Savannah River Remediation Liquid Waste Operations Making the Workplace Safer - Lean and Human Performance Improvement Initiatives - 17244
The Savannah River Site, a U.S. Department of Energy facility, contracted Savannah River Remediation (SRR) to manage its liquid waste project, which is a unique, high hazard nuclear waste treatment and disposal facility consisting of 51, one million gallon underground waste tanks, a solvent extraction processing unit, a vitrification facility for the highest radioactive waste, and a grout solidification and disposal facility for a decontaminated salt solution. Our Project mission is to treat the nuclear waste and close the associated storage and treatment facilities, of which, 8 of the 51 tanks have been closed to date. Over the past three years, SRR implemented a Lean Business Management System to address site inefficiencies, aging infrastructure concerns and budget constraints. The Lean philosophy started with the work of W. Edwards Deming and his contemporaries. In more recent years the process has matured in the Toyota Production System and migrated into fields as diverse as services industries, health-care, and now the DOE complex. Like safety, continuous improvement is a fundamental core business value that starts at the top. The Lean Business System, led by our executive management team, drives quality, production and waste elimination by focusing on People using a structured Process that allows the workforce to identify and fix problems in their workplace. Many inefficiencies and quality related issues start with the desire to make systems fail-safe without defining the core requirements for which that process or program was created. This leads to added complexity and latent or inherent human performance issues embedded within our processes. While Lean can't fix all problems, a combination of strong nuclear safety culture, robust conduct of operations, active human performance improvement process, and a business practice of continuously looking for improvements leads to excellence across our industry and creates a culture that is worthy of promoting. Without strong management, our systems fail because no one sponsors or encourages those attributes we covet. Leadership starts at the top with our customer defining what provides 'value' to them, and filters down through to the organization and ultimately the workforce in day to day conduct of operations. It is imperative that our customer drives these desirable ideals through recognition and contractual requirements to encourage and support those behavioral traits that are critical to our ongoing success.This paper focuses on how the Lean Business Management System supports those attributes that we value: a strong nuclear safety culture; disciplined conduct of operations; and a culture of robust human performance and continuous improvement. These attributes in our daily work environment propel a safer, more consistent, more efficient workplace. (authors)