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When only excellence will suffice

The Nuclear Mindset Method

At Nuclear Mindset, our approach to organizational success is not just a methodology – it’s a mindset. Rooted in the principles of the United States Naval Nuclear Propulsion program and refined through years of experience, the Nuclear Mindset Method is a proven framework for driving operational excellence in organisations across a range of industries.

A nuclear mindset embodies an insatiable drive for continuous improvement and a steadfast commitment to the highest standards.

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Training

Our dynamic training programs are designed to enhance leadership capabilities and foster a culture of continuous improvement.

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Keynotes

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Tenets of Nuclear Excellence

  • Safety comes first, it underpins everything that we do, and this is exactly the case with the Nuclear Program. However, these safety value are lead by the Leadeship team.
  • Extensive initial training (indoc/orientation) and qualifications program.
  • Qualifications require maintenance (examination, proficiency, includes one level down).
  • Continuous training (lectures, case studies, walk throughs, exams, oral boards).
  • Detailed, briefed, Point-Read. Operate, tracked.
  • ABC in communications, reviews/approvals.
  • Everyone has a voice.
  • Encourage people to raise questions or concerns.
  • Well-designed and well-maintained systems (cleanliness, material inspections).
  • Complicated or high-risk evolutions require supervision.
  • Apply the five (maybe six) senses when walking around.
  • Ask “What is the worst that can happen?”.
  • Watch for the “smoking gun”…look “up and out” for root causes.

Applying the Nuclear Mindset

Continuous Improvement

  • Management by Walking Around (MBWA).
  • Continuously scan the environment…sense it.
  • What is different? Look for things that are not like another.
  • Talk to the team members, especially the front line.
  • Dress appropriately…and carry a flashlight.
  • “Monitors” and surveillance.
  • Audit Programs (vertical and horizontal review).
  • Debriefs and reflections.
  • Critique near misses (and share)
  • “fresh” team members
  • Independent assessments
  • Evolutions
  • Casualty Control exercises
  • Realistic
  • Crawl-walk-run approach
  • Red herrings

Identify & Address Trends

  • Using data and observation to analyse feedback.
  • Extrapolate to understand and articulate trends
  • Address and plan based on trends, action these plans.

Competing Demands & Indicators

  • Profit
  • Safety
  • Production
  • Quality
  • Time
  • Limited skills
  • Unions

Safety

  • Driven by senior management
  • Observed “day-to-day” evolutions
  • Casualty control exercises
  • Learning from incidents and near-misses (critiques)
  • Independent assessments

Upskill employees

  • Professional development program
  • Continuous training (lectures, case studies, walk throughs, exams, oral boards)

Redundancy

  • Trust, but verify your systems (human and equipment)
  • Layer of supervision for complicated operations