Nuclear Plant Journal, July-August 2016 NuclearPlantJournal.com
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Innovation
The
Continuous
Improvement
Program
and
the
organizational
effectiveness team worked together to
make sure each change initiative focused
on meeting the customer needs. Five key
elements were used to lead the change in
the organization:
1. Create a Shared Need that
was understood by everyone in the
organization (Threat vs. Opportunity).
2. Shape a Vision – Journey to
Excellence (Where we are heading).
3.Mobilize commitment – Influenced
stakeholder commitment by shaping the
need for change.
4. Make the change last – Consistent.
visible, tangible reinforcement of the
change initiative (We are Changing …
For Good) to make it a way of life.
5. Monitor progress – It provides
clarity and agreement on what the
Nuclear Change Management Campaign.
“acceptance” strategy looks like
in measurable & observable terms
that everyone can understand and
communicate those changes in weekly
fleet updates.
Communications Award
To foster employee engagement, the
communication’s team launched the “We
are changing for Good” campaign.
Each continuous improvement
initiative had a detailed action plan,
including specific changes being made,
accountabilities, timing, and expected
results.
Contact: Frank Burke, NextEra
Energy, telephone: (561) 694-4232,
email:
and Moisture Separator Reheaters
(MSRs) and circulating water system.
This underscores the importance of
equipping plants under construction with
sensors, to enable data collection and
analytics.
9.
What is the next step of the project
with Exelon?
With Lighthouse (the Human
Performance pilot), we were able to
predict when negative events would
happen with high accuracy. Our next step
is to zero in on why exactly these events
are happening, to find actionable items.
We also would like to engage other
utilities to validate the models.
We are also working on a commercial
offering.
10.
What is the status of implementation
of GE Hitachi’s digital solutions
globally?
We are making excellent progress on
our US based digital solutions and have
just started initial discussions globally.
GEH realizes that the nuclear industry is
expanding outside the US, and this is a
key growth market area for us.
11.
Concluding remarks.
To deliver the Nuclear Promise,
utilities need to reduce costs by 30
percent by 2018. When a plant goes
down, it costs a $1 million/day. One
percent of additional output will generate
an additional $10-15 million of revenue.
Utilities really need to think about the
big plays that will help them reduce cost
and increase revenue. Adopting digital
solutions and data analytics is the answer.
Contact: Jonathan Allen, GE Hitachi
Nuclear Energy, telephone: (910) 819-2581,
email:
.
Predicting the...
