The newSellafield Ltd Management System (SLMS)Facilitating a safer, more effective means of conducting business through collaborative teamwork

Howard CooperHead of Quality, Sellafield Ltd

Karine Rackham Management System Manager, Sellafield Ltd

Dan PlungProgramme Manager, URS

The challenge

• Replace a management system that had become difficult to use, contained ineffective arrangements, and had limited credibility among the user base

• Establish a system that would facilitate and support the new management team’s commitment to “effective working”“making changes to our systems and processes and, by removing some of the barriers to effective working, making it easier to get work done and also to stop work that doesn't add value”

• Establish reasoned consistency across Sellafield Ltd

• Support paced and sustained change

• Align programme structure to business strategies

• Ensure compliance with ISO-9001 and ISO-14001

• Provide for improved interaction with regulators

The approach: return to fundamental principles

• Reorient system to focus on users

• Collectively engage users and process owners– in enhancing processes to improve safety and efficiency

– in assessing and addressing implementation strategies

• Align ownership, accountability and responsibilityfor arrangements, compliance and site licence conditions

• Create an enhanced document architecture and delivery platform

• Promote development of user-orientated arrangements

• Design structure to provide long-term system sustainability

• Provide traceability to obligations

Phase 1: Build an infrastructure to enhance safety and effectivenessthrough improved quality, useand access to arrangements

A simplified hierarchy• Simple and clear relationships among document types

• Discrete document purposes

A single integrated management system

An intuitive configuration based on business processes (topic areas)

“Topic” Manuals and a collection of end-user oriented “How Do I?”• Designed for usability• Exclusive focus on task/activity

A simplified hierarchy• Simple and clear

relationships among document types

• Discrete document purposes

A single integratedmanagement system

Compliancedemonstratedat an appropriatelevel

An intuitive configurationbased on business processes (topics)

“Topic” Manuals and a collection of end-user oriented “How Do I?”• Designed for usability• Exclusive focus on

task/activity

An engaged community of

owners, users and subject matter

experts

Essential components of the new management system

• Single point of accountability for processes (topic areas) • Disciplined process of appointments (Process Owners/Reviewers)• Implementation strategy agreed during development of

arrangements• Enhanced visibility of interactions among processes• Engaged personnel reflecting corporate perspective / Management

commitment:– Process Owners: have exclusive accountability for their topic – Designated Reviewers: represent the Directorate perspectives (users)– Subject Matter Experts: assist with development and implementation– Heads of Manufacturing: provide enhanced user (OU) perspective– Process Sponsors: establish expectations, resolve outstanding issues

Develop high quality and proportionality of arrangements through collaborative process

Establish a document structure that clearly communicates (and delineates among) the ‘how’, ‘what’, and ‘why’

Policies & Charters

Sellafield Ltd Practices

(“How Do I?”s) (SLPs)

Manuals and Plans

Sellafield Ltd Supporting Practices

Com

plia

nce

requ

ired

of a

ll pe

rson

nel

Local Working Documents

Policies state executive level expectations.Charters provide executive endorsement for execution of a plan, task, or activity (e.g. Terms of Reference for a governance committee).

Manuals/Plans describe and state the rules and strategy for a planned process or programme of work.

SL Supporting Practices give detailed instruction or guidance on a process, programme, task or activity.

SLPs inform individuals how to:•request delivery of a service •complete a specific task or activity.

Local Working Documents (e.g. Operating Instructions, Maintenance Instructions,).

Provide user-oriented arrangements: the new Sellafield Ltd Practices (SLPs)

• “How Do I?” oriented• Prescribe how to complete a

single, discrete activity• Provide only the detail needed to

successfully complete the task (majority <10 pages)

• Facilitate more effective, less time-consuming reviews (including emphasising focus on process)

• Contributes to reduced publication cycle time (4-6 weeks from draft to publication)

Sample first p

age

Provide a basic organisational logic based on contract scope of work

Project execution and managing, operating and maintaining Operating Units

Project execution and managing, operating and maintaining Operating Units

Key support functionsKey support functions

Programmes that ensures accountability, fairness and transparency

Programmes that ensures accountability, fairness and transparency

General Sellafield Ltd infrastructure

General Sellafield Ltd infrastructure *

…that provides ready access and navigation to all arrangements and supporting information

Left hand zone:• Information and

user guidance (including “Frequently Asked Questions”)

• Compliance information

• Transition index

Access to LocalLink Maps, with all local documents (e.g. OIs, MIs).

Access to LocalLink Maps, with all local documents (e.g. OIs, MIs).

Topics (i.e. process areas) organised in 4 broad categories

Topics (i.e. process areas) organised in 4 broad categories

“New & Info” and “Recent Changes”“New & Info” and “Recent Changes”Users can provide

feedback or get help on SLMS

Users can provide feedback or get help on SLMS

. . . and ensures users find and have what they need

All active transitional procedural arrangements (and associated documents e.g. templates) mapped to the topic

All active transitional procedural arrangements (and associated documents e.g. templates) mapped to the topic

Document hierarchyDocument hierarchy

Policies & Charters

Sellafield Ltd Practices (SLPs)(“How Do I’s”)

Manuals and Plans

Sellafield Ltd Supporting Practices

Users can set up alerts to receive automatic notification of changes to topics of interest.

Users can set up alerts to receive automatic notification of changes to topics of interest.

Phase 2: Manage the Transition

Supporting timely issuance of arrangements

• Process Owners set schedules

• Priorities aligned with the ICP, Nuclear Safety programme and Strategic Business Imperatives

• Reduced requirement for lower-tier implementing documents

• Business Change Managers engaged

• Legacy arrangements withdrawn when safe/appropriate

76% of documents published to schedule (app. 60% of total forecast)

Actively engaging and supporting users to ensure an effective transition...

• Process Owners and Designated Reviewers

• Key stakeholders (Executive, Regulators, NDA)

• Intranet / Energize• Demo facility• Team 4 action• Human Performance• Face to face briefings• Animated demo tool • Left hand zone and FAQs• Supportive feedback • >90% queries answered within

2 working days• Awareness and navigation

briefings for over 2200 key users

Implementing arrangements collaboratively and proportionally

• Implementation is agreed during development of arrangements

• Implementation effectiveness is a collaborative activity

• OUs implement• Process Owners provide needed

support / oversight

• Proportional implementation strategy

• Isolations – formal training• DSEAR Process – testing• Administrative SLPs – notices/

communications

…and identifying metrics to validate effective SLMS performance and identify improvements

• Metrics identified to provide a clear measure of SLMS performance and sufficient trending information to allow timely adjustments, as warranted

• Metrics derived through careful consideration of a number of factors:– principles embedded in ISO-9001, Quality Management System

Requirements and GS-R-3, The Management System for Facilities and Activities;

– principles that served as the foundation for the system’s development;

– and the risks explored in the Management of Change (MoC) assessment completed in the months before the system went live

• Metrics have evolved over the first year of the system’s operation• Metrics are reported to Process Owners and Process Sponsors

(Executive) monthly, further amplified by an annual self assessment report

Phase 3: Realising the potential

The Sellafield Ltd Management System continues to mature

SLMS endorsed(Oct 2009)

Keypersonnelappointed

Topics definedDocumentation plans and

schedules developed

Obligation (inc.NSLC) detaildeveloped

Compliancematrix goes live

(Oct 2010)

Demo systemmade available

(Jan 2010)

SLMS platformgoes live

(April 2010)

Systemarrangements/infrastructure

developed

MoCclosed

Existingarrangementsmapped intonew system

SLMS monitoring(metrics) and

reporting initiated

Systemdesign

developed

Pro

cess

Spo

nso

rsP

roce

ssO

wne

rsM

ana

gem

ent

Sys

tem

s

Independentassessments by

Assurance &LRQA

(Oct-Nov 2010)

Continuedeffective

engagement

Ownershipgrowing

Arrangementsbeing issued to

schedule

Enhanced focuson

implementation

Systemarrangements

enhanced

Since Nov 2010

What we have gained: a system capable of delivering on the commitments of the management team

• Stronger executive and senior management engagement / support• Clearer accountability and ownership for SLMS arrangements • Enhanced collaboration between Process Owners and users • Better integration of processes - clearer picture of interdependencies• More opportunity to identify and address gaps and opportunities• Enhanced visibility of our obligations and how we meet them• Enhanced responsiveness to regulator and key stakeholder

expectations• Stronger interface with our key stakeholders (e.g. NII, EA, Dft) • Enhanced confidence in our Management System as “the

springboard for continuous improvement across the full scope of [Sellafield Ltd’s] core and support process.” (LRQA)

More effective focus on our work and increasing ownership by key communities

Enhanced compliance

• Content owned by Process Owners

• Ready access provided to detail regarding obligations & documents providing compliance

• Clear traceability of compliance with obligations, license conditions, lessons learnt, ISO standards, commitments

• Approach effectively supporting programmes where delivery is distributed (e.g., environmental, leak protection)

More robust administration of arrangements

• Greater alignment with key initiatives (e,g, Nuclear Safety)

• Guidance / communications issued promoting enhanced quality of arrangements

• Performance closely monitored / widely reported

• Improved ownership / accountability

• Streamlined publication processes– Free release of forms and

templates– No signatures required– Process Owners authorised to

approve / issue arrangements• Single, controlled document system

1.1Need for temporary variation identified

Process Owner / OU / Facility / Function

1.2Temporary variation and justification evaluated

Process Owner

1.4Agreement for temporary variation documented

Process Owner / Implementing Organisation

1.8Arrangements posted

Site Document Control

1.6Applicability statement and notation inserted in SLP

Site Document Control

1.5SLF 4.05.08 completed

Process Owner

1.7Watermark added to approved variation document

Site Document Control

1.3Direction for continued use of

established method communicated

Process Owner

Variation appropriate and

justified?

YesNo

1.9Compliance Matrix updated

Sellafield Ltd Compliance Manager

• >50% reduction in the quantity of documents/quantity of pages• 86% of SLPs ≤10 pages in length • 83% reduction in cycle time (from draft to publication) • >90% feedback/queries resolved within 2 days• Focus of feedback increasingly on content • > 8.5 million hits to date on the SLMS home page• >2,200 users have received face-to-face briefings on SLMS

... and improved system performance

Phase 4: Staying the Course

Redesign Implementation Realisation

SLMS endorsed (Oct 2009)

SLMS platform launched

(April 2010)

Compliance matrix

launched (Oct 2010)

Independent assessments by Assurance

& LRQA

Align focus to business

imperatives

Develop system design

Develop system arrangements and

inf rastructure

CloseMoC

Map existing arrangements to

new system

Metrics and reporting initiated

Sellafield Ltd: Working together to promote and deliver safer, more efficient means of conducting business

(Promoting Awareness) (Creating Change) (Bringing full expertise to bear)

As two LRQA and two independent Assurance Department reviews suggest, we are well on our way to achieving the results we envisioned in Oct 2009