IR 05000272/1985022
| ML18092A831 | |
| Person / Time | |
|---|---|
| Site: | Salem  |
| Issue date: | 10/02/1985 |
| From: | Limroth D, Norrholm L NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION I) |
| To: | |
| Shared Package | |
| ML18092A829 | List: |
| References | |
| 50-272-85-22-MM, 50-311-85-25, NUDOCS 8510110171 | |
| Download: ML18092A831 (34) | |
Text
U.S. NUCLEAR REGULATORY COMMISSION
REGION I
Report No /85-22 and 50-311/85-25 Docket No aDrl 50-311 License No DPR-70 and DPR-75 Licensee:
Public Service Electric and Gas Company 80 Park Plaza Newark, New Jersey 07101 Meeting at:
Salem Generating Station Meeting Conducted:
September 25, 1985 Prepared by:
Salem Reviewed by:
i ulz I 6.;-
date 10:~
date Approved by:
28, DRP Meeting Summary: Meeting on September 25, 1985 (Combined Meeting Report Nos. 50-272/85-22 and 50-311/85-25)
Scope:
Management Meeting held to discuss the status and closeout of the PSE&G Action Plan for improvement of Nuclear Department operations which was submitted to the NRC in August 198 Areas discussed included an overview of the Action Plan statu Additionally, performance indicators of an upward trend and organizational changes were discussed.
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ADOCK 05000272 PDR
DETAILS Meeting Attendees PSE&G H. W. Sann, President R. M. Eckert, Senior Vice President C. A. McNeill, Vice President - Nuclear R. A. Burricelli, Manager Engineering and J. T. Boettger, Assistant Vice President - Nuclear Operations Support L. Kammerzell, Manager, Licensing and Reliability C. P. Johnson, Manager Nuclear Quality Assurance J. H. MacKinnon, Manager Nuclear Safety Review W. R. Schultz, Program Director, Action Plan L. K. Miller, Assistant General Manager - Salem Operations J. N. Leach, Licensing F. Meyer, Nuclear Services NRC T. E. Murley, Regional Administrator, RI R. W. Starostecki, Director, Division of Reactor Projects (DRP), RI S. J. Collins, Chief, Projects Branch 2, DRP, RI S. A. Varga, Chief, Operating Reactor Branch No. 1, NRR L. J. Norrholm, Chief, Reactor Projects Section 28, DRP, RI T. J. Kenny, Senior Resident Inspector, Salem Generating Station R. W. Borchardt, Resident Inspector, Salem Generating Station D. C. Fischer, Operating Reactor Branch No. 1, NRR Background This meeting is the last of the meetings to discuss PSE&G's corrective action program progres The purpose of this meeting was to discuss the closeout of the Action Plan developed by PSE&G in response to the MAC diagnostic evaluation submitted to the NRC on August 26, 198.
Discussion During this meeting the following performance indications were presented by the Vice President - Nuclea Increased capacity factor overall for Salem Generating Statio Unit 1 continuous operation in excess of 260 day Reduction of solid. radioactive waste.
Reduction of Man-Rem exposur *
Accreditation of five areas of training by INPO and the potential to have all ten areas accredited by December 1985:
Reduction of overtim Restricted use of contractors on the sit With specific reference to the Action Plan, see attachment A which describes the licensee's proposed conformance with the Action Pla In the last Action Plan report dated July 22, 1985, the Vice President's comments regarding his commitment of reporting to the State of New Jersey were documented inaccuratel The statement should have read that the Vice President agreed to negotiate with the State of New Jersey with regard to reporting reactor trips and other matters not reportable under 10 CFR 50.72 and 50.7 Organizational changes and the rationale therefor were discussed which included incorporatio~ of system engineers into the station's Operations Departmen This change is intended to improve accountabilit Other changes in nuclear review activities to improve management control of safety review functions were presented in general terms.
This concludes the meetings on the PSE&G Action Pla The meeting closed with the licensee agreeing to submit to NRR the final document which will delineate the licensee's commitment to the Action Plan.
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NRC ACTION PLAN MEETING SEPTEMBER 25, 1985 AGENDA
ACTION PLAN OVERVIEW
ACTION PLAN PROGRAM IMPROVEMENTS
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HUCLEAR DEPARTMENT PERFORMANCE INDICATORS
SUMMARY
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- Action Plan Overview
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- Early 1983 Management Analysis Company (MAC) engaged in an audit of the PSE&G Operations QA Progra Subsequent Salem ATWS incident occurre As a result of PSE&G and NRC concerns about overall management at Salem, PSE&G engaged MAC in March 1983 to review broader areas of nuclear operations managemen MAC study issued June 198 PSE&G established a separate task force of senior managers to develop detailed action plans for each area where improvements could be mad PSE&G Plan for the Improvement of the Nuclear Department Operations issued August 1983, included 26 separate Improvement Plan Conclusions and Recommendations for improvement grouped in the following seven areas:
Organization Management Safety and. Compliance Management Configuration Management Operations and Operations Support Quality Assurance Maintenanc~ and Plant Betterment Nuclear Department Services Action Plan Completed July 198,'
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- NUCLEAR DEPARTMENT PERFORMANCE INDICATORS Developed to measure and assess imp-rovements resultant from the Action Plan Program as well as other PSE&G initiative Effort initiated in late 198 More than 40 Performance Indicators_ evaluated Meaningful Indicator?
Relate to Nuclear Safety?
Parameters Correct?
Performance Indicators combined with Nuclear Department Goal Periodic reporting of performance towards goals *
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SUMMARY
Vice President -
Nuclear commitment to continued implementation of the objectives of the Action Plan Program and the longer term actions currently in proces New Initiatives Management By Objectives -
Ongoing short and long term planning, included are:
- Continuous Tra~ning Management Development Outage Planning Mlnimization of Outside Resources -
Learn by experience
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NRC ACTION PLAN MEETING SEPTEMBER 25~ 1985 ACTION PLAN PROGRAM IMPROVEMENTS
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ACTION PLAN I
2. Functional Analysis of the VPN and_all Direct Reports OBJECTIVE Perform a comprehensive fuQctional analysis of the Vice President -
Nuclear position and all direct reports to
,determine priortiy function Recommend viable struc-tural and/or procedural strategies for maintaining cen-tralized and effective management control of the Nuclear Departmen ACTIONS TAKEN, PROGRAM IMPROVEMENTS
_o
Reorganization of the Nuclear Department Functions grouped more effectively for reasonable span of control
Operations grouping
Operations support grouping Technical support Administrative support QA and NSR functions maintain independence and receive more* visibility Minima'! disruptive impact on organization of functions at the manager-level and below Redefinition of major role responsibilities for VP-N Department planning and direction Department fiscal accountability Corporate/Department interfaces Regulatory and community relations Establishment of senior management team concept New level of senior management focused on direction
.and coordination of departmental interfaces Weekly planning and problem-solving meetings for the VP-N and his senior managers
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RECOMMENDATIONS DEFERRED OR REJECTED
Nuclear Department organization realigned in July 1985 to provide furbher enhanced accountability Assistant Vice President -
Nuclear Operations not to be staffed Nuclear Construction Support combined with Nuclear Engineering Emergency Preparedness combined with External Affairs Public Information reporting to the VP- *
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ACTION PLAN 2. !~prove Corporate/Nuclear Matrix Relationships OBJECTIVE Improve the effectiveness of the working relationships between the Nuclear Department and Corporate Public Relations, Human.Resources and Purchasing Departments: assess the feasibility of-retaining these functions as matrix agreements: clarify and formalize all working agreements, including agreements about employee performance evaluations between administrative and functional managers, and concerns related to be~sonnel acquisition and procurement procedure ACTIONS TAKEN, PROGRAM IMPROVEMENTS
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Formalized matrix working agreements with affected departments Position responsibilities and necision making authorities clarified Responsibility for allocations of resources established Communication processes outlined Location of a corporate human resources "satellite" organization at Artificial Island Establishment of a corporate public affairs function dedicated to nuclear RECOMMENDATIONS DEFERRED OR REJECTED None
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ACTION PLAN 2. Completion and Implementation of the Nuclear Department Policy Manual and Supporting Procedures OBJECTIVE Complete the ongoing development of the policy manual, Nuclear Department Manual, VPN-1.and ensure the department-wide implementation of policies contained therei Establish a program for the development* and control of implementing procedures and directive ACTIONS TAKEN, PROGRAM IMPROVEMENTS
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Developed the policy and controls for an integrated Nuclear Department Manual and procedure system Developed and issued Vice President -
Nuclear Procedures Manual containing 27 specific procedures Identified and scheduled required changes to sub-tier procedures
Revised sub-tier procedures as required RECOMMENDATIONS DEFERRED OR REJECTED None
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ACTION PLAN 2. Improving Nuclear Department/Corporate Connnunications OBJECTIVE Assess formal and informal communication systems between Corporate and the Nuclear Department to recommend improved info~mation flow processe Although the focus of this effort is to increase each organization's understanding of the other's operational realities and the efficiency of their interactiqns, the accomplishment of this objective will also have a positive impact on improving external relations between PSE&G and regulatory agencies, the media and. the publi ACTIONS TAKEN, PROGRAM IMPROVEMENTS
- Manager, Licensing and Regulation -
communication focal point
Assistant General Manager, Nuclear Joint Owners and Regulatory Activities -
Co-owner and fiscal regulation focal point
° CEO, Chairman, Senior Vice President -
Nuclear and Engineering and Vice President -
Nuclear meet weekly
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CEO and Senior Vice President -
Nuclear and Engineering review weekly and monthly action plan reports Senior Vice President -
Nuclear and Engineering streamlined department staffing authorization process Increased number of corporate visits to site RECOMMENDATIONS DEFERRED OR REJECTED None NOTE:
Assistant General Manager, Nuclear Joint Owners and Regulatory Activities re-defined and re-titled Manager -
External Affairs *
ACTION PLAN 2. Transition Management Process OBJECTIVE Develop and implement an integrated organizational transition management process which will assist management to: Identify and address any remaining adverse effects of tbe recent Nuclear Department reorganization and relocation in terms of employee perceptions and attitudes (e.g., perceived barriers between the plant organization and other departments which relocated from Newark: confusion about responsibilities and resulting lack of ownership). Clarify (and/or develop as necessary) organizational procedures, including departmental interface agreements, and functional responsibilities for the implementation of management control system.
Identify and resolve intra-and inter-departmental communication problem.
Address facilities planning as this relates to problems with geographic fragmentation of work functions or adequate housing of staff resource.
Develop realistic plans and implementation schedules for the management of future organization transition ACTIONS TAKEN, PROGRAM IMPROVEMENTS
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The organization development position has been developed and staffed Manager's dialogue sessions initiated Charter developed Sessions held to date Successfully used as forum for discussing impacts of department reorganization Increased team building activities within and between work groups Increased attention directed to cross-department employee communications Site Master Plan developed RECOMMENDATIONS DEFERRED OR REJECTED Site Master Plan is being reviewed for consistency with budget constraint *
ACTION PLAN 2. Safety Rev,iew Management OBJECTIVE Evaluate the existing safety review management activities to address improvements that would maximize the effective use of resources in a manner consistent with the need to assure safe, reliable operation of the plant ACTIONS TAKEN, PROGRAM IMPROVEMENTS Restructured Safety Review Management
Nuclear Review Board discontinued
Established Nuclear Safety Review Department (NSR)
On-site Safety Review Group (SRG)
Off-site Review Group (OSR)
Streamlined Station Operation Review Committee (SORC)
Established Nuclear Safety Advisory Board (NSAB)
RECOMMENDATIONS DEFERRED OR REJECTED Implementation of the NSAB has been postponed and will be reviewed in the future in conjunction with the role of the Nuclear Oversite Committee *
ACTION PLAN 2. Commitment Tracking and Close-out OBJECTIVE Identify and implement changes to consolidate and improve PSE&G commitment tracking systems to assure that established commitments are acceptably closed-out in reasonable time frame An additional objective is to clear~y define the authority to make commitments within the Nuclear Departmen ACTIONS TAKEN, PROGRAM IMPROVEMENTS
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A commitment management program was developed including responsibilities for making commitments Documented policies, responsibilities and processes with the VPN-LEP-03, Commitment Management Commitment tracking system was developed and implemented RECOMMENDATIONS DEFERRED OR REJECTED
0 Certain non-essential features of the recommended commitment tracking system were not' accepted and implemente Full data entry is complet *
~CTION PLAN 2.3.1/2. Configuration Management Change Control Process OBJECTIVE Ensure that the Nuclear Department has an integrated program which will effectively control the configuration of the nuclear station Configuration management is a program comprised of many individual elements within the areas of configuration identification, configuration control, configuration status and configuration verificatio Most,.
if not all, of the individual elements currently exist within the Nuclear Departmen The goal of this action plan is to ensure that -all elements of a configuration management program are fully integrated and implemente Make the design change process more efficient and more effectiv Give particular consideration to screening potential changes, streamlining the Design Change Request/Design Change Package process and incorporating completed changes into appropriate key design document ACTIONS TAKENr PROGRAM IMPROVEMENTS Configuration control
Upgrade the change control process Establish Change Control Board Improve information flow Improve DCP content Establish site representative function
Establish minor change process
Reduce DCR backlog
Develop a Nuclear Department design change tracking system
Develop DCR cost and schedule tracking system Configuration identification
Upgrade the component data base
Apply consistent component and document identifiers
Upgrade basic source documents RECOMMENDATIONS DEFERRED OR REJECTED Organization re-alignment in July 1985 provides for additional organizational controls. for design changes and installatio *
ACTION PLAN 2. Plant Cleanliness and General Appearance OBJECTIVE Establish and implement a plan by which the cleanliness and general appearance of the station can be maintained at a high level, appropriate to operating condition ACTIONS TAKEN, PROGRAM IMPROVEMENTS
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New station housekeeping policy was developed Material condition of the plant was upgraded renovation of storage areas general painting and insulation decontamination and clean up Established long term programs to maintain station appearance Involvement of multiple organizations Team Building Training Color schemes Cleanliness standards Bulletin Boards Safety signs and equipment identification Responsibility for designated areas assigned to specific plant personnel RECOMMENDATIONS DEFERRED OR REJECTED None J
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ACTION PLAN 2. Compliance Monitoring of Technical and Equipment Specifications OBJECTIVE Enhance the existence of a complete and viable technical and equipment specification program for safe, efficient and reliable operation ACTIONS TAKEN, PROGRAM IMPROVEMENTS
0 Independent consultant reviewed existing technical equipment and compliance program and determined that the program was adequat Consultant recommended establishment of a "cognizant compliance monitoring engineer" reporting to the Technical Department of the statio O'
Coordinate license change requests Process license amend~ents Oversee and track licensing-related commitments Analysis of Technical Specification activities to enhance existing program RECOMMENDATIONS DEFERRED OR REJECTED A licensing-type position has been created and staffe The position reports to the Manager -
Licensing and Regulation, matrixed to the General Manager -
Salem Operations *
ACTION PLAN 2. Post Modification/Post Repair Testing OBJECTIVE S~rengthen the post modification and post repair testing requirements and procedure ACTIONS TAKEN, PROGRAM IMPROVEMENTS
Existing program was reviewed by a working group with the following recommendations:. *.
VPN level procedure to be developed Sub-tier procedur~s and instructions to be developed Delineate post maintenance testing requirements on a line by line basis with the Master Equipment List Create a comp~ter base for post maintenance testing requirements Modify work order system to*reference the computer data base Nuclear Engineering to review Operating Testing Group Procedures VPN and sub-tier procedures have been developed and issued (Rec. 1 & 2) *
Nuclear Engineering conducts reviews of Operational Testing Group Procedures (Rec. 6)
RECOMMENDATIONS DEFERRED OR REJECTED Development of post maintenance testing requirements on a
- line by line basis for the Master Equipment List will 'be incorpo~ated irito the Managed Maintenance Program currently under development (Rec.* 3, 4, 5) Reference AP 2.6.2 and will conform to INPO Good Practices *
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ACTION PLAN 2. Site Protection and Emergency Preparedness OBJECTIVE Ensure that plant security~ emergency preparedness, fire protection and personnel safety are main~ained at high performance level ACTIONS TAKEN, PROGRAM IMPROVEMENTS A Nuclear Site Protection Implementation Program was developed included:
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0 Security Established and implemented the Personnel Access Program Industrial Safety and Health Develop a Nuclear Department Industrial Safety Program plan and procedures Fire Protection Revised the Fire Protection Program plan and procedures Assigned respon~ibility for conducting fire brigade drills and exercises Emergency Preparedness Assigned responsibility for Emergency Preparedness Training Program to Nuclear Site Protection*
Staffed the Emergency Preparedness Training Program to required ievels RECOMMENDATIONS DEFERRED OR REJECTED Recommendations to increase certain staffs with additional supervisory personnel was deferred for future revie All staffing is presently accomplished with a combination of PSE&G and contract personnel *
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ACTION PLAN 2. Strengthen Nuclear Engineering, Improve Coordination with Operations OBJECTIVE Strengthen the Nuclear Engineering organization and improve coordination between Engineering and Operation ACTIONS TAKEN, PROGRAM IMPROVEMENTS
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Strengthen Nuclear Engineering
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Staffed 19 supervisory positions Developed manual for new hire orientation Improve coordination with O~erations,-actions taken and agreements established regarding:
Engineering responsiveness to station concerns Station's understanding of engineering role Station/Engineering agreements re:
Priorities for station BOP design changes Involvement of Engineering by Station Accountabilities for measurements, tests, procedures DCR process and close-out of DCPs Use of* field questionnaires, deficiency reports and initiation of DCRs
~anagement by Objectives Program Established System Engineers within the Technical department of each station RECOMMENDATIONS. DEFERRED OR REJECTED None
Training Program for System Engineers i~ compliance with INPO Good Practices has been establishe *
ACTION PLAN 2. Quality Assurance Department Organization OBJECTIVE Improve the internal capability of the Quality Assurance Department (QAD) to manage the Salem Quality Assurance (QA program through enhanced communication ACTIONS TAKEN, PROGRAM IMPROVEMENTS
Adequately staffed the Quality Assurance Department
Held team building sessions
Relocated all QA personnel to the site
. Allocated the proper number of personnel to each group
All have improved the capability of the QAD to manage the QA program RECOMMENDATIONS DEFERRED OR REJECTED N6ne
ACTION PLAN 2. Quality Assurance Relationship with Other Departments OBJECTIVE Improve coordination procedures and working relationships between the Quality Assurance (QA) and other Nuclear Department organization ACTIONS TAKEN, PROGRAM IMPROVEMENTS
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Clarified*organizational charters and jurisdictional concerns Resolved concerns associated with interface between departments Solicited input associated with specific QA programmatical recommendations RECOMMENDATIONS DEFERRED OR REJECTED None
ACTION PLAN 2. Quality Assurance Procedure and Work Activities OBJECTIVE Improve Quality Assurance procedures and work activitie~ as these relate to auditing, monitoring and Quality Control inspection function Improve quality engineering review during the procurement cycl Improve OA nonconformance control activit ACTIONS TAKENr PROGRAM IMPROVEMENTS
Issued and implemented revised, restructured QA manual
Conducted appropriate training
Clarified various work instructions RECOMMENDATIONS DEFERRED OR REJECTED None
- . ACTION PLAN 2. OBJECTIVE Organizational Responsibility and Interfaces in the Maintenance Area Clarify organizational responsibilities and accountabilities associated with the maintenance function and establish a maintenance management structure that effectively and efficiently meets the needs of the Nuclear Departmen ACTIONS TAKEN, PROGRAM IMPROVEMENTS Study conducted of the existing organization and responsibilities recommended establishment of a CORE/CENTRAL concept:
CORE:
CENTRAL:
Station specific preventive maintenance Non-outage corrective maintenance, Surveillance Building grounds, housekeeping, security systems, Outage corrective maintenance During implementation of the recommendations difficulties arose relative to certain jurisdictional concerns in the maintenance area and the recommendations coul.d not be implemente RECOMMENDATIONS DEFERRED OR REJECTED Reorganization of the Nuclear Department in July 1985 established a new organizational structure with specific assignment of responsibility for maintenanc The structure provides for consolidation of responsibility for modifications within the Engineering and Plant Betterment organization, consolidation of plant maintenance including instrumentation and control within the Station Maintenance Department, and a Nuclear Site Maintenance and Yard Services organization responsible for general building and yard work, security system maintenance and other external maintenance activities *
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ACTION PLAN 2. Maintenance Planning, Monitoring and Control, OBJECTIVE Provide a managed maintenance progrqm to facilitate the planning, scheduling and analysis of maintenance work activitie ACTIONS TAKEN, PROGRAM IMPROVEMENTS
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0 Replaced the Repair and Maintenance System (RAMPS) with the Work Order Tr~cking System (WOTS).
Enhance the Inspection_ Order System and ensured that it was more fully utilize Modified the WOTS work order form to include the majority of the outage and non-outage required planning informatio Consolidated the Master Equipment List (MEL) into one syste Collected component data for preventive maintenance procedures and inspection orders for safety-related equipmen Developed and implemented a Nuclear Plant Reliability Data System (NPRDS).
Upgraded and replaced RAMPS Material Control Program with the FOCUS Spare Parts Information Syste Conducted appropriate procedural revision.and personnel trainin RECOMMENDATIONS DEFERRED OR REJECTED Recommendation for development o-f an integrated managed maintenance program was accepted for longer term implementatio The integrated managed maintenance program is currently under development and scheduled for initial phased implementation in*
1986 *
ACTION PLAN 2. Backlogged Maintenance Work Items OBJECTIVE Reduce the non-outage work order backlog *to permit current maintenance activities 'to he completed in a timely, well planned manne ACTIONS TAKEN, PROGRAM IMPROVEMENTS
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All backlogged non-outage work orders were reviewed, classified and prioritized Root cause of work order backlog was established Outages were determined 'to be the primary cause Spare part avaibility Tools and equipment Manpower Mis Resource loaded schedule developed and utilized to reduce backlog to less than 400 System and procedures developed to monitor backlog and assure milestones are met RECOMMENDATIONS DEFERRED OR REJECTED None,
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. * ACTION PLAN 2. Measuring and Test Equipment OBJECTIVE Ensure that calibration and control of measuring and test equipment is maintained at a high level of performanc ACTIONS TAKEN, PROGRAM IMPROVEMENTS
Established a new M&TE calibration facility on site
Strengthen M&TE storage criteria
Increased QA monitoring of M&TK control
Documenting M&TE usage on Work Orders RECOMMENDATIONS DEFERRED OR REJECTED
None
ACTION PLAN 2. Outage Management Planning, Monitoring and Control OBJECTIVE Review and strengthen the outage function including management systems and procedures which will aid in the plannirig, monitoring. and controlling (including costs) of outage ACTIONS TAKEN, PROGRAM* IMPROVEMENTS
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Establishment of the outage Services Department Staffed positions of Manager -
Outage Services and required support personnel Developed and issued VPN and sub~tier procedures Conducted required training Developed a forced outage work list Critique of completed Unit 2 outage and developed improvement plan Planning for Unit 1 refueling outage well in advance RECOMMENDATIONS DEFERRED OR-REJECTED Organizational re-alignment has re~laced the Outage Services Department with a Station Planning organization reporting to the General Manager -
Operations
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ACTION PLAN 2. Records Management Program OBJECTIVE Establish an effective, centralized records management program within the Nuclear Departmen ACTIONS TAKEN. PROGRAM IMPROVEMENTS
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Consultant reviewed and made recommendations for a centralized records management system IBM/STAIRS system selected Procedures prepared and issued System and hardware installed Training programs conducted Schedule developed for implementation Program implemented RECOMMENDATIONS DEFERRED OR REJECTED None J
ACTION PLAN 2. Document Control Function
.OBJECTIVE Integrate document control functions performed by all PSE&G organizations that support the Nuclear Departmen This applies to both safety and non-safety related documents which support and control the design basis for the plant including drawings, specifications, design criteria, procedures, et ACTIONS TAKENr PROGRAM IMPROVEMENTS
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0 Conducted a study and made recommendations for an integrated document control program Prepared implementation plan Developed functional specifications for the program Identified documents for* inclusion in the program Developed and issued procedures and instructions Conducted appropriate training Loaded data Implemented the program RECOMMENDATIONS DEFERRED OR REJECTED None
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ACTION PLAN 2. Information Systems OBJECTIVE Determine the management information needs of the Nuclear
. Department, evaluate how these needs can be met via a common data base management system and construct a plan to implement an integrated syste ACTIONS TAKEN, PROGRAM IMPROVEMENTS
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0 Organizational responsibilities for information system development and maintenance have been established Developed and issued procedures and instructions
- Support staff has been allocated Existing programs have been modified RECOMMENDATIONS DEFERRED OR REJECTED The number of information systems to be developed has been reduced to specific function oriented Nuclear Department wide programs:
Managed Maintenance, Configuration Management, Commitment Management, Living Schedule and manual integration and associated administrative contro These systems satisfy the needs of the Nucle~r Department and intent of the Action Plan *
ACTION PLAN 2. Nuclear Training Program OBJECTIVE Continue to develop and improve the Nuclear Training Department organization and training programs provided by staf ACTIONS TAKEN, PROGRAM IMPROVEMENTS
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Staffed key Nuclear Training Department positions Establish~d an interdepartmental training oversight committee and training review groups in each job area The system for incorporating design and procedural changes into training programs has been revised Upgraded the system by which industry operating experience information is incorporated into training programs The QA/QC training programs have been significantly upgraded RECOMMENDATIONS DEFERRED OR REJECTED None