Dorian Conger General Manager Conger-Elsea, Inc. 2000 Riveredge Parkway, Suite 740 Atlanta, GA 30328...

When did solving world hunger become a bad thing to do?

(The future of the industry is in your hands!)

Dorian CongerGeneral Manager

Conger-Elsea, Inc.2000 Riveredge Parkway, Suite 740

Atlanta, GA 30328800-875-8709 phone

770-926-8305 [email protected]

2011 Human Performance, Root Cause, and Trending ConferenceDel Ray Beach, FL

Copyright 2014 Conger-Elsea, Inc. 1

When I was just a boy…


Poor decision making – not risk informed, using non-conservative assumptions;

Inadequate evaluation of management and organizational contributors;

Narrow and shallow extent of condition evaluations and resulting actions;

Narrow and shallow extent of cause evaluations and resulting actions;

Inadequate consideration of safety culture during cause evaluations;

Less than adequate corrective actions to fix the real problems;

Inadequate identification of poor use of operating experience as a cause; and

Inadequate use of self and independent assessments to make improvements.

Now it has come to be synonymous with narrow minded approaches to:


Behind the regulatory eight-ball…

Out of step with current regulatory expectations…

Bringing a “knife to a gun fight”…

Where has that put us?


Poor decision making – not risk informed, using non-conservative assumptions.

Scrap the old way of thinking and become a risk informed culture –risk Informed; performance based.

Understand and apply the full meaning of “nuclear safety” – CDF, Radiation Safety, Environmental Safety, Industrial Safety, Security, Emergency Preparations, and Safety Culture.

What can we do about it?


Inadequate evaluation of management and organizational contributors.

Need to tackle the tough issues before they gain regulatory attention.

Can’t be afraid of comprehensive and even complicated analyses; good root cause work is BOTH.



Narrow and shallow extent of condition evaluations and resulting actions.

Stop trying to artificially reduce the scope!

Force the big picture approach; extent of condition is the extent to which the actual condition exists or could exist in other plan processes, equipment, or human performance.

Adopt a three-step process – widest possible net; reduce scope based only on “nuclear safety”; and sample, if the universe is too big.



Narrow and shallow extent of cause evaluations and resulting actions.

Stop trying to reduce the scope artificially.

Don’t be afraid of far reaching extents; extent of cause is the extent to which the root and contributing causes impact or could impact other plan processes, equipment, or human performance.

Adopt the same type three-step process – widest possible net; reduce scope based only on “nuclear safety”; and sample, if the universe is too big.



Inadequate consideration of safety culture during cause evaluations.

Treat the safety culture evaluation as a part of the ongoing analysis and STOP making it an after-thought.

Use the language out of IMC 0310 and stop waiting for the NRC to accept NEI and INPO positions.



Less than adequate corrective actions to fix the real problems.

Stop using low reliability solutions (procedures and training) for high risk problems. They just don’t work.



Inadequate identification of poor use of operating experience as a cause.

Let’s go back to what it was originally supposed to help us do – identify and act before the problem strikes us; even when it may be uncomfortable or costly (in the short term) to do.

When it wasn’t used to full advantage; it must be called out as a cause and the process improved.



Inadequate use of self and independent assessments to make improvements.

It’s a mirror; not a window.

If you don’t like what you see in the report; make significant changes to make it go away.



Increased regulatory attention; more team inspections.

Increased emphasis on risk; particularly on beyond design basis events.

Increased expectations for the implementation of all parts of problem identification and resolution – corrective action program, operating experience, and self and independent assessments.

What does the future hold?


Not easy tasks.

The ball will be in your court for much of this!! You can have a direct and long lasting impact on your plan and the industry.

When someone around you says, “We’re not trying to solve world hunger?”

Summary


IF NOT US; WHO?

IF NOT NOW; WHEN?


Dorian Conger General Manager Conger-Elsea, Inc. 2000 Riveredge Parkway, Suite 740 Atlanta, GA 30328...

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Transcript of Dorian Conger General Manager Conger-Elsea, Inc. 2000 Riveredge Parkway, Suite 740 Atlanta, GA 30328...