Engineering as Technical
Conscience and Advocate
CMBG
June 21, 2010
Presented by: Mike Hayes
Background – Technical Conscience
 An industry meeting held on July 28 and 29, 2009 with
representation from the NRC, INPO, Westinghouse,
Enercon, Sargent & Lundy, and 17 US and Canadian
utilities.
 The attendee mix was mostly very experienced
engineering leaders, but also included Operations, Site
Vice President, and Nuclear Fuels.
 Outcome of meeting – Developed 5 initial Principles and
Attributes of Technical Conscience
2
Technical Conscience - Principle 1
 All Leaders Demonstrate a Commitment
to Technical Integrity [Fidelity] Corporate and site leadership understand,
respect, and promote technical integrity [the
accuracy of bounding plant technical
requirements]. They understand the natural
tension between conservative technical positions
and the flexibility of operations [operational
priorities] and provide a positive environment for
issue identification and resolution.
3
Leadership Attributes
 A deep personal sense of responsibility to protect safety
margins and the accuracy of the plant design and
licensing basis.
 Clear communication of the reasons for decisions;
especially those which are not well understood or
received.
 Inter-organizational roles and responsibilities that minimize
and avoid conflicts of interest and promote a healthy
balance between conservative technical positions and
operational perspective.
 A safe environment to promote the identification of issues
and delivery of quality technical products and decisions.
 Development of the concepts of technical conscience in
employees.
 A willingness to change self behaviors and decisions
based on feedback from others.
4
Technical Conscience – Principle 2
 Engineering Leaders Develop and Exercise
their Technical Authority - Engineering leaders
are intrusive with plant technical issues, and
understand the basis for engineering
recommendations. Engineering leaders use
their vested technical authority and exercise a
deep personal sense of responsibility to defend
issues that compromise plant safety, technical
integrity [accuracy], design basis, and design
and operating margins.
5
Leadership Attributes
 Courage through independence of thought, exercise of
vested technical authority, and commitment to the
development of quality technical products and decisions.
 A deep personal sense of responsibility to protect and
adhere to plant design and licensing basis, technical
codes and standards, and margins.
 Challenge and questioning attitude regarding technical
accuracy and potential consequences of decisions for
clear understanding, definition, and communication of
issues.
 High standards and reinforced expectations for the
practice of technical conscience in employees.
 Individuals prepared for challenges to technical positions.
6
Technical Conscience – Principle 3
 Individuals Identify and Communicate
Technical Concerns and Promote Resolution
- Individuals identify trends and emerging
technical issues, communicate concerns, advise
management, and proactively promote the
resolution of conditions that affect safety, design
and plant performance.
7
Individual Contributor Attributes
 Technical accuracy, design and licensing basis, and safety
margins are subject to continuous scrutiny.
 Potential problems are understood, clearly defined, and
promptly communicated for action.
 The potential consequences and options for technical
issues are thoroughly evaluated and communicated to
management as information becomes available.
 Corrective action plans are developed and periodically
evaluated to ensure successful outcomes.
8
Technical Conscience – Principle 4
 Technical Staff Adhere to Sound Engineering
Principles & Judgment - Individuals develop
high quality technical products & decisions by
using appropriate engineering practices, critical
challenge, operating experience, and working
within their area of expertise and knowledge.
The potential consequences and risks
associated with actions, products, and decisions
are thoroughly evaluated and clearly understood.
9
Individual Contributor Attributes
 Diverse and factual information used to develop technical
products, recommendations, and decisions.
 The basis for technical products, recommendations, and
decisions are thoroughly documented and include
transparent communication of assumptions, judgment,
non-conservative positions, and potential risks.
 Outcomes are timely and based on well-supported
information with full consideration of risks and
consequences to avoid unintended results.
 Causes for issues are pursued using systematic and
thorough methods.
 Individuals granted technical authority maintain expert
knowledge of plant design, operating requirements, and
industry codes and standards.
 Individuals granted technical authority demonstrate
accountability.
10
Technical Conscience – Principle 5
 Technical Staff are Willing to Stand Firm
When Needed - Using best available
information, engineering judgment, and /or facts
engineers are willing to draw the line and stand
firm to prevent compromising the plant safety,
design basis, and design margins. Engineers
advocate for positions which will preserve and
recover operating margins and that support
reliable equipment performance. In cases of
disagreement, engineers are willing to listen to
others, yet ensure their position is
communicated and understood.
11
Individual Contributor Attributes
 A deep personal commitment and obligation to defend the
accuracy of bounding plant technical requirements and
margins.
 Advocacy for positions based on technical facts verses
opinions or emotion
 Transparent communication of assumptions, judgment,
and non-conservative positions.
 Confidence, courage, and integrity when standing firm and
advocating for their positions.
 Understanding and acceptance of management technical
decisions that are based on facts and an understanding
for potential consequences.
12
Culture Change
 Developed Training Materials (including definition)
based on the draft Technical Conscience
Principles
 Pilot Training (with Eng Managers) held at
Dresden on January 22, 2010. Four different sites
participated, along with an outside utility observer.
 Improvements were incorporated into training and
feedback from SVP’s was to develop a separate
Senior Leadership Team presentation and
present prior to Engineering Manager training
13
Senior Leadership Team
 One hour presentation at site for SVP, Plant Manager, and
their direct reports.
 Objectives:
•
•
•
•
Understanding of the Technical Conscience Principles
What they should expect from our Engineering Leaders
What’s in it for Them
Their Role in Making us Successful
 Presenter uses own experiences / examples to personalize good and
not good SLT support
14
Engineering Manager and Directors Training
 Training on site for all Engineering Directors, Managers,
and Supervisors (including Rx Eng, CMO, and Procurement ).
 Agenda/Objectives:
•
•
•
•
Understanding of the Technical Conscience Principles
Homework Assignment / One-on-one Exercise
Case Study reviews and report outs
Summary / Take Away Points
 Presenter includes personal experiences / examples of good and not
good support for different principles
 Participants identify personal Technical Conscience behavior gaps
and include in 2010 personal development goals
15
Engineers
 Training in development
 Expected Objectives / Agenda:
•
•
•
•
Understanding of the Technical Conscience Principles
What they should expect from our Engineering Leaders
What they should expect from our Senior Leadership Team
What we expect from them to successfully implement the
Principles
• Homework, Exercises, and Case Studies
 Target all training to be presented to site CRC’s and completed by end
of 4th quarter 2010
16
How We Will Monitor Our Performance
 In development
 Dedicated one full day of recent Engineering Peer Group
meeting to identifying what good looks like for each of the 5
Principles. Draft criteria includes:
•
•
•
•
•
•
•
FMS categories
Use of existing Performance Indicators
New CFAM Indicator window
Assessment observation criteria
Assessment interview questions
Plant Manager & SVP viewpoint observation criteria
Plant Manager & SVP viewpoint interview questions
 Scheduled to finalize draft criteria by June 30, 2010
 Planning fleet-wide assessment in 2011
17
What We Have Learned So Far
 Our Engineering Leaders are not good salespeople - The structure and
presentation of a remotely controversial technical recommendation is weak at best. We
need a lot more training in this area.
 Too many gaps in the identification, communication, and proper
resolution of issues – The most significant examples almost always had a
breakdown in this Principle. This is a focus area for corporate oversight in 2010.
 The Senior Leadership Team and Engineering Leaders do not put
themselves in each other’s shoes – The face-to-face exercise really helped to
reveal and close this gap. We will need to expand on this.
 The population for this training might need to be expanded – Feedback
from Site Directors and Managers identified Shift Managers, RP, and Chemistry
managers could benefit from training in these Principles.
 Overall, very positive feedback on this training – The face-to-face exercise,
personal examples, and case studies are impactful. The 2010 goals and performance
will be the ultimate measure.
18
Summary

Strong industry need and support to define and put actions into
place to ensure we develop strong Technical Conscience for today
and the future.

Technical Conscience is a key to Engineering Leadership
Development Plan

The Principles of Technical Conscience have been defined and
future changes will be refinement

We need to move forward to implementation our plan and achieve
our goal
•
Ensuring nuclear safety by developing the Technical Conscience in our
people and organizations, both today and tomorrow to ensure we are
rigorously driving to the correct technical solutions and taking a stand
when necessary.
19