ML023030301

TVA Nuclear Strategic Performance Improvement Initiatives

ML023030301
Person / Time
Site:	Browns Ferry, Watts Bar, Sequoyah, Bellefonte
Issue date:	10/15/2002
From:	Tennessee Valley Authority
To:	Office of Nuclear Reactor Regulation
Shared Package
ML023030256	List: ML023030290 ML023030301
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Download: ML023030301 (17)

Text

TVA Nuclear Strategic Performance Improvement Initiatives October 15, 2002 Atlanta, GA ENCLOSURE 2

2 Introduction

• Resources Sharing

• Standardization

• Performance Standards and Human Performance

• Workforce Planning and Knowledge Retention

• Unplanned Scrams and Power Change Elimination

• Multi-Skilling

• Conclusions

• Open Discussion John Scalice

3 Resource Sharing Leverage TVAs Size to Provide Site-to-Site Resources During Peak Needs

- Actions We Have Taken on Outage Resource Sharing

• Developed a Resource Sharing Business Practice that Establishes Travel Rules and Selection Rules for TVA Participation Expectations

• Modified Labor and Other Contracts to Support Resource Sharing

• Recognizing Employee Participation in Performance Evaluation

- Results Achieved

• Support Provided to Browns Ferry for Unit 3 Cycle 10 Outage

- 58 Workers from Sequoyah

- 41 Workers from Watts Bar

- 28 Workers from Corporate

- Other Support Provided by Power Service Shop, TPS, and Pinkerton Karl Singer

4 Resource Sharing Leverage TVAs Size to Provide Site-to-Site Resources During Peak Needs

- Results Achieved

• Support Provided to Sequoyah for Unit 2 Cycle 11 Outage

- 50 Workers from Browns Ferry

- 54 Workers from Watts Bar

- 26 Workers from Corporate

- Other Support Provided by Muscle Shoals and TPS

• Support Provided to Watts Bar for Unit 1 Cycle 4 Outage

- 53 Workers from Browns Ferry

- 74 Workers from Sequoyah

- 28 Workers from Corporate

- Other Support Provided by TPS and Pinkerton Karl Singer

5 Standardization Obtain Competitive Advantage Through Standardizing Processes and Functions Across TVA Nuclear

- Actions We Have Taken on Standardization

• Standardized Key Process Software

• Standardized TVAN-Wide and Department Level Procedures

• Standardized Key Meetings, Reports, and Performance Indicators

• Instituted Internal Benchmarking Process at Multiple Management Levels

- Results Achieved

• 340 Practices Permanently Standardized

• 106 Internal Benchmarking Trips

- Identified 473 Areas for Improvement Last Year

- 21% of Them Were About Standardization Karl Singer

6 Reinforce Performance Standards to Improve Human Performance Use of Excellence in Performance (EIP) Program to Improve Worker Knowledge and Reinforce Performance Standards

- Improvements We Have Made to EIP

• Redesigned EIP Database to Maximize Flexibility in Future Applications

• Improved Software Capability for Control of Question Usage

• Simplified Process for Importing and Exporting Questions

• Added Capability to Use Additional Question Formats

• Enabled Export of Data to Facilitate Trending and Analysis

• Created a Bulletin Board for Facilitating Communication of Feedback

• Modify Management Module to Emphasize a Questioning Attitude

• Establish EIP Requirements in a Program Procedure Bill Lagergren

7 Reinforce Performance Standards to Improve Human Performance Use of EIP Program (Cont.)

- Current Focus Area

• Examining Quality/Quantity of Time Supervisors and Foremen Spend in the Field

• Developing Tools and Techniques to Remove Barriers and Increase In-Field Time

• Evaluating How We Reinforce and Coach on Key Concepts

• Identifying Where Leaders Are Not Consistently Enforcing Standards

• Evaluating Position-Specific Expectations

• Identifying Effective Means of Measuring Performance.

• Developing Effective Measures of Evaluating Coaching and Feedback

- Future Development

• Integrate New Electronic Corrective Action Program Software with EIP Bill Lagergren

8 Reinforce Performance Standards to Improve Human Performance Other Initiatives to Improve Human Performance

- Integrated Cost of Human Error Performance Indicator Into Employee Performance Rewards Program

- Implemented Human Performance Accountability Process

- Improving Knowledge and Routine Use of INPO Human Performance Model Bill Lagergren

9 Workforce Planning and Knowledge Retention Establish Processes and Structure for Learning From Working Knowledge, Transferring Knowledge, and Applying What We Learn

- Actions We Have Taken on Workforce Planning

• Developed Workforce Planning Process to Predict Attrition Impacts

• Developed Pipeline Recruitment and Training Plans for Critical Areas in Operations, Craft and Engineering

• Strengthened Succession Planning for Supervision and Management

• Using Performance Indicators to Monitor Accuracy of Workforce Planning and Progress on Pipeline and Development Activities Rob Beecken

10 Workforce Planning and Knowledge Retention Transferring Knowledge (Cont.)

- Actions We Are Taking to Transfer Knowledge

• Developed Knowledge Retention/Risk Assessment Process Using TVAU

• Piloted Knowledge Retention/Risk Assessment Process at Watts Bar

• Conducting Knowledge Loss /Risk Assessments at Other TVAN Locations

• Conducting Structured Interviews with Employees to Capture Critical Knowledge

• Comparing Results from Four Locations for Consistency

• Incorporating Knowledge Transfer Actions Into Performance Objectives for Employees

• Update Attrition Projections Rob Beecken

11 Eliminate Unplanned Scrams and Unplanned Changes in Power Eliminate Scrams and Runbacks Resulting from Single Point Failures

- Actions We Have Taken

• Issued Design Standard for Single Point Failure Protection

• Performed Pilot Review of Systems 5 and 6 at Browns Ferry Using Single Point Failure Protection Standard

• Performed Review of Systems 3 and 57 at Sequoyah Using Same Guidance

• Revised SPP-9.3 to Incorporate Expectations on Review and Redesign of Single Point Failure Vulnerabilities

• Conducted TVAN-Wide Training with Engineers on Single Point Failure Protection Standards Jim Maddox

12 Eliminate Unplanned Scrams and Unplanned Changes in Power Eliminate Scrams and Runbacks (Cont.)

- Current Focus Area

• Developing Standard Single Point Failure Desktop Guide Based on Input From Browns Ferry and Sequoyah

• Performing Reviews of Systems 5, 6, 46 and 47 at Watts Bar

• Use Insights From Sequoyah Review of Systems 5 and 57 at Watts Bar

• Benchmark Equipment Reliability Practices to INPO AP-913

• Participate on NEI Benchmarking Team and Adopt Best Equipment Reliability Programs and Practices

• Continue to Minimize or Eliminate Equipment Evolutions that Have Low Safety Value-Add but Have High Risk of Precipitating Equipment Problems Jim Maddox

13 Eliminate Unplanned Scrams and Unplanned Changes in Power Eliminate Scrams and Runbacks (Cont.)

- Future Actions

• Identify Additional Systems for Review

• Schedule and Implement Recommended Improvements

• Establish Cultural Foundations for Each Functional Area Related to Equipment Reliability

• Integrate Cultural Foundations Into Training, Processes, Individual Performance Assessments, and Performance Indicators

• Use EIP to Monitor Employee Understanding and Implementation of Expectations Jim Maddox

14 Cultural Foundations Influence On Excellence

• Cultural Foundation

• Attitude/

Thinking

• Behaviors

• Cultural Foundation

• Attitude/

Thinking

• Behaviors

• Evaluate Plant Performance

-measures/performance indicators

-meetings/reports

• Observations

-people, process, equipment

• Reinforce Expectations

-training, EIP, meetings

• Evaluate Individual Performance

-PR&Ds, Panel Reviews Balance Monitoring Frequency and What Gets Monitored

• Evaluate Plant Performance

-measures/performance indicators

-meetings/reports

• Observations

-people, process, equipment

• Reinforce Expectations

-training, EIP, meetings

• Evaluate Individual Performance

-PR&Ds, Panel Reviews Balance Monitoring Frequency and What Gets Monitored

• Strategic Objectives

• Short Term Improvements

• Step Change Improvements

• Individual Development

• Strategic Objectives

• Short Term Improvements

• Step Change Improvements

• Individual Development Value System Assessment System Outcomes / Results

15 Multi-Skilling for Electrical and Mechanical Technicians Implement Multi-Skilling Initiative For Maintenance Department Mechanical and Electrical Technicians

- Actions We Have Taken

• Completed Employee Communication Phase on Multi-Skilling Initiative

• Completed Employee Survey for Participation Interest

• Selected Multi-Skilling Instructors

• Hired New Pipeline Trainees and Start Classes at Sequoyah Training Center

• Developed Level IV Technician Duty Area

• Established Planner/Supervisor Training Program

• Completed Industry Benchmarking Rick Purcell

16 Multi-Skilling for Electrical and Mechanical Technicians Multi-Skilling Initiative (Cont.)

- Current Focus Area

• Conducting Level III Incumbent Training

• Approving Level V Curriculum/Schedule

• Developing Level IV and V Training Schedule

• Certifying First Group of Level III Incumbents

• Identifying Organizational, Process and Facility Changes Rick Purcell

17 Multi-Skilling for Electrical and Mechanical Technicians Multi-Skilling Initiative (Cont.)

- Future Developments

• Start Level IV Training

• Complete All Incumbent Level III Certification

• Implement Organization, Process and Procedure Changes

• Technician Utilization Indicators Rick Purcell

18 Conclusions

• Resources Sharing

• Standardization

• Performance Standards and Human Performance

• Workforce Planning and Knowledge Retention

• Unplanned Scrams and Power Change Elimination

• Multi-Skilling John Scalice