READIT-2007 - Indira Gandhi Centre for Atomic Research

qualification programmes for all categories of scientific and technical employees.
Foundation of technical knowledge management was built over an operating experience
of almost four decades with continuous evaluation by line managers corporate
management, knowledge facilitators and. regulators, This developed a logical structure of
a qualification-based organization for operating stations, which led to documentation of
on-going programs with adequate guidelines on design and implementation. The aim had
been to provide a broad based nuclear plant orientation and generic task skills, followed
by “hands on” commissioning experience. The systems worked well as per the design
intent and facilitated development of strong training infrastructure. NPCIL has six fullfledged
Nuclear Training Centers (NTCs) for conduct of common organizational
programs for various NPPs such as ‘formal induction training for various categories in
different disciplines’, ‘simulator training on full scope replica simulators’ and such other
programs. These training centers are fully equipped with classrooms, library and various
training shops catering to practical training of trainees of different disciplines. Three
Nuclear Training Centers are also equipped with full-scope simulators.
However, the new business environment in early nineties required, the optimized
utilization of resources , compressed project schedules and quick succession of several
nuclear power projects (NPPs). Hence the corporate policy in NPCIL was required to
refine, restructure and accelerate all disciplines of traditional training and qualification (T
& Q) systems. The thrust was to make T & Q systems more job performance focused
requiring a much shorter lead-time to qualify personnel to different positions. Adaptation
of Systematic Approach to Training (SAT) was the answer to above.
Our interaction with international agencies (International Atomic Energy Agency,
World Association of Nuclear Operators, CANDU Owners’ Group and such others) as
well as through feedback received by internal and external peer reviews established
corporate level management commitment to adaptation of such SAT methods. A uniform
and systematic approach for managing these changes at NPP sites in all the disciplines
without interrupting the ongoing training activities was implemented in selective and
phased manner for effective change management. This also paved the way for structured
capture of tacit/explicit knowledge in form of ‘on-job-training checklist questionnaires’,
simulator lesson plans, examination syllabus and such others.
From year 2000 onwards, expansion of organization and retention of knowledge
resources became the key issues . Superannuation of experienced personnel and attrition
of young engineers needed a makeover in erstwhile corporate policy of knowledge
management and training, for preserving existing knowledge for competitive business
advantage The basic need of uniform and systematic knowledge management approach in
NPCIL was to inculcate confidence towards preparedness of NPCIL to undertake massive
expansion program by ensuring adequate knowledge resources and competent trained
staffing.
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