ML20098B008
| ML20098B008 | |
| Person / Time | |
|---|---|
| Site: | Cooper  |
| Issue date: | 12/09/1994 |
| From: | NEBRASKA PUBLIC POWER DISTRICT |
| To: | |
| Shared Package | |
| ML20094C015 | List: |
| References | |
| FOIA-95-262 PROC-941209, NUDOCS 9510020035 | |
| Download: ML20098B008 (100) | |
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Nebraska Public Power District 5
i Nuclear Power Group O
Phase 2/3 Performance Improvement Plan with I
Phase 2 Action Plans Release 1.0 i
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December 9,1994 5
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9510020035 950905 FOIA PDR PATTERS95-262..,PDR
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1 Introduction and Purpose................................. 0-2 1,1
-introduction and Overview..........................
0-2 1.2 Ex pected R esults.................................. 1-1 1.3 Planning Assumptions 1-2 2
Vision and Top Level Goals..............................
2-1 2.1 Vi s i o n.........................................
2-1 2.2 To p Le vel G o al s................................... 2-3 2.3 Other Performance Measures.......................... 2-4 3
NPG Strategies and Programs.............................. 3-1 3.1 Strategy Overview................................. 3-1 3.2 Supporting Strategic Programs 3-2 4
Development Process..................................
4-1' 4.1 Management involvement............................ 4-1 4.2 Pro ce s s inputs...................................
4-1 4.2.1 Performance lssues............................ 4-2 4.2.2 CNS Competitiveness.......................... 4-2 i.O) 4.3 Performance Gaps................................
4-4 4.4 Strategy Development.............................
4-4 4.5 Supporting Programs and Action Plans..................
4-5 4.6 Critical Success Factors............................
4-5 5
Linkage of NPG Plans and initiatives......................... 5-1 5.1 P h a s e 1 Pl a n..................................... 5-1 5.2 Phase 2/3 Plan 5-1 4
5.3 N PG Business Planning.............................. 5-1 6
Management of the Phase 2/3 Plan.......................... 6-1 6.1 Strategy and Program Management..................... 6-1 6.2 Schedule and Milestones............................. 6-1 6.3 Revisions 6-4 6.4 R e s po n sibilities................................... 6-4 6.5 Closure and Ef fectiveness............................ 6-5 6.5.1 Plan Closure Process........................... 6-5 6.5.2 Evaluation of Plan Effectiveness................... 6-6 6.5.3 Measures of Effectiveness....................... 6-6 6.5.4 Ef fectiveness Reviews.......................... 6-7 O
7 Strategies and Program Action Plans........................
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Introduction and Purpose 1.1 Introduction and Overview This document is the Phase 2/3 Performance improvement Plan (Phase 2/3 Plan) of the Nuclear Power Group (NPG), it is a strategy-based plan for achieving significant long-term improvements in NPG's plant and organizational performance. The plan provides clear linkages from NPG J
challenges and performance issues to corrective strategies and implementing programs. It covers NPG activities, both those directly involving the staff at Cooper Nuclear Station (CNS) and activities in support of our operations provided from the General Office. The plan serves the following purposes:
It encompasses the important activities that NPG needs to perform in the near future. If it is not in the Phase 2/3 Plan, and not an essential part of baseload work, then by definition it is l
not important to our success.
It establishes the strategic direction for NPG and focuses all activities on supporting plant operations.
OO It is a primary source of management direction. The Phase 2/3 4-Plan will be a guide for achieving significant improvements in our regulatory, operating and cost performance.
The Phase 2/3 Plan directly addresses the causes of j
performance problems; its strategies and programs will result in lasting improvements in plant and organizational performance.
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i Phase 2 focuses on a manageable set of high-priority issues to be accomplished within two to three months. This expedited attention will reinforce our momentum for performance 4
improvement.
The plan establishes an overall framework for improving NPG performance, starting with our vision and top level goals, then translating them to strategies with associated implementing programs. Each program is defined in a comprehensive action plan, including objectives, schedule and performance measures. Each strategy and program has an identified management sponsor. Resources are linked to each program and are tied to baseline budgets through redirecting existing resources or requests for a
incremental funding.
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Programs are classified as either " Phase 2" or " Phase 3." Phase 2 programs address the high-priority issues where performance improvement is most important, and visible results are expected within a few months. Phase 3 programs are longer-term in nature, with results expected in a horizon extending to approximately 24 months. All Phase 2/3 Plan programs (and other NPG activities) will evolve into a continuous improvement mode as the actions described are implemented and take effect.
This release of the Phase 2/3 Plan specifies all eight Phase 2 and seventeen Phase 3 implementing programs. In addition detailed action plans and schedules are included for the Phase 2 programs. Phase 3 Action Plans will be developed after plant restart and incorporated in a subsequent release of the Phase 2/3 Plan.
Consistent with this plan's focus on long term improvement, a set of top level goals are specified to be attained within three years, consistent with NPG's overall strategic objectives. Annual goals and performance measures will be developed to guide incrementalimprovement. The specific goals and measures for 1995 will be developed and added to the plan after plant restart.
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The NPG 1994-1997 Business Plan developed in early 1994 and the CNS Integrated Enhancement Program plan are superseded by this Phase 2/3 Plan.
1.2 Expected Results This plan is the road map for attaining and maintaining top quartile performance over the next three years. Interim goals will be established to measure progress and guido management action on an annual basis.
Specific performance measures, identified in the action plans, will be used to determine progress and the effectiveness of improvement activities. Periodic management reports will be developed and distributed to plant personnel to compare performance to goals and performance indicators. These reports also will be reviewed in periodic NPG management review meetings.
Phase 2/3 Plan development and implementation will serve to further reinforce a disciplined management planning process begun with the Phase 1 Plan and Restart Readiness Program.
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%d 1.3 Planning Assumptions Several key assumptions guided plan development. These are:
a Performance improvement activities must address problems and i
issues identified in recent assessments as well as strategic initiatives needed to progress toward the top level goals.
Industry performance standards will continue to rise while NPG i
resolves its current performance issues. After acceptable plant performance is reestablished, continuous improvement will be required to establish and maintain NPG's competitive position relative to other nuclear plants and non-nuclear energy suppliers.
NPG's performance must fit within NPPD's overall business envelope for being a competitive power supplier. Top quartile nuclear industry performance should be consistent with this boundary condition.
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All NPG activities must be directed toward supporting safe plant
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Vision and Top Level Goals 2.1 Vision NPG's vision describes what the organization is striving to be and how it communicates those qualities to others. The vision implies change, containing both the direction and objectives for needed changes. The NPG management team developed the NPG vision statement and is committed to acting in accordance with its principles.
Our vision statement on the next page describes the key attributes of the NPG organization that will be apparent within three years. This vision, by -
highlighting areas where new or significantly enhanced capabilities or behavior is required, provides the focus for near-and longer-term performance objectives. Progress toward this vision is already occurring by virtue of the initiatives under the Phase 1 Plan and continued progress should be observed as we implement the Phase 2/3 action plans. By the end of 1997, or sooner, we want to achieve the vision attributes.
The vision incorporates attributes that are characteristic of the best Q
performing nuclear plants and our strategic objectives. As a consequence, J
NPG's vision and top level goals are linked and consistent. The strategies, objectives and action plan activities are also consistent with the vision and, in some cases, are directly intended to develop one or more specific vision attributes.
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NUCLEAR POWER GROUP fb NPG Vision Focus on Safe Operations Regulators, the public, and our partners have confidence in our ability to operate Safe operations is the central focus of the safely. There are no surprises. NPG Nuclear Power Group, integrates industry experience in Operations sets the agenda for all other continuing assessments of its organizations.
performance.
NPG finds its own problems. Self Vigilance toward emerging industry issues will be maintained.
assessment and a questioning attitude are used to recognize improvement Resource Management opportunities as well as problems.
Significant problems are addressed A consistent priority system is used to allocate financial and human resources to promptly.
high value activities that support top level Recurring deficiencies or equipment
- goals, failures are not accepted.
Work activities are planned and completed Personnel errors are avoided by individual within budget and on schedule, discipline and effective administrative barriers.
Long term asset value is realized by balancing expenditures, operating reliability Conservative decision-making is practiced and risk, O
at all times.
Outage duration is consistently less than Management Practices 50 days.
Performance standards are established and Organizational Effectiveness communicated to employees.
Communications up, down and across the Rewards are aligned with and based on organization are timely, clear and results.
complete. Each mem5r of NPG has a Accountability is used to focus efforts on consistent understanding of expectations and the current shuation.
- results, All employees accept ownership and Fully developed management development personal responsibility for work safety, programs preserve " bench stength" and quality, and efficiency, allow NPG to manage both routine and emergent issues without shortchanging l
Decisions have a rational basis and are either.
consistent with goals.
Roles and responsibilities are clearly Responsive to External Environment defined and designed to facilitate NPG's operation of CNS delivers a teamwork. Behavior consistent with teamwork is routine and a constant competitive product to its customers.
Customers know their input is valued and they are viewed as partners.
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V 2.2 Top Level Goals NPG performance must support the District's goals. To focus NPG's efforts, we must within the next three years achieve and maintain upper quartile performance compared to other U.S. nuclear plants in the areas of safety, generation and cost. The top level quantifiable measures in these areas are NRC SALP ratings, capacity factor and plant production costs. ~These performance measures provide consistent industry-wide indicators of CNS performance.
Achieving these goals should put NPG into its desired relative competitive position. Cost and operations goals are directly linked to NPG's business purpose: to produce power at a competitive cost so that NPPD can attract and retain customers. Safety and regulatory performance satisfies a mandatory requirement for our business. Achieving this goal allows us to pursue our business goals.
The performance measures associated with our top level goals are a minimum set; the challenge is that they must be achieved concurrently. A number of U.S. nuclear plants have achieved top quartile performance in all three performance areas. Their experience shows that it is possible to (q
achieve a successful balance among the many interrelated factors that affect
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performance. At these plants, the various performance factors reinforce
- each other: a safe plant runs efficiently and reliably; high output and-reliability improves cost performance on a $/MWH basis; and improved regulatory performance means fewer resources are spent reacting to regulatory issues.
In the short-term, obvious tensions exist among the performance factors.
We recognize that continued financial investment will be necessary before paybacks are visible in terms of higher capacity factor or improved SALP ratings. This plan targets resources on high leverage opportunities and problem areas that otand between NPG and top quartile performance.
The Phase 2/3 Plan focuses on areas that are key to CNS becoming a top quartile plant. We know that performance standards and expectations will continue to rise in each area. However, accepting less than top quartile performance is not an option; only top performing nuclear plants will be economically competitive in the future.
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PHASE 2/3 PLAN NUCLEAR POWER GRoVP OO NPG's goals are challenging but realistic. Until recently (through 1992), CNS was a top quartile performer in cost and capacity factor. Following are the NPG 19;.
197 performance goals in each category:
Performance Category 1995 1996 1997 Safety / Regulatory s1.25 (average SALP rating)
Operating 285 %
(% Capacity Factor)
O&M plus Fuel Cost s $ 18/MWH
($/MWH)
' Values for 1995 goals will be developed after plant restart. Values for 1996 goals will be developed by the end of 1995.
2.3 Other Performance Measures The top level goals show how NPG is performing relative to other nuclear q,/
plants. Other performance measures are needed to show (1) how NPG is contributing to the District's needs and expectations and (2) major components of the top level goals. To this end, NPG has established the following more specific performance indicators for 1995-1997. These indicators are derived from and supportive of the top level goals. Values for the indicators for 1995 will be developed after plant restart. Values for subsequent years will be developed prior to the beginning of each year.
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PHASE 2/3 PLAN NUCLEAR POWER GROUP Performance Indicator 1995 1996 1997 Safety / Regulatory Performance (SALP rating)
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developed developed developed To be To be To be NRC v,olations i
Total Level ill or higher Regulatory commitments compliance Unplanned scrams Collective radiation exposure (man-rem)
INPO rating Industrial safety accident rate Human performance (indicator to be developed)
Quality of communication with external parties I
(indicator to be developed)
Operating Performance (Capacity factor) i C
Refueling outage duration 4
Forced outage rate Thermal performance MWR performance (indicator to be develeped)
EWR performance (indicator to be developed)
Cost Performance (O&M plus fuel cost per MWH)
O&M expense and budget compliance Capital expense and budget compliance Fuel cost per MWH NPG staffing level Condition reporting process time (by priority)
Problem recurrence rate Project budget and schedule performance 0
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-3 NPG Strategies and Programs
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3.1
- Strategy Overview The Phase 2/3 Plan is a strategy-driven plan for achieving the vision and top level goals. Strategies delineate how NPG will achieve the changes assoc.iated with meeting the goals and vision. Strategies provide the overall 3
direction and unifying themes for the programs and specific activities.
5 Two different paths were pursued for strategy development: vision-based and problem / issue based. This process (illustrated in Figure 3-1) drives a e
convergence to the key performance gaps and the strategies needed to i
address each gap.. It ensures that the strategic significance of a wide variety
.of problems, issues and vision attributes are integrated into the performance t
improvement process.
ISSUES 4
COLLECTIVE SIGNIFICANCEh ROOT CAUSES
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Seven strategies for improving performance were identified to address key performance gaps.-- The ~ areas addressed by these strategies, identified in J
- Figure.3-2, are comprehensive in terms of improvement focus for the next
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encompass baseline activities that are basically sound, but which should be part of continuous improvement efforts.
Focus on Operations Configuration Management Resource Allocation and Work Management Continuous improvement Management Practices and Systems Skills and Qualifications Extemal Relations Figure 3-2 Top Level NPG Strategies 3.2 Supporting Strategic Programs Within the seven strategies, specific activities required for performance j
improvement are delineated as strategic programs. Each strategy can (and does) have several associated programs. Each program has its own objectives, performance indicators and action plan, including a detailed O
schedule, activities and performance milestones. Activities are resource C
loaded and will be funded by redirecting existing resources or requesting incremental funding. The programs will result in pervasive, systematic
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changes in NPG's business approach and processes; the programsmre not-punch lists of action items or one-shot problem fixes.
Programs are identified as either " Phase 2" or " Phase 3," depending on their relative priority. Phase 2 programs will have the highest priority in the post-startup period. NPG's intent is to apply maximum effort in these areas and realize significant improvements in 2-3 months after startup. Action Plans for Phase 2 programs are included in Section 7 of this plan. Phase 3 Action Plans will be developed after plant restart. Implementation of all performance improvement activities will continue to be integrated into an overall schedule and managed to meet top level milestones.
" Program trees" are used to illustrate the development of strategic programs for each strategy area. These trees provide a convenient road map to the overall Phase 2/3 program structure provided in Section 7. Figure 7-1 1
presents the seven top level strategies and their associated programs.
1 Figures 7-2 through 7-8 provide expanded trees for each strategy; each tree
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shows the Phase 2.and 3 strategy sponsor, programs and program objectives.. For Phase 2 plans the implementing activities are also displayed.
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.4 Development Process
'4.1 Management involvement, The NPG management team developed the Phase 2/3 Plan. To the maximum -
' extent possible, the Phase 2/3 Plan process attempted to develop
. management consensus on all_ aspects of the plan, from the current situation analysis to the development of strategies and programs.
- The NPG management team participated in a set of workshops to assess the current situation and initiate the planning process. The vision and top levei goals were formulated based on (1) an analysis of the attributes of top performing nuclear plants and how these attributes would apply to NPG's situation, (2) performance history and trends at CNS, (3) the experience of new managers with other nuclear programs and (4) the constraints and requirements established by customers, regulators and other external factors.
The group also analyzed the issues and causes from various CNS performance assessments to identify common threads and causes.
Using both the vision and the situation analysis, the management group identified e series of performance gaps, or areas where improvement was O-needed to meet standards and/or the vision attributes. The set of seven long-term strategies were defined to address these performance gaps. Smaller teams then developed the outlines of the strategic programs necessary to implement each strategy.
Individual managers were assigned as sponsors for each of the seven strategy areas and as program leaders for each of the implementing programs. Sponsors and program leaders were responsible for configuring
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multi-disciplinary teams (drawn from throughout NPPD) to develop detailed action plans and resource estimates for each program. Regular meetings
'with senior site management are used to review the plans, ensure their focus J
l is consistent with management direction and cord!n-the program managers' i
commitment to their plans. This rigorous, collabo.itive process provides a b
high level of confidence that the Phase 2/3 Plan establishes a correct and i
effective course of action for NPG.
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4.2 Process inputs -
As noted above, the Phase 2/3 planning process considered both current performance problems and the NPG vision in developing strategies. The data l
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- and analysis associated with these process inputs is discussed in this section.
4.2.'1 Performance issues
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i-Current performance issues were culled from recent evaluations and assessments performed by NPG and external parties such as the NRC. These evaluations included the NRC Special Evaluation Team findings and the May j
27,1994, July 1,1994 and August 2,1994 Confirmatory Action Letters;
.the Diagnostic Self Assessment Team report; the NPG 1994-1997 Business
-- l Plan, Phase 1 Performance improvement Plan, Integrated Enhancement Program plan, and other self assessments and management initiatives.
The issues raised in these various documents had been previously. examined and screened for restart issues for inclusion in the Phase 1 Plan. For purposes of the Phase 2/3 plan, these issues were further evaluated to determine their significance to achievement of NPG's vision and top level goals. Although they came from many different sources, the data provided consistent indications of the areas where' performance problems were occurring.
These different views of the performance issue data were considered by the management team to identify and describe the most significant problems and characterize performance gaps. The term " performance gap"-is used to denote a difference between our desired level of performance in the long term and our actual performance, taking into account the progress that is being made prior to startup via Phase 1 improvements. Thus, Phase 2/3 activities will provide the next increments of performance improvement beyond that needed for restart, and needed to sustain and elevate NPG's performance to competitive levels. Identified in this manner, performance gaps are the basis for developing strategies and assuring a competent linkage to improvement activities.
4.2.2 CNS Competitiveness
-The analysis described in the previous section focused on specific issues
. affecting recent performance and their implications for long term improvement. Another useful perspective is gained by reviewing NPG's recent performance benchmarked against the industry. Experience indicates that long-term competitiveness requires performance at the upper range of-the industry.
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l qh CNS was in a very good economic competitive position through 1992.
i However, operating and cost performance declined in 1993 and 1994. This decline can be correlated with a decline in regulatory performance.
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s Long-term competitiveness means achieving our top level goals: upper
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i quartile regulatory, operating and cost performance. Attaining the top quartile will require meeting or exceeding the following quantitative targets' SALP s1.25 Capacity Factor 285 %
j Cost s$18/MWH i
NPG's recent cost performance and a range of projections for this year and
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next are shown in Figure 41. This figure also highlights the cost challenge facing NPG: over the next several years we will need to capture the cost efficiencies associated with improved performance to regain competitive budget levels.
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1994 (No restart)
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I CAPACITY FACTOR (%)
Figure 4-1 Historical and Projected NPG Cost Performance I.
1 These targets are estimates based on projections of current industry performance.
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PHASE 2/3 PLAN-NUCLEAR POWER group 0V External factors also affect and establish standards for NPG performance.
They include regulatory and industry influences and NPPD's overall competitive situation.
i As noted, regulatory and industry performance standards are expected to continue to rise. This expectation has been factored into the upper quartile estimates but these will be updated on an annual basis.
NPPD's situation is expected to become more competitive. Nebraska is a i
low-cost energy state. Although there are no investor-owned utilities (IOUs) in the state, the various public agencies are constantly searching for lower-cost sources of reliable power. The biggest customer for CNS product (50%
of plant output) is on out-of-state IOU. They are more directly exposed to competitors than Nebraska agencies and also need low-cost suppliers in order to retain their customers.
4.3 Performance Gaps From every point of view, NPG faces significant performance gaps between its current path and necessary future performance. The management team
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examined the analysis of current issues, the changes required to realize the s
NPG vision and the performance necessary to meet the top level goals to determine the nature and extent of the performance gaps. Importantly, these gaps relate to both organizationaFand plant performance.
i 4.4 Strategy Development Strategies correlate directly to the identified performance gaps. This continues the linkage from the vision and other inputs to required actions.
i Strategies express hm performance improvements will be brought about.
I They focus on how to change the current situation, practices, beliefs, etc.
and include some verifiable indication of exactly what will change.
Strategies describe fundamental courses of action and focus on the causes
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of problems and performance deficiencies.
The seven base strategies define the framework and set the direction for NPG performance improvements. The strategies establish principles for the way NPG will conduct its business. Each strategy focuses on one important performance area. All of the strategies have a wide application and require interdisciplinary approaches that cut across department boundaries. Each strategy has an identified management sponsor.
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4.5 Supporting Programs and Action Plans The supporting programs and action plans were developed in accordance
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with specific objectives to implement all or part of the associated strategy.
The programs required to implement each strategy were identified by the NPG management team during the planning workshop. These programs were categorized as Phase 2 (implemented and effects visible in 2-? months) or Phase 3 (18-24 months).
Each program has its own action plan which details the specific activities, schedules and resources necessary to accomplish the program objective (s).
The actlon plans also include performance measures and expected results to provide objective evidence of the effectiveness of program actions. A program leader has been identified for each program. A common planning template was used to facilitate program development and management review, permit comparisons and show linkages between programs, and sirnplify measurement. Review and comparison are used to ensure that NPG's programs fit together, i.e., they are internally consistent and mutually supportive.
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Program descriptions, including specific implementing activities,
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responsibilities, and performance milestones for Phase 2 activities, are provided in Section 7 of this release of the Phase 2/3 Plan.
4.6 Critical Success Factors
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Critical success factors are the things that absolutely have to be done right in order for NPG organization to be successful. These factors are described below; they should be identifiable implicitly throughout this plan and visible as the plan is implemented.
l Improved external relationships NPG must reestablish satisfactory levels of confidence and credibility with the NRC. Resolving regulatory concerns is essential to a successful restart and high capacity factor plant operations.
NPG must perform in accordance with projections and forecasts provided to the Participants who have contracts to take CNS product.
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NUCLEAR POWER GROUP V) 1 Cost competitiveness Notwithstanding increased resource requirements associated with
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j needed improvement programs, NPG must recover to competitive budget levels as soon as possible.
Managing risks 5
NPG must actively manage risks while implementing major changes.
The organization must take a comprehensive approach to understanding and managing the operating, regulatory and economic risks that it faces.
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5 Linkage of NPG Plans and initiatives 5.1 Phase 1 Plan The Phase 1 Performance improvement Plan addressed those significant issues identified in the DSAT, the CAL and open inspection report items, and management self-identified issues that must be resolved prior to plant startup. Some Phase 1 issues have additional follow-on scopes of activity which are reflected in the Phase 2/3 plans.
5.2 Phase 2/3 Plan i
This Phase 2/3 plan addresses the need for post-restart and long term performance improvement within the context of an overall business plan.
The Phase 2/3 strategic programs cover the most important new work that will be performed in NPG during the next few years.
Phase 2 involves essential actions that will be accomplished within the next two to three months. Because this phase has a short duration, only a few high-priority issues will be addressed. Phase 2 provides a bridge between
.O startup and the fullimplementation of Phase 3.
G Phase 3 is the long-term strategic planning phase, it provides the framework for managing performance improvement actions essential to meet long-term goals for safety / regulatory, operating and cost performance.
l 5.3 NPG Business Planning The Phase 2/3 Plan, in conjunction with NPG budgets and financial plans, will comprise the NPG Business Plan. Budgets and financial plans are developed in accordance with NPPD standard practice and schedules. They integrate resources identified in each of the Action Plans with resources required to perform normal baseline actNities that are a necessary and continuing part of our nuclear operations. An integral part of the Phase 2/3 management process is the regular prioritization of our workload to ensure that available resources are being applied to the most important activities. This prioritization will be a dynamic process that permits new items to be added when necessary and redirects resources from lower value work.
The NPG 1994-1997 Business Plan developed in early 1994 and the CNS Integrated Enhancement Program plan are superseded bv this Phase 2/3 Plan.
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V 6.
Management of the Phase 2/3 Plan 6.1 Strategy and Program Management The key to making progress on implementing the Phase 2/3 Plan is to rneasure and manage performance. Each program action plan will have a management sponsor and plan manager, a defined implementation schedule and performance measures to compare actual progress against expected results, in addition, there will be a Phase 2/3 project manager with overall coordination responsibilities.
As with fhase 1 plans, periodic management reviews will be conducted.
Changes to established schedules will require management review and approval.
A reporting framework will be established to monitor plan implementation.
Performance indicators developed for key programs and processes will be used to measure strategy impact and effectiveness. Periodic reporting, coupled with active oversight and involvement by NPG managers, will keep NPG personnel aware of and focused on plan activities and implementation Q
progress.
V At least annually, an overall NPG management team review (similar to the workshops used to develop the Phase 2/3 plan) will be held to review progress, identify any required actions to realign actual implementation with the plan and propose any necessary adjustments to programs, schedules or priorities. Given the major changes taking place, an overall NPG management team review will be scheduled in about six months to revisit the Phase 2/3 Plan and make any needed adjustments.
6.2 Schedule and Milestones Figure 61 is a top-level schedule and milestone chart for the completion of the Phase 2/3 Plan.
Figure 6 2 is a level 1 schedule and milestone chart for the development of the Phase 2 and 3 plans. Detailed milestone charts are included with each plan in Section 7.
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NUCLEAR POWER GROUP PHASE 2 RFORMANCE IMPROVEMENT PLAN ID Name 10S l10/16 l10/23 l10/30 l 11/6 l11/13 l 11/20 l 11/27 l12/4
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6.3 Revisions J
Th'e Phase 2/3 plan is a working tool for management to establish and
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communicate deection and priorities for NPG. New information, ch~anging circumstances or new input from external parties may require changes to the plan. Any changes or revisions to the Phase 2/3 plan, including the implementing action plans, will be handled as described in this section.
Proposed changes to specific programs will be prepared by the program manager. The cognizant sponsor will review and approve all program l
changes. Changes that affect relationships among multiple programs must be approved by the cognizant management sponsor (s). The Site Manager must ultimately approve all changes to the Phase 2/3 plan, including the i
program plans.
I The Phace 2/3 Plan Change Form will be used to document plan and program changes, including necessary approvals, activity completion and closures.
The contents of all change forms will be tracked in the Phase 2/3 program 2~
log.
6.4 Responsibilities NPG recognizes that a plan alone will not produce performance j
improvements. The primary contributor to success-is clear assignment of-implementation responsibilities, ensuring that responsible individuals have the resources and authority to complete their assignments. As outlined below, these elements have been established for the Phase 2/3 plan:
The Site Manager has overall responsibility for Phase 2/3 plan i
content, coordination, performance tracking and successful j
implementation. The Site Manager will approve all significant additions, deletions, or revisions to the Phase 2/3 Plan scope or j
schedule. In' addition, the Site Manager will initiate strategic changes to the Phase 2/3 Plan when necessary due to changes in management direction, strategic considerations, or concerns about the effectiveness of the plan, i
The Phase 2/3 Project Manager is responsible for coordinating the development and implementation of the Phase 2/3 plan, l
monitoring and repnrting plan progress, tracking revisions ard updates, reviewing and concurring with changes to action plans l
PIPTEXT.612/7/94 Page 6-4 4
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and schedules, informing senior management when action is j
necessary to ensure milestones, objectives and performance expectations are met, and developing any documentation neces'sary to fulfill these responsibilities.
4 Each strategy has a sponsor. The sponsor is responsible for 1
ensuring that the strategy is effective and coordinating the activities of the program managers. The sponsor is also i
responsible for reviewing progress against plan schedules and milestones, and for evaluating the effectiveness of plan 1
implementation.
Each strategic program has a program manager. The program manager is responsible for coordinating resource requirements j
and assignments for individual activities, and ensuring that milestones are met and program activities have their intended positive impact on plant and organizational performance.
The NPG management team will monitor overall plan implementation and meet, at least annually, to review progress and new issues or problems and,
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as necessary, propnse changes to program managers or strategy sponsors.
l The individuals who occupy the roles described above have personal responsibility and-accountability for achieving results in their assigned areas, i
i Strategy sponsors and program managers are also responsible for providing monthly strtus reports to the Phase 2/3 project manager. Such reports will cover progress and any problems, issues or changes in their assigned areas.
All NPG employees have a personal stake in CNS' future. The contents of the Phase 2/3 plan will be shared with NPG employees to provide them with the information necessary to make decisions consistent with NPG's top level goals and strategies.
6.5 Closure and Effectiveness 6.5.1 Plan Closure Process The Phase 2/3 project manager, as part of his project monitoring responsibility, will track schedule progress, milestone achievement, activity completion and program closure for all Phase 2/3 programs. The program closure process will clearly identify any activities that have a continuing V
PIPTEXT.612n/94 Page 6-5 s
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PHASE 2/3 PLAN NUCLEAR POWER GROUP component and specify how the program will be subject to " continuous improvement" after its official closure. The specific closure activities will be comparable to the Phase 1 Plan process.
6.5.2 Evaluation of Plan Effectiveness Assessments will be performed to verify completion of activities and the effectiveness of Phase 2/3 strategies and program plans. Effectiveness reviews will be performed at both the program level and the strategy level.
Program level effectiveness is directed at the results of the specific actions laid out in the program plan to accomplish the expected changes in performance levels. Strategy level effectiveness is directed at the synthesized results of a number of programs, and must account for the possible impact or interaction associated with other top level strategies.
In all effectiveness reviews the objectives will be as follows:
- Determine that plant and personnel performance results have j
improved commensurate with the needed level of change and the j
timing of the effectiveness review.
- Verify that the causes of prior performance problems have or are l
being addressed.
6.5.3 Measures of Effectiveness Effectiveness reviews will be based on objective evidence of progress or the desired impact of program activities, not just the completion of activities or achievement of milestones. The following types of measures will be used as i
appropriate to the specific situation:
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- Performance measures identified in the program plan.
- Absence of repeat problems or repetitive failures.
- People's awareness, knowledge and commitment to changed behaviors.
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- Results of communications and training.
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6.5.4 Effectiveness Reviews Effectiveness reviews will be performed in accordance with predetermined criteria. For program plans, effectiveness will be reviewed each six months, or at plan completion if the plan is completed within six months. Reviews also can be performed at the request of the Site Manager, strategy sponsor or program manager. Six month reviews will be conducted throughout the 1
term of the Phase 2/3 plan which is expected to be 18-24 months. For completed plans this will involve followup reviews at six month intervals.
The specific schedule will take into account " natural" milestone or break points in the program or the end of a set of related activities. It will allow time af ter completion of activities for the results to "take effect" and be i
measurable.
Effectiveness reviews will include performance data collection and analyses; document reviews and interviews; observations and/or verifications of activities and other modes as may be appropriate. A written report will be 4
prepared to document the results of each effectiveness review. It will summarize the materials and information reviewed, report conclusions, and identify any additional actions or changes needed to achieve effectiveness.
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7 Strategies and Program Action Plans This section contains detailed descriptions of the seven strategies, their implementing programs and supporting action plans (Phase 2 plans are included in this release of the Phase 2/3 plan). This is the heart of the Phase 2/3 plan. Each of the strategies focuses on one important performance area.
Taken together, the strategies define the framework and set the direction for performance improvements. The programs willimplement the changes in business practices, operating philosophy and culture that are required to achieve NPG's top level goals. As these programs are implemented, they will result in permanent changes to NPG's business approach and methods.
The program tree in Figure 7-1 shows the seven top level strategies and their associated programs.
Each of the subsections which follow address one top level strategy and its associated programs. An expanded view of the strategy tree delineates the relationship of strategy, programs and Phase 2 implementing activities.
Phase 2 Action Plans are located behind the expanded view figure.
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PtPTEXT.512/7/94 Page 7-1
PHASE 2/3 PLAN es
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7.1 Focus on Operations Strategy This strategy will focus our efforts on safe operation by redefining the roles and responsibilities of functions and individuals. We will establish uniform work priorities, set standards for performance and restructure programs and processes to facilitate the completion of work and the focus on operational needs. In addition we will apply safe operating principles in establishing work priorities and in the conduct of operation and a disciplined approach to execution and accountability for operational performance results.
The strategy will be implemented through four programs, listed below, and illustrated in the box at the bottom of the page:
Management Expectations for Operations Prioritization of NPG Workload Operations Critical Work Processes Organizational Focus em
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V Figure 7.1-1 provides an expanded view of the Phase 2/3 programs and Phase 2 activities.
Strategy Sponsor: P. Dirito Note: Phase 2 Programs are shown in Bold Develop and Communicate Expectations for the Conduct of operations Expectations for operations Shift Crew Performance Focus oN OPERATIONS Prioritization of NPG Work;oad Operations CritcalWork Processes organizational Focus (Engineering Reorganization) piptext 71
Note: Ph:se 2 Programs are shown in gold Dev;lzp (nd Communicita Expectatlins for the I
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C:nduct of Operitions Expectations f'or Operations Shift Crew Performance
[mI FOCUS ON OPERATIONS N
siRATEGY: Focus our efforts on safe operation by redefining the roles and Prioritization of NPG Workload responsibilities of functions andindividuals. Establish uniform work prionties, set standards for the performance of(quality, timeliness, and Operations Critical Work Processes cost), andrestructure programs andprocesses to facilitate the completion of work and the focus on operationaineeds. Apply safe operating Organizational Focus (Engineering Reorganization) principles in establishing work priorities and in the conduct of operation and a disciplined appmach to execution and accountability for operational performance results.
Surveillance Program Upgrade CONFIGURATION MANAGEMENT Design Basis Usability STRATEGY; Establish a clear understanding of the rules for managing the configuration of the plant for alloperations, maintenance and change Cssign Basis Use activities. Assign responsibility for ownership of conDguration programs, define the interface responsibilities, and clarify responsibility for decision 1
making.
Integrated Planning, Scheduling and Work Control RESOURCE ALLOCATION AND WORK MANAGEMENT Budgeting and Resource Allocation STRATEGY: Establish resource allocation and work management systems that ensure achievement of NPG top-levelgoals.
Eliminating Low Value Activities and Processes Corrective Action CONTINUOUS IMPROVEMENT Operational Expenence Review 81RATEGY: Continuously improve NPG's performance by routinely assessing
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performance, including review of operating experience, and identifying both Assessments improvements andproblems. Reduce the impact and recurrence of problems, ensuring they are closed out effectively by follow-up and feedback after corrective actions.
Business and Strategic Planning (Phase 213 Plan)
Setting Management Expectations i
MANAGEMENT PRACTICES AND SYSTEMS Performance Management i
l STRATEGY Implement systems and practices that Communicate and link the NPG vision and business objectives to individualperformance Performance Appraisal 6xpectations and accountability.
lncentive System Management Information Systems Organizational Development / Required Skills SKILLS AND QUALIFICATIONS Assessment of Managers and Supervisors STRA'EGY: Develop the capabilities and depth of the organization by defining required organizational development attributes, evaluating Succession Plannnng (Recruiting and Development) personnel against these attributes, and developing or recruiting individuals Communications Between NPPD/NPG and NRC EXTERNAL RELATIONS Operations-Related Communications With Extemal Parties l
STRATEGY:Estabiish mechanisms to communicate operationaland regulatory status and issues to Participants and regulators. Hold periodic Particspant involvement in Management Meetings meetings with Participants to ensure coordination oflonger-torm business plans.
Figure 7-1 Phase 2/3 Strategies and Programs Page 7-2
Conduct pilot workshop on procedurelse FIGURE 7.1-1 and adherence FOCUS ON OPERATIONS Phase 2/3 Expanded View Revise workshop approach Develop and Communicate Expectations for Conduct workshops on handling discrepant the Conduct of Operations (Short Term) or abnormal conditions, job completion and
[VanDerKamp] Objective: Increase the focus performance standards, and personnel on safe plant operation through specific conduct and interface improvements in the conduct ofplant implement improvements in target areas
,,;. g operations.
Perform benchmarking at top plants and conduct shift crew workshops Evaluate potential process and Expectations for Operations Shift Crew organizationalimprovements Performance (Short Term) [VanDerKamp]
FOCUS ON OPERATIONS Objective: Establish, communicate, and Communicate and reinforce performance (Dirito}
reinforce high performance standards for the expectations STRATEGY: Focus ourefforts on safe shift crews to set high standards for operations.
operation by redefining the roles and responsibilities of functions and individuals.
ggygg,g,,,,gg5,,gpp7, gene, Establish uniform work priorities, set standards for the performance of(quality, Prioritization of NPG Workload (Short Term)
Develop prioritization process and procedure timeliness, and cost), and restructure (Kuser} Objective: Develop and institutionalize programs and processes to facilitate the a prioritization method for NPG work activities, Revise or create supporting NPG procedures completion of work anJ the focus on projects andinvestments.
operational needs. Apply safe operating Apply prioritization method to the Fall 1995 principles in establishing work priorities and outage in the conduct of operation and a disciplined O erations Critical Work Processes (Long L
approach to execution and accountability V
Term) Objective: Establish clearownership for operational performance results.
and accountability for those processes critical Complete long-term organization study to safe operations.
Define and communicate personnel po!!cies Organizational Focus (Engineering Obtain approval for and announce long-term Reorganization) (Short Term) [Walden) organization Objective: Reorganize Engineering to increase Initiate necessary policy changes to reflect their focus on supporting CNS operation and organization and mission changes maintenance.
Identify necessary process and procedure changes Staff the new organization
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PHASE 2 ACTION PLAN Develop and Communicate Expectations for the Conduct of Operations O
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0 STRATEGY: FOCUS ON SAFE PLANT OPERATIONS U
PROGRAM: CONDUCT OF OPERATIONS ACTION PLAN
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PROGRAM TITLE Develop and Communicate Expectations for The Conduct Of Operations PROGRAM MANAGER Dave VanDerKamp Operations Supervisor PROGRAM COMPLETION DATE Three months after unit restart.
DESCRIPTION Develop and communicate expectations for the conduct of plant operations and j
maintenance of plant material condition. Expectations will address items such as how to maintain conservatism in decision making, interface between departments, protocol and formality of interface with the control room, discrepant conditions including
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operability determinations, managing anomalous conditions, support to operations, procedure usage and adherence, completing work in an error free manner, ensuring availability and reliability of equipment to control room operators, teamwork and mutual support, and training. Expectations will be developed using a workshop format with various plant organizations to ensure ownership and accountability with all plant staff personnel. Results will be communicated to the organization through development or i
revision of procedures, meetings with plant organizations, and training (as appropriate).
OBJECTIVES The objective of this action plan is to increase the focus on safe plant operation through specific improvements in the conduct of plant operations. Specific objectives are as follows:
Establish expectations and standards for plant operations and the interface with, and support of, the control room operations staff; l
Increase and perpetuate the level of conservatism in operations; Establish expectations for the material condition of the plant; and
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STRA TEGY: FOCUS ON SAFE PLANT OPERA TIONS PROGRAM: CONDUCTOF OPERATIONS ACTION PLAN Create the tools and procedures necessary to establish ownership of operations standards and expectations with the plant operations staff.
l PERFORMANCE MEASURES Quantitative and qualitative performance measures related to this program area will be based on performance measures defined in the workshop areas described below.
These performance measures will relate to the four overall objectives described above for this Action Plan. The performance measures defined in the workshops will address the following three items:
- 1. The parameter or indicator to be measured.
- 2. A brief explanation of how/why this parameter is an indicator for a particular aspect of performance. Representative historic data will be reviewed (as available and appropriate) and the expected behavior of the parameter under anticipated changes / improvements will be explained.
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- 3. The target value(s) for the parameter and time frame.
ACTIVITIES This Action Plan will be implemented via a workshop approach designed to establish organizational ownership. The following four areas will be addressed:
1.
Procedural Usage and Adherence (Pilot Workshop)
This workshop will define standards, expectations, implementing and reinforcing methods and performance measures for the following specific items (and others as defined by the workshop participants):
Expectations for following the in+ent and specific procedural steps Expectations and actions to be taken for ambiguous or discrepant items Standards for performance and non-compliance Training needs to establish understanding and personal accountability
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Procedural Usage and Adherence will serve as the pilot workshop fc/ this Action
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Plan. The workshop approach for the remaining three areas will be finalized 1
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PROGRAM: CONDUCT OF OPERATIONS ACTION PLAN based on the results of the pilot effort. Each workshop will be facilitated by J
members of the Action Plan team to ensure consistency of approach and to 1
ensure that the intent of the Action Plan is being implemented. The pilot i
workshop will be implemented in a three step approach as follows:
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One or more members of this Action Plan team will meet with each of the following groups: l&C Shop, Mechanical Maintenance, Electrical Maintenance, Chemical /HP, Operations, Engineering, and Training. The
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purpose of the meetings is to obtain input from the personnel that will be responsible for implementing thase actions such that ownership and l
accountability for performance can be established.
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Collect and collate results to define appropriate implementing actions.
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The team responsible for this Action Plan will be responsible for defining i
these implementing actions.
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One or more members of the Action Plan team will conduct a follow-up workshop with one or two members of each of tne seven groups identified
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In item A. The purpose of this workshop is for the Action Plan team to present the consolidated set of implementing actions and to obtain any additional feedback from the representatives of these groups. The j
implementing actions will be finalized following this workshop and j
communicated back to each of the seven groups.
{
2.
Discrepant or Abnormal Conditions i
l This workshop will define standards, expectations, implementing and reinforcing i
methods and performance measures for the following specific items (and others as defined by the workshop participants):
i Conservatism in decision making Dealing with anomalies during off-normal conditions and times Expectations and focue en blackboard conditions (red arrow items, l
controllers in manuel, etc.)
Operability determinations Prioritization of items requiring repair Interim or compensatory measures Operator work-arounds Notification and communication of conditions 4'
4
O STRATEGY: FOCUS ON SAFE PLANT OPERATIONS V
PROGRAM: CONDUCT OF OPERATIONS ACTION PLAN Voluntary LCO engagement and implementing actions Training needs to establish understanding and personal accountability 3.
Job Completion and Performance Standards This workshop will define standards, expectations, implementing and reinforcing methods and performance measures for the following specific items (and others as defined by the workshop participants):
Expectations for equipment performance following maintenance or modification activities (availability, reliability, operation within performance specifications, etc.)
Expectations for personal accountability of work products (complete, thorough, error free, verified, etc.)
Expectations for support of operations by other departments (including priorities, off-shift support, etc.)
Training needs to establish understanding and personal accountability 4.
Personnel Conduct and Interface j
This workshop will define standards, expectations, implementing and reinforcing j
methods and performance measures for the following specific items (and others l
as defined by the workshop participants):
i l
Protocol and personnel standards of conduct in the control room and when interfacing with the control room staff Interfaces between departments Communications Establishing mutual expectations between personnel and groups Training needs to establish understanding and personal accountability l
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STRATEGY: FOCUS ON SAFE PLANT OPERATIONS PROGRAM: CONDUCT OF OPERATIONS ACTION PLAN SCHEDULE i
j Activity Accountable Start Date End Date Person 1
l Conduct pilot workshop on VanDerKamp Restart +
Restart +
Procedural Usage and Adherence 1 weeks 2 weeks Revise Workshop approach for VanDerKamp End of Restart +
l remaining three areas based on Pilot 3 weeks results of the pilot Workshop Conduct workshops for the three VanDerKamp Restart +
Restart +
p.
remaining areas 3 weeks 6 weeks 4
l%)
Implement actions defined for each of TBD based on End of Restart +
j the four areas actions defined Applicable 12 weeks Workshop i
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_ -. - _.-.. _ _ _ _ _ _. ~. _ _.. _.
g PHASE 2/3 PLAN 1
NUCLEAR POWER GROUP l
i PHASE 2 ACTION PLAN Expectations for Operations Shift Crew Performance i
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O,O STRATEG Y: FOCUS ON SAFE PLANT OPERATIONS PROGRAM: SHIFT CREWPERFORMANCE ACTION PLAN PROGRAM TITLE Expectations for Operations Shift Crew Performance.
PROGRAM MANAGER Dave VanDerKamp Operations Supervisor PROGRAM COMPLETION DATE Restart plus three months.
DESCRIPTION
(
Benchmark top-performing plants to identify methods to improve standards for operations and training, hold workshops to establish expectations for shift crew performance, arid implement effective feedback and training processes.
OBJECTIVES Establish, communicate and reinforce operations expectations for the shift crews to set and maintain high standards for performance. Expectations for shift crew performance will be established as a minimum in the following key focus areas:
Conservative operating decisions Preventing human errors Ownership and resolution of plant problems Adequacy and currency of training Availability of plant equipment Consistency of shift operations; shift-to-shift and in the simulator and the control room Control and Implementation of plant schedules Use of self assessment and peer observations i
O STRATEGY: FOCUS ON SAFE PLANT OPERA TIONS
%.)
PROGRAM: SHIFT CREWPERFORMANCE ACTION PLAN PERFORMANCE MEASURES 1.
Consistently high standards in shift crew requalification and retraining as measured through effectiveness observations from plant management and requalification/ retraining results. Crew performance in retraining and requalification are a direct indicator of qualification and skills of the crews to perform successfully in the plant.
2.
A high level of schedule discipline is attained through operations involvement in and ownership of setting plant priorities.
3.
Achieving and sustaining operations goals in important shift-related indicators (temporary modifications and other work-arounds, red arrows, out-of-service hours for designated equipment, schedule discipline, and open caution tag orders and operator aids).
[
ACTIVITIES t
i 1.
Develop and communicate expectations for shift crew performance, l
a)
Perform benchmarking at top-performing plants to assess and determine how their shift crews conduct business (e.g., Calloway or Brunswick). As a minimum, determine how the key focus areas in the objective are addressed.
b)
Perform benchmarking at top-performing plants to assess and determine effective operations end training interfaces. (e.g., Millstone Unit 1) c)
Conduct shift crew workshops to define clearly the expectations for performance. Include in the crew workshops as a minimum the Shift Supervisor, CRS, STA, ROs, Station Operators, HP/ Chemistry Tech, Training representative, Operations Support representative (s), and work control.
d)
Link the results from the action plan on Expectations for the Conduct of Operations to this action plan.
2.
Evaluate alternative or improved processes or organizational approaches that may be used to upgrade shift crew performance to support action item #1 (e.g., at FitzPatrick for department coordinators). The intent is to support
' (O) the expectations by improved methods of doing business.
}
1 e
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STRATEGY: FOCUS ON SAFE PLANT OPERATIONS PROGRAM: SHIFT CREWPERFORMANCE ACTION PLAN 3.
Communicate and reinforce the expectations. Establish processes to assure t
they are reinforced and made lasting, including a)
Set requirements and expectations for management involvement in shift crew training.
b)
Incorporate the expectations for shift crew performance through a systematic approach to training in the accredited training program requirements for initial and continuing operator training, c)
Develop an effective Operations Department self-assessment process to support the objective of this action plan linked to the action plan for Assessments. Develop and implement effective peer assessment l
processes.
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STRATEGY: FOCUS ON SAFE PLANT OPERATIONS PROGRAM: SHIFT CREWPERFORMANCE ACTION PLAN SCHEDULE See attached Gantt chart.
Activity Accountable Start Date End Date Person 1.a Perform benchmarking at top-VanDerKamp Restart + 1 Restart + 2 performing plants to assess and determine Week Weeks how their shif t crews conduct business.
1.b Perform benchmarking at top-
+ 1 Week
+ 4 Weeks performing plants to assess and determine effectiva operations and training interfaces.
1.c Conduct shift crew workshops to
+ 5 Weeks
+ 8 Weeks define clearly the expectations for performance.
/"'N 1.d Link the results from the action plan on
+ 5 Weeks
+ 8 Week.
Expectations for the Conduct of Operations to this action plan.
2 Evaluate alternative or improved
+ 1 Week
+ 8 Weeks processes or organizational approaches that may be used to upgrade shift crew performance to support action item.
4 3.a Set requirements and expectations for
+ 9 Weeks
+ 12 Weeks management involvement in shift crew training.
3.b incorporate the expectations for shift
+ 9 Weeks
+ 12 Weeks crew performance through a systematic approach to training in the accredited training program requirements for initial and continuing operator training.
3.c Develop an effective Operations
+ 5 Weeks
+ 12 Weeks Department self assessment process to support the objective of this action plan.
Develop, train and implement effective peer assessment processes.
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STRATEGY: FOCUS ON OPERATIONS O
PROGRAM: PRIORITIZATION OF NPG WORKLOAD ACTION PLAN PROGRAM TITLE Prioritization of NPG Workload PROGRAM MANAGER Dave Kuser PROGRAM COMPLETION DATE Six Months Prior to the End of the Fall 1995 Outage (Phase 2)
DESCRIPTION An approach for prioritizing and making decisions about NPG activities, projects, e()g investments, etc., will be selected and developed. NPG processes and procedures will be modified to apply it. The approach will be used to allocate budget and human resources effectively, OBJECTIVES Develop and institutionalize a prioritization method for assigning priorities and making decisions about NPG work activities, projects, etc.
i PERFORMANCE MEASURES Prioritization approach applied to all work activities and projects.
Fall 1995 outage scope, length, and budget fixed 6 months prior to the outage start.
These measures will provide an indication of the initial effectiveness of the prioritization approach and the commitment of management to prioritization and decisions regarding activities and projects and associated resource allocation.
m i
1
O STRATEGY: FOCUS ON OPERATIONS 0
PROGRAM: PRIORITIZATION OF NPG WORKLOAD ACTION PLAN ACTIVITIES 1.
Identify and review options available for prioritization (consider approaches used at other stations).
2.
Select best option.
3.
Present recommenoation to management and obtain feedback 4.
Identify affected processes / procedures or any new procedures required for implementation.
5.
Develop prioritization process and procedure.
6.
Revise or create procedures as necessary to support prioritization process.
6.1 Draft NPG Directive 4.9 for Work Planning and Management linkage to the prioritization process.
6.2 Draft Engineering procedures.
6.3 Draft Plant procedures, 6.4 Draft Outage & Maintenance procedures.
(o) 6.5 Get procedures approved.
7.
Train / indoctrinate employees who will use the approach.
8.
Apply prioritization approach to NPG activities and projects to establish scope, length, and budget for the Fall 1995 outage SCHEDULE Activity Accountable Start Date End Date Person l
- 1. Identify options.
D. Kuser R
R+2 l
- 2. Select best option.
D. Kuser R+1 R+3
- 3. Present recommendation.
D. Kuser R+3 R+4
- 4. Identify affected processes / procedures.
D. Kuser R+3 R+4
- 5. Develop prioritization procedure.
J. Flaherty R+4 R+8 i
l
- 6. Revise or create procedures.
6.1 Draft NPG Directive 4.9.
D. Kuser R+4 R+8 6.2 Draft Engineering procedures.
J. Flaherty R+4 R+8 1
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STRATEGY: FOCUS ON OPERATIONS G
PROGRAM: PRIORITIZATION OF NPG WORKLOAD ACTION PLAN 1
Activity Accountable Start Date End Date Person 6.3 Draft Plant procedures.
J. Brown R+4 R+8 6.4 Draft O&M procedures.
M. Wolken R+4 R+8 l
0.5 Get procedures approved.
D. Kur,er R+8 R+10 i
- 7. Train / indoctrinate.
J. Dutton R+10 R+12
- 8. Apply to Fall 1995 outage.
R. Jansky Outage start -
Outage start 28
- 24 Schedule dates are in weeks relative to completion of restart. Restart is attainment of 100% power plus one week.
O
PHASE 2/3 PLAN NUCLEAR POWER GROUP i
PHASE 2 ACTION PLAN Engineering Reorganization O
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l STRATEGY: FOCUS ON OPERATIONS PROGRAM: ENGINEERING ORGANIZATIONAL FOCUS ACTION PLAN PROGRAM TITLE Engineering Organizational Focus I
PROGRAM MANAGER Kim Walden PROGRAM COMPLETION DATE August 1,1995 DESCRIPTION p
Engineering is being reorganized in three phases in order to increase the focus on support for operation and maintenance. The first phase of reorganization, the implementation of an " interim" engineering organization,is being accomplished in November 1994 to improve plant support and to move selected resources to the station. In the second phase, the long-term engineering organization concept will be developed by December 31,1994 and staffed (selected) by January 31,1995. The long-term organization will be fully implemented, in Phase 3, by June 1,1995.
The schedule for reorganization has been established by a memo from the Vice President Nuclear. Consequently, the timing of Phases 2 and 3 of the Engineering reorganization differs somewhat from the other Phase 2 and 3 action plans.
OBJECTIVES i
Reorganize Engineering in order to focus on four key mission elements supporting operation:
participating actively in decisions on station priorities, physical plant risk and regulatory risk management, and economic improvements; resolving emergent plant operational, maintenance, and regulatory issues;
1 4
O STRATEGY: FOCUS ON OPERATIONS U
PROGRAM: 2NGINEERING ORGANIZATIONAL FOCUS ACTION PLAN 4
protectirig and improving the physical plant material condition and system performance; and establishing and maintaining the plant design and licensing basis.
W PERFORMANCE MEASURES New organization defined and announced by January 1,1995 Individuals selected for new positions and notified by January 31,1994 Design change scope for fall outage identified six months prior to outage start Fewer than 10% of safety evaluations submitted to SORC are returned for quality or o
technicalinadequacy O
Engineering Backlogs continuing to decrease significantly:
Plant temporary modifications EWRs 1
Design Changes DCNs Specific values for these measures, which would reflect significant reductions, are to be developed.
ACTIVITIES For completeness, Phase 1 and 3 activities are shown here. As explained above, the timing of these phases differ somewhat from the other Phase 2 and 3 action plans.
1.
Phase 1: Develoo and imolement the " Interim" Engineering Organization.
1.1 Conduct management workshop.
4 1.2 Develop " interim" organization.
1.3 Complete planning.
1.4 Approve, announce, and initiate " interim" organization.
1.5 Arrange logistics for additional on-site staff.
p V
1.6 Change processes to accommodate " interim" organization.
O\\
i STRATEGY: FOCUS ON OPERATIONS PROGRAM: ENGINEERING ORGANIZATIONAL FOCUS ACTION PLAN 2.
Phase 2: Develoo the Long-term Engineering Organizatio1L 2.1 Complete long-term organization development study.
2.1.1 Visit 1-2 other nuclear generation and support organizations.
2.1.2 Prepare input analysis.
2.1.2.1 Develop benchmark information from other organizations.
2.1.2.2 Review NPG historical cost data.
2.1.3 Establish long-term cost and performance goals.
2.1.4 Develop long-term organizational strategy through an additional planning meeting.
2.1.5 Estimate and aggregate projected engineering workload.
2.1.6 Complete analysis of benefits, impacts, and costs.
2.1.7 Define organizational structure and size and define responsibilities:
O.
Functions Programs Interfaces Resources Location 2.1.7.1 Prepare list of functions and activities 2.1.7.2 Propose assignments 4
2.1.7.3 Approve assignments 2.1.7.4 Size organization l
2.1.8 Prepare report and briefings 2.2 Define and communicate personnel policies.
2.3 Obtain approval for and announce long-term organization.
l 2.4 Initiate necessary policy changes to reflect organization and mission changes.
2.5 Identify necessary process and procedure changes.
2.6 Staff the new organization.
'q 2.6.1 Develop people skill and qualifications requirements and selection
~ (_/
criteria.
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. _ _ _ _. ~. _ _ _ _ _ _
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STRATEGY: FOCUS ON OPERATIONS PROGRAM: ENGINEERING ORGANIZATIONAL FOCUS.
ACTION PLAN i
2.6.2 Develop new or modified position descripticns; define grades.
2.6.3 Compare existing skills and qualifications with requirements.
2.6.4 Post positions; select people for positions.
2.6.5 Announce selection.
2.6.6 Implement training and development programs to address skill, 4
knowledge, and qualification short-falls.
l 2.6.6.1 Analysis of needs.
2.6.6.2 Training program development.
2.6.6.3 Delivery of training.
2.6.6.4 Individual development plans (in conjunction with programs supporting Skills and Qualifications strategy).
2.6.7 Recruit any additional employees or managers.
i
- 3. Phase 3: Imolementation of the Lona-term Enaineerina Oraanization j
3.1 Address configuration management and design basis concerns.
I 3.1.1 Consider and accommodate the activities and results of the Configuration Management strategy and associated programs.
I 3.1.2 Cornplete the Design Basis Project.
3.1.3 Define the full scope of and complete the vendor manual project.
3.2 Make necessary process changes.
3.2.1 Identify process changes necessary due to organization changes and performance problems; consider the following:
Temporary modifications, EWRs, and design changes Support for plant operations and maintenance Management of engineering programs Design control Drawing revision and control Vendor manual control 3.2.2 Identify changes desirable for efficiency and effectiveness.
O-3.2.3 Form process change groups.
I
,1 STRATEGY: FOCUS ON OPERATIONS PROGRAM: ENGINEERING ORGANIZATIONAL FOCUS ACTION PLAN 3.2.4 Develop new or revised processes.
3.2.5 Implement changes.
3.3 Initiate long-term organization changes.
3.4 Communicate changes and plans:
3.4.1 Employee meetings 3.4.2 Customers and NRC 3.4.3 Other NPPD organizations 3.5 Develop and put in place plan for use of contractors.
3.5.1 Identify type and amount of work.
3.5.2 Define strategy for contractor use.
3.6 Upgrade, acquire, or replace information systems.
3.6.1 Identify needs and develop plan; consider.
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l
/
CAD /CAE Engineering mechanics Design guides and standards Calculation tools Data bases Process / management information systems 3.6.2 Acquire or upgrade systems 3.7 Monitor performance and adjust organization accordingly.
I
1 STRATEGY: FOCUS ON OPERATIONS iJ PROGRAM: ENGINEERING ORGAN /ZATIONAL FOCUS ACTION PLAN SCHEDULE Activity Accountable Start End Date Person Date
- 1. Phase 1: Imolement " Interim" Org.
K. Walden 10/19/94 11/14/94 1.1 Conduct management workshop K. Walden 11/1/94 11/1/94 1.2 Develop " interim" organizatian K. Walden 10/19/94 11/9/94 1.3 Complete planning K. Walden 11/1/94 11/14/94 O.j 1.4 App., ann., and initiate " interim" org K. Walden 11/9/94 11/14/94 1.5 Arrange logistics K. Walden 11/7/94 11/14/94 1.6 Change processes K. Walden 11/9/94 11/30/94
- 2. Ebase 2: Develoo Lono-term Org.
K. Walden 11/1/94 1/31/95 2.1 Complete organization study K. Walden 11/1/94 12/31/94 2.2 Define /comm. personnel policies G. Kruse 12/1/94 12/31/94 2.3 Approve /announce long-term org.
G. Horn 12/31/94 1/6/95 2.4 Initiate necessary policy changes K. Walden 1/6/94 2/28/95 2.5 Identify process / procedure changes K. Walden 12/15/94 1/31/95 t
2.6 Staff the new organization K. Walden 12/15/94 1/31/95
C)
STRATEGY: FOCUS ON OPERATIONS G
PROGRAM: ENGINEERING ORGANIZATIONAL FOCUS ACTION PLAN Activity Accountable Start End Date Person Date
- 3. Phase 3: Imolement Long-term Org.
K. Walden 12/15/94 8/1/95 3.1 Address config mgmt/ des. basis K. Walden 12/15/94 6/1/95 3.2 Make necessary process changes K. Walden 1/31/95 6/1/95 3.3 Initiate long-term org changes K. Walden 6/1/95 8/1/95 3.4 Communicate changes and plans K. Walden 12/1/94 6/1/95 3.5 Put in place plan for contractors K. Walden 1/6/95 3/1/95 3.6 Upgrade information systems K. Walden 2/1/95 8/1/95 3.6.1 Identify needs and develop plan K. Walden 2/1/95 4/1/95 3.6.2 Acquire or upgrade systems K. Walden 4/1/95 8/1/95
~
3.7 Monitor & adjust organization K. Walden 4/1/95 12/1/95 1
R Q
1 4
em PHASE 2/3 PLAN
(
)
NUCLEAR POWER GROUP 7.2 Configuration Management Strategy This strategy will establish a clear understanding of the rules for managing the configuration of the plant for all operations, maintenance and change activities. It will l
assign responsbility for ownership of configuration programs, define the interface responsibilities, and clarify responsibility for decision making.
)
i The strategy will be implemented through three programs, listed below, and illustrated in the box at the bottom of the page:
Operations Critical Procedures Design Basis Usability Design Basis Use Figure 7.2-1 provides an expanded view of the Phase 2/3 programs and Phase 2 activities.
O Strategy Sponsor: J. Gausman Note: Phase 2 Programs are shown in Bold Surveillance Program Upgrade CONFIGURATION MANAGEMENT Design Basis Usability Design Basis Use O
piptext.7 2 g
5
O O
O FIGURE 7.2-1 Complete the Surveillance CONFIGURATION MANAGEMENT Testing Validation Program and
' Phase 2/3 Expanded View resolve safety significant discrepancies Surveillance Program Upgrade (Short Term)
(Mace} Objective: Resolve significant pmgram Revise SPs to reflect divisional-discrepancies and upgrade the program to better support divisional work control practices.
- P*'*
W procedure CONFIGURATION MANAGEMENT Design Basis Use (Long Term) Objective:
w V
(Gausman}
Upgrade NPG knowledge, avaHabHity, and STRATEGY: Establish a clear usage of design basis information through understanding of the rules for managing the training, ownership, andimprovementin configuration of the' plant for aH operations, critical configuration controlprograms.
maintenance and change activities. Assign responsibility for ownership of configuration programs, define the interface responsibHities, and clarify responsibility for l
decision making.
Design Basis Usability (Long Term) g Objective: Improve the accuracy, V
i completeness, and accessibility of the design basis.
i 6
PHASE 2/3 PLAN 40 CLEAR POWER GROUP l
l 1
PHASE 2 ACTION PLAN Surveillance Program Upgrade f
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f.
O STRA TEGY: CONFIGURA TION MANA GEMENT O,
PROGRAM: SURVEll. LANCE PROGRAM UPGRADE ACTION PLAN PROGRAM TITLE Surveillance Program Upgrade PROGRAM MANAGER E. M. Mace COMPLETION DATE April 3,1995 DESCRIPTION Verify technical compliance of tha surveillance program with USAR and Technical Specifications by completion of the Surveillance Testing Validation Program.
Upgrade the Surveillance Program to better support divisional testing.
OBJECTIVES Validate the surveihance program to ensure that the surveillance program tests all safety functions and to ensure that administrative or technical discrepancies are resolved.
Continue upgrade of Surveillance Program to better support divisional work control practices.
PERFORMANCES MEASURES 1.
Technical quality of surveillance procedures is improved, such that there are no reportable occurrences due to surveillance procedure inadequacy.
2.
Performance of surveillance testing by division ensures avoidance of LCOs and safety challenges.
(O V
(3 STRA TEGY: CONFIGURA TION MANA GEMENT GI PROGRAM: SURVEILLANCE PROGRAM UPGRADE ACTION PLAN ACTIVITIES 1.
Plant Improvement Plan (PIP) Phase 1 Action Plan Item 4.5 conducted the Surveillance Testing Validation Program (STVP) which performed a detailed systematic review of surveillance procedures for CSCS (LPCI, CS, ADS, HPCI), RPS, SBGT, Control Room HVAC, and Reactor Building HVAC to verify that testing is being conducted in accordance with USAR, Technical Specifications, IST, ASME Code, and NUREG-1482 requirements, as appropriate. Under this PIP-Phase 2 Action Plan, the STVP effort will continue and be completed for the remaining surveillance procedures.
1.1 Complete STV2 review effort for the remaining (400) surveillance procedures including documentation of potential discrepancies.
1.2 Evaluate for safety significance and generic impact, and resolve noted discrepancies, j
O O
2.
Plant Improvement Plan (PIP) Phase 1 Action Plan item 8.5 screened out and identified those surveillance procedures that are not divisionally separated by section within a procedure, and established a short-term method to accommodate divisional testing. This Action Plan will revise these screened procedures (~200) to upgrade them to a divisional section format. This will reduce the likelihood of divisional test performance errors, and provide a uniform foundation for future Surveillance Procedure upgrades to be performed in PIP-Phase 3.
2.1 Revise those Surveillance Procedures that are not currently divisionally separated by section into a format of divisional separation by section within the procedure.
O(v
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STRA TEGY: CONFIGURA TION MANA GEMENT PROGRAM: SURVEILLANCE PROGRAM UPGRADE ACTION PLAN SCHEDULE Activity Accountable Start End Person Date Date 1.1 Complete STVP reviews of W. Baruth R-9 R+8 remaining 400 SPs.
1.2 Evaluate for safety significance W. Baruth R-9 R+8 and resolve.
2.1 Revise SPs to reflect divisional C. Holm R-3 R+9 separation by section within the procedure.
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PHASE 2/3 PLAN 0
7 NUCLEAR POWER GROUP 7.3 Resource Allocation and Work Management Strategy This strategy establishes resource allocation and work management systems that ensure achievement of NPG top-level goals.
The strategy will be implemented through three programs, listed below, and illustrated in the box at the bottom of the page:
Integrated Planning, Scheduling and Work Control Budgeting and Resource Allocation Eliminating Low Value Activities and Processes Figure 7.3-1 provides an expanded view of the Phase 2/3 programs and Phase 2 activities.
Strategy Sponsor: J. Herron GV Note: Phase 2 Programs are shown in Bold Integrated Planning, scheduling and Work Control RESOURCE Allocation AND WORK MANAGEMENT Budgeting and Resource Allocation Eliminating Low value Activities and Processes O
piptext.7-3
Esm @ ming esh FIGURE 7.3-1 RESOURCE ALLOCATION AND Establish outage management WORK MANAGEMENT functon Phase 2/3 Expanded View Move the clearance function to h EC Integrated Planning, Scheduling and Work Control (ShortTerm) Objective:Implementlong Staff the scheduling function with term actions to support work planning and permanent personnel scheduling for the next refueling outage.
Develop outage performance measures Develop / implement MWR process improvements RESOURCE ALLOCATION Budgeting and Resource Allocation (Long F
AND WORK MANAGEMENT Term) Objective: Plan and allocate resources
\\Herron}
consistent with strategic objectives and with STRATEGY: Establish resource allocation the ability to accomodate emergent work.
and work management systems that ensure achievement of NPG top-levelgoals.
Eliminating Low Value Activities and p
Processes (Long Term) Objective: Ensure expenditures are directed at work activities that contribute to NPG's goals and priorities.
1
PHASE 2/3 PLAN O
NUCLEAR POWER Group PHASE 2 ACTION PLAN Integrated Planning, Scheduling and Work Control O
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STRATEGY: RESOURCE ALLOCATION AND WORK MANAGEMENT PROGRAM: INTEGRATED PLANNING, SCHEDULING AND WORK CONTROL ACTION PLAN PROGRAM TITLE Integrated Planning, Scheduling and Work Control PROGRAM MANAGER Dave Kuser COMPLETION DATE Restart plus three months DESCRIPTION Continue the implementation of actions and process revisions to support both on-line maintenance and outage planning, scheduling and implementation.
OBJECTIVES The primary focus of Phase 2 will be implementation of long term actions to support work planning and scheduling for the next refueling outage.
Ensure that the objectives of the work control process implemented in Phase 1 are effective in meeting the defined objectives of the process.
PERFORMANCE MEASURES Effectiveness of the work control process in identifying and controlling outage scope.
Establish the work scope of the current and future outages and track all additions and deletions to the scope.
Ability of the organization to accomplish planning and support activities to enable the accomplishment of work when first scheduled. Establish an approved Outage Work List (OWL) for the current and future outages and track the planning status of all items on the OWL to " task ready" status.
Quality of the schedule and the effectiveness of the work force in meeting schedule
/'
commitments. Track the number of work items started in accordance with the schedule
~
and completed in accordance with the schedule.
4
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s STRATEGY: RESOURCE ALLOCATION AND WORK MANAGEMENT G
PROGRAM: INTEGRATED PLANNING, SCHEDULING AND WORK CONTROL ACTION PLAN ACTIVITIES Phase 1 activities that have been completed and additional activities that are expected to be completed prior to start-up are shown here in order to help in understanding Phase 2 activities:
Phase 1 Activities (Comoleted) 1.
Improve work planning / package preparation 1.1.
Prepare and issue implementing directives and desk guides.
1.2.
Define and implement requirements to accomplish " task ready" planning.
1.3.
Train planners in the revised work planning requirements.
1.4.
Review requirements and adjust staffing of Maintenance Planning to perform work planning activities formerly performed by the shops and additional activities required to support the preparation of " task ready" work packages.
N
?
Improve work scheduling 2.1.
Revise the existing organization to create an Integrated Scheduling function that combines both daily and outage scheduling.
3.
Provide operations control in establishing priorities 4.
Establish a work control center outside the control room, to allow an SRO to control work.
4.1 Establish and charter an ad hoc work control planning and design group.
4.2 Design, test and obtain approval of a revised work control process concept.
4.3.
Select, train and assign personnel to staff the Work Control Center.
4.4.
Establish and equip a Work Control Center (WCC) facility in the vicinity of the Control Room.
4.5.
Establish a validation function for all new work items processed by the WCC.
4.6.
Conduct training of shop personnel in the revised work control process.
5.
Establish divisionalized work control for the current outage 6.
Improve short-range work control by developing an interim schedule to transition to a 12-week schedule.
6.1.
Provide preliminary man-hour and duration estimates for all items in the outage scope.
Additional Follow-on Activities Exoected to be Comoteted Prior to Start-up O
O STRATEGY: RESOURCE ALLOCATION AND WORK MANAGEMENT U
PROGRAM: INTEGRATED PLANNING, SCHEDULING AND WORK CONTROL ACTION PLAN 1.
Establish an approved Outage Work List to identify all items formally approved for inclusion in the restart work scope. (includes priority "A" work items only.)
2.
Establish a rigorous work scope control process for the current outage in accordance with the restart plan.
3.
Produce a preliminary resource loaded outage schedule of mandatory restart work items, surveillances and preventive maintenance.
4.
Establish additional performance measures to determine the effectiveness of the revised work control process in meeting the initiative objectives.
5.
Review and upgrade or prepare work control process desk guides for the following functions:
WCC Screening of Condition Reports Maintenance Planning Work Item Validation
[
Work Package Assembly and Routing Shop Review of Work Packages Emergent Work Processing On-line Schedule Development Clearance Preparation Work Package Closure 6.
Permanently assign a maintenance clerk to the staff of the Work Control Center and establish a policy for appropriate duty tours for personnel assigned to the 1
WCC to perform validation and SRO functions.
7.
Equip the Work Control Center with the necessary computer equipment and access required to support operation of the Clearance Function in the WCC.
8.
Commence preparation of preliminary clearances for scheduled work at about 3 weeks before scheduled job start date.
i 9.
Locate real estate and collocate scheduling personnel in one area under one supervisor.
10.
Identify and implement changes to the Work Item Tracking System (CWITS) to improve the ability to monitor the status of work items from inception) through planning, issue, and completion.
11.
Establish a feedback mechanism to update preliminary resource and duration estimates with Planning estimates when available.
12.
Initiate outage work scope, schedule logic, and work item estimate adjustments to produce an achievable outage schedule that meets management expectations for duration and cost for the current outage.
=
STRATEGY: RESOURCE ALLOCATION AND WORK MANAGEMENT
'O PROGRAM: INTEGRATED PLANNING, SCHEDULING AND WORK CONTROL ACTION PLAN 13.
Designate a specific planning area and establish a " work package coordination" function to centralize and coordinate final package assembly, routing, storage, and the timely accomplishment of shop reviews and resolution of shop issues.
j 14.
Produce a resource-loaded on-line rolling schedule.
15.
Fill the Scheduling Manager position with a full time employee.
i 16.
Identify hardware, software, and staffing requirements to facilitate the feedback of procurement and material availability information to Planning and Scheduling.
Phase 2 Activities 1.
Establish planning milestones for the next refueling outage.
2.
Establish an effective outage management function. Include consideration of i
Scope identification and control Risk management and work prioritization Contractor mobilization and contractor management
- fi Outage management organization d
Roles and responsibilities Interface with WCC Outage manual 3.
Move the Clearance function from the Control Room to the WCC j
4.
Staff Integrated Scheduling with permanent personnel.
5.
Develop and implement outage planning performance measures.
6.
Develop and implement MWR process improvements. Consider:
PMs LCO tracking i
g
}
,Q STRATEGY: RESOURCE ALLOCATION AND WORK MANAGEMENT
'J PROGRAM: INTEGRATED PLANNING, SCHEDULING AND WORK CONTROL ACTION PLAN SCHEDULE Activity Accountabi Start End e Person Date Date
- 1. Establish planning milestones.
R. Jansky R-2 R+3
- 2. Establish outage mngmnt function.
Scheduling R-2 R+3 Manager
- 3. Move the Clearance function.
J. Brown R-6 R-3
- 4. Staff Scheduling with permanent personnel.
Scheduling R-4 R
Manager
- 5. Develop / implement outage perf, measures.
Scheduling R+4 R+6 Manager
- 6. Develop / implement MWR process imprcvements.
R. Gardner R+2 R+6 Schedule dates are in weeks relative to completion of restart (R). Restart is attainment of 100% power plus one week.
J 4
O
p PHASE 2/3 PLAN jQ NUCLEAR POWER group 7.4 Continuous improvement Strategy This strategy is to continuously improve NPG's performance by routinely essessing performance, including review of operating experience, and identifying both improvements and problems, in addition, reduce the impact and recurrence of problems, ensuring they are closed out effectively, by follow-up and feedback after corrective actions.
The stragegy is implemented through three programs, listed below, and illustrated in the box at the bottom of the page:
Corrective Action
-)
Operational Experience Review l
i j
Assessments i
Figure 7.4-1 provides an expanded view of the Phase 2/3 programs and Phase 2 activities.
1 4
Strategy Sponsor: R. Godley Note: Phase 2 Programs are shown in Bold Corrective Action j
CONTINUOUS IMPROVEMENT Operational Experience Review Assessments J
piptext.7-4 d
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FIGURE 7.4-1 (Long Term) obpenve neement CONTINUOUS IMPROVEMENT mamonal CAP ms emoenoes em Phase 2/3 Expanded View linvrove me evouchput ram. samer inweeg me expected amount of CR wort in pmcess at any geven eme.
Anatyze data to determine causes of backlogs.
Screen and prioritize accumulated backlog of outstandu1g work.
Corrective Actiora Program [Gaines]
Identify and implement interim process fixes to facilitate backlog reduction.
(Short Term)
Obpctive Reduce accurmtaw backbps and Implement dedicated team to been manspng CR workbad agaerst desned expedite workoff of accumulated crWa. EstabishpermanentCAPpaa DaCklog.
Establish controls and performance indicators for CR backlog Conduct training for depa.tnent coordinators and teams including quality expectations Staff the CAP group.
CONTINUOUS IMPROVEMENT Operational Experience Review
[Godley]
[Gaines] (Long Term)
STRATEGY. Con 8nuousfy krqccove NPG's pertbemance by rou6nely assessmg pe@rmance
- 'c*^8"D '"" or opersong exponence, and Staff Independent Review Group.
mnmng bom ;..n.;;;a.= andprockms Reduce
- *"P8 ' '"# *C"""' # F' ***' '"'"'"8 "'#
(Shart Term) are cesec our enecevey by w and kedback
%M BMSW MM 0b,c,,,
,,p,,,,,,,pg.,,b,,W m,,,_
I anercomeceve accons, scope and goals.
g, knprovements fostera healmyandac5ve seF assessment ciare and devebp core SA Assess current program against capabesses m<oup%# me orgarwraeon.
defined scope Implement program improvements.
Assessments
[Moeller]
Enhance NPG self-assessment skitis.
Perform program prctotype self-assessment (Long Term)
Ob*ecttve: Benchmart againstomerstakons.
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j PHASE 2/3 PLAN j
NUCLEAR POWER GROUP i
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ACTION PLAN 2 4
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Corrective Action
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O STRATEGY: CONTINUOUSIMPROVEMENT O
PROGRAM: CAPIMPROVEMENT ACTION PLAN PROGRAM TITLE CAP Improvement Plan PROGRAM MANAGER C. R. Gaines Events Analysis Manager PROGRAM COMPLETION DATE 100 Percent Power + 1 Quarter CAP PHASE 2 PLAN 1
O DESCRIPTION This Phase 2 plan will eliminate the accumulated excess backlog of CR related workload, including open and overdue items. Both Level 1 (CR evaluations and root causes) and Level 3 (implementing corrective actions) work will be addressed. At the end of Phase 2, the CR workload will be at a level commensurate with effective implementation of the current CAP program. In addition, ongoing CR work will begin to be managed against defined criteria to assure management control of backlogs going forward.
In Phase 3, one objective will be to implement additional CAP process efficiencies that improve the throughput rate, further lowering the expected amount of CR work "in process" at any given time.
OBJECTIVES 1.
Identify and eliminate the excess backlog of CR workload.
2.
Implement high-priority interim process changes to reduce inefficiencies that contribute to backlogs.
3.
Begin managing CR workload against criteria that will maintain backlogs (n) at appropriate levels.
n STRATEGY: CONTINUOUSIMPROVEMENT Q
PROGRAM: CAPIMPROVEMENT ACTION PLAN 4.
Improve the quality of completed condition reports.
5.
Establish the permanent staff for the CAP group and start development of long term procedures.
ACTIVITIES 1.
Analyze backlog data to determine contributing causes and sources of backlogs.
1.1 Apply performance measure criteria to determine the amounts and
]
composition of excess backlogs, and to establish specific backlog i
reduction goals.
1.2 Analyze throughput, process times and aging characteristics of n'
existing backlogs by responsible department, category, and level.
(
Correlate to process steps and characteristics to identify basis for observed trends and identify areas for immediate improvements.
1.3 Review internally and externally performed evaluations of the CR process to identify weaknesses and recommendations. Confirm recommendations and proposed improvements through discussions with CR owners.
1.4 Develop periodic reports and data analyses to monitor causes and sources going forward.
2.
Screen and prioritize accumulated backlog of outstanding work.
2.1 Re-assess assigned category based on current guidance and definitions.
2.2 Re-assess response needs and proposed actions to resolve.
2.3 Establish criteria for prioritization of the excess backlog and prioritize the work to be done.
(
3.
Identify and implement interim process fixes to facilitate backlog reduction.
i STRATEGY: CONTINUOUSIMPROVEMENT Q)
PROGRAM: CAPIMPROVEMENT ACTION PLAN 4.
For impacted organizations, implement dedicated teams or other methods to work off excess backlogs. Establish plans and schedules for each area.
5.
Establish controls and performance indicators to maintain control of CR backlog.
6.
Conduct initial training for departmental coordinators and teams including quality expectations.
7.
Staff the CAP group. Finalize CAP staffing, including selection of key departmental coordinators, and develop and implement internal program management procedures.
PERFORMANCE MEASURES The following measures will be achieved by the end of Phase 2. Several of these measures will be further reduced in Phase 3 following implementation of additional process improvements.
1.
Backlogs are reduced to acceptable, defined levels.
2.*
New CR evaluations are comoleted in less than:
Category 1/2 = 100% in 14/30 days Category 3 = 90% in 60 days; none > 90 days 3.*
Category 1 and 2 corrective actions to resolve the issue and prevent recurrence are completed within established due dates.
4.*
Category 3 corrective actions (non-outage):
Average age < 90 days, but none older than 180 5.
All open positions in CAP group filled.
6.
Rejection rate of CR evaluations performed by CAP and QA due to significant concerns is less than 5%.
p STRATEGY: CONTINUOUSIMPROVEMENT Q
PROGRAM: CAPIMPROVEMENT ACTION PLAN Due to the Phase 2 timeframe, these performance measures can only be applied to a limited set of CR reponses and actions. The trends and projections of these performance measures will be assessed to aid in determining achievement of the objectives.
SCHEDULE Activity Accountable Start Date End Date Person 1
CAP SUPVR Week 1 Week 1 2
CAP SUPVR Week 1 Week 2
( E 3
CAP SUPVR Week 2 Week 4 4
RESP DEPT MGR Week 3%
Week 12 5
CAP SUPVR Week 4 Week 8 6
TRAIN MGR Week 3 Week 4 7
EA MGR Week 1 Week 8 Start Date = 100% Power + 1 Week 1
0
1 PHASE 2/3 PLAN NUCLEAR POWER GROUP 1
PHASE 2 ACTION PLAN Assessments i
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STRATEGY: CONTINUOUS IMPROVEMENT U
PROGRAM: ASSESSMENT ACTION PLAN PROGRAM TITLE Assessment PROGRAM MANAGER C. R. Moeller, Nuclear Safety Support Manager PROGRAM COMPLETION DATE Plant Restart + 12 Weeks DESCRIPTION The goal is to continuously improve performance within the Nuclear Power Group relative to safety, reliability, and cost control by routinely assessing programs and performance to
/7 identify both problems and potential enhancements. In suppcrt of this goal, this Action O
Plan will develop an effective tool for performing self-assessments and test its effectiveness. The plan specifies examining the desired scope and philosophy of NPG assessments and setting common expectations. The expectations will be benchmarked against past practices and industry experience to identify needed changes in programs and documentation. Upon implementation of these changes, the program will be " test driven" by performing a prototype assessment and evaluating effectiveness.
OBJECTIVES 1.
Improve the Nuclear Power Group's ability to self identify problems and performance improvements.
2.
Foster a healthy and active self-assessment culture within the Nuclear Power Group such that it is a tool which is used for continuously improving performance.
3.
Establish a core self-assessment group in the Independent Review Group to facilitate the development of self-assessment capabilities throughout the organization.
PERFORMANCE MEASURES O
All IRG Advisor positions filled.
O l
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()J STRATEGY: CONTINUOUS IMPROVEMENT
\\
L PROGRAM: ASSESSMENT 1
ACTION PLAN Improved quality of self-assessment results as recognized by independent overview and customer feedback of a prototype self-assessment.
Greater than 90% of the prototype self-assessment recommendations accepted for i
implementation.
The improved quality in self-assessments will demonstrate the effectiveness of the self-
)
assessment process. Further, the percentage of recommendations acted upon and the timeliness of actions taken is an indicator of departmental acceptance of the value of self-assessment and, hence, is an indicator of the effectiveness of the self-assessment tool established by this plan. The implementation of an effective process and departmental acceptance of the value of self-assessment will lead to improved departmental performance as demonstrated in departmental performance indicators, and ultimately to improved Nuclear Power Group performance as gauged by both internal and extemal measures.
OU ACTIVITIES 1.
Staff Independent Review Group by filling the three authorized positions.
2.
Establish assessment program scope and goals.
2.1 Develop and obtain management concurrence on program " white paper" that establishes clear expectations for the self-assessment program.
3.
Assess current program for specific areas for improvement based on approved " white paper."
3.1 Review existing program documentation relative to white paper expectations.
3.2 Review selected previous self-assessments for programmatic weaknesses and lessons learned.
3.3 Review self-assessment programs from other utilities and evaluate elements for inclusion in the Nuclear Power Group program.
O 3.4 Review self-assessment practices used by Training in the re-accreditation d
process to identify elements for inclusion in the Nuclear Power Group program.
STRATEGY: CONTINUOUS IMPROVEMENT PROGRAM: ASSESSMENT ACTION PLAN 4.
Implement program improvements in applicable administrative documents.
4.1 Revise NPG Directive 3.29, Self Assessment Program.
4.2 Revise NPG Directive 3.31, Independent Review Group.
4.3 Develop self-assessment implementing guidelines in support of NPG Directive 3.29.
5.
Enhance self-assessment skills and knowledges.
4.4 Identify and address specific weaknesses in skills and knowledges.
4.5 Define and conduct training for Independent Review Group Advisors, potential self-assessment team leaders, line managers, etc.
5.
Perform program prototype self-assessment.
O 5.1 Perform self-assessment facilitated by Independent Review Group.
5.2 Obtain independent appraisal of self-assessment accomplished above.
5.3 Based on appraisal results and lessons learned during self-assessment, analyze NPG Directive 3.29 and implementing guidance for necessary revisions.
O STRATEGY: CONTINUOUS IMPROVEMENT N)
PROGRAM: ASSESSMENT ACTION PLAN 4
j SCHEDULE Activity Accountable StartDate*
EndDate*
Person
- 1. Staff IRG Advisor positions Moeller 2
- 2. Establish scope and goals IRG Advisor 0
2
- 3. Assess current weaknesses IRG Advisor 0
4
- 4. Implement program improvements IRG Advisor 4
8
- 5. Enhance skills and knowledges Moeller 0
6
/'N.
- 6. Perform prototype assessment G
6.1 Perform self-assessment TBD" 8
10 6.2 Obtain independent appraisal IRG Advisor 10 11 1
6.3 Implement lessons learned IRG Advisor 11 12
- Schedule dates are in weeks relative to completion of plant restart.
"To be determined based on functional area being self-assessed.
/%U P
PHASE 2/3 PLAN
)
NUCLEAR POWER group 7.5 Management Practices and Systems Strategy This strategy implements systems and practices that communicate and link the NPG vision and business objectives to individual performance expectations and accountability.
The strategy is implemented through six programs, listed below, and illustrated in the box at the bottom of the page:
Business and Strategic Planning (Phase 2/3 Plan)
Setting Management Expectations Performance Management Performance Appraisal Incentive System O
Management Information Systems V
Figure 7.5-1 provides an expanded view of the Phase 2/3 programs and Phase 2 activities.
Strategy Sponsor: R. Jones Note: Phase 2 Programs are shown in Bold Business and strategic Planning (Phase 2/3 Plan) setting Management Expectations MANAGEMENT practices AND SYSTEMS Performance Management Performance Appraisal Incentive system Management Information systems t
j v
piptext 7-5 4
Develop top level strategies FIGURE 7.5-1 and scope implementing MANAGEMENT PRACTICES AND programs SYSTEMS Business and Strategic Planning (Phase 2/3 Prepare plan text Phase 2/3 Expanded View Plan)(ShortTerm) Objective:
Provide an integrated plan following restart to continue performance improvements and Prepare Phase 2 action plans achieve top levelgoals.
and conduct management Setting Management Expectations (Long
)
Term) Objective: Establish process for MANAGEMENT PRACTICES management expectations to be identified, AND STSTEMS communicated, and enforced regarding (Jnesj teamwork, ownership and accountability.
STRATEGY: Implement systems and practices that communicate and link the NPG vision and business objectives to individual Performance Management (Long Term) performance expectations and accountability.
Objective: Develop performance indicators r
thatprovide management with timely feedback on performance levels and trends.
Performance Appraisal (Long Term) p Objective: Implement performance appraisal system that is directly tied to performance goals.
Incentive System (Long Term) Objective:
g Establish an incentive structured, pay for V
performance compensation system.
Management Information Systems (Long u
Term) Objective: Enable management to F
monitor and adjust priorities to meet overall and emerging business objectives.
""^*" ' ' " ' ' "
Cj' NUCLEAR POWER group 7.6 Skills and Qualifications Strategy This strategy develops the capabilities and depth of the organization by defining required organizational development attributes, evaluating personnel against these attributes, and developing or recruiting individuals accordingly.
The strategy is implemented through four programs, listed below, and illustrated in the box at the bottom of the page:
Organizational Development / Required Skills Assessment of Managers and Supervisors Succession Planning (Recruiting and Development)
Establish Onsite HR Function Figure 7.6-1 provides an expanded view of the Phase 2/3 programs and Phase 2 activities.
\\
Strategy Sponsor: K. Walden e
i 4
Note: Phase 2 Programs are showtr in Bold Organizational Developrnent/ Required Skills SKILLS AND QUALIFICATIONS Assessment of Managers and Supervisors Succession Planning (Recruiting and Development)
T piptext.7-6
=.. ~,
O O
O FIGURE 7.6-1 SKILLS AND QUALIFICATIONS Phase 2/3 Expanded View Organizational Development / Required 7
Skills (Long Term) Objective: Align OD principles and objectives with NPG vision and denne required skills and competencies.
3 SKILLS AND QUALIFICATIONS Assessment of Managers and Supervisors i
F
[Walden]
-(Long Term) Objectives: Establish baseline STRATEGY: Develop the capabilities and management capabilities and define actions to I
depth of the organization by defining address neededimprovements.
required organizational development attributes, evaluating personnel against these attributes, and developing or recruiting individuals accordingly.
Succession Planning (Recruiting and Development (Long Term) Objective:
F Implement a succession planning process to continuously address gaps in bench strength and assign priorities for recruiting and deve!opment.
L r
)
q PHASE 2/3 PLAN Q
NUCLEAR POWER GRoOP 7.7 External Relations Strategy This strategy establishes mechanisms to communicate operational and regulatory status and issues to Participants and regulators. Hold periodic meetings with Participants to ensure coordination of longer-term business plans.
The strategy is implemented through three programs, listed below, and illustrated in the box at the bottom of the page:
Communications Between NPPD/NPG and NRC Operations-Related Communications With External Parties Participant involvement in Management Meetings Figure 7.7-1 provides an expanded view of Phase 2/3 programs and Phase 2 activities.
Strategy Sponsor: J. Mueller Note: Phase 2 Programs are shown in Bold Communications Betweer NPPD/NPG and NRC EXTERNAL RELATIONS Operations-Related Communications With External Parties Participant involvement in Management Meetings
'Q l
piptext.7-7
%)
G V
FIGURE 7.7-1 EXTERNAL RELATIONS Phase 2/3 Expanded View Ene sW5c manageT responsibilities for 9
Communications between NPPDINPG and the NRC (Long Term) [Godley] Objective:
Establish a mechanism to feed Establish formal communications links with the back NRC comments to NPG MC.
management Develop daily plant status reports EXTERNAL RELATIONS Operations-related Communications (Long Publicize the existence of the
[Mueller]
Term)[ Mace] Objective: Develop and plant status reporting system STRATEGY: Establish mechanisms to implement mechanisms for communicating comtraunicate operational and regulatory Operations information to extemalparties.
9,yggny, gn7 egg nuggg, status and issues to Participants and reporting mechanism regulators. Holdperiodic meetings with Participants to ensure coordination of longer-term business plans.
Establish a format for Participant involvement in NPG Participants to provide input and Management Meetings (Long Term) (Mace]
receive meeting materials Objective: Develop a mechanism for Participants to take part in the NPG monthly management meetings.
Es%lish a protocol for partic,pating in the monthly i
i meetings l
UNITE D STATES
&# 88 C o, NUCLEAR REGULATORY COMMISSION e
N REGloN IV
[
611 RY AN PL AZA DRIVE, SUITE 400 P
AR LINGTON, T E XAS 76011 8064 December 21, 1994 Nebraska Public Power District ATTN: Guy R. Horn, Vice President - Nuclear P.O. Box 499 Columbus, Nebraska 68602-0499
SUBJECT:
FEMA IDENTIFIED DEFICIENCY AT THE NOVEMBER 16, 1994 COOPER EXERCISE' Enclosed is a copy of the letter from Mr. John A. Miller, Federal. Emergency Management Agency (FEMA) Region Vil Director, dated November 23, 1994, which notified the state of Nebraska of a Deficiency identified during the November 16, 1994 exercise with Cooper Nuclear Station.
The Deficiency involved the capability to coordinate the formulation and dissemination of accurate-information to the public using the Emergency-Broadcast System (EBS).
This Deficiency was assessed against the Nebraska-Field Command Post /Information Authentication Center.
We request-that you assist off-site officials with corrective action as required and track the state's corrective actions for this Deficiency.
Please keep this office informed of the status of the resolution of this item.
i Sincerely,
)
W[
Samuel J. Collins, Director Division of Radiation Safety and Safeguards
~
Enclosure:
As stated Docket:
50-298 License:
DPR-46 cc w/ enclosure:
Nebraska Public Power District ATTN:
G. D. Watson, General Counsel P.O. Box 499 LColumbus, Nebraska 68602-0499 Nebraska Public Power District ATTN:
John Mueller, Site Manager P.O. Box 98 Brownville, Nebraska 68321
s Federal Emergency Management Agency n - vn 911 Walmet Street Boone 300 Kaassa City, MO 64106 Richard L. Some, Assistant Director state Civil Defense Agency 1300 Military Road Lincoln, Nebraska 68508-1090
Dear Mr. Sema:
SUR7ECT Correction of Deficiency Observed at the November 16, 1994, cooper Nuclear Station Exercise - Response Due:
Janua?y 27, 1995 Ne have coupleted our review of the proposed plan
====ne= mat submitted in respe to our letter, dated November 23, 1994, concerning the requirement for remedial action to correct the deficiency observed at the November 16, 1994, cooper Nnalmar Station Exercise. The proposed plan amendment clearly indiaates that critical information concerning protective actions (areas affected, landmarks, evacuation routes, and reception centers) will be provided concurrently to the public.
Based upon the proposed plan amendment, the requirement that a reendini exercise be conducted to demonstrate objective mauber 11 is hereby rescinded.
This action is being taken because the EBs messages included in the plan===ad= ant do not require the insertion of critical information such as landmark descriptions
.and locations of recort. ion centers. This eliminates the require-l ment to assemble multiple messages into one messegs and the possible errors such procedures could cause.
The deficiency will be closed upon the submission of fourteen j
copies of the plan amendment to this office, by January 27, 1995, i
for distribution to the RAC members and the certification that i
the plan amendment has been distributed to all other plan holders.
i
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I
t Nebraska Public Power District ^ Nebraska Public Power District.
ATTN: ' Robert C. Godley, Nuclear Licensing & Safety Manager P.O. Box 98 Brownville, Nebraska 68321 Midwest Power ATTNi James C Parker, Sr. Engineer 907 Walnut Street P.O. Box 657-Des Moines,.lowa 50303 Lincoln Electric System JATTN:
Mr. Ron Stoddard lith and 0 Streets Lincoln,: Nebraska 68508
' Nebraska Department of Environmental Quality.
ATTN:
Randolph, Wood, Director P.O. Box 98922 Lincoln, Nebraska 68509-8922 Nemaha County Board of Commissioners ATTN: Larry Bohlken, Chairman
-Nemaha County Courthouse 1824 N Street Auburn, Nebraska 68305 Nebraska Department of Health ATTN:
Harold Borchert, Director Division of Radiological Health 301. Centennial Mall, South P.O. Box 95007 Lincoln, Nebraska 68509-5007 Nebraska Department of Health ATIN:
Dr. Mark B. Horton, M.S.P.H.
Director P.O. Box 950070 Lincoln, Nebraska 68509-5007 Department of Natural Resources ATTN:
R. A. Kucera, Department Director of. Intergovernmental Cooperation P.O. Box 176 Jefferson City, Missouri 65102 Kansas Radiation Control' Program Director
/
Nebraska Public Power District : b'cc to DMB (IE35) bec w/ enclosure:
L. J. Callan Resident Inspector Branch Chief (DRP/C)
Leah Tremper (OC/LFDCB, MS: TWFN 9E10)
MIS System DRSS-RIB File (Hodges)
Branch Chief (DRP/TSS)
Project Engineer (DRP/C)
RIV File Senior Resident Inspector - River Bend
' Senior Resident Inspector - Fort Calhoun C. A. Hackney, SLO B. Murray, DRSS/ RIB i
DOCUMENT NAME:
G:\\H0DGES\\ DOCUMENT \\ FEMA To receive copy of docget. Indicate in boxi "C" = Copy without eryclosures "E" = Copy with enclosures "N" = No copy C: RIB lil DD:DRSS dA/ D:DRSSf////g l
l BMurray-
'? $AScarar$1(
SJCol/Trf,4 12/1 /9/
12/d/94" 9
12/(A /94 L'
0FFICIAL RECORD COPY l
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If you have any questions, please contact Dahert Bissell at (816) 283-7004.
ahmly j
i ohn A. Miller Regional Director oct Esthryn cola, PT-IX-RC sue Peres, PT-EX-RG Charles Hackney NRC IV Mike Erumland, NPPD l
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Nebraska Public Power District
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NLS940119 December 23,1994 Mr. L. J. Callan Regional Administrator NRC Region IV 611 Ryan Plaza Drive, Suite 400 Arlington, Texas 76011
Dear Mr. Callan:
On August 25. 1994, you provided the District with a letter that outlined certain concerns regarding the Cocoer Nuclear Station Operations Review Committee (SORC). Your letter stated in part:
[0]ur preliminary review has also resulted in our having serious concerns about the functioning of the Station Operations Review Committee (SORC).
It is clear from a review of the report [by the Office of Investigations] that members of the SORC did not, in this instance. implement their assigned duties and responsibilities. In addition, it is not apparent that the processes i
utilized by the SORC functioned to ensure that the SORC's oversight responsibilities were sufficiently independent from outside influences such as senior management and schedular pressures.
As you are aware the District has responded in sepante correspondence to the NRC regarding alleged outside imluences by senior management and alleced schedular pressures on SORC.
Accordingly, the following discussion focuses on the functionality of SORC and its ability to implement assigned duties and responsibilities.
Several NRC concerns with SORC have been supported by the District-sponsored September 1, 1994 Diagnostic Self-Assessment Team (DSAT) report and the NRC's November 29, 1994 Special Evaluation Team report. The District agrees with these conclusions and has taken significant steps to improve SORC beginning with an October 5.1994, management meeting at which the Site Manager provided his expectations regarding 50RC performance He stressed the oversight mission of the SORC, reinforced high standams and expectations, and provided guidance on how the SORC's mission should be completed. The new Plant Manager expressed similar expectations during the October 6,1994 SORC meeting.
More details regarding additional actions taken to achieve these improvements are provided below.
A9m)/rp-A 47
+
w NLS940119 December 23.1994 Personnel SORC membership has changed significantly with the addition of the new Plant Manager (Chairmanh the new Engineering Manager. and the new Operations Manager. These personnel have provided a fresh perspective to SORC and provide the appropriate higher safety standards required for continued performance improvement at CNS.
Independent Assessments in September 1994. a group was convened to review how other utilities conduct the onsite review function. including membership, procedures, and meeting methods. Recommendations from this group included:
Revise the controlling procedure to eliminate the identification of membership by specific title to provide greater flexibility in establishing the SORC membership.
Implement a ' qualified reviewer' process and/or the use of subcommittees to review and identify items requiring SORC review.
Upgrade meeting minutes documentation.
Clearly establish expectations for committee membership and for items being presented for SORC review.
These recommendations were accepted and corrective actions taken. They have led to improved efficiency and quality of SORC assessments.
Also in September 1994, the District brought onsite a recognized authority in the area of nuclear performance assessment and independent oversight improvement to serve as a mentor and coach to the SORC.
The initial task of the mentor, however, was to synthesize and evaluate information contamed in the DSAT report pertaining to independent assessment activities, including the SORC. This task was performed in conjunction with the external members of the Safety Review and Audit Board (SRAB). During this effort, several weaknesses were revealed regarding independent assessment. These matters have been addressed through the SORC-specific issues that are addressed in the Phase 1 Action Plan Issue closeout (Item 1.2).
On September 23,1994, CNS Quality Assurance (QA) issued an assessment report to the site manager on SORC. In sum, the QA concerns and recommendations were consistent with conclusions reached by other assessment organizations.
On October 27, IM4. the Plant Manager responded to QA by outlining actions that would be. or had been taken, c. the stated concerns. QA has since determined that the Plant Manager's actions are acceptable.
p3+
jf NLS940119 -
December 23.1994 a
Mentorship Since' mid-Siptember, the SORC mentoricoach has woked with CNS line managers to enhance
~
the effectiveness of oversight meetings through various activities. including frequent. attendance -
at meetings, commentary. on ' meeting proceedings and content, promulgation of oversight expectations, individual coaching and feedback for the SORC members, input into Procedure 0.3 revisions. 'and assumption of a' lead role in the development of a training course for the SORC presenters Also. the mentor / coach has worked closely with new managers throughout their
. transition at CNS.
' Procedure Modification
' On' November 3.1994, Procedure 0.3. " Station Operations Review Committee ~ was revised to
. describe SORC activities more accurately. Changes included the following.
Based SORC membership on disciplines (as described in Technical Specifications).
e-Previously. SORC membership was based on position titles.
. Utilization of a matrix format to identify primary and alternate members of the SORC.
e.
SORC's primary responsibility was clarified to focus on issues relevant to nuclear safety, and to ensure that nuclear safety implications are recognized and properly addressed.
l Trainine A training course for SORC members and alternates was presented to address the fundamentals 4
of nuclear safety concepts and culture. The training program consisted of two full days in the classroom and covered all aspects of nuclear safety from fundamental philosophy to the bases for design and licensing. In addition, performance-based concepts and evaluanon techniques were presented in the training to provide essential skills for applying critical, results-oriented thinking and evaluation techniques for technical, administrative. and organizational problems.
Also, the course led to improved insight by SORC members of potential safety impacts of reviewed information.
~ Conclusion j
= The District recognizes that the quality of the function that SORC performs is dependent on the attitude of its members, as well as. controlling procedures and processes. Procedures and
. processes can be changed. but the key ingredient to the success of SORC is the ability to 5
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' December 23. 1994' differentiate between line management functions and.those of independent assessment.
Consistent with this approach, new SORC personnel already have improved SORC effectiveness.
Items-are being presented in more effective ways, and deliberations are clearly focused on nuclear safety. Improved processes and procedures have led to increased efficiency. The actions described in this letter also have resulted in the appropriate intrusive attitude regarding issues being discussed.
As a final note. the District notes its awareness that it must ensure that SORC members have the proper priority between SORC activities and routine job activities. Without this protocol, unacceptable backlogs in SORC issues or work activities could result. The combined actions-discussed in this letter respond to NRC concerns. More importantly, these actions respond to what District management believes is necessary for a successfully functioning SORC. Based on the actions that we have taken, the District concludes that all restart issues pertaining to SORC have been resolved.
Sincerely,
/ o-G. R Horn vie 6-President. Nuclear ec:
U. S. Nuclear Regulatory Commission Attention: Document Control Desk NRC Resident Inspector Office Cooper Nuclear Station NPG Distribution I
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