ML062510117

Letter to from ). on February 6, 2003 the Shift Managers and Assistant Operations Managers Met to Discuss the Business Plan

ML062510117
Person / Time
Site:	Salem, Hope Creek
Issue date:	02/13/2003
From:	- No Known Affiliation
To:	- No Known Affiliation, Office of Nuclear Reactor Regulation
References
FOIA/PA-2005-0194
Download: ML062510117 (5)

Text

February 13, 2003 Deal

.af On February 6, 2003 the Shift Managers and Assistant Operations Managers met to discuss the Business Plan. We recognized that our fundamental gaps are knowledge of the Business Plan and how to behave so that we effectively translate the Business Plan and Top Quartile Goals into day-to-day station activities.

On February 7, 2003 the Salem and Hope. Creek Assistant Operations Managers all met and agreed that we must move forward as a team vice 2 separate generating stations. In an effort to achieve both teamwork and improvement of site communications, the plans as described below will be a joint effort utilizing a Shift Manager from each station working in concert with each other.

Using the accountability model, we developed a two-pronged approach to close these gaps.

Our action-based strategy is to:

First, learn and execute the Level 1 action plans by:

a) Deciding and assigning each Level I Action Plan to a Shift Manager b) Becoming a subject expert on the assigned Action Plan.

c) Educating the team through our Leadership Meetings.

d) Recommending Shift Manager actions-to support Action Plans.

e) Executing recommendations.

f) Checking and adjusting against measures through.our Leadership meetings.

Second, utilize the Change Management Process and the knowledge and skills of Kymn Harvin to effectively integrate the Shift Manager as a leader in the organization.

My personal takeaways are as follows:

I am accountable!

I realize that I am responsible to make change happen, to improve our processes and to drive the organization.

0 I own the whole! There is no finger pointing, if something is not going right I own it!

I will make a difference! I have no choice but to improve myself and the site.

1 am part of the team (I am 1

Information in this record was deleted in accordance with the Freedom of Information Act, exemptions FOIA-

My Gaps:

1. Bargaining Unit-Management relations are strained. This is preventing us from moving ahead at full speed.

2. My Leadership is not resulting in the desired changes within the Operations Department or the Site

3.

My Standards are low, I except less than top performance from site personnel.

4. I am not involved in the work week process.

5.

I do not have adequate knowledge of the business plan My Plan to close these gaps:

1. Meet with N

shop steward once a week. These meetings will result in improving relations in that I will ensure that all items on the table are discussed in a fair and consistent manner.

i. These meeting are already in progress, next meeting scheduled for 2/20/03 at 1000 hrs.

2.

Fully utilize the resources and mentoring at my disposal to improve my leadership skills. I must make the time to listen to what behaviors I need to change. I will meet*

with Kymn Harvin on a routine basis to change my behaviors and improve my performance.

i. Schedule meetings by 2/15/03

3. 1 will raise my Standards and the site standards.

I will immediately correct low standards behaviors of all personnel regardless of position or title.

i. Immediately

4.

I will fully understand the work-week process (WM-AP-0001) and ensure that the process is utilized to improve work management. I will attend work week meetings with the goal of improving the meeting and the process.

i. Start attending meetings: 2/24/03 (after requal trg)

5. I will fully understand the 2003'Business Plan.

i. Start reading immediately The gap for the Operations Department has been not supporting the business llan which leads to not achieving our goals. This will be corrected by taking the actions in the above paragraph pertaining to the Shift Managers for the business plan.

To focus and monitor my performance in 2003, and to ensure I am working toward achieving our goals the following performance goals and metrics have been established. These goals and metrics as well as the above mentioned items for my personal gaps will be in my performance partnership:

a) I will cause my shift to perform flawlessly at the point of contact by raising awareness of common error traps and embracing error reduction techniques. Measures of success:

ý Zero recordable OSHA accidents

> Zero breakthrough tagging events

> Zero unplanned LCO action statement entries due to personnel error

1 Y-Zero reactivity management events caused by personnel error Zero LERs caused by personnel error Zero NJPDES permit violations caused by personnel error b) I will foster a crew environment that promotes the efficient and reliable operation of the units.

Measures of successes:

> Zero unplanned power reductions due to personnel error

> Zero unplanned technical specification LCO entries due to personnel error

> Average work week schedule adherence greater than or equal to 90%

> 2R13 refueling outage goals met c) I will bridge the gap between upper management and the worker in the field in order to strengthen management/union relations and to realize the full potential.of our talented work force. Measures of success:

> Complete on average greater than 12 quality observations per month

> Complete annual focused.self-assessment on procedure use and adherence

> Complete all IBEW annual and semi-annual appraisals as scheduled Cause the creation of a "Operations Victory Board" to celebrate and recognize exemplary performance d) I will cause training and the corrective action process to play a more active role in the day-to-day performance of my crew. Measures of success:

> Average NEO and LOR written exam score greater than or equal to 87%

> Zero unsat "as found" LOR simulator exam scores

> Zero unsat LOR annual simulator exam scores Initiate on-shift crew "table top" training of selected topics including periodic on-shift EP exercises.

" Perform periodic observations of initial NEO and ILO training activities

> All assigned corrective action evaluations will be.of quality and completed as scheduled.

Sincerely,

"I Performance Gap Actions Due Date Performance metric Status Desired Results

___Results I. Filling the role of I. Document examples of getting onboard and fulfilling'good 3/31/03

1. An increasing number of For Fulfilling the role of a a 'Super CRS' manager' roles and Operations Department Expectations for a examples fulfilling the roles 3/31/03:

station leader.

instead of a 'Station Shift Manager in the notes section of my Performance 6/30/03 and meeting the expectations For Leader' Partnership. Also document missed opportunities to check is documented in the 6/30/03:

and adjust per the accountability model.

9/30/03 Performance Partnership.

For

2. Meet on a Quarterly Basis with AOM-ShifR to receiving

2. 'Missed Opportunities' 9/30/03:

mentoring/coaching on areas where I didn't fulfill the role or 12/31/03 decrease over time.

For meet the expectations.

12/31/03:

2. Not fluent in the Get onboard with the business plan - read it, digest it, take 2/17/03 Plan read, digested, personal.

Know the business business plan to personal notes.

'living' notes formulated.

plan, steering day-to-achieve top quartile day station activities, results Become a subject matter expert in specific area per.Shift (Per Team Fully fluent in assigned area of business plan goals Manager team meeting assignments.

Meeting the business plan.

being met Action due dates)

Partner with Salem counterpart and educate the Shift Manager (Per Team Shift Manager Team fluent in team on assigned area (to gain Operations Site alignment).

Meeting assigned area Action due dates)

Provide documented examples where I effectively 3/31/03 I.An increasing number of For communicated business plan goals to steer day-to-day station.

examples of steering day-to-3/31/03:

activities in Performance Partnership notes and review results 6/30/03 day station activities is For with AOM-Shift in conjunction with Gap 91 actions. Also documented in the 6/30/03:

document missed opportunities to check and adjust per the 9/30/03 Performance Partnership over For accountability model.

time.

9/30/03:

12/31/03

2. 'Missed Opportunities' For decrease over time.

12/31/03:

Performance Gap Actions Due Perrormance metric Status Desired Results Date Results

3. Knowledge of plant Gain access to 'getting better every day' quizzes 2/28/03 Access to quizzes obtained Knowledgeable and onboard with processes is lacking Get onboard with the processes through self study 3/31/03 Onboard with the process source plant processes - positively of the source documents_

documents

____impacting day-to-day activities by Re-take each quiz 5/31/03 Quizzes taken ensuring our processes are If quiz result isn't 100%, repeat 2 & 3 after going 6/30/03 Knowledge level on plant adhered to.

through the whole battery of quizzes.

.process up to 100%

Document examples where knowledge of plant 3/31/03 I. An increasing number of For processes has positively impacted day-to-day examples of steering day-to-3/31/03:

station activities by ensuring the processes were 6/30/03 day station activities is For followed. Also document missed opportunities to documented in the 6/30/03:

check and adjust per the accountability model.

9/30103.

Performance Partnership over For time.

9/30/03:

12/31/03 2.'Missed Opportunities' For decrease-over time.

12/31/03:

4. Not engaged in Read, learn, and internalize the Managers' Human 2/24/03 Managers' Human Performance Promoting "Flawless Execution at promoting "Flawless Performance Briefing Book (particularly the Briefing Book read, learned, and the Point of Contact" at the station Execution at the Point of managers roles and responsibilities).

internalized.

level Contact" at the station Document examples where managers' roles and 3/313/03 An increasing number of For level responsibilities were fulfilled -external to examples of steering day-to-day.

3/31/03:

operations, in Performance Partnership.

6/30/03 station activities is documented For in the Performance Partnership 6/30/03:

9/30/03 over time.

For 9/30/03:

12/31//03 For

_______________12/31/03:

"..,'31'03 Cur t'..t.us !b, ch For Corrective focused on preventing the CAP focus on creating excellencerather than evaluation always cent-iin actions 3/31/03:

creating excellence.

reoccurrence rather than merely preventing reoccurrence.

6/30/03 to creae exclence.

For creating excellence.

6/30/03:

9/30103 For 9/30/03:

12/31/03 For 12/31/03:

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