ML18089A254

Mgt Assessment & Action Plan for Improvement of Salem Stations 1 & 2 Operations

ML18089A254
Person / Time
Site:	Salem
Issue date:	06/24/1983
From:	MANAGEMENT ANALYSIS CO.
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ML18089A251	List: ML18089A250 ML18089A252 ML18089A254
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PROC-830624, NUDOCS 8307270466
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MANAGEMENT ASSESSMENT AND ACTION PLAN FOR IMPROVEMENT OF SALEM ST A TIONS l AND 2 OPERATIONS Prepared For PUBLIC SERVICE ELECTRIC & GAS COMPANY 80 Park Plaza Newark, New Jersey 07101 June 24, 1983 Management Analysis Company Project Number: MAC-83-U027 Public Service Electric & Gas Company Contract Number: 885295 l11C1C

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EXECUTIVE

SUMMARY

~1n July 1981, Public Service Electric & Gas Company (PSE&G) made a. major corporate decision to provide more centralized management and control for the operation,

\\...

maintenance and servicing of its nuclear plants at Artificial Island.

A Nuclear Operations Department was proposed which would combine Plant Operations and all supporting services into a single, centralized organizational structure to be located at the site.

For the past 18 months, PSE&G has engaged in major reorganization ac.tivities. These have involved not only the reassignment of functional responsibilities, positions and personnel, but also the geographic relocation of over 200 employees from corporate offices in Newark to Artificial Island.

In addition to all of the practical concerns involved in such a large-scale reorganization, there are the less tangible but frequently more problematic issues which arise due to the inescapable phenomenon of human resist-ance to change.

It would therefore not be unusual for any organization undergoing reorganization activities of this magnitude to experience a transition period of three to five years before realizing complete organizational and functional stability *

'Typically, during the early states of such transition periods, organizations have problems

"~vith unclear jurisdictional scopes, organizational fragmentation, ineffective decision making, excessively rigid, or inadequate procedures, changing management control systems, "cultural clashes" between work groups accustomed to different ways of doing business, less effective use of resources and a general sense within the organiz~tion of not working as a cohesive team.

Thus, the impact of organizational change is a temporary decline in the level of effectiveness and productivity.

When management realizes that, contrary to their expectations for immediate positive results from the change, conditions are actually worse, there are predictable reactions of confusion and frustration. Often premature decisions are made to replace people who "have caused this reorganization to fail" or to mandate additional changes in the organizational structure. Instead, management needs to recognize that this temporary decline in organizational performance is an expected result of any major organizational change. If appropriate management strategies are employed to support the adjustment to change, this temporary performance dip can be shortened and the expected positive results of the change will be achieved.

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The PSE&G Nuclear Department is exhibiting some of the typical organizational transition. problems delineated above.

Consequently, PSE&G employed Management r :Analysis Company (MAC) to perform an independent assessment of the organizational structures, management systems and staffing of the Nuclear Department in order to recommend areas for improvement, particularly in the areas of safety and regulatory compliance.

In MAC's judgment, the diagnostic uncovered no deficiencies of sufficient significance to require immediate corrective action or attention for continued safe operation of the plants. However, there were weaknesses identified which do need att.ention in the near term and future if the expectations of PSE&G management are to be fully realized.

Are.as which appear to need the most attention from management at this t~me include:

Clarification of jurisdictional scopes and individual role responsibilities to enhance site management's capability to manage and to improve accountability throughout the Nuclear Department.

Development and implementation of an effective transition management process.

Timely staffing of open supervisory and support positions required to perform the work of the Nuclear Department effectively.

Consolidation of the safety review process and an improved system for commitment

• ..i tracking.

Development and implementation of a

more comprehensive configuration management program, including improved design change process, document control and records management.

Coordination of management systems, procedures and interdepartmental communi-cations to enhance the capacity of all organizations to provide comprehensive technical and administrative support to Operations.

Clarification of program priorities-._ and the coordination of interdepartmental procedures and communications to improve the effectiveness of the quality programs.

Organizational and systems improvements for more effective planning and coordination of maintenance and plant betterment activities.

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For each specific area or function where weaknesses or opportunities for improvement were identified, MAC has developed recommended action plans (described later). No

• attempt was made to sequence the recommended action plans since this process will be highly dependent on resources, schedules, other commitments, etc., of the Nuclear bepartment and, therefore, requires the in-depth participation of Nuclear Department personnel.

In orde_r to implement the recommended actions effectively, it is imperative that sufficient qualified personnel be assigned (and, in some cases, dedicated full time) to the execution of these tasks. Since this effort must be performed in parallel with the prime function of the Nuclear Department (i.e., supporting the safe and reliable operation of Salem 1 and 2), a management commitment must be made tp provide the necessary resources through a combinf:ition of reassignments, hiring and consulting assistance.

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1.0 2.0 3.0 4.0 TABLE OF CONTENTS EXECUTIVE

SUMMARY

-i-INJROOUCTION *. * *. *... * * *.. *. *. *. *..... *. *... *. * * * *. * *. *.

• 1-1 PROJECT APPROACH.......................................

2-1 RESULTS AND CONCLUSIONS ********************************

3-1 ACTION PLANS.............................................

4-1 4.1 4.2 4.3

/

Organization Management *******************************

4-1 4.1.1 Functional Analysis..............................

4-1 4.1.2 Working Relationships Between Department and Corporate *.......................... *.....

4-3 4.1.3 Completion and Implementation of VPN-!

and Supporting Procedures* * * * * * * * * * * * * * * * * * * * * *

• 4-5 4.1.4 Communications Between Department and Corporate.............. *..................

4-8 4.1.5 Detailed Transition Process......................

Safety and Compliance Activities ************************

4-9 4-11 4.2.l Safety Management Activities * * * * * * * * * * * * * * * * * * *

• 4-11 4.2.2 Commitment Tracking Activities ******** ~.........

4-14 Configuration Management Program **********************

4-16 4.3.l Integrated Configuration Management Program.................................. *...

4-17 4.3.2 Change Control Process * * * * * * * * * * * * * * * * * * * * * * * * *

• 4-17

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Secticili 4.4 4.5 4.6 TABLE CF CONTENTS (Continued)

Operatfons and Operations Support.......................

4.4.1 Maintaining Plant Cleanliness and General Page 4-19 Appearance 4-20 4.4.2 Compliance Monitoring of Technical and Equipment Specifications 4-21 4.4.3 Past Modification/Post Repair Testing..............

4-22 4.4.4 Site Protection and Emergency Preparedness.................... *.............

4-22 4.4.5 Coordination Between Nuclear Engineering and Operations..... **... *..... *... *.... *... *...

4-23 Quality Assurance.*.....................*.*............

4-24 4.5.1 Quality Assurance Department Organization * * * * * * *

• 4-24 4.5.2 Interdepartmental Relationships..................

4-26 4.5.3 Quality Assurance Procedures and Work Activities........................ *........ *...

4-28 Maintenance and Plant Betterment ***********************

4.6.l Organizational Responsibilities and Interfaces in the Maintenance Area 4.6.2 Maintenance Planning, Monitoring 4-28 4-29 and Control. *..................................

4-30 4.6.3 Reducing Backlogged Maintenance Work Items 4-33 4.6.4 Maintenance Calibration and Control of Measuring and Test Equipment * * * * * * * * * * * * * * * * * *

• 4-33 4.6.5 Organizing for Outage Management...............

4-34 4.6.6 Planning, Monitoring and Control of Outages....................................

4-35

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TABU: CF CONTENTS (Continued)

Section 4.7 Nuclear Department Services............................

4.7.l Records Management Program...................

4.7.2 Document Control Function......................

4.7.3 Information Systems ************** * *************

4.7.4 Nuclear Training Program.......................

A TEAM MEMBERS............................................

B PEOPLE INTERVIEWED

• • • • • • • • • • • • • • • • • f) ********************

c DOCUMENT LIST............................................

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6065-3 1-1

1.0 INTRODUCTION

Public Service Electric & Gas Company (PSE&G) has established the Nuclear Department to provide centralized management control of the operation, technical support and administration of nuclear operations on Artificial Island.

Management Analysis Company (MAC) was employed by PSE&G to perform an independent assessment of the organizational structures, management systems and staffing of the Nuclear Department in order to recommend areas for improvement, particularly in the areas of safety and regulatory compliance.

MAC used the management diagnostic process as a means of identifying any areas of dysfunction and developing action plans which would assist PSE&G in maintain-ing and enhancing performance of the Nuclear Department and its operations.

The management diagnostic is a planned effort directed at understanding the many aspects of a client's organization.

The process uses observations, inter-views, surveys, and document and procedure review. An experienced MAC team analyzes the information gathered in the process to identify any weaknesses and develop practical recommendations geared to the client's specific situation.

The MAC team for this work consisted of 10 professionals with a combined experience of over 175 years in management of highly complex, technical opera-tions, many of those years within the nuclear industry itself in operations, engineering, quality, construction/modification, maintenance, organizational development, management and regulatory activities. Team members are listed in Appendix A.

The team interviewed PSE&G management and functional personnel at the corporate offices in Newark and at Artificial Island.

In addition, the team reviewed policies, procedures, status reports, project plans, quality control and license commitment data, position analyses, human resource allocations and numerous memoranda and internal reports. This report represents the professional evaluation by the MAC team of cross-checked interview results, documentation reviews and. personal observations.

Due to the nature and purpose of the diagnostic (i.e., to identify and address dysfunctional areas) the report tends to concentrate on areas of improvement and should be read from this perspectivliiCiC 1

6065-3 2-1 2.0 PRO..ICT "APPROACH MAC recognizes that the process by which all organizations work toward their intended goals involves the synergistic interaction of people working within orgl'.lnizational structures, using the establish systems to perform and manage relevant activities.

Hence, MAC's investigation focused on the organizational

• structures, people and systems currently in place in the Nuclear Department and

-exarnined how well these elements are working collectively to operate and support the nuclear plants at Artificial Island.

The diagnostic primarily focused on the management and operations of the Nuclear Department organization.

Corporate activities were examined only from the perspective of interactions with and impact on the Nuclear Depart-ment.

Other corporate functions and activities were not addressed.

MAC's findings, evaluations and recommendations from this assessment are reported in the body of this report.

Appendix B provides a list of the people interviewed within PSE&G. Appendix C

. includes a list of the documents reviewed to develop an understanding of the functional aspects of the. department, or used as supportive data to the conclusions reached by the diagnostic team.

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6065-3 3-1 3.0 RESUL Ts* AND. CONCLUSIONS In July of 1981, PSE&G made a major corporate decision to provide more centralized management direction and control for the operation, maintenance and servicing of its nuclear plants at Artificial Island.

Achieving this goal required developing a new organization, staffing this organization and providing the necessary systems for it to be functional.

PSE &G requested that MAC perform an independent management diagnostic of the organizational structures, management systems and staffing now in place within the Nuclear Department in order to recommend areas for improvem.ent, particularly in the area of safety and regulatory compliance.

From the MAC diagnostic it can be concluded that significant strides have been taken toward the development of a centralized anct effective management structure for operating and supporting Salem Stations l and 2.

In MAC's judgment no deficiencies were uncovered of sufficient significance to require immediate correGtive action for continued safe operation of the plants. How-ever, there were weaknesses identified which will require attention in the near term and future if the expectations of PSE &G management are to be fully realized.

This report addresses the areas in need of attention and the types of action that should be taken to solve existing problems and enhance the performance of the Nuclear Department.

Conclusions and recommendations for corrective action based on the diagnostic findings were grouped into seven topical areas:

1.

Organization Management

2.

Safety and Compliance Management

3.

Configuration Management

4.

Operations and Operations Support

5.

Quality Assurance (QA)

6.

Maintenance and Plant Betterment

7.

Nuclear Department Services lnac:

6065-3 3-2 Major conclusions related to each of these topical areas are presented below.

ORGANIZATION MANAGEMENT The laudable intent of PSE&G to provide more centralized management control of nuclear operations and s'upport activities is well on its way to being realized.

It should be expected, however, that the Nuclear Department organization will continue to experience some of the typical problems associated with transition periods for at.least another two years.

The establishment of an effective transition management process would help to address the impact of the reorganization on various systems and work groups during this time.

Some functional roles still need clarification, with special attention paid to the excessive demands placed upon the Vice President - Nuclear (VPN) position.

The matrixed relationship involved in the Nuclear Public Affairs Department is not functioning effectively and there are aspects of all three matrixed organizations (Nuclear Public A ff airs Department, Nuclear Department/Human Resources, Nuclear Department/Purchasing) which are not clearly understood by, or satisfactory to, the managers involved.

Once the clarification of functional roles and matrixed organization interfaces is completed, these need to be formalized in published policies and procedures.

The geographic distance between Corporate and the Nuclear Department and the resulting lack of informal daily communications contribute to misunderstandings and misperceptions.

The potential thus exists for Corporate to respond too quickly and simply to complex problems in the Nuclear Department. Improved and more frequent communications would minimize this potential.

SAFETY AND COMPLIANCE MANAGEMENT No major system weaknesses were identified in the assessment of PSE&G's safety/compliance management efforts.

However, the reorganization has resulted in overlap and unclear jurisdictional scopes between the charters of various functions and groups charged with safety and licensing responsibilities. A ffiCiC

6065-3 3-3 reevaluation of these charters is required, as well as a reassessment of commitment tracking processes to ensure timely compliance with all commit-ments.

Responsibilities and procedures for interacting with regulatory agencies and the public media are not fully understood or enforced. There is a need to clarify and enforce these responsibilities and procedures to ensure valid and credible communications internally and externally.

CONFIGURATION MANAGEMENT The responsibility for managing the configuration of the plant rests primarily r

with the Nuclear Engineering organization which was impacted by the reorgani-zation in terms of disruption of established systems and means for controlling work. This would, therefore, be an appropriate time to develop a comprehensive configuration management program.

A focused effort is required to improve and streamline the change control process in order to provide more defined and rigid co'ntrols in the -review and approval process, and more timely incorporation of approved changes.

OPERATIONS AND OPERATIONS SUPPORT There is a need to revitalize the feelings of "ownership" and control of work in the plant. Efforts to maintain plant, cleanliness and appearance at a high level could be enhanced through-the initiation of a "Plant Pride Program".

The clarification of functional responsibilities and coordination procedures between Nuclear Engineering and Operations would help to develop a greater sense of individual accountability for plant systems.

There are various means used for monitoring technical specification and equipment specification compliance, and the need exists for these to be integrated into one coordinated system.

The preparation of requirements for post modification/repair testing and the review of test results also requires more effective control.

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6065-3 3-4 QUALITY ASSURANCE QA is one of the organizational groups most impacted by the reorganization and*

relocation. There is a need to clarify the charters of the QA Department (QAD) and the plant betterment contractor's QA organizations, and to formalize charters accordingly. QA procedures require revision and updating, and interface working agreements and communication channels need to be improved between QAD and other organizational groups.

MAINTENANCE AND PLANT BETTERMENT The maintenance function is currently performed by three different organize-

. tional groups. To improve the efficiency of the maintenance effort, considera-tion should be given to the possibility of planning and coordinating all maintenance activities in one functional area.

The charter. of the Site Maintenance Group needs to be formalized and staffing resources acquired to enable this work. unit to perform its maintenance. support function effectively.

An organization to manage outages and plant betterment activities needs to be formally delineated and assigned the responsibility for coordinating planning and control of these activities to ensure accurate and timely preoutage input is obtained from all responsible departments, to ensure controlled execution of the work and to perform appropriate follow-up after work completion.

NUCLEAR DEPARTMENT SERVICES Document control responsibilities are implemented using different systems by various subtier organizations within the Nuclear Department. The need exists to integrate all document control responsibilities into a cohesive and uniform system which will assure effective and efficient document control.

In similar _fashion, record management functions and computer systems require integration into cohesive systems which will more effectively support Nuclear Department activity.

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6065-3 3-5 The Nuclear Training Program appears to be well designed and managed.

However, the program is still evolving and, therefore, not yet fully effective.

There is a need to acquire more Salem-experienced personnel, particularly in the operations area. Procedures used to incorporate design changes and procedural changes into training programs need to be documented.

COMMITMENT TO ACTION PLANS The action plans proposed to upgrade the functions and systems of the Nuclear Department can be successful only if there are sufficient, qualified people assigned (in some cases, dedicated full time) to the execution of these plans. At the same time it is critical that resource commitments for improvement purposes do not interfere with the prime responsibility of the Nuclear Department (i.e., keeping Salem 1 and 2 operating safely and efficiently). This latter effort in itself is currently consuming the majority of the standard working hours of the permanent staff at the site and implementation of these actions plans will require additional staffing.

Timely staffing of all open supervisory and support positions would contribute substantially to continued effectiveness in ongoing operations and successful implementation of action plans for organizational improvement.

To implement a fully integrated and manageable action plan to achieve the Nuclear Department goals and objectives, MAC recommends that the following steps be taken:

1.

Confirm and document the goals for each task.

2.

Detail the logic network required to achieve these goals.

3.

Establish priorities and key milestone dates that satisfy the Nuclear Department needs.

4.

Identify the interrelationships between each task.

5.

Resource load the tasks including the identification of required qualifica-tions/experience of the personnel.

6.

Compare personnel availability with staffing needs taking into full account the resources needed to support plant operation.

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6065-3 3-6

7.

Revise the logic network, as required, to comply with resource availability, considering factors such as:

Recruiting/hiring cycle Transferring personnel within PSE&G Use of temporary/consulting personnel to supplement needs

8.

Implement the program, including monitoring at a frequency and depth to ensure that goals and objectives are being achieved.

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6065-3 4-1 4.0 ACTION PLANS

• 4.1 ORGANIZATION MANAGEMENT The action plans in this section relate to the development and implementation of organization structures, department procedures, management practices, commu-nications and a transition management process which will assist Nuclear Department management in the direction and control of plarat operations and support at Artificial Island. Specifically, the action plans address the following objectives:

1.

Perform a comprehensive functional analysis of the VPN position, and all positions reporting directly to the VPN, to determine priority functions and re'commend appropriate changes for maintaining centralized and effective management control.

2.

Improve the effectiveness of the working relationships between the Nuclear Department and Corporate Public Relations; clarify and formalize all working agreements, including agreements about employee performance evaluation between administrative and functional managers, and concerns related to personnel acquisition or purchasing procedures.

3.

Complete the development of the policy manual, Nuclear Department Manual VPN-1, and ensure department-wide implementation of all policies contained therein.

4.

Assess formal and informal communication systems between Corporate and the Nuclear Department to develop improved information flow processes.

5.

Develop and implement an integrated transition management process which will assist management to:

identify and* address any remaining adverse effects of the recent Nuclear Department reorganization and relocation; clarify organizational structures and procedures; resolve intra-and inter-departmental communicatio!J-Pr_gblems; address.facilities-related problems; and develop realistic plans and impleme..[ltation schedules for the manage-ment of future organization transitions.

4.1.1 Recommended' Action* Plan* for Functfonal AnaiySis Of* the VPN. Pasitfon *and All Direct Reports Objective Perform a comprehensive functional *analysis of the VPN position *and all positions reporting directly to the VPN to determine priority functions.

Recommend viable structural and/or procedural strategies for maintaining centralized and effective management control of the Nuclear Department

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6065-3 4-2 Actions

1.

Identify all specific Nuclear Department functions with which the VPN is presently involved through direct reporting relationships; determine priority concerns within each functional area and how these priorities are presently being addressed by the VPN; determine if there are additional priority functions not presently reporting to the VPN.

a.

Review position analyses for the VPN and all direct reports.

b.

Discuss with each direct report his perceptions of priority concerns for VPN attention within that functional area and how these might be addressed more effectively.

Assess the management style of each direct report to determine its impact on the identification and resolu-tion of priority concerns.

c.

"Shadow" the VPN for one full work week to track the actual demands on his time and assess how his managerial attention is distributed among the nine reporting functional areas.

2.

Identify all specific corporate role functions for which the VPN is or should be responsible; determine priority concerns and how these priorities are presently being addressed by the VPN.

a.

Determine Corporate norms, role responsibilities and formal and informal communication processes commonly associated with Corporate Vice President positions through discussions with the President; Senior Vice President, Energy Supply and Engineering; Vice President, Fuel Supply; Vice President, Engineering and Construction; Vice President, Production; Vice President, Nuclear; and the Assistant to the VPN.

b.

(As part of l(c)

• above), track the actual demands of corporate role responsibilities on the VPN's time, and assess how his managerial attention is distributed between these corporate role functions and Nuclear Department management functions.

c.

Identify any noticeable differences between the corporate role functioning and relationships of the VPN and those of other Corporate Vice Presidents.

d.

Conduct joint discussions with the Senior Vice President, Energy Supply and Engineering, and the VPN to clarify their perspectives on the corporate role functions and corporate relationships of the VPN; present any findings from 2(b) and 2(c) above; and resolve any related prob-lems. lnvol ve the Assistant to the VPN as appropriate.

3.

Assess the present work load and time demands on the VPN to determine if his present span of control realistically allows him to:

1) maintain centralized management control; 2) address all Nuclear Department priority concerns in a timely and complete manner; and 3) attend to appropriate corporate role responsibilities.

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6065-3 4-3

a.

Analyze typical and projected time demands for:

All activities related to management of each functional reporting relationship,. with special attention to addressing priority concerns.

All general Nuclear Department management functions not covered under the item above.

All relevant corporate role responsibilities.

b.

Identify any critical gaps in VPN management activity in these areas due to lack of time, procedural strategies, organization structures, or management style.

4.

Recommend appropriate procedural and structural changes as needed.

5.

Coordinat~ planning and problem-solving discussions between all relevant management

• personnel to test the feasibility of any recommended procedural and structural changes; modify the proposed changes as appropriate; and implement the agreed-upon changes.

6.

Use organizational development consultation as changes are implemented.

7.

Conduct - a follow-up assessment of the effectiveness of procedural/

structural changes three months after they have been implemented.

8.

Report assessment conclusions to the Senior Vice President, Energy Supply and Engineering and the VPN.

4..1.2 Recorrirriended-Actioo-p1a.n-10r-1mpro-Yed-Effectiveness *01-working Relatfonships Between*

• the -Nuclear -Department -* and -Corporate -Public Relations,

• Human Resotirce8 and PUI'chasing Objective Improve the effectiveness of the working relationships between the Nuclear Department and Corporate Public Relations, Human Resources and Purchasing; 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 personnel acquisition and purchasing procedures.

Actions

1.

Reassess Corporate commitment to long-term use of the three matrixed relationships (as compared with alternative organizational structures) and communicate this decision to all involved managers. Unless immediate steps are to be taken to change existing matrixed structures, the following action l11C1C

6065-3 4-4 items should be addressed to ensure the increased effectiveness of the matrixed organizations, especially the Nuclear Department Public A ff airs.

2.

• With outside organization development (OD) assistance, conduct a group problem-solving session attended by all managers involved in the matrixed Nuclear Public A ff airs organization, the VPN and the Vice President, Public Relations.

a.

Analyze the step-by-step actions taken by Nuclear Public A ff airs personnel in one or two recent situations which have resulted in adverse press reporting to identify specific interface problems.

b.

Determine the root causes of these problems, e.g., corporate policy/procedures for interacting with the public media not being adhered to; established reporting relationships not functional or not being followed; lack of clearly defined interface procedures.

c.

Identify steps which need to be taken to address these root causes and establish a time line by which all identified issues will be resolved (suggested maximum target date: two months).

3.

Take necessary follow-up steps (e.g., further discussions between releva*nt functional and administrative managers to clarify and negotiate working agreements; review of relevant corporate policies; develop and document new or previously undocumented interface procedures; formalize the matrix organization charter) to address Action Item 2(c).

4.

Present the results of Action Item 3 in a second group session involving the same personnel and any additional personnel deemed appropriate to ensure understanding of and commitment to new or changed working agreements and procedures. All participants at this meeting should be made aware of senior management's requirement that the policies, procedures, informal working agreements, etc., documented at this point are to be strictly adhered to.

5.

Conduct a follow-up assessment of the effectiveness of Nuclear Public A ff airs working relationships six months after new agreements, procedures, etc., have been implemented and report findings and any rec.ommendations to the VPN.

Simultaneously, address the following actions:

6.

Review corporate policies related to matrixed reporting relationships to identify any omissions or inconsistencies in existing policies or the lack of adherence to existing policies within any of the three matrixed organizations.

7.

Make written recommendations about any needed corporate policy changes or clarification in regard to matrix-reporting relationships.

8.

With OD assistance, conduct a group problem-solving session with all relevant matrixed managers and staff and the VPN and Vice President, Human Resources to address problems with timely acquisition of personnel for the NuclearDepartment *...

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6065-3 4-5

a.

Identify specific policy and procedural issues which are most problematic and develop formal and/or informal working agreements to resolve these.

b.

Document any new procedures resulting from this meeting and ensure that all relevant personnel are informed accordingly.

9.

With organization development assistance, conduct individual problem-solving discussions as needed between relevant functional and administrative managers in the Nuclear Department/Human Resources and Nuclear Department/Corporate Purchasing matrix organizations to address concerns related to matrixed employee performance reviews, other personnel utilization concerns, or problems with purchasing policies and procedures.

10.

Document any new procedures or informal coordination agreements resulting from Action Item 9 and ensure that all relevant personnel are informed according! y.

11.

Incorporate new working agreements and corporate responses to any recommended policy changes into written matrix organization packages for review and formal approval by the appropriate management personnel.

4.1.3 Recommended Action Plan for Completion and Implementation of the Nuclear Department Policy Manual, VPN-1 and Supporting Department Procedures Objective Complete the development of the policy manual, Nuclear Department Manual, VPN-! and ensure the department-wide implementation of policies contained therein.

Actions

1.

Assign overall responsibility for completion and promulgation of VPN-! to Methods and Administration.

a.

Expedite staffing of Methods and Administration

b.

Assign one staff person from Methods and Administration full time to act as team leader.

Identify team member and obtain management concurrences as to their assignments.

c.

Assign a QA person to the team to assure that all policies and procedures are consistent with commitments made in the Final Safety Analysis Report (FSAR) and resolve issues contained in recent QA audits/ assessments.

d.

Assign an OD person to the team.

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6065-3 4-6

2.

Conduct a series of review meetings with organizational units to identify:

policy areas on which there is agreement; policy areas which are incomplete and/or problematic; and any departmental interface issues relevant to policy statements.

The team identified in Action Item l would meet with organizational groups to review the following sections of the manual in depth:

organizatfoiial Group Nuclear Department Vice President and Managers Methods and Administration Department Nuclear Services Department Nuclear Support Department Nuclear Operations Department Nuclear Public A ff airs Nuclear Review Board Nuclear Training Division Quality Assurance Department Manual Sectfons _

VPN-POP-1 VPN-POP-2 VPN-POP-3 GM5-POP-2 GM5-POP-3 GM5-POP-4 GM5-POP-5 VPN-POP-4 GM2-POP-2 GM2-POP-3 GM2-POP-4 GM2-POP-6 GM2-POP-7 VPN-POP-8 * --

GMl-POP-2 GMl-POP-3 GMl-POP-4 GMl-POP-5 GMl-POP-6 VPN-POP-6 VPN-POP-15 GM2-POP-2 VPN-POP-7 VPN-POP-8 VPN-POP-9 GM2-POP-5 To be developed The following sections should be reviewed by all groups listed above:

VPN-POP-10, Reporting Requirements VPN-POP-11, Nuclear Regulatory Commission (NRC) Correspondence VPN-POP-12, Document Control VPN-POP-13, Records Management VPN-POP-14, Correspondence Control l11C1C

6065-3 GMl-POP_;l, Division Administration GM2-POP-l, Division Administration GM3-POP-l, Division Administration GM4-POP-l, Division Administration GM5-POP-l, Division Administration VPN-MSP-1, NuclearDepartment Manual System VPN-MSP-2, Nuclear Department Manual Preparation and Control VPN-MSP-3, Procedure Writing Assists 4-7

3.

Based on these review. meetings, the team would submit to the Manager-Methods and.Administration a status report on each policy section a11d recommended action plans (with time schedules) for each section where there are remaining problems, interface issues, etc.

4.

Upon concurrence with this report by the Manager-Methods and Administra-tion and approval by the VPN, the team would then implement all action plans.

5.

To support the effective use of the Policy Manual, rev1ew related adminis-trative procedures for consistency and completeness and modify as appropriate.

a.

Develop a matrix of existing procedures and identify any additional procedures needed.

b.

Develop a clear understanding of the purpose for each procedure and compare the scope and content of each procedure' with respect to fulfilling this purpose.

c.

Add, delete or modify as appropriate.

6.

Assign staff for writing or rewriting as required. If PSE&G staff is not available because of other duties, a combination of contract procedure writers and consultants familiar with implementation strategies for eff ec-*

tive policy and procedure integration into the department could be used.

7.

As each policy section and procedure is completed, it will be processed through the department for appropriate approvals:

Originating approvals Department approvals QA concurrence (as specified in the QA program)

VPN concurrence h'ICIC

6065-3 4-8

8.

Upon completion and approval of all policy sections and supporting procedures, the team will design and execute an appropriate distribution and educational process to ensure department-wide implementation.

9.

Six months after this distribution and educational process has been implemented, the team will reconstitute itself to assess the level of awareness of, and adherence to, department policies and procedures. The team will collect data through interviews or a survey of a cross-section of Nuclear Department personnel and report its conclusions to the Manager-Methods and Administration, with any recommendations for needed additional implementation efforts.

4.1.4 Recommended* AetiOn* Plan* tor* Improving* CommuniCatfons *Between the Nuclear Department *and" Corporate Objective Assess formal and informal communication systems between Corporate and the Nuclear Department to recommend improved information flow processes.

Although the focus of this effort is to increase each organization's understanding of the _other's operational realities and the efficiency of their interactions, the accomplishment of this objective will also have a positive impact on improving external relations between PSE&G and regulat_ory agencies, the media and the public.

Actions

1.

Identify all formal and informal communication channels regularly used between Corporate and Nuclear Department management.

a.

Discuss with key management personnel (i.e, the Chief Executive Officer (CEO); the President; the Senior Vice President, Energy Supply and Engineering; the VPN; the Assistant to the VPN at Corporate; and all direct reports to the VPN on site) their involvement in the Corporate/Nuclear Department communications hierarchy to obtain their perceptions of what formal and informal communication channels are used* most frequently between Corporate and the Nuclear Department.

b.

Using the Senior Vice President, Energy Supply and Engineering, and the VPN as focal points, observe the actual patterns of Corporate/Nuclear Department communications paying special attention to the informal communication systems. (Note: Observations from the VPN's perspec-tive could be made as part of the activity involved in "shadowing" the VPN, see l(c), 4.1.1. Two to three additional days spent "shadowing" the Senior Vice President, Energy Supply and Engineering, would provide first-hand data from that perspective as well.)

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6065-3 4-9

2.

Assess the identified formal and informal communication channels for any critical gaps or overlaps in Corporate/Nuclear Department communications.

3.

Report findings and any recommendations to individual PSE&G_ management personnel as appropriate.

4.

Facilitate any necessary problem-solving discussions based on findings and develop/record any new procedural ~greements.

5.

Prepare and present results of recommendations and discussions to entire management group contacted in l(ar above, with emphasis on any new procedural agreements.

6.

Conduct a follow-up assessment of the effectiveness of procedural changes three months after they have been implemented.

a.

Meet with the VPN; the Senior Vice President, Energy Supply and Engineering; the Assistant to the VPN; and all General Managers.

b.

If necessary facilitate any further problem solving discussions.

c.

Prepare and present report.

-11.1.s Recommended* Action Plan *a Detailed TransitiOn* Management Process Objective Develop and implement an integrated transition management process which will assist management to:

Identify and address any remaining adverse effects of the 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 came down from Newark; confusion about responsi-biliti~s and resulting lack of ownership).

2.

Clarify (and/or develop as necessary) organizational procedures, including departmental interface agreements, and functional responsibilities for the implementation of management control systems.

3.

Identify and resolve intra-and inter-departmental communication problems.

4.

Address facilities planning as 'this relates to problems with geographic fragmentation of work functions or adequate housing of staff resources.

5.

Develop realistic plans and implementation schedules for the management of future organization transitions.

l11C1C

6065-3 4-10 Actions

1.

Establish a full-time OD sta.ff position, reporting to the Manager-Methods and Administration with access to administrative support.

a.

With the Manager-Methods and Administration, develop a preliminary position description for review and approval by Personnel.

b.

Work with Personnel on their recruitment/screening process to ensure responsiveness to departmental needs (reference 4.1.2).

c.

Assist in the candidate interviewing/selection process.

d.

Provide OD orientation once a position is staff ed.

2.

Establish an OD Advisory Group comprised of selected representatives from each Nuclear Department organization. -

• a.

Prepare a written rationale for the establishment of an OD Advisory*

Group, with a description of objectives, operating ground rules, membership criteria and required time commitments.

b.

After review and concurrence by the VPN, present the OD Advisory Group charter to all relevant managers in a working gr<?UP meeting.

c.

With the VPN, solicit manager nominations, interview candidates and.

select OD Advisory Group members.

3.

Prepare for and conduct an orientation/team building session for the OD Advisory Group and staff member.

4.

With the input of management, prepare for and facilitate OD Advisory Group meetings for approximately three hours, every third week on various aspects of items listed in the objective for this action plan. Each agenda item would be addressed through the following steps:

a.

Obtain agreement on the operational definition of the problem.

b.

Identify specific issues within the problem area.

c.

Develop alternative resolutions for each specific problem.

d.

Identify implementation issues for each alternative resolution.

e.

Develop action recommendations, with priorities, for submission to management for review and decision making.

For those action recommendations approved by management, the OD Advisory Group and OD staff person would develop specific action plans including resource requirements, responsibility assignments, milestones and time lines.

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6065-3 4-11

5.

Provide assistance to the OD staff person in supporting the work of the Advisory Group (e.g., third party facilitation of inter-departmental conflicts, development and implementation of employee surveys, negotiation and clarification of organization procedures and interface agreements, OD report preparation for management, development of realistic plans and implementation schedules for organization transitions).

4.2 SAFETY AND COMPLIANCE ACTIVITIES The action plans in this section address the activities required to enhance the organizational structures, management

• systems, personnel. staffing and capabilities associated with safety management and commitment tracking activities. The intent of these action plans is to:

o Identify from PSE&G's perspective appropriate organizations, systems and staffing to maximize the effectiveness of its safety management activities.

o Initiate a proactive program and posture with the NRC in reference to safety-related assessments and review.

o Maximize the effectiveness of the licensing support organizations, considering both internal and NRC interactions, and establish practical action plans for implementing required changes as expeditiously as possible.

Specifically, the action plans address the following objectives:

1.

Identify necessary changes to existing safety management activities (e.g.,

Station Operating Review Committee (SORC), Nuclear Review Board (NRB),

etc.) which would maximize the effective use of PSE&G resources in a manner consistent with the need to assure safe, reliable operation of the plant. Establish a transition plan for implementing the desired changes in accordance with internal PSE&G constraints and NRC related licensing requirements.

2.

Identify and implement the necessary changes to increase the effectiveness of the PSE&G commitment activities to assure that regulatory-related commitments are established and complied with in a reasonable and

• acceptable way.

4.2.l Recommended* Actioo Plan to Improve Safety-Management Activities Objective

• Identify necessary changes to existing safety management activities (e.g., SORC, NRB, etc.) which would maximize the effective use of PSE&G resources in a manner consistent with the need to assure safe, reliable operation of the plant.

l11C1C

6065-3 4-12 Establish a transition plan for implementing the desired changes in accordance with internal PSE&G constraints and NRC related licensing requirements.

Actions

1.

Identify the functional responsibilities/authorities and resource commit-ments for each of the organizations considered to be part of the safety management efforts. (Referred to as "program" in this Action Plan.)

a.

Review all relevant documents including: the technical specifications, FSAR commitments, charters, a sampling of meeting agenda and minutes, position descriptions of board/ group members, reports issued by boards/ groups, previous related task force reports and Nuclear Oversight Committee commitments.

b.

Discuss with selected personnel (including chairpersons of the relevant boards and groups, selected senior management and Nuclear Depart-ment supervisors) their role in the safety management program, including work hours required, and outline this information on paper to use for discussion purposes in Action Item 3.

2.

Identify any areas of overlap in responsibilities/authority, areas of ineffective use of personnel and areas where technical specifications, or other regulatory or PSE&G policy are not being satisfied.

(Note:

This action would be accomplished using data developed in Action Item 1.)

3.

Conduct a workshop to evaluate the results obtained in Action Item 1 above and to identify the necessary and desired modifications to existing safety program organizations (structure, responsibilities, authorities, staffing) and

'systems.

a.

Representatives of the following groups should participate: SORC, NRB, Safety Review Group (SRG), Nuclear Licensing, Nuclear Safety &

Assessment, Nuclear Assurance and Regulation and QA. In addition, the VPN should attend the concluding portion of the workshop.

b.

Identify specific objectives that PSE&G expects its safety managem*ent program to satisfy.

c.

Map the objectives identified above against the current technical specifications and other regulatory and PSE&G policy requirements

• Add objectives as required to assure compliance with the "intent" of the existing requirements.

d.

Compare results obtained from Action Item 1 above with the specific objectives identified by the workshop participants.

e.

Develop logical groupings of safety program responsibilities, taking into consideration the specific program objectives, available staffing resources and alternative organizational entities.

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6065-3

f.

Assess the alternatives identified above organizational entities to satisfy the responsiblity assignments.

4-13 and identify recommended specified. objectives and

g.

Determine the major actions that would be required to implement the recommendations identified above (e.g., procedure changes, technical specification changes, FSAR changes, personnel assignments, etc.).

4.

Prepare a draft report documenting the results of the evaluations and workshop activities which would:

a.

Define the current organizational components of the safety management program,.including their functions, authorities, interfaces and basis for existence.

b.

Summarize the workshop activities, emphasizing the established safety program objectives and the recommended changes to the existing program and the bases for the recommendations.

c..

Specify actions required to implement the recommendations.

(e.g.,

specific procedure

changes, organization assignments, technical specification, FSAR changes, etc.).

d.

Specify actions necessary to implement systems (e.g., trending analyses,.

commitment tracking, etc!) required to support safety management

- program activities.

e.

Prepare a schedule for accomplishing the recommendations and associated regulatory and administrative modifications.

5.

Circulate the report to all workshop participants and other applicable PSE&G management personnel.

6.

Review and resolve comments received on the draft report; finalize and issue the report to management for review and decision making.

7.

Implement approved recommendations.

a.

Develop any necessary technical specification modifications.

b.

Conduct a meeting with NRC management personnel to inform them of the programmatic changes being proposed and implemented by PSE&G.

A presentation describing the process used by PSE&G,. the results obtained and the basis for the modifications would be given at this meeting.

c.

Submit the proposed modifications to NRC.

d.

Initiate and complete the organizational and procedural changes necessary to implement the recommended program modifications.

e.

Perform briefings for the personnel assigned to each of the safety management program organizational groups to assure complete under-standing of their roles, responsibilities and authorities.

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6065-3 4-14

f.

Initiate and complete, consistent with the approved schedule, the implementation of the support systems for the safety management program.

g.

Reconvene the workshop participants (see Action Item 3) to develop surveillance process to ensure the implementation of the safety management program modification activities and the future effective-ness of the program.

The process should include identification and training of accountable personnel.

8.

Conduct Ongoing program review and evaluation.

a.

The personnel identified in Action Item 7(g) should assess the status of the implementation program and the effectiveness of the safety management program activities every three to six months.

b.

Report to the VPN for consideration and action, findings and any recommended corrective actions.

4..2.2 Recommended Action Plan to Improve Commitment Identification, Tracking and Closeout Objective Identify and implement the necessary changes for increased effectiveness of PSE&G commitment tracking activities to further assure that regulatory-related commitments are established and closed out in a reasonable time frame and with acceptable content.

1.

Identify the functions of all existing PSE&G commitment tracking and control systems (e.g., licensing, SORC, SRG, Correction Action System, etc.)

a.

Interview PSE&G personnel responsible for managing and using the existing commitment tracking and c-onfral systems.

Determine the purpose of the activity, the sources of input to the system, the breadth of material contained in the system (e.g., Licensee Event Reports (LERs), Inspection and Enforcement (I&E) bulletins, NRC correspon-dence, FSAR updates, etc.), the reporting chain for the system, the authority of the group/person maintaining the system, and the perceived effectiveness

• of the system (including specific deficiencies and strengths).

b.

Review the formal (procedures) and informarmechanisms for using the existing systems.

c.

Review the status of data contained in the current systems. The review should address the number of items, the status of items versus compliance requirements, duplication of items among systems and inconsistencies among systems.

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6065-3 4-15

d.

Review the commitment verification process.

2.

Determine the current processes by which commitments can be made.

a.

Determine who has responsibility to identify new commitments, how that identification'occurs and what happens after the new commitment is recognized.

b.

Identify who has authority to make commitments and to whom -

e.g.,

NRC Region I, Nuclear Regulatory Research. (NRR) Bethesda, State/local agencies (emergency planning related), etc.

c.

Determine what approvals and documentation are required when commitments are made.

d.

Determine if and how commitments are coordinated to maximize the technical integration of solutions and to optimize the scheduling and resource utilization associated with satisfying the commitments.

3.

Evaluate the effectiveness of the existing PSE&G commitment tracking and control systems using data gathered in Action Items 1 and 2. Identify any existing commitment dates that are being violated.

4.

ldentif y and evaluate the formal and informal communications channels with NRC Region I and NRR Bethesda (Note: This action item should be accomp-lished as part of Actions Items 1 and 2). Identify any existing commitment dates that are being violated.

5.

Recommend specific modifications to improve the effectiveness of the commitment tracking and control function and the communications interface with the NRC.

a.

Determine alternative ways that the existing commitment systems could be made more effective.

Consider consolidating activities; utilizirn~i prioritization techniques; revising communication, coordination and approval processes; and integrating the safety review and technical assessment activities.

b.

Consider the benefits and costs associated with implementing a currently ava~lable and evolving computer based system.

c.

Consider the benefits of utilizing an integrated living schedule program as the management mechanism for planning and scheduling PSE&G as well as NRC identified commitments.

6.

Present the results of the evaluation and the recommended modifications to a meeting of PSE &G personnel for review and decision making. The meeting should include at least the VPN, Manager of Licensing, Chairman of SORC, NRB Chairman and the SRG Manager.

7.

Evaluate the present program for obtaining NRC approval to modify existing commitment dates that are either inappropriate or unattainable. Develop recommendations to improve the program as appropriate.

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6065-3 4-16

8.

Develop a detailed action plan for implementing the recommendations which should include the activities required during the transition from the current operating mode until the recommended changes are fully implemented.

9.

Obtain management approval of the action plans and implement them.

10.

Develop and conduct appropriate training* for all personnel who will be involved in implementing the modified program.

4..3 CONFIGURATION MANAGEMENT PROGRAM The overall objective of this section is to develop a management program which will direct and control the interdependent activities of Nuclear Engineering, Operations and Nuclear Services in a manner that will effectively ensure the integrity and credibility of documentation and physical configuration.

This program integrates the efforts of functional entities in four basic areas which are considered to be the elements of configuration management:

Configuration Identification - the delineation of the functional and physical characteristics of the plant hardware and systems which will be managed; the cross-referencing between the documents that define these characteristics and the hardware and systems.

Change Control -

the control of change to the hardware and supporting documents.

Configuration Status - the recording and reporting of information needed to effectively manage the configuration including a listing of the hardware and software under configuration management, the status of proposed changes to the configuration and the implementation status of approved changes.

Configuration Verification - verification that the documents which describe the design and operation of the plant (specifications, drawings and manuals) are consistent with the design criteria; verification that the hardware is built and operated according to the approved design and operating documents.

The action plans in this section relate to the development of such a configuration management program. Specifically, the objectives of these actions plans are to:

1.

Ensure that the Nuclear Department has an integrated program which will effectively control the configuration of the nuclear station.

2.

Make the design change process more efficient and effective by: establishing for each plant segment a single design engineer and a single operations engineer responsible for that plant segment; streamlining the Design Change Request (DCR)/Design Change Package (DCP) process; and ensuring that the Design Change Notice (DCN) process incorporates changes to th~ design drawings in a timely manner.

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6065-3 4-17 4..3.1 Rec*ammended* ActiOn *p10n *to* Implerrlent* a Ftillt *integrated" *canfiguratfon Management Program Objective Ensure that the Nuclear Department has an integrated program which will effectively control the configuration of the nuclear station.

Actions

1.

Define program concept, existing elements, desired program content and resource requirements.

a.

Develop the concept of an *integrated configuration management program applicable t,o the Nuclear Department.

b.

Present conceptual program to appropriate management.

c.

Establish a configuration management advisory group representing all functional elements potentially impacted by the proposed system.

d.

Review and document *existing system elements not previously examined (i.e., configuration identification, configuration status and configuration verification). Identify any missing or inadequate elements for a fully

. integrated configuration management program.

e.

Develop a policy statement regarding configuration management which identifies scope, responsibilities and organizational interfaces.

f.

This program should be defined and implemented using assistance as required.

2.

Obtain approval of the configuration management program.

3.

Develop an implementation schedule for the configuration management program.

4..3.2 Rec*ammended.Acticin Plan ttj Improve *the Change cootrol Pnicess Objective Make the design change process more efficient and effective by: 1) establishing, for each plant segment a single design engineer and a single operations engineer responsible for that plant segment; 2) streamlining the DCR/DCP process; and 3) ensuring that the DCN process incorporates changes to design drawings in a timely manner.

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6065-3 4-18 Actions

1.

Ensure that the system sponsor within Nuclear Engineering and the cognizant engineer within Operations act as focal points for information associated with each plant system. Develop and implement a matrix which delineates this one-to-one relationship between each system and the responsible engineer in Nuclear Engineering and in Operations.

a.

Establish a working group from Operations and Nuclear Engineering with third party assistance to review and propose the charters of responsibilities for the systems sponsor and the cognizant engineer.

(Reference 4.4.5.)

b.

Present proposed charters to management for approval.

c.

Revise and write procedures to identify responsibilities and interfaces.

Revise procedures to route information through the appropriate systems sponsor and cognizant engineer.

d.

Document the assignment of each system to the systems sponsor and the cognizant engineer in a controlled matrix which is referenced by the procedures.

e.

Develop and implement a training program which will inform personnel of the existence of these system focal points.

f.

Task each systems sponsor to review system status and performance with their assigned counterpart(s).

2.

Streamline the DCR/DCP process by revising it into a more integrated system reflecting the Nuclear Department concept.

a.

Using third-party assistance, review the design change process in light of the Nuclear Department organization; develop recommendations for improving the process and coordinate with relevant supervision for concurrence. This review should address:

The presence of overall, formal coordination centers. within Nuclear Engineering and Operations responsible for statusing DCR/DCPs, assigning priority and expediting the design change process.

Adequate methodology for differentiating DCRs inside and outside of configuration management control and reducing the paper work required on items outside of configuration management control.

Consistency of requirements and procedures address~ng the development and subsequent review of test parameters and specifications on all safety-related systems or equipment.

Work scope cut-off points and criteria for control of modification and DCPs during the outage process including front-end planning, design of change packages and implementation of change packages.

hiCiC

6065-3 4-19 The adequacy of processes used to identify restraints to start-up, including items such as documentation reviews and training required due to procedure modification.

The estimating and cost control process.

b.

Obtain approval from management to implement recommendations.

c.

Revise procedures and forms as required to streamline the DCR/DCP process as determined in steps a. and b.

d.

Develop and implement a training program to communicate changes in the DCR/DCP process to applicable personnel.

3..

Ensure that the DCN system incorporates changes to design drawings in a timely manner.

a.

Review the DCN process to address:

the Operations Design Change Notice (ODCN) as part of the DCR/DCP process; the ODCN revision process; the completion of construction notification process; and the as-built drawing process.

b.

Based on the review, develop recommendations which would improve the DCN system.

c.

Obtain management approval of the program.

d.

Revise or write procedures to implement the program.

4.

Assess the number of unincorporated ODCNs above an unacceptable working backlog level. Prepare a schedule to address the timely close-out of DCRs and incorporation of ODCNs. Implement the plan.

4.4 OPERATIONS.AND OPERATIONS SUPPORT The action plans in this section relate to the further development of management control systems and the implementation of strategies which will enhance performance in the plant operati.ons area.

The operating results and safety performance of the operation to the plan are the keys to the success of the Nuclear Department.

Specifically the action plans address the following objectives:

1.

Establish and implement a plan by which the cleanliness and general appear-ance of the station can be maintained at a high level, regardles5 of op.erating conditions.

2.

Ensure that there is complete definition and appropriate compliance moni-toring of technical specifications and equipment specifications for safe, efficient and reliable operations.

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6065-3 4-20

3.

Strengthen post modification and post repair testing requirements and procedures.

4.

Ensure that plant security, emergency preparedness, fire protection and personnel safety are maintained at a high performance level.

5.

Strengthen the Nuclear Engineering organization and improve coordination between Nuclear Engineering and Operations.

4.4.1 Rec*ommende(f *ActiOn* *p18fi **tor* *Maintairunc;; *Plant*

• CleanlineS&* *and* "General Appearance* at a High Level Objective Establish and implement a plari by which the cleanliness and general appearance of the station can be maintained at a high level, regardless of operating conditions.

Actions

1.

As a one-time effort, develop and initiate a "Plant Pride Program" at the station designed *to upgrade plant cleanliness, reduce clutter and, where warranted, improve the condition of working environments. The plan should clearly address:

a.

Goals

b.

Objectives

c.

Detailed implementation and completion schedule

d.

Manpower requirements

e.

Material requirements f~

Responsibility assignments

g.

Methods by which progress will be monitored

2.

Review the station housekeeping procedures for compliance with require-ments and to assure adequate emphasis is placed on maintaining all areas within the station in a safe and clean condition. Provide sufficient management controls to ensure the procedure is strictly enforced including the assignment of accountability to contract personnel as appropriate.

3.

As an ongoing effort:

a.

Assign responsibilities for monitoring plant cleanliness on an area basis to various shift crews.

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6065-3 4-21

b.

Post responsibility assignments along with any specific cleanliness requirements.

c.

Conduct periodic plant cleanliness inspections.

d.

Initiate action to resolve any observed deficiencies.

e.

For any repeated cleanliness violations review carefully for root cause and correct them.

4.4.2 Recommended** Acti6n*

• Plmi" *for* *compliance** Monitorin~:J" -at* Tecmieal *and Eqiiiprrient specificaticins Objeetive Ensure that there is complete definition and appropriate compliance monitoring of technical specifications and equipment specifications for safe, efficient and reliable operations.

Actions

1.

Clearly establish through procedures that the Operations cognizant engineer has surveillance responsibility with regard to technical specification and equipment specification compliance within his/her area of cognizance.

2.

Review the methods currently employed to monitor technical specification and equipment specification compliance. Determine if:

a.

Operating parameters are specifically delineated.

b.

Specification compliance data are recorded and retrievable.

c.

Trending analysis can be performed on equipment, systems and subsystems.

d.

Responsibility for monitoring is specifically deline.ated and evidence of monitoring documented.

e.. QA auditing checklists and reports are comprehensive and audits are timely.

f.

Personnel are cognizant of their responsibilities *

g.

Staffing is qualified and adequate in number.

h.

Procedures are comprehensive and precise.

i.

Technical specification monitoring is responsive to the needs of the station.

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6065-3 4-22

3.

For any items listed above which are not presently addressed, recommend appropriate corrective. actions, review with all relevant personnel for concurrence, and update appropriate documentation to incorporate these changes.

4.4.3 Recommended Action Plan for Post Modification/Post Repair Testing Objective Strengthen the post modification and post repair testing requirements and procedures.

Actions

1.

Review existing requirements for uniformity, consistency and possible consolidatibn.

2.

Establish requirements and procedures for utilization of controlled documents in test preparations.

3.

Establish requirements and procedures for development and subsequent review of test parameters and specifications on all safety related systems and equipment. Inv.olvement of Nuclear Engineering in this activity should be clearly defined.

4.4.4 Recommended Action Plan for Site Protection and Emergency Preparedness Objective Ensure that plant security, E:lmergency preparedness, fire protection and personnel safety are maintained at high performance levels.

Action

1.

Review past violations and corrective action plans.

2.

Spot check to verify that action taken was corrective and that potential reoccurance is minimized~

3.

Review procedures to verify that all requirements related to site protection and emergency preparedness are clearly defined.

4..

Confirm that key responsible managers and individuals are cognizant of procedural requirements and accountabilities.

5.

Review all requirements for support from other departments and ensure that resources have been sufficiently allocated.

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6065-3 4-23 I

6.

Review requirements for personnel resources to accomplish assigned functions.

4.4.5 Recommended-Acti0t1 Plat..- to-strengthen* the Nudear-Engineering*organiZatfon and Triiprove* CoordiriatiOn

• s*etweeta Nuclear Engineering* and Operations Objective Strengthen the Nuclear Engineering organization and improve coordination between Engineering and Operations by: staffing vacant Engineering supervisory positions; implementing additional management processes for planning and statusing work; and establishing more effective coordination processes between Nuclear Engineering and Operations.

Actions

1.

Ensure that vacant supervisory positions within Nuclear Engineering are staffed promptly by qualified personnel. Establish an orientation process to be implemented with each new hire. (Note: It is recommended that this action be implemented with all new* hires department-wide.)

2.( Review and evaluate present statusing systems used within Nuclear Engineering to track work. Improve the systems as needed.

a.

Assign overall responsibility to one person within Nuclear Engineering to analyze the effectiveness of present statusing systems (i.e., what is supposed to occur and what actually occurs), identify specific problems and re_commend solutions. This person would delegate tasks as required.

b.

Have this person present his or her findings and recommendations at a meeting with all relevant supervisors and personnel. Solve problems and establish new statusing procedures as needed.

Particular attention should be addressed to establishing formalized close-out procedures for all action items.

c.

Assign follow-up responsibility for writing statusing procedures, disseminating these and procurring any needed resources. for imple-mentation.

3.

Convene formal planning meetings on a regular basis for all Nuclear Engineering supervisors to identify and establish Nuclear Engineering priorities, develop action plans and assess the organization's progress.

4.

Establish a short-term work group, comprised of representatives from Operations and Engineering, to review functional responsibilities of each organization as these interface; identify any overlaps or problem areas; and develop recommendations accordingly.

Particular attention should be addressed to: (1) the role of the Engineering system sponsors in providing support of plant operation and plant betterment activities; (2) appropriate communication channels for resolution of technical problems.

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6065-3 4-24

5.

Encourage regular ongoing informal communications between Nuclear Engineering and Operations personnel.

a.

Require that each system be reviewed by the Nuclear Engineering systems sponsor and the Operations cognizant engineer. This review should be a team effort on the part of the systems sponsor and the cognizant engineer.

b.

Ensure that Engineering systems sponsors and Operations cognizant engineers coordinate informally in initiating and reviewing DCRs.

6.

Plan and conduct a short series of team-building sessions for all Nuclear Engineering and Operations supervisory personnel to identify concerns and problem areas and to jointly develop ways and means to address these concerns and problem areas.

7.

Convene meetings on a quarterly basis for one year for all Nuclear Engineering and Operations supervisors to identify and resolve interdepartmental problems. A facilitator should lead these meetings.

4..5 QUALITY ASSURANCE The action plans in this section involve clarification of performance standards, team-building activities, establishment of programmatic priorities, and the development and implementation of intradepartmental and interdepartmental interface procedures to improve the effectiveness of the QAD organization.

Specifically, the action plans address the following objectives:

1.

Improve the internal capacity of the QAD to manage the Salem QA program.

2.

Improve coordination procedures and working relationships between QAD and other Nuclear Department organizations.

3.

Improve QA procedures and work activities as these relate to QA auditing, monitoring and QA inspection functions. Improve quality engineering review during the procurement cycle.

Improve QA nonconformance control activity.

4.5.I Rec*ommended *Actfon Plan for Impn>viruj *the* QAD organization Objective Improve the internal capacity of the QAD to manage the Salem QA program.

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6065-3 4-25 Actions

1.

Ensure that vacant positions within QAD are staffed in a timely manner with qualified personnel.

2.

The VPN and the QAD Manager should schedule a meeting to discuss priority concerns for the QAD and how these should be resolved.

a.

The agenda for this meeting should include:

Clarification of the VPN's performance expectations for the QAD Manager.

Identification of supportive actions needed from the VPN by the QAD Manager in order to perform more effectively.

Identification of priority concerns related to the organization structure, systems and management practices within the QAD, and the scope and quality of the QA program itself.

Identification of priority concerns related to interdepartmental working relationships between the QAD and other Nuclear Depart-ment organizations.

b.

If desired, an OD specialist could facilitate this meeting.

c.

The results of this meeting should be documented for future reference by the VPN and the QAD Manager.

d.

Arrangements should be made for regular meetings (preferably weekly) between the VPN and QAD manager over a period of time to monitor progress in resolving priority concerns.

3.

With OD assistance, conduct a one day team-building session for all management and supervisory personnel within the QAD to identify inter-departmental concerns (e.g., inadequate mana*gement direction to first-line supervisors, lack of clarity about role responsibilities; the need to improve inter-departmental coordination) and begin to address these.

a.

Solicit priority concerns and recommendations from individual managers and supervisors prior to the team-building session; develop a feedback report to be discussed at the session; and facilitate discussions to obtain consensus on priority concerns and how these can be resolved.

b.

Appropriate follow-up actions to the team-building session might include:

(1) the drafting of written documents to clarify role responsbilities or establish coordination procedures; (2) facilitation and documentation of further problem solving discussions between individual managers and supervisors; (3) consulting sessions with individual managers and supervisors; (4) assistance with initiation and facilitation of staff meetings; and (5) the preparation of a final report documenting all new intra-departmental agreements and procedures for ongoing implementation.

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6065-3 4-26

c.

Six weeks to two months after the first team-building session, a follow-up session should be conducted to monitor progress and identify next steps.

Simultaneously with Action Items l and 2, the following Action Items should be addressed:

4.

Arrange for reallocation of facilities to locate QA functions together geographically and afford appropriate office space for all personnel.

5.

Expedite the relocation of all QAD.personnel to the site.

6.

Reevaluate the positions of the QAD Manager and his supporting staff to ensure they are commensurate with assigned responsibilities. (Note: This action item should be correlated with the outcomes of Recommended Action Plan 4.1.l - Functional Analysis of the VPN position and all positions reporting directly to the VPN.)

7.

Evaluate the need for increased QA monitoring and quality control activities within the plant as a programmatic priority.

a.

Assess the effectiveness and level of involvement of QA in station activities in the areas of monitoring, auditing and quality control inspection, and determine what changes need to be made in these programmatic emphases.

b.

Reassess present personnel allocations to the Station QA group and the Support QA group, and, if appropriate, reassign personnel to support program decisions in action item 7(a).

8.

Upon completion of all relevant action items in Recommended Action Plans 4.5.l and 4.5.2, review the QAD organization charter, revise as necessary, and submit for VPN approval.

4.5.2 Recommended Action Plan for Improved Interdepartmental Relationships Between the QAO and Other Nuclear Department Organizations Objective Improve coordination procedures and working relationships between QAD and other Nuclear Department organizations.

Actions

1.

The QAD Manager should initiate a series of individual meetings with all Nuclear Department organization managers to:

(1) review organizational charters and clarify any confusion or concern about overlaps in jurisdictional scopes; (2) discuss concerns identified in the meeting with the VPN (see Action Item 2, Action Plan 4.5.l); (3) solicit input about specific QAD programmatic, or interface concerns and recommendations from each lnac:

6065-3 4-27 manager; and (4) develop agreements about future informal coordination processes between specific departments and QAD.

a.

Use OD assistance to facilitate these meetings.

b.

Document and distribute to all relevant personnel results of the meetings.

c.

Update relevant existing documentation to incorporate the results of the meeting as needed.

2.

The QAD Manager should meet with the Plant Betterment QA Contractor to: (1) review the charters of the two organizations and clarify any confusion or concerns about overlaps in jurisdictional scopes; (2) develop formal procedures for improved interface between the two groups; and (3) agree upon informal communication processes to be utilized on a regular basis for coordination and updating purposes.

a.

OD.assistance may be required to facilitate this meeting.

• b.

Results of the meeting should be documented and distributed to all relevant personnel.

c.

Relevant existing documentation should be updated to incorporate the results of the meeting as needed.

3.

Action should be taken to ensure tht the QAD is represented at all NRC audit exit meetings and included for distribution of audit findings.

4.

When the series of meetings is completed, the QAD manager and his staff, with OD assistance if desired, should analyze the documented data to identify common concerns related to QA standards of acceptability, review and approval processes, interface procedures, etc., and develop appropriate tentative solutions to be uniformly applied to these problem areas e.g.,

establishment or revision of procedures.

5.

At a meeting with the VPN and his staff, these tentative solutions would be presented, discussed and refined as necessary.

a.

Document and distribute to all relevant personnel results of the meeting.

b.

Relevant existing documentation should be updated to incorporate the results of the meeting as necessary.

6.

At the conclusion of these activities, the QAD charter should be formalized.

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6065-3 4-28 4.5.3 Rect>rr1rr1ended Actfon Plmffor*1mproving *QA Proceoores *and* Work Activities Objective Improve QA procedures and work activities as these relate to QA auditing, monitoring and QC inspection functions.

Improve quality engineering review during the procurement cycle. Improve QA nonconformance control activity.

Actions

1.

Assess the effectiveness of QAD level of involvement, procedures* and work practices in the areas of auditing, monitoring and QC inspection, including receiving inspection.

a.

Determine what changes need to be made and update:procedures and practices accordingly.

b.

Conduct workshops for all personnel who will be impacted by these changes to ensure understanding of content, responsibilities and accountabilities.

2.

Assess present practices relative to quality engineering activities for procurement document review to determine if present procedures and practices meet_the requirements and the needs of the Nuclear Department.

a.

Revise procedures and practic.es as necessary. If current procedures are found to be satisfactory, require that all personnel adhere strictly to these procedures. If changes are made, ensure that all personnel are completely informed about the changes and management's requirement for strict adherence to the revised procedures and practices.

b.

Coordinate with Nuclear Engineering to ensure that adequate quality information is provided in procurement documents by Engineering to the QAD.

3.

Develop a uniform system for the control of issuance, distribution, tracking

• and statusing of deficiency reports.

4.

Improve procedures on corrective action requests to provide definitive criteria for addressing unresolved items.

5.

Implement a trend analysis program to cover audit findings, action requests, deficiency reports and LERs.

4.6 MAINTENANCE AND PLANT BETTERMENT The action* plans in this section relate to the clarification of jurisdictional responsibilities, formalization of charters, coordination and improvem~nt of information systems, development and implementation of management control l11C1C

6065-3 4-29 systems and procedures, and the establishment and staffing of an outage management function for increased effectiveness in maintenance and outage management activities.

Specifically, objectives of the action plans are to:

1.

Clarify jurisdictional* responsibilities and accountabilities between the maintenance organization within the Salem Operations organization (here-after referred to as Salem Maintenance) and the Nuclear Site Maintenance organization and establish the Nuclear Site Maintenance. Group as an

. effective support organization to the operating units on Artificial Island.

2.

Provide ready access to maintenance work order information to facilitate the planning, scheduling and analysis of maintenance work activities.

3.

Reduce the number of backlogged work orders to provide improved mainte-nance support.

4.

Improve maintenance calibration and control of measuring and test equipment.

5.

Establish and supp~rt an Outage Management function.

6.

Develop and/or refine management control systems and procedures which will contribute to more effective planning, monitoring and control of all outages.

4.6.l Rec*ommended-Action *Plan* *tor* Clarifying* Org&nizatiooar "Responsibilities* and Int"ertace5 in* the Maintenarice Area Objective

• Clarify jurisdictional responsibilities and accountabilities between the Salem Maintenance organization and the Nuclear Site Maintenance org~nization and establish the Nuclear Site Maintenance Group as an effective support organi-zation to the operating units on Artificial Island.

Actions

1.

Using the charter of the Salem Maintenance organizatwn~yiew all mainte-nance, repair and housekeeping activities related to station equipment, systems and structures for which the Salem Maintenance organization is current! y responsible in order to:

Identify any activities (including outage maintenance functions) for which Salem Maintenance is accountable, but currently delegates to other maintenance organizations to perform.

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6065-3

' 4-30 Decide whether any changes should be made in these arrangements (e.g., assignment to a specific work group within Salem Maintenance; redefining of individual jobs within Salem Maintenance to incorporate these activities; formal assignment of responsibility for these activities to the Nuclear Site Maintenance group).

2.

Coordinate two special half-day work sessions during which appropriate supervisory personnel from Salem Operations and Nuclear Services would:

Review the data gathered in Action Item l and the proposed charter for the Nuclear Site Maintenance Group.

Identify and address any remaining gaps *or overlaps in responsibilities for maintenance activity.

Establish a transition plan with time lines* for the assumption of any specified responsibilities by the Nuclear Site Maintenance group.

Develop interdepartmental procedural agreements in terms of informa-tion flow and personnel and systems interface.

Alternatively, if recommended Action Plan 4.1.6 were implemented, Action Item 2 could be addressed initially by the OD Advisory Group and staff person, and outcomes of their evaluations would be referred to appropriate supervisory personnel for further discussion, review and approval.

3.

Document interdepartmental procedural agreements.

4.

Revise the Nuclear Site Maintenance Group charter as needed, based on the outcomes of Action Items l through 3 and formalize.

5.

Identify priority staffing needs for the Nuclear Site Maintenance organi-zation and assign one person to work with personnel to facilitate the timely acquisition of appropriately qualified staff.

6.

As more full-time PSE&G maintenance staff are hired and the maintenance organization develops adequate internal capability, reduce the number of betterment contract personnel accordingly.

Reevaluate the responsibility assignment for betterment contract administration at Salem to ensure that department needs for supporting all operating plants are most effectively served.

4.6.2 Rec*ommended *A ctiOn

• PIBriS for Ehhandng MBiritei18rice -Planning~ Monitoring and Control Objective Provide ready access to maintenance work order information to facilitate the planning, scheduling and analysis of maintenance work activities.

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6065-3 4-31 Actions

1.

Assign one person coordination responsibility for this effort.

2.

Review the various automated maintenance information systems currently in use at the !3tation and construct a matrix which identifies which systems will supply the following information:

Number and rate of work orders written.

Number and rate of work orders completed.

Number and rate of work orders disapproved.

Number and rat7 of work orders approved.

Number and rate of work orders backlogged.

Man-hours backlogged by discipline.

Status of individual work orders.

Number and rate of man-hours expended by discipline.

Man-hour forecast estimates.

Number or list of outstanding work orders assigned specific priority.

List of outstanding work orders having specific plant/system mode requirements (outage items).

List of completed work orders relating to equipment having similar failure characteristics (e.g., vendor, equipment type, model number, service environment system) to support failure trending and analyses.

List of outstanding work orders for specific plant system(s), equipment or responsible organization.

Nuclear Performance Reliability Data System (NPRDS) failure codes and information.

Work order completion schedules.

• Certain work activities cannot be accomplished unless the plant or certain plant systems are placed in a specific condition or mode. Consequently, in the event of an unscheduled plant mode change (especially short-term outages), it is important to have

• ready access to information relating to the existence and status of outstanding work packages which have such restrictions.

Proceduralize the methods by which work

. planners will be able to maintain a ready response capability in the event of unscheduled plant/system mode changes.

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6065-3 4-32 Work order'exception (past due) reports.

List -of repetitive (preventive maintenance) tasks applicable to specific plant equipment, the time period between preventive maintenance performance and the due date for each preventive maintenance task.

3.

Determine which of the above listed system queries are not currently avail-able and wC!.uld be desirable to support the station's information needs.

4.

Determine how data to support the information needs identified above could be most efficiently inputted and collated.

5.

Evaluate the cost effectiveness of consolidating the various maintenance information systems.

Compile recommendations to improve the mainte-nance information systems.

6.

Obtain management's approval of the recommendations from Action Items 4 and 5 and implement.

7.

Revise or write procedures that will support the timely input and retrieval of maintenance work order information especially during plant outages.

Revise or write procedures that will address the use of corrective maintenance data and preventive maintenance (PM) data in the analysis of equipment peformance and maintenance planning.

8.

Develop and implement a training program to instruct personnel on the use and maintenance of the information system(s).

9.

Update the Repair and Maintenance Procedure System (RAMPS) data base and integrate inventory records and controls into the configuration management system.

a.

Assign one person responsibility for coordinating this effort.

b.

Perform a complete warehousing inventory.

Review the resource loading of the current schedule and revise it as required.

c.

Using information from the inventory, update and validate the RAMP data base.

d.

Using the updated data base, identify and remove obsolete materials from inventory.

e.

Revise or write procedures that will incorporate the cross-referencing key to associate spare parts to specific equipment.

f.

Update RAMP to status spare parts based on equipment number.

g.

Develop and implement training that will instruct personnel in using the updated program.

6065-3 4-33 4.6.3 Recommended* ActiOi'i Plan to* Reduce* the *Number of *sackIOgged* Maihtenai'ice Work Items Objective Reduce the number of backlogged work orders to provide improved maintenance support.

Actions

1.

Delineate the backlogged items in a hard copy listing.

2.

Identify the priorities for each item.

3.

Determine which items can be cascaded to the next due date of the PM task and document these.

Identify maintenance items that can be grouped by plant system, subsystem and location in order to be worked in a more efficient manner.

4.

Inventory resources.

5.

Develop a resource loaded schedule to reduce the PM backlog or integrate into the overall schedule.

6.

Implement the schedule.

7.

Periodically monitor the backlog to assure it is being minimized.

4.6.4 Rec*amrriended *Action* Plan *tor Improved Mainternmce* Calibratiara and Control* of Measuring andTest Equipment Objective Ensure that the calibration and control of measuring and test equipment is maintained at a high level of performance.

Actions

1.

Review present procedures used to calibrate and control measuring and test equipment and revise as necessary.

2.

Coordinate with the QAD to increase the level of monitoring in this area.

3.

Reinforce the need to adhere strictly to all established requirements for calibration and control of measuring and test equipment through formal communication with all relevant maintenance personnel.

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6065-3 4-34 4.6.5 Recommended Action Plah fo1* organi:iing*tornutage* Manage*ment Objective Establish, an outage management function and consolidate activities under one manager.

Actions

1.

Establish-and staff a specific position of Outage Manager*

Develop the position description and delineate reporting lines that will best support the outage management function for Artificial Island.

a.

Designate the Outage Manager position as an individual responsibility center and with sufficient authority and staff support to assume full responsibility for the following aspects of outage management:

Outage planning, including the coordination of departmental input for scope of work and scheduling priorities; decisions about whether the. work should be classified as maintenance or plant betterment; budget preparation; the establishment -of cut-off dates for issuance of work order and DCPs; and coordination with corporate regarding the PSE&G generating network.

Implementation of planned outage activities, including assurance that relevant procedural approvals are obtained prior to the outage; that appropriate interdepartmental coordination processes are established and impl"emented; that technical support requirements have been defined and appropriate resources allocated; that proper balancing of available resources occurs between units; and that each responsibility center provides timely statusing of activities so that the schedule can be updated on that basis.

Monitoring and control of outage activities, including assurance of formalized work sampling, cost accounting and evaluation of outage management performance for identification of more effective and time/cost efficient practices to be implemented in future outages.

Planning for and assurance of optimized time and resource utiliza-tion in the event of an unplanned outage or an outage extension.

2.

. The Outage Manager should establish and chair a Preoutage Planning Committee to work with him on outage planning, scheduling, implementing, monitorin_g and control activities as outlined above.

a.

The Committee should be comprised of representatives from each responsibility center that will be involved in the outage.

b.

The Committee should begin meeting on a monthly basis ten months prior to the planned outage date and increase the frequency of its meetings as needed as the outage approaches.

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6065-3 4-35

c.

The functional responsibilities of the Committee should be identified by procedures.

4..6.6 Recommended Action Plan for Improving the Planning, Monitoring and Control of Outages Objective Develop and/or refine management control systems and procedures which will aid in the planning, monitoring and control of all outages.

1.

Review the outage scheduling software to identify areas that need to be revised or augmented in order to support the tracking of all restraints *to plant start-up and to support resource loading capabilities.

2.

Implement the changes identified in Action Item 1, above.

3.

Ensure procedures that will provide all necessary input into the outage schedule that will:

a.

Identify all pre-shutdown activities and all maintenance activities to be performed during shutdown for effective resource loading.

b.

Identify all restraints to plarit start-up.

c.

Generate daily and shift schedules.

d.

Provide daily update of cost.

e.

Provide a cost forecasting capability.

f.

Provide daily statusing of maintenance activities during outage.

g.

Provide a work list far enough in advance of the outage to support resource scheduling by activity.

4.

Document agreements reached between the Outage Manager and other group managers regarding outage planning parameters.

5.

Codify procedures for performing "work sampling" of both contractor and bargaining unit personnel during outages.

6.

Develop procedures for performing corrective action.

7.

Develop a. documentation methodology by which actual progress can be compared to planned progress, forecasting can be performed and the results analyzed and submitted to the outage manager.

8.

Establish a committee comprised of a representative from Operations, Nuclear Engineering and Nuclear Services and chaired by the Outage Manager. This committee shall be tasked with making recommendations to modify equipment and procedures that will streamline the refueling process.

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6065-3 4-36

9.

Investigate how facilities can be augmented in a cost-effective manner for handling contract personnel during outages; make appropriate recommen-dations; and implement the recommendations approved by management.

10.

Establish an "accountability listing" that will identify the person responsible for each outage work item. This list should be statused and reviewed on a periodic basis during the outage.

11.

Develop a listing of work items that can be performed during an unplanned outage. Develop a mechanism for keeping the listing current. This listing should be s_upported

• by documentation delineating the resources and requirements needed to implement the work items.

Develop a work sequencing t~chnique which can be used to "load" unplanned outages of various lengths.

12.

Develop and implement a comprehensive training program which will provide instruction in outage management, labor relations and state-of-the-art construction methods to all appropriate personnel.

4.7 NUQEAR DEPARTMENT SERVICES The action plans in this section relate to improving services which will support the effective operation of the Nuclear Department *. The services addressed are:

records management, document control, computer support and training.

4.7.1 Recommended Action Plan to Establish an Effective Records Management Program Objective Establish an effective, centralized Records Management program within the Nuclear Department

• Actions

1.

Evaluate existing records management activities and identify the organiza-tion structure, internal and external interfaces, staffing and resource requirements necessary to implement a centralized Nuclear Department records management program. Utilize a working committee approach that repoI'ts to management to accomplish this action. Coordinate this activity with Section 4. 7.2, Document Control.

2.

Building on Action Itein 1, develop a policy statement for records management that centralizes the responsibility for records identification, collection,

encoding, microfilming, storage and retrieval.

Identify organizational responsibilities and interfaces. Address safety related, non-safety related and commercial records requirements.

Develop flow diagrams of records flow and needs.

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6065-3 4-37

3.

Review all PSE&G existing administrative, technical and operational procedures, policies and instructions to identify all required records generated by those procedures. Assure that each procedure contains records capture type statements directing the completed records to the Reconds Management organization for processing.

4.

Assure that records indexing standards or guidelines are established for each required record type generated.

The standards will be used to develop consistency in future records indexing activities, evaluate the adequacy of indexing that has already been accomplished and form a basis for specification of retrieval systems requirements.

5.

Develop a Nuclear Department requirements specification identifying the functional characteristics which a records management retrieval system must satisfy in order to support users in all affected Nuclear Department organizations.

6.

Evaluate the existing Computer Aided Records Management System (CARMS) record retrieval systems, other systems used by* PSE&G and systems available commercially to manage records against the Nuclear Department requirements specification. Prepare recommendations.

7.

Based upon the results of the above evaluation, take the necessary steps to modify or acquire the records retrieval system. Assure that the system is properly documented, controlled and proceduralized.

8.

Evaluate existing information systems that contain status and cross-refer-encing information relating to documents supporting Nuclear Department activities. Identify areas where data overlaps or cost inefficiency can be eliminated. Integrate the results into the design document index system.

Coordinate this activity with Section 4.7.3, Information Systems.

9.

Identify all regulatory, licensing and commercial records management-related commitments.

Review all existing PSE&G procedures for com-pliance with identified commitments.

Identify those affected by this centralization activity.

Develop a schedule for updating, cancelling - or preparing identified procedures.

10.

Evaluate all logs, lists and indices currently in use and consolidate or replace them as necessary. Coordinate this activity with Action Item a.

11.

Evaluate all forms used to request, process or transmit required records and consolidate or replace them as necessary.

Coordinate this activity with action item a.

12.

Review record attributes previously indexed into CARMS or other retrieval systems for compliance with current indexing standards. Correct computer records to agree with indexing standards.

13.

Assure that records storage facilities and equipment will accomodate the upgrade in the Records Management Program.

6065-3 4-38

14.

Develop and implement department-wide training programs reflecting all necessary adjustments to the records management program. The training program should address changes to procedures, forms and information systems.

15.

Review all records retention schedules for compliance with regulatory requirements and the commercial needs of PSE&G.

16.

Assure that mechanisms are in place to routinely audit organizations generating documents for compliance with records turnover requirements.

4..7.2 Recommended Action Plan for Integrating the Document Control Function Objective Integrate document control functions performed by all PSE&G organiz_ations that support the Nuclear Department. 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, etc.

Actions

1.

Evaluate existing document control activities and identify the organization

. structure, internal and external interfaces, staffing and resource require-ments necessary to implement a centralized Nuclear Department records management program. Utilize a working committee approach that reports to management to accomplish this action. Coordinate with Section 4. 7.1, Records Management.

2.

Evaluate existing information systems that contain status and cross-referencing information relating to

• documents supporting the Nuclear Department.

Identify areas where data overlaps or inefficiency can be eliminated. Integrate the results into the design docume*nt index system discussed in Action Item 4 and Section 4.7.1.

3.

Implement an on-line, computer based, design document index system to capture the above information.

Maintain the system on a current basis, inputting data as documents are issued to users and control stations.

Evaluate incorporating automated distribution capabilities into the system.

Utilize existing information systems to the maximum extent possible.

Assure that the system is properly documented, controlled and proceduralized.

4.

Identify and inventory all design documents and their current revision or issue status along with associated change documents applicable to Nuclear Department activities.

Input this data into the design document index system.

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6065-3 4-39

5.

Identify all commitments related to regulatory, licensing and commercial document control. Review all existing PSE&G procedures for compliance with these commitments.

Identify those procedures affected by this integration activity.

Develop a( schedule for updating, cancelling or preparing the identified procedures.

6.

Evaluate all logs lists and indicies currently in use and consolidate or replace them as necessary. Coordinate this activity with Action Item 5.

7.

Evaluate all forms used to request, process or transmit design documents.

Consolidate or replace them as necessary *. Coordinate this activity with Action Item 2.

8.

Assure that document distribution lists and control stations are current and reflect the needs of the users;.*

9.

Inventory office areas and plant areas and collect unstatused design documents. Assure that documents in the custody of personnel and control stations are current and identify any required attachments*.

10.

Develop and implement training reflecting any necessary adjustments to the Document Control Program affecting procedures, training, forms and information systems.

11.

Establish a continual internal audit function within document control to assure that documentation is maintained by individuals and control stations, and corresponds to the design document index and the record copy maintained by document control.

4.7.3 Recommended At:tiora Plan *tor TriformatiOra systems Objective Integrate the management inform.ation systems which PSE&G uses to support Nuclear Department activities into a common data base management system.

Actions

1.

Review task force assessments of information systems plus currerit nuclear-related information system activities and needs.

2.

Develop a rolling five-year plan that includes the following information required to support implementation of the plan:

Organization Structure Staffing (Quantity and Quality)*

Internal Interfaces External Interfaces Resource Requirements Implementation Schedule

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6065-3 4.-40

3.

Obtain management's approval of the plan.

4.

Assure that systems development personnel assigned to the Nuclear Computer Systems and Services (NCSAS) Department have hands-on experiences as users in application areas assigned to them.

5.

Implement the necessary controls to assure that information systems are kept in synchronization with implementing procedures and forms.

4...7.4 Recommended. Action Plan *tor* Enhanein~; -the* Training Prt;gramrs *capaC"ity *to Effectively Support NuclearDepart*ment Training NeedS Objective Continue to develop and improve the Nuclear Training Center (NTC) organization and training programs provided by NTC staff.

Actions

1.

Establish the staffing of key training positions as a high priority. Particular attention should be addressed to assign a Salem-experienced shift supervisor engineer to Operations training and hiring personnel with experience in technical supervisory training and instructional technology/ curriculum development.

a.

The Manager, NTC, should work with the Assistant General Manager, Salem Operations, to identify viable options (e.g.,

rotational assignments of a minimum of six months) for utilization of scarce Salem-experienced personnel resources.

b.

Assign one staff member the responsibility of working closely with Personnel to ensure timely responsiveness in the recruiting/hiring process and the competitiveness of grade level and salary range to attract experienced, well qualified people for key positions.

2.

Improve the system for review of design changes and policy/procedure changes for impact on the training programs and on the Salem simulator.

a.

Document procedures used to review and analyze data obtained in the OCR process for identifying and integrating relevant changes into training program procedure and/or simulator design.

b.

Continue implementing informal plant/NTC coordination processes (e.g., weekly plant visits by training supervisors).

c.

Continue the practice of attendance by NTC staff at weekly all-shift briefings at the plant to ensure that the requalification shift at NTC is kept updated.

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6065-3 4-41

d.

Ensure that relevant NTC instructional units are a formal part of the routing process for notification of any organizational, program or procedural changes.

e.

Document procedures to be used in the review and analysis of changes for impact on training, and integrate relevant changes into training program procedures.

3.

Establish regular (preferably on a quarterly or semi-annual basis) inter-departmental reviews of the NTC programs at the individual discipline level.

a.

These meetings should be attended by relevant plant supervisory per-sonnel and chaired by the Training Supervisor for a particular discipline.

b.

Outcomes of the meetings should be documented to serve as the basis for future curriculum development and should be reported up to the Assistant General Manager level.

4.

Establish regular (pref er ably on a semiannual basis) interdepartmental reviews of NTC training programs to:

identify priorities for training program development; make recommendations to improve the quality of training programs; and assess the effectiveness of current NTC procedures for timely integration of design or procedural changes into training programs.

a.

These meetings should. be.attended by the Assistant General Managers and other appropriate managers as recommended and should be chaired by the Manager, NTC.

b.

Outcomes of the meetings should be documented to serve as a basis for future NTC training program development and should be reported up to the VPN level.

5.

• Formalize procedures for obtaining employee and supervisor feedback on the effectiveness of training programs. Particular attention should be addressed to monitoring the effectiveness of tile new technical supervisor training program and to repor'ting results to senior management.

6.. Assess the QAD training and certification program to assure compliance with requirements.

7.

Evaluate the feasibility of reassigning QA training and certification to the NTC organiZation.

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APPENDIX A TEAM MEMBERS lnac

6065-3 A-1

- Robert* J~ *Ascher!

Thirty-one years experience in commercial nuclear programs.

Managed nuclear production facilities.design, construction projects, start-up, testing and operation.

Senior application engineer and manager of field and warranty services at large research and development firm.

Experienced in computerized tracking and documentation systems for nuclear operations.

Twelve years experience in commercial nuclear industry, most recently designing and implementing management information systems.

Consultant and liaison for several nuclear generating station information systems.

Assisted in planning, scheduling and coordination of preoperational and start-up activities.

\\

Riehai'd. s-. *Kelley Twenty years experience in engineering, construction management, start-up operations and maintenance. Management experience has focused on thermal power plant construction, start-up and maintenance; remainder in oil refinery and chemical plant engineering and construction. Developed testing and maintenance methods for commercial marine industry.

Leoraard *J~ KUbe Twenty-one years experience in project management, engineering management, marketing,

quality, planning/scheduling and design engineering.

Monitored requirements for compliance with regulatory guides, industry standards and structured programs for developing solutions.

Participated in developing performance objectives and supporting criteria for industry-wide nuclear construction evaluations.

Extensive experience in conducting evaluations and diagnostics of nuclear plants.

Howard*E. *Lamb Fifteen years experience in program management, organization development and training. Has worked extensively as a consultant to large institutions seeking major changes and problem solving assistance in training, management development, communications and performance appraisal.

Has consulted extensively for law enforcement agencies.

sue RiefLamb Twelve years of experience in program management, organization development and executive/line management consultation and training.

Has specialized in organization diagnosis and problem solving; functional analysis and team building for managing organization transitions; the design and implementation of effective performance management sy~tems; and interpersonal communications and conflict management.

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6065-3 A-2 KeriwoodT. -Peri<lns Thirty-nine years experience in managing nuclear plant operations, planning, managing, and evaluating start-up and related programs for new nuclear power plants; developing, implementing and staffing operations and maintenance programs. Uniquely qualified in construction completion and start-up.

Roger :J.- RobihSOn Twenty-one years experience in project management, management controls, engineering, operations, manuf act1,.1ring production and maintenance with responsible positions in Home Office and Field Supervision environments. Extensive experience in nuclear power plant design, construction and operation, manufacturing operations and oceaneering has proven to be an effective cross-section for application to business and project management problems.

Francis" L.- Toompson Twenty-four years nuclear power plant experience in construction, testing and operation, including Navy nuclear propulsian plants, commercial nuclear generating plants and Liquid Metal Breeder (FFTF). Construction Test Manager for verification test program at large nuclear construction site.

Ten years experience in nuclear plant design, construction and project engineering.

Has managed organizations responsible for resolving problems associated with materials, maintenance, construction, records traceability, start-up and testing and systems turnover. Recently involved in program development and implementation.

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APPENDIXB PEOPLE INTERVIEWED lnac

6065-3 Interviewee Anderson, E.F.

Barradale, E.W.

Beasley, T.M.

Boettger, J. T.

Brandt, R.F.

Britz, W.L.

Burricelli, R.A.

Codey, L.R.

_Connor, G.C.

Czuchnicki, E.P.

-Desanctis, R.J.

Dolan, R.J.

• Driscoll, J.D.

Eckert, R.M.

Edmonds, R.A.

_Ernst, J.

Franklin, R.H.

Fry, L.M.

Gadzinski, V.C.

Gallagher, J.E.

Gehert, R.E.

~

Gueller J.C.

Title PSE&G-U027 INTERVIEWS Manager, Public Information, Information Services Manager, Nuclear Construction Support, Nuclear Services Resident Project Manager General Manager, Nuclear Support Nuclear Plant Services Engineer, Nuclear Services Manager, Radiation Protection Services, Nuclear Services Manager, Methods and Administration Vice President and Corporate Rate Counsel Operations Manager, Hope Creek Lead Engineer, Salem Operations Manager, Procurement and Material Control, Nuclear Services Chemistry Engineer, Salem Operations Assistant General Manager, Salem Operations Senior Vice President, Energy Supply and Engineering Principal Training Supervisor, Safety, Nuclear Services NTC Planning Supervisor Vice President, Public Relations Operations Manager, Salem Operations Lead Engineer, Salem Operations Maintenance Manager, Salem Operations B-1 Nuclear Administration Methods Manager, Methods and Admini-stration Operating Engineer, Salem Operations lnac

6065-3 Interviewee Gura, R.L.

Hagan, J.J.

Hall, B.E.

Hanson, H.D.

Herrill, M.

Jackson, J.G.

Jagt, D.J.

Johnson, C.P.

Kosierowski, S.M.

Krishna, P.M.

laBruna, S.

Lake, L.F.

Landrieu, P.R.

Liden, E.A.

Lyons, D.W.

Maginn, C.E.

Mclaughlin, D.L.

McNamara, V.W.

Meyer, F.

Midura, H.J.

Miller, L.K.

Mittl, R.L.

Title PSE&G-U027 INTERVIEWS Manager, Nuclear Plant Engineering, Nuclear Support Maintenance Engineer, Salem Operations Safety Review Engineer, Nuclear Support Manager, Nuclear Training, Nuclear Services NTC Shift Support Supervisor Technical Engineer, Salem Operations Assistant General Manager, Nuclear Support Assistant to Vice President, Nuclear Personnel Relations Manager, Nuclear, Employee Relations Nuclear Review Board, Chairman Assistant General Manager, Hope Creek Operations ISI Engineer, Nuclear Services Project Manager, Hope Creek, Engineering and Construction Manager, Licensing and Regulations, Nuclear Support Operational Test Engineer, Nuclear Services Vice President, Human Resources Principal Engineer, Nuclear Services Cost and Scheduling Manager, Methods and Administration Manager, Nuclear Site Maintenance, Nuclear Services General Manager, Salem Operations Technical Manager, Salem Operations General Manager, Nuclear Assurance and Regulation lnac B-2

6065-3 Interviewee Moeller, P.A.

Murphy, E.J.

Nassman, A.

Nichols, J.A.

O'Conner, J.M.

O'Donnell, P.

Orticelle, A.

Perkins, D.A.

• Reiter, L.A.

-Rosenfield, E.S.

_Rosenzweig, M.

_ Salvesen, R.S.

• .Schaff er, R.E.

Schne_ider, F. W.

Schultz, W.R.

Scott, W.M.

Sennstrom, B.H.

Silverio, R.A.

Smith, B.

Smith, R.I.

Sann, H.W.

Surman, R.P.

Taylor, T.N.

Title PSE&G-U027 INTERVIEWS Manager, Site Protection, Nuclear Services Manager, Employee Information, Information Services Manager, QA Engineering and Construction Technical Manager, Hope Creek Operati'ons Radiation Protection Engineer, Salem Operations Shift Support Supervisor B-3 Senior Supervisor, Instrumentation and Control, Salem Operations Assistant Manager, QA Supplier Control, Corporate QA Manager, Nuclear Systems Engineering, Nuclear Support Manager, Nuclear Fuel, Nuclear Support Principal Engineer, Corporate QA General Manager, Hope Creek Operations Principal Training Supervisor, Nuclear Services NTC Senior Vice President, Corporate Planning Principal Staff Engineer, Corporate QA Senior Methods Analyst, Administration T and D Principal Construction Engineer, Nuclear Services Public Relations Manager, Nuclear, Nuclear Public Relations Senior Public Information Representative, Information Services Chairman of the Board President Principal Staff Engineer, Methods and Administration Manager, Nuclear Engineering Control, Nuclear Support l11C1C

6065-3 Interviewee

• Thomson, A.

Tierney, J.F.

Uderitz, R.A.

Title PSE&G-U027 INTERVIEWS Manager, Engineering Design, Nuclear Support Administrator, Material Control, Nuclear Services Vice President, Nuclear 8-4 Vanderdecker, R.W. Senior Supervisor, Planning, Instrumentation and Control, Salem Operations Ward, D.A.

Station Planning Engineer, Salem Operations Zupko, J.M., Jr.

General Manager, Nuclear Services l11C1C

~LI isn 1N3r.1n:>oa -

> XION3ddV

6065-3

- DocumentLiSt (Description)

Reports 1982 Annual Report, Nuclear Department Radiation Protection Services 1982 Manpower Requirements Nuclear Department Backlog Work Items, dated April 22, 1983 Catalytic Daily Force Report, dated April 27, 1983 (day)

Catalytic "Day Shift" Short Range Schedule, dated April 25, 1983 C-1 Committee on Improving our Nuclear Operations Report on Design Change Process, dated July 30, 1983 Daily Status Report, dated April 27, 1983 Evaluation Report Institute of Nuclear Power Operations, 1982 Evaluation Report Institute of Nuclear Power Operations, September 1981 FERC Form No. 1: Annual Report of Electric Utilities, Licensees and Others (Class A

,and Class B), dated December 31, 1982 Introduction to the Nuclear Information Management Phase II Task Force Report Monthly Report, Nuclear Department Monthly Report, Nuclear Department, March 1983 Nuclear Department Manpower* Status Report/Status of Open Personnel Requisitions, dated March 1, 1983 Nuclear Limited Salem Nuclear Mutual Generating Station, Original Report November 23 and 24, 1982, cover letter dated December 24, 1982 Nuclear Mutual Limited Periodic Inspection Report, Salem Generating Station, dated November 23 and 24, 1982 Nuclear Mutual Limited Salem Nuclear Generating Station Periodic Report,* dated November 23 and 24, 1982, cover letter dated December 23, 1982 Nuclear Operations Department Organization Proposal Nuclear Regulatory Commission Systematic Assessment of Licensee Performance (SALP), dated March 30, 1982 Nuclear Regulatory Commission Systematic Assessment of Licensee Performance (SALP), dated November 15, 1982 Nuclear Training Center Annual Report, 1982 lnac

6065-3

- Document* LiSt * (Desctipticin) (Continued)

Reports (Continued)

Number 2 Salem Outage Field Questionnaires C-2 Plans for the Establishment of QA Nuclear Operations Department, dated February 16, 1983 PSE&G Annual Report, 1982 PSE&G Electric Department Estimate - General PSE&G Form 10-K, Annual Report to Securities and Exchange Commission and Annual Report to Stockholders, dated 1982.

PSE&G Nuclear Information Management Phase II Task Force Report - Management Summary Report and Recommendations of the Corporate Records Management Project Team Safety Evaluation, Unit 1

• safety Review Group Monthly Report, March 1983

• • Procedures

.1982 Manpower Requirements, Nuclear Department, dated March 26, 1983

~ Administrative Policy and Procedure, Electric Engineering Department flow chart Administrative Policy and Procedure Manual for Engineering and Construction Department Administration Procedures Administrative Procedure No. 3, Revision 11, Document Control Program Administrative Procedures, Revision and Status Administration, Procedure Number AP-8 Copy Catalytic, Inc. Organizational Structure (chart) dated March 30, 1983.

Salem, New Jersey Catalytic, Inc. Quality Assurance Department (Salem Site)

Catalytic Work Estimate Submittal Form Clerical, Secretarial and Technical Support Job Descriptions, approved November 1980 Gompany Responsibility Centers (computer print-out) l11C1C

6065-3

• Docliliient"LiSt. (Description) (Continued)

Procedures (Continued)

Design Division Organization and Procedures Revisions to Drawings Delegation of Authority for Company Transactions, July 30, 1982 C-3*

Electric Department QA Manual, Nuclear* Generating Station 1, QA Manual Change Notice, Change No. 1-13, Volume l Engineering Department Directive No. 1, Revision 3, "Operations Design Change Control, Salem Nuclear Oenerating Station" Engineering Department Directive No. 7, Document Control Field Directive S-C-A900-NFD-080, Revision l; Field Directive S-C-A900-NFD-077, Revision l Management Guide, Complete Revision and Format change, July 1, 1981 Nuclear Assurance and Regulation Department* Organizational and Functional Charts,

.dated March 24, 1983 Nuclear Department Organizational Chart, Revision 0 Nuclear Review Board Administrative Manual Operations Directive 64, Tagging Request and Inquiry System (TRIS) Users Guide

• Pay Guide - Group "B" Employees, 1982 - 1983 Procedures for Personnel Recruitment, Nuclear Department, 1982 PSE&G Nuclear Engineering Department - Nuclear Engineering Control - Job Control System and Activities Code Responsibilities List, dated March 25, 1983 QA Manual Change Notice, Change No. 2-19, Volume 2 Salary Guides, 1982 - 1983 Salem Generating Station, Administrative Procedure AP 17 - AP 35 Salem Operating and Maintenance Budget Guidelines SPM Index, Revision 2, 1982 and 1983, Salem Unit 1, pages l through 14 SPM Index, Revision 2, 1982 and 1983, Salem Unit 1, pages 16 through 30 and page l Table of Limits and Levels of Approval for PAR and PER, Revision April 15, 1981 Training, Chapter 4

6065-3

- Document* LiSt. (Desci'iptiOil) (Continued)

Letters and Memoranda C-4 Letter from Gehert to Manager, Corporate Office Systems regarding Nuclear Records Management Use of Storage and Information Retrieval System, April 20, 1983 Letter from D. J. Jagt, Manag~r - Salem Projects regarding notes of 1980 meeting Outage Critique, Salem Generating Station (Salem Projects Division Transmittal), April 1, 1981 Letter from Midura to Haynes regarding Reportable Occurrence 83-007 /OlP, Salem No. 2 Unit IER, February 18, 1983 Letter from Schneider to Vice President Human Resources regarding Formal Management Development Programs, Production and Nuclear Departments with Attachments A, B and C, January 18, 1981 Letter from Uderitz to Eisenhut, Director of Nuclear Regulatory Commission, April 11, 1983 Memo from D. J. Jagt, Assistant General Manager - Nuclear Engineering to MEG, JDC, JJW - PSE&G Engineering and Construction Department regarding Field Labor Factors for Design Change Request Estimates Salem Generating Station; June 2, 1982 Memo from Krishna to Uderitz regarding Nuclear Review Board Members; January 13,

.1983 Memo from Krishna to Uderitz regarding Design Change Request Process, Reference No.

Nuclear Review Board 83-05, January 17, 1983 Memo from Krishna to Uderitz regarding Management Control of Facilities Modification, Review and Implementation; March 9, 1983 Memo from Nuclear Service Division;

Subject:

PSE&G Salem No. l Plant Post-Outage Review Meeting, February 17, 1981 Memo from T. N. Taylor, Manager - Nuclear Engineering Control regarding Tran~mittal for Design Change Request and associated Design Change Package Memo from T. N. Taylor, Manager - Nuclear Engineering Control to L. A. Reiter, Manager - Nuclear Systems Engineering and R. L. Gura, Manager - Nuclear Plant Engineering regarding Nuclear Engineering Design Checklist Nos. l and 2 Units, Salem Nuclear Generating Station Memo from T. N. Taylor to Midura regarding Transmittal letter for minor revisions to Design Change Package(s)

Memo from T. N. Taylor, Manager - Nuclear Engineering Control to H. J. Midura, General Manager - Salem Operations; Attention:' Station Planning Engineer; regarding Design Change Request No. IEC-1333 PKG. 01, Revision 00; System: Fire Doors, January

~zo, 1983 l11CiC

6065-3 Document.LiSt~(Description) (Continued)

Letters and Memoranda (Continued)

C-5 Memo from Donald A. Ward, Station Planning Engineer to E. Package, Manager, March 23, 1982 Memo from Donald A. Ward, Station Planning Engineer to E. Package, Manager -

Materials Division, April 1, 1982 Memo from Donald A. Ward, Station Planning Engineer to General Manager, Salem Operations, April 26, 1982 Memo from Donald A. Ward, Station Planning Engineer to J. J. Leblang, April 23, 1982 Memo from Donald A. Ward, Acting Station Planning Engineering to Manager - Salem Generating Sta ti on, February 4, 1983 Memo to Members and Alternates Nuclear Review Board, February 2, 1983 Memo regarding 1982 Annual Report - Nuclear Department, Reference No. Nuclear Review Board 83-04, January 17, 1983 Form from Project Control Engineer - Nuclear Engineering Control Division to H.

Beranek, R. Stanley, E. Barradale, E. Schmieder regarding Design Change Request for Salem Nuclear Generating Station Form from Project Control Engineer - Nuclear Engineering Control Division to various engineers regarding Design Change Requests, Salem Nuclear Generating Station Meetings and Presentations Agenda, Nuclear Review Board Regular Meeting 8-6, 9:30 a.m., April 13, 1983, Krishna Chairman Plan of the Day Meeting, Wednesday morning, 8:30 a.m., April 27, 1983 PSE&G Presentation to Nuclear Regulatory Commission, April 20, 1983 Training and Development Attendance at Executive Developmental Programs, 1982 Attendance at Executive Development Programs, 1983 Attendance at PSE&G Advanced Management Programs, February 24, 1983 Formal Management Development Program puide to Training and Developmental Opportunities (draft) lnac:

-~

6065-3 C-6

- Document-LiSt- (Desci:'iptiOn) (Continued)

Training and Development (Continued)

Management Development Training Requirements for Nuclear Department, 1982 Participation in the 1983 Personnel Development Prograff!S, April 4,.1983 Nuclear Training Center, Building Layout and Department Programs Nuclear Training Program PSE&G Nuclear Department T_echnical Supervisor Skill Program (TSSP), April 6, 1983 Schedule of Personnel Developmental Programs Planned as of January 14, 1983 Licensing and Technical Documents GMl-LEP-1 Response to Regulatory and Licensing Documents License No. DPR-70, Docket No. 50-272, Reportable Occurrence 81-121/03X-l, Supplemental Report, Occurrence date December 28, 1981 License No. DPR-75, Docket No. 50-311, Reportable Occurrence 83-007/0lT License -No. DPR-75, Docket No. 50-311, Reportable Occurrence 82-043/03X-a, Supplemental Report, May 24, 1982.

Nuclear Department Response Action Form, Regulatory Agency, March 10, 1983 Salem Generating Station Technical Specifications Unit 1 Salem Generating Station Technical Specifications Unit 2 Salem Generating Station Updated Final Safety Analysis Report, Volumes 1 through 6 Miscellaneous Auxiliary Building Schedule, March 19, 1983, Unit 2

-Bar Chart Schedule, Unit 2, Auxiliary Building (three-week look ahead)

Catalytic Control Work Package CWP OP-933345-1603, Unit* 2, S. G. Drains and Slowdown System Catalytic Work Order Authorization Request with Detailed Estimate, No. OP-939051 1805 Commence Salem No. 2, Refueling Outage January 22, Schedule and Computer Print-out l11C1C

6065-3 Doc*ument

• LiSt * (Description) (Continued)

Miscellaneous (Continued)

C-7 Design Change Package, Design Change Request No. lEC-13333, Package No. 1, Table of Contents Design Change Package IEC-0975, dated January 25, 1983 De.sign Change Package, January 20, 1983, Design Change Request No. IEC 1333 Design Change Request Status Showing All Pertinent Entries on file as of March 2, 1983, page 1 and page 12 computer print-out Design Change, Test or Experiment Request Form, Design Change Request No. lEC-1333, Priority 1, pages 1 through 34, pages O through 24 Design Control System, Salem Nuclear Generating Station, Activity for period March 1, 1983 through March 31, 1983, status as of April 1, 1983 EPDTOS, Phys. System D, Log System D, Computer Run dated March 30, 1983 First Refueling Daily Status Report, Day 193, Unit l First Refueling Daily Status Report, Day 3, Unit 2 First Refueling Daily Status Report, Day 4, Unit 2 First Refueling Daily Status Report, Day 95, Unit 2 Fourth Outage Milestone Print-out, Unit 1 Fourth Outage Update Print-out, Unit 1 Instructions for Use of the Master Equipment List, Salem Nuclear Generating Station, issued March 24, 1983 Level II Network, Retubing No. 22, Component Cooling Heat Exchanger, April 1, 1983 Mechanical Equipment List, Salem Master Equipment List, Units l and 2 Outage Published List of Outage Coordinators and Personnel, Unit 1 Outage Schedule Computer Print-out, Unit 2 Planned Maintenance Schedule Revision, dated February 15, 1983 Project 2 Critical Path Method Print-out of Type "A" Tet Unit No. 2, dated February 1, 1983 Project 2 General Information

~reject 2 General Information C Code, B Code, CCO Code l11C1C *.

6065-3

- ' Doctiment.LiSt. (DescriptiOn) (Continued)

Miscellaneous (Continued)

PSE&G Licensing Commitment Tracking Sorted by DOC ID, status as of April 18, 1983 PSE&G Work Order Transmittal OP-938811, Change Notice 6 with Catalytic Estimate Salem Master Equipment List, Computer Run Salem Master Equipment List, Units 1 and 2, April 5, 1983 C-8 Schedule versus Actual Completion Curve, Unit 2, Outage January - May (overall and areas), Unit 2 Structural Equipment, Salem Master Equipment List Super Operator Default LP Computer Run Typical Level II Network (Catalytic)

Work Order Status Report (Catalytic Print-out) l11C1C