The
excellence
plan
Enabling our strategy
Forewords
Our Excellence Plan programme is about improving our performance, to enable our
strategy. We’ve been honest with ourselves about what we need to improve – we’ve
looked in the mirror, and we’re doing something about it.
This is a cornerstone of our strategic framework. If we can prove we are an organisation that
continually improves, we will be the workforce of choice for the future; a future in which Sellafield is
seen not as a liability, but as a national asset.
We’re leading the site through what is probably its greatest challenge – a major change in its role,
from reprocessing to hosting potentially a fleet of high-hazard waste retrieval facilities, waste
management plants and waste storage facilities. We’re building a capability for the future.
The impact of our performance will be felt by the nuclear industry globally, and all eyes are on
Sellafield. What we’re doing is absolutely essential, and will help us be key to Britain’s energy future.
Tony Price
Managing Director, Sellafield Ltd
The missions of Sellafield Ltd represent
unprecedented challenges. Demonstrating
progress in risk and hazard reduction, while
ensuring safe site stewardship and return on
investment, requires a robust improvement
programme. The company’s Excellence
Plan addresses these challenges, in a very
complex business environment.
In addition to the tangible benefits derived
from the improvements in the Excellence
Plan, the programme itself is a lever for
cultural change throughout the organisation.
It drives a delivery mindset overall, greater
focus on continuous improvement, and a
more demanding attitude to standards.
We expect that less tangible benefits will
be significant and long-lasting. Although
this overview focuses on Excellence Plan
2014/15, the programme will evolve year-onyear. At the heart of continuous improvement
is our relentless commitment to seeking and
addressing performance gaps.
Olivier Demarthe
Chief Development Officer, Sellafield Ltd
2
Our Excellence Plan programme is one
of our primary vehicles for achieving
the improvements we need to enable
Sellafield Ltd’s Strategy.
To speed up our rate of change, we
are putting our focus firmly on the
improvements that will have the most
impact on our performance across the
company and deliver a step-change
towards excellence where we most need
it, and prepare us for the future.
We’ve also responded to feedback from
across the business by placing greater
emphasis on the delivery divisions’
specific requirements, so that we can best
support their priorities and performance
improvements. We recognise that our
only constant is change. As an enabler
for change, our Excellence Plan provides
focus, consistency and drive to achieve
and sustain enhanced performance.
Vic Carlill Transformation Director /
Head of Excellence Plan Programme,
Sellafield Ltd
Excellence Plan
Sellafield Ltd has set its strategy to 2020 and
beyond – to be key to Britain’s energy future.
The Excellence Plan focuses on:
s Safer performance thanks to improved
processes in operations, maintenance
and engineering
We are building on a foundation of strong assets – the significant expertise and
knowledge of our workforce. But we know that we have areas of improvement we
must address to close existing gaps, enhance performance levels and get in shape for
future demands and opportunities.
s Best value from the supply chain, through
efficient commercial practices and
supportive partnering
The Excellence Plan 2014/15 builds on the achievements of previous improvement
programmes, including the initial Partner-Assess-Innovate-Sustain (PAIS) programme
delivered with our parent company, Nuclear Management Partners (NMP); the
Integrated Change Programme (ICP); and the development of the Excellence Plan in
2013/14. It is an important enabler as we progress on our Journey to Excellence.
s Better financial and schedule
performance through improved project
predictability
Now, the Excellence Plan is different in a number of ways. It has clearer prioritisation,
a stronger focus on measurable business benefits, and greater collaboration with the
front-line delivery divisions of the business. It is underpinned, sanctioned and assured.
s Fewer unplanned outages thanks to
improved equipment reliability and asset
condition
The Excellence Plan has been built, with the business and with NMP’s support, to
deliver what is most needed where it is needed most, with the proactive support
and experience of our parent companies. It is aligned directly with the priorities
and strategies of the delivery divisions, and will provide a proactive framework for
embedding improvements and best practices from our parent companies.
s People with the right skills in the right
place, at the right time, with more
effective leadership, and proactive work
planning
Sellafield Ltd
Strategy
Published in September
2013, the Sellafield Ltd
Strategy sets out our
vision and mission for
Sellafield along with
details of our strategic
themes and objectives.
SSellafield Ltd
SStrategy
NDA Strategy
St t
Corporate Targets
C
Sellafield Plan
This will set out the full
scope of what we need
to deliver at Sellafield
and when we will do it.
Excellence Plan
The Excellence Plan sets
out the things that we
need to improve in order
to deliver the Sellafield
Ltd Strategy.
Sellafield Plan
Excellence Plan
3
Scope overview
The scope of the Excellence
Plan for 2014/15 has been
built in collaboration with
Sellafield Ltd’s delivery divisions
(Decommissioning, Operations,
and Major Projects), to ensure
that company-wide improvements
are the solutions most needed
in those areas to deliver the
Sellafield Ltd Strategy.
1. Empowering the organisation
The Excellence Plan is made up
of eight focus areas. However, the
scope of work in each focus area
is tighter, as earlier improvements
have moved into ‘business as
usual’, and to reflect the clearer
priorities the plan is now designed
to address.
The focus areas are now grouped
together to show at a glance how
they add value to the business:
Focus Area:
Organisation and Leadership
Focus Area:
Site Logistics
Planning for the logistics needed to support
future business growth
Driving higher leadership standards, and
helping to embed wider improvements
3. Preparing for the future
2. Improving the organisation
Focus Area:
Focus Area:
Defining and implementing the Make vs Buy
plan for Sellafield Ltd
Programme and Project
Management
Enhancing project capabilities and
arrangements to increase budget and
schedule predictability
Site Integration
Focus Area:
Commercial Improvements
Focus Area:
Delivering financial savings from improved
contractual arrangements, and identifying
areas for strategic partnering
Nuclear Safety and Operations
Focus Area:
Implementing integrated work management
to improve schedule adherence and work
preparation, and better organisational learning
Focus Area:
Resourcing and Training
Reviewing the current organisation to ensure
structures are well aligned to the Sellafield Ltd
Strategy
Engineering
Improving control of assets to improve
reliability of the facilities
Tom Bishop
Chairman, Nuclear
Management Partners
Pete Lutwyche
Sellafield Programme Director,
Nuclear Decommissioning Authority
Excellence Plan plays an important role in
“ourThe
collective aim of delivering our mission for the
real, measured benefits from the Excellence
“PlanGetting
is a priority for the NDA. We’re very clear – the
NDA. Nuclear Management Partners will ensure
that the strong workforce is supported by the global
expertise of the three parent organisations
Excellence Plan is a big deal, and we expect this to
help Sellafield Ltd turn the corner on performance
”
4
”
Empowering the organisation
Organisation and Leadership
Focus area lead: Jacqueline Biddle
The Organisation and Leadership focus area is driving more consistent standards and
behaviours for all leaders, and helping to create an environment where everyone can
perform at their best.
This focus area is building on successes in earlier change programmes, such as the
introduction of plant operation control centres (POCCs), leadership coaching, ‘compass’
training, and the introduction of our Journey to Excellence employee engagement events.
What we
are doing
Why we need
to improve
The benefits
we will see
To make improvements in this area in
2014/15, we will:
We’re facing the biggest challenges
ever on our site, and we need the best
leadership performance possible and the
most effective behaviours at all levels to
rise to those challenges.
These improvements will:
We know we need to improve, and
stakeholders agree. Observations by
World Association of Nuclear Operators
(WANO) and Office for Nuclear Regulation
(ONR), for example, show the need to
get better at setting and maintaining
standards, to reduce the risk of
complacency in our culture, to improve
our sense of urgency at times, and to
maximise consistent behaviours.
s Help everyone better understand
and achieve higher standards and
expectations
s %
VALUATEANDDEVELOPLEADERSUSING
360-degree feedback
s ,
AUNCHTHENUCLEARLEADERSHIP
academy, providing structured
development for leaders at all levels
s $
EVELOPLEADERSHIPBEHAVIOURSTO
meet or exceed industry benchmarks
s (
ELPTOEMBEDA@DECOMMISSIONING
mindset’ across the business – that
is, the special considerations and
behaviours that apply to safe and fast
risk and hazard reduction
s Strengthen our leadership capability
and effectiveness
s Build healthy accountability at all levels
s Build a talent pipeline and better
support new supervisors and
team leaders
s Improve safety performance
Development for
leadership at all levels:
o
360 evaluation
and coaching
Nuclear
leadership
academy
Development and coaching will help
drive the standards and behaviours
needed for the best future for the site.
5
Improving the organisation
Programme and Project Management
Focus area lead: Brian James
The Programme and Project Management focus area is improving project and
programme performance and cost-effectiveness. This will give us greater discipline
and predictability, and better meet stakeholder expectations.
This focus area is building on successes in earlier change programmes, such as the
Sellafield Gated Process and other improved project management arrangements,
and developing professional capability.
What we
are doing
Why we need
to improve
The benefits
we will see
To make improvements in this area in
2014/15, we will:
Around a third of our annual budget at
Sellafield is spent on projects, and our
missions rely on this work.
These improvements will:
s 5
SEOURLEARNINGFROMEXPERIENCE
to embed better arrangements for
sanction and validation
s 4
RAINANDGUIDEOURPEOPLEONRISKAND
contingency management
s )NCREASEINTEGRATIONBETWEENPROJECT
engineering and commercial disciplines
s %
NHANCEPROJECTQUALITYMANAGEMENT
and assurance
Historically, a number of our projects
have had to be resubmitted for additional
funding because of cost or schedule overruns – caused by scope changes in more
than half of those cases.
Improving programme management and
requirements definition will build scope
stability, and allow us to focus more on
the innovation and effective delivery we
need to accelerate high hazard reduction
and achieve greater efficiency in our
production.
s Deliver significant skills development
and a step-change in project
arrangements
s Make our project risk analysis
more robust
s Deliver projects that are much more
predictable – on time and on budget
s Improve programme management
to reduce isolated decision-making,
increase project scope stability and
deliver greater value for money
Improved project delivery enables
effective construction and successful
handover of operating facilities.
6
Nuclear Safety and Operations
Focus area lead: Laurence Cook
The Nuclear Safety and Operations focus area incorporates our improvements
in the corrective action programme, integrated work management, and functional
performance.
This focus area is building on successes in earlier change programmes, such as
improvements in control and supervision, learning and good practices in work
planning, and the implementation of a widely-used system to track condition reports.
What we
are doing
Why we need
to improve
The benefits
we will see
To make improvements in this area in
2014/15, we will:
Our safety and delivery performance
depends on us meeting the highest
standards in planning and executing
nuclear operations, and on responding to
and learning from trends highlighted by
condition reports.
These improvements will:
s $
ERIVEMUCHGREATERVALUEFROMOUR
performance improvement tools such
as operating experience, trending and
benchmarking
s Contribute to improved operations
throughput
s Implement safer systems of work and
improve safety performance
A more developed and trended approach
to corrective action will result in fewer
events and more reliable production.
s )MPLEMENTINTEGRATEDWORK
management (IWM) in key areas,
to their specific requirements, and
learning from earlier experience
in this area
s Help prevent repeat events
Operational performance relies heavily on
consistently identifying and scheduling
work, doing what matters most and
planning ahead.
s 2
EVIEWROLESANDINTERACTIONSBETWEEN
heads of profession, process owners
and functional performance managers
s Make work easier, increase work
completion, and reduce backlogs
Work that is planned and executed to a
schedule supports safety, programme
delivery and resource utilisation. In turn,
this delivers demonstrable progress and
return on investment.
Work planning in the integrated work management process, ensuring better preparation and more effective work:
Schedule and
scope drafted
T-12 WEEKS
Instructions ready /
work pack assembled
T-08
Materials / support /
equipment in place
T-04
Schedule
frozen
T-02
Deliver
work
T-00
Safer and planned
working improves
operational performance.
7
Improving the organisation
Engineering
Focus area lead: Graham Norman
The Engineering focus area drives plant and equipment performance and productivity
through better understanding of risk and cost, asset condition, and configuration
and design.
This focus area is building on successes in earlier change programmes, such as critical
improvement plans for our ‘top 30’ critical assets, reduced unplanned outages through
system engineering and equipment reliability.
What we
are doing
Why we need
to improve
The benefits
we will see
To make improvements in this area in
2014/15, we will:
Delivering our mission depends very
much on the safe, secure and reliable
performance of our plant and equipment.
These improvements will:
s )DENTIFYTHEPLANTANDEQUIPMENT
that cause most loss in production
historically, and put in place
measurable improvements in at least
our ‘top 50’ critical assets in priority
programme areas
s #
ATEGORISETHEASSETSTHATWILLBE
critical to our mission, so we can
prioritise our future investment
and focus
s 5
NDERSTANDANDPREDICTFUTURESYSTEM
health and asset risks, to better
manage our assets and act proactively
to prevent unplanned outage and
events in the future
Greater asset reliability and betterinformed decisions based on cost, risk
and performance will lead to improved
safety, increased production, reduced
risk and improved financial performance.
To do this, we need to make sure our
asset management and maintenance
arrangements are fit-for-purpose – and up
to the job of delivering our mission safely,
to time, cost and quality.
s Contribute to improved operations
throughput
s Improve plant and equipment reliability
s )ncrease preventative maintenance
s Reduce unplanned failures
s Accelerate hazard reduction and
minimise future liabilities
The issues and events that hinder our
performance – such as unplanned
outages, poor configuration management
and equipment failure – will be addressed
through this work.
Better knowledge of our assets
and their condition means we can
increase reliability and performance.
8
Site Logistics
Focus area lead: Keith Gibson
The Site Logistics focus area is making sure that future demands are supported
by a co-ordinated logistics plan, to maximise the effectiveness and efficiency of
future growth.
This focus area is building on successes in earlier change programmes, such as
a new and integrated inbound logistics and warehousing team, initial mapping
for future logistics requirements, and a new distribution centre offsite.
What we
are doing
Why we need
to improve
The benefits
we will see
To make improvements in this area in
2014/15, we will:
3ELLAlELDISALREADYTHE5+SLARGEST
construction site, and on course to be the
largest in Europe – all this on a site that
was congested already.
These improvements will:
As well as meeting these growing and
complex challenges, we need to plan for
changing needs as we deliver our strategy.
We need also to minimise the impact of
our activities on local infrastructure such
as roads – particularly as the community
around the site faces future demands for
new-build. We need to better understand
what we will need to do and what logistics
issues we will face.
s Prepare us for future growth
s "
UILDAHOLISTICVIEWOFLOGISTICS
requirements to deliver our strategy
s APALLFACTORSTHATCONTRIBUTETOTHE
potential logistics burden, both within
and outside Sellafield
s "UILDANALIGNEDSITELOGISTICSPLAN
s $
ElNEANDPRIORITISETHEPROGRAMMEOF
activities to deliver this plan
s Reduce congestion on the Sellafield site
s Minimise the impact of that
future growth on our local roads
and infrastructure
s Support security and resilience
To achieve our strategy, and be a good
neighbour, we need this clear overview,
and a single and comprehensive logistics
plan.
5NDERSTANDINGOURLOGISTICS
requirements and issues will help us
build a single and integrated plan.
9
Preparing for the future
Site Integration
Focus area lead: Paul Shepherd
The Site Integration focus area is implementing integrated, top-down and forwardlooking planning across the whole organisation, and defining our strategy for
‘make vs buy’.
This focus area is building on its earlier successes in the Excellence Plan 2013/14,
such as a new performance dashboard for consistent and focused reporting,
a decision-making calendar focused on delivery milestones, and a strategic
overview of risks, issues and opportunities.
What we
are doing
Why we need
to improve
The benefits
we will see
To make improvements in this area in
2014/15, we will:
The Sellafield site is facing major changes
as it prepares for new priorities and
opportunities, and is managing a number
of business transitions in delivering its
mission.
These improvements will:
To prepare itself for future requirements,
we need a clear vision of the key
capabilities we will need and, in turn, a
plan for what we will develop internally
and what we will source from our supply
chain (our ‘make vs buy’ strategy).
s Enhance our company-wide
programme management
s !
GREEASSESSMENTANDMIGRATIONPLANS
for strategic ‘make vs buy’
s 0
RIORITISESITERISKSANDPUTINPLACE
proactive mitigation plans
s $
ELIVERACONSISTENTAPPROACHTO
decision-making
We also need a joined-up and businesswide approach so that the Executive
Committee can better interpret
performance data, plan and set
commitments and priorities, and make key
decisions across the organisation.
s Ensure we make better business
decisions
s Optimise our use both of in-house
skills and our supply chain
s Help our supply chain partners get
‘match-fit’ for working with us
Integration improves executive and
customer oversight, and looks ahead
to how we’ll use our supply chain.
10
Commercial Improvements
Focus area lead: Peter Blount
The Commercial Improvements focus area is developing better procurement
arrangements, to enhance supply chain partnerships and promote the use of
appropriate contractual arrangements.
This focus area is building on successes in earlier change programmes, such as
improved pre-contract award activities and procurement planning, Plant Issuing
Centres (PICs), and enhanced governance arrangements for major projects.
What we
are doing
Why we need
to improve
The benefits
we will see
To make improvements in this area in
2014/15, we will:
We spend around £1 billion in the supply
chain every year, and improving this
project delivery is vital if we are to improve
stakeholder confidence and deliver
performance improvements.
These improvements will:
+EYTOTHISISCLOSERINTEGRATIONBETWEEN
the commercial, projects and engineering
teams, to optimise commercial
arrangements in those areas and improve
the efficiency and value-for-money we get
from our procurements.
s Deliver fit-for-purpose supply chain
contracts
s )NTEGRATEPROCUREMENTPLANSWITH
project plans
s 3
TRENGTHENTHEGOVERNANCEAND
oversight of our post-contract
commercial management
arrangements
s 0
ILOTSTRATEGICPARTNERINGANDDEVELOP
category management
s $
EVELOPANDLAUNCHASUPPLYCHAIN
development programme
Fit-for-purpose procurement and
contracting arrangements will also reduce
the amount of project and procurement
rescheduling we need to do, saving
us time and money and improving our
reputation with stakeholders including the
supply chain itself.
s Remove inefficiencies to generate
savings
s Improve supply chain performance and
preparedness for future needs
s Enhance supply chain standards and
capabilities
Commercial improvements
support work and standards
across the organisation.
11
Preparing for the future
Resourcing and Training
Focus area lead: Richard Watson
The Resourcing and Training focus area recognises that with new strategic
priorities, we need to make sure we are in the best shape for future activities
and opportunities.
This focus area is building on successes in earlier change programmes, such as a
systematic approach to training, streamlined recruitment processes, new ‘nuclear
fundamentals’ training, and apprentice training on site for the first time in a decade.
What we
are doing
Why we need
to improve
The benefits
we will see
To make improvements in this area in
2014/15, we will:
For us to achieve our business objectives
and priorities, we need to have the right
resources in the right place, at the right
time.
These improvements will:
s 2
EVIEWOURORGANISATIONALANDGRADING
structures, understanding the aspects
of these that may currently hinder
effective performance
s 3
ETOUTOPTIONSFORIMPROVEMENTAND
develop phased implementation plans
in consultation with stakeholders
s $
ElNEACENTRALCAPABILITYPLAN
aligned with the findings from the
organisational review, and taking into
account our strategic ‘make vs buy’
plan derived from the Site Integration
focus area
Getting in shape:
12
We have changing missions and
opportunities and we need to make sure
we are in the best possible shape to meet
those challenges. We recognise that our
current organisation is already complex,
and we need to simplify it to best prepare
for new and complex missions.
Looking ahead, we need to make sure
our pay and grading structures allow the
flexibility to reward technical expertise,
and provide career paths for nonmanagerial roles.
To achieve our strategy, we need an
overarching picture of the resources,
structures and capabilities we require.
s Define a more agile and flexible
structure to facilitate improvements in
performance
s Provide a more robust and consistent
grading framework
s Build long-range capability plans
s Put us in the best shape to accelerate
risk and hazard reduction
s Define our recruitment and retention
goals
Outcomes and benefits
Excellence Plan 2014/15 makes clear and careful note not only of the
improvement activities in scope but also of the outcomes we expect to
achieve – and the benefits of those outcomes. While defining activities
for this financial year, consideration has been given also to activities,
Focus Area
Organisation and Leadership
Programme and Project Management
Nuclear Safety and
Operations
Engineering
costs and savings over the next five years. The total cost for the
Excellence Plan scope of work for the next five years is £66.4m and
benefits resulting from the plan in the same period are expected to be
£110.7m.
Excellence Plan outcomes
s3ENIORLEADERASSESSMENTANDACTIONPLANS
s)MPROVEDLEADERSHIPSTANDARDS
s.UCLEARLEADERSHIPACADEMY
s3TRUCTUREDANDINDUSTRYLEADINGDEVELOPMENT
s3UPPORTFORTHE@DECOMMISSIONINGMINDSET
s$ELIVERYORIENTEDMINDSET
s0ROGRAMMEMANAGERASSESSMENTANDCOACHING
s)MPROVEDPROJECTENGINEERINGANDCOMMERCIALINTEGRATION
s)MPROVEDPREDICTABILITYOFPROJECTSAGAINSTCOSTAND
SCHEDULETARGETS
s)NTEGRATEDWORKMANAGEMENTIMPLEMENTEDINPRIORITY
AREAS
s)MPROVEDOPERATIONALTHROUGHPUTaMBENElTSSHARED
WITH%NGINEERINGFOCUSAREA
s)MPROVEDQUALITYOFCORRECTIVEACTIONS
s"ETTERUNDERSTANDINGOFANDLEARNINGFROMCONDITION
TRENDS
s0LANTENGINEERINGORGANISATIONMATURED
s)MPROVEDOPERATIONALTHROUGHPUTaMBENElTSSHARED
WITH.3/FOCUSAREA
s4OPPLANTEQUIPMENTPRIORITIESANDMITIGATIONPLANSIN
PLACEINEACHOPERATINGUNIT
Site Logistics
Excellence Plan benefits
s3ITELOGISTICSPLAN
s2EDUCEDCONGESTIONONSITE
s"ETTERPREPAREDNESSFORFUTUREBUSINESSGROWTH
Site Integration
Commercial Improvements
s@-AKEVSBUYPLAN
s#ORPORATEPLANNINGANDRISKMANAGEMENT
s#LEARERVIEWOFCORESKILLSANDSUPPLYCHAINREQUIREMENTS
FORFUTUREDEMANDS
s)MPROVEDPOSTCONTRACTMANAGEMENTARRANGEMENTS
saMSAVINGSGENERATEDOVERlVEYEARS
s'REATERACCURACYINPROCUREMENTPLAN
s3UPPORTFORSUPPLYCHAININPREPARINGFORFUTURECHALLENGES
s3TRATEGICPARTNERINGPLAN
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Resourcing and Training
s3TRATEGICORGANISATIONREVIEW
s#APABILITYPLAN
s/RGANISATIONALSTRUCTUREINTHEBESTSHAPETOACCELERATE
RISKANDHAZARDREDUCTIONANDMEETFUTUREDEMANDS
for improvement outlined in the Excellence
“PlanThealignareasclosely
with the themes of ONR’s new
Michael Finnerty,
Superintending Officer,
Office for Nuclear Regulation
regulatory strategy for Sellafield, working towards the
common goal to advance safety improvements and
hazard and risk reduction on site
”
13
Managing the Excellence Plan
The Excellence Plan is a living and evolving plan. It is built and
managed in constant collaboration with the business, and is
underpinned by strong governance.
Sellafield Ltd has been implementing an
improvement programme for some years
now, and many key successes have become
‘business as usual’.
The Excellence Plan 2014/15 builds
on this foundation, but with some
significant improvements:
s 3
ANCTIONEDBYTHE.UCLEAR
Decommissioning Authority as a
programme in its own right
The Excellence Plan is supported by strong
governance. This gives us structure to
manage the plan collaboratively with our
delivery divisions, and a robust approach to
measuring benefits.
A programme board brings together
the delivery divisions’ business change
managers and the Excellence Plan central
team; together they define and deploy the
improvements and support needed, and
measure progress and benefits.
s "
UILTCOLLABORATIVELYWITHTHEDELIVERY
divisions in our business, according to
their needs
This collaboration means that improvements
are what the delivery divisions need in order
to deliver their strategic plans, and owned by
the business.
s $
EPLOYEDACCORDINGTOFACILITYNEEDSn
pulled by the business rather than pushed
from the centre
We have developed a new assurance
framework, drawing on best practices
from our parent organisation, Nuclear
Management Partners. These protocols
make sure improvements have the greatest
chance of success before roll-out (lead
assurance), and validate the benefits
of those improvements when they are
embedded (lag assurance).
s 5
NDERPINNEDBYPROVENBUSINESS
assurance – formal evaluation developed
in collaboration with Nuclear Management
Partners, and drawing on world-class
assurance practices
The Excellence Plan is a living plan,
constantly evolving in the spirit of
continuous improvement.
Agile and responsive to the business, the
scope of the plan will evolve to meet business
needs and priorities. New scope can be
added, subject to careful governance and
change control, and improvements will
transition appropriately to become ‘business
as usual’.
This means we have a sanctioned programme
of work for which we can plan, but which is
complemented by the flexibility needed to
support our complex business.
The Excellence Plan is building on
existing successes and achieving
new progress continually.
Building on improvements:
Partner –
Assess – Innovate –
Sustain (PAIS)
PAIS evaluations
Feb/Mar 2009
Integrated Change
Programme
18 focus areas
Four key themes
18 PAIS teams
4700 observations
Aimed at delivering
efficiencies
Integrated Change
Programme/SNPM
Ratified to reflect
Standard Nuclear
Performance Model
industry standards
Standardised
milestone roll-out
Excellence
Plan 13/14
Excellence
Plan 14/15
Maturing ICP
improvements
Sanctioned
programme
From ‘change’
to ‘continuous
improvement’
Collaborative
approach
Performance-assured
Benefits realisation
Paul Foster
Chief Operating Officer,
Sellafield Ltd
14
The Excellence Plan is a core part of our strategic
“framework
– it’s crucial to improving our performance now
and to delivering our long-term strategy. That’s why it is
such a high priority for all our delivery divisions
”
Roles
Collaborative
build
Lead assure
Learning from
experience
Check everything
is in place
Governance
Solutions
and support
deployed
Review and
analyse
Lag assure
Because improvements are deployed
according to local business need, the
Excellence Plan will mean different
things to different teams. However, it is
true to say that it will touch every part
of the business and every individual
– and so everyone working for or with
Sellafield Ltd can impact its success.
At every level, and in whatever role,
success will come ultimately from
our people’s efforts to embrace and
embed the improvements introduced
in their area.
Working in collaboration
To maximise the impact of the
Excellence Plan on performance, our
delivery divisions have senior leaders
on point to help prioritise and deploy
solutions, and embed improvements in
the work-place. They are:
Decommissioning – Rebecca Weston
Operations – Roger Cowton
Major Projects – Brian James
Engineering / Functions – Paul Adams
Did we achieve
benefits?
Rob Allott
Nuclear Regulation Team Leader,
Environment Agency
Rachel McGrady
System Engineer,
Sellafield Ltd
To clean-up the UK’s most significant nuclear
“legacy
is a huge responsibility for Sellafield Ltd.
The Excellence Plan gives us the drive to
“improve,
and without that drive we’d just get lost.
We welcome the renewed focus on continuous
improvement through the Excellence Plan;
successful delivery of it will be an important step
This isn’t just about resolving the issues we are
struggling with now, it’s stopping potential issues
even happening in the future
”
”
15
Sellafield site
Sellafield, Seascale
Cumbria CA20 1PG
www.sellafieldsites.com