An Operational Performance Review
ScottMadden has worked with a number of utilities to create functional accountability programs. Contact us to learn how we can help support your organizational effectiveness projects.
At a Glance
Industry Best Practices
Collaborated with the operations, maintenance, station leadership, and senior leadership teams to develop an operational performance review program that leveraged the best practices in the industry
Employee Performance Indicators
Developed a set of 38 performance indicators across six key performance areas from which to judge employee performance
Tangible Results
Operational enhancements reduced station backlogs and improved financial performance and plant operating conditions
Challenge
Bruce Power’s 2,300-acre site on the shores of Lake Huron, Ontario, houses the Bruce A and B nuclear-generating stations. This client wanted to implement a program at both stations that would allow the first-line managers and supervisors to have line-of-sight visibility to the key station performance metrics and provide an opportunity for these employees to develop their leadership skills. ScottMadden was engaged to establish an operational performance review (OPR) program to help accomplish both goals.
Process
- Collaborated with the operations, maintenance, station leadership, and senior leadership teams to develop an OPR program that leveraged the best practices in the industry
- Focused the program on six key performance areas: operational leadership, work management support, financial incentives and performance, operational focus and improvement, management of employee performance, and safety
- Helped articulate a set of 38 performance indicators across these six key performance areas
- Provided regular opportunities for each crew/division to report their performance results to leadership
- Assisted the operations, maintenance, and station leadership teams in practice sessions to ensure the program was executed as desired and that feedback was incorporated
Result
- First-line managers and supervisors were held accountable for their team’s results and critiqued on their team’s performance
- The operations and maintenance leadership was given a forum to provide feedback on their leaders’ performance against six key performance areas
- First-line managers and supervisors in operations and maintenance gained experience preparing and delivering presentations to senior leaders from across the company
- Employees needing additional development were identified and coached, and good performers were recognized for their efforts
- Operational enhancements reduced station backlogs and improved financial performance and plan operating conditions
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Let’s Work Together
We don’t solve problems with canned methodologies. We help you solve the right problem in the right way. Our experience ensures that the solution works for you.