Integrated Safety Management Best Practice: Automating Corrective Action Management Systems September 13, 2006
Integrated Safety Management Best Practice: Automating Corrective Action Management Systems
Jan 21, 2016
Integrated Safety Management Best Practice: Automating Corrective Action Management Systems. September 13, 2006. Key Initiatives. President’s Management Agenda to expand Electronic Government - PowerPoint PPT Presentation
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1
Integrated Safety Management Best Practice:
Automating Corrective Action Management Systems
September 13, 2006
2
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
3
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
4
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
Working in cooperation with prime contractors to the U.S. Department of Energy
6
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
7
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
8
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
9
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
10
Charted Results• Contractor
delinquency rate reduced
• Contractor injury case rate reduced
0.00.51.01.52.02.53.03.54.04.55.0
0.0
2.0
4.0
6.0
Cas
es p
er 2
00,0
00 h
rs.
Aug-05 Sp-05 Oct-05 Nov-05 De-05 Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06
11
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
2
3
4
56
Problem EvaluationRequest (PER)
Initiation 1
12
Step 1 – PER Initiation
Identify deficiency or process improvement
Originator fills out and submit PER
A
• Employee Creates PER
• System Assigns unique tracking number
13
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
14
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
15
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
16
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
17
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
18
Step 4 – Senior Management Review
C
Review PER for concurrence
D
• Senior Management Concurrence– Significance– Ownership
19
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
20
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
21
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
22
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
23
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
1
2
3
4
56
CAM – Process Flow
24
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
25
ISM in Action
26
Systems Integration
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