IR 05000267/1985008
| ML20134N175 | |
| Person / Time | |
|---|---|
| Site: | Fort Saint Vrain  |
| Issue date: | 08/27/1985 |
| From: | NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION IV) |
| To: | |
| Shared Package | |
| ML20134N167 | List: |
| References | |
| 50-267-85-08, 50-267-85-8, NUDOCS 8509050026 | |
| Download: ML20134N175 (23) | |
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Meeting Samary Date: May 31, 1985 l
Place: Fcrt St. Vrain site, Platteville, Colorado Prinical Attendees: NRC: R. D. Martin E. ,
G. Lainas P. Wagner J. Taylor PSC: R. Walker 0. Lee L. Brey J. Gahm ;
L. Singleton ;
i Sumary: The NRC briefed the SALP report orally. Copies of the slides used are attached. The licensee also made a presentation of the performance enhancement program; a copy of the material is attached.
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UNITED STATES NUCLEAR REGULATORY COMMISSION SYSTEMATIC ASSESSMEhT OF LICENSEE PERFORMANCE PUBLIC SERVICE COMPANY OF COLORADO
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FORT ST, VRAIN NUCLEAR GENERATING STATION OCTOBER 1, 1983 - FEBRUARY 28, 1985
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e SALP PROGRAM OBJECTIVES
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IMPROVE LICENSEE PERFORMANCE
. PROVIDE A BASIS FOR ALLOCATION OF NRC RESOURCES IMPROVE NRC REGULATORY PROGRAM
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PERFORMANCE ANALYSIS AREAS FOR OPERATING REACTORS PLANT OPERATIONS RADIOLOGICAL CONTROLS MAINTENANCE SURVEILLANCE FIRE PROTECTION EMERGENCY PREPAREDNESS SECURITY AND SAFEGUARDS REFUELING LICENSING ACTIVITIES TRAINING QUALITY PROGRAMS AND ADMINISTRATIVE CONTROLS AFFECTING QUALITY DESIGN, DESIGN CHANGES, AND MODIFICATIONS
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FUNCTIONAL AREA PERFORMANCE CATEG0P,1 CATEGORY l REDUCED NRC ATTENTION MAY.BE APPROPRIATE., LICENSEE MANAGEMENT ATTENTION AND INVOLVEMENT ARE AGGRESSIVE AND ORIENTED TOWARD NUCLEAR SAFETY; LICENSEE RESOURCES ARE AMPLE AND EFFECTIVELY USED S0 THAT A HIGH LEVEL OF PERFORMANCE WITH RESPECT TO OPERATIONAL SAFETY OR CONSTRUCTION IS BEING ACHIEVED.
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CATEGORY 2 NRC ATTENTION SHOULD BE MAINTAINED AT NORMAL LEVELS. LICENSEE MANAGEMENT ATTENTION AND INVOLVEMENT ARE EVIDENT AND ARE CONCERNED WITH NUCLEAR SAFETY; LICENSEE RESOURCES ARE ADEQUATE AND ARE REASONABLY EFFECTIVE S0 THAT SATISFACTORY PERFORMANCE WITH RESPECT TO OPERATIONAL SAFETY OR CONSTRUCTION IS BEING i ACHIEVED.
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CATEGORY 3 BOTH NRC AND LICENSEE ATTENTION SHOULD BE INCREASED. LICENSEE MANAGEMENT ATTENTION OR INVOLVEMENT IS ACCEPTABLE AND CONSIDERS NUCLEAR SAFETY, BUT WEAKNESSES ARE EVIDENT; LICENSEE RESOURCES APPEAR TO BE STRAINED OR NOT EFFECTIVELY USED S0 THAT' MINIMALLY SATISFACTORY PERFORMANCE WITH RESPECT TO OPERATIONAL SAFETY OR CONSTRUCTION IS BEING ACHIEVED.
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IMPROVED: LICENSEE PERFORMANCE HAS GENERALLY IMPROVED OVER THE COURSE OF THE SALP ASSESSMENT PERIOD.
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SAME: LICENSEE PERFORMANCE HAS REMAINED ESSENTIALLY CONSTANT'
OVER THE COURSE OF THE SALP ASSESSMENT PERIOD.
DECLINED: LICENSEE PERFORMANCE HAS GENERALLY DECLINED OVER THE COURSE OF THE SALP ASSESSMENT PERIOD.
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EVALUATION CRITERIA 1. MANAGEMENT INVOLVEMENT AND CONTROL IN ASSURING QUALITY.
2. APPROACH TO RESOLUTION OF TECHNICAL ISSUES FROM A SAFETY STANDPOINT.
3. RESPONSIVENESS TO NRC INITIATIVES.
4. ENFORCEMENT HISTORY.
5. REFORTING AND ANALYSIS OF REPORTABLE. EVENTS.
6. STAFFING (INCLUDING MANAGEMENT).
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. TRAINING EFFECTIVENESS AND CUALIFICATION.
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STRENGTHS MANAGEMENT ATTENTION TO UPGRADING FSV STRONG ALARA CONTROLS
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WEAKNESSES-MANAGEMENT CONTROLS IN FUNCTIONAL AREAS OF:
OPERATIONS MAINTENANCE LICENSING ACTIVITIES
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QUALITY ASSURANCE AND ADMINISTRATIVE CONTROLS AFFECTING QUALITY DESIGN, DESIGN CHANGES,~AND MODIFICATIONS i
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LESS FORMAL' MODE OF OPERATION THAN IS COMMON AT OTHER NUCLEAR POWER PLANTS IMPLEMENTATION OF PROGRAM REQUIREMENTS IN QUALITY ASSURANCE AND DESIGN CONTROL
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PLANT OPERATIONS
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CATEGORY 3 (SAME)
INCREASED AND VIGOROUS MANAGEMENT ATTENTION IS REQUIRED EMPHASIS ON REDUCING PROCEDURAL VIOLATIONS
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INCREASE MONITORING OF PLANT OPERATIONS
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CONTINUE EFFORTS FOR IMPROVING TECHNICAL SPECIFICATIONS AND OPERATING PROCEDURES
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RADIOLOGICAL CONTROLS
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CATEGORY l (IMPROVED)
ASSURE RPM IS NOT OVERLOADED
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REVIEW CHARCOAL CARTRIDGE MEASUREMENTS UPDATE TRANSPORTATION PROCEDURES i
ASSURE UNPLANNED /UNMONITORED RELEASES DO NOT OCCUR
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l MAINTENANCE CATEGORY 3-(DECLINED)
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MANAGEMENT ATTENTION -ON WEAK AREAS
' STRENGTHEN OVERALL MANAGEMENT CONTROLS l
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CATEGORY 2 (SAME)
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ENSURE ACCURACY OF SURVEILLANCE PROCEDURES
. PURSUE TS UPGRADE PROGRAM
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FIRE PROTECTION
CATEGORY 2 (IMPROVED)
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EMPHASIZE HOUSEKEEPING PRACTICES
- CONTINUE INVOLVEMENT IN APPENDIX R UPGRADES
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CATEGORY 2 (SAME)
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ENSURE MANAGEMENT CHANGES' SOLVE-WEAKNESSES NOTED l
DURING EARLY PART OF SALP. PERIOD
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SECURITY 8 SAFEGUARDS
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CATEGORY 2 (DECLINED)
i AGGRESSIVE APPROACH IN-RESOLVING SECURITY ISSUES
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REFUELING
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PRIOR PLANNING FOR NEXT REFUELING FOR FUEL EXAMINATIONS AND PRIOR AGREEMENT WITH NRC
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LICENSING ACTIVITIES CATEGORY 3 (SAME)
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EVALUATE NUCLEAR DEPARTMENT- STAFFING LWR EXPERIENCE WOULD BE DESIRABLE
STAY INFORMED OF NRC INITIATIVES FOR OTHER REACTORS
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AND HOW THEY WOULD AFFECT FSV DESIGNATE AN' INDIVIDUAL WITH RESPONSIBILITY FOR COMPLETE, TIMELY, LAND CORRECT RESPONSES TO NRC l
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i TRAINING ~
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- CONTINUE TO PURSUE INP0 ACCREDITATION
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. EMPHASIZE PROCEDURAL COMPLIANCE IN TRAINING PROGRAM ,
PREPARE TRAINING PROGRAM ON. REVISED TS AND 0PERATING PROCEDURES
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- DESIGN, DESIGN CHANGES, AND MODIFICATIONS CATEGORY 3 (DECLINED)
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IMPROVE MODIFICATION CONTROLS IMRPOVE INTERDEPARTMENTAL' COORDINATION-
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IMPROVE CN-PRODUCTION
IMPROVE UNDERSTANDING OF 10 CFR 50.59
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QUALITY PROGRAMS AND ADMINISTRATIVE CONTROLS'AFFECTING QUALITY
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CATEGORY 3 (DECLINED)
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PROVIDE INCREASED MANAGEMENT OVERSIGHT OF
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NUCLEAR ACTIVITIES ENHANCE-QA DEPARTMENT INDEPENDENCE AND-CAPABILITY TO EFFECT TIMELY CORRECTIVE ACTION
i TIMELY REVIEW AND IMPLEMENTATION OF CONTRACTOR i RECOMMENDATIONS
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IMPROVE QUALITY OF INTERDEPARTMENTAL COMMUNICATIONS INCREASE AUDIT / MONITORING TO IDENTIFY AND CORRECT:
WEAK AREAS
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) Public Service ~ :==-l1.,...
P.O. Box 840 Denves, CO 80201- 0840 OSCAR R. LEE Ji - 3 OD- VICE PRESIDENT June 25, 1985 Fort St. Vrain Unit No. 1 P-85216 Regional Administrator Region IV U.S. Nuclear Regulatory Commission 611 Ryan Plaza Drive, Suite 1000 Arlington, TX 76011 Attention: Mr. Eric Docket No. 50-267 SUBJECT: Response to Systematic Assessment of Licensee Performance REFERENCE: NRC Letter from Mr. R. D. Martin to Mr. O. R. Lee dated May 7, 1985 (G-85171)
Dear Mr. Johnson:
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This letter formally transmits our response to the Systematic .
Assessment of Licensee Performance (SALP) report for the period 1 October 1, 1984 through February 28, 1985. At our meeting at Fort St. Vrain on May 29, 1985, we provided each NRC attendee a . binder which summarizes our response and describes the Performance Enhancement Program (PEP) which was initiated in early April, 1985, i It is our view that the programs defined in the PEP and other recent I organizational changes address those areas requiring improvement per the SALP evaluation.
Based upon the SALP report and several other recent audits and evaluations, we have accepted that changes in our operations are necessary to strengthen our performance. We have already taken corrective action in most areas and have made several organizational changes. In addition, seventy-nine new personnel have been approved for the nuclear organization. 7
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Enclocad iQ tha Nucloer Parformmnca Enhanecmant Progrcm that was provided at the SALP meeting. It includes an outline of our SALP meeting -discussions, organizational changes, the PEP Schedule, key materials from our PEP Project Manager's Binder, and activities in progress division-by-division.
At the SALP meeting, PSC agreed to provide the NRC with quarterly updates, .as desired, on our Performance Enhancement Program activities. The first status report covering the period of April and May 1985 is being provided by separate correspondence.
We trust that this information more than adequately responds to the '
SALP. findings.
Sincerely,
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R. Lee, Vicd President Electric Production smC l
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f PUBLIC SERVICE COMPANY OF COLORADO .,t SYSTEMATIC ASSESSMENT 0F LICENSEE PERFORMANCE ~.
MAY 29, 1985 i ,
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AGENDA r s, A. DISCUSSION OF FINDINGS NUCLEAR REGULATORY COMMISSICN ,
B. OVERVIEW OF PSC POSITION R. F.= WALKER, PRESIDENT '
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f C. ORGANIZATIONAL CHANGES AND O..R. LEE,'VICE PRESIDENT -
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PERFORMANCE ENHANCEMENT PROGRAM i
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TABLE OF CONTENTS I. Discussion Outline
- Overview of PSC Position l
- Organizational Changes and Performance Enhancement Program j
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II. Nuclear Organization Charts .l
- Organization Charts by Division l
- Summary of Additional Personnel III. Performance Enhancement Program Schedule
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- Bar Chart Schedule IV. PEP Manager's Binders - Key Materials ,
- Mission Statement and Introduction
- Performance Enhancement Program Manual
- Performance Enhancement Program Organization and Key Individuals
- Project Manager's Responsibility
- Project Status Report Format "
- Specific Project Manager Instructions and Guidelines V.- Divisional Activities
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A. Quality Assurance Division B. Nuclear Production Division C. Nuclear Licensing and Fuels Div'ision D. Nuclear Engineering Division O .
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- PUBLIC SERVICE COMPANY OF COLORADO FORT ST. VRAIN .'
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SYSTEMATIC ASSESSMENT OF LICENSEE l PERFORMANCE
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, DISCUSSION OUTLINE s MAY 29, 1985 b, ,
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Overview of PSC Position
- SALP represents a summary assessment over a seventeen month period, ending February 28, 1985.
- At the end of this period, we have initiated many changes that obviously would not have- impacted our performance assessment evaluation.
- These changes are responsive'to SALP findings, the NRC Audit Report, and the Management Assessment Report.
- We have accepted that changes in our operation are necessary.
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' * The cornerstone of our change is The Performance Enhancement Program.
We have made improvements in our organization.
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s organizational Chances
- You may refer to Section II, Nuclear Organization )
Charts for details of our organization and the additional personnel being added.
- The . key point is that the changes have been identified and are being implemented (or have been in the last six months).
- Mr. Oscar Lee now reports to R. F. Walker, President and Chief Executive Officer.
- A Nuclear Licensing and Fuels Division has been established. This group is the' focal point for all NRC interface matters and licensing issues.
Regular bi-weekly meetings with-the NRC staff are being held.
- Management. of the divisions has been strengthened through a reorganization that capitalizes on individual's strengths.
- A General Manager for the Fossil Production Divisions was created to -consolidate this function under one person.
- Mady other divisional organization changes have or
- are being made. These are described in more detail in Section V, Divisional Activities.
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Additional' Personnel
- A deliberate and conservative approach was taken in approving.this substantial increase.
- They will enhance the capabilities of all divisions.
- A major commitment has been made to training in
< general and achieving full INPO accreditation for the' Nuclear Production staff.
- * Key Licensing personnel are being obtained that have: light water reactor experience to assist in relating regulations to our HTGR.
- Plant Engineering staff is being added to increase attention to preventive maintenance and-engineering analysis of plant equipment.
- Design Engineering staff is being increased to provide more effective control and coordination of change and modifications as well as provide a more
. effective response time for plant support.
- * A Master Planning and Scheduling function will assist Management'in prioritizing and directing the nuclear activities.
- Quality Assurance staff is increased to provide
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greater coverage - to audits, training and inspections.
- Greater detail of these additions are in Section II, Nuclear Organization Charts.
- * Naturally, it will take time for~this organization to be brought on board and become an- integral, productive part of our organization.
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Performance Enhancement Program
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, *A program of this magnitude and scope is a new approach for Public Service Company.
- Our approach to managing this effort is also new.
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- A special consulting organization has been established to specifically monitor an'd guide our .
progress and identify problems. l
- Individual Project Managers have been assigned to ,
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lead each project.
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- EThe . Project . Managers. can task persons.in.other divisions.
- A Matrix- organization has been established with
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- Each Project Manager has been issued a binder to
use'to organize his project and lay out the ground -
rules for this'important program. Key materials I
from this binder are included in-Section IV, PEP ;
Project Manager's Binder. !
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Progress is reported against each project at least
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- Quarterly status .
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reports will be provided to the
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There are-six major projects with'34 sub-projects. i
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- ' All' six of these. projects are described in more I
detail in'the text in: Section IV, PEP. Project
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- Binder Key Materials.
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- All 34 sub-projects,are shown in Section III, PEP Schedule. ~ It-shows the Project ~ Manager and- the-
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planned timetable. :The. entire- program' is scheduled.to be finished in-late 1986. .
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It.is a dynamic program tofwhich,new projects'will be added.
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Project ~I' deals-with organizational issues such as-
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- establishing the Performance Enhancement' Program, defining. . organizational '
responsibilities,
, missions,1 charters,;and the location of our staff.
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Performance Enhancement Procram (Continued)
- Project II establishes a Master Planning and Scheduling organization to-assist in prioritizing our workload. Divisional planning and scheduling
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methods will identify. realistic resource requirements for major projects.
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- Project III willi establish a preventive maintenance planning and scheduling organization to- prioritize the work and issue to maintenance personnel do-able job packets. In addition,- the engineering analysis and feedback procedures will be established.
- Project IV deals with a substantial upgrade in procedures and policies-- throughout our organization..
- Project V -will improve the training in ~ all
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i divisions. A key objective is INPO accreditation.
- Project VI will strengthen our conduct of'
operations at the plant.
~* We're excited about the' potential for major i . improvements.
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II. Organization-Charts This section contains the current organization
. charts for the Electric Production organization and a more -detailed- list of the additional personnel being added by division.
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QllAlITY A%llRANCF DIVl510ff , $,
Staff Assistant
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i' t)sality Assurance Quality Assurance Ssality Assurance
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(herations N nager Servlces Nnarrer Inssil Nnager M. J. Ierris T. F. Orlin R. E. N das 5.I4,','i s "ir"" SuricN[sor Shkrv'[sY ()Ak N[nIe' nance "SuperNsor Supervisor rossil QA QA technis.at QA Au<liting f)A Ingineering Supervisor QC Supervisor Fossil Quality Construction I85533 OA suppnrt Program Mincer (future] Support (futurel QA II(D Cooralina tor 3 UA leul. I QA Clerk I 58 44 l'"lineer 4 SR Tect.nician 3 SR Inspectors 9 Quallty Program l gg I M ineer
? QA le n<l. I rug. 2 f ile A Retorils Clee g 5 QA Ingineer 3 SR instector 4 QC Inslectors specialists I $r. l ei. fi. I *. tern,.praplice- 2 IP'Imit id"
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Summary of-Additional Personnel-Nuclear Production-Division-4 12 - Training. personnel' to meet INPO Accreditation requirements.
- 9- Engineers and Technical Services personnel to help maintain. and develop an effective preventive maintenance and failure trending program, s
19 - Operations personnel to meet goals in the areas of N Scheduling, Planning and Stores.
,
Programmers and Clerical personnel to support
'
5-existing staff.in these areas.
Nuclear Engineering Division-I 4- Engineering Services Group Personnel to reduce time engineers spend on administrative / clerical activities.
,
'7 - Engineers and- Technicians to provide an overall
' planning and scheduling function and coordinate and Site work'with plant'
.
4 NED Diamond- Hill NED
! operational needs and the.overall Priority System.
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l Engineering Personnel to help in
- 6- Supervisor
< backlog of the Nuclear Design groups and- the
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Construction Group.
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Engineering supervisors oto decrease backlog and
) coordinate site projects.
Nuclear Licensing and Fuels Division
- 4 - Clerical personnel to support licensing
- - activities.
.3 - Licensing Engineering Personnel ~ to provide
- . direction- and guidance in the resolution of
'
i complex ' licensing issues that arise and'also to prepare the Technical Specification changes and
'1 preparation and ' independent review of licensing
-
correspondence.
.,
2- Nuclear Licensing _ Specialist personnel for
'
m- procedure review and preparation of written safety
evaluations and environmental evaluations. l 1- Nuclear Licensing NRC_ Coordinator to support the -l
< enhanced NRC Commitment Control activities. i i. H
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e Quality Assurance Division 3- Quality Assurance operations Department personnel to develop, implement, and maintain a Quality Assurance Division Training program commensurate with commitments contained in FSAR Appendix B.
2- Quality Assurance Engineering personnel to
'
administer and implement the Vendor Evaluation Program, . Quality Control Training, and accreditation, Inspection Planning and Scheduling, and Quality Engineering functions.
Gutsides Consult.ing Assistance
- Engineers Industrial for plant maintenance and scheduling activities.
- Management Consultants for Master Planning and Scheduling.
- Nuclear Engineers for developing Change Notices and'
Controlled Work Procedures'.
- Management Consultants for evaluation of work force location studies.
- Scheduling Consultants for divisional planning and
.
scheduling activites.
- Training Consultants for development of divisional and departmental training functions.
Maintenance Engineers for development of Preventive Maintenance programs.
.- ,
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III Performance Enhancement Procram Schedule The following schedule summarizes the Performance Enhancement Program sub-projects. It reflects the status as of April 30,-1985. A revised schedule will be prepared.at
-
the end of May.
.
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PU9 tic SERVICE CL e.1r OF COI.ORAOG PE1 FORMA 80CE ENt9A80CEME%F Fit 0 GRAM SUMMARY SCHEDtli.E
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JECF REF. DESCRIPTIOIE RE SPostS191.El DAYS $ $ TAft F COMPLETE A MiJ J A S O N O Of O2 03 OII l I I I ,IF I_ _ _ _ _ _ _I I l. 90tGAlllZAT1000AL C080CERfl3 E.2 Formellre Action Plon, Roer= D. Pica rd Apr i Jean 30 FFFFF FFF)UUUt tel gentrotten end Performence Enhencement Progree 1.2 A.1 Document Cliertere. Miselons sus - schedeled tsees.hte and Functlen Statseeente
Part I, Develop Clicrters D. Plcord Apr 1 May 31 FFFNo00t 1888 * schedesee timeable eHh j
Port 2. Update Procedures D. Pica rd Jun f .Jun 28 7000t ondefleed es plettee done
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I.3 A.g Document Pelley on CommunI- M. Zectiery Apr 1 May 1T FFFF ot J
cation end Starr lesetings FFNs - Flegehed eest etable ehle
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3.1B E.1 Evelvete Starring Levole C. Coudreou Apr 1 Aer 26 FFFF
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888 " * E' ' '*d'd ** "'** ' ' ** ?"*d 1.5 E.6 Ceeplete pouclear Production J. Cohe May 1 JesI 25 esIas I eseetehle.
OrganIzetIoneI Chonges Iss - = schedule bee fleet elm se 1.6 E.3 Evoluete Engineering and D. Worsebeesrg Apr IS Aug 30 FFOUUUUUUt-------- mee erle8ul schede 8*.
' E.as Licenelng and Fuele et zieher reelece senses er l Fort St. Vrain festehee latee ehem eartlee
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- Planntest and Scheduling
.i Function II.2 A.4 Develop Annual and Long- C. Fuller j Range Sc9eedules Port 1 Inittel Schedule' Apr 1 Jose las FFMNc0000(
Port 2, Ceeplete Scliedeste Dependent-fl.3 0)Ut( EST)) Die
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and SefeedesiIreg Fesseetien J Port 8 Initial Definitlen Apr 1 Jun 30 FFFFUUUUUUUt
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- IPRo- senS . MAse- 1 41 42 43 i IJECT REF. DESCRIPTIces RESPosesteLE DAYSISTAftT COMPT.ET E A M J J A S O N O 4 11 l l 1
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j 111.3 5.Il Develop Preventive peelnte- F. Iteveehok nonce Engineering Pro 9ree j Port 1 Initlel DerInstlen Apr 1 Jul 31 FFFFEM)UUUUUUUUUt Port 2. PM Development. Crl- Aug 5 Jan 3 6
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IV.1 0.1 Review and Revise Deelga J. Reesy Apr 1 Jan 1986 FFFFR)UUUUUUt 1 A.5 Change feedirication Procese
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IV.2 C.1 leptement fenC Commitment M. Molmes Apr 1 Jul 26 FFFFR)UUUUUUUUUt l Control Prog ree
l l IV.3 C.2 Document Procedures For M. leelese Apr 1 Aug 30 100014300000000000000(
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} Documente i IV.S A.6 Iteview and Revise loueleer *
4 Orgent ra t t en and Muo tee r
} Production Procedures
} Part 1 Inittel Definitten C. Fuller May 1 Jose 28 RJUUUUUUt i 1 Pert 2. Igueiser Preduetien C. FuIIer JuI 1 Jon 3 30000000000t( EST)M30000040 1 Precedesree Development j Port 3. ftED Procedures D. neerentpeurf Jul 1 Apr 1996, 30000000000t( EST ))UUUUUUUUUUUUes DeveIopeant
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s IV Performance Enhancement Procram Project Manacer's Binder The following materials are excerpts from this binder. The sections describe the program's organization and structure and the responsibilities of each project manager in the
-
program. This binder was issued to each project manager on April 26, 1985 during key organizational meetings held at Diamond Eill and Fort St. Vrain. These materials are provided for information purposes.
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f-PERFORMANCE ENHANCEMENT PROGRAM FOR PUBLIC SERVICE" COMPANY OF' COLORADO
,
FORT ST. VRAIN - NUCLEAR GENERATING STATION
,
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v PERFORMANCE ENHANCEMENT PROGRAM PROJECT MANAGER BINDER
'
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%,. _ _ _ _ _ _ _ _ _ . __ ___________.:_______.__ __ ..._____m.._.___ _ _ _ _ _ _ _ _ _ _ _ . _ _
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_ _ _ _ _ _ _ _ . . _ _ . _ _ _ _ _ _ _ _ _ _ . _ _ _ . . _ _ _ _ _ _ _ _ _ . . _ _ _ _ _ _ _ _ ____.____________m__________.__._. _ _ .
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1 PERFORMANCE ENHANCEMENT PROGRM PROJECT MANAGER BINDER TABLE OF CONTENTS
- A.- PERFORMANCE ENHANCEMENT PROGRAM-
- 1.-Mission Statement and Introduction
- II. Performance Enhancenent Program Manual
- III. Performance Enhancement Program Organization and Key Individuals
- IV'.' Project Manager's Responsibility
- 'V. Project Status Report For=at
- VI. Specific Project Manager Instructions 'and Guidelines B. MONTELY PEP STATUS REPORTS C. PROJECT SECTIONS I. Project Description and Definition II. Project Status Reports III. Project Documentation IV. Project Correspondence V. Project Notes and Miscellaneous Material
.
- Included in this Section
.
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A. PERFORMANCE ENHANCEMENT PROGRAM
'
.I. -INTRODUCTION In .PSC's March 29, 1985, response to the NRC, we amplified l'
.an Action Plan that pertained to addressing- .several.
'
management.and operational concerns at Fort St..Vrain.-
Attached ~to-that' response.were: additional. details describing oix overall projects.(and associated sub-projects) that have been defined as the initial start-up of the Performance Enhancement' Program (PEP). Each sub-project-(from hereon is referred to: as. a project) is identified with the. person responsible.and the targeted completion dates. .
.
A summary bar chart-schedule was prepared to summarize the' projects.
Performance to this schedule will be monitored as part of the' Master Planning and Scheduling function that is being established.
The. Performance Enhancement Program has been established to identify, monitor,.and coordinate several projects that are opecifically -designed to increase. the overall conduct of sperations at Fort St. Vrain. .
'
The Mission'of this program is as follows:
+
"To assign and complete activities that will improve the overall quality, management ~and operation of the Public Service Nuclear Organization in a controlled, timely manner. Progress will lue monitored by the PEP Manager / Master Planning.and Scheduling func, tion.. The function will provide Senior Management the ability to ,
-
make ' proper decisions for allocation of resources and the prioritization of commitments.at the appropriate time and.in the proper manner."
.
The Performance Enhancement- Program will start with six
.overall initial projects which encompass PSC concerns, NRC concerns,-the-recommendations from;the Management Assessment Raport, and corrective. actions that were already underway.
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- six initial projects'are as follows: ,
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PROJECT I - ORGANIZATIONAL CONCERNS i i .The purpose of this project is to. address the concerns E raised in the Management Assessment Report and Section 4 -of. the NRC's letter of October 16, 1984 pertaining to the management,of the PSC Nuclear Organization.
- .
The . actions taken, or in progress, to resolve organizational concerns include restructuring the
> Electric: Production organization to-enhance.the span i of control:of the Vice President, Electric Production; establishment of a Performance Enhancement Program for
,
-development of
,
the. Nuclear ' Organizations; mission ands
-
, ~
I- organizational charters. .to include
- function' statements concurrent with. updating of
'
- related procedures, policies and guidelines:
- development of a policy.to formalize the transfer' of
'
information .and communication throughout the nuclear '
' organization; and identification and augmentation of ,
i additional resource and manpower requirements for the
! nuclear organizations.
.
an analysis will- be undertaken to
'
Additionally, determine the feasibility of relocating the Nuclear Division and the Licensing and Fuel
Engineering l
,
Division to the Fort St. Vrain site.
i -PROJECT II - MASTER PLANNING AND SCHEDULING
- This. project will establish a Master Planning and'
Scheduling function within the Nuclear organization. ,
l The- function's purpose will 'be to provide senior.'
j management attention to major project activities and'
, provide a mechanism to prioritize planned' projects,
,.
allocate resources, and monitor status and schedule of;1 . ,
, each project. The function will coordinate the ,
- activities of the four nuclear divisions to insure" ,
I adequate resources are assigned and available to j scheduled projects in addition.to normal workloads, of ,'
i non-project tasks. An overalt schedule of projects
- and events will be defined covering l the s her.t , -and
-
! long-term (two to three years).
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. PROJECT 'III -
ESTABLISH PREVENTIVE MAINTENANCE PLANNING AND SCHEDULING 1 I
This -project- will take .the'
maintenance program and incorporate a planning and existing preventive j>
. scheduling function._ The function will adapt current procedures and computer systems to specifically define maintenance activities, 'in relation to estimated
-
manpower requirements by skill, required equipment, tools, and materials. Maintenance tasks- will be-
' scheduled based upon-engineered frequencies and upon available- resources. Priorities 'will- be set and evaluated by plant management.. Scheduling of maintenance will insure-that a significant amount cf time is still. made availablef for- emergency. or unplanned maintenance. Scheduling will also consider the- needs of planned outage or construction activities. This program willo interface - with the Master. Planning- and Sc.heduling function, as appropriate for major preventive' maintenance programs.
.
PROJECT IV - UPGRADE NUCLEAR POLICIES'AND PROCEDURES This project' involves six sub-projects, and addresses the development of or revisions to procedures affecting'the Nuclear organization.
This includes design change / modification procedures and attendant safety evaluations- as well as prioritizing implementation tasks;-implementation of'a commitment. control program and. attendant procedures; documentation of policies and' procedures used in determining commitments; a review' of essential regulatory documents to define items PSC;must~ address; an upgrade program for operating, maintenance, and modification procedures; and:the review and' revision
. of exclusion list documents involved in the procurement process.
PROJECT V -
IMPROVE MANAGEMENT AND NUCLEAR DIVISION PERSONNEL TRAINING
~
Public Service Company of Colorado recognizes the'need for highly. trained and well qualified management 'and
'
technical personnel in order to safely.and efficiently operatefthe Fort.St. Vrain Nuclear-Generating Station.
In order to provide this resource, PSC-is implementing
.new training programs and improving existing programs..
In concert'with our. corporate Training and Development.
Department, PSC is upgrading the management -skills
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program to_ provide an individualized program for each
, participant by assessing strengths'and weaknesses and applying tailor-made improvement programs. PSC is assessing the current level of involvement of the Nuclear Organization staff in various industry groups, with the goals to improve their understanding of common industry problems. and solutions'and increase their awareness of events external to Public Service
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Company of Colorado.
Training in each of the four Divisions supporting Fort St. Vrain - Nuclear Production, Quality Assurance, Nuclear _ Engineering, and Nuclear Licensing and Fuels -
I will be strengthened greatly. Public Service Company of Colorado has committed to achieve INPO accreditation of the training programs, primarily in
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the Nuclear Production Division. PSC is firmly committed to a comprehensive training program for all personnel associated with Fort St. Vrain. Significant progress has been .made toward INPO accreditation.
Consistency in the training programs within the Nuclear Production Division is being acecmplished by consolidating the program under the Support Service Manager at Fort St. Vrain.
PROJECT VI - PLANT CONDUCT OF OPERATIONS This project will address specific improvements-within j the Nuclear Production Division to improve its conduct of operations. These activities were not identified by the Management Assessment Report, but are . based upon NRC concerns and concerns of. PSC operations management. The purpose of these activities is to correct the root causes of various NRC observations, most importantly in the area of failure to follow
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defined procedures. Also, an evaluation of- the L adequacy of existing facilities will be completed and
! a plant signage program implemented.
During the implementation of the Performance Enhancement
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I Program, these six major projects will be expanded, with additional projects added to insure that Fort-St. Vrain achieves a consistent standard of excellence that will be of benefit to our employees, customers, and~ shareholders.
- - You have- been selected to participate in this program as a Project Manager. Your selection was based on your management. skills of _ coordinating all aspects _ of a
.particularl project. You were not selected .to accomplish each project single handedly.- You have been given the
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responsibility and authority to task others to provide input
". to you in order to successfully complete your project. The
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success or failure of your project, the Performance Enhancement Program, and even the future of Fort St. Vrain lies with the ability of each Project Manager to communicate and manage his project in an effective and efficient manner.
II. PERFORMANCE ENHANCE.V.ENT PROGRAM MANUAL The management of the Nuclear Organization, including all Division Managers, the Master Planning and Scheduling Function, and Corporate Staff are at your service to assist you in whatever areas you desire. This manual is but a start in that direction. Please use it, correct it, keep it up-to-date, and question it where appropriate.
This manual is divided into several sections. The first section pertains to the details of the PEP and your role as a Project Manager. The second section is for you to keep a current status of the program's progress as a whole and hcw your particular project (s) fits into the progra=. The third section relates directly to your particular project (s) .
Each project section is further divided into five sub-sections. They are as follows:
1. Project Description and Definition:
This section contains all the information you, or anyone, needs to know about the project. What it is, goals and objectives, schedules, project team organization, specific task identifications, resource l allocations, key contact individuals, and any other project specific information you deem appropriate.
2. Project Status Reports:
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On at least a monthly basis, you will provide status reports on the progress of your project. Copies of each report should be kept here for record keeping.
3. Project Documentation:
All drafts and/or final documents prepared for submission for the project should have a copy placed 3
in this section. Where the documents may be l voluminous, a control schedule may be used to monitor and control submissions.
4. Project Correspondence:
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All letters, memos, and notes .to file should be
,e chronclogically filed in this section. This would
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also include-telephone conversation record sheets.
5. Notes and Miscellaneous Materials:
Photographs, sketches, random thoughts, or anything else pertaining to the project would be found here.
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.- I!h. PEP CRGAN!"ADICN AND KI? !ND.V OtA*S
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As a Project Manager, you will be working in a functienal capacitya 1
! directly for Oscar Lee, who is respcnsible for the PEP. your This is normal l
matrix crganization and does not effect j
' managerial / supervisory relationship. -Mr. Lee will be assisted 1. his ,
PEP management role by Doug Picard, PEP Manager and Carrie Gaudreau, Production Services Cecrdinater. These functions were specifically established to assist you in the management of your project. Ycur responsibilities and authority are described further in the fellcwing section (A.IV.).
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PERFORMANCE ENHANCEMENT PROGRAM
. KEY INDIVIDUALS LOCATION Telephone i
O. R. Lee Diamond Hill 571-7105 DIVISION MANAGERS-Larry Brey Diamond Hill- 571-8404 Den Warembourg Diamond Hill 571-7214 Jack Gahm Fort St. Vrain 785-1200 Lee Singleton Fort St. Vrain 7S5-1350 CONSULTANTS / SUPPORT Carrie Gaudreau Diamond' Hill 571-7107 Jan Stufflebeam Diamond Hill 571-7108 Doug Picard VZM 571-7107/08 Mike Zachary VZM 571-7107/08 Dave Miller VZM 7E5-1364 Don Kelly VZM 785-1364 John Wogge Stoller Dave Goss Diamond Hill 571-7795 PROJECT MANAGERS Carrie Gaudreau Diamond Hill 571-7107 Jack Gahm Fort St. Vrain 7ES-1200 Don Warembourg Diamond Hill 571-7214 Chuck Fuller Fort St. Vrain 785-1202 Frank Novachek Fort St. Vrain- 7E5-1201 Jack Reesy Diamond Hill 571-8406
. Mike Holmes Diamond Hill 571-8409 Lee Singleton Fort St. Vrain 755-1350 Larry Brey Diamond Hill 571-8404 Ted Borst Fort St. Vrain 7ES-1203-Doug Picard Diamond Hill 571-7107/08 Mike Zachary Diamond Hill 571-7107/08 Martin'McNulty- Headquarters 571-3265
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. PERFORMANCE EN1-ANCEMENT PROGRAM
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PROJECT MANAGER RESPONSIBILITIES l
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Essentially, a Project Manager is responsible for completing i his/her project on schedule,.within the proper scope, and in a quality manner. The PEP Manager / Master Planning and ,
Scheduling function will assist you in the planning, scheduling and . monitoring:of yours and other PEP prajects.
Each Project Manager must follow some proven project i management techniques. Key ones applicable to this program are described below.
1. Develoement of Project Work Plans and Schedules j l
Prior to any work on the project, a work plan should be prepared. The plan should define the desired L deliverables' (the and product such as procedures,
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policies, documents, etc) , the detailed step-by-step work tasks (or activities), manpower estimates (man-days of "doing" time), persons and/or skills required
, for each task, and the sequence in which the tasks i- (prerequisites and interdependancies) will be j completed. Based upon the resources available, the
' overall project schedule can be prepared. Key
. milestones and their deliverables are identified and I then tracked by both the Project Manager and the PEP Manager / Master Planning and Scheduling function. It
- is the responsibility of the Project Manager to communicate the. status of his project.
I 2. Control of Deliverables I The. Project Manager should carefully ' identify and monitor the preparation of deliverables or end Depending upon the scope of work, control
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products.
i schedules- should be prepared. . For example, for Project III.3 -
Develop Preventive Maintenance
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Engineering Program, a detail schedule of the
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procedures being developed (or revised) -should be
- prepared. It would show the procedure, the estimated i manpower, person responsible for the procedure and the status- (e.g., preliminary draft, technical . review; completed). The control' schedule would be constantly
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. updated by. the Project Manager. It is the responsibility of the Project Manager to insure the deliverable is_in the highest state of quality and is
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accurate . - This- includes scheduling for independent
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_ reviews, graphics, printing, etc.
3. Obtaining Resources for Proiect Tasks The .. Project Manager is responsible for getting the proper manpower, equipment, and materials to complete :
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, all project tasks. In some cases, these resources
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will be from other divisions or departments and the
- Project Manager _ will have to work through the proper
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division or department head in order to obtain -the desired resources.- Should a problem surface at this point, the PEP Manager / Master Planning and Scheduling function will be involved to work out priorities and line- management will obtain additional divisional resources as required.
4. Revising Project Work Plans J
Any changes _'to the project scope or tasks should be reflected in current work plans. Additicnally,
- modified or deleted tasks (with justification) should i be included in an updated Work Plan. The revisions affecting the overall schedule and milestones should
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be then.provided to the Master Planning and Scheduling i function.
5. Recort Proiect Status The Project Manager must report the status of the
- project on a monthly _ basis in writing.. . Status reports
- will be submitted as deemed necessary by the Project 4 Manager and the PEP Manager / Master Planning and Scheduling function, but not less than at the end of
. each month. The format . identified in Section- A.V.
! should be utilized.- ~ Additionally, progress should be indicated on the Current' Schedule computer printout by activity showing for each percent complete, change in duration, additional activities representing delay items, or modified prerequisities.
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The first status report is due Tuesday,-April 30, 1985 and the second on-Wednesday, May' 15,'1985.
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PERFORMANCE ENHANCEMENT PROGRAM
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VI. SPECIFIC-GUIDELINES AND INSTRUCTIONS 1. Project Description:
Review for accuracy and completeness. Insure that the project is a real one and has a priority for
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completion. Understand fully what the end product er deliverable will be, what form it should be in, and when is-it required.
2. Project Work Plans:
Review for accuracy in terms of completeness and that all key activities have been identified. When scheduling' individual work plan activities insure that prerequisites are identified and .that each activity has a duration in terms of elapsed workine days (or weeks).
I 3. Project Schedule:
This relates closely to Item 2 above.but clarifies that durations of individual activities should not be keyed directly to man-day estimates but should allow for the fact that an individual may not be able toi concentrate all of his efforts at one time. For
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i example: Writing a procedure may take 2 man-days of effort spread out over a 10 working day period. You
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should then use 10 working days as the duration of the
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Also, insure each deliverable has an identifiable milestone. The activities should be reviewed and
. milestones identified.
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4. Project' Status Report:
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Submit " Project Status Report" on a periodic basis
! -(minimum once/ month) with " Current Schedule" marked up
, in red to reflect changes in duration, percent complete, and/or activity description. The " Project Status Report" 'should be filled out showing work completed (by task, ID number /name, when and by whom),
the planned activities for immediate werk to be
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accomplished, and any problems encountered. Problems encountered- may range from a lack of. resources, changed priorities,. incomplete prerequisities er any-item that will. affect your ability to meet the
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schedule. Revised work plans should also be submitted at this time.
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.s e-PERFORMANCE ENEANCEMENT PROGRAM V. PROJECT STATUS REPORT i
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PROJECT:
F PROJECT MANAGER:
Date: Status As Of:
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Work Completed Since Last Report:
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Planned Activities:
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Problems Encountered:
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V Divisional Activities The following describe in more detail the work under way in
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each of the Nuclear Divisions. The division materials describe in more detail the organization changes, specific involvement (and acecmplishments) in the Performance Enhancement Program = (PEP) and other pertinent activities underway prior to forming the PEP.
- A. Quality Assurance Division B. Nuclear Production Division C. Nuclear Licensing and Fuel Division D. Nuclear Engineering Division
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A. Quality Assurance Division
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'I . Organizational Changes
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- Major organization changes include transfer of the Maintenance Quality Control Unit to the Quality Asssurance Division to provide further independence in performing _ Quality Control functions- and transfer of the Records Center
Administration to the Nuclear Engineering Division.
.. * Six new positions were created within Quality Assurance Division during this period.
- The additional personnel will support the upgraded
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! Quality Assurance Division training program which reflects the latest INPO and industry guidelines and standards, provide an improved- Quality Assurance indoctrination and training program to personnel within the Nuclear' Project, and support the maintenance, planning and engineering functions. These preceding functions are
- delineated in the PEP.
II. Performance Enhancement Program Activities include:
- Upgrading and improving the Quality Assurance
, Division's training program and Quality
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- Assurance indoctrination and training program
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for Nuclear Project personnel with emphasis on INPO accreditation guidelines and criteria. .
- Revising the Quality Assurance Division's Charter to provide detailed mission and function statements.
- Establishing a Quality Assurance function to identify manpower requirements and priorities to schedule division activities.
- Reviewing the Exclusion List at Fort St. Vrain governinJ material access to the site. This will' be _ evaluated, and incorporated into the Fort St. Vrain Administration Procedures Manual as appropriate. In addition, the consultant's recommendations on procurement will be reviewed, and procedures will be revised as necessary.
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.s III.. Other Activities'in Progress
- The Quality Assurance Division has emphasized
.that time will be devoted to precedure review and training to eliminate root causes for
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failure to follow procedures.
- In order to provide the independence necessary to effectively implement the Quality Assurance Program, all Section O' Administrative Procedures, except 0-0 and Q-1, will be authorized solely under the signature of the Manager, Quality Assurance Division.
- A revision to the Administrative Procedures Manual.Q-16, Corrective Action System, has been prepared to address a CAR escalation system.
- A review of Quality Assurance receiving inspection . procedures will be made and procedures will be provided. or revised, as needed, to address inspection requirements.
- To provide additional emphasis on and enhance the Maintenance Quality Control Program, an evaluation will be undertaken.
- The Quality Assurance Operations Department will
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further expand the monitoring activities to supplement the areas that are presently covered
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Nuclear Facility Safety Committee Audits.
- A review of safety related procedures and I changes to verify conformance to applicable quality requirements was started in the Quality Assurance Division in January, 1985.
- The procedures needed for the review by the Quality Assurance organization of the content and adequacy of the Technical . Specification Procedures has been issued..
- The review of the Technical Specification Surveillance Requirement (SR) Test Procedures, excluding the Environmental Surveillance Requirements'(ESR's), will begin in conjunction with the implementation phase of the SR. Test Program.
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B. Nuclear Production Division
I. Organizational Ch'anges
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- The Management of the Nuclear Production Division has~been strengthened through a reorganization that . redistributes areas of responsibility and capitalizes on individual's strengths.
- The reorganization change required the addition of
~ 45 technical,. training, maintenance, operations, and clerical personnel.
- The Support Services . Department was created on
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September 1, 1984. The Water Chemistry and Training Units' were moved: into this department
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from the operations area. In taking this action, the span of control of the' Station Manager was tightened, which has allowed him to concentrate his ' attention on the operat, ion and maintenance of the facility.
- A Scheduling, Planning, and stores organization i has becn expanded. to implement and- provide increased attention to the areas of long term planning / preventive / predictive maintenance and outage scheduling, and material control.
. * The Technical Services organization is being expanded to improve management oversight and control and implement a comprehensive preventive / predictive- maintenance and' failure
' rending program.
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- The Training organization is being expanded to
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accomplish the requirements of INPO accreditation and more importantly, provi'de the n.eeded
. performance based training to ensure that plant personnel _ are well qualified to perform their assigned tasks. ,
- Responsibility for fuel handling activities has
. been . moved to the Technical / Administrative Services Department. -This.will allow for better coordination with . preventive maintenance, spent
._ fuelLshipping, and core management _ programs.
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II. -Nuclear Performance-Enhancement. Program Activities
- A Division Charter 1 has been written which delineates responsibilities- .and eliminates confusion.and redundancy.
- A comprehensive preventive / predictive
, maintenance program is being developed to control and ' monitor maintenance activities associated with . equipment essential for; reliable plant operation.
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- A. Planning and Scheduling organization is being implemented, and procedures are being developed to coordinate preventive / predictive maintenance and long term outage activities.
- All Division procedures are being reviewed using ,
the INPO Good Practice for adequacy, content, human factors, and format, in order to prevent further problems with procedural compliance.
. Special attention is being given to Systems Operating Procedures, Maintenance Procedures, and Results Procedures.
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- Initial and continuing training programs are being developed to meet Public Service Company of Colorado's commitment to the NRC through Resource
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Committee (NUMARC) to have all training programs ready for accreditation by the Institute for Nuclear Power Operations (INPO) by December 31, 1986.
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- Management visibility and involvement is being
- increased through establishment of a plant tour procedure and- a comprehensive housekeeping program.
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- Aggressive actions are being taken to i= prove Conduct of Operations in the areas of Procedural adequacy and compliance, management responsibilities, operator aids and plant *
signage, work planning, shift turnover, training, independent verificati.on, Station. Service Request (SSR) backlog reduction, and corrective actions, and Controlled Work Procedure (CWP)
control improvement. . Integration of these components into a . comprehensive program will provide positive _ steps to improve the day-to-day operation of the plant.
- A preliminary Facilities Planning report has been completed which addresses the adequacy of the plant. facilities * based on the current plant staff level and anticipated future growth.
f * A Comprehensive Water Chemistry get well. program f is being' implemented to correct deficiencies noted
, in previous NRC, INPO, and PSC QA audits.- A total of 1126 person days is projected.to. be necessary to_ complete this program.
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III.. Other Activities in Progress
- Communications within the Division are being improved through the implementation of waekly staff meetings at all levels. These meetings provide the opportunity to communicate policies, goals and . objectives, discuss current work activities, and receive feedback from the performance.-level. All meetings are documented for follow up of open items and future reference.
- Several . program changes are being implemented to improve our Emergency Response Capabilities in the areas of facility upgrade, training improvements, and . the utilization of " dress rehearsal" exercises.- An extensive advertising and door-to-
. door personal contact campaign has been initiated to improve the effectiveness of the Early Warning Alert System.
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C. Nuclear Licensing and Fuels I., Organizational Changes
- In September, 1984, a Licensing Department was established to serve as a central focal point for all NRC interface matters.
- In March, 1985 a new division (Nuclear Licensing and Fuels) was created to handle licensing issues.
- In November, 1984, a Nuclear Licensing Operations Unit was established at the Fort St. Vrain site to
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address site licensing issues.
- Executive Management approval has been given to the addition of nine additional personnel to the Licensing organization.
- Temporary personnel are being used to backfit.and input selected NRC/PSC correspondence into a computerized licensing document / correspondence data base.
II. Performance Enhancement Program Activities
- A systematic review of NRC documents will be undertaken, utilizing personnel with light water reactor backgrounds.
- An improved system for controlling NRC commitments will be developed.
- Improvements will be made in the review and input of "P" correspondence into a computer data base.
- The licensing review and safety basis for new Technical Specifications will be improved.
- Improved safety analysis reports for .new and revised procedures and tests will be prepared.
- A. training program for Nuclear' Licensing and Fuels l personnel is being established.
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III. Other Activities in Progress
- All Fort St. Vrain Technical Specifications have been reviewed and substantial revisions have been submitted to NRC in order to. upgrade and standardize them with the Nuclear power industry.
- In addition to daily telephone contact, bi-weekly face-to-face meetings between the Nuclear Licensing and Fuels Division Manager and the NRC
. were initiated in April 1985.
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'D. Nuclear Engineering Division I. Organizational Changes
- Additional personnel to monitor contractor activities to better coordinate operations maintenance / construction interface.
- Establish a second engineering group with Site Engineering to provide better response to plant activities for design or technical support.
- Establish a Divisional Planning and Scheduling function to provide coordination of design efforts with plant operation, maintenance, and outage activities.
- Establish a training / procedures group to provide training and retraining with the objective of procedural adherance, and to review, revise and issue procedures to effect better overall procedure control.
- Establish a Special Projects Department to reduce the engineering backlog of work, provide direct assistance to the Engineering Division Manager, and technical support for activities needing immediate attention.
- Overall, the organizational changes required the addition of 21 technical, training, and clerical personnel.
II. Performance Enhancement Program Activities
- Provide management control, through a Planning / Scheduling function, to coordinate the
. design, material delivery', and construction 1 activities to be responsive to Plant needs' for operation, maintenance, planned and unplanned l
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outages.
- Establish a Priority System to all modification work to permit better allocation of resources to accomplish' modification activities.
- To provide orientation, training, and procedure review, a group is being -established with the -
charter to-provide the required procedure training, f-technical training as appropriate, and
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procedure review' with the objective of improving procedure adherance.
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- A Task Force has been established to review and simplify the modification process, to eliminate redundancies, and improve overall implementation and response to Plant needs.
- Establish a schedule whereby all Nuclear Engineering Procedures will be reviewed and revised to assure procedural compliance with regulations, consistency,where eliminate redundancies, simplification possible all in the interest of improving response and. procedural adherance.
- An overall study is being performed by a consultant
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to determine if consolidation of all Nuclear I activities at the Fort St. Vrain site is warranted.
- Charter / Mission Statements have been established for each Division, Department, and Unit to better define areas of responsibility and authority to eliminate redundancies and duplication of efforts, and to enhance communication and coordination of activities.
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