Interview.

DOE-EM-STD-5505-96

As an example of how to conduct an observation of OPS O&A, consider the first two examples

from the above list. First, walk through the activity to identify apparent operations and material

deficiencies. Once this has been completed, accompany a manager or supervisor while they

conduct a scheduled management walkthrough. During the observation, note what actions the

manager takes when deficiencies are identified, specifically:

Are deficiencies documented?

Did the manager identify the deficiencies that you previously identified?

The observation may lead to an unscheduled interview with the manager. Some questions related

to this example include:

How do you monitor activity performance?

How often do you perform activity walkthroughs?

How do you address deficiencies that are identified during walkthroughs?

Once the observation has been completed, compare what was observed to the requirements

contained in activity polices and procedures to identify any apparent deviations from

requirements. Pursue leads using additional observations, interviews and document reviews to

confirm or disprove those leads and determine if programmatic breakdowns or widespread

problems exist. The above is just one example of an observation that could be performed while

assessing OPS O&A.

6.1.4 Interview. Depending on the leads developed during observations, interviews related to

the organization and administration of the activity are an effective method of determining where

potential deficiencies exist. One of the primary objectives of interviews is to determine how well

goals are communicated from top management down through the organization's front-line

workers. As stated earlier, OPS O&A affects all levels of the organization. As a result, it is

imperative that assessors talk to personnel at all levels of the organization. Interviews with

managers, supervisors, and a sampling of front-line workers will give an indication of how well