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

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Re-Invigorating ISM and Developing Effectiveness
Measures Experiences from Pantex
Larry Supina ISM Program Manager, BWXT Pantex
LLC
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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
• Todays Discussion,
• Pantex is

• Bldg. 12-1 as built in 1945

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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
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Pantex, circa 2002

• Good Operations
• Six-Sigma Processes Improving Quality, Costs
• Increasingly Difficult and Complex Regulatory
  Basis Driving Operational Errors

Expectations for sustainable, error-free,
superior plant performance not being met
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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

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Tactically, We Needed New Plant Norms
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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
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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
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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
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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
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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,

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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
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How Different Organizational Cultures Handle
Safety Information
Source Managing the Risks of Organizational
Accidents by James Reason
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Continued Efforts in Progress
Getting the Lesson Learnable
Actually Learning the Lesson
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