Some good people trying to save a sinking ship, in a declining market, within a dysfunctional culture. - Anonymous employee Westinghouse Employee Review

First, the company is so entrenched in its self-imposed Byzantine bureaucracy that hinders positive change that many people have just given up trying to do so. For example, their management of change process is so cumbersome that some people don’t even try anymore. Good ideas that would drive improvement are not even attempted or die a slow death. Simply maintaining the status quo is the order of the day. Second, basic sound manufacturing improvement processes that are used successfully in other industries are alien to them. For example, accurate data collection to drive improvement is hit-or-miss. Robust KPIs are another. At least four different outside consultant firms have been brought in recently to try to help with this, but their impact has been negligible in my opinion. Third, there is no motivation to change within the old guard. This is a significant cultural gap. The phrase” we’re nuclear, we’re special” which is meant to create a mindset for a heightened safety awareness has in some cases almost become a rally cry for those who smugly and mistakenly think that they don’t have to change, because they are convinced that the nuclear industry is somehow an eternal entity. The irony is that some of these people are “refuges” brought in from one of the biggest business financial fiascos in history; the failed recent attempt to build the nuclear power plants in South Carolina. This led to the bankruptcy proceedings. One would think that they would have learned something from that. Fourth, the industry is in decline. Simply stated, there are really no new customers on the horizon. Leadership sometimes posts “propaganda” articles on some new product or technology that is meant to imply that nuclear is on the brink of some new revolutionary market developments, but these don’t really offer much hope. Many long term employees keep saying that they just hope it all lasts until they reach retirement. Fifth, teamwork between some departments is an issue. The problem is primarily that they don’t work together; the company has a lot of silos. In some cases, they work against each other, perhaps not consciously, but it happens nonetheless. Sixth, it seems that Leadership’s only solution to “the problem” is yet another reorganization, which has been tried several times already with minimum effect. Enough with that shell game already.