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Closing the feedback loop, in the end it is a people thing!

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Title: Operational Experience and closing the Feedback Loop Subject: Sjabloon Urenco NL Presentatie Author: Jongp Last modified by: maq Created Date – PowerPoint PPT presentation

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Title: Closing the feedback loop, in the end it is a people thing!


1
Closing the feedback loop, in the end it is a
people thing!
Paul de Jong Managing Director Urenco Nederland
B.V. May 30, 2006
2
Content
  • Structure operations Urenco
  • Stakeholders
  • Urenco management system
  • Closing the feedback loop
  • Cultural aspects

3
The Urenco Role
The establishment of joint industrial
enterprises to build plants for the enrichment of
uranium by the gas centrifuge process, to
operate such plants and exploit that process on a
commercial basis
4
Company Structure
Urencos operations is organised around two
distinct business activities UEC Enrichment of
uranium owns the enrichment plants and the
nuclear licences to operate and provides
enrichment services to its customer ETC Supply
of technology is the owner of the centrifuge
technology and sells and constructs centrifuge
enrichment plants for its customers
UEC
ETC
Urenco Deutschland GmbH
Jülich D
Urenco Capenhurst Ltd
Capenhurst UK
Urenco Nederland BV
Almelo NL
NEF New Mexico
URENCO PROPRIETARY
5
The Urenco stakeholders
  • It starts with stakeholders, needs and
    expectations!
  • Urenco is in a long term nuclear business which
    has to be reflected in the operational
    performance
  • We have to keep all direct and indirect Urenco
    stakeholders (long term) satisfied

the regulator
the shareholders
the customers
the employees
the society
6
Principles Management System
Therefore we continuously have to improve, we
use the PLAN DO CHECK ACT approach!
7
Management System Plan phase (1)


Requirements stakeholders
Vision, mission and values Strategy and policy
  • Business plan
  • Long-term operational plans
  • Technical
  • Personnel
  • Quality
  • Safety
  • Environment
  • Security
  • Safeguards

What do we want to achieve?
Improvements from check and act phase
Risk management
Risk control ? reduction

Do
8
Urencos Vision Mission
  • Vision
  • We believe the Future needs nuclear power to meet
    the demand for sustainable global energy
  • Mission
  • Enriching the Future is our commitment, through
    the global deployment of our nuclear products,
    services and technology to support sustainable
    nuclear energy

9
Urencos Values
  • Safety
  • We will operate to the highest standards of
    safety, environmental and security requirements
  • Integrity
  • We will conduct all our relationships with
    honesty, fairness and respect
  • Flexibility
  • We will be responsive to the market to best meet
    our customers needs through the flexible
    deployment of our skills
  • Development
  • We are committed to the sustainable growth of our
    business through the continuous development of
    our employees, services and products
  • Profitability
  • We are committed to making profits to secure our
    future and reward our shareholders and employees

10
Management System Plan phase (2)

Requirements stakeholders
Vision, mission and values Strategy and policy
  • Business plan ? Targets
  • Long-term operational plans
  • Technical
  • Personnel
  • Quality
  • Safety
  • Environment
  • Security
  • Safeguards

What do we want to achieve?
Improvements from check and act phase
Risk management
Risk control ? mitigation

Do
11
Risk Assessment
Consequence Area Insignificant (1) Minor (2) Moderate (3) Major (4) Catastrophic (5)
Financial impact 0 10k p.a. 10k 500k p.a. 500k 10M p.a. 10M - 100M p.a. gt 100M p.a.
On time delivery 1 to 3 deliveries per year which require the delivery schedule with the fabricator to be adjusted, no impact on the customer 1 to 3 deliveries per year where product is not available on due date, but available for transport within 3 to 5 days, no impact on the customer Missing 1 to 3 product deliveries to the customer per year, which can be rectified within 2 weeks Missing up to 5 product deliveries to the customer per year, which can not be rectified within 2 weeks Missing 6 or more product deliveries to the customer per year, which can not be rectified within 4 weeks
Quality Process outage without damage Process error corrected before delivery Single minor delivery requirements are not met Single major delivery requirements are not met Repeatedly major delivery requirements are not met
Health and Safety People are frightened. No casualties Accidents without permanent injury Accident with lasting effects Death whilst company business Multiple deaths whilst company business
Environment Contamination immediately contained On-site environmental contamination contained after prolonged effort On-site environmental contamination contained with outside assistants Off-site environmental contamination contained with outside assistants Off-site environmental contamination with detrimental effects
Security and Safeguards Minor infringement of arrangements Correctable errors Unreliable systems Legal or regulatory non compliance Major breach of safeguards and security treaty
Reputation Letters to local/industry press Series of articles in local/industry press Extended negative local/industry media coverage Short term (inter)national negative media coverage Extensive negative (inter)national media coverage
Effort An event, the impact of which can be absorbed through normal activity An event, the consequences of which can be absorbed but management effort is required to minimize the impact A significant event which can be managed under normal circumstances A critical event which with proper management can be endured A disaster with potential to lead to collapse of the business
12
Consolidation net risk matrixes
Consolidated risk matrix
2
10
14
2
  • Catastrophic

4
9
1
3
5
12
9
  • Major

7
11
8
6
3
8
14
15
15
4
6
13
  • Impact
  • Moderate
  • Minor

Key
Critical
Gross risk
xx
Important
Net risk
xx
Moderate
  • Insignificant

Low
UD
UCL
UNL
Marlow
  • Likely
  • Possible
  • Unlikely
  • Rare
  • Almost certain
  • Likelihood

Logistics
Material Handling
  • Likely
  • Possible
  • Unlikely
  • Almost certain
  • Likely
  • Possible
  • Unlikely
  • Almost certain
  • Likelihood
  • Likelihood

13
Management System Do phase
From plan phase

How are we going to achieve that?
  • Deliver within specification
  • according to planning
  • Secure (nuclear) licence law
  • Annual (short term) plans
  • Agreed delivery planning
  • Budget
  • Quality
  • Safety
  • Environment

Improvements from check and act phase
Execute according to plans
Check
14
Yearly planning of the MT diary
15
Management System Check phase (1)

Measure and Monitor
Monitor by plant-walk around Internal
Reports Management reports Continual improvement
plan Quality report Safety report Environmental
report Review report law regulations External
Reports VROM/KFD operational report VROM
discharge air/water Safeguards Euratom/IAEA
Analyse data and correct non-conformances
Risks determination evaluation
Improvements from check and act phase
Execute audits inspections
Management Review
Act
16
Management System Check phase (2)

Measure and Monitor
  • Risk areas
  • Operational
  • Safety Environment
  • Security

Analyse data and correct non conformances
  • Customers
  • Internal audits and KEMA audits
  • KFD, Safeguards and local inspections
  • Accountants and tax authorities

Risks determination evaluation
Improvements from check and act phase
Execute audits inspections
  • Stakeholder satisfaction
  • Mission, vision and values
  • Strategy and policy
  • Audits and inspections
  • Licences, law and regulations
  • Continual improvement
  • Effectiveness of Management System

Management Review
Act
17
Management System Act phase

From check phase
Take and follow up corrective and preventive
measures
Registers Unwanted events Audits,
inspections exercises Safety
Improvements from check and act phase
Improve continuously
Continual improvement plan
18
Unwanted Events Register
19
Continual improvement plans
  • Central
  • Local

20
Closing the feedback loop
Analyse plant behaviour
Long-term technical plan
21
Satisfy stakeholders What does it really mean?
  • Short and long term security of supply
  • We always need to deliver the customer the agreed
    product within specification according to
    planning
  • Against competitive production costs
  • Under the highest possible security and safety
    standards with respect to people (neighbours and
    employees) and environment

22
Cultural aspects
  • Of course we need to have quality manuals,
    continuous improvement plans, ISO-certificates,
    etc.
  • But for reaching the highest possible standards
    it is my conviction that it is necessary
  • to set the right culture and to
  • have a high level of employee training
    motivation

23
Setting the right culture HR-policy
  • We are continuously increasing the training level
    of our employees
  • Example shift personnel we hire up to BSc-level,
    we continuously train them in-house and we
    certify them
  • We do our bests to continuously keep them fit for
    their jobs
  • understanding
  • awareness
  • ownership
  • enthusiasm
  • With our remuneration policy we reward our
    employess for their performance

24
Housekeepingthe first step to safety and
quality!
  • Have a vision how to organise the site
    infrastructure
  • Keep the site infrastructure and buildings clean
  • Encourage the employees to organise their
    workplace
  • what do you really need at your workplace?
  • give equipment, tools and materials a place of
    their own
  • keep workplaces clean
  • standardise for the site
  • maintain the standard reached
  • Show your people the benefits ? this takes time
  • Be around by management walk around!

25
We may not be at the top yet .. but looking
down we are closer to the top then to the valley!
Questions?
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