ML040560670

Operational Improvement Plan Operating Cycle 14 - Revision 3

ML040560670
Person / Time
Site:	Davis Besse  (NPF-003)
Issue date:	02/17/2004
From:	Bezilla M, Myers L FirstEnergy Nuclear Operating Co
To:	Office of Nuclear Reactor Regulation
References
Download: ML040560670 (32)

Text

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FirstEnergy Nuclear Operating Company Davis-Besse Nuclear Power Station Operational Improvement Plan Operating Cycle 14 REVISION 3 February 17,2004 1

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Mark Betilla, Vice President Davis-Besse

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h / - f l L % a A Lew Myers, Chcef dperating Officer

Davis-Besse Nuclear Power Station

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Operational Improvement Plan Cycle 14 Table of Contents Page Iritt-oduction 7

3 7

Sufkty Barrier Attributes and Goals........................................................

24

. Irdividunl..........................................................................................

25

. Pr0gram.s..........................................................................................

28

. Oversight..........................................................................................

31 Baryiers To Ensure Nuclear Safety........................................................

Davis-Besse Improvement Initiatives.....................................................

6 Improvement Initiative Key Actions.......................................................

. Manugement.....................................................................................

29 Page 1 of 31 Revision 3 FistEnergy Y

Davis-Besse Nuclear Power Station Operational Improvement Plan Cycle 14 In t r o du ction To ensure continued improveiiients and sustained perforniance in Nuclear Safety and Plant Operation at the Davis-Besse Nuclear Power S;tation, the Leadership Ieam has developed this Improvement Plan to focus on key improvenieni i l l itiatives and safety barriers essential to safe restart from the Reactor Pressure Vessel Head degradation extended plant outage and into subsequent operating cycles. This plan provides for a managed transition from the organizational and programmatic actions taken to support the Ilavis-Kesse Return to Service Plan and Building Block Plans to that of normal plant operations and refueling outages.

The initiatives discussed in this plan were derived from lessons learned during the extended plant outage which resulted from the s i g i ticant Reactor Pressure Vessel Head degradation identified at the beginning of the 1 3th Refueling Outage. During the extended outage, numerous improvements were made in the areas of Safety Culture, Management, Human Performance, System Health and Programs as described in the Return to Service Plan and the Building Block Plans. However, additional improvements are required to achieve world class perfomlance and to ensure that the safety barriers that failed to detect the significant KPV Head degradation are maintained to prevent a recurrence of an event in the future.

As described in the Returti to Service Plan, the numerous root causes associated with the Reactor Pressure Vessel Head degradation could be grouped into the areas of Nuclear Safety Culture; Management/Personnel Development; Standards and Decision-making; Oversight and Assessments; and Programs/Corrective Actions/Procedure Compliance. Actions described in each of the Building Blocks were designed to address numerous significant improvements in each of those areas. This transition plan of Operational Improvements focuses 011 the tour primary safety barriers of Individual, Programs, Management, and Oversight (as described in the hllowing pages) to ensure improvements realized during the extended outage remain in place and are further built upon to improve performance in the future. This plan will ensure that the improvements made to Davis-Besse are built to last.

This plan will be used by the Davis-Besse Leadership Team on a monthly basis to monitor safety barrier attributes that would provide early detection of declining trends in performance and to focus on major initiatives to achieve operational excellence. This plan is a livins document and will be periodically updated and revised to address completed actions and add new initiatives as determined atid itpprovtd by the Scnior Leadership Ieam.

Page 2 of 31 Revision 3

Davis-Besse Nuclear Power Station Operational lmprovement Plan Barriers To Ensure Nuclear Safe@

'l'he safety of nuclear power relies heavily 011 the "defense in and redundant back-up safety systems in the unlikely event maintained and designed by people to ensure reliability and Cycle 14 depth" concept. Nuclear power plants are designed with robust systems of a failure. However, systems arid equipment must still be operated.

availability if called upon to perform an intended safety function. The first barrier to ensure safety is the Individual. The operator, maintenance technician, engineer and all the other support personnel play an integral role in monitoring plant status and maintaining systems and equipment in top-notch condition. Thus, ensuring that the individuals that support nuclear power plant operation are highly qualified, trained and motivated to do the best job possible is an c ssc: n t i a I b arr i er to ens ure 11 uc lear sa fe t y.

'1'0 guide the individual in performing their required job functions, numerous Programs have been put in place to address the operations, maintenance, design and licensing basis activities performed daily at the station. Progranis are implemented by procedures and other written documents to ensure a consistent approach by the individual. Thus, programs are another essential ban-ier to ensure nuclear safety.

itlanagernent also plays a key role in nuclear safety. Management is responsible for providing the proper focus on priorities that ciisure the plant is operated and maintained to high standards and expectations. Management is also responsible for creating a work c~i~ironnient that is conducive to a safety conscious work environnient and strong sakty culturc, and to ciisurc there arc adcquatc staffing levels uf qualiiied and motivated individuals in every department. Management, therefore, is also considered one of the barriers essential to nuclear safety.

'Io ensure [hat rhe individual and management (using established programs and associated procedures) perf'oniis their duties to hish standards and nuinrains the proper safety focus, Oversight organizations provide another barrier for nuclear safety. Oversight checks tbr adverse trends i n performancc and is independent of other pressures. Independent oversight, when properly used, can identify differences iroiii industry nomis for early detection of potential weaknesses deveIoping in the safety barriers.

1 ogether these four barriers work in conjunction to contribute to the safe operation of Davis-Besse.

Page 3 of 31 Revision 3

Davis-Besse Nuclear Power Station Operational Improvement Plan Cycle 14 This illustration represents how the four safety barriers failed, allowing the degradation of'the KPV Head to go undetected for several years and serves to anchor the lessons learned and corrective actions taken to p rev en t rec u r r enc e.

Programs Oversight I

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Individual Management Page 4 of 31 Revision 3 FktEnergy -

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E Davis-Besse Nuclear Power Station Operational Improvement Plan Cycle 14 I

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1 Barriers Demonstrating FENOCs Strong Safety L

Focus FENOC Vision:

People with a strong su@y focus delivering operating y erJbrman ce top jleet Competent StrOflQ Experienced Independent Individual Programs Management Oversight Page 5 of 31 Revision 3 FirstEnergy -

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Davis-Besse Nuclear Power Station Operational Improvement Plan Cycle 14 1

1. Organizational Effectiveness Improvement Initiative DESIRED OUTCOME: Improved Human Performance, Leadership and Team Alignment through Critical Self-assessments, Use of Operating Experience, Industry Benchmarking and Communications Key Actions I. Improve individual and organizational performance and alignment through development and utilization of "alignment maps" at the DepartmentEection levels l 2. Implement FENOC Business Practices for:

i a) Focused Self-Assessments

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b) Ongoing Self-Assessments c) Benchmarking d) Quarterly Collective Significance Reviews to improve management skills

3. Directors and Managers to attend a Leadership Academy Owner J. Reddington L. Dohrmann D. Haskins J. Reddington Sponsor: M. Bezilla i Completion I 3'd Qtr 2004 I st Qtr 2004 1" Qtr 2004 2nd Qtr 2004 2nd Qtr 2004 3rd Qtr 2004 114. Provide formal Management Observation Skills Training Znd Qtr 2004 Page 7 of 31 Revision 3 FirstEnetgy

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Davis-Besse Nuclear Power Station Operational Improvement Plan Cycle 14

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Organizational Effectiveness Improvement Initiative continued Key Actions Enhance the Management Observation Program by ensuring personnel providing oversight monitoring are familiar with DBBP-OPS-0001, Operations Expectations and Standards Implement actions to improve trending of major plant evolutions utilizing the Management Observation Program to track performance and feedback Provide face-to-face communications training to all site supervisors and above Re-evaluate all Davis-Besse supervisors to assess competency for current positions Conduct Supervisor and Manager Talent Management Talks Continue with the 4 Cs meetings, D-B Team Meetings, Town Hall Meetings in accordance with Davis-Besse Business Practices Owner K. Fehr K. Fehr D. Haskins D. Haskins D. Haskins M. Lark-Landis Sponsor: M. Bezilla Completion 2d Qtr 2004 Znd Qtr 2004 2d Qtr 2004 4h Qtr 2005 lst Qtr 2004 through Cycle 14 Page 8 of 31 Revision 3 FirstEnergy

Davis-Besse Nuclear Power Station Operational Improvement Plan Cycle 14

2. Operations Improvement Initiative DESIRED OUTCOME: Establish the clear leadership role of Operations through improved Organizational Effecfiveness and Alignment to the Ff NOC Processes Key Actions

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I. Implement Operations Improvements:

a. Initiate Operations Leadership Improvements

b. Initiate the 5 year staffing plan

c. Implement improvements to Operations work stations d. Implement common FENOC Operations work process

2. Improve Operator knowledge, skills and abilities through tools testinq, traininq and mentorinq Owner K. Ostrowski K. Ostrowski D. lmlay T. Stallard J. Reddington ponsor: 6. Allen Completion lst Qtr 2004 1 st Qtr 2004 3'd Qtr 2004 4'h Qtr 2004 4'h Qtr 2004

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Page 9 of 31 Revision 3

5avis-Besse Nuclear Power Station Operational Improvement Plan Cycle I 4 I

2. Operations Improvement Initiative continued i

1 Owner

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1 K. Ostrowski Plan, including Key Actions

3. Implement the Operations Improvement Implementation Action 4

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Strengthening Operating Crews, including assessment of command and control I

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I operators, training on procedure use, and improving Strengthening Operating Procedures, including validation of key operating procedures and use of reverse pre-job briefs I

j Strengthening Operations Management, including use of Operations Oversight Managers until no longer needed Strengthening Independent Oversight of Operations Strengthen Communications within Operations J. Benchmark Conduct of Operations

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ponsor: B. Allen Completion Corn plete 1 Qtr 2004 Znd Qtr 2004

6. Align Performance Indicators to Conduct of Operations i K. Ostrowski 2nd Qtr 2004 Page 'I 0 of 31 Revision 3

Davis-Besse Nuclear Power Station Operational Improvement Plan Cycle 14 I

3. Maintenance Improvement Initiative DESIRED OUTCOME: Improved Ownership and Materiel Condition of the Davis-Besse Nuclear Power Station Key Actions

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I. Utilize post-job evaluations, operating experience, and lessons learned from rework activities to identify improvements in Maintenance training and standards

2. Perform an assessment of Maintenance effectiveness in work planning, scheduling, and implementation of critical equipment outages to identify improvements

3. Implement improvements of Maintenance Supervision through training and development

4. Implement actions in the Maintenance individual commitment area to establish improved ownership and accountability of Plant materiel condition

5. Perform testing of Maintenance staff knowledge, skills and abilities to identify improvement actions and incorporate into training Owner M. Stevens M. Stevens M. Stevens M. Stevens J. Reddington Ionsor: B. Allen Completion 2"d Qtr 2004 3rd Qtr 2004 3rd Qtr 2004 4'h Qtr 2004 4'h Qtr 2004 Page 1 1 of 31 Revision 3

Davis-Besse Nuclear Power Station Operational Improvement Plan Cycle 14

4. Training Improvement Initiative DESIRED OUTCOME: Improved Individual And Organizational Performance through li Training II Key Actions I !

Owner I. Implement actions to improve individual and organizational performance and alignment by developing and providing training on design and configuration control to appropriate site staff

2. Establish engineering positional qualification requirements based on the standard FENOC Engineering Organization and complete qualification training for incumbent and new engineers J. Reddington I

i J. Reddington I

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lonsor: B. Allen Completion 3'd Qtr 2004 4th Qtr 2004 Page 12 of 31 Revision 3 FitstEnergy

Davis-Besse Nuclear Power Station Operational Improvement Plan Cycle I 4

5. Work Management Improvement Initiative DESIRED OUTCOME: Provide for the effective and efficient cross-organizational utilization of resources in achieving a high standard of plant materiel condition by conducting the right work at the right time for the right reasons SDonsor: 9. Allen I

Key Actions j

Owner I.

Common Process W. Mugge

a. Complete training and mentoring to support the effective transition into the FENOC Work Management Process

b. Resolve gaps in process implementation and station procedures

c. Perform quarterly assessments of Condition Reports and Work Week critiques to ensure opportunities for improvement are addressed knowledge and awareness 1

d. Implement Risk Management process to improve station

e. Monitor and improve Order quality Completion Znd Qtr 2004 3rd Qtr 2004 through Cycle 14 2"d Qtr 2004 2nd Qtr 2004 Page 13 of 31 Revision 3 FktEnergy

Davis-Besse Nuclear Power Station Operational improvement Plan Cycle 14

5. Work Management hnprovement Initiative continued Sponsor: 6. Allen Key Actions

a. Complete walk-down and validation of the Order backlog to ensure proper category, priority, consolidation and elimination of invalid orders

b. Complete Cycle Plan identifying equipment outages and providing the framework for addressing backlog Order priorities and results of the System Health Report

c. Develop performance indicators to monitor and manage Order backlog

3. Outage Performance

2. Maintenance Backlog Reduction

a. Forced Outage Schedule template and readiness

b. Mid-Cycle Outage Preparation Owner W. Mugge W. Mugge Completion Complete 2"d Qtr 2004 Complete I st Qtr 2004 i

I mo. prior to 1 Mid-Cycle Outage

c. Clarify expectations and improve contractor performance 1

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4th Qtr 2004 I

d. 1 4'h Refueling Outage Preparation I

1 4'h Qtr

- 2005 Page 14 of 31 Revision 3

Davis-Besse Nuclear Power Station Operational Improvement Plan Cycle 14

6. Engineering Improvement Initiative

b. Electrical System coordination improvements

c. Masonry/block wall re-analyses and design changes I,

d. Service Water improvements

2. Perform additional Latent Issues Reviews

3. Implement the Design Calculation Improvement Plan

4. Enhance plant equipment performance through the FENOC Eq u i pnien t Retia bi 1 i ty Prog ram

5. Develop and implement the plan to enhance System Engineering ownership of plant systems in support of Operations B. Boles J. Grabnar J. Rogers B. Boles 4th Qtr 2005 through Cycle 14 through Cycle 14 through Cycle 14 through Cycle 14 4th Qtr 2004 Page 15 of 31 Revision 3 I

Davis-EBesse Nuclear Power Station Operational Improvement Plan Cycle 14

6. Engineering Improvement Initiative continued Key Actions

5. Schedule and conduct additional Program Compliance Reviews including:

a. Qualification of Program Owners

b. Development of Program Manuals

c. Creation of Performance Indicators

7. Establish the appropriate level of workload for Engineering Change Requests and develop a plan to reduce and maintain the backlogs to that level

8. Perform semiannual effectiveness reviews to determine if the problem solving process, NOP-ER-3001 has been properly implemented during the previous period

9. Perform independent outside assessments of the effectiveness of Engineering corrective and improvement actions in the areas of modifications, System Engineering, corrective act ions, and calculations

10. Implement electronic accessibility of design basis information

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Owner J. Powers J. Grabnar B. Boles J. Powers C. Hawley Sponsor: J. Powers Completion 4'h Qtr 2004 Znd Qtr 2004 through Cycle 14 through Cycle 14 3'd Qtr 2004 Page 16 of 31 Revision 3 FiEtEnergy

Davis-Besse Nuclear Power Station Complete i

lst Qtr 2004 2"d Qtr2004 1

Operational Improvement Plan Cycle 14

6. Engineering Improvement initiative continued ll I

Owner i

i J. Wilcox 1

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13. Re-institute the use of Quarterly System Health Reports and 1 B. Boles 1 J. Grabnar

14. Assign a Program Owner for the Problem Solving Process j

B. Boles Key Actions (EAB) to include the review of Engineering Root Causes I I. Expand the role of the Engineering Assessment Board and Apparent Causes and Engineering Calculations

12. Establish criteria and modify appropriate procedures to i I J. Grabnar restrict the use of At-Risk Changes in the plant modification process Design Basis Assessment Reports I

15. Develop and begin implementation of the Technical Issues I

~ C. Hawley Completion Com plete Znd Qtr 2004

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1 AI Resolution Process Page 17 of 31 Revision 3 FirstEnetgy

Davis-E3esse Nuclear Power Station Operational Improvement Plan Cycle 44

7. Continuous Safety Culture Improvement Initiative DESIRED OUTCOME:

Demonstrate a continuously improving Safety Culture at the Davis-Besse Nuclear Power Station Key Actions

1. Monitor Safety Culture on a monthly basis

2. Assess Safety Culture using the FENOC Business Practice

3. Perform a Safety Culture assessment utilizing an independent

4. Provide SCWE training to Site employees who have not outside organization completed the SCWE portion of the Site Employee Orientation Manual Davis-Besse Supervisors and above

5. Provide refresher training on SCWE and Safety Culture to

6. NQA to perform two Safety Culture Assessments

7. Employee Concerns Program group to perform two surveys of the Safety Conscious Work Environment

8. Perform an effectiveness assessment of the corrective actions taken in response to the November 2003 SCWE survey results Owner M. Bezilla M. Bezilla M. Bezilla L. Griffith J. Reddi tigton S. Loehlein L. Griffith F. VonAhn Sponsor:

__ M. Bezilla Completion through Cycle 14 4'h Qtr 2005 4'h Qtr 2004 I st Qtr 2004 1 st & 3rd Qtr 2004 4th Qtr 2004/05 4'h Qtr 2004105 2nd Qtr 2004 Page 18 of 31 Revision 3

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9. Corrective Action Program Improvement Initiative ll ll DESIRED OUTCOME:

Improved effectiveness and implementation of the Corrective Action Program demonstrated through improved Station performance Key Actions

1. Implement the Apparent Cause Improvement Plan:

a. Strengthen procedural requirements for apparent cause evaluations, including analytical methods to be used

b. Corrective Action Review Board review of Apparent Cause Evaluations until standards are consistently met

c. Identify Apparent Cause Evaluators

d. Develop Training Program and Expectations and provide training to the Apparent Cause Evaluators (Initial Evaluator Classes and Additional Classes in 2004)

e. Qualify the trained Apparent Cause Evaluators using the Systematic Approach to Training

f. On an interim basis, rotate team of apparent cause evaluators to Support Services

g. Company Nuclear Review Board (CNRB) review of selected Amarent Cause Evaluations S[

Owner L. Dohrmann L. Dohrmann Managers J. Reddington J. Reddington L. Dohrmann F. VonAhn Completion Complete Complete Complete Initial Complete /

Additional lst Qtr 2004 1 st Qtr 2004 Complete through Cycle 14 Page 20 of 31 Revision 3 FirstEnetgy -

Davis-Besse Nuclear Power Station Operational Improvement Plan Cycle 14

9. Corrective Action Program Improvement Initiative continued Key Actions

2. Establish the appropriate level of workload for Condition Report Evaluations and Corrective Actions and develop a plan to reduce the backlogs to those levels

3. Perform a focused Self-Assessment of implementatio the Corrective Action Program using industry peers

4. Reestablish the Corrective Action Program trending process

5. Provide Apparent Cause training to Managers 1 of S

Owner L. Dohrma L. Dohrmann L. Dohrmann L. Dohrmann lonsor: R. Schrauder Completion 2"d Qtr 2004 3rd Qtr 2004 Complete lst Qtr 2004 Page 21 of 31 Revision 3 FkstEnetgy -

Davis-Besse Nuclear Power Station

13. Focus more quality oversight on cross-functional activities and interfaces

4. Review and revise the master assessment plan at all three FENOC sites 1 5. Conduct an external assessment to evaluate the progress of organizational improvements in the areas of Critical 1

Self-Assessments and Performance Observations

6. Utilize INPO Assist Visits to assess the effectiveness of I

Improvement Initiatives j

M. Bezilla 1

L Operational Improvement Plan Cycle 14 I O. Internal and External Oversight Improvement Initiative DESlRED OUTCOME:

Oversight activities are provided to ensure improved Station performance and the integrity of the Safety Barriers are susfained at the highesf levels Key Actions

. __ - - - _ _ _ _ _ _. _ ~

1. Supplement quality oversight with off-site assistance to improve objectivity and ensure assessments are sufficiently critical

2. Supplement management oversight with off-site assistance to improve objectivity and ensure assessments are sufficiently critical Owner S. Loehlein K. Ostrowski S. Loehlein S. Loehlein L. Myers Sponsor: L. Myers Completion Complete Complete lst Qtr 2004 2"d Qtr 2004 2nd Qtr 2004 4'h Qtr 2004 Page 22 of 31 Revision 3

Bavis-Besse Nuclear Power Station Operational Improvement Plan Cycle I 4 Page 23 of 31 Revision 3

Davis-Besse Nuclear Power Station Operational lmprovement Plan Cycle 14 Sat& Barrier Attributes und Goals Safety Barrier attributes and goals have been identified within this plan to provide a focus on key pararneters to assess and crisure that sal'cly barriers are being nia~ritained. 'l'hese attributes, which are grouped by each of the four barriers, will bc n~onitored n~onthly by 111~' h i v i s-Hessc I.e:adership Team.

Performance indicaiors contain the criteria for monitoring each attribute. Some attributes will be monitored by pcriodic assessments such as surveys or self-assessments to determine if the goal for that attribute is being met. Monitoring sources for the p?"rmance Indicators referenced in the Bamer Attributes are identified in the table below:

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01P MPR FENOC' Monthly Perfomiance Report SHAK t' e r tb I - I I ~ B ~ C e hid i c at or Mo n i to r iiix Sources Operational iniprovement Plan Pcrformance Indicator Report SC'W E llealth Assessiiienl Kepo1-1 Page 24 of 31 Revision 3 FitstEnew -

Davis-Besse Nuclear Power Station Operational Improvement Plan Cycle 14

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Individual Barrier Attributes j Item 1-01 c

1 1-02 1-03 1

1-05 I

Monitoring I

I Attribute Goal 31

.- 40 days on average Human Performance Success Days I

(Event Free Clock)

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OSHA Recordable I

< 4 OSHA Recordable Injuries per year i

Farrell SPO-02 j

MPR (Industrial Safety I

Performance)

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Radiation Protection

< 2 events in any 4 consecutive quarters Farrell

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Individual Error Rate---t<O 36 individual errorsper i<OOO hoursworkedrReddington SPO-04 MPR 1

I nd i ca tor

~ based on a 12 week

~ rolling average

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Employee willingness to ' > 90% of individuals are willing to raise

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NQA +--&

/ I raise concerns 1 Eoncerns to their supervisors or the Employee I

Interviews 1

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I l Concerns Program

~ with FENOC Monthly Performance Indicator

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1-06 j Operator Work Arounds 1 Level 1 and 2 Work Arounds goal in accordance 1 Ostrowski b C - I O j 1-07 1 Control Rooni I Control Room Deficiencies aoal in accordancA--Ostrowski 1

EMC-09 i MPR MPR I

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Deficiencies with FENOC Monthly Perforkance Indicator I

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1-08 I Condition Report 1 190% of Condition Reports are self-identified Dohrmann 1

P-05 j

OIP I

I j Self-Identified Rate Page 25 of 31 Revision 3 FistEnetgy

Davis-Besse Nuclear Power Station Operational Improvement Plan Cycle 14

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-1 1-09 Attribute Risk Performance Indicator (indicator of Cross-fun c t i ona I tea rnwo rk)

.- - __c I-? 0 Condition-Report I

SRO Review Individual Barrier Attributes Goal

> 75 Risk Assessment Indicator The Risk Assessment Indicator assesses each unit's risk of achieving safe and reliable operation This Indicator accomplishes this by measuring elements related to the probability and consequence of station events Examples of elements making up this indicator include P r o ba b i I is t i c Safety Assess n7 e n t, Ag g reg at e System Health, Schedule Adherence, Activities Resulting in Reduced Trip-Logic, Schedule Stability, Scrams, Derates, Unplanned entry into Tech Specs, Entry into Abnormal Procedures

> 95% of SRO review required Condition Reports were reviewed for operability within 24

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I (SRO reviews for

, hours 1

Operability are performed in a timely

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manner )

Employee willingness to 1 5 5% of individuals are not willing to use the use the Corrective Action Program Worker confidence in raising safety concerns I I

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1 Corrective Action Program

~ > 90% of workers believe they can raise nuclear j safety or quality concerns without fear of 1 retaliation

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Owner Monitoring Reference Source SPOOI I

MPR i

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Ostrowski

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CA-01 1

OIP i

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Griffith i SCWElNQA I

OIP i

Surveys I

G riff, t h-C WE/ N Q A j

Surveys OTP7 I

Page 26 of 31 Revision 3 FimtEnergy

Davis-Besse Nuclear Power Station Item 1 Attribute Operational Improvement Plan Cycle I 4 PI

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Individual Barrier Attributes

' station performance as

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measured by NOBP-I I

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TR-1501 1-14 I Licensed Ooerator l > 95% Dass rate in the Licensed Ooerator

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Reddington

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To be OIP Requalification Training 1 Requalification Training Program I..

i developed 1

Page 27 of 31 Revision 3

Davis-Besse Nuclear Power Station Attribute Goal Item I I

- --I Operational llmprsvement Plan Cycle I 4 Owner Programs Barrier Attributes Monitoring Reference FEE-01 I

MPR 1

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I To be OIP I

developed

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I S-05 OIP 1

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Tobe T---- OIP I

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MPR I

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Maintenance I OIP Rework PI KPI-WM-06 OIP I

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FirsEnetgy Page 28 of 31 Revision 3

Davis-Besse Nuclear Power Station I

Operational Improvement Plan Cycle I 4 i M-02 i M-05 1 M-06 Satisfaction of employees using the Employee Concerns NRC Allegation Ratio Program (ECP)

Effectiveness of Safety Conscious Work E n vi ro n ni e n t Rev i e w Tedm (SCWERT) in avoiding discrimination claims Management Field Observations are self

> 75% of employees that use the Employee Concerns Program report being satisfied with the process

< 2 times the industry average of NRC allegations

- 15% SCWERT Non-Concurrence Ratio AND

- 2 times the industry average of NRC retaliation allegations 80% of the management field observations performed are self-critical

-. ~- _____

critical Effectiveness of I Managers and supervisors are generally Manage men t and effective with a few exceptions

- -+

- + Supervisors M-07 Talent Management and

~ Goal in-accordance with-FENOC Monthly M-08 Leadership Development Goal in accordance with FENOC Monthly l Personnel Development Performance Indicator

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Griffith SCWE 3-4 SHAR Griff it h Schrauder

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Fehr Loehlein D. Haskins Semiannual

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OIP Assessments 1

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NQA Field

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OIP Assessments,

PDE-01 MPR u HaSKlnS Y U t - U L M Y K I

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Performance Indicator 1_.

Page 29 of 31 Revision 3

Davis-Eksse Nuclear Power Station

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Manaqement Barrier Attributes Attribute Goal Owner PI Monitoring

. -..._ j Reference Source Operational improvement Plan Cycle I 4 ltem M-09 M-10 M-I 1

, M-12 Backlog

~ < 50 Corrective Maintenance Orders i ! - AND i < 450 Elective Maintenance Orders 1 Outaqe (prior to the startup from 14RFO):

i < 250 Corrective/Elective Maintenance Orders

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Number of Temporary Modifications i - And 5 5 during the Operating Cycle

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Engineering I

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Page 30 of 31 Revision 3 FbGkFIWnn/

Davis-Besse Nuclear Power Station Oversight Barrier Attributes Owner PI I Monitoring Goal Operational Improvement Plan Cycle I 4 1-item i

1 0-02 I

0-93 8

0 0-05 Attribute Field Actlviry Assessments Responsiveness to QA Identified Issues

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Corditlon Report NQA Review Corrective Action NQA Ve I-i f i ca t i on Timeliness of NQA

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Audit Report Issuance

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, 0-06 I Useof Industry Peer support I Reference 1 Source

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< 45 days for SCAQ Condition %port Investigations I

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06-02 OIP

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2 45 Observations completed per unit per Loehlein I

DB-01 1

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< 60 days for CAQ Condition Report i

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> 90% of Condition Report Investigations I

Loehlein j

DB-03 j,

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.-I reviewed by NQA are accepted or rejected complete

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.- j by NQA within 30 days conference within 15 days after the investigation was i

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> 90% of Corrective Actions verified or rejected I

Loehlein DB-04 OIP 1

< 25 working days from the date of the exit

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DB-05 i

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OIP 100% utilization of the scheduled INPO Assist Bezilla To be I

Visits for -

2004

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