Operations Excellence Council update: March 1, 2018
Argonne’s Operations Excellence Council (OEC) is a senior management forum focused on delivering leading-edge science, and developing a strong commitment to, and culture around, research and operational excellence throughout the laboratory. The council supports timely, transparent and effective decision-making on operational programs. It communicates customer feedback, needs and priorities, and reviews lab performance targets and metrics.
Highlights from the council’s February meetings include:
On Feb. 15, 2018, Mike Dunn (OTD) provided a briefing of a Listening Session pilot workshop for invited frontline supervisors from four programmatic directorates. This forum provided Laboratory Director Paul Kearns with an opportunity to talk about risk, expectations, and listen to feedback in regards to managing risk and improving safety. Staff shared feedback related to safety, facility improvement needs, improved resources for new or inexperienced employees, and leadership presence. Scheduling team discussions, including peer reviews, especially for new or complex work, to enable better understanding of proposed activities, and their associated work scope boundaries, was recognized as a best practice.
The Feb. 9, 2018, laboratory closing was intended to reduce the potential for injuries or accidents on-site. However, management recognized that the messaging around this event was unclear. Suggestions to improve clarity and consistency were reviewed for future messaging.
The Board of Governors met on Feb.14, 2018. Jeff Purnell (OCF) reported the Administrative and Budget Committee discussed how to be more effective across all disciplines. Betsy Dunn (HSE) reported that the Safety Roadmap was well received once tactical details provided structure in clarity of scope and notional schedule. Glenn McKeown recognized that “full spectrum leadership,” as adopted by Lockheed Martin, was mentioned by the Board, suggesting that leaders recognize the inevitable changes taking place in the world and shape them to serve the best interests of the organization and everybody who is part of it from the top down.
On Feb. 22, 2018, Jamin Shah (HEW) provided an update of the Ergonomics and Wellness Program. The program uses best practices in providing an outcome-based service that decreases musculoskeletal discomfort and increases job satisfaction and productivity. Consistent with the business practices of the Physical Therapy Program, Shah is committed to responding quickly to customer needs, containing costs, standardizing forms and record keeping, and helping workers understand why ergonomics is important to them.
Jamie Stalker (HEW) recognized the wellness program’s strategy for health engagement based on trust. She provided statistics pertaining to the increase in employee participation in the Incentivized Wellness Experience. The top four interests include: eating healthy, sleeping well, getting active, and reducing stress. In response to the increase in musculoskeletal injuries, the FY18 incentivized wellness program focuses on improving employee awareness and prevention. Jamie reported that there were 3,849 patient visits to the physical therapy program in FY17 with deferred costs estimated at $1.3M — this includes billable costs and avoided lost work time.
Bob Einspar, Safety Performance Trending and Analysis Committee Chair, provided statistics pertaining to training completion, observation conversation results, and items open in the Issues Management Tracking System. It was reported there are currently 13 OSHA recordable injuries with three being winter-related slips and falls.
Betsy Dunn provided an overview of the Safety Roadmap initiative. Argonne’s Safety Maturity Model (above) establishes the cultural progression desired for improved safety performance. This shows where we want to go. The Safety Roadmap, provides the critical initiatives necessary to move Argonne along this cultural progression, and represents how we get there.
Critical initiatives on the Safety Roadmap addressed today include:
- Management awareness of risks
- Equipping staff, including front line supervisors, to understand and manage risks
- Simplification of tools and systems (e.g., WPC)
- Communication and seeking engagement
- Learning optimization
Expect to hear more as these critical initiatives move forward.