Difference between revisions of "Continuous improvement"
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[[Sharing|Knowledge sharing]] and consistent application of the performance improvement process is the key to long term NPP success. The NPP staff engaged in performance improvement support should be a point of overall coordination for establishing process-identified needs for changes in the next NPP business plan as changes to needs in training, staffing levels and specific programme strengths and weaknesses are identified. This facilitates optimization of POKM resources and also in keeping the long range plan more relevant. | [[Sharing|Knowledge sharing]] and consistent application of the performance improvement process is the key to long term NPP success. The NPP staff engaged in performance improvement support should be a point of overall coordination for establishing process-identified needs for changes in the next NPP business plan as changes to needs in training, staffing levels and specific programme strengths and weaknesses are identified. This facilitates optimization of POKM resources and also in keeping the long range plan more relevant. | ||
| − | + | '''Source:''' [[Process oriented knowledge management for nuclear organizations]] | |
==References== | ==References== | ||
Revision as of 10:17, 26 August 2013
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Definition
Continuous improvement is A recurring activity to enhance performance Source: [[]]
Summary
One paragraph which summarises the main ideas of the article.
Description
Continuous improvement requires the free admission of past errors in judgement and poor decisions. It also requires a culture in which all participants are empowered to bring up a safety or process issue, and a system for addressing and resolving such issues. An open-minded, not defensive, managerial approach is needed to make this work and assure that lessons are continually learned and improvements are continually made.
The word ‘iterative’ accurately describes the process of continuous improvement. One has to take actions that are as well informed as possible at the time. Then when experience indicates that changes need to be made that, in essence, change or modify that decision, a lesson has been learned. That lesson, if managed and understood by the manager making a similar decision, then helps assure that no preventable errors are made from a lack of knowledge.
Source: Knowledge management for radioactive waste management organisations
Description
Knowledge sharing and consistent application of the performance improvement process is the key to long term NPP success. The NPP staff engaged in performance improvement support should be a point of overall coordination for establishing process-identified needs for changes in the next NPP business plan as changes to needs in training, staffing levels and specific programme strengths and weaknesses are identified. This facilitates optimization of POKM resources and also in keeping the long range plan more relevant.
Source: Process oriented knowledge management for nuclear organizations
References
[1]
