ML20035D331

Discusses 930331 Meeting in Region 4 Ofc Re Status of Implementation of Plant Pep.Subjects Discussed at Meeting Described in Encl Meeting Summary

ML20035D331
Person / Time
Site:	Wolf Creek
Issue date:	04/05/1993
From:	Beach A NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION IV)
To:	Withers B WOLF CREEK NUCLEAR OPERATING CORP.
References
NUDOCS 9304130085
Download: ML20035D331 (65)

Text

{{#Wiki_filter: [$g># Rfo u UNITED ST ATES ?g NUCLEAR REGULATORY COMMISSION [ f' y R EG10N IV 8 611 RYAN PLAZA DRIVE, SUITE 400 p Y, [ ARLINGTON, TEXAS 700118064

• • • e APR 51993 i

Docket: STN 50-482 License: NPF-42 Wolf Creek Nuclear Operating Corporation ATTN: Bart D. Withers President and Chief Executive Officer P.O. Box 411 Burlington, Kansas 66839

SUBJECT:

PERFORMANCE ENHANCEMENT PROGRAM MEETING This refers to the meeting, open to public observation, conducted at your request in the Region IV office on March 31, 1993. This meeting related to activities authorized by NRC License NPF-42 and was attended by those on the attached Attendance List. This meeting was held to discuss the status of the implementation of Wolf Creek Nuclear Operating Corporation's Performance Enhancement Program (PEP). The subjects discussed at this meeting are described in the enclosed Meeting In this meeting, we discussed a broad overview of the PEP. In the Summary. future, we will notify you prior to each quarterly meeting concerning the specific areas of interest for discussion. We appreciate the opportunity for this meeting, and expect further progress as implementation of this program continues. In accordance with Section 2.790 of the NRC's " Rules of Practice," Part 2, Title 10, Code of Federal Regulations, a copy of this letter will be placed in the NRC's Public Document Room. Should you have any questions concerning this matter, we will be pleased to discuss them with you. Sincerely, / W f A. Bill Beach,(Dire o Division of RekttdrLWojects

Enclosure:

Meeting Summary w/ attachments /I ,p[b2 9304130085 930405 i DR ADOCK 05000402 PDR y

Wolf Creek Nuclear Operating ) Corporation l h cc w/ enclosure: .j Wolf Creek Nuclear Operating Corp. i ATTN: Otto Maynard, Vice President P1 ant Operations i P.O. Box 411 Burlington, Kansas 66839 Shaw, Pittman, Potts & Trowbridge ATTN: Jay Silberg, Esq. 2300 M Street, NW Washington, D.C. 20037 Public Service Commission f ATTN: C. John Renken Policy & Federal Department i P.O. Cox 360 i f Jefferson City, Missouri 65102 U.S. Nuclear Regulatory Commission ATTN: Regional Administrator, Region III 799 Roosevelt Road Glen Ellyn, Illinois 60137 Wolf Creek Nuclear Operating Corp. ATTN: Kevin J. Moles. Manager Regulatory Services P.O. Box 411 Burlington, Kansas 66839 Kansas Corporation Commission ATTN: Robert Elliot, Chief Engineer Utilities Division 1500 SW Arrowhead Rd. l Topeka, Kansas 66604-4027 i Office of the Governor State of Kansas i Topeka, Kansas 66612 Attorney General lst Floor - The Statehouse Topeka, Kansas 66612 l l Chairman, Coffey County Commission Coffey County Courthouse Burlington, Kansas 66839-1798 ?

l, l l ~ j L i Wolf Creek Nuclear Operating ; Corporation ) Kansas Department of Health i and Environment Bureau of Air Quality & Radiation i i Control ATTN: Gerald Allen, Public i Health Physicist Division of Environment ] Forbes Field Building 321 Topeka, Kansas 66620 ? Kansas Department of Health and Environment ATTN: Robert Eye, General Counsel l LSOB, 9th Floor 900 SW Jackson l Topeka, Kansas 66612 l 1 t f i t I i l l I I

Wolf Creek Nuclear Operating Corporation .bcc to DMB-{IE4S) bcc distrib. by RIV: J. L. Milhoan Resident Inspector Section Chief (DRP/A) DRP DRSS-FIPS Section Chief (RllI, DRP/3C) RIV File SRI, Callaway, RIII MIS System Lisa Shea, RM/ALF, MS: MNBB 4503 Project Engineer (DRP/A) Section Chief (DRP/TSS) DRS t l f l l 8 RIV:DRP/A

• C:DRP/A
• D:DRP KMKennedy;df WDJohnson dABBeach 3/ /93 4/ /93 9 4/[/93
• Previously concurred

i Wolf Creek Nuclear Operating Corporation bcc to DMB (IE45) bcc distrib. by RIV: J. L. Milhoan Resident Inspector Section Chief (DRP/A) DRP DRSS-FIPS Section Chief (RIII, DRP/3C) RIV File SRI, Callaway, RIII i MIS System Lisa Shea, RM/ALF, MS: MNBB 4503 Project Engineer (DRP/A) Section Chief (DRP/TSS) DRS i i i RIV:DRP/A

• C:DRP/A
• D:DRP lABBeach KMKennedy;df WDJohnson 3/ /93 4/ /93 l 4/[/93
• Previously concurred

MEETING

SUMMARY

f Licensee: Wolf Creek Nuclear Operating Corporation (WCNOC) Facility: Wolf Creek Generating Station j License No.: NPF-42 Docket No.: 50-482

Subject:

MANAGEMENT MEETING CONCERNING WCNOC'S PERFORMANCE ENHANCEMENT l PROGRAM l On March 31, 1993, representatives of WCNOC met with Region IV personnel at the Regional office to discuss the Performance Enhancement Program (PEP). The meeting included a discussion of the PEP's priorities, accomplishments, and challenges in the areas of engineering, operations, and. nuclear assurance. i The staff found the meeting beneficial in providing information about the program. Attachments: 1. Attendance List 2. Licensee Presentation (NRC distribution only) i i [ l t ) I t I I P r e

1 i j ATTENDANCE' LIST l v i Attendance at the management meeting between WCNOC and NRC on March 31, 1993, l in the Region IV office: j WCNOC 1 R. C. Hagan, Vice President, Nuclear Assurance . 0. L. Maynard, Vice President, Plant Operations K. J. Moles, Manager, Regulatory Services C. E. Parry, Director, Performance Enhancement Program F. T. Rhodes, Vice President, Engineering i T. L. Riley, Supervisor, Regulatory Compliance B. D. Withers, President and Chief Executive Officer l NRC l A. B. Beach, Director, Division of Reactor Projects (DRP) l A. T. Howell, Deputy Director, Division of Reactor Safety (DRS) W. D. Johnson, Chief, Project Section A, DRP K. M. Kennedy, Project Engineer, Project Section A, DRP J. L. Milhoan Regional Administrator J. L. Pellet, Chief, Operations Section, DRS i G. A. Pick, Senior Resident Inspector, WCGS, DRP W. D. Reckley, Project Manager, Office of Nuclear Reactor Regulation P. Wagner, Team Leader, DRS Missouri Public Service Commission l B. Deering, Engineer i i i i I i

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DISCUSSION TIME SPEAKERS TOPICS ~ INTRODUCTION 11:00 -11:10 B. D. WITHERS PEP OVERVIEW / 11:10 -11:35 C. E. PARRY STATUS / MECHANICS PRIORITIES / I1:35 - 11:55 F. T. RHODES ACCOMPLISHMENTS / CIIALLENGES AHEAD (ENGINEERING) PRIORITIES / 11:55 -12:20 O. L. MA'YNARD ACCOMPLISHMENTS / l CilALLENGES AHEAD (OPERATIONS) I l (2) ~

DISCUSSION TIME SPEAKERS TOPICS PRIORITIES / 12:20 -12:45 R. C. HAGAN - ACCOMPLISHMENTS / CHALLENGES AHEAD (NUCLEAR ASSURANCE) MID-TERM SALP PLANS 12:45 - 12:55 K. J. MOLES

SUMMARY

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i IXTRODUCTION O PROGRESS STARTED IN EARLY 1992 O INITIATED BY BOARD OF DIRECTORS O CONSULTANT STAFF UTILIZED THROUGH 1992 TO ASSIST IN ESTABLISHMENT OF PROGRAM O PERFORMANCE ENHANCEMENT PROGRAM TEAM. ESTABLISHED AND STAFFED IN MID 1992 TO l DIRECT PROGRAM O ACTION PLANS IDENTIFIED AND DEVELOPED IN LATE 1992 - EARLY 1993 (5) ,,,,,......_._.~..__m ...... m. ..,...._..-,,--.~~,..-......._.L. ...... A J-.

IXTRODCCTION l O MANY PEP ACTIONS WERE DEVELOPED TOO LATE TO BE INCLUDED IN 1993 BUDGET O SEPARATE PEP BUDGET APPROVED FOR 1993 IN FEBRUARY 1993 O CONSULTANT PROCESS WAS USED IN ESTABLISHING PEP O FORTY ACTION TEAMS - INCLUDING OVER 200 PEOPLE - WORKED ON ISSUES - OUTSIDE OF LINE ORGANIZATION (6)

IXTRODUCTION O ACTION PLANS FOR HIGH PRIORITY ISSUES WERE DEVELOPED IN PARALLEL WITH LINE MANAGEMENT EFFORTS O LOWER PRIORITY ISSUES HAVE BEEN PRIMARILY WORKED BY ACTION TEAMS O CONTINUOUS EFFORTS HAVE BEEN MADE TO PROMOTE PEP AND REINFORCE MANAGEMENT COMMITMENT O ACTION PLANS ARE ESSENTIALLY APPROVED AND BEING TRANSFERRED TO LINE MANAGEMENT (7)

IXTRODUCTION O VERY FEW ACTION PLANS STAND ALONE - NEARLY ALL ARE RELATED TO SEVERAL OTHERS O AS PLANS ARE COMPLETED OR SIGNIFICANT PROGRESS MADE THERE MAY BE CONSOLIDATION OF ACTION PLANS O WE WILL CONTINUE TO TRACK EACH ACTION PLAN O TO REVIEW RESULTS OF PEP WE MUST CONTINUE TO EVALUATE PERFORMANCE TO OVERALL PERFORMANCE l MEASURES USED BY NRC AND INPO O OUR PRESENTATION TODAY WILL FOCUS ON THOSE AREAS l WHERE WE KNOW PROGRESS IS BEING MADE OR IS NEEDED l RATHER THAN MERELY A REVIEW OF PEP ACTION PLANS (8) J

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OVERVIEW O WHAT IS THE PERFORMANCE ENHANCEMENT PROGRAM (PEP): O PEP WAS ESTABLISHED TO GUIDE WCNOC'S PURSUIT OF EXCELLENCE BY BRINGING ABOUT CONSTRUCTIVE CHANGE IN PLANNED AND ORDERLY MANNER. O CHANGE PROCESS WILL RESULT IN AN ORGANIZATION THAT FUNCTIONS IN A COORDINATED, COOPERATIVE AND EFFICIENT MANNER. O PEP IS NOT ONLY 40 ACTION PLANS 4 O CHANGE PROCESS INCLUDES: O 40 EMPLOYEE TEAMS WORKING ACTION PLANS O IMPROVEMENT IN IIUMAN PERFORMANCE O CHANGES IN ATTITUDE AND VALUES RESULTING IN MORE MATURE CORPORATE CULTURE 00)

OVERVIEW O OVERALL PERFORMANCE ENHANCEMENT STRATEGY O ESTABLISII VISION AND BUSINESS SENSE T O IMPROVE PROCESSES O ORGANIZE TO SUPPORT IMPROVEMENTS O REFINE PERFORMANCE FEEDBACK SYSTEMS O IMPROVE INTER AND INTRA DEPARTMENTAL TEAMWORK O DEVELOP LEADERSHIP AND INTERPERSONAL SKILLS O ADDRESS QUALITY OF WORK LIFE ISSUES (11)

t i ACTION PLAN STATUS t AP No. AP Name Activities Complete AP Completion Date 1.1.1 Org. Structure 2 of 2 3/93 1.1.2 Resource Utilization 0 of 11 12 / 94 1.1.3 Wichita Relocation 10 of 13 12 / 94 1.2.1 O Vission Mission 0 of 11 7/93 l 1.2.2 Goals 4 of 8 7/93 I 1.2.3 Objectives 0 of 3 11 / 93 1.2.4 Intemal Commun. O of 11 12/93 1.2.5 Corporate Policy 3 of 16 11 /93 1.3.1 Authonty Delegation 1 of 3 6/93 1 1.3.2 Expectation Follow-up 2 of 24 9 / 94 1.4.1 Board / Corp. 2 of 7 12/93 [ 2.1.1 Attitudes & Reactions 0 of 10 9 / 94 l 2.2.1 Team Building 1 of 16 3/ 94 2.3.1 n/lanagement Selection 5 of 8 12 /93 2.3.2 Interpersonal Skills 1 of 14 6 / 95 2.3.3 Sussession Planning 0 of 21 5 / 94 2.4.1 Career Development 1 of 20 12/94 2.4.2 Performance Evaluation 2 of 25 11 / 9' 2.5.1 Working Hours 14 of 23 12/93 2.5.2 Facilities / Modification 1 of 14 11 / 94 3.1.1 Strategic Planning 1 of 10 8/93 l 3.1.2 Integrated Planning 3 of 15 12/93 3.1.3 Strategic Business Plan 2 of 7 7/93 1 3.2.1 Self Assessment 8 of 72 5/95 3.2.2 Regulatory Performance 10 of 34 3/ 95 [ 3.2.3 Quality Assurance 0 of 19 3 / 94 3.3.1 Design Control i 5 of 19 11 / 94 3.3.2 Procedures 9 of 53 12/95 3.3.3 Work Controls 1 of 9 6 / 94 ) 3 3.4 Procurement Processes 5 of 54 12/95 3.3.5 Planning & Scheduhng 0 of 10 5 / 94 4 3.4.1 System Engineenng 2 of 16 11/93 3.4.2 Training 2 of 29 7/95 l 3.4.3 Compensation Plan 3 of 34 5 / 94 l 3.4.4 Outage Performance 0 0 3.4.5 Corrective Acton 0 of 19 12 /94 3.4.6 Enhancement Program 0 of 21 12 / 94 3 4.7 Backlog Management 2 of 16 7/93 i 3.4.8 HR Polocies 2 of 16 4 / 94 3.4.9 Management Info Sys. O of 3 4 / 94 I i 02) f i

OVERVIEW O LONG RANGE CORPORATE PLANNING O -COVERS A SIX YEAR PERIOD O INCLUDES REGULATORY ISSUES O TAKES BIG PICTURE LOOK O ANTICIPATE ENVIRONMENTAL CIIANGES O DELIVERY DATE JUNE 1993 t (13) _. - _... ~. -. _,. _. _ _. _ _... _ _.. _ _. ~. - .... ~.

HUMAN PERFORMANCE O ORGANIZATIONAL DEVELOPMENT ACTIVITIES: i I O BIRKMAN PERSONALITY PROFILES - l O GIVES INDIVIDUALS AND GROUPS INSIGHT ABOUT ACTIVE AND REACTIVE BEHAVIOR AND PERSONNEL NEEDS O MANAGEMENT AND SUPERVISORY PERSONNEL WILL BE PROFILED t O ONE HUNDRED TWELVE PROFILES COMPLETED O COMPLETED TOP 40 MANAGERS' PROFILES O TEAM BUILDING O SESSIONS FOR THIRTEEN FUNCTIONAL TEAMS O ' ALL EXECUTIVE AND MANAGERS COMPLETED O RECEIVED SO WELL ADDITIONAL TRAINING REQUESTED O INDIVIDUAL COACHING AND COUNSELING (14)

4 HEMAX PERFORMANCE O EMPLOYEE EMPOWERMENT BY: O MANAGING MANAGEMENT TIME TRAINING O USING THE BOOK " ZAPPED, THE LIGHTNING OF EMPOWERMENT" l 0 FOLLOW-UP TRAINING O FACILITATED AND SELF-DIRECTED EMPLOYEE TEAMS O NEWS LETTERS O RESULTS SEEN TO DATE: O IMPROVED TEAM WORK O IMPROVED COMMUNICATIONS O RECOGNIZED COMPANY CULTURE ISSUES AND NEED FOR IMPROVEMENT O TWO WCNOC PERSONNEL TRAINED TO PERFORM BIRKMAN SURVEYS (15) w-u m- -u -wa v- - - ~, e-w,*~.<-+--e,ws- ~ =, ---ow1--nev-~ v, e 4 w-- ,e vsvw ~- v ws----+ ~-- e v w ,e~ w~ e m-w-- e

MECH XICS OF PEP O PERFORMANCE ENHANCEMENT GROUP (PEG) O EIGIIT PERMANENT EMPLOYEES O PROVIDES COACIIES FOR ACTION PLAN TEAMS O MANAGEMENT OVERSIGIIT OF ACTION PLAN DEVELOPMENT AND IMPLEMENTATION ACTIVITIES O COORDINATE TRANSITION OF ACTION PLAN RESPONSIBILITIES FROM 40 TEAMS TO RESPONSIBLE LINE ORGANIZATIONS O PERFORM VER]FICATION AND VALIDATION OF ACTION PLANS O PERFORM PERIODIC SURVEYS OF WCNOC EMPLOYEES TO: O. ASSURE EFFECTIVENESS OF PEP PROCESSES O NEXT EMPLOYEE PERCEPTION SURVEY SCIIEDULED FOR EARLY 1994 O CONTINUE ORGANIZATIONAL DEVELOPMENT AND EMPLOYEE EMPOWERMENT ACTIVITIES O DEVELOP LEADERSillP AND INTERPERSONAL SKILLS IMPROVEMENT SYSTEMS O FACILITATE CORPORATE STRATEGIC PLANNING (16)

1 MECHANICS OF PEP O IDENTIFY AND FACILITATE NEW ACTION PLANS O ACTION PLAN ON " MANAGEMENT INFORMATION SYSTEMS" WAS ADDED IN JANUARY 1993. O REPORT PROGRESS TO MANAGEMENT AND l EMPLOYEES: O PEP MONTHLY REPORT - WILL CONTAIN STATISTICAL INFORMATION ON l ACTION PLANS AND OTHER ENHANCEMENT ACTIVITIES O COMPANY NEWS LETTERS - WILL CONTAIN NARRATIVE INFORMATION FOR EMPLOYEES-O PROGRESS REPORTS TO NRC O BRIEF SENIOR RESIDENT INSPECTOR MONTHLY O STATUS REGIONAL MANAGEMENT QUARTERLY (17)

I PERFORMANCE ENHANCEMENT GROUP hDSSION AND VALUES The Performance Enhancement Group has accepted the mission of supporting the development of I a culture of continuous improvement within WCNOC. This mission embodies our understanding that directing and managing change is the key to success in business. We recognize that management Dils the leadership role in this process. We will provide suppon for every member of the WCNOC team to achieve excellence in all that they do. i VALUES } To achieve our mission we commit ourselves to uphold these fundamental values: l CUSTOMER SERVICE We recognize as our customers all stakeholders in WCNOC: employees 1 and their families, our owners and their consumers, our communities, and regulators. We will strive to understand our customers' needs Customer success is our ultimate goal. TE.URVORK We will work in partnership with our customers to achieve success Trust and cooperation are the foundations of this team approach We value diversity and the individual contributions of every employee We will maintain an honest, non judgmental approach in our interactions. True synergy results when we embrace the philosophy Together Everyone Achieves 31 ore. CONTINUOUSIMPROVEMENT We beliese that a)) emploven want tg do well. This principle is the foundation of continuous impros ement We will promote a culture that seeks to learn from mistakes and is not preoccupied with placing blame. Empowennent is the method we will promote to remove barriers and to release the energy necessanj to establish this culture. We commit to replacing the old adage "Ifit ain't broke don't ftx it" with the more responsible "Ifit ain't broke, improve it? PROFESSIONAL INTEGRITY Our actions will reDect the highest ethical and professional standards Respect for the digtury and self-esteem of others will be maintained at all times and we will hold the conDdentiality of information shared with us in the highest regard. l IPEG defines EMPLOYEE as any indMdual regardless of position within the organization. 08)

PERFORMANCE ENHANCEMENT GROUP CHARTER The Performance Enhancement Group was created to provide support for each member of the WCNOC team in their pursuit of superior performance. This suppon requires recognition of the needs of all stakeholders in WCNOC and an understanding that these needs must be met in order for the organization to be successful. Support also includes recognition that innovation, and the change it fosters, are crucial to organizational success. Our speciDc responsibilities are outlined below. PERFORMANCE ENHANCEMENT PROCRAM (PEP) We will assume the responsibilities of the PEP Team. These responsibilities consist of coaching, maintaining PEP process documents, and facilitating the Performance Enhancement process, We will continue to facilitate the completion of existing action plans and will provide guidance for individuals and groups in any future action plans and related performance enhancement activities STRA TEGIC PLo'NING We will support the Corporate strategic planning process by researching and accumulating information from internal and external sources relevant to benchmarking performance and long-range planning. We will maintain close coordination with line managers on their input to the strategic planning process. We will facilitate and coordinate strategy sessions and prepare, edit and maintain the Strategic Plan document. LEADERSHIP AND PROFESSIONAL DEVELOPMENT We will support the developmental needs of all members of the organization. We will provide development systems designed to improve the interpersonal and leadership skills of all employees We will support individuals with coaching and guidance in preparing development plans for these skills. We will also provide assistance in identifying development opportunities provided by outside organizations and administer the WCNOC Tuition Assistance Program ORGANIZA TIONAL DEVELOPMENT We will facilitate efforts to enable the WCNOC team to achieve its full potential Through intervention with work teams and individual team members we will encourage self-directed change. By using tools such as the Birkman Profile we will assist in the identiDeation and resolution of existing issues and promote team development. Additional support will be provided by clarifying important concepts such as " empowerment" and " professional excellence" so they may be consistently applied throughout the organization. We hold ourselves responsible to model the teamwork and culture we encourage and support in i others. We will walk the talk! Finally, we ask all members of the WCNOC team to hold us accountable to meet these responsibilities. (19)

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t PRIORITIES O. EVALUATE ENHANCEMENTS MADE TO DESIGN CONTROL PROCESSES O ENHANCEMENTS INCLUDED htERGING OF FOUR PROCEDURES INTO ONE PROCEDURE i O IMPLEMENTED CONFIGURATION CHANGE PACKAGE PROCESS O IMPLEMENTED FIELD CONFIGURATION CHANGE PROCESS O RE-DEFINED DEFINITION FOR REPAIR / REPLACEMENT TO ALIGN WITH ASME O ORGANIZATIONAL CHANGES WHICH OCCUR AS WICHITA MOVE APPROACHES - TO IDENTIFY AND CORRECT ORGANIZATIONAL WEAKNESSES OR COMMUNICATION PROBLEMS CAUSED BY MOVEMENT OF PERSONNEL O CURRENT. REFUELING ACTIVITIES TO ESTABLISH A BASIS FOR DEVELOPMENT OF " REFUEL" ACTION PLAN (21) .. - ~

1 ACCOMPLISHMENTS O BACKLOG REDUCTION O PERFORMANCE IMPROVEMENT REQUESTS REDUCED BY 13% O INDUSTRY TECHNICAL INFORMATION PROGRAM REDUCED BY 17% O PROCUREMENT DOCUMENTS REDUCED BY 53% O ENGINEERING EVALUATION REQUESTS REDUCED BY 46% O FIELD CHANGE REQUESTS REDUCED BY 49% t i O CONTROL ROOM DRAWING. UPDATES UPON COMPLETION OF A PLANT MODIFICATION - NO LONGER BACKLOGGED i O DESIGN CONTROL PROCESS ENHANCEMENTS O EMPOWERMENT OF PERSONNEL O OWNERSHIP AND ACCOUNTABILITY O ATTITUDE'S HAVE CHANGED (22)

ACCOMPLISHMENTS O SYSTEM ENGINEERING O HAS BEEN FULLY INTEGRATED INTO PLANT ACTIVITIES O CALLED UPON TO ASSIST CONTROL ROOM WITH PROBLEMS BOTH DURING NORMAL AND OFF-NORMAL WORKING HOURS O EFFECTIVELY COMMUNICATING WITH USER GROUPS O TO FURTHER ENHANCE THIS AREA SYSTEM ENGINEERING CONDUCTED SURVEY OF USER GROUPS TO IDENTIFY AREAS WHERE ADDITIONAL ENHANCEMENTS WERE WARRANTED O BASED ON SURVEY RESULTS, SYSTEM ENGINEERING REDIRECTED EFFORTS TO BETTER SERVE USER GROUPS O PERSONNEL ATTITUDE ADJUSTMENTS WERE MADE O ENGINEERS ASSUME OWNERSHIP OF ASSIGNED SYSTEMS AND PROBLEMS (23) ~

ACCOMPLISHMENTS O COMPLETED THE DEVELOPMENT OF NEW ENGINEERING ORGANIZATION O CORRECTIVE ACTION: O PERSONNEL ACCEPTANCE IMPROVED O ROOT CAUSE EVALUATIONS COMPREHENSIVE AND COMPLETE O CORRECTIVE ACTIONS IMPLEMENTED ARE PRUDENT AND ACHIEVABLE O ENHANCEMENT TO MOV PROGRAM (24).

CHALLENGES AHEAD O STREAMLINING PROCUREMENT PROCESS - TO INCLUDE REDUCING PAPERWORK WHERE POSSIBLE O IMPLEMENTATION AND COORDINATION OF WICHITA OFFICE MOVE TO SITE i O IMPLEMENTATION OF NEW ENGINEERING ORGANIZATION O BACKLOG REDUCTION. EFFORTS ARE FULLY INTEGRATED INTO PLANNING AND SCHEDULING ~ w

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b PRIORITIES O BACKLOG REDUCTION O CHALLENGES INCLUDE BOTH NUMBER OF ITEMS IN BACKLOG AND RELATIVE AGE OF THE BACKLOG INCLUDED IN BACKLOG ARE: O CORRECTIVE WORK REQUESTS O TEMPORARY MODIFICATION PACKAGES O HARDWARE FAILURE ANALYSIS REPORTS O MAINTENANCE EVALUATIONS OF M&TE CAllBRATIONS REPORT O PLANT MODIFICATION REQUESTS O MANAGEMENT'S ACTIONS INCLUDE: l O PRIORITIZATION OF WORKLOADS l 0 ESTABLISilMENT OF DEPARTMENTAL GOALS AND EXPECTATIONS O ASSIGNMENT OF RESPONSIBILITIES FOR MEETING GOALS O HOLDING PERSONNEL ACCOUNTABLE FOR MEETING GOALS O REVIEW WORK LOAD INPUTS TO ASSURE UNNECESSARY WORK IS NOT BEING GENERATED O REVIEWING CURRENT WORK LOAD TO IDENTIFY AND CANCEL UNNECESSARY WORK ITEMS c O ADDITIONAL FUNDS ALLOCATED TO BUDGET - (27)

m m .m m m .m .m. ..2 PRIORITIES 1 O IMPROVE TIMELINESS AND COMPREHENSIVENESS OF L CORRECTIVE ACTIONS O ACTIONS INCLUDE REINFORCEMENT OF MANAGEMENT EXPECTATIONS, ESTABLISIIMENT OF GOALS, PERSONNEL ACCOUNTABILITY O TEAMWORK AND COMMUNICATIONS O ACTIONS INCLUDE REITERATION OF MANAGEMENT'S EXPECTATIONS, PERSONNEL ACCOUNTABILITY & FIELD MONITORING BY SUPERVISORY PERSONNEL O REDUCTION IN PERSONNEL ERRORS O " STAR" PROGRAM IN PLACE O SELF - CHECKING EMPHASIZED CONTINUOUSLY O REITERATION OF MANAGEMENT EXPECTATIONS AND PERSONNEL ACCOUNTABILITY O PIR ON " INATTENTION TO DETAIL" ISSUE (28)

ACCOMPLISHMENTS O IMPROVED COMMUNICATIONS AND COORDINATION BETWEEN WORKING GROUPS EXAMPLES INCLUDE: O IMPROVED WORKING RELATIONSHIP BETWEEN PLANT OPERATIONS AND TRAINING - HAS LED TO IMPROVED SIMULATOR SCENARIOS, COMMUNICATIONS BY OPERATIONS PERSONNEL ON SIMULATOR, PERFORMANCE BY OPERATIONS, PERSONNEL TRAINING AND MATERIALS l O SPECIFIC ACTIONS TAKEN : 1 l O OPERATIONS ROTATION TO OTHER GROUPS (TRAINING, REGULATORY l SERVICES, QUALITY ASSURANCE, MOV TEAM) O GROUP MEETINGS - EXPECTATIONS MADE CLEAR l i i 4 (29)

I l ACCOMPLISHMENTS O COMMUNICATIONS IN THE CONTROL ROOM AND BETWEEN THE CONTROL ROOM AND FIELD PERSONNEL HAVE IMPROVED O PERSONNEL ARE CLEARLY STATING THEIR ACTIONS AND ARE RECEIVING CONFIRMATION THEY WERE UNDERSTOOD O " REPEAT BACKS" O STANDING ORDER ON CONTROL ROOM COMMUNICATIONS 0 COMMUNICATIONS SEEN AND ENFORCED ON SIMULATOR TRAINING 1 O TEAMWORK HAS IMPROVED i O BOTH WITHIN AND BETWEEN DEPARTMENTS O ACTION TAKEN: i O TEAMWORK TRAINING COMPLETED O BIRKMAN PROFILES PERFORMED O EXPECTATIONS CLEAR AND ENFORCED (E - - - - =

ACCOMPLISHMENTS O IMPLEMENTATION OF " STAR" (STOP, THINK, ACT AND REVIEW) PROGRAM -INPO " GOOD PRACTICE" O SELF-ASSESSMENT ACTION PLAN DELIVERABLE O EXAMPLES: MAINTENANCE AND CONTROL ROOM OPERATORS O IMPROVED TRAINING PROGRAMS O OPERATOR REQUALIFICATION PROGRAM ENHANCEMENT AND INPO ACCREDITATION O DEVELOPMENT OF AN ENGINEERING SUPPORT TRAINING PROGRAM O CRAFT TRAINING PROGRAM ENHANCEMENTS AND INPO ACCREDITATION O PLANNING AND SCHEDULING ORGANIZATION / ACTIVITY ENHANCEMENTS O ORGANIZATIONAL STRUCTURE IS DEFINED O IDENTIFIED PERSONNEL ARE PERFORMING NEW SCHEDULING RESPONSIBILITIES AND ORGANIZATION WILL BE FULLY FUNCTIONAL AFTER OUTAGE (31)

a ACCOMPLISHMENTS O ACTIONS TAKEN ON PROCEDURES O PROCEDURE ACTION PLAN - DEFINITIVE AND ON SCHEDULE O PERSONNEL ARE READING PROCEDURE MORE THOROUGHLY O PEP BUDGET APPROVED i O ISSUED INTERIM POLICY DESCRIBING MANAGEMENT'S EXPECTATIONS ON PROCEDURE USE AND ADHERENCE i O DEVELOPED MODEL FOR PROGRAM-BASED PROCEDURE HIERARCHY O COMPILED MATRIX OF REGULATORY REQUIREMENTS NECESSARY TO IMPLEMENT PROGRAM O COMPILED MATRIX ON DUTIES AND RESPONSIBILITIES OF ALL MANAGEMENT AND SUPERVISORS O ISSUED USER'S GUIDE FOR EMERGENCY, OFF-NORMAL, ALARM RESPONSE PROCEDURES - STRUCTURED IN DUAL COLUMN FORMAT O ISSUED WRITER'S GUIDE FOR DUAL COLUMN FORMAT PROCEDURES O COMPLETED DRAFT SITE WIDE WRITER'S GUIDE; SCHEDULED ISSUE DATE JUNE 1993 O ISSUED PROCEDURE CONTROLLING NEW EMERGENCY OPERATING PROCEDURE PROGRAM O 1380 OF 1400 ALARM RESPONSE PROCEDURES BASELINED AS TECHNICALLY CORRECT. (32) +..,-e w = = 4.----

ACCOMPLISHMENTS O QUICKER IDENTIFICATION AND CORRECTION OF CONCERNS O IMPROVEMENTS IN TROUBLESHOOTING ~ ACTIVITIES O TROUBLESHOOTING PROGRAM WAS ENHANCED TO REQUIRE A FACE-TO-FACE MEETING BETWEEN PERSONNEL PERFORMING WORK AND SHIFT SUPERVISOR TO DISCUSS PROPOSED ACTIVITIES O SYSTEM ENGINEERING AND SUPPORT O THIS INCLUDES SYSTEM ENGINEERING ACTIVELY SEEKING ADVICE OF OPERATIONS AND ASSISTING OPERATIONS IN CORRECTION OF PLANT PROBLEMS BOTH DURING NORMAL AND OFF-NORMAL WORKING HOURS O IMPROVED HEALTH PHYSICS PRACTICES O HEALTH PHYSICS TECHNICIANS PROCEDURE COMPLIANCE HAS IMPROVED O WORKERS DEMONSTRATING GOOD HEALTH PHYSICS PRACTICES !]." - -

ACCOMPLISHMENTS O IMPROVED TRAINING PROGRAMS O OPERATOR REQUALIFICATION PROGRAM ENHANCEMENT AND INPO ACCREDITATION O DEVELOPMENT OF AN ENGINEEIUNG SUPPORT TRAINING PROGRAM ~ O CRAFT TRAINING PROGRAM ENHANCEMENTS AND INPO ACCREDITATION O PLANNING AND SCHEDULING ORGANIZATION / ACTIVITY ENHANCEMENTS O ORGANIZATIONAL STRUCTURE IS DEFINED 0 IDENTIFIED PERSONNEL ARE PERFORMING NEW SCHEDULING RESPONSIBILITIES AND ORGANIZATION WILL BE FULLY FUNCTIONAL AFTER OUTAGE . ~..

ACCOMPLISHMEXTS O ISSUES REVIEW GROUP t O NEW MAINTENANCE RULE O SERVICE WATER ASSESSMENT TEAM O MOV PHASE-TWO TEAM O GOING WELL THIS OUTAGE O ELECTRICAL DISTRIBUTION SYSTEM FUNCTIONAL ANALYSIS O 10CFR20 RULE CHANGE O INDUSTRY AWARENESS O VISITING OTIIER PLANTS - i-O LEARN IIOW OTHERS DO BUSINESS (OPERATIONS, MAINTENANCE AND HEALTH PHYSICS) O INCREASED ATTENDANCE ATINDUSTRY MEETINGS O INCREASED PARTICIPATION IN INPO O INCREASED PARTICIPATION IN OWNERS GROUP ACTIVITIES O ABOUT 250 TRIPS THUS FAR ~ (35)

CHALLENGES AHEAD O KEEPING PRIORITIES ALIGNED O CONTINUE WITH BACKLOG REDUCTION PLANS O CONTINUE TO IMPROVE EMPLOYEE ATTITUDE TOWARDS CORRECTIVE ACTION O OVERALL THE CORRECTI.VE ACTION PROCESS HAS BEEN ACCEPTED AND IS BEING USED O SOME SMALL POCKETS OF RESISTANCE TO PROGRAM PERSIST O WORKING WITH MANAGERS AND SUPERVISORS IN AREAS WHERE RESISTANCE PERSISTS TO ENSURE PERSONNEL KNOW MANAGEMENT EXPECTATIONS AND IMPORTANCE OF USING ESTABLISHED PROGRAMS O CONTINUE TO REDUCE PERSONNEL ERRORS O MANAGEMENT ACTIONS: INCLUDE PERFORMANCE OF ROOT CAUSE EVALUATION, REINFORCEMENT OF MANAGEMENT EXPECTATIONS AND PERSONNEL ACCOUNTABILITY FOR PERFORMANCE (I)

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PRIORITIES O INCREASE EFFECTIVENESS OF NUCLEAR ASSURANCE GROUPS IN REVIEWING PLANT SUPPORT ACTIVITIES; TOWARDS GOAL OF ENCOURAGING EXCELLENCE THROUGHOUT WOLF CREEK ORGANIZATION BY: O INCREASING TECHNICAL SKILLS O INCREASED M ANAGEMENT INVOLVEMENT O DEVELOPING POSITIVE ATTITUDES TOWARDS CHANGE AND CONTINUED IMPROVEMENT O SYNERGY OF NUCLEAR ASSURANCE OVERSIGHT GROUPS O FOSTER BELIEF WHEN WEAKNESS IS IDENTIFIED, WE MUST UNDERSTAND THE FINDING, ACKNOWLEDGE IT AND THEN WORK TO STRENGTHEN AFFECTED AREA O FOSTER BELIEF THAT EVALUATION PROCESS PROVIDES USEFUL INSIGHT AS TO HOW WELL WE CARRY OUT OUR EFFORTS RELATIVE TO OTHERS IN INDUSTRY O SUPPORT PEP PROCESS AND IT'S EFFORTS TO ELIMINATE ROAD BLOCKS THAT KEEP WCNOC FROM BEING AN EXCELLENT PERFORMER IN ALL AREAS (38)

PRIORITIES O INCREASE EFFECTIVENESS OF INTERFACE WITH THE REGULATORS THROUGH: O IMPROVED PERSONNEL WILLINGNESS TO SHARE WITH REGULATORS WHAT WE DO WELL RELATIVE TO OTHER UTILITIES O FOSTER AN UNDERSTANDING THAT NRC HAS A MANDATE BY LAW AND INPO HAS A MANDATE BY INDUSTRY DIRECTIVE TO REVIEW OUR WORK AND ASSURE IT MEETS HIGH QUALITY AND SAFETY STANDARDS O INCREASED MEETINGS WITH AND INFORMATION FLOW TO THE RESIDENT INSPECTORS AND OTHER NRC STAFF / MANAGEMENT (39)

l ACCOMPLISHMENTS O PRIORITIES WERE CLEARLY DELINEATED TO ALL PERSONNEL IN THE AUGUST 1992 EDITION OF " WOLF TRACKS" O ADDITIONALLY THESE GOALS ARE BEING ROUTINELY REITERATED AT STAFF, DIVISION AND PLANNING MEETINGS l l <=

e ACCOMPLISHMENTS O REGULATORY PERFORMANCE O REGULATORY SERVICES WAS REORGANIZED INTO A LICENSING GROUP AND A REGULATORY COMPLIANCE GROUP O REASSIGNED A MANAGER WITH NECESSARY ATTRIBUTES TO LEAD REGULATORY SERVICES O BROUGHT IN PROVEN SUPERVISOR FROM A SUCCESSFUL PLANT O ADDED PERSONNEL AND INCREASED EXPERIENCE THROUGli ROTATION AND HIRING O ISSUED REVISED REGULATORY COMMITMENT MANAGEMENT PROGRAM O REGULATORY COMMITMENT ADVISORY USERS GROUP FORMED O INCREASED COMMUNICATIONS WITH SENIOR RESIDENT INSPECTOR BY: O MANAGER QUALITY ASSURANCE AND SUPERVISOR REGULATORY COMPLIANCE HAVING WEEKLY MEETINGS WITH SENIOR RESIDENT INSPECTOR O REGULATORY SERVICESbERSONNEL TAKING A MORE PROACTIVE l'0LE IN SUPPORTING THE SENIOR RESIDENT INSPECTOR O WEEKLY MEETINGS BETWEEN KEY WOLF CREEK MANAGERS AND NRC SENIOR RESIDENT INSPECTOR TO HEAR AND ADDRESS CURRENT CONCERNS AND SUPPORT NEEDS (41)

ACCOMPLISHMENTS l l O QUALITY ASSURANCE EFFECTIVENESS INCREASED O QUALITY DIVISION WAS CONSOLIDATED INTO TWO GROUPS O Tills ACTION STREAMLINED QA AND QC FUNCTIONS O INITIATED DISCUSSIONS WITil REGION IV UTILITIES ON CH ANGING REGULATORY COMMITMENTS - O TO ENHANCE EFFECTIVENESS OF Tile QUALITY ASSURANCE PROGRAM O STUDYING TECilNICAL SPECIFICATION CHANGES O CONTACTED PLANTS SUGGESTED BY INPO AS HAVING OUTSTANDING QUALITY ASSURANCE PROGRAMS O CONSOLIDATED QA CORRECTIVE ACTION DOCUMENTS (QPVS AND QPDS) INTO WCNOC'S CORRECTIVE ACTION PROCESS - PIRS O QA EVALUATORS AND SUPERVISORS IIAVE ATTENDED TRAINING TO INCREASE INTERPERSONAL AND COMMUNICATION SKILLS O IMPLEMENTED AN INITIAL ROTATION PROGRAM OF HAVING NON-QA PERSONNEL ASSIGNED AS QA EVALUATORS FOR 12 TO 24 MONTHS O EXPANDED USE OF WCNOC PERSONNEL FOR TECHNICAL ASSISTANCE IN QA AUDITS IN AREAS OF HEALTH PHYSICS, E-PLAN, SECURITY, ODCM, ENGINEERING AND OPERATIONS O QA IIAS DEVELO, PED MISSION STATEMENT AND MOTTO AS RESULT OF CONSOLIDATED EFFORT IN DEVELOPING A 5 - YEAR PLAN (1993 - 1998) O QA PERFORMING INTERVIEWS WITil PLANT SUPERVISION / MANAGEMENT AND QA EVALUATORS TO OBTAIN CUSTOMER NEEDS (42)

i 1 ACCOMPLISHMENTS l [ l O NUCLEAR SAFETY ENGINEERING WAS MOVED INTO NUCLEAR ASSURANCE O TO PLACE GROUPS WITH LIKE FUNCTIONS TOGETHER FOR MORE EFFECTIVE USE OF l AVAILABLE RESOURCES O ITIP'S INCORPORATED INTO NUCLEAR SAFETY ENGINEERING ACTIVITIES TO STRENGTHEN INITIAL REVIEWS O QUALITY ASSURANCE IS PERFORMING A SURVEILLANCE ON ITIP PROGRAM 0 IMPROVED RESOURCE UTILIZATION - SHARING OF PERSONNEL O THIS BREAKS DOWN DEPARTMENTAL AND DIVISIONAL BARRIERS, ENCOURAGES TEAMWORK, ALLOWS SHARING OF EXPERTISE WHILE ENLIGHTENING PERSONNEL TO DIFFICULTIES FACED BY OTHER ORGANIZATIONS (43)

1 ACCOMPLISHMEXTS O CORRECTIVE ACTION PROGRAM O ACCORDING TO A RECENT QUALITY ASSURANCE AUDIT: l l 0 PERSONNEL UNDERSTANDING AND USE OF PIR PROCESS HAS IMPROVED i O TRAINING IN ROOT CAUSE ANALYSIS WAS BENEFICIAL l O PROGRAM PROCEDURES HAVE IMPROVED l O IMPROVED ROOT CAUSE EVALUATIONS O PIR TEAM EXPANDED TO CORRECTIVE ACTION EXECUTIVE REVIEW GROUP O CORRECTIVE ACTION REVIEW TEAM ESTABLISHED TO INDEPENDENTLY EVALUATE ROOT CAUSE EVALUATIONS AND IDENTIFY AREAS WHERE ADDITIONAL COACHING IS NEEDED (44)

ACCOMPLISHMEXTS O SELF ASSESSMENT O MID - TERM SELF - SALP ASSESSMENT SCHEDULED: JULY 1993 O SELF ASSESSMENT POLICY BEING DEVELOPED O PILOT " PRIDE TEAM" BEING ESTABLISHED IN REGULATORY COMPLIANCE O STAR "STOP THINK ACT REVIEW" - SELF CHECKING PROGRAM ESTABLISHED O WCNOC USE OF INCIDENT INVESTIGATION TEAMS CONTINUES (45)

CHALLENGES AHEAD O CONTINUE TO IMPROVE IN THE FOLLOWING AREAS: O CORRECTIVE ACTION O SELF ASSESSMENT O QUALITY ASSURANCE O REGULATORY PERFORMANCE O COORDINATE AND FULLY INTEGRATE ALL ACTIVITIES O MAINTAIN TALENTED STAFF WITH HIGH WORK ETHICS O TEAMWORK, OWNERSHIP, ACCOUNTABILITY O MAINTAIN MANAGEMENT OVERSIGHT - (46) ~

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l PHILOSOPHY BEHIND l SELF-SALP 1 O PART OF PEP ACTION PLAN 3.2.1 "SELF-ASSESSMENT" O UNDERLYING PRINCIPLES: O SELF-IDENTIFICATION O SELF-EVALUATION O SELF-RESOLUTION O UNDERSTAND HIGHER RELATIVE IMPORTANCE OF SA/QV FUNCTIONAL AREA

PHILOSOPHY BEHIND SELF-SALP O PROMOTES TEAMWORK AND OWNERSHIP O BE MORE CRITICAL OF OURSELVES THAN OUTSIDE l MONITORING OR REGULATORY AGENCIES O MODELED AFTER SUCCESSFUL UTILITY PROGRAMS - R.ECOGNIZED BY NRC O POSITIVE CULTURAL SHIFT-(49)

i SELF-SALP l O PROGRAM IS AN INTEGRATED EFFORT TO COLLECT AND CRITICALLY EVALUATE AVAILABLE MANAGEMENT INSIGHT, DATA AND OTHER INFORMATION RELATED TO OVERALL OPERATION OF WCNOC O DATA COLLECTION AND ASSESSMENT PERFORMED IN STRUCTURED MANNER TO BETI'ER UNDERSTAND REASONS FOR OUR PERFORMANCE. O STRIVE FOR CONTINUOUS IMPROVEMENT IN THE WAY WE CONDUCT BUSINESS AND OUR REGULATORY PERFORMANCE. O PROGRAM ESTABLISHED AND WILL RECEIVE FURTHER ENHANCEMENTS. O METHOD CONSISTENT WITH NRC MANUAL CHAPTER 0516, " SYSTEMATIC ASSESSMENT OF LICENSEE PERFORMANCE" (50)

SELF-SALP O SELF-SALP BOARD COMPOSED OF MULTI-DISCIPLINARY TEAM (FIVE TO SEVEN MEMBERS) OF INDIVIDUALS KNOWLEDGEABLE OF WCNOC PERFORMANCE AND REPRESENTED BY PERSONNEL FROM KEY AREAS: O REGULATORY SERVICES - CH AIRh1 AN 3 O OPERATIONS O h1AINTENANCE AND A10DIFICATIONS O QUALITY ASSURANCE O ENGINEERING OR SYSTEh! ENGINEERING OR PLANT TECHNICAL SUPPORT O ADDITIONAL SUPPORT FROht: O h1 EMBERS OF PSRC, NSRC, NSE O IIEALTil PHYSICS O Eh1ERGENCY PLANNING O SECURITY O CONTRACTORS O MEMBERS WILL RECEIVE TRAINING: JUNE 1993 (51) t w y 4 ru,~ -..<v, ...r.~.ec......, +.,......, m ..w = v. .x.wr = +-. -c.y. y,,, ,-w-> w

SELF-SALP O FUNCTIONAL AREAS / EVALUATION CRITERIA: O FUNCTIONAL AREAS: O PLANT OPERATIONS O RADIOLOGICAL CONTROLS O M AINTENANCE / SURVEILLANCE O-EMERGENCY PLANNING O SECURITY O ENGINEERING / TECHNICAL SUPPORT O SAFETY ASSESSMENT / QUALITY VERIFICATION O EVALUATION CRITERIA: O ASSURANCE OF QUALITY / M ANAGEMENT INVOLVEMENT O IDENTIFICATION AND RESOLUTION OF TECilNICAL ISSUES O ENFORCEMENT lilSTORY O OPERATIONAL EVENTS O STAFFING O EFFECTIVENESS OF TRAINING AND QUALIFICATIONS O KEY PERFORM ANCE & TREND INDICATORS

SELF-SALP O COLLECTS APPLICABLE INFORMATION AND DISSEMINATES TO TEAM FOR DETAILED SELF-ASSESSMENT. O INFORM ATION SOURCES UTILIZED IN Tills SELF-ASSESSMENT ACTIVITY: O NRC INSPECTION REPORTS (BOTil ROUTINE AND SPECIAL) O APPLICABLE CORRESPONDENCE TO AND FROM Tile NRC O WCNOC RESPONSES TO NOTICES OF VIOLATIONS AND REVIEWS OF NRC IDENTIFIED NON-CITED VIOLATIONS. O WCGS LICENSEE EVENT REPORTS O PREVIOUS NRC SALP REPORT AND WCNOC'S RELATED RESPONSE. O RESULTS OF KEY NRC / WCNOC MANAGEMENT MEETINGS. O QUALITY ASSURANCE AUDITS AND SELECTED SURVEILLANCES: O INCLUDING ANY QUALITY PROGRAM FINDINGS AND RECOMMENDATIONS FOR IMPROVEMENT. O SELECTED ASSESSMENTS BY OTIIER ORGANIZATIONS, SUCil AS INDUSTRY EXPERIENCE, PLANT SAFETY REVIEW COMMITTEE, NUCLEAR SAFETY REVIEW COMMITTEE, NUCLEAR SAFETY ENGINEERING AND SELECTED SELF-ASSESSMENTS PERFORMED. O SIGNIFICANT PERFORMANCE IMPROVEMENT REQUESTS (PIR's). O KEY PLANT PERFORMANCE INDICATORS AND TRENDS O MONTiiLY MANAGEMENT REPORTS. O ITIPS O RADIOLOGICAL OCCURRENCE REPORTS. (53)

a SELF-SALP O

IIARDWARE FAILURE ANALYSIS REPORTS. O OTilER CORRECTIVE ACTION DOCUMENTS. O RESULTS OF INCIDENT INVESTIOATIONS AND SIGNIFICANT EVENTS AT WCNOC. O STATUS OF KEY INITIATIVES AND / OR M AJOR PROGRAMS UNDERWAY (PEP). O INTERVIEWS WITil KEY MEMBERS OF PLANT M ANAGEMENT, SUPERVISORS, PERSONNEL AND OTilERS INCLUDING Tile NRC SENIOR RESIDENT INSPECTOR AND NRR PROJECT MANAGER FOR WCNOC, O REVIEWS OF RESULTS FROM RECENT INPO VISITS TO WCNOC. I O SELF-SALPS WILL TYPICALLY BE CONDUCTED TWICE PER NRC SALP EVALUATION PERIOD. O FIRST ONE MONTil BEFORE PERIOD MID-POINT TO PROVIDE BENCilMARK FOR PERFORM ANCE TRENDS. O SECOND TWO MONTilS BEFORE END OF SALP PERIOD TO ALLOW TIME FOR INITIATION OF ANY FURTilER ACTIONS TO IMPROVE WCNOC*S PERFORM ANCE. (54)

SELF-SALP RESULTS 1 l O WRITTEN REPORT PROVIDED TO MANAGEMENT FOR. 4 REVIEW i O RECOMMENDATIONS WILL BE ADDRESSED TO EXECUTIVE MANAGEMENT FOR EVALUATION O ACTIONS WILL BE ASSIGNED TO PROPER LINE 1 ORGANIZATIONS 3 O ADDRESS ADVERSE TRENDS - HEIGHTEN AWARENESS i TO GENERIC ISSUES O INTEGRATE WITH CORRECTIVE ACTION PROGRAM TO-i . ACHIEVE SYSTEMATIC IMPROVEMENTS O MONITOR ISSUE RESOLUTION EFFECTIVENESS 4

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SUMMARY

l 4 O PEP IS ALIVE AND WELL l O PEOPLE ARE COMMITTED TO THE PEP PROCESS O PROGRESS IS BEING MADE ON PEP ISSUES BY BOTH THE ACTION PLAN TEAMS AND THE LINE ORGANIZATIONS O THE MAJOR BENEFITS TO DATE ARE AN IMPROVEMENT.IN ATTITUDE, INCREASED TEAM WORK AND AN ONGOING EFFORT TO RESOLVE WOLF CREEK PERFORMANCE ISSUES. (57)

4 e, CORPORATE CULTURE 7 O MANAGEMENT TOURS 4 O IMPROVED TEAMWORK BETWEEN EXECUTIVE. STAFF MEMBERS O STRATEGIC PLANNING O NEW " PERFORMANCE ACHIEVEMENT REWARD" AND " MANAGEMENT INCENTIVE" PROGRAMS -}}