[en] The Fast Flux Test Facility has a history of innovation that goes beyond mere compliance with DOE Conduct of Operations. This innovation fosters excellence at all levels of daily operations. Consistent operator input into management decision making and self-assessment has helped to produce an Operations staff that is proud and professional. A group of operators drafted the Fast Flux Test Facility Operations Professional Code, which serves as a benchmark for excellence. Operator committees have proposed changes as varied as the twelve hour rotating shift schedule, a streamlined reactor operator qualification program and an improved new hire training process. The changes succeeded because they had widespread operator acceptance. Similar committees have initiated staffing and qualification changes to help Operations cope with transforming the plant from an operating to a standby status. Standing committees such as the Operations Review Team (1985 to 1988) and the Operations Performance Enhancement Committee (1990 to present) have provided operators with an independent review of root causes and corrective actions to events. This occurs both for in-plant and other DOE facility events, through a Lessons Learned Program. The committees have also had open-quotes management's earclose quotes regarding suggestions for improving safety, efficiency and operator performance. As the Fast Flux Test Facility goes from an operating plant to a plant in standby, one of the primary changes will be to maintain operator interest in continual improvement. The Operations Performance Enhancement Committee can assist in this pursuit -- a pursuit of excellence. The purpose of this paper is to relate the successes of operator involvement at the Fast Flux Test Facility from the viewpoint of an Operations Engineer