Coates, Henry David | Search NASA

DOE OSTI2023

Materials and Fuels Complex Operations Management Improvement Strategy for Fiscal Year 2023

The Materials and Fuels Complex (MFC) has experienced substantial growth in terms of staff, research, and production in recent years. MFC operational performance has effectively kept pace with this growth. However, to capture the continuous improvement actions needed to improve effectiveness and increase the efficiency of our management systems, a broad operations management strategy is necessary. The MFC Operations Management Improvement (OMI) Strategy is complementary to the MFC Five-Year Mission and Investment Strategies and the MFC Management Plan. The OMI strategy is structured to address the management systems outlined in the Nuclear Facility Management Standard Operations Model. Selected management systems are evaluated independently in chapters that describe the prior 5 years of performance improvement, a description of improvement actions for the MFC staff that directly perform within or contribute to the management system, process improvements, and any needed equipment improvements. Chapter selection is based on a management system’s need for improvement. In some cases, management systems may be combined in a single chapter. Additional chapters are added to address subject areas not formally described in the standard operations model.

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗

DOE OSTI2022

Materials and Fuels Complex Operations Management Improvement Strategy for FY2022

The Materials and Fuels Complex (MFC) has experienced substantial growth in terms of staff, research, and production in recent years. MFC operational performance has effectively kept pace with this growth. However, to capture the continuous improvement actions needed to improve effectiveness and increase the efficiency of our management systems, a broad operations management strategy is necessary. The MFC Operations Management Improvement (OMI) Strategy is complementary to the MFC Five-Year Mission and Investment Strategies and the MFC Management Plan. The OMI strategy is structured to address the management systems outlined in the Nuclear Facility Management Standard Operations Model. Selected management systems are evaluated independently in chapters that describe the prior 5 years of performance improvement, a description of improvement actions for the MFC staff that directly perform within or contribute to the management system, process improvements, and any needed equipment improvements. Chapter selection is based on a management system’s need for improvement. In some cases, management systems may be combined in a single chapter. Additional chapters are added to address subject areas not formally described in the standard operations model.

11 NUCLEAR FUEL CYCLE AND FUEL MATERIALS↗

DOE OSTI2020

Materials and Fuels Complex Operations Management Improvement Strategy

The Materials and Fuels Complex (MFC) has experienced substantial growth in terms of staff, research, and production in recent years. MFC operational performance has effectively kept pace with this growth. However, to capture the continuous improvement actions needed to improve effectiveness and increase the efficiency of our management systems, a broad operations management strategy is necessary. The MFC Operations Management Improvement (OMI) Strategy is complementary to the MFC Five-Year Mission and Investment Strategies and the MFC Management Plan. The OMI strategy is structured to address the management systems outlined in the Nuclear Facility Management Standard Operations Model. Each management system is evaluated independently in a chapter that describes the prior 5 years of performance improvement, a description of improvement actions for the MFC staff that directly perform within or contribute to the management system, process improvements, and any needed equipment improvements. Additional chapters are added to address subject areas not formally described in the standard operations model. The OMI strategy actions are structured to have cross cutting impacts for improvements pertaining to the entire directorate or a single division. All division improvement agendas are aligned to the OMI strategy.

99 GENERAL AND MISCELLANEOUS↗