High Team Performance in the Nuclear Sector
Acorn’s continued work with the UK nuclear sector over recent years has seen our involvement in three high profile projects, each in very different areas of activity: new build, procurement and decommissioning.
Each project has achieved impressive results: cost savings of many millions, completion ahead of schedule and glowing health and safety records.
A common thread throughout all projects has been Acorn’s ability to improve the performance of teams comprising supply chain contractors and internal resources, and to unify them around shared project objectives.
The approach is one which builds on leadership style and Acorn’s Team Dimensions Model, a proven dynamic toolkit which reduces the time it takes for any team – internal or in collaboration – to become a fully effective, high performing unit.
LLWR PCM Programme
The legacy Plutonium Contaminated Materials (PCM) programme at LLWR was tasked with decommissioning five ‘magazines’ – concrete bunker-like structures originally constructed during World War II and where contaminated materials from operations at the Sellafield site were later stored before purpose-built storage facilities were commissioned.
Acorn were introduced to help the collaboration teams work cohesively and get the project on-track.
“The programme has been a towering example of what can be achieved when a determined and focused group who really want to get the job done, adopt a collaborative approach.” Paul Pointon, Managing Director, LLWR
Silos Maintenance Facility
Affectionately referred to as the ‘Formula 1 Pit Lane for Sellafield’ given the role the facility and its teams will play in supporting the remediation and decommissioning activities, the SMF is located adjacent to the Calder Hall power station and its Magnox reactors.
Highly dependent upon the ability of personnel from the three partners to work cohesively, the SMF project was completed on budget, to the agreed timescale and also able to boast an impressive safety record throughout.
The SMF Project was completed on budget and ahead of schedule and with the huge achievement of zero lost time accidents throughout the project lifespan. To put this into context, the SMF Project accrued 3 million man-hours with a workforce in excess of 250 people involved.
Shared Services Alliance
In these unprecedented times we have all adapted the way we live and work, but the world hasn’t just stopped turning and projects still need to progress. More than ever, effective communication is crucial with team members operating remotely and the challenges are now all too familiar for many of us.
But add into the scenario working with individuals from different organisations, each with their own culture and methods of operation and delivery, and matters become much more complicated.
Formed in 2009 and comprising nine of the NDA’s client organisations, the Shared Services Alliance (SSA) was created to achieve financial and operational benefits from collaborative procurement.
Using Acorn’s Team Dimensions Model as a primary tool, the SSA team adopted and united behind the leader’s style and direction.
Savings achieved by the SSA have been significantly more than originally anticipated – £320 million in 3.5 years versus the target of £175 million over 4 years, along with improved client-supply chain liaison and streamlined procurement processes.
High Team Performance in the Nuclear Sector
Acorn’s continued work with the UK nuclear sector over recent years has seen our involvement in three high profile projects, each in very different areas of activity: new build, procurement and decommissioning.
Each project has achieved impressive results: cost savings of many millions, completion ahead of schedule and glowing health and safety records.
A common thread throughout all projects has been Acorn’s ability to improve the performance of teams comprising supply chain contractors and internal resources, and to unify them around shared project objectives.
The approach is one which builds on leadership style and Acorn’s Team Dimensions Model, a proven dynamic toolkit which reduces the time it takes for any team – internal or in collaboration – to become a fully effective, high performing unit.
LLWR PCM Programme
The legacy Plutonium Contaminated Materials (PCM) programme at LLWR was tasked with decommissioning five ‘magazines’ – concrete bunker-like structures originally constructed during World War II and where contaminated materials from operations at the Sellafield site were later stored before purpose-built storage facilities were commissioned.
Acorn were introduced to help the collaboration teams work cohesively and get the project on-track.
“The programme has been a towering example of what can be achieved when a determined and focused group who really want to get the job done, adopt a collaborative approach.” Paul Pointon, Managing Director, LLWR
Silos Maintenance Facility
Affectionately referred to as the ‘Formula 1 Pit Lane for Sellafield’ given the role the facility and its teams will play in supporting the remediation and decommissioning activities, the SMF is located adjacent to the Calder Hall power station and its Magnox reactors.
Highly dependent upon the ability of personnel from the three partners to work cohesively, the SMF project was completed on budget, to the agreed timescale and also able to boast an impressive safety record throughout.
The SMF Project was completed on budget and ahead of schedule and with the huge achievement of zero lost time accidents throughout the project lifespan. To put this into context, the SMF Project accrued 3 million man-hours with a workforce in excess of 250 people involved.
Shared Services Alliance
In these unprecedented times we have all adapted the way we live and work, but the world hasn’t just stopped turning and projects still need to progress. More than ever, effective communication is crucial with team members operating remotely and the challenges are now all too familiar for many of us.
But add into the scenario working with individuals from different organisations, each with their own culture and methods of operation and delivery, and matters become much more complicated.
Formed in 2009 and comprising nine of the NDA’s client organisations, the Shared Services Alliance (SSA) was created to achieve financial and operational benefits from collaborative procurement.
Using Acorn’s Team Dimensions Model as a primary tool, the SSA team adopted and united behind the leader’s style and direction.
Savings achieved by the SSA have been significantly more than originally anticipated – £320 million in 3.5 years versus the target of £175 million over 4 years, along with improved client-supply chain liaison and streamlined procurement processes.