Re-Invigorating ISM and Developing Effectiveness Measures: Experiences from Pantex

1. Re-Invigorating ISM and Developing Effectiveness Measures: Experiences from Pantex Larry Supina ISM Program Manager, BWXT Pantex LLC

2. What is Pantex? • 16,000 Acre WWII Munitions Factory • Nuclear Weapons Final Assembly • High Explosives Formulation, Synthesis, Fabrication and Machining • 3300 Employees Most Importantly for Today’s Discussion, Pantex is……………… • Bldg. 12-1 as built in 1945

3. What is Pantex? (cont) • Hands-on Mechanical Activities • Very Linear, Not Interactive • Very Simple, Passive Systems • Complex, Intricate, Arcane Rules Pantex is, perhaps, the ultimate in low probability, high consequence event scenarios Dan Swaim General Manager, BWXT Pantex

4. “Good Operations” Six-Sigma Processes Improving Quality, Costs Increasingly Difficult and Complex Regulatory Basis Driving Operational Errors Pantex, circa 2002 Expectations for sustainable, error-free, superior plant performance not being met

5. BWXT Pantex ISM Performance Improvement Focus • Shift from “Manufacturing Bias” to “Nuclear Operations Culture” • Adopt “High Reliability Organization” • Establish a Superior Management Team at All Levels • Move from “Skills Training” to “Nuclear Operations Training”

6. Tactically, We Needed New Plant Norms

7. Performance Objectives: Sustainable, Superior Plant Performance Sustainable, Event-Free Operations Avoidance of Unplanned, Long-Duration Shutdowns Well-Managed & Understood Safety, Design, and Operational Margins Superior Levels of Plant Worker Safety Highly Skilled, Knowledgeable and Collaborative Workforce Performance Objectives & Key Behaviors cited from INPO 05-003 and INPO Excellence in Human Performance Sept, 1997 12

8. Key Individual Behaviors: Communicate to create shared understanding Anticipate error-likely situations Confirm the integrity of defenses Improve personal capabilities Performance Objectives & Key Behaviors cited from INPO 05-003 and INPO Excellence in Human Performance Sept, 1997 12

9. Key Leader Behaviors: Facilitate open communication Promote teamwork to eliminate error-likely situations and strengthen defenses Search for and eliminate organizational weaknesses that create conditions for error Reinforce desired jobsite behaviors Value the prevention of errors Performance Objectives & Key Behaviors cited from INPO 05-003 and INPO Excellence in Human Performance Sept, 1997 12

10. Key Organizational Behaviors: Foster a culture that values prevention of errors Strengthen the integrity of defenses to prevent or mitigate the consequences of error Preclude the development of error-likely situations Instill a learning mindset and encourage continuous improvement Performance Objectives & Key Behaviors cited from INPO 05-003 and INPO Excellence in Human Performance Sept, 1997 12

14. Credits & References • Mr. Dan J. Swaim, General Manager BWXT Pantex • “Human Performance Improvement at Pantex” presented at the DOE HPI Confernce 2005 • Mr. John G. Meyer, Deputy General Manager BWXT Pantex • “Creating a Safety Culture” presented at the Pantex Executive Safety Council 2006 • Mr. Richard S. Hartley Phd. BWXT Pantex Nuclear Safety Oversight • “ISM Program Model” 2005 • Performance Objectives & Key Behaviors cited from INPO 05-003 and INPO Excellence in Human Performance Sept, 1997 • Managing the Risks of Organizational Accidents by James Reason • Support of benchmarking activities, LANL, LLNL, SNL Livermore, ORNL,

16. Management Development – A Three Year Drive! • Instilling Competency and Accountability • Cross-cutting All Levels • Building Mutual Commitment, Agreed Upon Methods of Business • Improved Selection (and Off-Ramp!) Processes No End in Sight

17. How Different Organizational Cultures Handle Safety Information Source: Managing the Risks of Organizational Accidents by James Reason

19. Continued Efforts in Progress Getting the Lesson “Learnable” Actually Learning the Lesson