river corridor closure project 1 safety teamwork disciplined operations integrity river corridor...

River Corridor Closure Project

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Safety • Teamwork • Disciplined Operations • Integrity

River CorridorClosure ProjectSafety • Teamwork • Disciplined Operations • Integrity

U.S. Department of EnergyRichland Operations Office

DOE Integrated Safety Management (ISM)

Workshop

November 29, 2007Richland, Washington

River CorridorClosure Project

U.S. Department of EnergyRichland Operations Office

Initiatives to Strengthen Worker

Involvement, Feedback, and Safety Culture

Ray SkwarekDirector, SH&Q


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Environmental Restoration Disposal Facility (ERDF)

Former Fuel Production and Laboratories (300 Area)

400 Area

Hanford Site Boundary (586 sq. miles)

ReactorAreas

(100 Area)B/C

KE/KW

N

D/DR

H

F

Demolition of 486 facilities

Project Scope

Place three reactors into safe storage condition

Remediation and closure of 370 waste sites

Waste treatment, transportation and disposal(4 million tons of waste)

Risk assessment and long-term stewardship


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How It WorksDemolish Facilities

Remediate Waste Sites

Remove Surplus Facilities

Cocoon Reactors

Burial Ground Excavation

Transport contaminated soil and debris to disposal facility

Treat waste if required,

then dispose

Environmental Restoration Disposal FacilityE0703031_b


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WCH ISMS Implementation• WCH ISMS Strategic Plan 4/07

• DOE Phase II Verification Review 11/07

• Review included Safety Culture elements as described in DOE M 450.4-1


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DOE M 450.4-1

• Identifies four supplemental safety culture elements:- Individual Attitude and Responsibility for Safety

- Operational Excellence

- Oversight for Performance Assurance

- Organizational Learning for Performance Improvement


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Individual Attitude and Responsibility for Safety

• WCH Guiding Principles

- Safety

- Disciplined Operations

- Team Work

- Integrity

- Integrated Work Control Process

- Reinforce “Time Out” Process

- Management Walkthroughs

- Local Safety Improvement Teams (LSIT)


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Local Safety Improvement Teams (LSIT)

• 13 LSITs

– A team at each jobsite

• Team Makeup:

- Site Safety Reps

- Craft / Union Reps

- HAMTC Reps

- Local Management Team

- Stewards

• Monthly meetings with LSIT chairs and senior WCH management

• LSIT logbooks contain all safety improvement opportunities

• Open Logbook items discussed at each POD

• For CY 2007, 432 LSIT items identified, 412 closed on an average of 10 days


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LSIT Driven Improvements


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Operational Excellence

• CONOPS Manual and Tailored Approach

• Conduct of Operations Coaches

• Management presence in the field

• Strengthening Requirements Flowdown

• Training – ISMS, CONOPS, Safety Culture, Assessments

• Operational Training Program


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Operational Training Program

• Remediation work is highly dependent on procedural controls and people

• The Operational Training (drill) Program provides assurance that our procedures are workable and our people are proficient in their use

• Implemented via:

– Practical exercises – Low impact refresher exercises for functional groups with coaching and mentoring

– Complex drills – Focus on coordination, integration, and interaction of all project personnel and functions

• Minimal administrative burden by design

• Since Program initiation in April, 2007, 66 exercises/drills have been conducted; current rate is 6-8 per week

• Benefits:- Combats complacency / ‘can’t happen

here’ attitude

- Enhanced teaming

- Procedure awareness and compliance

- Exercise command and control

- Reveals latent procedure and organizational weaknesses

• Integrating with formal EP Drill Program


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Oversight for Performance Assurance

• Enhanced training for all personnel performing assessments

• Grading & feedback provided for all assessments conducted

• FY08 RCC Project-wide integrated assessment schedule

• Established 30 Key Performance Indicators, reviewed monthly by WCH Senior Management

• First comprehensive performance analysis to be conducted in

December

• New web-based Corrective Action Management system to roll out in January


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Organizational Learning for Performance Improvement

• Making progress in Key Areas:

– CONOPS

– Quality

– Rigor in Requirements Implementation

– Safety Culture

• Additional focus on Feedback and Lessons Learned


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Achievements and Progress

• Achieved 1.6 million hours without a lost or restricted workday

• No recordable injuries in the past 6 months

• Favorable trends in most other ESH&QA metrics

• Favorable DOE ISMS Phase II Validation Review in November

• Management Walkthrough program identified as a noteworthy practice by DOE

• Improved Environment for open communications

river corridor closure project 1 safety teamwork disciplined operations integrity river corridor...

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