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1
Timothy NorthcuttManager – Continuous Improvement
Westinghouse Electric Company
If I Could Do it Again….
A New Journey Toward Continuous Improvement Through a Systematic
Approach
2
The Far East
3
The Deep South
5
Experience…
6
Steps to Achieving Success● Thinking about gaps and
performance trends●Working to continuously
improve●Behaving consistent with
Human Performance and customer-valued behaviors to differentiate Westinghouse
7
What is Customer 1st ?●Structured continuous improvement
– Systematic data-driven process– Training with project focus– Proven tools, methods and behavioral
differentiators● Focused on Customer needs and success●Management reinforced – a way to work
Customer 1Customer 1stst is is a continuous a continuous
journeyjourney
8
Why Customer 1st ?
9
We must recognize the pressures and
challenges facing our Customers … solve problems once and for all … and create
success for our Customers!
We must recognize We must recognize the pressures and the pressures and
challenges facing our challenges facing our Customers Customers …… solve solve problems once and problems once and for all for all …… and create and create
success for our success for our Customers! Customers!
Voice of Our Customers
●Expectations for Industry and Customer Improvement
●Capable Workforce -Technical Expertise and Knowledge
● Inconsistent Quality of Execution and Ease of Doing Business
10
Four Elements Provide Broad Coverage for Customer 1st
● Lean Enterprise: Reducing waste – Evolved from Toyota Production System
A unique A unique integrated integrated approachapproach
11
COMPLETE GROUP
KEYPOINT WORK WAIT WALKSYMBOL TIME TIME TIME
12 11113 5314 209
15 53
16 1117 5218 3219 4720 68
21 2022 94
23 1224 143
25 1026 37 SYMBOL LEGEND27 23
28 161 Chamfered end of lock tubes must be visable below
29 3330 16
1138 0 47WORK WAIT WALK
Position Y-corner in the fixed corner of the yoke.
Must have another operator verify torque
If needed, use a T-handle to partially insert the screws
Install inserts in simulator plate
Obtain a simulator plate and clean with acetone/alcohol
Torque screws
Simulator Plates Standardized Work Sheet
Complete WATTS transaction
(OR PICTURE)TEAM MEMBER MOTION
REVISION RECORD
Complete WATTS transaction
Fixture simulator plate
Final Assembly
WORK ELEMENT
Fabricate Skeleton Automatic
Remove pilots & seat remaining tubes against bottom nozzle
Start thimble screws into thimble tube end plugs
Retorque screws
Complete WATTS transaction
Verify torque wrench setting and calibration.
successive rows.
Insert alignment tools into inserts and move top nozzle yoke
until inserts slip over thimble tubes
Place inserts into the back side of the simulator plate with
the formed end first.
Complete WATTS transaction
Switch top nozzle yoke solenoid to the down position
Check simulator plate contact with support buttons
Install lock tubes with chamfered end of lock tube first
N/A for QRTN
STANDARDIZED WORK SHEET
If screws begin to bind, refer to MOP 731112 step 3.4 and
Start at Y-corner and work back and forth across
DATEDEPARTMENT PROCESS NAME
12/18/2006
Complete WATTS transactions
No.
M M
notify engineer as required.
KEY POINTS
simulator plate adapter plate.
Align bulge carriage with skeleton fixtureSUB
TOTALS
TOTAL3,766.00
adapter plate.
Adjust simulator plate if necessary.
Insert lock tubes until buttons of lock tube contact
Page 2 of 3
For QRTN simulator plates only: See Skeleton Area QRTN Use .002" shim against yoke top, bottom, sides, and
Use .002" shim.
support buttons to verify contact.
Complete WATTS transaction
Remove alignment tools
M ater i al Saf ety
MSDS
Sto p, T hink A ct & R eview
Safety Quality
Foreign Material
Exclusion
Safety Significant
Hand ling R est r ict -
t ions A p ply
ErrorLikely
Situation
C o mputer T rans- act io n
15
22
Peer Check
Inspect Step
TimeoutSafe
guardsPre-job
Brief
Personal Safety 2 minute Rule
QuestioningAttitude
12
Four Elements Provide Broad Coverage for Customer 1st
● Lean Enterprise: Reducing waste – Evolved from Toyota Production System
●Six Sigma: Reducing variability– Evolved from Motorola
●Human Performance: Eliminating human errors– Evolved from INPO/WANO
●Behavioral Differentiation: Differentiating Westinghouse through behavior toward our Customers– Evolved from Terry Bacon’s theory on Behavioral
Differentiation
A unique A unique integrated integrated approachapproach
13
Human Performance … Where Does it Fit ?Flowdown Methodology:“Y” (Outcomes) are an “f “ (Function) of “x” (input
variables)Y= f( x1,x2, x3,x4)
x1 = Plant or equipment itemx2 = Process variables for equipment x3 = Human operating the equipmentx4 = Operating conditions ( environment)
● Lean looks at x1 and x3 (Flow and Waste)● Six Sigma looks at x1 and x2 (Quality and Variability)● HuP looks at x3 and x4 (Performance and Error Reduction)● Behavior Differentiation seeks outcomes that exceed the
customer’s expectations
14
Customer 1st Roles and Responsibilities●Customer 1st Leaders (CFLs)
– 2-year, full-time commitment– 6-weeks training over 6 months– Expectation of 6 projects over 2 years– Lead teams that solve business problems
●Master Customer 1st Leaders (MCFLs)– Advanced tools and training – Manage Customer 1st people and projects – Mentor CFLs and Green Belts
15
Leadership as a Process, not an EventStarts before knighting (Ex: Kodak)
Development Dimensions International
16
Corrective Action Program Prior to Improvements
Proper Solution
Issue Types
Unknown
Low
Medium (ACA)
High (RCA)
Significant Repeat Events
17
Team Charter Approved (5/4)
Gap Identification(define current state versus
desired end state) (6/1)
Identify PrimaryContributors to GAP (6/8)
Identify Root /Common Causes of GAP (6/15)
Propose Solutions to Close GAP (7/6)
ImplementationPlan Approved (8/31)
MonitoringPlan Approved (8/31)
SIPOCGap AnalysisProcess Map
Data Collection PlanMSA, Voice of Customer
Operational ExperienceCause & Effect Matrix
ABC Analysis
Why TreeABC Analysis
TRIZ, Benchmarking, Kano,Effectiveness Ranking
Stakeholder Input
Control PlanMetrics
Stakeholder Ownership
Behavior ActionPlan (BAP)
Stakeholder Ownership
Tools
Processes
Develop CommunicationPlan (4/27)
Team Formed (4/3)
ImplementCommunication Plan
(on-going)
Management SponsorshipProject Plan
Approval of Solutions (7/13)
Develop Interim Actions Plan
(4/20)
ImplementInterim Actions
(per plan)
CommunicationPlan Approved (5/4)
CC-STC-3139 Project Plan
18
Behaviors●A major focus of this project is to identify behaviors that are driving CAPs ineffectiveness and replace them desired behaviors●This project evaluated the behaviors of all levels including senior management, line management, and end users
19
Systematic Process to Identify Proposed Solutions●The CEIT core group generated a fishbone diagram, which identified the attributes of an optimal corrective action program. The diagram, which was based upon INPO documents and expert opinion, was validated by the full CEIT team.
20
Ideal Corrective Action Process
1. Corrective Action Program Elements IncorporateApplicable QMS and Regulatory Requirements
Applicable Requirements Identified
W QMS Requirements
State / Local RequirementsFederal / National Requirements
3. Issues (including SCARs) are Promptlyand Properly Evaluated for Significance and
Potential Reportability
Significance Level & ReportabilityProperly Assigned
Significance Level & Reportability CriteriaClearly Defined in Procedures
Management’s expectations
Criteria Properly Applied by Classifiers
Regulatory requirements
Classifiers Understand Criteria
Process to Control Significance Level Downgrades
Means to Document SignificanceLevel & Reportability Screening in CAPS
Significance Level & ReportabilityPromptly Determined
Issues Reviewed in a Timely Manner
Management Expectations for Review Timeliness
Sufficient Information Available to Classifiers
Accurate & Comprehensive Problem Statement in CAPs
Issue Owners Understand Criteria
Classifiers Possess Relevant Technical Expertise
7. Issues are Trended toDetect and Resolve Performance
Issues at a Low LevelBefore They Become Consequential
Trendable Data Exists
Correct / Meaningful Trend Codes Assigned
Limited Quantity of Codes
Code Meaning is Intuitive
Key Word Search
Capability to Trend Exists
Trending Protocol Defined
Management Motivated to Trend
Retrieval Capability
Ability to Sort Data
Frequency
Threshold for Adverse Trends Defined
Multi-level Trending(e.g., Department, BU, WEC)
Common Cause Analysis Protocol Trigger Point Criteria Defined
Field Search
8. Management Frequently MonitorsCorrective Action Program Performance
Against Standards and Resolves
Unacceptable Performance
Meaningful Measures of Program Effectiveness Available To Management
Action Taken to Resolve Unacceptable Performance
Accurate Data
Produced Frequently
Action Triggers Established for Poor Performance
Understandable
Management Aware of Current Performance
Management Actively Monitors Performance Data
Limited in Number
2. All Issues Warranting Identification are Promptly Entered
into the CAPS Databasewith a Clear
Problem Statement
Management ActivelyFacilitates Problem Identification
Employee Motivated to Enter Issues
Management Provides Employees w/ Time &Opportunity to Report issues
Employee Believes Issuesare Afforded Proper Attention
Management Holds EmployeesAccountable for Prompt Reporting
Employee Receives / Perceives Positive Benefit
Awareness of Positive ChangesResulting From CAPS Issues
Management Communicates Expectationsto Promptly Report Issues in CAPS
Management ValuesIdentification of Issues
Originators Provided TimelyFeedback as to Disposition of Issues
Employee Understands What Issues to Enter (threshold) and How Quickly to Enter It (timeliness)
Employee UnderstandsHow to Document Issues in CAPs
Procedures Clearly Identify Entry Threshold
Database TrainingUsers GuideMentoring Readily AvailableClear Expectations to Resolve CAPs-Worthy Issues via CAPs Program,
Vice Lower-Tier Process (reduces confusion)
Types of Issues Excluded from CAPs are clearly identified(e.g., Human Resource-type Issues)
CAPS Initiation Threshold is Defined in Lower-Tier ReportingPrograms (e.g. EPN, Redbook, Lessons Learned Database)
Lower-Tier Reporting Processes PeriodicallyScreened for CAPS-Worthy Issues (e.g., recurring issues)
Applicable Requirements Incorporated into CAPS Process / Procedures
Statutes
Commitments to RegulatorsCommitments to Regulators
Statutes
Standards for Issue Description Exist
Personnel Trained to Standards
Classifiers Seek Clarification When Needed
Classifiers Understand Problem
Significance Level / ReportabilityDetermination Properly Changed
if Issue Subsequently Found to be More / Less Significant
Training
Deficient Problem Statements Corrected
Training
CARB / IRM Concurrence Obtained for Significance Level Downgrades
Database Field Provided
Means to Change Significance Level / Reportability in CAPs
Means to Document Issues Readily Available
Workers Provided Database Log-in Capability
Information Easily Recorded in Database / Forms
Management Reinforces Importance ofPromptly Reporting IssuesManagement Recognizes and
Rewards Employee Contribution in CAPS
Positive Changes Identified& Communicated to Workforce
Management Provides Employees w/Easy Access to Reporting Methods
Procedures Clearly IdentifyTimeliness Expectations
Employee Aware of Threshold /Timeliness Expectations
Standards for Issue Description Exist
Personnel Trained to Standards
Employee Understands Database / Form
Employee Understands How to Define /Describe Issue w/ Problem Statement
Training
MoneyPersonnel
MaterialTime
Optimal Solution Implemented in a Timely Manner
Work Management / Prioritization
Sr Management Expectations for Commitment Completion
Risk Ranking
Available Resources
Optimal Solution Identified in a Timely Manner
Cost-Benefit Considered
Investigation Commenced Promptly
Hierarchy of Corrective Action Effectiveness Considered
Opportunity to Implement Exists
Impact on Production Considerations Determined
Relative Significance with Other Issues Determined
Facilities
Equipment
Commitment Owner Motivatedto Implement Solution
Held Accountable to Implement
Buys-in to Commitment
Realistic Due Date
Set
Empowered to Implement
Issue Owner Oversight
Management Oversight
Communication Prior to Acceptance
Commitment Owner Capable of Implementing Solution
Actions Agreed to by Stakeholders
Apparent Causes &Extent of Condition Identified
in a Timely Manner (Medium Significance Issues)
Evidence PreservedEffective ManagementOversight During Investigation
Sound InvestigationStrategy Applied
Investigation Effectively Supportedby Management
Training on Management Role in Supporting Investigations
Training
Experience Level Commensurate w/ Complexity
Mentoring Available
Investigation ProperlyScoped by Issue Owner
Resources Made Available
Personnel
Funds (Travel & Testing Expenditures, etc.)
Facilities
Prompt Assignment of Issue Owner
Prompt Assignment of Analyst
Proper Personnel Resources Applied
Competent Analyst
Suitable Personality Traits (e.g., Analytical)
Independence from Issue(if appropriate)
Prompt Actionby Management
Evidence Preservation Guideline
Appropriate TechnicalExpertise Available
Proper Balancing of Investigation Needsw/ Operational/Safety
ACA MethodologyUtilized to Full Extent
Effective Challenge of Findings
Appropriate Remedial Actions Identifiedto Address Immediate Problem & Consequences /
Appropriate Actions to Address Apparent Cause(s) andExtent of Condition (Medium Significance Issues)
Value-Added Peer Review
By Experienced Analyst
Value-AddedIssue Owner Review
Critical Attributes Checklist
Critical Attributes ChecklistTraining
Actions are Specific (e.g., worded clearly, defined scope, stand alone)
Actions are Measurable
Proper Justification for Taking No ActionActions Are Realistic
Issue Owner Understands Elements ofan Effective Corrective Action Plan
Management Approval Required to ChangeCommitment Scope / Due Date
Customer Needs &Expectations Considered
Resources to Implement
Commitment is Specific (e.g., worded clearly, defined scope, stand alone)
Commitment Owner Understands Task
Accurate & Comprehensive ProblemStatement in CAPs (see item 2 for inputs)
4. Medium, Watch/Trend, andSCAR Issues are
Properly Dispositioned
Effective ACAMethodology Exists
Training
Analyst UnderstandsMethodology
Analyst AppliesMethodology
Analyst Held Accountable by Issue Owner
Training
Analyst Understands Elements ofan Effective Corrective Action Plan
Training
Need for Action to AddressProblem Promptly Determined
Prompt Classification of Issue as a Medium
Prompt Assignment of Issue Owner
Prompt Review of Issue for Potential Action
Meaningful Performance Indicators
Accurately Measure Current Program Effectiveness
Comprehensive
Consistent Across Organization
Meaning is Obvious
Method of Calculation is ClearResults of Internal & External Evaluations
Self-Assessments
Internal Assessments (i.e., QA Audits)
External Assessments
Regulatory Inspections
NUPIC AuditsINPO Evaluations
Customer Feedback / Findings
Shows Current Performance vs. Acceptance Criteria
Cover all Critical Measures of Effectiveness
Measure Performance at All Levels of Organizational (e.g., Department, Facility, BU, WEC)
Measure Performance vs. Challenging Targets / High Standards
Sr. Management Expectations
Customer Expectations
Easily Obtainable Data
Sr. Management Expectations
Appropriate Actions Taken
Management Held Accountable for Program Performance
Frequent
Management Provided Means to Access Performance Data
Management Held Accountablefor Program Performance
Sr. Management Expectations
6. Issue Reports Provide an Accurateand Comprehensive Record
Accurate
Acronyms Defined
Complete
Suitable Record Produced
Legible
Record Retained & Retrievable
Means for RecordRetrieval Exists
Records Protected FromAlteration/ Deletion
Regulatory Requirements Identified
Regulatory Requirementsfor Record Retention Met
Issue Owner Validation
Understandable
Basis for Commitment and/or Issue Closure DocumentedAppropriate Objective Evidence Attached
Proper Reporting Template Used (e.g. RCA Report Format)
Management Expectationsfor Documentation Exist
Management Expectationsfor Documentation Met
Legal Considerations SatisfiedLegal Review Completed (when approriate)
Issue Owner / Commitment OwnersAware of Expectations
Training
Procedures
Meaningful Trend Codes Exist
Event Codes Cover Rangeof Events Warranting Trending
Cause Codes Cover Rangeof Viable Causes
Codes Facilitate Multi-Level Trending (e.g., Department, BU, WEC)
Trend Codes Accurately & Consistently Applied
Limited Number of Personnel Performingand /or Verifying Coding
Action Necessary when Adverse Trends Are Identified Is Defined
Methods for Validating Trends Defined Expectations for Trending Defined
Roles /Responsibilities
Scope
Methods for Analyzing Valid Trends Defined
Documentation in CAPsFacilitates Trending
Data Entered in Format ThatCan be Trended
Data is Accurate
Full words, no abbreviationsor three letter acronyms
Common Language Used
Common Terminology Used
Spelling VerifiedData Validated
Sr. Management Holds ManagersAccountable for Trending
Sr. Management Communicates Expectationsto Trend Issues in CAPS
Sr. Management Reinforces Importance ofPromptly Reporting Issues
Statistical Binning5. High SignificanceIssues are Resolved
and Recurrence Prevented
Optimal Solution Identified in a Timely Manner
Cost-Benefit Considered
Investigation Commenced Promptly
Hierarchy of Corrective Action Effectiveness Considered
Actions Agreed to by Stakeholders
Organizational Learning Facilitated
Lessons Learned fromHigh Significance Issues are
Communicated to AppropriateWestinghouse Business Units
Lessons Learned are Easily Retrievable from CAPS
Root Causes,Contributing Causes,
Extent of Condition/ Extent of Cause Identified in a Timely Manner
Evidence Preserved
Effective ManagementOversight During Investigation
Sound InvestigationStrategy Applied
Investigation Effectively Supportedby Management
Training on Management Role in Supporting Investigations
Training
Experience Level Commensurate w/ Complexity
Mentoring Available
Investigation ProperlyScoped by Issue Owner
Resources Made Available
PersonnelFunds (Travel & Testing Expenditures, etc.)
Facilities
Prompt Assignment of Issue Owner
Prompt Assignment of Team Leader/Analyst & Team
Proper Team Complement
Competent Analyst
Suitable Personality Traits (e.g., Analytical)
Independence from Issue(if appropriate)
Competent Team Leader
Experience Level Commensurate w/ Complexity
Leadership Traits
Prompt Action by Management
Evidence Preservation Guideline
Training
Appropriate Technical Expertise
Proper Balancing of Investigation Needsw/ Operational/Safety
Personnel Dedicated to Team
Effective Challenge of Findings
Appropriate Remedial Actions, Interim Actions, CATPRs, Other Actions Identified to Address Immediate Problem,
Consequences, Causes, Extent of Condition/Cause
Value-Added Peer ReviewBy Experienced Analyst
Value-AddedIssue Owner Review
Critical Attributes Checklist
Critical Attributes Checklist Training
Value-AddedCARB ReviewCritical Attributes Checklist
Training
Actions are Specific (e.g., worded clearly, defined scope, stand alone)
Actions are Measurable
Proper Justification for Taking No Action
Actions Are Realistic
CARB Approval of / Buy-In to Corrective Action Plan
Customer Needs & Expectations Considered
Accurate & Comprehensive ProblemStatement in CAPs (see item 2 for inputs)
Effectiveness Review Performed
CATPR Effectiveness Validated
Effective RCAMethodology Exists
RCA MethodologyUtilized to Full Extent
Training
Analyst UnderstandsMethodology
Analyst AppliesMethodology
Analyst Held Accountableby Issue Owner
Need for Action to AddressProblem Promptly Determined
Prompt Assignment of Issue Owner
Prompt Review of Issue for Potential Action
Analyst / Issue Owner / CARB Understand Elements ofan Effective Corrective Action Plan
Training
Results Reviewed by Mgt.
Competent Performer
Actions to Address Ineffectiveness
MoneyPersonnel
MaterialTime
Optimal Solution Implemented in a Timely Manner
Work Management / Prioritization
Sr Management Expectations for Commitment Completion
Risk Ranking
Available ResourcesOpportunity to Implement Exists
Impact on Production Considerations Determined
Relative Significance with Other Issues Determined
Facilities
Equipment
Commitment Owner Motivatedto Implement Solution
Held Accountable to Implement
Buys-in to Commitment
Realistic Due Date Set
Empowered to implement
Issue Owner Oversight
CARB Oversight
Communication Prior to Acceptance
Commitment Owner Capable of Implementing Solution CARB Approval Required to Change
CATPR Scope / Due DateCATPRs Remain In EffectUntil No Longer Needed
Periodic Validation
Implemented CATPRs are Readily Identifiable as CATPRs
CATPR Change Process
CARB Approval Required to Alter / Delete CATPRs
Self-AssessmentInternal (WEC QA) Assessment
Effectiveness Review
Management Approval Required to Changenon-CATPR Scope / Due Date
Resources to Implement
Commitment is Specific (e.g., worded clearly, defined scope, stand alone)
Commitment Owner Understands Task
Effectiveness Review GuidelineCompetent Performers
Criteria for Flagging CATPRs
Validation of CATPRs IntegrityWorkforce Aware of CATPR Change Process
21
Systematic Process to Identify Proposed Solutions●A GAP Analysis was performed to assess the current state of the Westinghouse Corrective Actions Program and associated behaviors verses those of the optimal program. ●Inputs to the GAP analysis included the CAPsMetrics, various CAPs Issues, CAPs-related procedures/guidelines, and valuable insight provided by CEIT members and Nuclear Fuel site WFMS Organizational Improvement leads.
22
Corrective Action Program After Improvements
Proper Solution
Issue Types
Unknown
Low
Medium (ACA)
High (RCA)
Significant Repeat Events
All Issues go into CAPS (Lower Threshold)
Reduce Repeat Events (Correct CATPR)
Reduce In-Process Issues (Backlog & Legacy Issues)
Improve Issue Throughput
23
Why Discuss CAP Improvements?? I Thought This was an HU Discussion!!
Continuous Improvement
Learning Organization
Just CultureHealthy
Reporting Culture
Informed Culture
24
But… Keep the Human in Human Performance
25
Implementing Change is Never Easy
“The only person that embraces change is the baby with the dirty diaper”
John Summers
26
Low
High
High
Atte
ntio
n
Familiarity
KB
RB
SBStupid
Mistake
Stupid Mistake, but Actor wasn’t
Aware of Stupidity
Stupid Mistake, but Actor was Aware of Stupidity
Conduct Investigation
Actor is Negligent (What Were You
Thinking?)
Error is Unforgivable (Why Did You Fail?)
Tour at INPO
Actor is Reckless (What was Your
Motivation?)
Reassign person to New Plant Project
Evaluate Process
Protection (Procedures)
Evaluate HU Tool to Task (Disconnect)
27
Events
00.5
11.5
22.5
33.5
44.5
Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07
Events
0
1
2
3
4
5
6
7
8
9
Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07
Events
Near Misses
0
2
4
6
8
10
12
14
16
Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07
Didn'ts
Events
Near Misses
0
2
4
6
8
10
12
14
16
Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07
0 5 10 15 20 25
Didn'ts
Events
Wish I Had's
Near Misses10 812
8 1014 122
03
1 24 3
1512
1812
1521
18
42
62
48
6
0
2
4
6
8
10
12
14
16
Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07
0 5 10 15 20 25
Didn'ts
Events
Wish I Had's
Near MissesDidn'ts, 10Didn'ts, 8Didn'ts, 12
Didn'ts, 8Didn'ts, 10Didn'ts, 14Didn'ts, 12Events, 2
Events, 0Events, 3
Events, 1Events, 2Events, 4Events, 3
Wish I Had's, 15
Wish I Had's, 12
Wish I Had's, 18
Wish I Had's, 12
Wish I Had's, 15
Wish I Had's, 21
Wish I Had's, 18
Near Misses, 4Near
Misses, 2
Near Misses, 6Near
Misses, 2
Near Misses, 4
Near Misses, 8Near
Misses, 60
2
4
6
8
10
12
14
16
Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07
0 5 10 15 20 25
Didn'ts
Events
Wish I Had's
Near MissesDidn'ts, 1-
Jan, 10Didn'ts, 1-
Feb, 8
Didn'ts, 1-Mar, 12Didn'ts, 1-
Apr, 8Didn'ts, 1-May, 10
Didn'ts, 1-Jun, 14
Didn'ts, 1-Jul, 12
Events, 1-Jan, 2Events, 1-
Feb, 0
Events, 1-Mar, 3Events, 1-
Apr, 1Events, 1-
May, 2
Events, 1-Jun, 4
Events, 1-Jul, 3Wish I
Had's, 1-Jan, 15
Wish I Had's, 1-Feb, 12
Wish I Had's, 1-Mar, 18
Wish I Had's, 1-Apr, 12
Wish I Had's, 1-May, 15
Wish I Had's, 1-Jun, 21
Wish I Had's, 1-Jul, 18
Near Misses, 1-
Jan, 4
Near Misses, 1-
Feb, 2
Near Misses, 1-
Mar, 6Near
Misses, 1-Apr, 2
Near Misses, 1-
May, 4
Near Misses, 1-
Jun, 8
Near Misses, 1-
Jul, 60
2
4
6
8
10
12
14
16
Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07
0 5 10 15 20 25
Didn'ts
Events
Wish I Had's
Near Misses
Didn'ts, 1-Jan, 10
Didn'ts, 1-Feb, 8
Didn'ts, 1-Mar, 12Didn'ts, 1-
Apr, 8Didn'ts, 1-May, 10
Didn'ts, 1-Jun, 14
Didn'ts, 1-Jul, 12
Events, 1-Jan, 2Events, 1-
Feb, 0
Events, 1-Mar, 3Events, 1-
Apr, 1Events, 1-
May, 2
Events, 1-Jun, 4
Events, 1-Jul, 3Wish I
Had's, 1-Jan, 15
Wish I Had's, 1-Feb, 12
Wish I Had's, 1-Mar, 18
Wish I Had's, 1-Apr, 12
Wish I Had's, 1-May, 15
Wish I Had's, 1-Jun, 21
Had's, 1-Jul, 18
Near Misses, 1-
Jan, 4
Near Misses, 1-
Feb, 2
Near Misses, 1-
Mar, 6Near
Misses, 1-Apr, 2
Near Misses, 1-
May, 4
Near Misses, 1-
Jun, 8
Near Misses, 1-
Jul, 602468
10121416
Jan-07
Feb-07
Mar-07
Apr-07
May-07
Jun-07
Jul-07
Wish I 0 5 10 15 20 25
Didn'tsEventsWish I Had'sNear Misses
Didn'ts 10 8 12 8 10 14 12
Events 2 0 3 1 2 4 3
Wish I Had's 15 12 18 12 15 21 18
Near Misses 4 2 6 2 4 8 6
1-Jan 1-Feb 1-Mar 1-Apr 1-May 1-Jun 1-Jul
Every KPI at Every Plant!!
28
Nuclear is the Future!!
Safe
Viable
29
Customer 1st
“Good is the Enemy of Great.”
