Facilitating a safer, more effective means of conducting business through collaborative teamwork
Howard Cooper
Head of Quality, Sellafield Ltd
Karine Rackham
Management System Manager, Sellafield Ltd
Dan Plung
Programme Manager, URS

The challenge
• Replace a management system that had become difficult to use, contained ineffective arrangements, and had limited credibility among the user base
• Establish a system that would facilitate and support the new management team’s commitment to “effective working”
“ making changes to our systems and processes and, by removing some of the barriers to effective working, making it easier to get work done and also to stop work that doesn't add value”
• Establish reasoned consistency across Sellafield Ltd
• Support paced and sustained change
• Align programme structure to business strategies
• Ensure compliance with ISO-9001 and ISO-14001
• Provide for improved interaction with regulators

The approach: return to fundamental principles
• Reorient system to focus on users
• Collectively engage users and process owners
– in enhancing processes to improve safety and efficiency
– in assessing and addressing implementation strategies
• Align ownership, accountability and responsibility for arrangements, compliance and site licence conditions
• Create an enhanced document architecture and delivery platform
• Promote development of user-orientated arrangements
• Design structure to provide long-term system sustainability
• Provide traceability to obligations

Phase 1: Build an infrastructure to enhance safety and effectiveness through improved quality, use and access to arrangements

Essential components of the new management system
A single integrated
Compliance demonstrated at an appropriate level
An engaged community of owners, users and subject matter experts
An intuitive configuration configuration based on business based on business processes (topic areas)
“Topic” Manuals and a collection of enduser oriented “How Do I?”
“Topic” Manuals and a collection of enduser oriented “How Do I?”
• Designed for usability
• Exclusive focus on task/activity
A simplified hierarchy
• Simple and clear relationships among
A document types simplified hierarchy
• Simple and clear relationships among document types
• Discrete document purposes

Develop high quality and proportionality of arrangements through collaborative process
• Single point of accountability for processes (topic areas)
• Disciplined process of appointments (Process Owners/Reviewers)
• Implementation strategy agreed during development of arrangements
• Enhanced visibility of interactions among processes
• Engaged personnel reflecting corporate perspective / Management commitment:
– Process Owners: have exclusive accountability for their topic
– Designated Reviewers: represent the Directorate perspectives (users)
– Subject Matter Experts: assist with development and implementation
– Heads of Manufacturing: provide enhanced user (OU) perspective
– Process Sponsors: establish expectations, resolve outstanding issues

Establish a document structure that clearly communicates (and delineates among) the
‘how’, ‘what’, and ‘why’
Policies
& Charters
Manuals and Plans
Sellafield Ltd
Practices
(“How Do I?”s) (SLPs)
Sellafield Ltd
Supporting Practices
Local Working Documents
Policies state executive level expectations.
Charters provide executive endorsement for execution of a plan, task, or activity (e.g. Terms of
Reference for a governance committee).
Manuals/Plans describe and state the rules and strategy for a planned process or programme of work.
SLPs inform individuals how to:
•request delivery of a service
•complete a specific task or activity.
SL Supporting Practices give detailed instruction or guidance on a process, programme, task or activity.
Local Working Documents (e.g. Operating
Instructions, Maintenance Instructions,).

Provide user-oriented arrangements: the new Sellafield Ltd Practices (SLPs)
• “How Do I?” oriented
• Prescribe how to complete a single, discrete activity
• Provide only the detail needed to successfully complete the task
(majority <10 pages)
• Facilitate more effective, less timeconsuming reviews (including emphasising focus on process)
• Contributes to reduced publication cycle time (4-6 weeks from draft to publication)

Provide a basic organisational logic based on contract scope of work
Project execution and managing, operating and maintaining
Operating Units
Key support functions
General Sellafield
Ltd infrastructure
*
Programmes that ensures accountability, fairness and transparency

…that provides ready access and navigation to all arrangements and supporting information
Left hand zone:
• Information and user guidance
(including
“ Frequently Asked
Questions
”)
• Compliance information
• Transition index
Access to Local
Link Maps , with all local documents (e.g.
OIs, MIs).
Users can provide feedback or get help on SLMS
Topics (i.e. process areas) organised in 4 broad categories
“New & Info” and
“Recent Changes”

. . . and ensures users find and have what they need
Document hierarchy
Policies
& Charters
Manuals and Plans
Sellafield Ltd
Practices (SLPs)
(“How Do I’s”)
Sellafield Ltd Supporting
Practices
Users can set up alerts to receive automatic notification of changes to topics of interest.
All active transitional procedural arrangements (and associated documents e.g. templates) mapped to the topic

Phase 2: Manage the Transition

Supporting timely issuance of arrangements
Sellafield Ltd Management System - Content delivery
600 • Process Owners set schedules
• Priorities aligned with the
ICP, Nuclear Safety programme and Strategic
Business Imperatives
500
400
300
• Reduced requirement for lower-tier implementing documents
200
• Business Change
Managers engaged
• Legacy arrangements withdrawn when safe/appropriate
100
76% of documents published to schedule
(app. 60% of total forecast)
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Cumulative scheduled Cumulative published

Actively engaging and supporting users to ensure an effective transition...
• Process Owners and Designated
Reviewers
• Key stakeholders (Executive,
Regulators, NDA)
• Intranet / Energize
• Demo facility
• Team 4 action
• Human Performance
• Face to face briefings
• Animated demo tool
• Left hand zone and FAQs
• Supportive feedback
• >90% queries answered within
2 working days
• Awareness and navigation briefings for over 2200 key users

Implementing arrangements collaboratively and proportionally
• Implementation is agreed during development of arrangements
• Implementation effectiveness is a collaborative activity
•
OUs implement
• Process Owners provide needed support / oversight
• Proportional implementation strategy
•
Isolations
– formal training
• DSEAR Process – testing
• Administrative SLPs – notices/ communications

…and identifying metrics to validate effective
SLMS performance and identify improvements
• Metrics identified to provide a clear measure of SLMS performance and sufficient trending information to allow timely adjustments, as warranted
• Metrics derived through careful consideration of a number of factors:
– principles embedded in ISO-9001, Quality Management System
Requirements and GS-R-3, The Management System for Facilities and
Activities ;
– principles that served as the foundation for the system’s development;
– and the risks explored in the Management of Change (MoC) assessment completed in the months before the system went live
• Metrics have evolved over the first year of the system’s operation
• Metrics are reported to Process Owners and Process Sponsors
(Executive) monthly, further amplified by an annual self assessment report

Phase 3: Realising the potential

The Sellafield Ltd Management System continues to mature
SLMS endorsed
(Oct 2009)
System design developed
Key personnel appointed
Topics defined
Documentation plans and schedules developed
Obligation (inc.
NSLC) detail developed
Demo system made available
System arrangements/ infrastructure developed
(Jan 2010)
SLMS platform goes live
(April 2010)
Compliance matrix goes live
(Oct 2010)
Independent assessments by
Assurance &
LRQA
(Oct-Nov 2010)
MoC closed
Existing arrangements mapped into new system
SLMS monitoring
(metrics) and reporting initiated
Since Nov 2010
Continued effective engagement
Ownership growing
Arrangements being issued to schedule
Enhanced focus on implementation
System arrangements enhanced

What we have gained: a system capable of delivering on the commitments of the management team
• Stronger executive and senior management engagement / support
• Clearer accountability and ownership for SLMS arrangements
• Enhanced collaboration between Process Owners and users
• Better integration of processes - clearer picture of interdependencies
• More opportunity to identify and address gaps and opportunities
• Enhanced visibility of our obligations and how we meet them
• Enhanced responsiveness to regulator and key stakeholder expectations
• Stronger interface with our key stakeholders (e.g. NII, EA, Dft)
• Enhanced confidence in our Management System as “the springboard for continuous improvement across the full scope of
[Sellafield Ltd’s] core and support process.” (LRQA)

More effective focus on our work and increasing ownership by key communities
Category New Arrangements Existing* Benefit
(*includes anticipated withdrawals from SSPs/ SPSWs,
Engineering IMS, Capenhurst and Windscale
Management Systems)
1. Project and
Operations
42 23 54 455
1 3 9 93
574
106
1395
386
2. Operational
Support
3. Managing the
Business
16 12 23 218
5 1 7 41
269
54
721
157
Heightened emphasis on project-based work . Decommissioning and Termination and
Project Execution added
—capturing key work improvement initiatives.
Enhanced operational support . Reflects comprehensive rethinking (e.g., Maintenance and Asset Care); more effectively integrated processes (e.g., Environmental Management)
More effective governance . Clearer representation of decision making and predicates of running Sellafield Ltd.
4. Business and
Administrative
Services
20 7 15 103 145 131 System more reflective of Sellafield Ltd scope of work. Scope expanded (e.g. IT,
Occupational Health and HR) included; arrangements improved / controlled

Enhanced compliance
• Content owned by Process
Owners
• Ready access provided to detail regarding obligations & documents providing compliance
• Clear traceability of compliance with obligations, license conditions, lessons learnt, ISO standards, commitments
• Approach effectively supporting programmes where delivery is distributed
(e.g., environmental, leak protection)

More robust administration of arrangements
• Greater alignment with key initiatives (e,g, Nuclear Safety)
• Guidance / communications issued promoting enhanced quality of arrangements
• Performance closely monitored / widely reported
• Improved ownership / accountability
• Streamlined publication processes
–
Free release of forms and templates
–
No signatures required
–
Process Owners authorised to approve / issue arrangements
• Single, controlled document system
1.1
Need for temporary variation identified
Process Owner / OU / Facility / Function
1.2
Temporary variation and justification evaluated
Process Owner
No
1.3
Direction for continued use of established method communicated
Process Owner
Variation appropriate and justified?
Yes
1.4
Agreement for temporary variation documented
Process Owner / Implementing Organisation
1.5
SLF 4.05.08 completed
Process Owner
1.6
Applicability statement and notation inserted in SLP
Site Document Control
1.7
Watermark added to approved variation document
Site Document Control
1.8
Arrangements posted
Site Document Control
1.9
Compliance Matrix updated
Sellafield Ltd Compliance Manager

... and improved system performance
• >50% reduction in the quantity of documents/quantity of pages
• 86% of SLPs ≤10 pages in length
• 83% reduction in cycle time (from draft to publication)
• >90% feedback/queries resolved within 2 days
• Focus of feedback increasingly on content
• > 8.5 million hits to date on the SLMS home page
• >2,200 users have received face-to-face briefings on SLMS

Phase 4: Staying the Course

As two LRQA and two independent Assurance
Department reviews suggest, we are well on our way to achieving the results we envisioned in Oct 2009
Sellafield Ltd: Working together to promote and deliver safer, more efficient means of conducting business
SLMS endorsed
(Oct 2009)
SLMS platform launched
(April 2010)
Compliance matrix launched
(Oct 2010)
Independent assessments by Assurance
& LRQA
Develop system design
Redesign
(Promoting Awareness)
Implementation
(Creating Change)
Develop system arrangements and inf rastructure
Close
MoC
Map existing arrangements to new system
Metrics and reporting initiated
Align f ocus to business imperatives
Realisation
(Bringing full expertise to bear)