Jack Britt, Mba, Meng, Lssbb, Pmp Email & Phone Number

United States

The National Reactor Innovation Center (NRIC) is a Department of Energy (DOE) program led by the Idaho National Laboratory (INL) that supports the construction and demonstration of advanced reactor systems through a suite of services and capabilities. Responsible for overseeing a diverse portfolio of programs that includes creating and maintaining a.

• Charged with creating and implementing a continuous improvement program and processes that serve teams ranging from 200 –1200 personnel. Facilitate team-based improvement events, initiate and lead far-reaching.
• Created a site-specific formal mentoring program and leadership development program.
• Established a monthly report that shares internal and external lessons learned, as well as best practices.
• Led performance reporting efforts, including the creation and standardization of key performance indicators.
• Created a process that drastically improved the efficiency and accountability of preparations for material inventories, which decreased downtime by weeks per year for multiple manufacturing lines.

• Led a diverse team of managers, engineers, technicians, and administrative staff to accomplish multiple manufacturing milestones (Oxide and RTG manufacturing lines). Provided oversight of all key manufacturing.
• Led teams of up to 70 personnel and had budgetary control of over $20 million.
• Provided oversight for the start-up of a program/process that had been shut down for over three years.
• Introduced new human performance error prevention tools that target operator skill mode and complacency.
• Instituted the use of key performance indicators to track the performance of both leading and lagging metrics, including a housekeeping metric that improved efficiency/support of material inventories.

Eunice, NM

Led a small team of Safeguards Specialists in order to ensure all material is tracked and accounted for using GAAP. Oversaw the implementation of all nuclear non-proliferation programs on site. Responsible for maintaining the site risk register and managing the site risk team. Led the monthly executive risk review and ensure that all capital projects are.

• Responsible for driving operational excellence and human performance improvements. Lead an operations team of 13 managers and 54 individual contributors, while overseeing a departmental budget of up to $14 million..
• Drove team collaboration by developing and administering an engagement and conflict survey for the team of Shift Managers. Analyzed the data from the survey and used it to design and facilitate a team building exercise.
• Initiated and led a project to change the company’s license commitments in regard to the reuse of unwashed product cylinders. This change resulted in a savings of $500,000/year.
• Transformed the method used to track human performance errors and the associated KPI. The change was built on the principals of the HPE pyramid and was designed to focus on personnel accountability for all levels of.
• Served as a member of the asset management team, representing the site in both internal and external audits that focus on the implementation of ISO 55000 standards.
• Facilitated a departmental culture change, while serving as the interim manager, which allowed a project that was eight months behind schedule to be completed in two months.

• Responsible for ensuring the plant is operated in a safe and efficient manner. Coached, guided, and mentored 8 to 12 operators through the use of timely feedback and the performance management system. Served as the.
• Initiated and spearheaded a project that changed the load cell calibration requirements from yearly to as needed. This project also reduced the bulk of the calibration process and resulted in $300K+/year initial savings.
• Collaborated with a cross-functional team to increase efficiency by revising license requirements and eliminating over commitments.

• Led a team of 8 to 10 operators, providing coaching and oversight for plant evolutions and pre-job briefs. Served as the shift technical expert. Ensured that material was tracked, and data recorded correctly in SAP..
• Liaised among Maintenance Department to plan, schedule, and implement the work management system, along with maintaining equipment control, managing accurate operational records, and preparing problem reports.
• Exhibited expertise with all plant procedures, including those involving chemical, radiological, and critical safety.
• Ensured fire protection program requirements were met, including minimizing transient combustibles and fire prevention activities, along with serving as a plant Fire Brigade Leader.

• Drafted and / or reviewed initial revisions of plant operating and commissioning procedures.
• Conducted plant operations in accordance with approved operating procedures and the conduct of operations.
• Handled technician/operations and HAZWOPER functions per 29CFR1910.120(q), and served as a qualified fire brigade member.

Master Of Engineering - Meng, Technical Management, 4.0

Master Of Business Administration (M.B.A.), 4.0

Activities and Societies: Golden Key International Honour SocietyDistinguished Scholar Award Dean's Certificate of Excellence Award Beta.

Bachelor Of Science In Applied Technology (Bsat), Nuclear Engineering Technology, 3.9

Arnold Fletcher Award Recipient

Certificate, Lean Six Sigma Black Belt

Activities and Societies: AALSSC AccreditedBlack Belt Certified

Certificate Program, Building More Effective Teams

Professional/Leadership Development Course

Certificate Program, Managing Yourself While Leading Others

Professional/Leadership Development Course