Key suppliers provide services to each unit in accordance with plant outage schedules. Being able to recognize issues promptly and correct before the next outage is a key goal of performance improvement that reduces business risk.
Choosing the proper time for outages contributes to a steady revenue stream, optimizes operating expenses and hedges shareholder earnings risk. Therefore the performance improvement process is critical to execution of the overall business. Power Generation. Transmission and Distribution.
Vegetation Management. These can be different — starting from feeling too much pressure to unmet expectations and ending in personal problems at home. Give your workers a chance to be heard. Maybe a simple change in working schedule or some time-off work will change the situation dramatically. Meaning that your objectives should be:. Remember, certain issues are related to confidentiality. At this stage, you need to define the possible steps that the employee should take to achieve their objectives.
Consider what kind of support you could provide to the employee. Make sure your employee feels the support of their team.
Think about the improvements the employee could make with the help of their co-workers. Encourage communication and readiness to help among team members. For effective self-organization, you can suggest the employee uses time-management tips or helpful mini-apps to significantly ease working processes.
Arrange meetings with your employee at regular intervals, before the deadlines. Providing interim result feedback contributes to more effective work on errors. Automate your schedule with a handy time-tracking app. Keep yourself and your employee informed on the upcoming tasks and deadlines. Elaborate on the consequences the employee will meet if there is a failure to fulfill the performance improvement plan objectives. Therefore you need to make sure that the employee understands:.
Back in the s, INPO decided that the nuclear plants needed better human performance. The years passed and additional tools were developed.
More and more until the list of tools included:. The techniques were modified by the Department of Energy for their plants. Various consultants added and subtracted from this list as they brought the techniques to other industries.
Therefore, the techniques may vary in their names and complexity. In the last few years, the Nuclear Industry has been challenged to cut costs by reducing the complexity of the performance improvement tools that they use.
And one thing that had grown quite complex was the Hu programs at nuclear plants. In addition to the complexity of the large number of tools listed above, some managers in the nuclear industry started to realize that at least some of the Hu Tools might not be as effective as they were advertised to be.
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