ML041110846
| ML041110846 | |
| Person / Time | |
|---|---|
| Site: | Cook  |
| Issue date: | 04/20/2004 |
| From: | American Electric Power Co, Indiana Michigan Power Co |
| To: | Office of Nuclear Reactor Regulation, NRC/RGN-III |
| References | |
| Download: ML041110846 (24) | |
Text
Donald C. Cook Nuclear Plant Corrective Action Program Road to Excellence
Opening Remarks Corrective Action Program Assessment Corrective Action Program Recovery Plan Corrective Action Program Status Closing Remarks Agenda Mano Nazar Mano Nazar Joe Jensen Joe Jensen Mano Nazar
Mano Nazar Senior Vice President Chief Nuclear Officer American Electric Power
Self Assessment of Cook vertormance t
Self-Improving Culture &
L earning Organiza tion Vision:
We will be a team that delivers excellent performance.
Mission:
We will produce energy in a safe, reliable, cost effective way that benefits our customers, shareholders, and employees.
Prevention Detection and Correction Model Goal:
Maximize time spent on prevention and detection to minimize/eliminate correction activities.
Core Value:
Do the job right the first time.
Establishment of Site Reco very/Excellence Plan Six Focus Areas Self Improving Culture and Learning Organization Organizational Effectiveness Equi Ope1 Desil Excellence pmen t Re1 iabi li ty ational Focus gn Basis Human Performance
Assessment of Corrective Action Program
- Plant Events
- Extensive corrective actions
- Repetitive
- Ineffective Corrective Action Program Common Cause Analysis
- Identified ineffective Corrective Action Program as a cross-cutting issue
Picture of Excellence
Critical Attribute Gap Analysis Systematic Approach Gaps categorized into three issues
- Process
- Culture
- Legacy Actions Developed
- Immediate/lnterim
- Short term
- Long term
lmmedia te/ln terim Actions 0
0 0
Bolstered the Corrective Program Prevented f u rther degradation Examples of actions implemented
- Two step screening process
- Engineering Fix It Now Team
- Increased Leadership focus
- Expanded role of Corrective Action Review Board
Joe Jensen Site Vice President Indiana Michigan Power Company Donald C. Cook Nuclear Plant
Root Cause Evaluation Address continued declining performance
-Actions from 2002 root cause not effective
- Station performance impacted focus and oversight of improvement initiatives Two operative root causes
- Management failure to maintain strategic focus during competing plant events
- Failure to ensure and reinforce quality standards for i m p I e m en t at i on
Corrective Action Program Recovery Plan Provides foundation for excellence
- Used inputs from Critical Attributes Analysis and root cause evaluation Goal is a cornerstone program that fosters a self-improving learning organization Expected improvement is for departments to demonstrate ownership and use to improve plant performance
Corrective Action Program Recovery Plan A key recovery plan in the Self Improving Culture & Learning Organization focus area Related key recovery plans
- Self Assessment
- Benchmarking
- Learning Organization Attributes
- Operating Experience
Corrective Action Program Recovery Plan Develops Foundation for Program Excellence
- Picture of excellence with critical attributes
- Effective senior leadership oversight of program health
- Organizational ownership at all levels
- Recognized value of program to improve performance
- Performance indicators to monitor health
- Evaluation of conditions adverse to quality in a timely
- Completion of prescribed corrective actions in a manner with quality timely manner with quality
Change Management -
Communications Plan Ensures effective communication Key messages
- Senior Leadership committed to continuous improvement through the Corrective Action Program
- Current station performance caused by ineffective Corrective Action Program
- Importance of the Corrective Action Program to drive station performance to excellence
Program Health Corrective Action Program Recovery Plan is a road map to an effective program Need effective Corrective Action Program to improve Cook Nuclear Plant performance Periodic assessment of program to ensure Recovery Plan is meeting expectations
- Reviewed by Corrective Action Review Board
- Make adjustments to recovery plan actions
November 2003 Program Health Effective Operability Assignment Based on Knowledge & Skill Effective Cause Evaluations
Current Program Health t
Note:
The Inner Circle Depicts the Status of November 2003 a s Dedi ning 1
Corrective Action Program Recovery Plan Adjustments Additional focus
- Reducing backlog of condition reports
- Implementing an effective trending program
- Improving self-identification ratio
- Improving effectiveness of problem resolution
- Eliminating backlog of effectiveness reviews Project a fully functional and effective Corrective Action Program by end of second quarter 2004
Transition to Excellence Plan Completion of Recovery Plan activities provide foundation for transition to excellence Transition team currently being staffed to identify actions to take recovered Corrective Action Program to Excellence Plan to be established third quarter 2004 Corrective Action Program Excellence
Mano Nazar Senior Vice President Chief Nuclear Officer American Electric Power
Summary Foundation
- Systematic Approach 0 Structu re/Processes Self-Improving Culture & Learning Organization Focus on Values, Future and Challenges