# Presentation: 480801

## Successful Use of Deployed ESH@Q Personnel at LANL

**Stephanie Archuleta**
**Deployed ESH&Q Manager**
**Los Alamos National Laboratory**
**November 2007**

## Background

**June 2006:  LANL Contract Change, LANS assumes leadership from UC**
**Reorganized Facility Operations under 9 Directors generally by geographic area and common hazards of the facilities**
**Centralized ESH&Q Personnel under one service organization and model.**

*Slide *

## Operations Organization Approach

**Operations Organization Approach**

- For All LANL Facilities
- Ownership was established at LANS transition
- Facilities were logically grouped
- Each of 9 groupings was assigned a Facilities Operations Director (FOD)
- Nuclear and High Hazard FODs report to the Associate Director for Nuclear and High Hazard Operations (ADNHHO)
- Other FODs report to the Associate Director for  Infrastructure and Site Services (ADISS)

## Nuclear and High Hazard Operations

**Nuclear and High Hazard Operations**
*Bob McQuinn, Associate Director *

**Environmental **
**& Waste Mgt.**
**Facility Operations**
*D. Cox, Director*

-  **DNFSB **
**Interface Office**

**Operations**
**Support**
**Division**
*J. Angelo, Div Ldr*** **

**Safety**
**Basis**
**Division **
*M. Mobley, Div Ldr*

**TA-55 **
**Facility Operations**
*C. Armitage, Dir.*

**Engineering**
**Facility**
**Operations**
*R. Mason, Director*

**Materials &**
**Chemistry**
**Facility Operations**
*F. Crawford, Director*

**LANSCE**
**Facility**
**Operations**
*D. Seely, Director*** **

**CMR**
**Facility**
**Operations **
*P. Sasa, Director*

**TA-55**

**CMR**

**WETF**
**TA-16 Machining**
**TA-16 Assembly**
**TA-11**
**TA-37**

**TA-53**

**BTF**
**Sigma**
**TA-48**
**TA-46**
**TA-35W**
**MSM Shops**
**Target Fab**

**TA-50**
**TA-54**
**Environmental Legacy Sites**

**Safety Basis**
**Crit Safety**

**Pack & Trans**
**Gas Plant Ops**
**Readiness **
**Reviews**

## Slide <number>

## Facility Manager Model

**Facility Manager Model**

- Used nuclear facility operations experiences from industrial partners
- Adopted a traditional “Facility Manager” model of functional responsibilities
- Chose the title “Facility Operations Director” (FOD)
- Each FOD has the same responsibilities and the same organizational structure/titles.

## Facility Operations

**Facility Operations**
**Director**

**Waste**
**Services**
**Manager**

**Security**
**Specialist**

**Maintenance**
**Manager**

**Operations **
**Manager**

**Support**
**Manager**

**ESH & QA **
**Manager**

**Engineering**
**Manager**

**Corrective Maintenance**
**Preventive Maintenance**
**Calibrations**
**Spare Parts **
**Near Term      Planning & Scheduling**
**POTD/POTW Formulation**
**Maint/Ops Interface**
**Resource Allocation**

**Radiological **
**   ****Protection**
**Fire Protection**
**Industrial Safety**
**Industrial Hygiene**
**Environmental **
**   ****Compliance**
**QA/QC**

**Liquid Waste**
**Solid Waste**

**Safety Basis/ USQ**
**Cog/System Engineers**
**Configuration Management**
**Design Interface**
**Engr FAM Interface**
**Maintenance Support for Safety Systems**

**Training**
**Procedures**
**Incident Reporting**
**Issues Management**
**Management Assessments**
**Document Control**
**Budget/ Finance**
**Property**
**Human Resources**

**Physical Security**
**MC&A**
**Cyber Security**
**Classified Matter Protection and Control**

**Shift Manager(s)/ Shift Personnel**
**Surveillance & Maintenance**
**Rounds**
**AB Compliance**
**Facility Safety System Operation**
**Manages POTD execution**
**Work Authorization/ Release**
**Operational Safety Board**
**Maint/Ops Interface**
**Emergency Management**

## Deployed Service Model

- Centralize Core Organization of Environmental, Safety, Health & Quality (ESHQ) Professionals
- Core owns Policy, Procedures and Protocol
- Trained and Qualified ESHQ Professionals (IH, Safety, Environmental, Rad Protection and Quality) are deployed geographically through FODs to support Research & Development (R&D) Work Organizations in the Field
- ESHQ Field personnel support day-to-day operations and work activities in FODs geographic area of responsibility

## Challenges and Dilemmas of the Deployed Service Model

**Challenges and Dilemmas of the Deployed Service Model**

- Differing expectations and priorities among R&D Org, FOD and Institutional ESHQ Orgs
- Institutional priorities (e.g.10CFR851) vs mission priorities
- ESHQ personnel have “many bosses” which may result in loss of focus.
- Customers perceive limited access to ESHQ personnel for mission priorities
- It’s can be more expensive for customer to pay core organizational taxes
- It’s difficult for core to quickly replace personnel with adequate activity/facility-specific knowledge.

## Deployed ESHQ Roles & Responsibilities

- Development, implementation, and maintenance of environmental, safety, health & rad protection programs, preparation of work authorizations, IH&S reviews and performance assessments in FOD assignment area.
- Coordinate the development and maintenance of facility safety envelopes
- Hazard assessments and evaluations for _all_ work
- Integrated Work Document (IWD) SME Review
- Incident and abnormal event reviews

## Deployed Operational Point-of Contact (POC)

**Serve as an R&D Organization Operational Point-of-Contact (POC) to bridge the gap.**
- Integrate with R&D organization as the primary _operational_ POC
- ESHQ, Safety Basis, Engineering, etc.
- Serve as an IWM and ISM Mentor
- Facilitate New Activity Reviews
- Engage additional SMEs as necessary (Rad, Explosive, Pressure, Safety Basis, etc.)
- Attend  R&D organizational meetings, safety meetings, management walkarounds
- Support and perform both FOD and R&D Management Assessments
- Attend Plan of the Week/Day on behalf of line organizations

## Deployed POC Personnel Values

**Execute work done **_**Safely**_** & **_**Securely**_
_**Customer Service**_** to Support Execution of Work**
- Serve as “crossing guard” rather than police officer.
- Problem solving in order to get the work done.
**Effective **_**Team Work**_
- Communication and follow-up
- Engage SME involvement as necessary
- Balance Priorities of limited resources

## Potential Concerns for POC Model

**Concern that deployed professional “goes Native” within the R&D org**
**Model becomes Person-based vs process-based **
- R&D group is reluctant to give up relationship with “individual” POC
**More resources needed to align ESH Professionals with groups**
- R&D group assigns other duties
- What the group can afford and what they need are not necessarily the same
**Potential to assume TOO much of the LINE manager and worker responsibility**

## Work Control & Planning Benefits

- Improved Hazard Identification and Analysis for R&D work activities
- Improved Hazard Controls development and documentation for R&D work activities
- SME Involvement early in R&D work planning
- Improved oversight and engagement during work execution
******IWDs are detailed and improved in overall quality**

## Overall Operational Benefit

_*Integration*_ into organization leads to FOD’s improved knowledge and awareness of operations
- Improved Aggregate Hazard Management
- R&D Organization develops a _*relationship*_ of trust and increases engagement of ESH SMEs
- Deployed professional gains wide _*breadth*_ of operational experience
- Intimate _*understanding*_ of R&D organization’s goals and priorities
_*Balance*_ of Institutional Program Goals and Priorities with those of R&D Program

## Opportunities for Improvement

- Strengthen ESHQ Core Organizations Policy and Procedure so it is executable in the field.
- Develop detailed implementation plans for all new policyies and procedures
- Use field personnel to develop institutional policy and procedures
- Strengthen standard institutional training and qualification of ESH Professionals.
- Prioritize institutional goals and priorities with resource loaded schedules
- Develop Facility-Specific Transition plans for replacement personnel
***Ensure customer buy-in for priority schedules, policy implementation plans and personnel deployment***