Originator
Shift OfficeScreening
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3
4
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Problem EvaluationRequest (PER)
Initiation 1
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Step 1 – PER Initiation
Identify deficiency or process improvement
Originator fills out and submit PER
A
• Employee Creates PER
• System Assigns unique tracking number
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CAM - Process FlowPER Initiation and Shift Office Screening
PER Screening and Senior Management Review
PER Resolution
PER Closure
Problem Identification
NOTE: System sends e-mail to originator
NOTE: Responsible Manager contacts Originator
PERScreening
3
SeniorManagement
Review 4
PERResolution
5
PERClosure 6
Problem EvaluationRequest (PER)
Initiation 1
Shift OfficeScreening
2
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Step 2 – Shift Office ScreeningA
Confirm immediate actions and safe
condition
Fill out SO screening tab
Make notifications iaw Occurrence
Reporting procedure
Implement required actions iaw
TFC-ENG-FACSUP-C-02
Submit SOScreening tab
Contact Nuclear Safety & Licensing
representative
Reportable?
Structures, systems, and components
operable?
PISA?
Yes
Yes
No
No
Yes
No or Degraded
BLEGEND
IAW In Accordance WithPISA Potential Inadequacy in the Safety AnalysisSO Shift Office
• Shift Manager Screening– Reportability– Operability– Safety
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CAM - Process FlowPER Initiation and Shift Office Screening
PER Screening and Senior Management Review
PER Resolution
PER Closure
Problem Identification
NOTE: System sends e-mail to originator
NOTE: Responsible Manager contacts Originator
SeniorManagement
Review 4
PERResolution
5
PERClosure 6
Problem EvaluationRequest (PER)
Initiation 1
Shift OfficeScreening
2
PERScreening
3
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Step 3 - PER Screening
B
Review immediate actions and
compensatory measures
Combine similar problems, identify repeat
issues and potential trends
Record PAAA screening results
Assign Significance category*
Assign Responsible Manager
Populate PERScreening tab
* Further EvaluationTrend OnlyInvalidTrack Until FixedPIE/CIMPER with ResolutionSignificant PER
C
• Screening Team– Significance– Ownership– Trend Codes– PAAA
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CAM - Process FlowPER Initiation and Shift Office Screening
PER Screening and Senior Management Review
PER Resolution
PER Closure
Problem Identification
NOTE: System sends e-mail to originator
NOTE: Responsible Manager contacts Originator
SeniorManagement
Review 4
PERResolution
5
PERClosure 6
Problem EvaluationRequest (PER)
Initiation 1
Shift OfficeScreening
2
PERScreening
3
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Step 4 – Senior Management Review
C
Review PER for concurrence
D
• Senior Management Concurrence– Significance– Ownership
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CAM - Process FlowPER Initiation and Shift Office Screening
PER Screening and Senior Management Review
PER Resolution
PER Closure
Problem Identification
NOTE: System sends e-mail to originator
NOTE: Responsible Manager contacts Originator
SeniorManagement
Review 4
PERClosure 6
Problem EvaluationRequest (PER)
Initiation 1
Shift OfficeScreening
2
PERScreening
3PER
Resolution5
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Step 5 – PER Resolution by Responsible Manager
D
Evaluate the PER
Resolve PER and submit to CAG
ELEGEND
CAG Corrective Action Group
• Resolution by Responsible Manager– Graded approach analysis– Develop Corrective Action
Plan
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CAM - Process FlowPER Initiation and Shift Office Screening
PER Screening and Senior Management Review
PER Resolution
PER Closure
Problem Identification
NOTE: System sends e-mail to originator
NOTE: Responsible Manager contacts Originator
SeniorManagement
Review 4
Problem EvaluationRequest (PER)
Initiation 1
Shift OfficeScreening
2
PERScreening
3PER
Resolution5
PERClosure 6
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Step 6 – PER Closure
E
CAG Review Closure
Revise evidenceand resubmit to CAG
Closure evidence sufficient?
Close PERYes
No
LEGEND
CAG Corrective Action Group
• Final review and closure– Graded
approach review/approval
– Closure evidence
– Records management
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PER Initiation and Shift Office Screening
PER Screening and Senior Management Review
PER Resolution
PER Closure
Problem EvaluationRequest (PER)
Initiation
Problem Identification
Shift OfficeScreening
PERScreening
SeniorManagement
Review
PERResolution
PERClosure
NOTE: System sends e-mail to originator
NOTE: Responsible Manager contacts Originator
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2
3
4
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CAM – Process Flow
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Maximizing Return on Government Investment
• Developed an enterprise-level desktop tool to provide workflow management and reporting
• Single system to interface with external and legacy systems
• Cornerstone to any Enterprise Information Management initiative
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ISM in Action
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Systems Integration