ML20044B042
| ML20044B042 | |
| Person / Time | |
|---|---|
| Site: | Calvert Cliffs  |
| Issue date: | 07/13/1990 |
| From: | Creel G BALTIMORE GAS & ELECTRIC CO. |
| To: | |
| Shared Package | |
| ML20044B041 | List: |
| References | |
| PROC-900713, NUDOCS 9007170238 | |
| Download: ML20044B042 (202) | |
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CALVERT CLIFFS NUCLEAR POWER PLANT PERFORMANCE IMPROVEMENT PLAN i IMPLEMENTATION PROGRAM L
- . July 1989 L
LO u PNpand by the - Nuclear Enemy Dirlslon of [ Baltimon Ga k Electric Company , , r i I l G. C. Cresi Vice President - Nuclear Energy O rim'1m n P um:nPDC
a d O . L . . CALVERT CLIFFS NUCLEAR POWER PLANT l g PERFORMANCE IMPROVEMENT PLAN. L IMPLEMENTATION PRDGRAM Revision 3 - July 13,1990 1 O , s PIP PREPARED BY NUCLEAR SAFETY AND PLANNING DEPARTMENT NUCLEAR ENERGY DIVISION BALTIMORE gas & ELECTRIC COMPANY 'O - P
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~ TABLE OF CONTENTS
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L' Section E!n - Eaga l L l Ust of Tables iv Ust of Acronyms v : o .;
1.0 INTRODUCTION AND BACKGROUND
1-1 ;
; 1.1 PIP Implementation Program Format . 11 -[
1.2 PIP Implementation Program, Schedule, Resources and Progress 13-1.3 - . Special Team inspection Long Term issues 1-4. i 1.4 PIP Implementation Program Management Controls .1-4 L 2.0 MANAGEMENT PROCESS IMPROVEMENTS 21 2.1 Management Overview 2-1 , i 2.2 Management Expectations 23' 2.2.1 Performance Standards 2 t 2.2.2 Communications Plan 2 , 2.3 NPP issues-Based Planning 2-9 2.4~ Resource Allocation 2 12 , 2.5 Accountability Improvements 2 13 3 2.5.1 Commitment Tracking System 2 - 2.5.2 J Regulatory Commitment Management Process 2-17 3.0 ORGANIZATIONAL DYNAMICS IMPROVEMENTS 3-1 3.1 Organizationalimprovements 3-1 3 3.2 Managing Organizational and Program Change 3-2 l 3.3 Leadership Conferences 34-3.4 Teamwork and Interfaces 3-6 3.5 Project Management 3 o 3.6 Daily and Outage Work Control 3 10 3.6.1 Site integrated Scheduling , 3-11 3.6.2 Maintenance Work Control 3 13 3.6.3 Operations Improvement Plan 3 15 il Revision 3 - July 13,1990
l 4 v TABLE OF CONTENTS (Continued) Section Ijtle .P_ age
.i 3.0 ORGANIZATIONAL DYNAMICS IMPROVEMENTS (cont.)
3.7 Engineering Planning 3 17 [ 3.8 System Circles 3-19. 3.9 Quality Circles Program 3 21 4.0 ASSESSMENT CAPABILITY IMPROVEMENTS ~ 41- 1 4.1 Plant Operating Experience Wssment Committee 41 i 4.1.1 Operating Experienceiseview 42 1 4.2 Quality Controlimprovements 4-4 l. 4.2.1 Issues Management System 46 4.3 Quality Assurance Internal Assessment improvements 49 i 4.4 Independent Safety Evaluation Unit 4 11 4.5 Safety Assessment 13 - 4.6 Root Cause Analysis improvements 4 .q 4.7 Plant Operations and Safety Review Committee 4-18 V 4.8 Off Site Safety Review Committee . 4 21-4.9 Visiting Other Plants 4 23 L 5.0 ACTIVITY CONTROL IMPROVEMENTS 5-1 5.1 Auxiliary Systems Engineering Unit 5 : 5.2 ProceduralImprovements 5-2 5.2.1 Procedure Upgrade Program 5-2
- , 5.2.2 Surveillance Test Program 5-5 5.2.3 Post Maintenance Testing 5-8 5.3 Configuration Control improvements 5 10 5.3.1 Procurement Program Project 5-10 5.3.2 Eoi oment d Technical Database & Maintenance re lanning System 5-13 !
5.3.3 Technical Manualimprovements 5-16 5.3.4 Design Basis Consolidation 5 19 5.3.5 Records Management / Document Control 5 22 5.3.6 Information Resources Management Project 5 25 ill Revision 3 - July 13,1990
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TABLE OF CONTENTS (Continued) i
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k Section Iltle . Eage j 5.0 . ACTIVITY CONTROL IMPROVEMENTS (cont.) 5.4 , T3chnical Capability improvements 5 28-5.4.1 System Engineer Training 5 28 5.4.2 Minor Modifications 5 30
= 5.4.3 Reliability Centered Maintenance' 5 33 I
6.0 PIP VERIFICATION PROCESSES 6-1.
~ 6.1 Implementation Verification' 61 I
,.. 6.2 - Management Feedback Verification 62 6.3 PIP Effectiveness Verification 6-3' APPENDICES ,
, A PIP Action Plan Schedoles B PIP Action Plan Resources g
C ' PIP Action Plan Progress l" LIST OF TABLES - /, Table Title Eggg ,
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1.1 PIP Implementation Program Section and 4/7/89 PIP Action Plans versus Root Causes 16 1.2 PIP Long-Term Commitments Associated with STI Unresolved items 1-9 1.3 PIP Long Term Commitments Associated with STI Additional Concerns 1-10 y 1.4 Root Causes Addressed by PIP Implementation Program Sections . 4 L' and 4/7/89 PIP Action Plans 1-11 6.1 PIP Effectiveness Verification Matrix 6-6 C.1 PIP Summary Report C-1 l l -t r, iv Revision 3 - July 13,1990
LIST OF ACRONYMS j () ' AGS Assistant General Supervisor. ANSI American National Standards institute ASEU' Auxiliary Systems Engineering Unit ASME American Society of Mechanical Engineers > BG&E Baltimore Gas & Electric Company. CCETS- Calvert Cliffs Equipment Tracking System : CCI.- Calvert Cliffs Instruction . CCNPP Calvert Cliffs Nuclear Power Plant -. CCNPPD Calvert Cliffs Nuclear Power Plant Department CFR Code of Federal Regulations - CMU Configuration Management Unit DES Design Engineering Section Dockret Document Retrieval E&C Electrical & Controls b EPRI Electric Power Research institute EPU Engineering Planning Unit i ETD Equipment Technical Database FCR Facility Change Request FSTC Functional Surveillance Test Coordinator-GS General Supervisor 1 HPES Human Performance Enhancement System , INPO Institute of Nuclear Power Operations l IREP Interim Reliability Evaluation Report ISEU Independent Safety Evaluation Unit ISI In Service Inspection l JUMA Joint Utility Management Audit I K-T Kepner-Tregoe MO Maintenance Order MPS Maintenance Planning System MR Maintenance Request MSU- Management Systems Unit l NCR Non Conformance Report NED Nuclear Energy Division NEDCP Nuclear Energy Division Control Procedure v Revision 3 - July 13,1990 l
., l LIST OF ACRONYMS (Continued)
'NESD Nuclear Engineering' Services Department
- NIPS : Nuclear information Planning and Support NMS. Pluclear Maintenance System )
'NOMD Nuclear Outage Management Department -j
- NPP Nuclear Program Plan 1 NS&PD Nuclear Safety & Planning Department NRC-. Nuclear Regulatory Commission O&M. Operations & Maintenance OMC Outage and Maintenance Coordination Operations and Maintenance Coordinator . u OPMD Outage & Project Management Department 1 OSSRC Off Site Safety Review Committee ;
PES- Plant Engineering Section PIP Performance improvement Plan - PIP IP. Performance improvement Plan implementation Program PM Preventive Maintenance , i- PMT Post Maintenance Testing POEAC Plant Operating Experience Assessment Committee-POSRC Plant Operations and Safety Review Committee ' POU Procurement Quality Unit PUP Procedure Upgrade Program - ! P&PE Plant and Project Engineering E OA- Quality Assurance l QAP Ouality Assurance Procedure - OASSD' Ouality Assurance and Staff Services Department OAU Ouality Audits Unit L. OC Ouality Control OCMU Quality Control Master Unit : l , RCA Root Cause Analysis L< SER Significant Event Report L RCM- Reliability Centered Maintenance SOER Significant Operating Event Report SSFI Safety System Functional Inspection SSTC Site Surveillance Test Coordinator SSTPM Site Surveillance Test Program Manager vi Revision 3 - July 13,1990
r 1.0 lNTRODUCTION AND BACKGROUND Baltimore -- Gas & Electric Company (BG&E) issued its Calvert - Cliffs Performance improvement Plan (PIP) to NRC by letter dated April 7,1989. The PIP - = provided an overview of' BG&E's assessment of changes needed to improve adormance at Calvert Cliffs and to restore it to a top position in the nuclear industry. t also described efforts taken prior to the formulation of the PIP to improve the-management of Calvert Cliffs. BG&E committed to completing identification of resources needed to implement each action, scheduling the necessary activitier associated with the action plans, and developing verification plans by July 31,1989. In addition, BG&E's June 21, 1989 response to NRC's Special Team inspection (STI) Report (Inspection Report Nos. 317/89-200; 50-318/89 200)
, stated that certain long term corrective actions would be addressed as part of the PIP (see Section 1.3 below). BG&E's presentation to NRC Region I management at the July 20,1989 Enforcement Conference addressed long-term upgrades under the PIP which wiX resolve STI concerns.
This PIP Implementation Program documents BG&E's plans and progress related to all of its PIP commitments. 1.1 PIP Imolementation Procram Format The presentation of the Action Plans in the PIP Implementation Program significantly differs from the format used in the PlP. The format changes reflect the evolving process of the PIP. The PIP Implementation Program format has been chosen to show integration of Action Plans for cohesive, verifiable, long-term pedormance improvement.
.Each Action Plan in the PIP Implementation Program includes an introductory
. paragraph as well as a descriation of Outcome /Results, Methods, Resources,-
Responsibility, and Verification. Tie introductory paragraph gives a brief overview of i the action plan. The Outcome /Results Section presents the desired outcome and end results to be achieved through the performance of the Action Plan. The Methods Section describes the major steps required- to pedorm the Action Plan. The. Resources Section identifies the resource requirements to perform the Action Plan consistent with the Action Plan schedule. The Responsibility Section identifies who is responsible for the accomplishment of each Action Plan. The Verification Section 3 resents the methods that will be used to monitor and confirm that specific Action Plan requirements have been met. Due to the diverse nature of the various Action Plans, a three-part verification process has been developed. The three parts are: o implementation verification - This provides assurance that the initial requirements for performance of the Action Plan have been met. o Feedback verification - This provides an on going assessment of the performance of an Action Plan. This includes trend monitoring, management observations, feedback from workers, and performance appraisal. 1-1 Revision 3 - July 13,1990
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/. o Effectiveness verification - This provides a thorough overview l d assessment that = is- modeled upon NRC - vertical-slice inspection , l c.
techniques.= These assessmer:ts will focus on program effectiveness in j the areas of:
- Management and Quality Assurance,
- Setf Assessment and Events Analysis, Design and implementation Processes, Interfaces and Support for Maintenance and Operations .
Functions. : The PIP described' the process of analyzing symptoms and ascribing appropriate root causes. We ound that our declining -performance could be4
- attributed to 11 root causes. These were:
1 . Insufficient expectations and performance standards,
- 2. Insufficient accountability,
- 3. Insufficient vertical and horizontal communications,
- 4. Insufficient communication of vision, direction, and performance :
' expectations by senior management,
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'U 5. Insufficient definition of interdepartmental roles, interfaces, and responsibilities,
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- 6. Insufficient planning,
- 7. Insufficient depth of assessment and root cause analysis,
- 8. Insufficient monitoring, follow-up, and trending, 1
- 9. Insufficient issue discovery,
- 10. Insufficient scheduling and prioritization, and
- 11. Insufficient resource allocation.
l- Correlation of PIP Implementation Program sections with PIP Action Plans and-associated root cause numbers defined above is shown in Table 1.1. Table 1.4 shows the same information sorted by root cause. None of the. Action Plans contained in the PIP has been deleted or downgraded in importance. However, all of them have been ranked in priority relative to each other for planning and resource projection purposes. Action Plans - have been rearranged in this submittal by their functional relationship rather than by root cause groups as in the PIP. This new arrangement is as follows: -
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y o ' Management Process improvements (Section 2.0)-
- Action Plans ' related to setting- goals and priorities,. management -
.. planning, resource allocation,- and accountabiity are includec under- -,
- th'e tab.
- o. . Organizational Dynamics improvements (Section 3.0) q
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Action Plans related to improving management skills, imxoving: I intergroup communications, and aerforming work in- 3G&E's- f organization structure are included uncer tnis tab. , : m o Assessment Capability improvements (Section 4.0) Action Plans related to self assessment of activities for safety 'l significance, root cause analysis, improving effectiveness- of quality assurance and quality control, and improving BG&E's understanding of 1 nuclear industry problems for application at Calvert Cliffs are included under this tab. o Activity Control improvements (Section 5.0) - Action Plans related to improving technical capabilities, upgrading procedures, improving the procurement and maintenance processes, and improving design basis document control are included under this tab. 7~ :o- PIP Verification Processes (Section 6.0) The methods by which PIP implementation and effectiveness will be verified using the verification methods described above are included under this tab. 1.2 PIP Imolementation Proaram. Schedule; Resources and Proaress The schedules for the Action Plans as of this revision are shown in Appendix l-
- A. These schedules were developed based on resource allocation according to Action Plan priority. Since performance imarovement is intended to be, and expected to be, a dynamic process, additiona program refinements are likely and
-may result in schedule changes. We will factor these changes into our- overall-implementation and verification programs as they are identified.
Overall resource requirements for the Action Plans are shown in Appendix B. Specific resource requirements for the development and implementation of individual Action Plans will be refined as necessary as the implementation Program proceeds. l <
, A summary of progress made on all Action Plans during the previous quarter is shown in Appendix C. This appendix will be updated periodically.
, 1-3 Revision 3 - July 13,1990
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i f ( 4 s 1 o , -1.3 Soecial Team Insoection Lono Term lasues
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m' . BG&E's June 21, 1989 response to the STI Report stated that certain long-term corrective actions would be addressed in the PlP. We compared NRC s
. observations of management deficiencies at Calvert Cliffs with the PlP Action Plans. >
. There is agreement between BG&E and NRC as to the nature of many of the-management problems. This provides BG&E with'added confidence that the PIP !
. Action Plans have a sound basis.
\. In preparing the PIP Implementation Program, each of the resaonses to the . STI Report was reviewed and PIP long-term commitments were adc.ressed in the f
. Action Plans contained in Sections 2.0 through 5.0. Short-term items from BG&E's - :
Restart Commitments letter dated May 23,1989 and from BG&E's STI response letters dated June 21,1989 and July 19,1989 are addressed separately and are not aart of- the PIP. The Action Plans, as further developed herein, appropriately ' L ncorporate 'STI long-term commitments. Tables 1.2 and 1.3 correlate PIP o implementation Program section nunibers to the appropriate long-term commitments b related to STI Unresolved items and Additional Concerns, respectively, p p l 1.4 PIP Imolementation Procram Manaaement Controls
, a Because the PIP Implementation Program is a large-scale, long-term program, a number of management controls have been instituted. To assure that the PIP-IP is
!. consistent BG&E with project management policies (see Action Plan 3.5, Project-L Management), a formal change control process was implemented on November 8, O(./ 1989. The Change Control process rec uires appropriate management level approvpl ,
, for any proposed changes to Action Plans which would affect scope, milestone , l l, critical path schedule or resources.- This process is documented in the PIP Planning Manual, which was issued to all PIP Action Plan Managers.
A number of methods are used to monitor and control PIP implementation Pro gram status. These include: o Bi-weekly Action Plan manage each Action Plan managerivetoprogress g,r status against reports TheseThis milestones. areisfilled in by ; summarized for each Action Plan and issued at the Bi weekly' PIP Status meeting.
- o. Bi-weekly. PIP Status meetings - These meetings, run by PIP Program Manager-include Managers, General Supervisors and Action Plan managers. The meeting agenda is structured to include biweekly.
Action Plan progress, " heads up" reports on items of common interest, Manager and General Supervisor expectations, and overall program. i progress. The minutes of these meetings, including arogress reports on each Action Plan are issued to the VP-NED and N anagers the day after the meeting. Summaries are also issued separately to the- a Chairman of the Off Site Safety Review Cornmittee and to the Chairman of NRC's Calvert Cliffs Assessment Panel. 1' A " milestone" is an action statement (usually the " methods") contained in the l O eie "ich i eccomeii hee t"< vo" certei" chee"'ee ectiv't'e . c mPietio" of the scheduled activities constitutes meeting the " milestone". l 1-4 Revision 3 - July 13,1990
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o- ' The PIP Program Manager, or .his representative,
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, \ g' ' attends Daily; meeting the 8 A M daily plant meeting and discusses current concern or items of interest as a standard agenda item at the meeting.
1 E o Two-week "lookaheads" -' Action Man managers receive a list of PIP 0 L activities and milestones scheduled within the following two weeks and Y l at each bi weekly PIP status meeting. Milstones-only versions of these ! reports are distributed weekly at the 8 AM daily plant meeting, j o Management Review Board - PIP is a standard agenda item at the regular. Management Review Board meetings conducted by the VP- j NED and Managers, i l o
- o. . Verification activities - These are discussed in detail in Section 6.0, PIP Verification Processes.
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Table 1.1-PIP Implementation Program Action Plans
. versus 4/7/89 PIP Action Plans and Root Causes1 l
4/7/89 l PIP Implementation Program PlP Action Associated Root !'
. Section & Descriotion Plan No. Cause Numbers SECTION 2.0 MANAGEMENT PROCESS IMPROVEMENTS -
2.2.1 - Performance Standards ll.B.9 - 1 i 2.2.2 Communications Plan ll.B.3 1, F. e ll.B.4 2.3~ NPP lssues Based Planning II.B.1 6,9,11 } 2.4 Resource Allocation
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2.5 Accountability improvements ll.B.2 2, 8 2.5.1 Commitment Tracking II.B.6 2, 8 - 2.5.2 Regulatory Commitment Management Process -- 2, 8 1 h V'
- Not a PIP.lP ' Action Plan'- .l
- l. SECTION 3.0 ORGANIZATIONAL DYNAMICS IMPROVEMENTS 1
3.2 : Manag'In rganizational and IV.B.5 5, 6 Program hange a 3.3 Leadership Conferences ll.B.11. 3, 5 L 3.4 Teamwork and Interfaces ll.B.7 3, 5 3.5 Project Management II.C.1 5 h 3.6.1 Site Integrated IV.B.3 6,10 Scheduling l 3.6.2 - Maintenance Work ' IV.B.3 6,10 .l -
. Control 3.6.3 Operations Improvement IV.B.3 3,6,11 l Plan 3.7 Engineering Planning IV.B.2 6,10 3.8 _ Systems Circles ll.C.2 3, 5 3.9 Quality Circles Program II.B.8 3, 5 L
16 Revision 3 - July 13,1990
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'l Table 1.1 PIP Implementation Program Action Plans j versus 4/7/89 PIP Action Plans and Root Causes .
(Continued) . 4/7/89 PIP Implementation Program - PIP Action Associated Root - Section & Descriptigo Plan No. Cause Numbers l SECTION 4.0 ASSESSMENT CAPABILITY IMPROVEMENTS 4.1 Plant Operating Experience. Assessment Committee - lil.C.5 8, 9 4.1.1 Operating Experience
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Review -- 8, 91 4.2 Quality Control - Improvements Ill.C.3 8 4.2.1 issues Management System - 8,10 1 4.3 Quality Assurance Internal lli.C.3 8 Assessment G 4.4 Independent Safety ill.C.2 7, 8 -
- 1) Evaluation Unit 4.5 Safety Assessment lil.B.3 7 4.6 Root Cause Analysis Ill.C.4 7 4.7 -- Plant Operations and Safety ill.B.2 8, 9 Review Committee 4.8 Off Site Safety Review 111.B.1 8, 9 -
Committee - 4.9 Visiting Other Plants Ill B.7 9 E, SECTION 5.0 ACTIVITY CONTROL IMPROVEMENTS 7 , j 5.1 Auxiliary Systems IV.B.4 11 Engineenng Unit l 5.2.1 Procedure Upgrade Program II.B.10 1,1,5 L 5.2.2 Surveillance Test Program II.C.5 5
.5.2.3 Post Maintenance Testing Ill.C.7 8 5.3.1- Procurement Program Project Ill.C.6 1, 9 l
1-7 Revision 3 - July 13,1990
o j I Table 1,1 PIP Implementation Program Action Plans 1 versus 4/7/89 PIP Action Plans and Root Causes i (Continued) 4N/89 PIP Implementation Program PIP Action Associated Root Section & Descriotion Plan No. Cause Numbers ' SECTION 5.0 ACTIVITY CONTROL IMPROVEMENTS (cont.) 5.3.2 Ec ulpment Technical Database !
& Maintenance Planning :
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. System II.B.5 3,5,6 5.3.3 Technical Manual .
Improvements ll.C.6 1,5,11 5.3.4 Design Basis Consolidation Ill.B.4 7 5.3.5 Records Management / Document Control -- 1,5,11 1 5.3.6 Information Resources Management Project -- -6,11 1 5.4.1 System Engineer Training lil.B.5 5 5.4.2 Minor Modification Process improvements' Ill.B.6 7 , 5.4.3 L Reliability Centered 1 Maintenance (RCM) lli B.8 8 Notes: 1 Action Plan has been added to the PIP IP in order to imolement' additional n measures- to further address certain root causes identified in the 4R/89 g Performance Improvement Plan. L 18 Revision 3 - July 13,1990
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*',.,., f 97P Table 1.2 Qf PIP Long Term Commitments Associated with STI Unresolved items *
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Unresolved FIP IP , l, -ltem No. Descriotion Section T.t!t L > 4 Temporary Modifications. 4.5 Safety Assessment 4, 5 Lack of Detailed Work 5.2.1 ! Procedure Upgrade-instructions Program 1 6 Incomplete Documentation 3.6.2 Maintenance Work - of Completed Maintenance Control l 5.3.2 - Equipment Technical' " Database and Main-tenance Planning 4 < System 7 Control of Vendor 5.3.3 Technical Manual
, Technical Manuals improvements 5.3.5 ' Records Management /. "
l Document Control-9 No Procedures for 4.2 QC Improvements p . Control of OC
' Inspection Activities -!
.10 No Site Writer's Guide 5.2.1 . Procedure Upgrade for STPs Program .,
9 4 5.2.2 Surveillance Test a
' Program n .
t 14 - No Administrative 5.4.2 Minor Modification Mechanism to Handle Process improve ' , Minor Modifications ments t l i l L
- See BG&E STI response letter dated June 21,1989 O.
l 19 Revision 3 - July 13,1990 j ,,
Table 1.3 j PlP Long Term Commitments Associated with"
- V.\-- STl Additional Concerns * ,
2 Additional? Concern - IP-lP A Descriotion Section -Ill!t I 3 Weaknesses in NED's - 4.0 Assessment Capabil-Corrective Action ity improvements . , Processes 6.0 PlP Effectiveness Verification ..
, 4 _ System Engineering 5.4.1 System Engineer Training 5 Post Maintenance 3.6.2 Maintenance Work I l
. Testing Deficiencies Control-5.2.3 Post Maintenance Testing I
[ . p 7' Procedural Upgrade 5.2.1 . Procedure Upgrade !' Project Weaknesses Project 8 Project Mana ement 3.5 Project Management L Manual Funct onal improvements l Responsibilities 9 Safety Grade Spare 5.3.1 Procurement Program Parts inventory Project-- L 10- Communication of Goals, 2.0 Management Process J Expectations and Improvements i Priorities 12 Divided Responsibility 5.2.2 Surveillance Test ; for Surveillance Test Program Program 5.2.1 Procedure Upgrade Project L l
- See BG&E STI response letter dated June 21,1989 i
1-10 Revision 3 - July 13,1990
4 i w Table 1.4
'l D.
Root Causes Addressed by PIP Impismentation Program V . Action Plans and 4/7/89 PlP Aci!on Plans l l 4/7/89 : PIP Implementation Program PIP Action-Section & Descriotion Plan No. ROOT CAUSE 1: Insufficient Expectations and Performance Standards . l 2.2 Managemer.: Expectations. !!.B.9 - l 2.2.1 Performance Standards ll.B.9 l 2.2.2 Communications Plan ll.B.3 II.B.4 5.2.1 Procedure Upgrade Program II.B.10 l 5.3.1 Procurement Program Project lil.C.6 5.3.3 Technical Manualimprovements ll.C.6 l' 5.3.5 Records Management / Document Control -- O ROOT CAUSE 2: Insufficient Accountability l-
. 2.5 Accountability improvements ll.B.2 2.5.1 Commitment Tracking System II.B.6 3
2.5.2 Regulatory Commitment Management : -- Process , 5.2.1 Procedure Upgrade Program II.B.10 l ROOT CAUSE 3: Insufficient Vertical and Horizontal 1 Communications 2.2.2 Communications Plan ll.B.3 II.B.4 3.3 Leadership Conferences ll.B.11 3.4 Teamwork and Interfaces ll.B.7 p 3.6.3 Operations Improvement Plan IV.B.3 1 3.8 System Circles ll.C.2 s 1-11 Revision 3 - July 13,1990
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= Table 1.4
" PIP Implementation Pro gram Root Causes Addressed
' Action Plans and 4 by/7/89 PIP Action Plans I.' '
(Continued)/ 4/7/89 PlP Implementation Program PIP Action Section & Descriotion Plan No. ROOT CAUSE 3: Insufficient Vertical and Horizontal Communications (cont.) , 3.9 . Quality Circles Program II.B.8 j~ 5.3.2 - Equipment Technical Database ll.B.5 '
& Maintenance Planning System l ROOT CAUSE 4: Insufficient Communication of Vision, Direction l
D and Performance Expectation by Senior Manag,ement I 2.2.2 Communications Plan ll.B.3 l
- il.B.4 1 ROOT CAUSE 5: ' insufficient Definition of interdepartmental O' Roles, Interfaces, and Responsibilities '
I L '3.2. Managing Organizational & Program' IV.B.5 ! l, Change h
- 3.3 Leadership Conferences ll.B.11 3.4 Teamwork arid Interfaces ll.B.7
[ 3.5 . Project Management II.C.1
- 3.8 " System Circles ll.C.2 3.9 Quality Circles Program II.B.8 .
I 5.2.1 Procedure Upgrade Program II.B.10 1 5.2.2 Surveillance Test Program II.C.5 1 5.3.2 Equipment Technical Database ll.B.5
& Maintenance Planning System 5.3.3 Technical ManualImprovements ll.C.6 5.3.5 Records Management / Document Control --
O 5.4.1 System Engineer Training II.B.5 i 1-12 Revision 3 - July 13,1990 O - e n a e,- - - - - - - - - - - - - - _ - - . - - - _ - - _ . - _ - _ _ - . _ _ . - _ _ . _ _ - _
1 I 6: L Table 1.4 i M Root CausesAction Addressed by PIP Plans and 4&/89 Pi Imk Action Planslementation Program l' ' c (Continued) , 4N/89 PIP Implementation Program PIP Action Section & Descriotion Plan No. I ROOT CAUSE 6: Insufficient Planning 2.3 NPP issues-Based Planning II.B.1 3.2 - Managing Organizational & Program IV.B.5 Change. 3.6.1 Site integrated Scheduling IV.B.3 3.6.2 - Maintenance Work Control IV.B.3 l~ 3.6.3 Operations improvement Plan IV.B.3 l. 3.7 Engineering Planning IV.B.2 l 1 5.3.6 Information Resources Management -- H Project. ROOT CAUSE 7:' Insufficient Depth of Assessment and Root Cause Analysis - 4.4 - Independent Safety Evaluation Unit Ill.C.2 4.5 Safety Assessment Ill.B.3 l; 4.6 Root Cause Analysis lil.C 4 I 5.3.2 Equipment Technical Database - II.B.5
& Maintenance Planning System
.5.3.4 Design Basis Consolidation Ill.B.4 l -
5.4.2 Minor Modification Process improvements Ill B.6 l 6.1 Implementation Verification Overview -- L 1-13 Revision 3 - July 13,1990 1-
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l f^ss Table 1,4
\j Root Causes Addressed b PIP Implementation Program Action Plans and 4 /89 PlP Action Plana . l- !
(Co nued) l l J 4/7/89
- PIP Implementation Program - PIP Action Section & Descriotion Plan No.
l ROOT CAUSE 8: Insufficient Monitoring, Follow-up, and Trending .
~ l- 1 2.5 Accountability improvements li.B.2 j
~2.5.1- Commitment Tracking System II.B.6 ' I
'2.5.2 . Regulatory Commitment Management --
Process 4.1 Plant Operating Experience Assessment .l Committee Ill.C.5 ' 4.1.1 Operating Experience Review : lil.C.5 . ll t 4.2 Quality Controlimprovements Ill.C.3
-4.2.1 issues Management System --
l 4.3 Quality Assurance Internal Assessment Ill.C.3 1 I 4.4 ' Independent Safety Evaluation Unit lll.C.2 L , q L 4.7 Plant Operations and Safety Review Ill.B.2 E 4.8 Off Site Safaty Review Committee Ill.B.1 ., 5.2.3 Post Maintenance Testing Ill.C.7 , l L 5.4.3 Reliability Centered Maintenance Ill.B.8 l r~ ROOT CAUSE 9: Insufficient issue Discovery l 2.3 NPP issues Based Planning II.B.1 4.1 Plant Operating Experience Assessment Committee - lil.C.5 3 4.1.1 Operating Experience Review ~ lli.C.5 l l- 4.7 Plant Operations and Safety Review Ill B.2 Committee
' 4.8 Off Site Safety Review Committee Ill.B.1 l 1-14 Revision 3 - July 13,1990
1 f \ , g , aw i Table 1.4 p -( Root Causes Addressed by PIP Implementation Program - )
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Action Plans and 4#/89 PIP Action Plans
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l (Continued) 4 9/89 PIP Implementation Program PIP Action l Section & Descriotion Plaa No. - (~
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ROOT CAUSE 9: insufficient issue Discovery (cor') - ] 4.9 - Visiting Other Plants Ill.B.7 - l 5.3.1 Procurement Program Project lil.C.6 ROOT CAUSE 10: Insufficient Scheduling and Prioritization , t 3.6.1 Site Integrated Scheduling IV.B.3 3-3.6.2 Maintenance Work Control IV.B.3 l. 3.7 ~ Engineering Planning IV.B.2 l ,, 4.2.1 - Issues Management System -- o ROOT CAUSE 11: Insufficient Resource Allocation 2.3 NPP issues Based Planning II.B.1
' 2.4 Resource Allocation
- IV.B.1 3.6.3 Operations improvement Plan IV.B.3~
j . 5.1 - Auxiliary Systems Engineering Unit IV.B.4 5.3.3 Technical ManualImprovements ~ ll.C.6 5.3.5 Records Management / Document Control -- 5.3.6 - Information Resources Management -- Project
- Not a PIP IP ' Action Plan
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{ .' O 1-15 Revision 3 - July 13,1990 L, '
; 2.0' MANAGEMENT PROCESS IMPROVEMENTS l
2.1 Manaaement Over %w l In the PIP, BG&E stated that the Performance improvement Plan is centered -
" on management and organizational offcativeness, in adcition, that report spelled out a number, of management policy and organizational leadersh that had 3
~a lready occurred at Calvert Cliffs. h further stated that the obj ive the PIP is to ;
develop and implement a manageable set of focused actions that will: 1
- o. ' Address previously unidentified causes 'of Calvert Cliffs' decline in performance.
1 o Complement actions already underway to return Calvert Cliffs to high-level performance, o incorporate a process that will systematically identify and provide for '~ timely resolution of performance problems, includin those addressed in this report, any problems not yet identified, and ure problems as
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they arise. -l o incorporate a process that will systematically monitor the progress of these actions. Tnis process will also redirect efforts on those actions that fail to achieve the desired results. At the time the PIP was being developed, NRC was performing a Special Team inspection (STI). The STI report, dated May 23,1989, cited a number of perceived management deficiencies at Calvert Cliffs. We compared NRC's observa-tions of management deficiencies at Calvert Cliffs with the PIP Action Plans. There is agreement between BG&E and NRC as.to the nature of many of the perceived management problems. Many of these were already being addressed by BG&E, - Our' June 21,1989 response to the STI identifies both the short term and long-term plans for resolving our mutual concerns over management deficiencies. In ac'dition, certain long term issues arising' from NRC Inspection Report No. 50 317/89-81,
" Readiness Assessment Team inspection", are also being addressed by the PIP-IP.
4 We recognize that the key to sustained excellence is effective management. Effective management encompasses both process and personal involvement. The process of effective management entails: , o- Setting appropriate organization goals, . o Clearly communicating management expectations for these goals to employees, o- Developing an appropriate strategic plan which addresses the issues pertinent to nuclear plant operation, O 2-1 Revision 3 - July 13,1990
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o Assignin responsibilities for. executin slan, and then holding 1 6 : responsible people accountable for ,ancresubthe ! o Allocating ' resources to effectively implement the plan. ) This process must be dynamic and responsive, it requires effective feedback . a mechanisms to allow progress to be monitored by management and success to be-measured, it must be flexible so that appropriate revisions can be made to the.
; planning and implementation process.
The Nuclear Program Ran (NPP) and its associated issues Based Planning arocess are.the heart of our management process. The NPP will be used to '
"ormalize and internalize the initiatives started under the PIP and new initiatives as-they are defined. Responsibilities will. be assigned and resources will be allocated based on the NPP. Development and refinement of each year's NPP will be based on: ,
,. o The issues Based Planning process, o Performance objective reviews, o . Input from independent safety and quality monitoring entities such as NRC, INPO, and BG&E internal organizations (e.g., GA, QC, Plant Operations and Safety Review Committee, Off Site Safety Review - .
Committee, and Independent Safety Evaluation Unit), and - o issues that arise from industry (e.g., NUMARC). O' BG&E will facilitate effective management control through these processes. 4 Just as important to effective management are the personal aspects: L -
.o Providing leadership, o Motivating and encouraging, o Allowing for personal and professional growth, L. o Encouraging and accepting feedback, o Developing and assuring open communications, and i o Eliminating fear and rewarding achievement.
These aspects play prorninent roles in our overall management strategy as well as in our Performance improvement Plan. l. L 2-2 Revision 3 - July 13,1990 -
.0
r , 2.2 Manaaement Exoectationsi To perform : effectively, an organization's employees must know' what -is
-I expected of them. Even the best employees perform below expectations if those
' expectations are not clearly understood throughout the employee's organization.
Declining performance at Calvert Cliffs was due in part to insufficiently defined and e understood management expectations. It was not clear to all employees that a high
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level of concern for safety and quality was expected, or that industry issues were to - be tracked, evaluated; and acted upon. Of equal importance, is for employees to
. know what they can expect of Management. To accomplish this, the following set of
" Mutual Obligations" was developed:
SAFETY AND QUALITY ARE MORE IMPORTANT THAN PRODUCTION:- o MANAG3 MENT WANTS PROBLEMS IDENTIFIED o A QUESTIONING ATTITUDE IS AN IMPORTANT PART OF SAFETY , o WHEN IN DOUBT, PROCEED CONSERVATIVELY
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o PROCEDURES AND SAFETY PRACTICES MUST BE FOLLOWED o' RESOURCES WILL BE PROVIDED TO DO THE JOB RIGHT- , l L o - DO THE JOB RIGHT THE FIRST TIME
-)
.o PAY ATTENTION TO DFTAIL ;
SAFETY AND QUALITY WILL LEAD TO EFFECTIVE PRODUCTION These " Mutual Obligations" have been issued to Calvert Cliffs personnel under the programs described in Section 2.2.2.uWe will continue to reinforce management expectations so that they will not be forgotten or misinterpreted. ] The following subsections describe the methods of communicating manage-L ment expectations to Calvert Cliffs personnel, i j [ - i l' 1
- Effectiveness verification (See Section 6.3) of Management Expectations was l p performed as part of the Management and Quality Assurance Assessment -
completed (4/27/90); documentation on file. This area will be reassessed with respect to Performance Standards (see 2.2.1) as part of the Design and k Implementation Assessment. l 23 Revision 3 - July 13,1990 _ l
i, 2.2.1 Performance Stmdards ,t in reviewing 'ihe list of symptoms and root causes determined during the s development of tt e PIP, it became clear that there were instances in which employees were not sure of what was specifically expected of them by their supervisors. This Unding was corroborated by the NRC STI Report. The purrof e of this Action Plan, in conjunction with the Communications Plan r' (Section 2.2.2, is to develop a performance management process whloh uses performance s)tardards, appraisal ski;is and communication ski!!s to improve the understanding of,ob expectations between supervisors and their emp!oyees. Training (or, site or offsite) will be available to all Supervisors, and communi - cation effectiveness will be an element of their periodic performance appraisals. OUTCOMES /RESULTS The results to be achieved under this Action Plan include: o Developing a pilot program on site to write performance standards for employees of sobeted Sections / Units. Initialy, the Operations, Chemis-try, and Planning and Support Sections will participate. The value of the pilot program will be assessed for possible expansion to other sections and units, o Training s6!*cted supervisors in Performance Management techniques. O e a chima s>< evee <t me'ma 8 t job expectations. e eP <<i e< me -Pov i ' METHODS The methods for performing this Action Plan are:
- 1. Provide Supervisory Training Courses.
- 2. Conduct an onsite pilot performanca standard warkshop designed for a particular Section/ Unit based on General Supervisor / Supervisor request.
- 3. Use performance standards for futuis appraisal period. The schedule for th% Action Plan is presentoo in Appendix A, PIP Action Plan Schedules.
RESOURCES See Appendix B PIP Action Plan Resources. RESPONSIBILITY , The responsibility for this Action Plan is assigned to: o Determine need for performance standards each GS and Supnrvisor. 24 Revision 3 - July 13,1990 , m w
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< Er~ o Schedule Supervisor Training Course Supervisor Training Support .i Unit.
o Schedule workshops Supervisor, Management Systems Unit. , a i
? - VERIFICATION i L l Implementation verification: )
- 1. Verify selected supervisors receive Performance Management Training. I
- 2. Verify that participating supervisors develop Performance Standards for
< their Sec.tions/ Units.
Feedback verification:
- 3. Verify program effectiveness by increased accountability of worker .
actions. l i
- 4. Verify program effectiveness through the Employee Opinion Survey and other surveys which will indicate if detailed job expectations are i effectively communicated to employees. ;
1 Effectiveness verification:
- 5. Effectivoness of Performance Standards will be ayessed as part of the Management and Quality Assurance Assessment and the Design and O implementation (FCR) Assessment described in Section 6.3.
7 r i P 1 Completed (4/27/90); documentation on file. 25 Revision 3 - July 13,1990
e ,. 1 i , l 2.2.2 Communications Plan V The management of Calvert Cliffs recognized in late 1988 the need to improve j both the contents and mechanisms of site wide communications. A Communications Plan was subsequently developed and implemented to address this need. The NRC r STI Report also identified a need to clearly communicate shared visions of goals and objectives. The Communications Plan is designed to address both vertical and horizontal !
, communications, it includes both written and verbal communications methods to- !
achieve the goal and enhances our existing efforts, which include: i o The NPP and associated updates. l 4 o Hand outs of the NPP Goals and Expectations (" Mutual Obligations") to l ! all employees, o Periodic, specific issues based meetings conducted by VP NED w.;h site Sections. o Dr. going bulletin board announcements featuring the NPP goals, performance indicators, and information/ rumor control bulletins. , o Calvert Cliffs Newsletter articles focusing on performance and expec - : tations. o A revision to the widely distributed Calvert Cliffs Daily Report providing O, additional focus on our top goals. L o Assigning a full time, dedicated communications professional to Calvert ! l Cliffs. This person is responsible for making communications more effective with employees, the local community, and the press, e o Establishing Calvert Cliffs as a top priority in the Corporate Communi- I cations support groups located off site. The Calvert Cliffs staff is - L workin closely with the off site groups, sharin information and i i develo ing additional methods for providing ongoi focus on Calvert Cliffs' rimary goals and expectations. The Communications Plan represents an ongoing program designed to ensure site goals and management expectations are consistently communicated and reinforced at all levels in the organization. , i I
- OUTCOME /RESULTS The results to be achieved under this Action Plan include:
o Consistent communication and reinforcement of goals and manage-ment expectations (" Mutual Obligations"). l o Keen awareness by Calvert Cliffs employees of the contents of the NPP. 2-6 Revision 3 - July 13,1990
5 t () O o Feedback to management on employees' ideas, concerns and sugges-tions for improvement. o Management is aware of employee concerns and suggestions for improvement. METHODS The methods for performing this Action Plan are:
- 1. Quarterly Site Wide Communications Meetings focusing on goals and expectations. These meetings are conducted by the Vce President -
Nuclear Energy. l
- 2. Focus Meetings explaining the goals and expectations. The mestings, by design, are conducted with participants from three levels of
". organization (i.e., those supervisor's boss). Thisbeing ensuressupervised,importantthe that information suresor, is - and the ,
accurately and consistently understood at all levels. Focus meetings will continue to be held for selected topics, ,
- 3. Quarterly Departmental /Section Safety Meetings to reinforce our ;
emphasis on safety. Manager / Employee Luncheon Meetings to promote an open atmosphere for communications and to build i teamwork. The Nuclear Energy Division Managers hold these luncheon meetings about once a month with a cross section of ~ employees from the organization. - Ensure decision making tools used to establish site priorities are 4. consistent with the NPP.
- 5. Update and distribute the NPP to Calvert Cliffs Supervisors.
- 6. Schedule planning conferences to ensure Calvert Cliffs' mission, values, and goals reflect the desired focus and direction of the organization.
The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules. l RESOURCES See Appendix B, PIP Action Plan Resources. RESPONSIBILITY l The responsibility for this Action Plan is assigned to: o Overall Plan Responsibikty - Vice President, Nuclear Energy Division. o Vertical and horizontal communications - Managers. o Recommending and implementing improvements - On site Public Information Representative. 27 Revision 3 - July 13,1990 _,,,m.y , _ _ . - _ - _ _ v m . , , - - . _ - , - . - . , . . - ~ . . - - . y . . - . .c-._ L-_ - _ _ _ _ _ _ _ m_.____
I ( l o Maintaining and updating the NPP Supervisor, Management Systems Unit. VERIFICATION i The Communications Plan represents en ongoing program designed to ' ensure site goals and management expectations are consistently communicated and reinforood at all levels in the organization. Implementation verification:
- 1. Verify completion of actions designed to achieve communications goals.
Feedback verification: .
- 2. Verify program effectiveness through periodic, formal surveys, and random sampling of plant employees concerning communications effectiveness.
Effectiveness verification:
- 3. Effectiveness of processes to assure that management expectations ,
i are understood and implemented. This will be ajsessed as part of the Management and Quality Assurance Assessment described in Section 6.3. O 7 1 V 1 Completed (4/27/90); documentation on file. p 2-8 Revision 3 - July 13,1990
l l 2.3 NPP issues Based Planning ) in the PIP, BG&E clied a number of actions being taken to improve planning. 3 improvements included developing and implementing a comprehensive Nuclear ; Energy Division (NED) Planning Process. This assures that prioritization of activities i a occurs and that appropriate resources are allocated to the highest priority activities. - in addition, the STI Re: ort cited a number of conoorns rehted to management ; effectiveness including ack of comprehensive issue identification, assignment of .. responsibility for results, resource commitments, implementation planning, feedback .
, and follow up.
Issues Based Planning provides a- mechanism for allocating resouroos to effectively address sionificant issues in each year's NPP. This includes Calvert Cliffs issues as 6etermined by internal groups, such as POSRC Quality Contro!, ISEU, Quality Assurance, OSSRC, etc. and outside agency evaluatlons, as well as industry issues determined to affect Calvert Cliffs. Planning Conferences assure that issues derived from Calvert Cliffs assessments (both internal and external) and emerging industry issues have appropriate resources dedicated to them to assure time y, effective resolution under the NPP. The improved planning process was initiated by the Vice President NED and Calvert Cliffs site Managers with a Summer 1989 planning conference. The purpose ! of the meeting was to analyze strengths and weaknesses and incorporate items from the PlP as issues in strategic plans for 1990. The agenda of this meeting was as : follows: o Assess strengths and weaknesses of the Nuclear Energy Division, ; L , using the results of a questionnaire the Department Managers will fill out prior to the meeting, f o Review the Performance Improvement Program (PlP) priority and i classification listing relative to the identified strengths and weaknesses, o Determine goals for 1990 based on strengths, weaknesses, and PIP ,
, issues, o Discuss Calvert Cliffs' input to the Utility Business Plan for 1990.
The issues Based Planning process will use an annual spring planning conference to analyze issues and an annual summer planni conference to set goals. To initiate this process in 1989, the PIP was used as a is for 1989/1990 issues to feed the summer conference in its goal setting efforts. OUTCOME /RESULTS The results to be achieved under this Action Plan include: o A comprehensive and coordinated set of goals, budgets and human resource plans to proactively address issues facing Calvert Cliffs. A O o Revision and clarification of the NED planning process through the evaluation of existing systems and acdition of new processes and 29 Revision 3 July 13,1990
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'I 1
f techniques to make the planning process more effective and l responsive to changes in the operational and regulatory environments. METHODS l The methods for performing this Action Plan are:
- 1. Develop and im lement appropriate procedures for NED Planning !
Process includi issues Based Planning, NED Conferences, Planning i Calendar, and P ormance Objectives methodology. l
- 2. Develop and implement NED planning calendar which incorporates the needs of Utility Strategic Planning and NED. Provide a process for I allowing a 30-day to 45-day look ahead for management to foresee ,
planning needs.-- Issue NED Planning Calendar wit 1 next revision or
~
update of NPP. )
- 3. Develop and implement procedure for reconciliation of Managers' Performance Objectives with those of subordinates down through work leaders to trace accountability for achieving objectives as part of the Accountability improvements being implemented under Section 2.5.
The schedule for this Action Plan is presented in Appendix A PlP Action Plan Schedules. RESOURCEf2 See Appendix B, PIP Action Plan Resources. ' RESPONSIBILITY The responsibility for this Action Plan is assigned to: o Overall responsibilit/ Supervisor, Management Systems Unit VERIFICATION Implementation verification:
- 1. Verify existence of appropriate procedures for the NED Planning Process.
- 2. Verify existence of NED Planning Calendar. ,
- 3. Verify existence of procedure for seconciliation of Performance Objec-tives.
Feedback verification:
- 4. Assessment of effectiveness of the NED plahning improvements will be performed as part of the NED Planning Conference and the issues.
Based Planning Process. O 2 10 Revision 3 - July 13,1990
. . - . - - . . - - - - . - - . _ ~ - . - - - . - . .
.~. l 1
.q 5. Verification of achievement of performance ob}ectives is included in the
( - performance appraisal for each affected Calvert Cliffs employee. ; Effectiveness verification. i 1
- 6. Effectiveness of processes to im:4mont performance objectives will be j assessed part of the Nanagement and Qum.Iny Assurance ,
Assessment and the Self Assessment and Events Anaysis Assess- 1 ment described in Section 6.3. o : y 1 Completed (4/27/90); documentation on file. 2 11 Revision 3 - July 13,1990
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2.4 Resource Allocation1 '
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BG&E is committed to providing the funding and staffing required to attain the required level of performance for Calvert Cliffs. The recent appointment of our Vice i Chairman of the Board, whose primary responsibility is Calvert Cliffs, undersoores L our corporate commitment to the restoration of outstanding performance and our l determination to ensure that this To achieve Corporate, Divisional, goal is ingrained in the entire nuoisar organiz) must be allocated appropriately. Resource allocation is identification and . prioritization of issues that must be addressed and activities that must be performed. l The tools that are being used to perform the identification and prioritization process L are incorporated in the issues Based Planning process, the NPP, and the Work l l Management Committee, as discussed below. The issues Based Planning process defines the Nuclear Energy Division's levels for the subsequent year, which are : goals, neorporated and into the the budget Utility and Business staffing'lan. The NPP provides input to the Corporate i Planning process and determines the issues and activities to be addressed for i Calvert Cliffs and their priority. During the planning process, the Department Managers recommend their budgets ano F.affing based on the issues and activities identified in the interactive planning process. D'.her non-NED departments which support Calvert Cliffs (e.g., and Materials - Fossil Management, Engineering EmployeeServices, Services,FacilitiesStaff Services,Management, Communications Purchasing & Public Affairs, ' Transportation, and information Systems) are included in this planning process. The 'i P Vice President, Nuclear Energy Division, subsequently approves budgets and i d staffing levels for the Division, The identification and arioritization of issues is an on going effort that is being assimilated into our w of coing business at Calvert Cliffs. Higher level lasuem are identified during the S ing Planning Conference. These are formalized in the NW. Likewise, applicable i ustry issues are identified, evaluated, and incorporated into # the budget and staffing process. The Work Management Committee is charged with evaluating proposed projects in response to issues so that they can be proritized and incorporated into budget allocations and manpower projections. , in response to changing needs and identification of new issues, the Divisional budget is reviewed semiannually. When extraordinary events and issues occur, . budget forecasts and staffing requests are approved on a Corporate level as appropriate. 1 Although not an Action Plan, effectiveness of Resource Allocation was assessed as part of the Management and Quality Assurance Assessment O (completed 4/27/90; documentation on file) and will be assessed on all future Effectiveness Verifications (see Section 6.3). 2 12 Revision 3 July 13,1990
2.5 Accountability Imorovement 1,2 Performance objectives are used to strengthen accountability of NED ! i personnel for achieving assigned NPP Goals and related activities. The Performance Objective Accoun; ability (POA) process will be used by Calvert Cliffs managers to . l' evaluate implementation of performance objectives. Performance objectives for each 1 Department Upon approvalare generated of the NPP, the as part of General the interactivo Supervisors develop) (GSs within each ment of each year's N Department ! will generate Performance objectives for their Sections. All of these performanoo l objectives will be entered into POA by the Management Systems Unit. The POA . database will allow Managers and GSs to keep track of performance objectives i assigned to their groups and determine if me objectives are being met. The performance obectives generated by the GSs will be apxoved by their r Manager who w'll verify that the implementation of the G0's performance t will lead to meeting the Department objectives. A similar process is used to ass n ; serformance objectives to Assistant General Supervisors through the Work evel. This :erocess allows Managers and Supervisors to look across Departmental i lines to verty performance on multi departmental activities. Performance Objectives > which cannot be completed during the current year will normally be evaluated for l inclusion in the following year as part of the issues Based Planning Process. , The responsibilities for impler.entation of performance objectives are as follows: ; c The Vice Presideni, Nuclear Energy Division, is responsible for the implementation of performance objectives that specifically meet the ; G als of the NPP. ; I o The Managers, Nuc!aar Energy Division, are responsible for defining specific performance objectives for their departments. l o All levels of supervision and leadershi3 within the Nuclear Energy Division are responsible for the success"ul completion of their specific ! performance objectives and are held accountable to the Managers and > Vice President of the Nuclear Energy Division. The Supervisor, Management Systems Unit is responsible for issuing a i quarterly report that relates the progress on long term performance objectives and lists those performance objectives due during the coming quarter to allow the Managers and GSs to determine if appropriate action is being taken. 1 implementation verification (See Section 6.1) of Accountability improvements , completed (4/13/90); documentation on file. 2 Effectivenest (See Section 6.3) of Accountability improvements assessed as part of Managsment & Quak'ty Assurance Assessment (4/27/90); , documentation on file. This Action Plan will be re assessed as part of Self-1 Assessment and Events Analysis Assessment. O . 2 13 Revision 3 - July 13,1990
r l 2.5.1 Commament Trackino System
)
4 The purpose of the Commitment Tracking System (previously, Commitment 1 Management System) is to provide a common romsitory of commitments that will j facilitate the tracking of regulatory and non-reguatory obligations. A centralized , commitment tracking system is needed because: j l o Site wide priorities have not boon consistently reflected in the projects i selected for implementation; , o Commitment expectations have not been effectively and consistently , communicated between commitment sources and the target i supervisors; and o Managers and General Supervisors often find it difficuk to identify the : status of commitments and measure the performanos of their , departments or sections. '
?
The goal of this system is to replace individual personal tracking systems with t
; an eye toward a common system that will identify commitments from all major internal and external sources.
The information in the system for each comm)tment will identity: L o- Commitment Source o Responsible Individual o Origination Date o Commitment Description o Site Priority l o Action Taken o User defined Priority . . o Due Date The Commitment Tracking System is designed for use by Managers, General Supervisors, commitment source personnel, and selected unit personne . It will allow General Supervisors to acknowledge and resand to commitments that have been assigned to individuals in their section. It wil. also be used to alert Managers and General Supervisors of impending commitment due dates. Scheduling and resource allocation for commitment target groups is discussed in Sections 2.4,3.6.1 and 3.7 of >
'his report.
Development of the Commitment Trackins System commenced with a project definition phase which confirmed the functional requirements of the system. Dunng - this phase, members of the target group were interviewed as well as the owners of existing tracking systems. It was determined that the representatives of the commitment sources will be responsible for providing all data except for the responses generated by the General Supervisors. The system development phase l 2-14 Revision 3 - July 13,1990 l
l l , f produced a working prototype of the system, operating procedures, training for l'I appropriate personnel and installation of hardware. As a result of feedback reoelved during the system deve nt phase and i senior management's endorsement of the prototype, tha site ' implementation i phase began in January 1990. OUTCOME /RESULTS . The results to be achieved'under this Action Plan include: o A computerized tracking system that provides site wide ooiTwtunent I tracking and closure, o Guidance documentation on the use of the tracking system and data entry. , o Performance Objectives regarding commitment management respon-l sibilities, L e NILTHODS l The methods for performing this Action Plan are:
- 1. Define the scope and basic functions that a Site / Department '
Commitment Tracking system must support to be effective at Calvert Cliffs.
- 2. Develo and implement a proto system (including guidance docu- -
mentat on) that supports Comm ment Management requirements. j
- 3. Establish User Accountability.
- 4. Debug the prototype tracking system and incorporate user friendly ;
features.
- 5. Expand the pilot program to site wide use.
The schedule for this Action Plan as presented in Appendix A, PIP Action Plan Schedules. RESOURCES See Appendix B, PIP Action Plan Resources. l RESPONSIBILITY The responsibility for this Action Plan is assigned to:
*o Supervisor, Management Systems Unit O
2-15 Revision 3 - July 13,1990
. _ , , . ,_ -,.e , _ , . . . , ,.
VERIFICATION k implementation verification1 ,2 l
- 1. Verify development of a working prototype.
e 2. Verify development of operating procedures.
- 3. . Verify that appropriate training has been conducted and documented. i
- 4. Verify expanslea cf the prototype to a site wide system.
Feedback verification.
- 5. Verify commitments are accurately tracked, i
- 6. Verify that the system is being appropriately used.
Effectiveness verification:
- 7. Effectiveness of commitment management processes will be assgssed as part of the Management and Quality Assurance Assessment and l the Self Assessment and Events Analysis Assessment described .l.rin Section 6.3. .
l (
)
I l 1 Verification of actions to develop a working prototype completed 11/29/89; documentation on file. Verification will be com,pleted at site wide imple-mentation phase. 2 Implementation Verification completed (6/21/90); documentation on file. l 3 Completed (4/27/90); documentation on file. l l 2 16 Revision 3 - July 13,1990 l 1
l i l 2.5.2 Regulatory Commitment Manaoement Process . ; in order to strengthen BG&E's ability to identify, im;>lement and maintain the l L regulatory commitments for Calvert Cliffs Nucioar Power Plant, this Action Plan will ; establish a formal process for managing regulatory commitments. This process will : control how regulatory commitments are made or identified, assigned, tracked, ! documented, revised, closed .and maintained.- This Action Plan will develop i L appropriate policies, procedures, administrative controls, and training. Management expectations and organizational responsibility and authonty for managing j commitments will be established. This Action Plan will specifically address . maintenance of long term and on going commitments, j L The' Action Plan will consolidate and organize our regulatory correspondence i to allow ready retrieval of commitment source documents and facilitate research of regulatory topics. In addition, the Action Plan will catalog the regulatory commitments that BG&E has made in the past. This catalog must be readily i available and referenced during plant modifications, procedure revisions, training . develoament, outage planning, and myriad other tasks which are used to implement or mantain commitments. In conjunction with Action Plan 5.3.6, "information Resources Management Project", this Action Plan will coordinate with the NIPS Unit to place the commitment catalog on the appropriate computer platform to facilitate , site wide access. The Action Plan will review our regulatory commitments and take appropriate p actions to assure compliance with open commitments. The Action Plan will support related improvement activities such as Action O Plans 2.5.1, " Commitment Tracking System", 5.2.1, " Procedure Upgrade Program", and 5.3.4, *Desi n Basis Consolidation", and other initiatives such as life cycle management, FS R upgrade, and others that may be identified. OUTCOME /RESULTS A The results to be achieved under this Action Plan include:
- 1. Establishment ' of a regulatory commitment management process including policies, procedures, administrative controls, and training.
- 2. Reconciliation with commitment information maintained in the site wide Commitment Tracking System.
, 3. Creation of a database containing Calvert Cliffs' regulatory commit-ments. ,
- 4. Review of Calvert Cliffs' regulatory commitments and incorporation of pertinent information into the commitment database. ,
l M QiODS The methods for performing this Action Plan are:
- 1. Define administrative process scope ;
- 2. Create procedures and functional specifications 2 17 Revision 3 - July 13,1990
- 3. Implement process
- 4. Obtain regulatory commitment source documents
- 5. Complete a database of regulatory commitments
- 6. Review regulatory commitments and take appropriate actions to assure compliance with open commitments The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules.
RESOURCES Sw Appendix B, PIP Action Plan Resources. RESPONSIBILITY The responsibility for this Action Plan is assigned to: o Project Manager Regulatory Commitment Management Project, Nuclear Regulatory Matters Section VERIFICATION - Implementation Verification
- 1. Verify that a regulatory commitment management process with appropriate policies, procedures, administrative controls, and training has been established.
- 2. Verify that a database containing Calvert Cliffs' regulatory commitments has been created and is available to those individuals identifed as requiring access to the data.
- 3. Verify that a review of Calvert Cliffs' regulatory commitments has been performed and actions were taken to assure compliance with open regulatory commitments.
- 4. Verify that reconciliation with Action Plan 2.5.1, Commitment Tracking System, has occurred.
Feedback Verification
- 5. Verify that an administrative process capable of managing Calvert Cliffs' regulatory commitments has been established.
- 6. Verify that the electronic document retrieval system meets the needs of the Project.
- 7. Verify that the needs of the identified Action Plans and Projects have been addressed.
O i 2 18 Revision 3 July 13,1990
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^ 8. Ver that Calvert Cliffs regulatory commitments have been identmed,
'I -cata ued and reviewed in a consistent manner, Effectiveness Verification
- 9. The effectiveness of this Action Plan will be assessed as part of the Self. l Assessment and Events Analysis Assessment. i L i i
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I l 1 l 3.0 ORGANIZATIONAL DYNAMICS IMPROVEMENTS ] 3.1 Oraanirational imorovements To improve the interface between the Mrjntenance and Operations Sections, the two organizations were consolidated, along with the Chemistry Section, into a single Department under a single Manager in September 1988. This reorganization emphasizes the concept that maintenance is a " customer service" organization i su rting the needs of operations. Subsequent , maintenance scheduling was I ass d to operations to facilitate prioritization of intenance efforts, in ocdition, l the number of maintenance planners, instrument and electrical technicians 6nd i mechanics was increased to cope with the increased volume of maintenance. Also, a new position of Maintenance Superintendent was created to oversee all maintenance ; efforts. The two Maintenance General Supervisors report to the Superintendent. Because the System Engineers' primary customers, rations and' I Maintenance, were located within the protected area, the System ineers were i relocated to within the 3rotected area in June 1989. This change allows t to have . greater interaction wit 1 operations and maintenance personnel and affords them-ready access to the systems which they oversee, in early 1988, the Sy' stem Engineer job description was expanded to better define the stem E ineer s job and its relationship to other slant organizational units. Ad onally, t job descri tion detailed what the Sysuem Engineers can expect from other plant organiza nel units, and what the latter can expect of the System Engineers. The job descri was developed collaboratively with the O operations and maintenance organiz tions. All System Engineers receive training to fulfill the requirements of the job description. > l On September 1,1989, a Nuclear Outage Management Department (NOMD) j L resource allocation, schedule was quality formed to improve and schedule accountabiloutage support
. The effectsplanning,f o this and related changes are i
discussed in more detail in Sectio 3.6. On April 1,1990, NOMD was reorganized and renamed Outa e & Project Management Department (OPMD) to reflect ' assuming responsibi for several major projects. The objects of this restructuring were to devote a hig er level of attention to outage management, to give greater visibility and iority to the management of large projects, and to create a more ; integrated se eduling system for NED. OPMD consists of an Outage Management Unit, the Procedures Upgrade Proect Unit, the Diesel Generator Project Unit, the Spent Fuel Storage Project Unit, anc the Scheduling Section. l To emphasize a commitment to nuclear safety, the creation of the Nucl ear Safety & Planning Department (NS&PD) was announced effective February 1,1990. ' The purpose of this Department is to provide direct staff support to the Vce n President of Nuclear Energy in manResponsibilities of the NS&PD inclu the e:g major c the Performance Improvement Plan, s Nuclear P ram Plan, the independent Safety Evaluation Unit, a newly established Nuclear Re Matters Section, and Manager level re resentation on nuclear industry organizat ons. The Manager of Nuclear Safety & lanning also willlead a comprehensive stud of the nuclear organization to determine the appropriate structure to meet the emands of the 1990's. O 3-1 Revision 3 July 13,1990
- - - - . - . - - - ~.
i o e 3.2 M_annoino Oroanizational and Prooram Chance ( - As noted in ths PIP, Calvert Cliffs management has been aware of the need for ! better management of change. The STI Report also corroborated this need. The purpose of this Action Plan is to provide Calvert Cliffs managers with a framework for mplementing change, thereby assuring that organization and program changes are completed and maintained efficiently and effectively. This framework consists of 1 problem identification, action planning, communicating expectations, garnering j oommitment to the need for change, obtaining soosptance of change, and . establishment of appropriate incentive systems. Additionally, training will be provided ) concerning change in a matrix management environment. A management consultant will be used on an as needed basis. OUTCOME /RESULTS The results to be achieved under this Action Plan include: o Developing ocesses to ensure or anization and program changes are efficiently implemented and effectfvely maintained. I t METHODS ! The methods for performing this Action Plan are: ;
- 1. Raising the awareness of those in ;eadership positions that Change L Management is a process with learnable skills and techniques.
Activities that will contribute to this are: ; O - Leadership Conferences (See Section 3.3).
- Demonstration of change menagement skills.
- Training those in leadership positions to set clear goals and expectations.
- VP NED conducting discussions on criticalleadership skills, including dealing with change, with those in leadership positiont .
L 2. Creating a method to identify important Nuclear Division change efforts.
- 3. Using internal and external consultants to monitor and to coach those-in leadership positions in implementing these important changes.
The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules. RESOURCES , See Appendix B, PIP Action Plan Resources. O 1 l 32 Revision 3 - July 13,1990 ;
e <
... l
,1 I
1 \ RESPONSIBILITY I l 0," l l The responsibility for this Action Plan is assigned to' l
'~
o Supervisor, Management Systems Unit. I I
. VERIFICATION J I f implementation Verification:
- 1. Verify that the training program is in place, i o.
Foodback Verification:
.1 1 '
- 2. Use the Employee Opinion Survey, mana gement feedback and informal -
surve s to confirm whether the desirec changes were implemented j effect voly. Effectiveness verification: i
- 3. Effectiveness of managing organizational and program change at "alvert
/ ssurance Cliffs will be asjessed Assessment and the as gif Assessment and Events Analys .
' ssessment described in Section 6.3.
l ; O ; Y i i 1 Completed (4/27/90), documentation on file. 33 Revision 3 July 13,1990
r 3.3 Leadershio Conferences in early 1989, the new VP NED sensed a nood to improve leadership skills at ! Calvert Cliffs. Also, there was a perception among some employees that strong I leadership was in short supply. The pur i 1 (Section 2.2.2) pose ofOrganization
, Managing this Actionand Plan,in Pr conjunction am Change (Section with the Communications 3.2), Quality P l
2.2.1) and Team Building Workshops (Section)3.4), is to improve the lesCircles ship skills of those (Section 3.9, who employees Performanos1; are in a position to directly influence others. PIP Action Plan managers and other key j task mane;pers are also included in this Action Plan. Most importantly, the VP NED ! will share als leadership views and will inspire his staff to use their full leadership 1 capabilities.- 1 The conferences will consist of half day meetings conducted by the VP NED, Managers, General Supervisors, and others with leadership roles, to discuss leadership issues of importance to Calvert Cliffs. Management consultants will be used to support these efforts as appropriate. The topics will include communi-cations, expectations, goal setting, the NPP, customer service, and operational philosophies. , OUTCOME /RESULTS The results to be achieved under this Action Plan include: l o improve the leadership effectiveness of key Calvert Cliffs employees. MEIHODS - The methods for performing this Action Plan are: :
- 1. Conduct a series of Leadership Conferences in 1989 for Supervisors and Key Employees. -
l
- 2. Each seminar will be introduced by VP NED, who will speak for about ,
one hour on selected leadership topics. >
- 3. Determine and submit a 1990 Leadership Conference schedule for the NPP. t l The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules, l
RESOURCES See Appendix B, PIP Action Plan Resources.
- j. RESPONSIBILITV The responsibility for this Action Plan is assigned to:
o Supervisor, Management Systems Unit 3-4 Revision 3 - July 13,1990 4
. - _ _ _ - . . . - . _ - . ~ . . - . _ . - . - - . . . _ _ . , _ . . ~ . . _ , _ _ _ _ _ _ _ _ _ _ . -. _ _ _ _ _ . _ _
VERIFICATION This PIP Action Plan is intentionally flexible to allow the leadership conferences ' to address changing needs. Implementation of this action plan is under way, with the first and second Leadership Conferences having been helci on June 26,1989 and July 20,1989, respectively. 1 Implementation verification1 : - Determining that the near term Leadership Conferences are scheduled
- 1. ,
and attended by key personnel. 4 Feedback verification:
- 2. Performance assessment will be used to verify accountability of personnelin leadership positions.
- 3. Use input from the various Quality Circle groups to assess the level of. l leadership being provided to Quality Circles (See Section 3.9). l 1
- 4. Assess leadership skills exhibited by management and supervision via l the Employee Opinion Survey, j
- 5. Managers' and su indeed improved, pervisors' perceptions that leadership skills have )
i, 6 Effectiveness verification:
- 6. Effectiveness of leadership at Calvert Cliffs will be asse sed as part of the Management and Quality Assurance Assessment described in Section 6.3.
l L
- - s 1
Completed (2/22/90); documentation on file 2 Completed (4/27/90); documentation on file 35 Revision 3 July 13,1990 l
3.4 Teamwork and Interfaces _ The purpose of this Action Plan is to provide line management with the appropriate knowledge, techniques and assistance necessary to focus on processes and identified problems. OUTCOME /RESULTS o improved environment for teamwork. > o improved definition of interfaces and understanding of multi group work - processes, j o improved ability to resolve real world process problems, s METHODS
- 1. Resolve disposition of this Action Plan based on output received from the Spring Planning Conference. ,
- 2. Develop a schedule of team buildin; activities compiled from industry survey, INPO, and plant visit inputs, mplement scheduled activities.' ,
- 3. Identify team building techniques applicable to supervisory personnel i and incorporate them into their professional enrichment training.
- 4. Provide in house Rummler Brache analytical capability (facilitated by O- MSU) as an in house service which may be applied to define interfaces in specific problem areas. This is to be achieved through:
Development of a Rummler Brache awareness at the General Supervisor level through training.
- Provision of Passive Rummler Brache support where MSU is "on call" to requesting parties for Rummler Brache analysis.
- Provision of Process Management Support recommendations to management where MSU systematicaly monitors and identifies areas in need of Rummler Brache analysis.
The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules. . RESOURCES See Appendix B, PIP Action Plan Resources. l RESPONSIBILITY The responsibility for this Action Plan is assigned toi l o Supervisor, Management Systems Unit O i 3-6 Revision 3 July 13,1990 l
]
L VERIFICATION implementation verification: l 1 Verify inhouse Rummler Brache expertise or other apxopriate
- 1. !
processes are being applied by Management to resolve dentified c problems. Management Feedback: -
- 2. Utilize weekly job observations to confirm that problems are being -
resolved through appropriate use of process analysis techniques. Effectiveness verification:
- 4. Effectiveness of Teamwork and interfaces will be asso the Management and Quality Assurance AssessmentpDesign andas, implementation (FCR) Assessment, and the Maintenanoo/ Operations i Interfaces and Support Assessment described in Section 6.3. +
f 1 Completed (4/27/90); documentation on file 37 Revision 3 - July 13,1990 1
3.5 Project Manaoement
-To strengthen the management of projects at Calvert Cliffs, a comprehensive Project Management Manual was established in 1988. Project Managers and the Tasks Managers reporting to them, received formal training at that time, and copies of the Project Management Manual were formally issued to key personnel. The STI report stated that the Project Management Manual does not provide a readily .
understandable definition of functional responsibility and sooountability at Calvert Cliffs. As part of the evolution of the Project Management Policy the description of responsibilities and accountabilities will be enhanced in a revision to the Nuclear Energy Division Project Management Manual. Project Managers and Task Managers will receive further training in this area. In this context, Action Plan Managers are aroject managers and will be subject to the requirements of the Project Management knual, in addition, senior personnel in the Nuclear Energy Division will attend work-shops on Project Management. These workshops will provide hands on examples of , j management of projects in accordance with the Project Management Manual. This i training will impart a better understanding of accountability and roles in the various organization structures used at Calvert Cliffs to personnel who are responsible for performance of the work. OUTCOME /RESULTS
- The results to be achieved under this Action Plan include
- ,
avQ o Understanding of the Project Management process,
> o Application of project management skills to assigned projects.
METHODS 3
- The methods for performing this Action Plan are:
- 1. Develop material for Project Management training.
- 2. Conduct training sessions. I
- 3. Use a generic Facility Change Request (FCR) as a test case to validate the project management process.
- 4. Issue a new edition of the Project Management Manual which includes a policy section.
- 5. Issue a new edition of the Project Management Manual which includes a procedures section.
The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules. RESOURCES 1 O s ^PP "e'x 8.eie ^cti " ei " se ov<ce . . 1 l' 38 Revision 3 - July 13,1990
'i f
BgPPONSIBILITY t The overall respondity for this Action Plan is assigned to the Supervisor, Project Management Unit. ; VERIFICATION l l Implementation verification:
- 1. Verify that Project Management Manual has been revised and appro-priate issues from STI report have been addressed. !
i
- 2. Audit Project Management workshops training materials content and v
, < attendance records to assure appropriate personnel have rooelved !
required training. Feedback verification:
- 3. Performance objectives will be developed for designated Project Managers to require compliance with the Project Management Manua; 'r j on their projects. ,
i Project critiques will focus on, among other things, the effectiveness of i 4.
' the Pro lect Manager's use of management systems, the work relations 11ps among project team members and overall results achieved.
O(/ Effectiveness verification: l
- 5. Effectiveness of Project Management will be evyuated as part of the
! Management and Quality Assurance Assessment and the Design and ; implementation (FCR) Assessment as described in Section 6.3. q i T i 1 l Completed (4/27/90); documentation on file. 39 Revision 3 July 13,1990
)
. . - - .- -. - - ... - - _ _ _ __ __ - _- - _. - _ _ _ _ _ ____2
,4 3.6 Daily and Outaos Work Controll Since the creation of Action Plan 3.6 IP N.B.3), Daily and Outage Work Control. a number of factors have indicated need to expand and reshape the plan to better support our organizational objectives. On September 1,1989, the Nuclear Outage ManaDement Department (renamed Outage and Project Management Department. OPMD, on April 1,1990) resource allocation, schedule was qualityformed and schedule to improve accountability. outage suport plannirn,ls In November, a department was expanded include the existing Engineering Planning Unit and specific major projects. The department's scheduling responsibliities were also expanded to include projects outside of those directly supporting outa Scheduling intended as the ultimate goal. ges, with development of Site integrated At the same-time, the operations /mainterance coordination function and safety tagging function were reorganized, resulting in a split of the responsibilities 4 originally consolidated under Action Plan 3.6. { l Finally, following an internal assessment of our maintenance program I conducted during the Summer of 1989, a plan was developed to address specific ! areas for maintenance improvement. To accommo&te the above developments, PIP Action Plan 3.6 was recon-figured into three separate Action Plans. These are: 3.6.1 Site Integrated Scheduling 3.6.2 Maintenance Work Control l 3.6.3 Operations improvement Plan All commitments originally in 3.6 have been reassigned among the three new plans, and several new commitments have been added. OPMD has responsibility for Action Plan 3.6.1, whereas Calvert Cliffs Nuclear . Power Plant Department (CCNPPD) has responsibility for Action Plans 3.6.2 and l 3.6.3. i A. n 1 Effectiveness verification (See Section 6.3) of Daily and Outage Work Control , was performed as cart of the Management and Quality Assurance Assessment completec,4/27/90; documentation on file 3-10 Revision 3 July 13,1990
~ .. . . , ..,,_-....-.c..
--, , ~ - - .. . - - , -
i 3.6.1 Srte intecrated Schedukna Within the Nucisar Outage Management Department, the Outage Scheduling / Coordination Unit was recently established to implement a pr ram and organization 1
- that will provide Site integrated Scheduling. Site integrated uling will provide the basis for developing, ooordinating and controlling the work at the Calvert Cliffs
-Nuclear Power Plant and will address the need for improved scheduling, prioriti-zation, resource allocation, interfacing, communication and monitoring. .
Site integrated Scheduling will include engineering, modification, project and maintenance work. This program will provide a strong base to support the long term performance improvement goals for CCNPP. QUICOME/RESULTS o improve s;te work force communications, schedule performance, scledule coordination, and accountability for scheduled activities. I o improve availability of work and responsiveness of schedules to site l prioritiec, o improve allocation of both critical and non critical resources. l
)
o improve long term planning and scheduling ccpbility thru She , Integrated Scheduling analysis. 1 o Provide improved scheduling standards, conduct documentation and training of scheduling personnel. , METHODS l The major steps required to implement the action plan are: 1.- Perform a requirements analysis to establish the Goals, Objectives and !
, Products for Site integrated Scheduling (SIS) program.
- 2. Implement interim instructions, and program changes to support the Daily Scheduling process.
- 3. Develop SIS Conceptual Design parameters.
- 4. Evaluate / implement a Work Prioritization proce m. i
- 5. Perform Hardware and Software analysis to support requirements of SIS and integration of other site systems.
- 6. Develop Detail Design and implementation of SIS. j
- 7. Develop an organizational structure and staffing requirements.
1 O 8. Develop required guidelines and " conduct" documents for SIS imple-mentation and train:ng. ' 3 11 Revision 3 July 13,1990
- 9. Prepare and implement training to appropriate CCNPP personnel, i
- 10. Establish program to develop discipline estimating capabilities.
The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules. RESOURCES . See Appendix B, PIP Action Plan Resources. RESPONSIBILITY The responsibility for this Action Plan is assigned to: ;
- General Supervisor, Scheduling l VERIFICATION implementation verification:
- 1. Verify that commitments identified on the Action Plan Schedule have been completed.
Feedback verification:
- 2. Weekly report of number and types of changes to the daily schedule.
~ 3. Perform survey among users of daily schedule for routine feedback on ,
a quarterly basis. Effectiveness verification:
- 4. Effectiveness of this Action Plan will be evaluat as part of the Management and Quality Assurance Assessmentp ,t he Design and im lementation (FCR) Assessment and the Maintenance rations Int rfaces and Support Assessments as described in Sectio ..
l 4 1 Completed (4/27/90); documentation on file. l O 3 12 Revision 3 July 13,1990 ;
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n, 3.6.2 Maintenance Work Control
- A recent evaluation of maintenance by an independent centractor identified
, the need for a comprehensive long range maintenance program to address various issues.
a priority As a result, basis,'The initiatives are Superintendent underway Maintenance is to implement longing a program to track, term oversee evaluate, and adjust these initiatives to ensure the long term, desired effects are achieved. [ Those initiatives related to maintenance- work control are included 'in this'
.. Action Plan. They are expected to-directly improve maintenance work control through better pre planning resulting in decreased rework and better. allocation of resources, w maintenance backlog will be reduoed and controlled; a consolidated preventive ranance program; will be formally implemented, and functional relationships ostween Maintenance and supporting groups will be- defined and utilized to support scheduled activities. In addition, maintenance procedures will be improved through the Procedure Upgrade Program.
The activities will support the long-term performance improvement goals for CCNPP by implementing an orderly orogression of improvements toward good maintenance practices as outlined in IN PO B5-038 Rev.1, ' Guideline for the Conduct of Maintenance at Nuclear Power Stations." y OUTCOME /RESULTS
- o. Establishm'ent.of a Maintenance strategy and desired goals to assure safe, quality workmanship.
+ o Established criteria, requirements, experience, and qualifications to support the conduct of planning activities.
o Reduction and. control of the backlog of Maintenance activities. Improved tracking and trending of work activities, o improved preventive maintenance program through consolidation of all aspects and formalizing the program with assigned responsibilities. . METHODS The primary steps for performing this action are:
- 1. Develop a long range maintenance strategy with goals.
- 2. Provide documents which improve the quality of planning by esta-blishing planner qualifications and planning requirements.
, 3. Develop comprehensive tracking and trending of data which provides a clear status of work activities. These reports and accompanying indicators should change as the needs of the plant and management change.
- 4. Consolidate and further develop the Preventive Maintenance (PM)
Program to provide improved controls over PM's. l 3-13 Revision 3 s July 13,1990 1
[. , ; ry 5. Complete post maintenance testing changes as presented in the latest
'{f procedure revisions (CCI 200), j The schedule for this Action Plan is presented in Appendix A, PIP Action Plan-Schedules, l i
H' RESOURCES See Appendix B, PIP Action Plan Resources. 3
^
- RESPONSIBILITY t: The responsibility for this Action Plan is assigned to:
Superintendent, Ma ntenance VERIFICATION Implementation Verification.
- 1. Verify appropriate Mairsenance strategy and goals developed.
2.- Verify appropriate Maintenance planning requirements and planner, 1 qualifications established and put into effect. i
- 3. . Verify appropriate Maintenance tracking system established.
- 4. Verify improved PM Program with appropriate controls put into effect.
- 5. Verify post. maintenance testing completed in accordance with CCI 200 4 ~ nvements. ._
Feec wA Verification: F lssue r oiweekly report which shows the progress made with the' ; M ain * - a backlog. FF ' 4% Mication: 1 _ -
.. W :tw ~.ess of Maintenance Work Control will be ev
'm id ..lacement and Quality Assurance Assessmentgluated , the Design and as part of Impiementation (FCR) Assessment, and the Maintenance perations Interfaces and Support Assessment as described in Section 1
Completed (4/27/90); documentation on file. l 3 14 F.evision 3 - July 13,1990
- . .- - - -~ -. -.-
q y < 3.6.3 Ooerations imorovement Plan . 1
.A This Action Plan addresses a number of activities that are designed to improve performance of the Operations Section. Although it's principal intent is directedi toward improving coordination and work scheduling between the Operations and-Maintenance Sections, this Action Plan also encompasses physical changes to work.
areasi safety- tagging improvements, 'and enhanoed computer - bilities. Immediate corrective actions related to tagging in response to NRC ion Report 50 317/89-81 are described in BG Latter "Readaness Assessment-Team- H Inspection", cleted March 7,1990. The changes described herein are expected to -l result in impeM operations oversight, work efficiency, and use of plant schedules. - E OUTCR!dWSDULTS o improved Operations nWfing commensurate with workload, j
'o improveci safety tagging and labeling o improved working efficiency and imaroved interfaces between Mainte-L p
', nance, Safety Tagging, and Outage Management ;
1 o- Improved computer capability METHODS
- 1. Implement the addition of a sixth - O the
,q augmentation of _each crew by one (1) perations : crew andSRO and '
- U Operators.
- 2. Evaluate the Safety Tagging Process; including the role of Maintenance -
and Scheduling in the safety clearance process. Implement any appro-priate changes.
- 3. Evaluate the need for an automated safety tagging and labeling system.
Implement any appropriate changes. 1
- 4. Perform a comprehensive review of space needs for Operations staff (Operations Maintenance Coordinator, Shift Supervisor, Shift Su r- -
visor Assistant, Post Maintenance Test Coordinator, Safety Ta ) e and Study areas. Implement the necessary actions (renovate, ,- relocate personnel, etc.) to better support internal control and work-l efficiency. Evaluate 03erations interfaces with= Maintenance, Safety l Tagging, and Outage Management and implement any appropriate: , hanges.
- 5. Evaluate computer needs to improve safety t 'ng boundary reviews and the recognition of needed maintenance, grade existing compu-ter facilities for key groups, as appropriate.
l' L , The schedule for this Action Plan is presented in Appendix A, PlF Action Plan Schedules. 1 O 3-15 Revision 3 - July 13,1990 '
,m - -, - - . - -
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RESOURCES a l " . See Appendix B, PIP Action Plan Resources RESPONSIBILITY Responsibility for this Action Plan is assigned to:
- the Assistant General Supervisor, Operations Support Unit VERIFICATION O
Implementation verification:
- 1. Verify that a sixth crew and individual crew augmentations have been !
implemented. ! l -- 2. Verify evaluations of the safety tagging process have been performed and that appropriate changes, as approved by the GS Operations,
=
have been made. !
' 3. Verify space needs have been evaluated and that appropriate changes, i as approved by the GS Operations, have been made. ,
- 4. Verify computer needs have been evaluated and that appropriate ,
- changes, as approved by the GS Operations, have been initiated. 1 Feedback verification:'
i a L 5. Utilize periodic communications with first level supervisors and staff l (e.g. communications meetings, plant tours, one-on-one discussions, , p job observations, etc.) to assess improvements. - '
~!
- 6. . Monitor performance indicators (e.g. licensed personnel'bhortage reports, number of days since last significant -Operations incident, l status of Operations commitments, etc.) andl include in the monthly- ,
'1 Section report to the Manager - CCNPP Department. ;
- Effectiveness verification:
'7. The effectiveness'of the Operations improvement Plan will be evayated ;
L as part of the. Management and Quality Assurance Assessment. , the l l t Design and implementation (FCR) Assessment and the Maintenance / !- Operations Interfaces and Support Assessment described in Section 6.3. L L< l:
.1 Complete (4/27/90); documentation on file. l
, 3-16 Revision 3 - July 13,1990 L m
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4 w
- 3.7. Enoineerina Plannina - '
) . 1 Engineering Services Department (NESD ) in response to -internalsThe needs andL Enginee !
recommendations from external reviews an)d. The EPUstudies. helps supervisors and managers to schedule work and allocate resources. The EPU was su vently transferred to the Nuclear Outage Manapment Department after its format as discussed in Sections 3.1 and 3.6. The :PU will coordinate NESD schedules with- ' .
' daily and outage work scheduling activities as described in section 3.6.1 Site .
. integrated Scheduling (SIS),
EPU has undertaken the following tasks for all NESD sections: - , o Create a 24 month' modification schedule, ,j o Schedule. major engineering work' items not related to plant. modi- i fications such as NCRs, and 'OEAC and POSRC open items, i w- o Schedule high priority, quick turn around work items, and o Determine resources and work assignments, and generated resource i histograms on a "per engineer" basis. OUTCOME /RESULTS , The results to be achieved under this Action Plan include: o Effective planning and scheduling of NESD activities consistent with z !n published priorities, o ' Efficient allocation of resources required to accomplish NESD work.
- o. Improved delivery of NESD committed work items to all" customers."
METHODS The methods for performing this Action Plan are: 3 g 1.' Extend EPU function to all NESD sections and units. j L
- 2. Broaden the sco:>e of EPU planning and scheduling responsibilities to- ;
FCRs, NCRs, P&PE work lists, other NESD activities. ; 1The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules. > 7 RESOURCES See Appendix B, PIP Action Plan Resources. RESPONSIBILITY The responsibility for this Action Plan is assigned to the General Supervisor, Plant Engineenng. 3-17 Revision 3 - July 13,1990
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9 y VERIFICATION J 4 M~ML ., .c implementation verification1 :: a ). ~ T, . 1.- Assess schedules for adequacy, accuracy and completeness.- t R>v* ..
- 2. - Verify that newly-committed tasks and FCRs arebeing incorporated Vy / into the scheduling database.
~If 1
- 7. ' 3. Verify that task status is being tracked and maintained for all appro- 1 A priate plant activities and groups.'
[ ,y , . Feedback verification:
. ., 4.: Use trending of FCRs against the schedule success report parameters as a long term method to determine if adverse :erformance trends are i t occurring,'to assist-in root cause analysis o adverse performance '
trends, and to evaluate overall program effectiveness, . Effectiveness verification:
- 5. Effectiveness of Engineering Planning will be asse as part of the . !
Management 'and Quality; Assurance 'Assessmen , the Design and - -
! ~, implementation (FCR) Assessment, and the Maintenance / Operations y
Interfaces and Support Assessment as described in Section 6.3. y . i'
- ' d i
k 1 C 1 ':t
, a 4
-: 5 9
1 Completed (3/23/90); documentation on file. 2 Completed (4/27/90); documentation on file. . 3-18 Revision 3 - July 13,1990
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- 3.8 System Circles Mg "
4 BG&E initiated a " System Circle" program in August 1988 to provide a framework for the System Engineer to work witiother system experts from other site organizations, such as: Operations and Maintenance, to accomplish a number of goals. These goals are: ~ f , ',l , 4 o' -To identify problems and to develop solutions associated with their assigned system, o To work together developing system improvements. o To establish working relationships among people who are involved in operating, supporting, maintaining, and improving a system ~ l
. An addition goal of this, Action Plan is to resolve a. perceived inability of
- organizations to share functions in a common area of responsibility.
L Realization that problem identification and resolution can'be aided by a diversity of views is a reason for the existence of the System Circles. The System t Circle meets formally at least once per year to discuss current operating and material
- conditions, planned or recommended improvements, and any joint efforts that are
, appropriate to improve the given system. The system circle may meet twice per year
- depending on the state of the system and its importance. Meetings will also include a joint system walkdown.- A report of the system circle meeting, which will normally the responsible System Engineer, will be - reviewed by the p- be' generated appropriate Superv by isor and General Supervisor. Planned actions and accountab Q are documented. - .
OUTCOME /RESULTS The results to be achieved under this Action Plan include: d o improving system performance and reliability through reviews of system a operating characteristics, current configuration, and material condition. o improving communications through grou a discussion involving System i Engineers, Maintenance Technicians, anc Operators. o increasing definition of interdepartmental roles, interfaces, and respon- 7 sibilities. g, o increasing system knowledge by all participants. o improving planning through feedback of system circle members to their
- planners.
METHODS [ The methods for performing this Action Plan are: 4
- 1. Fully staff system engineering units and assign system-responsible engineers, i
3-19 Revision 3 - July 13,1990
. ~.. -
L ,' ' s
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n! 12. Fully staff E & C, Mechanical Maintenance, and Operations Units and - Q assign designated system experts. ;
- 3. Estab!!sh dates for System Circle meetings.
- 4. Develop genericL guidelines for System Engineers to use when I n preparing for/ conducting circle meetings.
- 5. Hold scheduled meetings and issue meeting minutes to appropriate distribution, t The schedule for this Action Plan is presented in Appendix A, PIP Action Plan
- Schedules, t RESOURCES i See Appendix B, PIP Action Plan Resources.
L L RESPONSIBILITY The responsibility for this Action Plan is assigned to: o General Supervisor, Plant Engineering - o' Maintenance Superintendent, CCNPPD p o General Supervisor, Nuclear Operations
-]
VERIFICATION Implementation verification1 : o [ 1. Verify that System Circle meetings are conducted as scheduled. L FeedbackVerification:
- 2. ' Managers and supervisors will look for positive indications of better working relationships between groups working on a system, respect for l, the interdependency between work groups, and common effort towards common goals in improving system reliability. l Effectiveness v'erification:
- 3. Effectiveness of the System Circles will be evaluated as part of the Self-Assessment and Events Analysis Assessment, the Design and implementation (FCR) Assessment, and the Maintenance / Operations ,
L Interfaces and Support Assessment described in Section 6.3. l> l l-l 1 Completed (4/6/90); documentation on file. l L 3-20 Revision 3 - July 13,1990 L n -
J h q, - 3.9 Quality Circles Proaram a 1 I The Quality Circle Program wa- devel to provide a vehicle by which 4 employees can provide input into the way their are to be performed. This input process often results in the development implementation of iraproved safety
. practices, improved work methods, improved efficiency, and improved. quality ,
assurance. Additional benefits include better communications, teamwork, and-morale. l Circle meetings are held weekly among representatives from interrelated I groups. These representatives are asked for their ideas for improving work methods and conditions. This is done using a structured format designed to maximize . 4 participation and to ensure problems are sufficiently identified, ver fied,- and resolved. The meetings are led by a trained Circle 1.mader from the group's respective field / discipline. An independent, trained Facilitator attends the meetings to ensure n the objectives of the Quality Circle Program process are met. , -
~ The original implementation of the Quality Circle Program at Calvert Cliffs lost . 3 momentum due to insufficient management support and administrative controls. In i addition, plant perceptions allowed the program to assume secondary status to aroduction concerns. Reorganization impacted the program, also, resulting in circles -
aeing disbanded. The first phase of the Quality Circle Program rejuvenation process was to place the Quality Circle Program under the authority of the Vice President-Nuclear Energy and to assign an on site coordinator to monitor the development and progress of the Quality Circle Program. Other improvements to ensure the L Program's success include supervisory involvement than was given in the past. o Preparing periodic reports tracking the program's progress for management. BG&E's newly established-Quah'ty Circle Recognition Program will arovide l recognition and monetary awards to Quality Circle members. Each circle will be able -
- to accumulate' points based on meeting , attendance, training, supervisory ;
i- involvement,- use' of circle techniques, publicity- and management acceptance of ideas.
. A schedule for implementing- new circles and reinstating old circles was developed and approved in March 1989. Many actions associated with the program since that time have already been completed. ,
Effective implementation of the Quality Circle Program should result in higher morale, better teamwork, improved communications and performance, in addition,
=
the formation of interdepartmental circles'should help promote increased respect
~ and trust between groups. Circle effectiveness will be evaluated via progress reports and circle presentations to management and the results of the newly established Quality Circle Recognition Program.' Also, periodic-opinion surveys will provide insight into how effective the Quality Circles program is functioning.
O 3-21 Revision 3 - July 13,1990 b
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OUTCOME /RESULTS
- f "
~
The results to be achieved under this Action Plan include: p Jo Generation of plant / job improvement ideas to ' improve quality - 3 L performance, safety performance, operating effectiveness, teamwork, -! L and morale. '
- . METHODS
. The methods for performing this Action Plan are:
c . . L o
- 1. Assign - employees withl Interrelated. job ' functions to Quality Circle Groups.
- 2. - Assign Supervisors as Quality Circle Leaders.
- 3. ' Assign Quality Circle Facilitators to focus group on the circle process-and group dynamics.
- 4. ' Provide training to Quality Circle Members, Leaders and Quality Circle
~ Facilitators.
- 5. Hold Circle " Kick-Off" Meeting to establish regular ~ meeting frequency T- and schedule. -
L
- 6. ' Monitor and evaluate = procedures and issue follow-up reports ' to management in connection with accepted ideas. ;
h The' schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules. [ ~, RESOURCES
- See Appendix B,-PIP Action Plan Resources.
RESPONSIBILITY ' The responsibility for this Action Plan is assigned to: m o Assistant to VP NED. VERIFICATION Implementation verification: 1 L' 1. - Verify.that Quality Circles teams are established. I
- 2. Verify team training has been conducted.
- 3. Verify program meeting schedules implemented.
, .. 4. Verify that circle ideas are being evaluated and implemented as appropriate. 4
, , 3-22 Revision 3 - July 13,1990 99 h a.-- y, y - ~ e- 'w
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Feedback verification: -! - l lL ' 5. - Use the Employee Opinion Survey, management feedback and informal - surveys to confirm that changes were implemented effectively. Effectiveness verification:
- 6. - Effectivenese of some aspcts of the Quality Circles program will be' 1 evaluated as part ' of tie ~ Self-Assessment and Events Analysis -
Assessment and the Maintenance / Operations interfaces and Support Assessment described in Section 6.3. .l l l l I
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i Yi ti; m , m 1~ U J 3 23 Revision 3 - July 13,1990 E x3 jp
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/~i 4.0 ' ASSESSMENT CAPABILITY IMPROVEMENTS -
L ): ' 4.1. - Plant Ooeratina Exoerience Assessment Committee - The' PlantiOperating- Experience Assessment Committee organized as a subcommittee to the Plant Operations and Safety Revie(POE w Committee l (POSRC).to take advantage of nuclear inclustry experience and to improve plant ~ operational safety. 'The- POEAC is responsible for the review of NRC Bulletins, j information Notices, Generic Letters, INPO Significant Operating- Experience ' Reports (SOERs), and other items from the INPO See-In Pro applicability to Calvert Cliffs. The POEAC communicates s, gramtoto determin ignificant information appropriate personnel for action. The POEAC includes members from engineering, operations, maintenance, and training. To correct a perceived ' decline in control and accountability, the following improvements were made to POEAC: o A responsible individual was assigned to manage each document _,
~
(SOER, Bulletin, etc.) response to assure that all recommendations, including interim measures, were addressed in a coordinated manner.- o' POEAC assigns the review and evaluation of each document to an ! individual. To assure that assi;;nments are approariately prioritized, l POEAC notifies Supervisors or assignments mace to their subor- t p dinates. The- Suoervisor may request that POEAC' change the y3 assignment to anotler individual when scheduling conflicts arise. . p o - Scheoule extensions for completion of document reviews now require the approval of the individual's supervisor.
- g. o The POSRC approves the final SOER responses.
All of the above improvements were verified as part of the PIP Verification Program. However, as a result of 1989 BG&E internal audit and INPO evaluation concerns, the need for ' additional improvements was ' determined. These 1 improvements are described in Section 4.1.1, Operating Experience Review.- POEAC activities are audited annually by Quality Assurance. These audits will also verify that recommendations result,ng i from the POEAC evaluations are-incorporated into design, operations, maintenance, and training activities.
?
4-1 Revision 3 - July 13,1990
l 1 , j 4.1.1: Operating Experience Review
'w( .
.~~ This Action Plan represents an expansion of the activities defined in Sectione
~
< 4.1, Plant Operating Experience Assessment Committee (POEAC). It addresses the operating experience and includes recommendations id)entified during the Feb 16,1990 INPO plant visit. 'ine Action Plan is structured to conform with the current 1 industry guidelines whichaubdivide Operating Experience Review into the areas of 1 industry review and in-house review. q The overall purpose of this action plan is to improve plant operational safety l l by taking advantage of previous nuclear industry operating experience.
OUTCOME /RESULTS ' ; o improved plant operational safety, j o implementation of a defined process for resolution of issues s' rising from the assessment of industry and in house operating experience. ol Prevention of events which are known to have occurred at CCNPP or l within the industry. , METHODS .
- 1. Upgrade industry assessment capabilities. !
O .
- 2. e ete e'ieh inte<fece ith in h o vee eeeee m e mt ce P e eiiitiee.
see Section 4.4, independent Safety Evaluation Unit l
- 3. ' Establish auditable Significant Operating Experience Report (SOER).
and Significant Event Report (SER) records.- 4.' Redefine POEAC responsibilities and interfaces with other groups. 1 The schedule for this Action Plan is presented in Appendix A, PIP Action Plan
- Schedules.
RESOURCES See Appendix B, PIP Action Plan Resources. RESPONSIBILITY Responsibility for this Action Plan is assigned to: Supervisor, independent Safety Evaluation Unit
, i 4-2 Revision 3 - July 13,1990 o
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5 i I
, jm: VERIFICATION -
fg. - e implementation Verification: 1
, , 1. Verify upgraded industry assessment capabilities. -
I ' 2. Verify adequate interfacing with inhouse assessment capabilities. O . F Verify establishment of auditable SOER/SER records. - 3. 1
- 4. Verify redefinition of POEAC responsibilities. ;
% Feedback Verification: y
-l~
- 5. Evaluate the successful Operating ' Experience Review function through appreisals performed by the Supervisor,' ISEU.
- 6. Evaluate improved safety performance by' analysis of INPO evaluation H results.
L ..
- 7. Monitor the number of which occur etch year.. plant. events and the number of repeat events 1
Effectiveness Verification: *
- 8. The effectiveness of the Operating Experience Review Action Plan will G -
be evaluated as part of the Self Assessment and Events Analysis ; 3; m) I. Assessment as described in Section 6.3. 0 ' L ! 7 q L o >
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m . i 1 43 Revision 3 - July 13,1990 l
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m 1 t r b, I L 4.2 - Quality Cor*H Imorovements ) 9 '
. E in early'1b to the QC organizm...
E's Manager of QASSD started a series of improvements sannin for improvements started with the assignment of a new General Supervisor, Qual Assurance in February 1989.-Additional concerns related to the effectiveness- the Quality Control function have already been 1
* + addressed by short term corrective actions as discussed in BG&E's response to the STI report. Longer term improvements are underway as part of the PIP. ;
' In June 1989, the Quality Control Mission Statement was issued, it states: x The Quality Control personnel will independently ensure -
that activities affecting Calvert Cliffs Nuclear Power Plant conform i W with instructions, procedures,-and drawings. They will verify adherence to L Quality- Assurance Program requirements for . design, o and maintenance; and management's 1 standards peration,= for safety, thoroughness, accuracy, timeliness, R orderliness,'and workmanship. The Quality Control organization will accomallah this 4 mission by implementing a Critical Characteristics Inepection process.~ Critical Characteristic inspection plans and hold points will be conirolled by Quality Control Procedures which represent 3 an integration' of design, maintenance, 'and- Quality Control criteria. These criteria- will include: safety probabilistic risk i
' assessment, component safety function, failure mode effects, maintenance implications, effect on operations,'and cost. '
~
Additionally, the Quality Control organization is responsible for establishing an-NCR-process which trends, evaluates, and monitors appropriate action -to correct- nonconformances at Calvert Cliffs. 1 i
- The Quality Control organization will be organized, trained, and augmented to accomplish this mission. ,
.The QC unit has been reorganized and expanded into a master unit. This newu organization includes functional ' groups which parallel the related craft specialties and a new Quality Engineering Unit (OEU). The purpose of the reorganization is to improve QC oversight, to allow closer supervision of QC i personnel, to increase direct technical support to QC activities, and to broaden the technical skills of the QC organization.
OUTCOME /RESULTS The resuits to be achieved under this Action. Plan include: _ ,- o More clear definition and more effective results in the independent verification of quality. , o Administrative and Inspection procedures for Quality Control. o Critical Characteristics Quality Control Inspection Program. 4-4 Revision 3 - July 13,1990 l
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[. l < , 5# , u METHODS (k) n F N The methods for performing this Action Plan are: x 1.. Input QC concerns to the issues Based Planning process. !
- 2. Provide root cause analysis training: and - technical training . to 1 inspectors.
- 3. Provide performance based training to QC inspectors t
- 4. Prepare administrative and inspection procedures for Quality Control activities.
- 5. Develop and validate a critical characteristics database for valves as a pilot , program. Following successful implementation of the pilot program, add other components. <
o !- The schedule for this Action Plan is presented in Appendix A, PIP Action Plan - l Schedules.' < RESOURCES See Appendix B, PIP Action Plan Resources. ! l RESPONSIBILITY The responsibility for this Action Plan is assigned to: o Assistant General Supervisor, QC Master Unit VERIFICATION Implementation verification: c 1. Assessment of the critical characteristics pilot program, and other QC L 1 activities. , Feedback verification: , 1
- 2. Analysis of NCR trends.
Effectiveness verification: 1 .c l'
- 3. OC effectiveness will y verified by the Management and Quality Assurance Assessment , the Self Assessment and-Events Analysis Assessment, the Design and implementation (FCR) Assessment, and the Maintenance / Operations interfaces and Support Assessment as described in Section 6.3.
O comp ietee (4/27/90): eocvmeet tiem ee r'ie e 4-5 Revision 3 - July 13,1990
g P 4.2.1 lasues Manaaement System l " ~~u This Action Plan creates a comprehensive issues Management System J
. (IMS). The system assures uniform capture, analysis and prioritization of issues and provides a mechanism for promptly identifying and elevating significant issues to the appropriate level of management, it also selects and initiates appropriate corrective- action and reporting systems for each issue and it maintains and provides current status of all open issues.
The IMS is intended to provide centralized,' coordinated management for , . , multiple issue management systems that have previously functioned independently.- The IMS relies on several other action plans to provide key supporting functions, 1 such as commitment tracking, task scheduling, etc. ! OUTCOME /RESULTS 4 L o A coordinated process for managing issues including identification, documentation, correction, tracking, and closure. I o Establishment of issue management interfaces with existing processes (e.g., commitment tracking, site integrated scheduling, issues based planning), o Supporting administrative controls and procedures for the. issues ; management process. METHODS l
- 1. Describe the present issues management process including definition of an " issue",-identification of.the issues management systems and corrective action systems presently in~ use, and definition.of their inputs,' outputs, and management interfaces.
- 2. Develop a conceptual flowchart (blueprint) for the issues Management i System. This includes models for the four major processes within the Issues Management System; an issue capture process, an issue "l analysis process, an issue resolution and reporting process, and an issue status monitoring process.
- 3. Develop the details of the issue Capture Procens including a single i method for capturing issues and development of a strategy for implementation.
- 4. Develop the details of the Issue Analysis Process including formulation of criteria for the analysis of issues, the selection of corrective action processes, the prioritization of issues, the selection of reporting mechanism-and trending, and the criteria for progressive levels of management notification. Develop an implementation strategy.-
- 5. Develop the details for the issuo Status Mc,Jtoring Process including formulation of criteria for monitoring issues, and progressive levels of management feedback, Develop a implementation strategy.
O 46 Revision 3 - July 13,1930
i_ R i 3 E j 1 , , j
- 6. - Develop the details for the issue Resolution and Reporting Process ,l 1h)1 including initiation of corrective' action I v reporting, and issue closure (from IMS). processes, criteria. initiation
- Develop - and of l P implementation strategy. 1 1
- 7. Transition to full use of the issues Management System by initiating-im lementation strategies described above. Identify and eliminate l
', d licative steps, identify and develop the procedure changes, verify .i validate the transition.
3 "C" '
- 8. Provide change management - sup:> ort to ; facilitate the - transition including staff training and use of faciitators. -
The' schedule for this Action Plan is presented in Appendix A, PIP Action Plan
- Schedules.
RESOURCES 4 See Appendix B, PIP Action Plan Resources.
' RESPONSIBILITY Responsibility for this Action Plan is assigned to:
y o Assistant General Supervisor, Quality Control Master Unit A VER!FICATION 7 implementation verification: 1 , Verify that an assessment has been made to describe the pre-lMS issues management system.
- 2. Verify that a conceptual flowchart of the IMS has been developed and identifies the major processes: e.g. issue capture, analysis, resolution and reporting, and status monitoring. .
, 3. Verify that the details of the major issue management process l components have been developed. I' - l 4. Verify that a transition strategy has been developed and implemented. l Verify that transition supporting procedure modifications have been-o developed and issued. . Feedback verification:
- 5. Provide feedback on the effectiveness ^of the change-management techniques during transition to the IMS.
- 6. Qualitatively evaluate the Issues Management System effectiveness as ,
part of the 1991 Spring and Summer Planning Conferences. O 4-7 Revision 3 - July 13,1990 (
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.3 13 5. ' oThe effectiveness of the issues Management System Action Plan will. a t . be evaluated aspart of the Self Assessment and Events Analysis- +
. Assosoment, the Design and implementation (FCR) Assessment, and :
the Maintenance / Operations interfaces and Support Assessment as ' described in Section 6.3. W i 1 e 1e l' 1 ? k 1 l:
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1 l l 48 Revision 3 - July 13,1990 l
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4.3 i Quality Assurance Internal Assessment imorovements U
.. In the PIP, BG&E committed to improving the effectiveness of the Quality ,
Assurance function at Calvert Cliffs. These improvements include. - I o: Increasing the involvement of managers and general supervisors in i
,4 tne audit process, including attendance at pre audit.and post audit ,J conferences.to better assure 'N3 picture" understanding of audit ,
findings by management. This wil also aid in achieving more s , and extensive corrective and preventive actions in response to a .
, findings. This action 1 addresses weaknesses ~ identified by :BG&E, JUMA, and NRC..
n.
'o improvin the knowledge and experience of auditors, by means of !
cross tra , rotational assignments, and use of technical experts
, including IS and consultants, where appropriate.
4 a ! o increasing the depth of audits, including use of deep vertical slice L audit techn es in activities such as Safety System Functional-Inspections ( SFis). Currentip, QA schedules about 25 audits per
. Each audit ' app priately includes programmatic, technical,year, and usually effectivenessincluding an SSF components. Si nificant audit findings and trending based'on audit results are -t . regularly reporte to OSSRC. Issues round b OA during its audits will be included -
in the issues Based Planning Process (Sectio 2.3). . Q.UlQ.QMElBES.U.LT.S The results to be achicved under this Action Plan include: .
-o' More time'y and comprehensive responses to audit results from the. 4
. internal Assessment Process o Imoovements in OA auditor capabilities in root cause analysis and b technical / effectiveness evaluations. >
o More direct involvement of line supervision and management in the resolution of deficiencies in their areas of responsibility and a clearer @ indication of their expectations to their subordinates. METHODS - The methods for performing this Action Plan are-
,4 1. . Input QA concerns to the issues Based Planning process. , 2. Managers, General Supervisors, and-designated OSSRC' members will attend pre- and post audit meetings.
L
- 3. Encourage managerial and supervisory involvement in the ranking and resolution of deficiencies in their areas of responsibility.
ym - l 49 Revision 3 - July 13,1990
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5
- 4. Train auditors in root cause analysis and technical evaluation.
[ 5.- Periodic focused assessments using techniques such as SSFis will be - performed. l o ll t . The schedule for this Action Plan is presented in Appendix A, PIP Action Plan L Scheduies, g L RESOURCES , See Appendix B, PIP Action Plan Resources. ! 4 j i. BESPONSIBILITY l The responsibility for this Action Plan is assigned to: o: , Overall responsibility - Supervisor, Quality Audits Unit. , o- Support responsibility - Managers of OASSD, NESD,'CCNPPD, VERIFICATION lmplementation verification1 :
- 1. - Verify acceptability of staffing levels, qualifications, and training of OA ,
auditors, t [ie 2. Verify OA input to issues Based Planning process.
- li L Feedback verification:
- 3. Quality Audits' Unit (OAU) performs-monthly trending of number of ~
^ ,
open findings, average time 1open number of late findings, and m number of new findings. This is reviewed periodically by.OSSRC. 4.
~
OAU records attendance by Supervisors and General Supervisors at-
, pre- and post audit meetings. Attendance trends are reviewed !
periodically by VP NED, Managers, and OSSRC. Effectiveness verification: 5. QA effectiveness Assurance Assessmentwilland bg the verified Self - by Assessment the Management and Events and Qualit
. Analysis Assessment described in Section 6.3.
1 ,
'l Complete (1/16/90); documentation on file 2
,{ Completed (4/27/90); documentation on file l 4 10 Revision 3 - July 13,1990 i
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~ 4.4 - Indeoendent Safetv Evaluation Unit ~
formed to= independently assess. operations, maintenance, and e)ngineering~ functions and programs which, if perfctrned improperly,-will adversely affect nuclear-
- safety. The responsibilities for ISEU include:
o' independently analyze and ' assess . Calvert Cliffs events for . root , causes. This will include a strong emphasis on human' performance' . ( via participation in INPO's Human Performance Enhancement System l: (HPES) program. , L .o Determine the root;cause(s) for process / programmatic deficiencies 1 identified by BG&E or outside groups such as INPO or the NRC. , 4' # o Prepare reports for the Plant Operations and Safety Review b ; Committee (POSRC), the Off Site Safety Review Committee (OSSRC),
, and Calvert Cliffs line managers containing results of root cause-assessments, appropriate trending information, and recommen-dations, o identify issues from ISEU assessments for consideration in the issues- ,
based planning process (see Section 2.3).
. ISEU members will receive training in performance of root cause analysis techniques (see -Section- 4.6) and other safety assessment techniques as L '
appropriate. One or more ISEU members will be trained in the Human Performance ' i Enhancement System (HPES) program, l i OUTCOME /RESULTS The' results to' be achieved under this Action Plan include: - o Centralized Calvert Cliffs event analysis capability. 4 ! o Centralized trend analysis capability for the corrective action systems. h . ! J> o improved quality of event analysis and ability to detect underlying root l cause of deficient performance. ; o HPES capability. o improved base for Divisional planning. METHODS . The methods for performing this Action Plan are: o Staff and train the ISEU in Root Cause Analysis, o Apply root cause analysis methods to the corrective action systems including NCRs. V 4-11 Revision 3 - July 13,1990 l
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V';< . o Establish and staff the HPES Coordinator function. -Implement HPES '.
. program, o Provide input to the NPP through the issues Based Planning process.
+
The schedule for this Action Plan is presented in Appendix A, PIP Action Plan t - Schedules. i
' 3 RESOURCES j , ,
+
_ See Appendix B, PIP Action Plan Resources.
. - RESPONSIBILITY The responsibility for this Action Plan is assigned to:
o Supervisor, independent Safety Evaluation Unit : o- Establishment of long term manning rotation - Division Management VEBIFICATION
-Implementation verification:
- 1. Audit adequacy of ISEU staffing levels, qualifications, and training,
- 2. Verify ISEU input to issues Based Planning process.
Feedback verification:
- 3. ISEU efforts will be evaluated through managerial observation by the Manager, Nuclear Safety and Planning Department, ,
Effectiveness verification:
- 4. The effectiveness of ISEU efforts will be evaluated by the Self-t Assessment and Events Analysis - Assessment, and the Maintenance / Operations Interfaces and Support Assessment.
t t- a I 4 12 Revision 3 - July 13,1990 xme v .e ~
1 '1 . 4.5 Safety Assessment. In 1988, BG&E provided formal training to personnel in performing im xoved ' - safety evaluations and how to identify when a safety evaluation is requirec. This training was provided to Design Engineering, Plant and Pro}ect Engineering, and
.many personnel from other plant organizations including OSSRC and POSRC..-
Similar training programs will be provided to employees entering these groups. We are aware that a more rigorous safety assessment process is needed for
; the analysis of temporary modifications. To respond to this concern, a screening process was usedu to identify the -nuclear-safety significance of temporary-modifications.
This Action Plan represents an enhancement and widening of the safety evaluation / assessment process and directly supports the temporary m*#im arocess. The intent of the Action Plan is to instill a site-wide culture change to mprove nuclear safety awareness. The screening process methodology is being formalized and will be applied to maintenance, modifications, and trouble shooting. Use of the expanded screening process will assure that safety assessments . have been~ performed and adequately documented. The process will entail use of progressive screening criteria by personnel at corresponding organizational levels (i.e., personnel at appropriate levels will be provided with standard questions to be answered to ensure and document that an adequate assessment has been performed.). OUTCOME /RESULTS - O .The results to be achieved under this Action Plan include: o Development of a documented safety screening process with-appropriate screening criteria. The screening criteria will be developed for use by personnel at each organizational level and will y' be integrated into the plant procedures. o improvement of the of safety consciousness of. employees involved with maintenance, modifications (physical and procedural), - and trouble shooting activities. o Training of personnelin the performance of safety assessments under the new procedures. METHODS . The methods for performing this, Action Plan are:
- 1. ' Develop appropriate safety screening criteria for use in maintenance, troubleshoot,ng, i and modifications (physical and procedural) activities.
- 2. Through the use of the screening criteria, provide a consistent
. approach to and documented record of the safety assessment considerations prior to the start of the implementation activities.
4 13 Revision 3 - July 13,1990 l y,
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. 3. Refinei scree . criteria using trial runs - for maintenance and !
procedures les.
' 4. Increase plant personnel awareness of safety screening at all levels using newsletters and awareness meetings. !
- 5. Provide management briefings at key. milestones to identify progress j as well as areas requiring immediate corrective action or temporary ,
compensatory action. ! 6.- Change plant procedures to incorporate safetyscreening criteria._,..
. i 7,? Provide training in the use of screening criteria.
The schedule for this Action Plan is presented in Appendix A, PIP Action Plan . N Scheduies. !
, RESOURCES
. See Appendix B, PIP Action Plan Resources.
RESPONSIBILITY ; s The responsibility for this Action Plan is assigned to:
-o. Overall responsibility - General Supervisor, Design Engineering. .
y VERIFICATION -
. t Implementation verification:
- 1. 1 Verify completeness of screening criteria and safety assessment methodology, p ' 2. Verify methodology has been incorporated into appropriate procedures. ,
- 3. Verify appropriate safety assessment and screening criteria training ,
R has been performed. Feedback verification: g
- 4. Solicit feedback from personnel in awareness meetings.
Effectiveness verification:
- 5. .The effectiveness of the safety assessment process will be evaluated by the Self-Assessment and Events Analysis Assessment, the Design
- Assessment, and the Maintenance /
l' and implementation Operations Interfaces and(FCR) Support Assessment - as described. In r Section 6.3. Because this is a long-term effort, these assessments will evaluate the continuing development and implementation process. 4-14 Revision 3 - July 13,1990
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.. Ultimately, the effectiveness of this Action Plan will be verified through 7N .. i !(@d ao..o ~, t/ . ;
C ,i ; the ongoing Calvert Cliffs Quality Assurance Program. , s 3.' q '
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4.6 - Root Cause Analysis Imorovements - W(-
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' As stated in the PlP, Root Cause Analysis (RCA) will be instituted at Cabert Cliffs.~ The purpose of this Action Plan is to address weaknesses in achieving tinely l effective corrective actions in response to identified deficiencies. ' This deficiency-was also identified in the STI report. ,
in addition to .jse of RCA techniques by the inde:endent. Safety-Evaluatics, Unit (see Section 4.4) and the root cause/fallure..anaysis- techniques,.used:by. System Engineers (see Section 5.4.1), other functions and work groups will rec &ie - appropriate RCA training for application in their respective activities. RCA training . r includes _ Analytical Troubleshooting, Human Performance Evaluation System
- (HPES), and Root Cause Analysis Methodology. Groups targeted for RCA training '
i include: i 4 o Operations o Electrical & Controts Maintenance o Mechanical Maintenance o Quality Assurance and Quality Control o_ Plant & Project Engineering o Nuclear Engineering o Performance Engineering o Chemistry / Water Treatment i: o - Safety & Fire Protection l o Radiation Control o Design Engineering o Technical Services Engineering - ! OUTCOME /RESULTS : The results to be achieved under this Action Plan include: o- Impleinentation of procedures for RCA program. _ o improved problem solving capability at worker level. l 3 o incorporation of root cause analysis into daily activities. Reduced events and repetitive failures. o O i 4 16 Revision 3 - July 13,1990 I _U.________-_ , - f- I
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^ . The methods for performing this Action Plan are: .
a.! 1_ Analyze Root Cause Analysis needs. . I o ,
- 2. Identify procedures that need to be changed.
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- 3. Prepare procedures. ,
3 m l 4.- Develop and conduct Root Cause Analysis training. G - M ' The schedule for this Action Plan is presented in Appendix A, PlP Action Plan A 1 Schedules. , E, RESOURCES E See Appendix B, PIP Action Plan Resources. F d RESPONSIBILITY u r.. , The responsibility for this Action Plan is assigned to: y o. Overall - Project Manager, RCA Project. i
&n.; t o Procedure development Supervisor, independent Safety Evaluation !
P - Unit, a t L/
, f' o Training - Gene 5: vJpervisor, Nuclear Training.
n. ro a VERIFICATION ,
+
.;W I Implementation verification: -i w , [b y
- 1. Assess :>rogram implementation, and review of RCA investigations for thorouginess, b, Feedback verification:
A-- M" 2. Periodically report on progress and effectiveness through routine
!7 ., ; <
work progress reports (i.e., monthly progress reports). L Effectiveness verification: 4' 3. The effectiveness of root-cause analysis efforts will be evaluated by e , the Self Assessment and Events Analysis Assessment and the
- n*
5; . . ~ Maintenance / Operations Interfaces and Support Assessment. - 1&- 2 h ' CO y O'- 4 17- Revision 3 - July 13,1990 l/ l
+ 4 . - - - . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
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I i s
- 4.7 Plant Ooorations and Safety Review Committee >\
I \ As stated in the PIP, the Plant Operations and Safety Review Committee i (POSRC) advises the Manager Calvert Cliffs Nudear Power Plant on all matters ] related to nuoloar safety in accordanos with Calvert Cliffs Technical Specifcations i Section 6.5.1. In addition to the clarification of expectations as to the roe of POSRC committee members discussed in the PIP, other enhancements are being im monted.to improve the effectiveness of the POSRC to-botter assure.that ant issues are dealt with in a complete,-timely manner. Enhancements to j P SRC offectiveness include: 1 o Revision of Calvert Cliffs instruction CCl guidance to POSRC committee memb(ers.-) 103 to provide additional . o Creation of a POSRC Procedure Review Subcommittee to provide a s,afety assessment of proposed procedures and procedure changes. The subcommittee will review revisions and changes to implementing procedures. Summaries of the proposed procedures or changes, ' along with recommendations for approval or rejection, will be submitted to the POSRC. W subcommittee, as currently envisioned, will consist of seven members (and their alternates) representing the ! following disciplines: Chemistry / Radiochemistry ;
- Design Engineering -f -
Electrical & Controls Mechanical Nuclear Engineering !
- Operations Radiation Safety o- Development of appropriate guidance for presenters coming before 1 POSRC to assure necessary and sufficient information is avanable for decisions to be made by POSRC. This is intended to reduce wasted time by POSRC caused by incomplete and fragmented presentations.
o Personnel making incomplete or unsatisfactory presentations to the POSRC will receive immediate feedback from their General Supervisor to assure adher0nce to presentation standards. OUTCOME /RESULTS r The results to be achieved under this Action Plan ir rlude: o Enhanced ability of the full Committee to focus on significant safety matters and concerns. O 4 18 Revision 3 - July 13,1990
i l l L
.(~Y o Prompt dissemination of the results/ recommendations of Committee l t'j deliberations on significant safety matters to division management (not ;
POSRC members) and OSSRC members. o Proper conservatism of safety recommendations by the Committee. I t-METHODS The methods for performing this Action Plan are:
- 1. Revise CCl 103 to incorporate new guidance. ,
- 2. Assign personnel to Procedure Review Subcommittee.
- 3. Develop and issue guidance for presenters. ;
- 4. Comblete safety evaluation and other identified training associated ,
with POSRC activities. The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules. ; RESOURCES ! See Appendix B, PIP Action Plan Resources , RESPONSIBILITY The responsibility for this Action Plan is assigned to: o Methodology implementation POSRC Chairman. 1 o Training Assistant to POSRC Chairman and General Supervisor - Nuclear Training. l l t VERIFICATION ,' Implementation verification: H 1. Verify establishrnent of Procedure Review Subcommittee with qualified personnel. ,. 2. Verify appropriate training of Procedure Subcommittee and POSRC -
.} presenters performed.
Feedback verification: F
- 3. These changes will be evaluated through feedback from POSRC members, feedback from OSSRC review of POSRC activities, and reduction of number of challenges of POSRC decisions by the Manager CCNPPD.
O . 4 19 Revision 3 - July 13,1990 Y __- ..
[ i. l g l rs 4. General Supervisor feedback to personnel making incomplete or !-
'V unsatisfactory POSRC presentations.
Effectiveness verification:
- 5. The effectiveness of the POSRC will be evaluated by.the Self-Assessment and Events Analysis Assessment and the Design and :
Implementation (FCR) Assessment as described iri Section 6.3. t i, i o I , . ;[ i t i i l l-O' ;
,, 4 20' Revision 3 - July 13,1990 l
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J 4.8 Off-Site Safety Review Committee As stated in the PIP, the Off Site Safety Review Committee (OSSRC) provides : independent review and audit of designated activities in the areas of operations, > engineering, chemistry, metallurgy, instrumentation and control, radiMcJ safety, : and quality assurance in accordance with Calvert Cliffs Technical Specihcations Section 6.5.2. In addition to the clarification of the role of OSSRC committee : members discussed in the PIP, other enhancements have been made or are - underway to' improve the effectiveness of the OSSRC.- These enhancements include: ) o Reorganization of the standard agenda to address significant safety i issues first. This assures that members have time to property review ; and assess the most important items. In addition, an executive i session is held after each significant safety item presentation to assure that the .OSSRC appropriately closes issues and that any ' recommendations to the Vice President Nuclear Energy Division are carefully considered and documented. ! (- . o Training of OSSRC members including:
- An initial OSSRC member training course and periodic :
refresher courses. ;
- Specialized training of members based on upcoming issues at ,
the next meeting. O- - Other training identified from periodic meetings of the OSSRC Chairman and the General Supervisor Nuclear Training to j discuss training needs and results, o Orientation toward dealing with generic issues that may affect safety and quality at Calvert Cliffs rather than becoming immersed in minor issues and technical details. , Orientation toward comprehensive assessment of issues that may o
- affect safe, reliable operation of Calvert Cliffs rather than only dealing with minimum regulatory requirements. >
i The OSSRC consists of 12 members. Off site members constitute the majority and include two consultants with extensive nuclear experience, an exaenenced, previously licensed representative from another nuclear operating utiity, as well as BG&E personnel with environmental, metallurgy, operations, and i engineering expertise. L OUTCOME /RESULTS , l l The results to be achieved under this Action Plan include:
'o The ability of the OSSRC to provide careful and deliberate safety review oversight to Calvert Cliffs activities will be enhanced. l O '
4 21 Revision 3 - July 13,1990 l I
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I o Personnel who present hems to the OSSRC will better understand the role of the OSSRC and present information in a way which facilitates the OSSRC's safety oversight function. METHODS The methods for performing this Action Plan are: . - -
- 1. Develop a self study training guide stating the role of the OSSRC.
- 2. Develop *>resenter's guide" giving general types of information to be presentec to the OSSRC. Each person scheduled to present information to the OSSRC will complete the self study tral module and review the " presenter's guide" prior to presentation to OSSRC.
The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules. RESOURCES e See Appendix B, PIP Action Plan Resources. RESPONSIBILITY The responsibility for this Action Plan is assigned to: o Overall responsibility Chairman, OSSRC o Training responsibility General Supervisor, Nuclear Training.
- VERIFICATION Implementationverification1 :
- 1. Verify the completion and implementation of the OSSRC " presenter's guide."
Feedback verification:
- 2. The Chairman, OSSRC will solicit periodic feedback from the VP NED on OSSRC effectiveness.
Effectiveness verification:
- 3. Effectiveness of the OSSRC will be evaluaty through the Management and Quality Assurance. Assessment and the Self-Assessment and Events Analysis Assessment as described in Section 6.3.
1 Completed (2/5/90); documentation on file. 2 Completed (4/27/90); documentation on file. 4 22 Revision 3 July 13,1990
e . i 4.9 Visitina Other Plants ( : To improve awareness, and recognition of Issues, problems and good - practices within the nuclear industry, BG&E has begun to improve its l
,. communication with other nuclear utilities. Since 1987, BG&E has performers. aafety system technical reviews with the aid of experienood outside consultants.- BG&E l recognizes the benefits brought to Calvert Cliffs by independent reviewers familiar i with other the practices of other utilities. We anticipate similar benefits will be obtained from key members of our staff visiting other nuclear plants where theycan j observe problem identification and resolution practices and the use of alternate ;
methodcWogy. l t . BG&E is becoming more involved with peer reviews at other plants through INPO. To widen the exposure of BG&E personnel to industry practicos, INPO has been asked to permit BG&E personnel to participate is observers on other reviews I when it is not possible to participate as a peer evaluator, , in addition, BG&E will participate in independent review efforts at other power tants during performance of utility sponsored vertical slice reviews such as Safety ystem Functional inspections (SSFis), design verification reviews, and other l Inspect ons. This participation may be as either participating reviewers or as observers. j BG&E will develop guidance that will help participants to focus on objectives, preparations, and the need for distributing lessons learned to other members of the i Calvert Cliffs team upon their return. l O ou1CoMe,seSut1s The results to be achieved under this Action Plan include: o Development of a guidance document dete.Iling participart objectives and preparations, o Participation of Managers and General Supervisors in INPO Peer Evaluator and Observer opportunities, o improved recognition of industry issues and problem solution. { METHODS The methods for performing this Action Plan are:
- 1. Develop Guidance Document for performing and documenting the ,
results of plant visits
- 2. Promulgate schedule of INPO- Peer Evaluator and Observer opportunities.
- 3. Prepare schedule of VP NED active participation in regional peer executive (scheduled) meetings, INPO senior nuclear executive conferences (scheduled), and NUMARC Board meetings (scheduled).
O . 4 23 Revision 3 July 13,1990
v y i 1 J 7 The schedule for this Action Plan is presented in Appendix A, PIP Ar tion Plan Schedul0s. ' RESOUR 2.S F,6e Appendix B, PIP Action Plan Resources BE.SF'ONSIBILITY The responsibility for this Action Plan is assigned to: o General Supervisor, Planning and Support Section. VERIFICATION implement' .lon verification:
- 1. Ve .fy that BG&E personnel are being assigned and are participating in arogram.
- 2. Verify that guidance has been developed for visits.
- 3. Verify that schedule of INPO Peer Evaluator and Observer opportunities is promulgated routinely.
Feedback verification:
- 4. Performance reviews of appropriate supervisors will include i verification that visits are being performed and that lessons learned >
are being forwarded for action. Effectiveness verification: -
- 5. Effcetiveness of these efforts will be evaluated by the Self Assessment and Events Analysis Assessment described in Section 6.3. -
l l l l' 1 0 4 24 Revision 3 July 13,1990
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5.0 ACTlVITY CONTROL IMPROVEMENTS (V') l 5.1 Auxiliarv Systems Engineering Unit i in February 1988, the Auxiliary Systems Engineering Unit was created to provide support to maintenance and operations. The Auxiliary Systems Engineers provide expertise related to equipment common to many systems (for example, j centrifugal pumps and motor operated valves). The Auxiliary Systems Engineering Unit (ASEU) consists of one group of System Engineers and two groups of i Component Engineers. When the System Engineers identify a component problem, the Component En ineers assume the responsibility to coordinate the resolution of the problem usi their in depth component expertise. Vendor assistance will be used on an as- i nee d basis. The Component Engineers direct the maintenance and testing required to resolve the component problems, and act as a repository for information that will be helpful in resolving future component problems. i
.I l
l 1 Implementation Verification (See Section 6.1) of Auxiliary Systems Engineering Unit completed (4/6/90); documentation on file. 51 Revision 3 July 13,1990
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/ 5.2 ProceduralImorovements I (
- l. Several Action Plans have sign $ cant impact on Deneration and use of !
l- procedures at Calvert Cliffs. These include the Procedure Upgrade Program, Surveillance Test Procedures, and Post Maintenance Testing. These are discussed l i below. i' l. I 5.2.1 Procedure Uograde Procram A key to maintaining desired levels of safety and qualit r preparation and implementation of appropriately detailed,y consistent,at Calved Cliffs isl accurate procedures. nificant problems have been recognized with the consistency and , noecuscy of C ert Cliffs procedures. To resolve these deficiencies, BG&E initiated , the *rocedures Upgrade Pr ect in February 1989 to improve the usability of - proccdures and to provide tral ng on procedures, j Essential elements of the Action Plan for Procedure Upgrade are: [ o An evaluation of the Procedures Upgrade Pro;ect (PUPj was initiated in ; February 1989. This effort has resulted in a s gnificant .ncrease both in the scope of the PUP and in BG&E's understanding of the issues. , Continuation of the technical procedure upgrade work started in o February 1989. o Planning and establishing more effective controls on the procedure ' : upgrade process. L o Establisning realistic priorities, allocating resources, and establishing [ appropriate schedules. ; o Integrating procedure upgrade activities with other Action Plans includin Sa'ety Assessment (Section 4.5), Surveillance Test Program (Sectio 5.2.2), and Procurement Program Project (Section 5.3.1). o Establishing an organization to provide increased procedure process controls, project management controls, procedure upgrade standards, and procedure tracking methods, o Transition of current procedure upgrade into this Action Plan. 1 OUTCOME /RESULTS The results to be achieved under this Action Plan are: o improved quality of CCNPP procedures, o Centralized management of the procedures upgrade process. , o Standard site wide procedure preparation process. 52 Revision 3 July 13,1990
y a r p o' A Qualified review Program. Procedure writers ano reviewers trained to ! the raw procedure preparation standards. o A revised review and approval process. ! I METHODS The methods for performing this Action Plan are: . f
- 1. Establish a single integrated procedural hierarchy.
- 2. Develop and implement site-wide administrative and technical proco-dure writer's guides. ;
- 3. Upgrade administrative and technical procedures for accuracy and functional adequacy. .
- 4. Incorporate human factors consideration into procedures.
- 5. Develop and maintain databases for progress, expenditure, and proco- >
dure tracking. 4
- 6. Implementation of a training process for writers, reviewers and users.
The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules. RESOURCES , See Appendix B, PIP Action Plan Resources, t RESPONSIBILITY ! The responsiblhty for this Action Plan is assigned to: o Project Manager, Procedure Upgrade Project i VERIFICATION Implementation verification:
- 1. Verify that acceptable Writer's Guide and procedure preparation L standards have been prepared.
I
- 2. Verify that the revised review and approval process has been'imple-mented, i 3. Ver training of procedure preparers and reviewers has been com-plet
- 4. Verify appropriateness of procedure upgrade schedule.
O ! 53 Revision 3 July 13,1090
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- - - - - , - .-- ._9 -
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t Feedback verification:
- 5. Supervisor observation and feedback from workers on progress of procedure upgrade.
Effectiveness verification:
- 6. The effectiveness of the Procedure U rade Project will be evaluated through the Self Analysis and Events sis Assessment, the Design )
and implementation (FCR) Assessment, and the Maintenanos 1 Operations' and Support Assessment as described in Section 6.3 ] Because this is a long term effort, uhimate effectiveness of the Pr ram ! will be assessed by Quality Assurance assessments that i ude- ' effectiveness evaluation concepts. l 1 (/ i I i 3 l - o t O 54 Revision 3 July 13,1990
I I I 5.2.2 Surveillance Test Prooram in the past, surveillance test (ST) program responsibilities were divided among various groups at Calvert Cliffs causing varying approaches and documentation methods to be used. This situation resulted in S, s that varied in depth of detail from group to group, and variations in sign off and data recording fequirements. Plant 1 wide improvements to the ST Program were difficult to implement and operation of I the ST Program required too much reliance on the lower-levelfunctional organiz.ations for implementation. - In response to these concerns, a strong, centrally controlled surveillance test i prog ~ ram has been established with a Site Surveillance Test Program Manager (SS PM) assuming overall responsibility for the control and coordination of the ST ! Program. This oosition is supported with Functional Surveillance Test Coordinators 1 (FSTCs) who are assigned to the SSTPM. The FSTCs will be responsible for the ' control and coordination of surveillance test activities including review of ST results related to specific disciplines at Calvert Cliffs, t The centralized ST program will use'the newly revised governing procedure and a computerized scheduling and data trending system. The new system will merge, and build on, the existing surveillance test programs and will produce uniform test data reports. The vendor manual u > grade program will affect the ST Program ; and is described in Section 5.3.3 of this Plan. The governing proceduros for the ST program will provide guidance on inclusion of vendor manual reciuirements. The ST governing and implementing procedures will be revised to be consistent with Procedure Upgrade Program (PUP) requirements when the PUP is implemented. ; lO ourcous'assu'Ts The results to be achieved under this Action Plan are: o Defined central control and clear responsibilities for the program. - - L o Structured reviews of completed surveillance. tests, o A formal system for follow up of action items generated by Surveillance , Tests. t o A Surveillance Test management information system.
?
o Assurance that Surveillance Tests are consistent with Technical Specification requirements. METHODS The methods for performing this Action Plan are:
- 1. Implement a new organization with clear cut lines of responsibility and overall program control under one individual.
- 2. Develop /Rovise formal control procedures.
l
- 3. Develop a computerized scheduling and data tracking system.
55 Revision 3 July 13,1990 4
,w e .. ~ -
1 i l 7~' 4. Upgrade all STP's to a common format (part of Procedure Upgrade f s Program).
- 5. Review and resolve differences between applicable Technical Speci-fication bases and design bases.
- 6. Review the STPs for technical adequacy relative to the Technical Specifications and. provide comments for incorporation into the -
Procedure Upgrade Program. The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules. l RESOURCES See Appendix B, PIP Action Plan Resources. , RESPONSIBILITY ! i The responsibility for this Action Plan is assigned to: ; o Overall Responsibility items 1, 2, 3, 5, and 6 - Site Surveillance Test ! Program Manager, o Overall Responsibility item 4 - Program Manager, Procedure Upgrade Program. VERIFICATION i Implementation verification:
- 1. Verify organization and staffing of the new consolidated surveillance test group.
p 2. Verify ST preparation and control procedures have been prepared and revised. ,
- 3. Verify that an appropriate ST procedure schedule has been prepared
. and is being implemented.
- 4. Verify the development of scheduling and data trending programs.
- 5. Verify the development of new consistent data reports.
- 6. Verify training of appropriate personnel in the new ST control and l preparation procedures.
1 Feedback verification:
- 7. Verify the consistent applicatico and use of the new procedures.
O 56 Revision 3 July 13,1990
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e Effectiveness verification: ('
- 8. 1 The effectiveness be evaluated of the Surveillance by the Management and Quality Test Program Assuranos improvements yt ,
Assessmen the Self Assessment and Events Ana / sis Assessment, and the r Maintenanos/ Operations interfaces and Support Assessment described
,- in Section 6.3.
l c L.
. y l:
L i il l, . 1 l Completed (4/27/90); documentation on file 5-7 Revision 3-July 13,1990 j i
.(
5.2.3 Post Maintenance Testing The purpose of the Post Maintenance Testing > Program is to verify that . corrective maintenance activities have properly resolved equipment deficiencies, t Recent BG&E audits have indicated that danciencies exist in the current Post E Maintenance Testing (PMT) Program at Calvert Cliffs. Following the performance of a . maintenance activity, it was determined by the supervisor, the-oraft . person performing the maintenance and the planner to identify what, -lf any, post maintenance activities were to be performed and how they were to be documented.
- In many cases, there was no means to verify that the maintenance actMty achieved its desired results.
In ressonse to these concerns, plant engineers from the various disciplines ' met to idently wtAnesses and concerns associated with PMT, assess root causes and propose recommendations to correct the deficiencies. Detailed procedures were then developed in conformance with CCI 200 to address equipment specific ! e PMT requirements for each type of major oc ulpment. Operators and craft personnel > are provided with the training and procedura guidance to perform PMT. OUTCOME /RESULTS The efforts to be accomplished under this Action Plan include: o Development of a comprehensive Post Malntenance Testing (PMT) arogram which includes the development of a PMT Guide and ntegration of PMT into the NMS Process. METHQQS The methods for performing this Action Plan are:
- 1. Develop the PMT Guide.
- 2. Develop the format of the desired PMT Database and other NMS L changes.
The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules. t RESOURCES See Appendix B, PIP Action Plan Resources. BESEONSIBILITY The responsibility for this Action Plan is assigned to: o Superintendent, Maintenance. O 58 Revision 3 July 13,1990
s l I O VERIFICATION implementationverification1 : l I t ,
- 1. Verify the development and implementation of CCl 200; )
- 2. Verify the development and implementation of PMT in specific l procedures; and l 1
- 3. Verify the development and implementation appropriate training.
Feedback verification:
- 4. Feedback verification will be developed under. Section 3.6.2, Maintenance Work Control.
l Effectiveness verification:
- 5. The effectiveness of Post Maintenance' Test im rovements will be evaluated by the Design and implementation Assessment and .
the Maintenance Operations Interfaces and(FC Support Assessment i l described in Secti n 6.3. l t i I Completed (10/24/89); documentation on file 5-9 Revision 3-July 13,1990
i 5.3 . Confiauration Controf Imorovements l Several Action Plans have significant impact on configuration control activities 1 at Calvert Cliffs. These include the Procurement Program Project, Equipment Technical Database & Maintenance Planning System, , Technical Manual improvements, Design Basis Consolidation, and Records Management / Document Control, and the information Resources Management Project. These are discussed below. 5.3.1 Procurement Proaram Prolact The goals of the Procurement Program Project are: integrated procurement program that provices itemsforacceptable nuclear safety (1) to deve related use in accordance with established regulatory requirements and industry standards and (2) to upgrade the effectiveness o the procurement process. , l In recognition of procurement program deficiencies identified by the NRC at other nuclear plants in the mid tolate 1980s and the development of the EPRI Guideline NP 5652, " Guideline for the Utilization of Commercial Grade items in Nuclear Safet l Task ForceThe y Related Applications Procurement Task Force(NCIG-07)," charter was to BG&Eevaluateestablished current regulatorya Procurement + interpretations, the results of internal audits, and the recommendations of an assessment conducted by industry experts. The Procurement Task Force evaluation led to the establishment of a full time Procurement Program Project Team to develop and implement an action plan. The Project Team has identified nine results for the Procurement Program Project. Four of these results, shown below, are marked by an asterisk (*), and are , to meet the intent of NClG 07 guidelines. The remaining resutts are designed to improve effectiveness of the procurement process. To reach the desired results, the Procurement Program Project has assigned Task Managers for each result. Each result has corresponding tasks and sub-tasks to facilitate dentifying resources and scheduling. l To achieve the third result, a task calls for the development of a new Calvert Cliffs Instruction (CCl). This CCI will describe the generic safety related and non- ' safety related procurement process startingwith the identified need for en item to its finalIssuance from the storeroom. The vCl will be the controlling document for which the specific procedures, practices, and methods shall be established, To- assist in development of the new procurement program, BG&E has retained the services of a consultant, who has been involved in upgrading other utilities' procurement programs. OUTCOME /RESULTS The outcomes /results for the program are as follows: o Ensure technical evaluation of replacement items is adequate to maintain the design basis of the plant
- 5 10 Revision 3 July 13,1990 n_____________ _ _ _ . _ _ _ , _ _ _ _ _
F.a= , 1 M , i o Product soceptance activities are adequate to ensure the ' quality of the j y( procured items
- t !
o Improved procedures to reflect the new procurement program * - l u o o in conjunction with Vendor Technical Manual improvements, Records L ' -Management / Document Control, Configuration Management,-arid the Equipment Technical Database & MainIonanos Planning System, use ] upgraded technical documents as input to the procurement proossa o An integrated procurement organization (which is adequately staffed) to increase the efficiency and effectiveness of the new procurement process I o A centralized procurement database and procurement trs.oking system ; o Appropriate training on procurement is conducted
- o Appropriate logistics support (i.e. facilities, office support equipment, i and software) to implement the new program ;
il o Transition from program development to program implementation (change managernent) l l METHODS . 1 r Methods marked by an asterisk (*) are to meet the intent of NClG 07 , ,i guidelines. The remaining methods are designed to improve effectiveness of the procurement process. The methods for performing this Action Plan are:
- 1. Improve procedures for technical evaluation of replacement items. * !
- 2. Improve oroduct acceptance procedures to ensure the quality of procured tems. *
- 3. Modify existing procedures to reflect the new procurement program. * ,
- 4. Upgrade existing technical documents used in the procurement 1 process.
- 5. Develop effective organizational interfaces for procurement.
- 6. Develop a centralized procurement database and procurement tracking system.-
l
. 7. Conduct training on procurement. *
- 8. Logistics support.
- 9. Change Management. !
The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules. 5 11 Revision 3 July 13,1990 p ! l.L -d
7 p . i A RESOURCES I 0^ See Appendix B, PIP Action Plan Resources, 1 j RESPONSIBILITY The responsibility for this Action Plan is assigned to: o Project Manager, Procurement Program Project. VERIFICATION implementation verification: p- Verify the establishment of a detailed Procurement Program tracking 1. plan. 1
- 2. Subject the developed procedures to a comprehensive internal review.
- 3. Subject the developed procedures to a comprehensive reviews by J industry experts to assure regulatory compliance and effectiveness. !
Feedback verification:
- 4. Prepare and use a feedback form for users as well as personnel in direct and indirect procurement functions.
Effectiveness verification: ;
- 5. The effectiveness of the Procurement Program Project will be evaluated by the Management and Quali Assurance Assessment1 , the Design and Implementation FCR) ssessrnent, and the Maintenancei l Operations Interfaces a(nd Su3 port Assessment described in Section '
o 6.3. The ultimate evaluation o the Procurement Upgrade Program will ' be by means of Quality Assurance assessments that incorporate effectiveness concepts. k 1' l-1; L [ 1 1 Completed (4/27/90); documentation on file 5 12 Revision 3-July 13,1990
l l (D E pment Technical Data and Maintenanos Planning are currently supported ; by two i ndent, in house devel d systems residing on separate computer systems. The Nuclear Maintenance stem NMS was developed to address the functional requirements of Maintenance Or Tr ing-and . The Calvert ' Cliffs Equipment Trackin ystem i ily to address re uirements of Design neering.(CCETS)While the NMS waswas developed de to emulate the i ex ing manual process, did not immediately address the functions that could improve the >lanning process. The most important improvement would have been !
< integration o Equipment Technical Data with Maintenance Planning. This lack of ,
integration has resulted in excessive manual research by the planners, and : dependency. on the work force to identify the appropriate requirements and j procedures to perform maintenance. , access to i ormation as it pertains to each lece of eq pm(entThe provi ing a central urpose of the Eq I repository to store information. The ETD lli initially clude in rmation associated ' with the following areas: Drawing References Nameplate Data l Technical Manual References Parts Lists ; Procedure References Basic Procurement information i e Other enhancements, such as Technical Specification references, cable and - raceway data, ASME/ ANSI Codes and design basis information will be considered for incl lon under t NED Electronic Data Processing (EDP) 5 Year Plan. The ETD will su port interfaces to the Maintenance Planning S stem. The ! Maintenance Planning r technical l and functional slanning.ystem (MPS) will provide an NMS integrated and willsystemThis arovide syste the same fune;ional expanded anning needs at Calvert Cli .asThe the MPS NMS systemin addition will beto meeting integrate< d with the E ipment Technical Database. Data will be extracted from the Equipment Technical stabase for Theuse MPS in supports initiating,Preventplanning,ive Maintenance and Surveillance Test Procedure)sworki scheduling, and recording of actions taken and 'as found" conditions. In addition, the MPS provides on line reporting capabilities. Activities defined in support of the Equipment Technical Database and the Maintenance Planni ystem nelude a software screening process, a data model ' a Project study, ion Process. These will be followed by System Design and implementatio Select ; Support interfaces from ETD and MPS for other systems such as the Materials - Management System, Project 2 and the Document Retrieval System will be ' determined under Action Plan 5. 6,"Information Resources Management Project?- In addition to the technical requirements affecting the development of the ' system, specific human issues were addressed. These issues include: o ability of groups to rely on each other for information; ! 5 13 Revision 3 July 13,1990 l I
4 l z o coordination between groups for planning, scheduling and managing
-(] o work loads; training and equipment requirements; and o general motivational considerations.
- Periodic training and effective procedures will.be developed and implomonted to assure that these issues are addressed.
OUTCOME /RESULTS ! The results to be achieved under this Action Plan include: ; o integrated Equipment Technical Database and Maintenance Planning System with the following major objectivos: 3 Improved quality and content of direction to work force. [
- Improved accuracy and control of data used to plan and control l work.
Significantly reduced time spent by Planners and Engineers ' identifying and researching equipment related information. Improved reliability and efficiency of initiating and tracking ; e repetitive maintenance. '
\
l- - Improved ability to pedorm rework anal l failures to support root cause analysis, ysis and trend equipm l . METHODS The methods for performing this Action Plan are: L 1. Select and purchase software package.
- 2. Test, and modify software package.
1
- 3. Perform user acceptance testing.
4 Perform data collection and conversion. The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules, y RESOURCES See Appendix B, PIP Action Plan Resources. O i 5 14 Revision 3 July 13,1990 l
L j s l RESPONSIBILITY I The responsibility for this Action Plan is assigned to: ! o . rp Manager ETD/MPS, Nuclear information Planning and Support VERIFICATION
)
implementation verification: j
- 1. Verify implementation of a software package. --
1
- 2. Verify training plan implementation and assignment of individual tasks. '
- 3. Perform periodic audits to assure that procedures are being followed.-
. I Feedback verification: *
- 4. The efficiency of the computerized improvements implemented under this Action Plan will be assessed by related improvements - in '
maintenance planning and work control (See Section 3.6.2). ! 1 , Effectiveness verification:
- 5. The effectiveness of this Action Plan will be evaluated by the Design and implementation (FCR Assessment and the Maintenance Operations Interface and Sup) port Assessment as described in Sect; I 6.3.
t I L o r i O 5-15 Revision 3 July 13,1990
5.3.3 Igghnical Manualimorovemergt As stated in the PIP, the Technical Manual im ovement Pro established to maintain better control over vendor Tech ical Manuals. gram was Technical Manuals include owners manuals, maintenance recommendatiors,.servios sched. ! 4 ulos, factory servios manuals and other suppoi&g documentation. Documentation ' supalied by vendors is usually supplied with the equipment as part of the total pac < age. This documentation gets turned over to the Document Control Unit where t it is " logged in" and routed to the appr late. department for technical review. Personnelin the Plant and Pr Engineer Section rform a technical review of ! the infvrmation for potential nges or a al ations and/or conoems in the o>eration, maintenance or repair of the equioment. Changes in manufacturers specFications or recommendations associated with their equipment are identified to : update applicable methods, procedures and practions associated with the use of the ! equipment. Upon completion of the technical review process, the technical manuals t are retumed to the Document Control Center where they remain on file for plant personnel to use. However, various groups were not directing the manuals to the Document f Control Center in a timely manner. As a resutt, technical manuals were being - l misplaced, and not being registered by the Document Control Unit. This was due in ! part to a lack of procedural guidance for performing the technical review. To assist in correcting the deficiencies in the review and management of technical manuals, BG&E has established the Technical Manual improvement l- Program. The purpose of this program is to identify deficiencies in the manner by > which technical manuals are managed, assess the root causes of these deficiencies, O L - propose corrective actions and initiate a pilot program to evaluate the changes. The pilot program will propose, evaluate and review potential changes to imsrove effectiveness in managing Technical Manuals. Detailed checklists are seing il developed to assist in the review of technical manuals. These checkids will provide the technical reviewers with the appropriate guidance to perform complete and accurate reviews of technical manuals in a timely manner while providing an additional means of accountability in the review process. First line supervisors will be responsible for assuring that technical reviews are completed as required, y Upon successful completion of a pilot program, the Technical Manual i improvement Program will incorporate the methods of the pilot into formal plant - procedures. The formal plant procedures will address both technical review improvements l and technical manual distribution and control. The distribution and control improve-monts will be the responsibility of the Document Control Unit under Action Plan 5.3.5, ,' Records Management / Document Control. OUTCOME /RESULTS The efforts to be accomplished under this Action Plan include: o improved process for handling and maintaining vendor technical manuals. O . 5 16 Revision 3 July 13,1990 e------c.- e-,--, - - . , - ..,.,-.-+.w-
l i o improved system for cross tying technical manuals with plant g procedures o improved direction in the technical review process. l METHODS ' 3 The methods for performing this Action Plan are:
)
- 1. Propose, evaluate, and review pot 6ntial changes to improve effective- l ness in managing technical manuals.
a,
- 2. Develop detailed checklists to assist in the review of technical manuals. -
Thes6 checklists will provide the technical reviewers with the , appropriate guidance to perform complete and accu ate reviews of ' technica! manuals in a timely manner while providing an additional means of accountability in the review process. .
- 3. Incorporate the methods of the Technical Manual Improvement -
Program into formal plant procedures upon successful completion of the pilot program.
- 4. Ensure the return of the technical manuals to the Document Control i Center where they remain on file for completion of the technical review process. plant personnel use upon -
- 5. Establish project team.
- 6. Assess current industry standards and review audit findings.
- 7. Recommend corrective actions.
- 8. Review backlog of vendor technical manuals.
- 9. Develop improved procedures and provide appropriate training.
- 10. Conduct testing of pilot program procedures.
- 11. Revise program procedures based on pilot program.
, The schedule for this Action Plan is presented in Appendix A, PIP Action Plan l Schedules. RESOURCES !. See Appendix B, PIP Action Plan Resources. ( RESPONSIBILITY The responsibility for this Action Plan is assigned to: o Overall responsibility - Principal Engineer, Configuration Management Unit. 5 17 Revision 3-July 13,1990
J l o . Technical review General Supervisor, Plant Engineering. ,
.o, VERIFICATION
, implementation verification.
- 1. . Verify the establishment of a program to regain control over the existing tech lealmanuals,
- 2. VerNy the establishment of procedures to review existing and new ,
manuals. Feedback verification: i
- 3. Feedback verification will be developed under Section 5.3.5, Records Management / Document Control. :
Effectiveness verification: '
- 4. The effectiveness of this Action Plan will be evaluated by the Design and implementation (FCR), and Maintenance / Operations interfaces and Support Assessments described in Section 6.3.
O p 5 18 Revision 3 July 13,1990
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5.3.4' Desion Basis Consolidation ('
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' As stated in PIP, design basis information is not easily retrievable for use in
> reparation of fac change packages and evaluation of events and oblems. Due .
"o a lack of an sa accessible, documented design, time consu g research is '
I necessary to deter e the design basis for systems, components and structures. The research is often repeated for subsequent design efforts and research methods , are not consistently applied. Additiona , some vendor technical manuals for major l i components have also become out ed, and the fire protection program has J; become fragmented. To address these was formed in the Design E inoering oblems,Section the Configurationin Jan Manecement 1989. The CMUUnit has(CMU)been charged with accumulating and consolidating the des basis and making it easily accessible, u the 10CFR50, rading _ pendix vendor technical R Fire Protection manuals, and consolidating and overviewin Program. Consolidation of the design basis will reduce the level of effort required to i L verify that plant changes do not adversel affect the design basis for the plant. The i use of a computerized database will allo improved accessibi of the information and will assure that the appropriate design requirements within t design basis have been identified for consideration.- Initial efforts will consolidate the original "as licensed" desi n basis. Thereafter, th) "as built" condition will be incorporated and maintained, e Fire Protection Engineer in the CMU will be responsible for , managing and maintaining the Fire Protection Program. L Further discussion of vendor technical manual efforts is contained in Section l OUTCOME /RESULTS The outcomes to be accomplished under this Action Plan include: l o A centralized Fire Protection Program. L o- Consistent, controlled procedures for design basis consolidation. ; o A reference document database, o A controlled library for selected design basis source documents. o A prioritized list of systems intended for design basis documentation efforts, o A fully staffed Configuration Management Unit. METHODS The methods for performing this Action Plan are: ,
- 1. Prepare and implement a plan for upgrading the Fire Protection Program.
5 19 Revision 3-July 13,1990 (, ..
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- 2. Determine system prioritization criteria. j
\ Upgrade, review, and issue essential procedures for design basis 3.
consolidation and obtain management approval,
)
j 4.- Process selected switchgear room heatin ventilation, and air conditioning (HVAC) data to demonstrate datafa,se usability. )
- 5. Finalize, desig pro information datbse, gram, and implement a referonos document j
- 6. Issue a detailed schedule and resources for the 1W1 detailed task i continuation of the Design Basis Consolidation Action Plan.
- 7. Obtain appropriate staff to support the fuel handling HVAC/ instrument Air efforts. >
- 8. Obtain design basis documents for the switchgear room HVAC from Bechtel.
- 9. Obtain design basis documents and database for selected systems '
from Combustion Engineering.
- 10. Completely staff all allocated positions in the Configuration Management Unit.
f The schedule for this Action Plan, as presented in A , ( Schedules, is currently being revised to reflect this revision.ppend;x A, PIP Actio > RESOQBCES The resources for this Action Plan, as presented in Appendix B, PIP Action Plan Resources, are currently being revised to reflect this revision. RESPONSIBILITY The responsibility for this Action Plan is assigned to: o Design Basis Documents Principal Engineer. Configuration Manage. l ment Unit, o Fire Protection Fire Protection Engineer, Configuration Management Unit VERIFICATION Implementation verification:
- 1. Assess the program msnual and procedures for design basis consolidation and database development to verify that they are acceptable.
I O 5 20 Revision 3 July 13,1990
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? ; p 2. Assess the procedures associated with fire protection efforts to verify i that revisions have been propted and verify that a fire protection ;
program plan has been prepared and is adequate. -'
.I i Feedback veri %ation.
- 0. Improvements in design basis consolidation will be assessed as part of :
the Supervisory Job Observation prooses. ! Effectiveness verification: ,
- 4. The effectiveness of this Ac*lon Plan will be evaluated by the. Design and implementation (FCR) Assessment, and the Maintenanos/ '
Operations Interfaces and Support Assessment as described in Section 6.3. . i I I o : t t f l l-l ( L i l l l O 5 21 Revision 3 July 13,1990 l 1
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? .5.3.5. Records Marsanament/Deument Contro -- l b This Action Plan will consolidate,' upgrade and implement certain records-- Ea
- management and document control processes in the near term to assure continued compliance with applicable requirements until further refinements are accomplished - ;
! by the Nuclear information Planning & Support (NIPS) Unit. 1 j CMTRQMES/RESULTS l B The results to be achieved under this Action Plan include: h L o-- Expanded and clarified Records Management / Document Control l L procedures o - Upgraded document ha'.dling, control, and storage capabilities in-specified areas I - o Consolidation of redundant document control functions that are currently being performed at Calvert Cliffs jdEIHODS Proceours distribution and control system
- 1. Develop a scope document for a centralized procedure distribution and control system, oO l
- 2. Estabiish and impiemeet a nian for ceniraiizee contrei ane eistrieution of hard copies of procedures.
L - evaluate the copy ceWr and convenience copler services and upgrade as ~ necesvf to support centralized - control and distribution
- 3. Establish and implement a plan for centralized control of master disk copies of procedures.
- 4. Establish a centralized biennial review tracking system for procedures.
Drawing distribution and control V i L '
- 1. Evaluate the existing system and develop a scope of upgrades. ,
- 2. Develop a schedule by, March 31,1990 (INPO commitment), for upgrade of the program.
- 3. Implement upgrades.
l; p I L 5 22 Revision 3-July 13,1990 I
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@.g% l Technical Ubrary 1.. Technical Ubrary/ Training Resource Center interface
%, c Evaluate the existing system and identify upgrades n
' Develop a schedule for upgrade of the program
.f -
Implement upgrades. W '
= 2. - Vendor Technical Manual distribution and control .
- Evaluate the existing system and identify upgrades
- Develop a schedule for upgrade of the program l.
t
- Implement upgrades ,
Catalogs ! 3. o Evaluate the existing system and identify upgrades i u ,
- Develop a schedule for upgrade of the program-- ,
L - Implement upgrades L Site Correspondence and Files
- 1. Evaluate the existing system and identify upgrades ~ {
- 2. Develop a schedule for upgrade of the program ,
s
- 3. Implement upgrades The schedule for this Action Plan is presented in A'ppendix A, PIP Action Plan ,
Schedules. p. RESOURCES See Appendix B, PIP Action Plan Resources '! RESPONSIBILITY y' . The responsibility for this Action Plan is assigned to: Assistant General Supervisor - Administrative Services
. yERIFICATION V
Implementation verification:
- 1. Verify a scope document, plan, and implementation of a centralized procedure distribution system for hard copies and disks. !
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l-e _ . 'o . $3 : 2.: Verify implementation of a centralized biennial review tracking system. h- 43
- 3. L Verify a scope document, schedule, and implementation of upgradesi l for drawing distribution and control. :
i S- - 4.. Verify a schedule and irnplernentation of upgrades for the Technical < l' L
-!distribut Library, ion and control has occurred. " -vendor technical manual distributio: ..
, u
,' - 5. Verify a schedule and implementation of upgrades for site corres; L pondence and files /
, Feedback verification: 4
- 6. . Trend the frequency of uncontrolled procedures found in use and evaluate the effectiveness of the procedure distribution system
- 7. Trend Technical Library distribution of vendor technical manuals and' catalogs to measure it's efficiency.
Effectiveness verification:
. 8. 'The t effectiveness of the Records Management / Document Control: .
AMion Plan will be evaluated by the Design and Implementation (FCR)
-' Assessment and the Maintenance / Operations interfaces and Support
' Assessrpent described in Section 6.3.
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' 5.3.6 Information Resources Manaoement Prolegt , 1 A number ~of PIP ' Action Plans require the- need,for < additional computer hardware, software and programmer support. These include:-
q o 2.5.1 Commitment Tracking System N o 2.5.2 Regulatory Commitment Management Process - i i i o 3.6.1 - Site integrated Scheduling o 3.6.2 Maintenance Work Control. F o 3.6.3 Operations improvement Program-- J o 4.1.1 Operating Experience Review - o- 4.2.1 lasues Management System , o 4.4- Independent Safety Evaluation Unit o 4.5 Safety Assessment o- 5.2.1 Procedure Upgrade Program . o 5.2.2 - Surveillance Test Program o 5.3.1 ' Procurement Program Project o 5.3.2 Equipment Technical Database & Maintenance Planning System o 5.3.3 Vendor Technical Manuals - ; o 5.3.4 Design Basis Consolidation o 5.3.5 - Records ManagemenJDocument Control o 5.4.3 Reliability Centered Maintenance U Many of the current date'ases are end user PC applications. xThese may be slated for conversion by Nucleau information Planning & Support NIPS) for inclusion. , into the NIPS developed site wide program environment followin implementation of '[ the Equipment Technical Database and Maintenance Plannin ystem under Action-Plan 5.3.2. Typically, these systems are developed by N personnel using- a-commercially lead to two problemsavailabie
- duplication ~ database of effort several program p(ackage.-
groups collectingThis developmert similar data or proc developing similar. programs) and no set convention for data associated with the separate applications. These.are critical issues when an end user developed
- application is selected for inclusion into the site wide program environment.
Thus, this Action Plan is to develop the methodology to assure that each end-
- user _ application is consistent.with site wide information needs and can be readily.
adaptec under the NED Electronic Data Processing (EDP) 5 Year Plan. . . . - . O 5-25 Revision 3-July 13,1990 x
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f 2 [ ,,,%"'" OUTCOME /RESULTS ! .m s .
The results to be achieved under this Action Plan include: .:
'T ; * .
- 'o. Review of PIP Action Plans for inclusion under the NED EDP 5 Year p Plan.
L t o Develop database and proooss standards to ensure that end-user ' developed .a formats for site wide
-applications. pplications contain consistent ,
METHODS - The methods for performing this Action Plan include:
- 1. - Develop a model of the PIP EDP 5 Year ~ Plan review process for inclusion into each Action Plan that requires computer support.
- 2. Develop. Implementing procedures for QAP 24, " Software Quality l i Assurance," including process development and the Master Software ,
Index.
- 3. Perform reviews of the affected Action Plans to determine whether and'
- how applications should be included in the ~ site wide program ;
. environment under the EDP 5 Year Plan.
[ p ,
- 4. ' Prioritize and schedule appropriate Action Plan applications for the site.
wide program environment under the EDP 5 Year Plan, The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules. L RESOURCES i oSee Appendix B, PIP Action Plan Resources. 4 RESPONSIBILITY - :
' The responsibility for this Action Plan is assigned to:
\: E o . Supervisor, Nuclear Information Planning and Support : VERIFICATION j e implementation verification: 1
- 1. Verify appropriate implementing procedures are developed to address OAP-24," Software Quality Assurance."
- 2. Verify affected Action Plans reviewed for inclusion in EDP 5 Year Program and appropriate schedule priority assigned.
O 5-26 Revision 3 July 13,1990 . l l
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, Feedback verification:
- 3. Observations from affected Action Plan managers.
- 4. Consistenc ,
Dictionary, y of : end-user . application databases with Site;:. Data R
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- 5. Use of Master Software index and associated procedures-for new= .;
database applications, j Effectiveness verification: ;
- 6. Effectiveness of end user applications addressed under this Action Plan i will be evaluated as part of assessments performed of the affected .
Individual. Action Plans. Change management measures that are ' included in this Action Plan will be evaluated by the Self-Assoasment " and Events Analysis Assessment,- the Design and implementation' . (FCR) Assessment, and the Maintenance / Operation interfaces and
- - Support Assessment described in Section 6.3. +
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,! e y 5.4 Technical Canabilitv Imorovements p" V) !
Several Action Plans address improvements in technical capabilities in key areas ' at Calvert Cliffs. -These -include the System Engineer Training,. Minor
. Modifications Process improvements, and Reliability Centered Maintenance. These are discussed below.
5.4.1 System Enoineer Trainino r
. The purpose of the System Engineer is to provide resident expertise on L - particular plant systems, to determine when s stems support is required from other L organizational units, and to assess the safet ications of minor and major system
? modifications. A finding of the Duke E ' g Assessment was that some '
, engineers were not qualified to perform the tasks they were required to do. . At the L time of this assessment, BG&E was actively involved in the development of an Engineer & Technical Staff Training Program, which included System > Engineer training. This task has been com The program includes course work in- -
- Reactor Theory, Thermodynamics,pleted. Fluid Flow, Electrical Science, Plant S:
g Integrated Plant Operations, and Codes & Standards; l l~ The training program will be offered at least once per year, more often if it is , required. The first group of engineers completed training in December 1988. The next training session will commence in September 1989, A secorid level of's stem specific trainin 30 rnajor systems. Qualification standardsdeveloped willbwilland be used provided for approxima L by System - T Engineers for-initial qualification. Qualification will include field -assignments to familiarize System Engineers with the configuration and operation of their systems in the plant. The Engineer & Technical Staff Training Program, in nction with Ouality ,
- Circles Section 3.9) and Systems Circles (Section 3.8), will h System Engineers gain cre(dibility with other unrts. The Engineer & Technical ainin Staff help resolve concerns related to a lack o" System Engineer experience. g Prog 1 OUTCOME /RESULTS 4 ' The results to be achieved under this Action Plan include:
o improvements in training to broaden- the knowledge of Systems Engineers, o improvement in communications between Systems Engineers, Opera-tions and Maintenance personnel. METHODS The methods for performing thic Action Plan are: e o Institute formal training and minimum job qualification standards, o Institute program of field familiarization assignments. 5-28 Revision 3 July 13,1990 l _ _ _ __ , _ _ ._
m , y The schedule for this Action Plan is presented in Appetidix A, PIP Action Plan 1 Schedules. RESOURCES > See Appendix B, PIP Action Plan Resources. . RESPONSIBILITY The responsibility for this Action Plan is assigned to: o General Supervisor, Nuclear Training. VERIFICATION - Implementation verification1 :
- 1. Audit training for acceptability and attendance by System Engineers. 3 l Feedback verification:
- 2. Evaluate feedback on training program effectiveness from trainees.-
- 3. Perform biennial evaluation of the training program.'
Effectiveness verification: t '( 4. System Engineering offectiveness will be evaluated as part of the Self. Assessment and Events Analysis Assessment, Design and implemen-tation (FCR) Assessment, and the Maintenance / Operations Interfaces- . and Support Assessment described in Section 6.3. ! c 1 Completed. (1/15/90); documentation on file. 5-29 Revision 3-July 13,1990 i
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.' 5.4.2 Minor Modifications. ;
in 1988, BG&E had Duke Engineerin Services-perform an independent assessment' of- the Nuclear Engineering- drvices Department. One of the , 4 recommendations of that review was that minor modifications be handled differently than major plant modifications. The original scope of this Action Plan was for the development of a program . which would qualify personnel in the Plant Engineering Section (PES) to perform minor modifications. From August 1989 through March 1990 the following tasks were completed in support of this effort: o Development and implementation of an administrative .- control procecure for performing minor modifications. This included making - changes to supporting procedures to accomplish the required tasks. o Conduct of a pilot ^ program to determine the feasibility of performing minor modifications in this manner. This included selection of > participants, selection of minor modifications to be performed, development and implementation of training for the participants, completion of three minor modifications by each particiaant,-followed by completion of qualification as a Design Engineer anc evaluation to' determine validity. As a result of the pilot program discussed below in. further detail, Plant Engineering Section personnel will DE become qualified to- perform minor
' modifications. This will mean that the des gn function for the performance of minor-modifications will be conducted in the Design Engineering Section (DES) and not in l PES. The corresponding tasks and milestones related to qualification of PES person. .
nel under this program have,-therefore, been cancelled. OUTCOME /RESULTS The pilot program was completed in March 1990 with the following results: o Qualifying PES personnel to perform minor mndifications is GRt the-
, most efficient method for completing minor modifications o Procedures need additional changes to properly administer the minor 4
i modifications process o The Action Plan needed to be revised to incorporate the lessons i learned during the pilot program and to establish new tasks which will-meet the requirements for performing rninor modifications. METHODS The methods for performing this Action Plan are:
- 1. Evaluation of minor modification procedures from other utilities.
1
- 2. Preparation of a minor modification procedure.
5-30 Revision 3-July 13,1990 _ m
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- 3. - Incorporation of minor modification process into existing procedures. ,
d .' Performance of an independent review of new minor modifications, ! yndures and related activities. - i
~
- 5. Perform pilot minor modifications to assess the need for revision of the , ;
process. :
- 6. Under the full scale program implementation, evaluate the necessity for -
re-organir.ation of DES to facilitate processing minor modifications and - , day to-day fly up work in a manner consistent with the original intent of ? this program. F y '
- 7. Develop methods for prioritization and scheduling of minor _
modifications and day-to-day fly up work.
- 8. Convert the current Technical Authority Guidance into a new Calvert t Cliffs Instruction their system /com(CCl) to assistfunctions.
ponent engineering the members of PES in performance > L 9. Revise and implement procedures to support minor modifications I functions, as required, b .
~10. Evaluate need for Nuclear Training Section to conduct a-job task L analysis and to develop a training and qualification program.
O The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules. RESOURCES e7 L See Appendix B, PIP Action Plen Resources.
. RESPONSIBILITY ,
The responsibility for this Action Plan is assigned to: o- General Supervisor, Plant Engineering Section - pilot program, prioriti- , zation and scherfuling methods, development and implementation of L new CCl, other procedure changes as required, evaluate PES training L needs and implement PES training as required -
> o General Supervisor, Design Engineering Section - need for DES-re-organization to -support program, evaluate DES training needs and implement DES training as required j o General: Supervisor, Nuclear Training Section - perform Job task ,
analysis and develop training and qualification program as required l V i 5 31 Revision 3-July 13,1990 1- , j ________-__-______-_i
e t . fm VERIFICAllQN
. y)~
S Implementation verification:
- -1. Verify procedures have been preared, approved,- and appropriatelyi .I
+- - Implemented to support minor moc ifications functions. >
l H
- 2. . Verify ' appropriate actions _ taken -in regard to need .for DES re- J organization. l 1
- 3. -Verify appropriate methods to prioritize and schedule : minor modifications and fly up work are implemented.
- 4. . Verify GS evaluations of training needs have been performed and these i evaluations have been appropriately responded to by Nuclear Training .
Section. ,
- 5. Verify an appropriate training program has been implemented. ,
! Feedback verification:
- ]
, ' 6.
Use critiques from initial users of the minor modification procedure and
, process, incorporate comments into minor modification procedures. . .l 4
Effectiveness verification: I ,D 7. Effectiveness of the Minor Modifications program will be evaluated by LU . the Design
- and, implementation (FCR) Assessment and the Mainte -
i- , nance / Operations Interfaces and Assessment described in Section 6.3. 1; } t i C: L. ;- k 5-32 Revision 3-July 13,1990
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5.4.3( Reliability Centered Maintenanga f l b, BG&E irkitiated the Reliabil Centered Maintenance l monitor the maintenance of s e plant systems in order (RCM)reliability to increase program andto closely l 0- w toprovide enhanced operabil of those systems.. RCM is a systematic methodology I
, for identifying the most a ble preventive: maintenance tasks that focus:ons l
,, maintaining important system functions. Information collected through the RCM 1
'y + " program is used to support the Plant ufe Extension program.
3 _. Twelve systems have been targeted for RCM analysis. These systems were . I h, - initially selected based on their im nce to overall plant risk as identified in the ~
& Calvert Cliffs interim Reliability valuation Program (IREP) report. . Following ,
i
- completion of the first eight systems (which account for more than 82% of the overaTi H risk), the selection critona were changed to determine system selection based on ;
overall'alte needs including the DieseT Generator additions planned in response to - Station Blackout requirements and Individual Plant Examination (IPE) development. , The RCM program should result in increased safety and operational availability, an optimized Preventive Maintenance program and a more complete L understanding of equipment failure modes.
- OUTCOME /RESULTS The efforts to be accomplished under this Action Plan include
o ' improved plant safety through improved system reliability. l
- o. Optimized reventive maintenance by redirecting maintenance resour-ces to criti i plant equipment.
l' o Development of a framework for providing feedback of plant operating L experience into the maintenance program. METHODS The methods for performing this Action Plan are: , 1_ Target 12 systems for RCM analysis.
- 2. Prioritize systems for application of RCM.
- 3. Conduct training.
- 4. Compile corrective maintenance data.
- 5. . Complete system modelling and analysis.
, 6. Select preventive maintenance activities designed to mitigate identified -
critical failure modes.
- 7. Integrate RCM recommendations into PM program. ;
- 8. Develop dynamic RCM program.
- 5-33 Revision 3-July 13,1990 i <
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The schedule for this Action Plan is presented in Appendix A, PIP Action Plan h yb , ' . .
. Schedules, l
V ' e RESOURCES H See Appendix B, PIP Action Plan Resources. ; RESPONSIBILlW . t The responsibility for this Action Plan is assigned to:: .' o Overall responsibility - General Supervisor, Technical Services Engil neering Section;
.o Program Manager - Engineer, Reliability Engineering Unit.
VERIFICATION , Implementation verification:
- 1.- Verify appropriateness of the target system selections.
- 2. Verify completion of appropriate training.
- 3. . Verify review and appropriate incorporation of Vendor Technical Manual recommendations.
- 4. Verify incorporation'of RCM recommendations into PM program.
- 5. Verify development and implementation of appropriate procedures and administrative controls necessary for long-term, dynamic program.
l [ Feedback verification: *
- 6. Operational availability trends, a
.7. Preventive maintenance to corrective maintenance ratio trends. '
- 8. Plant trip initiator trends.
- 9. Forced outage trends associated with plant equipment.
Effectiveness verification: .' n
- 10. Effectiveness of the RCM program will be evaluated by the Self- 1 Assessment and Event Analysis- Assessment and the Maintenance /
. Operations interfaces and Support Assessment described in Section 1 6.3.
LO L C/ m 5-34 Revision 3-July 13,1990 I l
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6.0 c PIP VERIFICATION PROCESSES
; We recognize the key to sustained long-term performance imarovement is
' evaluating actual performance against desired performance and then mplementing appropriate corrective action. Pl* verification is a broad-based process performed by.the Quality Assurance Section, independent assessment teams, and mid and upper-level management. , l The PIP Verification Processes have several purposes:
- o. <To assure implementation of Action Plans as described in the PID, l q
o in the near term, to monitor the progress of the Action Plans imple- ~ mented under the PIP through feedback, g o- In the long term, to assess the effectiveness of PIP ),,:iiatives (i.e., is the intended catisfactory: p?),erformance imptovement occurring and-is performance
~
o And to provide a model for improved self assessment processes as an lategral part of our. management system.
~
Results of these verification processes will be used as inp'ut to the Nuclear
~
Program Plan's issues-Based Planning Process as well as for day-to-day . management control. These processes are aimed at achieving high standards of performance in .all areas and an orientation toward progressive performance e p s improvement at Calvert Cliffs. ,' With these goals in mind, three PIP verification processes - Implementation
; Verification, Management Feedback Verification, and Effectiveness -verification --
were devised.i These processes are described' herein, along with the results 3 achieved so far. p < n 6.1 Imolementation Verification l j The purpose of implementation verification is to determine if the Action Plan arograms are being satisfactorily implemented (i.e.', major program milestones have l aeen achieved, procedures have been developed, and appropriate training has been aerformed). Implementation verification will assure that individual Action Plans have - asen appropriately implemented or, if not, that appropriate corrective action will be ~
'taken. ,
A procedure was developed and 'is- being used for the performance of implementation verifications. by- the Quality' Audits Unit to . assure consistency in - q assessment methodology. This procedure permits the verifier the option of including concerns related to the Action Plan in addition to those items specified in each Action 2 Plan for verification. Typically, items subject to implementation verification include: ) o Program plan development O l i. 6-1 Revision 3 - July 13,1990
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.j o- : Action Plan " milestones"1 l ;
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.o implementing procedures
- o. - Personnel training !
-l' i 6.2 Management Feedback Verification l
- The purpose of management feedback verification is to provide feedback to
. the managers and supervisors related to progress in attaining - performance .j improvement so that appropriate action may be taken. These efforts form the most- ;
important and extensive verification process in terms of establishing a " culture" of -
- closely monitoring work activities and processes- to assure that Performance ;
expectations are being met. It is the responsibilit to perform this continual verification process. y of linesystems Feedback managers andtrend include supervisors analysis, suaervisory and management observations, performance appraisals, and - surveys. " hose systems are not new. However, they- are being improved, emphasized, and more clearly focused at Calvert Cliffs. p Much of the near term feedback ocess will be based upon observation by_- management and supervision. - The he lhtened awareness that improvement must l' occur will improve the effective- ness of lis manaoement method. Trend analysis is being improved or added to many of the existing pTant information programs such as surveillance test:results analysis and the planning systems. Adverse trends will u.. receive closer scrutiny to determine appropr ate corrective actions. - LO: Tne empiovee eerformance Oeiective and A>praisai systems are in effect. !
' Nuclear Pr ram Plan elements are reflected in t1e Performance Objectives of
~
. specific em ees; These objectives include the Performance improvement Plan.
initiatives. ting these objectives weighting factor in the performanceappraisals- (i.e., rnanagement expectations)The for those employees. is a key Performance Objective Accountability (POA) process established under Action Plan S 2.5,- Accountability improvements, provides a method for close monitoring of these
' objectives by management.
L LSurveys will be used for items that are not readily quantifiable but are important to assure organizational health. This includes determining attitudes toward and perceptions of the importance of safety, the state of leadership, teamwork, and j
- quality of Calvert Cliffs operations and support efforts. 1
. Supervisory and managerial job observations are being conducted and -
documented weekly. The forms are sent to the Managers, who are expected to take aapropriate action on performance deficiencies noted. In addition, those L ~'osservations pertaining to PIP ~ Action Plans are compiled in a PIP Feedback 4 Summary. The Feedback Summary is periodically provided to management and L Action Plan managers for monitoring Action Plan effectiveness, 1
" Milestones" are action statements (usually the " methods") contained in the 1 l! - PIP which are accomplished through certain scheduled activities. Completion Q of the scheduled activities constitutes meeting the " milestones".
6-2 Revision 3 - July 13,1990 l
- - . .-~ , _ _ _ _
. . ~_ -. . . -- . - . - _.
..c ,
l 1 6.3 PIP Effectiveness Verification
]
The purpose of effectiveness verification is to assess::lf performance ' improvement is occurring in areas targeted under the PIP. This effort can be used as a yardstick of overall performance improvement, j
. . PIP effectiveness verification will take'the form of sampling assessments l 1 modeled after NRC inspection techniques. These assessments will be equivalent in. '
r terms of detail and auditors quality and experience levels. .Their focus will be on ~ n management processes and implementation processes. The level of improvement - will be evaluated for acceptability in several areas: o Development and implementation of management tools (e.g., planning systems, team building, and performance evaluations), , o' Assessment processes (e.g., safety assessments, and root cause-
. analysis), and ,
o Methods for plant operation, maintenance, and engineering. To measure effectiveness of PIP initiatives, assessments will be conducted in . the following areas (" vertical slices"): : o Management and Quality Assurance 1 i o Self Assessment and Events Analysis o Design and implementation Processes as exemplified by the Facility-Change Request (FCR) Process
'o interfaces and Support for- Maintenance / Operations Functions
.(including engineering functions) !
These assessments will provide indications as to whether the underlying root causes related to performance problems are being eliminated. They are also expected to indicate whether new performance problems have arisen. The assessment areas were chosen such that the effectiveness of each Action Plan is assessed within.the particular aspect of overall performance improvement , , being assessed - For. example, the effect of Teamwork and interfaces and Project- . Management Improvements will be judged during assessments of Design 'and . u Implementation Processes, and Interfaces and Support for Maintenance / Operations Functions, where work control and working relations play important roles. Many of (- the Action Plans are covered by two or more assessments further assuring in-depth i evaluation of effectiveness from different perspectives. -- L 1 This assessment was conducted during the period February 1-23,1990 and OA the final report issued April 27,1990. 63 Revision 3 - July 13,1990 i
, ;p ,
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~
s Table 6.1 provides our current oorrelation between the assessments and the 1
. Action Plans that the will cover. Some revisions may ooour based on results from l O"d " implementation and back verifications or from the results of the " vertical-slice" ;
process itself. Assessment results will be evaluated to determine N the root causes of o declining performance are being adequately addressed.
' During the assessments, the scope will be extended as needed to determine if
. appropriate, effective methodologies and procedures have been implemented. If a 1 problem is suspected, the assessment will be expanded in the s ;
. concern until the generic problem -(issue) can be adequately. pecificThe defined. area of i assessments will cross organizational lines and will assess overall performance in related functional areas. The goal will be to evaluate the effectiveness of serformance improvement efforts, and _to verify that plant programs and initiatives ,
, lave been revised to incorporate and implement concepts for- oontinued 4 improvement. These assessments will be performed under the direction of the Quality Assurance Section. A " building block" approach was employed to determine the order in which the assessments are to be performed, starting with the Management and Quality Assurance assessment. Performance improvement in these areas is 4 fundamental to all other efforts; therefore, these areas must be assessed first. [ The Management and Quality Assurance Assessment was conducted in February 1990 and is discussed below. The remaining three assessments will be serformed sequentially with appropriate intervals between them. The assessment ntervals will be based on the Action Plan schedules and on the expected rate and
- ordor in whlch significant performance improvements can be expected to occur.-
*O Some of the Action Plans will be implemented over long periods. . In these cases, the assessments listed in Table 6.1 will gauge effectiveness of the pilot programs. Their long term effectiveness will be evaluated under subsequent effectiveness verifications
- that will be made part of the on going Quality Assurance Program.
From February 1 through February 29,1990, a team of seven investigators
-assessed management'and quality assurance activities . completed or in progress (see Table 6.1 -for Action Plans assessed). The specific purpose- for this first assessment was to determine if performance is improving in those areas associated ,
with management effectiveness in directing the organization and assuring quality. These areas included setting and communicating management expectations, l . sponsorship and accountability, and control and oversight.
., Heavy reliance was placed on interviews. Recognizing that such reliance l could invite biased and/or unsubstantiated views and criticisms, the team, whenever L aossible, obtained corroboration of the views expressed and the comments offered.
L in the final analysis, the team relied upon its collective work experience to Judge the l true condition. Results indicated that overall performance at Calvert C.iffs is j' improving and the improvement can be attributed, les part, to the effectiveness of ' comaleted and in progress management- and quality related pip. activities. Positive resuts were observed from nearly every Action Plan, most of which contributed, in varying degrees to the observed improved performance. This positive trend, given continued management attention, should attain the level of performance desired by BG&E. O 6-4 Revision 3 - July 13,1990 __m_._.______________i___.-__.__________ "
- i.,
1 s .,- ,c s . y
-e A total of 36 Recommendations and 2 significant observations from the first assessment were evaluated by management for action. The disposition summary is
(]c as follows: o . Eight (8) items were referred to the Spring Planning Conference (see L Section 2.3) for further action; , o . i 1, s Twenty'(20)fication tation or veri of related PIP Action Plans; Items were cleared ,
-w i o Ten 0) items were considered to be already satisfactorily addressed .
-t by B &E.
I s iit i u J LO. .
.l s
t I i' 4 D 65 Revision 3 - July 13,1990
b . { q
- - Table 6.1 PIP Effectiveness Verification Matrix ,
Legend:
- Slice 1 -- Management and Quality Assurance Assessment 1 Slice 2 -- SeN Assessment and Events Analysis Assessment Slice 3 -- Design and Implementation (FCR) Assessment Slice 4 - Maintenance / Operations Interfaces and Support Assessment ASSESSMENT SLICE ACTION PLANS TO BE ASSESSED 1 2 3 4_ l MANAGEMENT PROCESS IMPROVEMENTS 2.2.1 Performance Standards X- X 2.2.2 Communications Plan X 2.3 NPP issues Based Planning X X l
- 2.4 Resource Allocation
- X. X X Xl 2.5 Accountability Improvements X X .l 2.5.1 Commitment Tracking System X X l~
2.5.2 Regulatory Commitment Management Process X ORGANIZATIONAL DYNAMICS IMPROVEMENTS
; 3.2 ' Managing Organizational and Program Change X X 3.3 Leadership Conferences X 3.4 . Teamwork and interfaces X X X 3.5 Project Management X X l
3.6.1 Site Integrated Scheduling X X X 3.6.2 Maintenance Work Control X X X
- 3.6.3 Operations improvement Plan X X Xl 3.7 Engineering Planning X X -X 3.8 System Circles X X X l-3.9 - Quality Circles Program ,
X X 1 This assessment was conducted during the period February 1-23,1990 and the final
. report issued April 27,1990.
Resource Allocation is not an " Action Plan" but will be indirectly assessed. l
- 6-6 Revision 3 - July 13,1990
i q - Table 6.1 Q PIP Effectiveness Verification Matrix (Continued). Leg'end: i 1 Slice 1 -- Management and Quality Assurance Assessment ~ j i Slice 2 -- Self Assessment and Events Analysis Assessment Slice 3 -- Design and implementation (FCR) Assessment ' Slice 4 - Maintenance / Operations interfaces and Support Assessment ASSESSMENT SLICE <
. ACTION PLANS TO BE ASSESSED -
1 2 3 4 l ASSESSMENT CAPABILITY IMPROVEMENTS 4.1 Plant Operating Experience Assessment Committee (POEAC) X-4.1;1 Operating Experience Review X 4.2 OC Improvements - X X X X 4.2.1 issues Management System X X X,
- 4.3 QA Internal Assessment Process improvements X X 4.4 Independent Safety Evaluation Unit (ISEU) X X 4.5 Safety Assessment X- X X' 4.6 Root Cause Analysis improvements X X ;
- 4.7 Plant Operations and Safety Review Committee (POSRC) X X 4.8 Off-Site Safety Review Committee (OSSRC) X X 0 4.9 Visiting Other Plants - X i
ACTIVITY CONTROL IMPROVEMENTS 5.1 Auxiliary Systems Engineering Unit X X l' 5.2.1 Procedure Upgrade Program X X X l-
.3 5.2.2 _ Surveillance Test Program X X X 5.2.3 Post Maintenance Testing X X 5.3.1 Procurement Program Project X X X l
O v 1 This assessment was conducted during the period February 123,1990 and the final report issued April 27,1990.1 6-7 Revision 3 - July 13,1990
yn. . ,
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t. b1 Table 6.1
.v j PIP Effectiveness Verification Matrix (Continued) ,
.' Legend:
Slice 1 - Management and Quality Assurance Assessment 1 Slice 2- Self Assessment and Events Analysis Assessment Slice 3 -- Design and Implementation (FCR Assessment Slice 4 - Maintenance / Operations Interface)s and Support Assessment ASSESSMENT SLICE , ACTION PLANS TO BE ASSESSED 1 2 3 4~l < ACTMTY CONTROL IMPROVEMENTS (cont.) 5.3.2 Equipment Technical Database & Maintenance Planning System X Xl - 5.3.3 Technical Manual Improvements X X. 2
-5.3.4 Design Basis Consolidation X X
- 5.3.5 Records Management / Document Control X X 5.3.6 Information Resources Mana0ement Project X X X l.
5.4.1 System Engineer Training X X X 5.4.2 Minor Modification Process Improvements X X 5.4.3 . Reliability Centered Maintenance X X l. ,, 4 l p. 1
~
This assessment was conducted during the period February 1-23,1990 and the final report issued April 27,1990. 6-8 Revision 3 - July 13,1990 l
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( Tatde C.1 -PIP Sesummery Report. DATA DATE 19JUN90 PIP-IP REVISIDN 3 APPENDIX C ' ACTION PLAN STATUS
SUMMARY
- IMPLEMENTATION TOTAL- % START FINISH VERIFICATION TITLE PLAN MANAGER MANNOURS COMPLETE DATE DATE COMPLETE-ACT PLAN # /
N/A MANAGEMENT PROCESS IMPROVEMENTS RUSSELL, LEE- N/A. M/A 3AUG90 2mDEC99 2.1.0 MANAGEMENT DVERVIEW 2.2.1 PERFORMANCE STANDARDS MARWDWSKI, MIKE 1058 99 13JUL89 21DEC99 2.2.2 COMMUNICATIDMS PLAN DONONDE, ANN 20050 100 12JAN89 30 MAR 99 2.3.0 MPP ISSUES BASED PLANNING TIETJEN, KEN 775 93 5JUN89 5NOV99 MARKDWSKI, MIKE N/A N/A 8JAN90 12APR99 YES ' 2.5.0 ACCDUNTABILITY IMPROVEMENTS 2.5.1 COMMITMENT TRACKING SYSTEM MAREDWSKI, MIKE 2766 100 21APR89 SJUN90 2.5.2 REGULATORY COMMITMENT MNGMNT PROCESS MANN, BRIAN 84390 1 IMAR90 3JUN92 ORGANIZATIONAL DYNAMICS IMPROVEMENTS =======================================================================ne==================== 3.2.0 MANAGING ORGANIZATIONAL. 3 PCM CHANGE MARKDWSKI, MIKE 1120 70 .26JUN89 31DEC99 MARKDWSKI, MIKE 516 lee 12JUN89 20NOV89 YES 3.3.0 LEADERSHIP CONFERENCES 3.4.0 TEAM WORK 8 INTERFACES MARKDWSKI, MIKE 1936 57 2eJUL89 28 MAR 91 3.5.0 PROJECT MANAGEMENT ZUMWALT, ERIC 2618 99 18JUL89 26JUL90 THORP, JOHN 4822 100 27JUM89 26FEB99 N/A 3.6.0 DAILY t DUTAGE WORK CONTROL 3.6.1 SITE INTEGRATED SCHEDULING KEMPER, 81LL 12108 59 19JUL89 19FEB91 CAMILLERI, T.J. 4290 67 1FEB89 31DEC99 [ 3.6.2 MAINTENANCE WORK CONTROL THORP, JOHN 12314 15 1FE889 7APR93 ! 3.6.3 OPERATIONS IMPROVEMENT PLAN MARIMARI, DAN 5360 100 3 JAM 89 29JAN?S YES 3.7.0 ENGINEERING PLANNING
,POLAK, MIKE 4099 100 28MOV88 9 MAR 99 YES 3.8.0 SYSTEM CIRCLES ,
' EDWARDS, ANN 13950 99 14 MAR 89 31DEC91 3.9.0 00ALITY CIRCLES PROGRAM (7 ASSESSMENT CAPABILITY IMPRCVEMENTS ===============================================================================================
4.1.0 POEAC PIERINGER, PAUL N/A N/A 31JUL89 31JUL89 YES
- d. 15JAN90 3SEP91 4.1.1 OPERATING EXPERIENCE REVIEW PIERINGER, PAUL 8424 48 ROMNEY, KEN 66280 68 1JUN89 21DEC99 4.2.0 QC IMPROVEMENTS ROMNEY, KEN 8305 7 1MAY90 31DEC99 4.2.1 ISSUES MANAGEMENT SYSTEM YES ANUJE, AMA 11496 100 18MAY89 2JAN90 4.3.0 QA INTERNAL ASSESSMENT 1MPROVEMENTS PIERINGER, PAUL 27852 49 15JUN88 28DEC99 4.4.0 INDEPENDENT SAFETY EVALUATION UNIT RATZ, PETE 2491 93 SMAY89 31DEC99 4.5.0 SAFETY ASSESSMENT 4.6.0 ROOT CAUSE ANALYSIS IMPROVEMENTS DAVIS, STEVE 25600* 86 IJUN88 11FEB91 CARROU., JONM 1570 98 IJUN89 6SEP90 4.7.0 POSRC YES 4.8.0 OSSRC MIERNIKI, MIKE 1229 100 20JAN89 25JAN99 4.9.0 VISITING OTHER PLANTS CAMPO, GENE 1366 99 3JUL89 29JUN99
===========
pc ACTIVITY CONTROL IMPROVEMENTS
=========================================================================================YES 5.1.0 AUXILI ARY SYSTEMS ENGINEERING UNIT THORNTON, AL N/A N/A SJUL89 5JUL89 3 LATHAM, DAN 668333 89 1FEB89 31DEC92 J. 5.2.1 PMDCEDURE UPGRADE PROGRAM A DUNKERLY, CHARLIE 61014 8 1JUN89 29DEC92 5.2.2 SURVEILLANCE TEST PROGRAM 5.2.3 POST MAINTENANCE TESTING MAYDEN, JOHN 3988 100 IFEB89' 150CT89 YES EI .
SSEP89 310CT98 3 5.3.1 PROCUREMENT PROGRAM PROJECT DOSWELL, JOE 32002 75 5.3.2 EQUIP TECN DATABASE /MAINT PLNG SYS BROWN, LARRY 74388 43 1HAR89 21JUN91 ta 29FEB88 27AUG99 5.3.3 TECHNICAL MANUAL IMPROVEMENTS ROY, TDM 6618 72
' 5.3.4 DESIGN BASIS CONSOLIDATION PERKS, PAUL 13000 -
IMAR88 31AUG94 RESOURCES UNDER REVIEW L S.3.5 RECORDS MANAGEMENT / DOCUMENT CONTROL V0 GEL, ANN 5742 42 .5FEB90 2'DEC99 BARTN, AL 13346 36 1FEB99 16APR91 hs 5.3.6 INFORMATION RESOURCE MNGMNT PROJECT 4: 5.4.1 SYSTEM ENGINEER TRAINING YDE, JIM 13002 100 SMAY89 4JAN99 . YES MIRANDA, TONY 5368 - 21AUG89 39NOV99 RESOURCES UNDER REVIEW 5.4.2 MINOR MODIFICATIONS GREENE, KEN 14669 59 395EP88 1AUG91
?> 5.4.5 RELIABILITY CENTERED MAINTENENCE =======================
PIP VERIFICATION PROCESSES
"- ================================================================================3 6.1.0 PIP IMPLEMENTATION VERIFICATION PMIFER, JERRY 899 19 7JUL89 29JAN9 PMIFER, JERRY 6649 23 SFEB99 39AUG91 d$ 6.3.0 PIP EFFECTIVENESS VERIFICATION e2 ..................................................................................................................................
1235465 59 29FEB88 31AUG94 TOTAL
z i k 3 1 W ' APPENDIX C PIP ACTION PLAN PROGRESS-E . This Appendix represents a summary of progress made on each Action Plan h based on the second quader update summaries for the 1990 Nuclear Program. ' L Plan. As stated in PIP-IP_ Revision 1, Appendix C will be updated each quarter to reflect active Action Plan progress during the calendar quarter as documented in- - the Nuclear Program Plan Quarterly Updates. This includes a cumulative progress-n : measure based on completed milestones and resources expended through the lact biweekly update during the quarter. In addition, a summary status of each com-pleted Action Plan is included, it should be noted that the scheduled completion - . dates given in the following summaries were as of June 19,1990. These completion : dates are also shown in Table C.1. Through' June 19, j990, the PIP was 52% complete, based on having 1 J ,
' completed 134 milestones . Overall estimated expenditures of budgeted man-hours for activities related to the completion of milestones was approximately 59%. -
. These numbers have been impacted by the' addition of new Action Plans, changes:
to the Procedure Upgrade Program, and a significant scope change in the. Surveillance Test Procedures Action Plan. 1 ' As of June 21,1990, eleven (11) Action Plans were reported as complete and : have been verified for implementation. These are: 2.5 ' . Accountability Improvements ,d - 2.5.1 Commitment Tracking System I ? 3.3- Leadership Conferences p 3.7- Engineering Planning Unit
- 3.8 System Circles
- 4.1_ Plant Operating Experience Assessment Committee L 4.3 - OA Internal Assessment improvements 4.8 Off Site Safety Review Committee -
5.1 - Auxiliary Systems Engineering Unit
~ 5.2.3 Post Maintenance Testing 5.4.1 System Engineer Training The implementation verification status of all Action Plans is also indicated in Table C.1. -
p L P I A " milestone" is an action statement (usually the " methods") contained in the O eie "ica is eccemnilehee 1"<ov0" certein echeeviee ectivitiee. cemnietien of the scheduled activities constitutes meeting the " milestone." L' U C-1 Revision 3 - July 13,1990 l
2.2.1 Performance Standards - The assessment of the Performance Standards pilot program for extension to other sections and units was completed in June. As a result or the assessment, a
- Change Request will be submitted to implement Performance Standards for other Sections and Units. If approved, the expanded Action Plan will have a revised scheduled completion date of December 1990.
As of June 1990, this Action Plan has expended 99% of its planned PIP-resources and will meet 2 of 2 PIP milestones. Scheduled completion of this Action. Plan is presently June 1990.
- 2.2.2 Communications Plan With the im alementation of 1990 Focus Meetings, PIP activities for this Action Plan were comp eted ' and all 11 PIP milestones were met, implementation verification was begun June 1990 to close out this P!P Action Plan.
2.3 NPP issues-Based Planning. 1 . Management Systems Unit categorized over 100 issues into categories of
?.
Activity Control, Assessment Capability, Organizational Dynamics, and Management :, Process issues. The categorized issues, task group assignments and expectations for each aarticipant were issued prior to the Spnng Planning Conference which was held Apri 27,1990.
. A post conference follow up memorandum was- issued..May 23 which includes the Spring Planning Conference participants critique results (favorable overall), specific feedback from those attending the conference, and '1essons learned" to apply to next year's conference.
As a result of the Spring Planning Conference,29 Action Plan topics were
. _ developed-and will receive scope /cstimates for 1991. In addition,14 issues were recommended for further study and these were discussed at a Manager's meeting held June 18. Most of the studies resulted in action items. One of these issues, Improved Technical Specifications, will receive a scope / estimate. Scope / estimates will be dispositioned at the Summer Planning Conference, now scheduled for
- August 7,1990.
m
' As of. June 1990, this Action Plan has expended 93% of its planned PIP resources and has met 5 of 6 PIP milestones. Scheduled completion of this Action Plan is November 1990.
s C-2 Revision 3 - July 13,1990
I l l q -2.5. Accout;tability improvements U With the. submittal of calendar year 1990 Performance Objectives down to work leader level and their entry into the POA database, all 4 PIP milestones were met and the Action Plan was completed in early April. implementation verification-was completed April 13,1990. 2.5.1 ' Commitment Tracking System With the issuance of a policy letter from the VP-NED concerning Commitment -l Tracking System 1 expectations and implementation of- the last scheduled ' enhancement package, PIP activities to expand the pilot program to a site wide system were completed ~ and all 4 PIP milestones were met. Implementation verification was completed June 21,1990. I 1 2.5.2 Regulatory Commitment Management Process The Project Plan was approved April 20,1990 and activities for this Action Plan were begun. ; Discussions were held with Alabama Power, Louisiana Power & Ught, and the Regulatory Commitment Tracking Group to obtain " lessons learned," review and < t' q comment on the RCMP, and system strengths and weaknesses, in addition, an v independent program review was conducted to assure that the Action Plan was appropriately scoped and managed.
- An agreement was created with NlPS describing interfaces and L
. responsibilities for the regulatory commitment database and the source document storage and retrieval system. A stand-alone document storage and retrieval system L will be used to assure that the RCMP objectives are met and it will be consistent L with NIPS plans.
l. Other activities included development of a bidders list for Action Plan tasks
+
and preparation of bid specifications. In addition, NUS was authorized to obtain a complete copy of the Calvert Cliffs Units 1 and 2 dockets. This information will be scanned and stored in the' document storage and retrieval system after a vendor is i selected. i As of June 1990, this Action Plan has expended.1% of its planned PIP l- resources and has met 0 of 6 PIP milestones. Scheduled completion of this Action H Plan is June 1992. u 3.2 Managing Organization and Program Cha,nge in response to concerns identified in the Management and Qua Assurance L Assessment, management of change training has received increas@eo emphas 4 during this quarter. A seminar on change management strategies was held April 21 l for the Vice Chairman, the VP NED and the Managers. Change management C3 Revision 3 - July 13,1990 L
w 1 s trainirig for General Supervisors was held 'during' the week of May 21. The first training course for first line supervisors was held during the week of June 4. These
= three training sessions have received good evaluations from participants. Another change management training session was conducted during the week of June 18.
An additional training sessions has also been scheduled. in addition, two members of Management Systems Unit (MSU) were certified by ODR (our change management consultant) as management change trainers..
. . As of June 1990, this Action Plan has expended 70% of its planned PIP 4 resources and has met 2 of 3 PIP milestones. Scheduled completion of this Action ,
g Plan is December 1990. l. 3.3 Leadership Conferences Activities were completed and both PIP milestones for this Action Plan were . met in the first quarter of 1990. Implementation verification was completed February 22,1990. 3.4 Teamwork and interfaces As a result of the concerns identified in the Management and: Quality
' Assurance Assessment and the~ Spring Planning Conference, this Action Plan was-
' c' revised and renamed to reflect a significant change in emphasis to use of process management (Rummler-Brache) in selected organizational elements. The Ost-iteration of team building among Quality Engineering, - Maintenance, and
- Engineering was begun, m'" Feedback on team building needs was . received from S Conference participants on May 30. A a result of this feedback, a task pring Planning force of representatives from OC/OE, Maintenance, and System Engineering was formed to investigate improvements in work standards and practices. The task force currently meets on a weekly basis.
As of June 1990, this Action Plan has expended 57% of its planned PIP resources and has met 0 of 5 PIP milestones. Scheduled completion of this Action Plan is March 1991. p' 3.5 Project Managemel,t improvements Activities in this quarter were primarily directed toward the development and approval of the revised Project Management Manual policies and procedures. The Project- Management policy document is currertly receiving OA review following resolution of management comments. Estimated completion date for. completion of review cycle and issuance of policy document is now J uly 20, this will slip the Action Plan completion date to late July 1990. 1 l f4 C-4 Revision 3 - July 13,1990
As of June 1990,' this Action Plan has expended 99% of its planned PIP resources and hes met 7 of 9 PIP milestones. Scheduled completion of this Action Plan is now July 1990. 3.6.1 Site integrated Scheduling
. . Activities to perform hardware and software analysis to support requirements of SIS'and integration of other site systems were completed May 18. This achieved-a PlP milestone.
A' number of activities cocurred during the quarter to develop a detailed design and implementation o;' Site integrated Scheduling (SIS). Code structure development was completed Aprl,16 Evaluation and input to NfPS was completed
+ April 13. Develo:wnent of data kw cllagrams begun 04/09/90. A comparison of information requ rements for P/2 and Nuclear Maintenance System was completed April 16. The SIS conceptual design was presented to selected staff members and comments summarized from overview meeting on May 9. A presentatior of integrated coding to the SIS steering committee was made on May 2. Collection of data on current usage data on printers, plotters and CRT software was completed May 7.
The SIS Action Plan has be evaiucted to assure that activities leading to full implementation are included and that similaritie= between several activities in Action Plan 4.2.1,-Issues Management System, and planned SIS activities are resolved. The evaluation conducted and planning r60uired to make these changes resulted in ( 43 SIS activities being put temporari!y on hod causing negativity in these areas. A change request will be submitted in order to add or revise final design and - implementation activities. Changes will also be included in order to focus responsibility for site wide work identification and prioritization into the issues Management Action Plan. As of June 1990,'this Action Plan has ex:> ended 59% of its planned PIP resources and has met 2 of 10 PIP milestones. Scieduled completion of this Action Plan is February 1991. 3.6.2 Maintenance Work Control Activities to validate Maintenance Order (MO) status -in the Nuclear Maintenance System (NMS) continued throughout the quarter. This included MO validation to support Unit 1 startup and was completed April 4. In addition, methodology to control and manage close-out of MOs was established April 4. Activities concerning maintenance goals and strategies include issuance of a draft of Maintenance Goals on April 13. Comments were received and work continued on finalizing long term maintenance goals and objectives. Development of the lead planner job description was completed May 30. O C-5 Revision 3 - July 13,1990
b As of June 1990, this Action Plan has expended 67% of its planned PIP resources and has met 1 of 5 PIP milestones. Scheduled completion of this Action Plan is December 1990. 3.6.3 Operatione improvement Program An evaluation of computer needs to improve safety tagging boundary reviews wss completed June 13. This included review of post-maintenance test'ng, . operations testing and operability testing Completion of this evaluation achieved a PIP milestone. Develo:wnent and implementation of an automated safety tagging arocess under NUCLE S is being addressed in conjunction vath Action Plan 5.3.6, ement Project. In addition, the IBM terminal in s9fety tagging was replaced with a lgS 2 on June 12.nformation Resources Mana Activities related to staffing include transfer of a Contiol Floom Operator to Safety Tagging on May 3. Hiring for six section operatione and Shift Technical Advisors remained on track. Operations scheduling function was included in the
. staffing of an Operations Maintenance and Test Coordination Unit under a
' reorganization proposal recently submitted to GS NO which is currently undergoing final mark up and review.
Because of reacsignment of the Action Plan manager to ISEU, a new Action Plan manager was assigned effective June 6. As of June 1990, this Action Plan has expended 15% of its planned PIP O. reswrces and has met 1 of 5 PIP milestones. Scheduled completion of this Action Planis April 1993. 3.7 Engineering Planning Activities were completed and all 4 PIP milestones for this Action Plan were met in the first quarter of 1990. Implementation serification was completed April 6, 1990. 3.8 System Circles Activities were completed and all 6 PIP milestones for this Action Plan were .' met in the first quarter of 1990, implementation verification was completed March 23,1990, 3.9 Quality Circles Program During Second Quarter 1990, eleven routine meetings to identify and recommend (11) Quality Circles were conductingsolutio recommendations made to Management have been accepted and implementation is either complete or in progress. C-6 Revision 3 July 13,1990 4
r )
, l a 1
[ As of June 1990, four (4 the Quality Circle Recognition romony bCircles in October had1990. met eligibility requirements for atten As of June 1990, this Action Plan has expended 99% of hs planned PIP l resources and has met 7 of 8 PIP milestones. Scheduled compbtion of this Action Plan is December 1991. 4.1 POEAC Activities were completed and all 4 PIP milestones for this Action Plan were met in the third quarter of 1990. Imp lementation verification was amTipiished via ; annual Quality Assurance audit in September 1989. The need for follow on l improvements in this area are being addressed by Action Plan 4.1.1, Operating . Experience Review. ' 4.1,.1 Operating Experience Review Through the second quarter, approximately 100 of 176 SOER recommendations verifications have been completed. The verification effort will be . completed by September 20, 1990. Reorganization of hard copy files by SOER/SER number has been completed for 1988,1989 and 1990. The revised CCI 139 was issued May 4. A draft revision of the Calvert Cliffs ;
\
event investigation procedure was completed and issued for initial review on May 8. The comments have been incorwrated and the revised procedure will be distributed for General Supervisor /N anager review by the end of June. l The AGS Operations Support transferred into the unit and was assigne'd as 3 pro,ect implementation coordinator effective June 6. Agreement was reached to ass gn a project scheduler startir'g July 1990. Other activities incluch development of an organizational posal to . . establish dedicated positions to assess industry events and to assess a vert Cliffs events, in addition, in conjunction with NIPS under Action Plan 5.3.6, information , Resource Management Project, required database characteristics were established i June 5. As of June 1990, this Action Plan has expended 48% of its planned PIP resources and has met 0 of 4 PIP milestones. Scheduled completion of this Action t Plan is September 1991. - 4.2 Quality Controlimprovements CCl 116H, which includes the new Problem Report and an improved NCR - l process, was implemented on April 27. The NCR orocedure for the QC Master Unit, i OCP-6, was issued May 9. C7 Revision 3 - July 13,1990
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The now structure for the QC organization was submitted May 7 and
/9 approved on June 1. A revised proposal for the QC reor V on June 18 and the case study is being prepared by OPU ganization was submit Work continued on development of QC Inspection instructions. To date, 4019 instructions have been prepared for use.
As of June 1990, this Action Plan has expended 68% of its planned PIP . resources and has met 3 of 8 PIP milestones. Scheduled completion of this Action
- Plan is December 1990.
4.2.1 issues Management System D0velopment of a definition for an "issus" and identification of existing corrective action / issue management systems were completed May i t, identification of inputs end outputs, and existing management links was completed May 25. Analysis of intra systems links was completed June 6. This completed ac'Jvities to meet a PIP milestone to describe the present issues management process, , As of June 1990, this Action Plan has expended 7% of its planned PIP resources and has met 1 of 8 PIP milestones. Scheduled completion of this Action Plan is December 1990. 4.3 QA internal Assessment improvements Activities were completed and all 9 PIP milestones for this Action Plan were met in the last quarter of 1989. Implementation verification was completed January 16,1990. 4.4 ISEU l ISEU sponsored its first major independent assessment via its participation i t as the CCNPP contingent of a Consultant /CCNPP Team which completed the Unit 1 Restart ind6 pendent Assessment. The issuance of quarterly trend report has been delayed so full support could be provided to the assessment. Activities related to event investigations include continued development of the near miss program. A pilot program for near miss reporting has been approved and is scheduled to be in October 1990. Unit personnel have received required ,
. training for event anal s during this quarter. In addition, during this quarter >
l agreement was reach d with Nuclear Regulatory Matters Section on how to o combine forces for LER investigations. Operations and Maintenance also added ISEU to distribution for PIRs and urQ investigations. During this quarter, six (6) HPES investigations, two (2) CCERs, and one (1) special ISEU investigation were completed. O L C8 Revision 3 July 13,1990
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Activities related to trending include discussions with several utilities and L suggesting enhancements to the Commitment Trackin I - trending. These enhancements have been completed,g in addition, a System meeting(CTS) was to facilita l held June 11 with OA and OC to plan an integrated effort to develop a trend I analysis methodology. The results of this meeting indicated potential for overlap l with Action Plan 4.2.1, issues Management System. This is presently in the process ! of being resolved. I Act' aes i n M 3 position and approval w trent Nted to Maintenanoe
/ of the staffing included Traininginterviews Supervisor for the oNo ISEU on Janual 15,1991. Wa4.ws are scheduled for the two M 5 positions. !
l As rf sune 1990, this Action Plan has expended 49% of he planned PIP ! resources and has met 1 of 7 PIP milestones. Scheduled completion of this Action ! Plan is December 1990. : 4.5 Safety Assessment Activities in this quarter were primarily related to the development of Maintenance Order (MO safety assessment methodolo ; assessment screening fo)r procedure revisions under 101. With CCl;y and streamlining the approval of safi i CCI 101, training has been developed for the 50.59 screen which is now part of '
- CCl-101.
As of June 1990, this Action Plan has expended 93% of its planned PIP ! O resources and has met 1 of 8 PIP milestones. Scheduled completion of this Action Plan is December 1990. 4.6' Root Cause Analysis improvements , During this quarter, a revised Kepner Trogoe (K T) training schedule was ' developed and new sign up sheets were issued. Because people signing up : substantially exceeded the avadable training resources, the class list is being verified against the original list of targeted attendees included under this Action , Plan. in addition, BG&E instructors were trained in K T techniques; future K T classes will be taught by BG&E personnel. , Other activities included a monitoring team meeting on May 7. Examples of effective RCAs are being sought to publicize through Calvert Cliffs newsletter. As of June 1990, this Action Plan has expended 86% of its planned PIP resources and has met 3 of 5 PIP milestones. Scheduled completion of this Action i Plan is February 1991. 4.7 POSRC P O Because of personnel turnover within Nuclear Training Section, progress has been slowed on POSRC training. In response to this, a Change request was C-9 Revision 3 July 13,1990
p submitted and approved which extended the Action Plan scheduled completion date and added a new milestone to issue a POSRC training manual. As of June 1990, this Action Plan has expended 98% tI its planned PIP resources and has met 4 of 6 PIP milestones. Scheduled oorW.etion of this Action Plan is now September 1990, i 4.8 OSSRC Activities were completed and all 6 PIP milestones for this Action Plan were , met in the first quarter of 1990, implementation verification was completed February , 5,1990. t 4.9 Visiting Other Plants Plants visited this quarter included Hatch (T. Camilleri and L. Weckbaugh) Palo Verde M. Navin St. Lucie J. Hayden and D. Frye Waterford 3 (B. Mann), : and personnel ANO (A(. Shumak),r)in third quarter 1990 INPO ev to participate 1 With the issuance of NEDCP 101 Revision 5, the VP. NET schedule for nuclear industry meetings and conferences, INPO peer evaluator and observer l assignments, and the schedule for participation in independent review efforts at other plants, all PIP activities will be completed and all 5 PIP milestones will be met by thas end of June implementation verification will begin July 1990 to close out this PIP Action Plan, , i 5.1 Auxillary Systems Engineering Unit , Activities were completed and both PIP milestones for this Action Plan were met in the third quarter of 1989. Implementation verification was completed April 6, ; 1990. L 5.2.1 Procedures Upgrade Program Ranking of technical procedures with respect to the importance of the procedure and its need for revision was completed May 1. This achieved a PIP milestone. Another PIP milestone, establishing an organization to provide increased ' procedure process controls, project management controls, procedure upgrade ' standards, and procedure tracking methods, was achieved when the PUP project ' organization was established June 1. The new project organization analyzed the project from Change Management perspectives and is in. the process of , reevaluating the project in terms of scope definition, a detailed WBS, and the roles, responsibility and authority of the project sponsorship, Project Manager and staff, , and Deparimental Task Managers. t i C 10 Revision 3 - July 13,1990
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i Significant effort was expended in the review and approval of CCl101N, 4 ( Implementing Procedure and Control, which takes effect July 1990. Other actMties ; include the development of the Quality Review program procedure and a revision to ; CCl100, Preparation and Control of Calvert cliifs instructions. In addition, an inventory of procedures was commenced and will support Action Plan 5.3.5, Records Management / Document Control and NIPS planning for procedures / l records management application, j As of June 1990, this Action Plan has expended 89% of its planned PIP resources (29% of total project planned resources) and has met 4 of 9 PlP milestones. Scheduled completion of this Action Plan is Dooember 1992, 1
'I 5.2.2 Surveillance Test Program 1
Efforts in this quarter were primarily directed toward development of a bid 1 specif; cation for the Level 2 and 3 Surveillance Test Procedure review. Responses l to the Request For Quotation were receivad by Purchasing June 19. Completion of i bid evaluations and contract award are scheduled for third quarter 1990c Other ' actMties included continued evaluation and development of the STP data trending program. As of June 1990, this Action Plan has expended 8% cf its planned PIP i resources and has met 6 of 11 PIP milestones. Scheduled completion of this Action . Plan is December 1992. l 5.2.3 Post Maintenance Testing : 1-Activities were completed and all 4 PIP milestones for this Action Plan were met in the fourth quarter of 1989. Implementation verification was completed October 24,1989. 5.3.1 Procurement Program Project t The new Procurement Organization was established June 18. This achieved ' l~ a PIP milestone to establish an integrated procurement organization. , 1 Work continued to finalize CCl162 (now procurement administrative - procedure) and changes to OA policy. - As of June 1990, this Action Plan has expended 75% of its planned PIP resources and has met 2 of 9 PIP milestones. Scheduled completion of this Action Plan is October 1990. ' C 11 Revision 3 - July 13,1990 1
l 5.3.2 Equipment Technical Database / Maintenance Planning System Significant activities this quarter include completion of Unique Equipment identifier (UEl) format identification April 27 and determination of UEis and formats on May 18. Identification and rewriting of procedures began May 7. Work began on MPS/ETD enhancements April 9. ' o date, MPS and ETD validation testing us been completed. Several technical issues remain to complete all validation testing which is now scheduled to be completed July 1990. l The start of Master Equipment Ust activities has boon delayed to July 1990
, due to contract approval and completion of collection methodology, As of June 1990, this Action Plan has expended 43% of its planned PIP resources and has met 6 of 10 PIP rollestones. Sc1eduled completion of this Action Plan is June 1991, j l
I 5.3.3 Technical Manualimprovements initial screening of backlogged technical manuals was completed. April 5 and safety significance evaluation was completed April 17, 1990 training for CCl122 was completed June 15.' Contractor technical ! reviews were completed June 22. Completion 9 these activities achieved a PIP .. milestone to develop improved procedures and to provide appropriate training. As of June 1990, this Action Plan has expended 72% of its l . resources and has met 7 of 11 PIP milestones. Seneduled completion this Action hanned P Plan is August 1990, i 5.3.4 Design Basis Consolidation HVAC Systems activities include approval of contractor's proposal for compiling pilot design basis documents for tne Unit 2 Switchcear HVAC April 4 and completion of the scope document for instrument Air (SR) HVAC June 14. Design basis arocedures activities include selection of contractors April 9. A ! Design Basis Task :orce was held April 24 and Task Force comments on data basis were incorporated May 1. i l- Design basis consolidation activities include completion of development of
- project procedures April 9 and continued work on system / issue arioritization for I design basis procedures, in addition, the acceptance test was perormed June 12 .
for design database (HP Application) and delivery of the interim data base June 19. As of June 1990, the PIP resources for this Action Plan are currently under l review. The Action Plan has met 1 of 5 PlP milestones Scheduled completion of this Action Plan is August 1994. O C 12 Revision 3 - July 13,1990
1 5.3.5 Records Management / Document Control ( A number of activities were accomplished under this Action Plan during this quarter. A schedule for drawing distribution and control was completed April ' 3. A I plan was established for centralized control and distribution of hard s of , procedures on April 20. A database was set up on April 27 for all Cl101 j procedures, CCis and QAPs to track biennial review. Evaluations of the existing system for Vendor Technical Man',al distribution 1 and control and the existing site correspondence and files were corapleted April 27. The develo:xnent of the corromponding schedule for distributior, and control was { i completed day 7. -1 Based on interviews of General Supervisor and Manager secretaries begun on April 30, development of schedule for site correspondence and files was E completed May 10. Evaluation of the existing system technical library and training resource i center was completed Ma 18. Development of the corresponding schedule for the l Technical Ubrary and the raining Resource Center was completed May 2. ; Other activities include meeting with E&C, System Engineering and j Mechanical Maintenance on Ma 2 to review their document centers in work areas to complete the evaluation of e isting system for drawing distribution and control. l In addition, the Action Plan is being re-evaluated to adequately address transition to NUCLEIS,
- As of June 1990, this Action Plan has expended 42% of its planned PIP resources and has met 0 of 4 PIP milestones. Scheduled completion of this Action ;
Plan is December 1990.
-i 5.3.6 Information Resources Management Process !
l L NIPS has recently established an analysis group to examine new issues, , assess their impacts, and in'egrate them with the NIPS 5-year plan. ; During this quarter, analyses of needs were initiated for Action Plans 2.5.2 - . L Regulatory Commitment Management Process,3.6.1 Site Integrated Scheduling, ' L 3.6.3 Operations improvement Plan, 4.1.1 Operating Exponence Review, and 4.2.1 Issues Management stem were begun. Development of functional specification to support Action Ian 4.5 Safety Acsessment was completed June . 12 and software package development for this Action Plan commenced. l Work continued during the quarter to develop draft procedures. !
- As of June 1990, this Action Plan has expended 36% of its planned PIP resources and has met 0 of 4 PIP milestones. Scheduled completion of this Action Plan is April 1991.
O C 13 Revision 3 July 13,1990
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t l 5.4.1 System Engineer Training
' Activities were completed and all 4 PlP milestones for this Action Plan were met in the first quarter of 1990. Implementation verification was completed January 15,1990.
i 5.4.2 Minor Modification Process improvements l The pilot program was completed in this quarter and a critique was issued , April 30. As a result of " lessons learned" during the pilot program, a change request j was initiated and approved which significantly ownged the Action Plan. The ) revised Action Plan ac ded six new activities and changed the scheduled completion i date. Other activities included development of CCl's to replace the existing Technical Authority Guideline (TAG 1 and to control Engineering Assistance Section (DES) w)ill be developed to reflect recommended to twchaRequests Minor (EA Modifications process. DES is developing a prioritization and duling process for minor modifications and fly up work. ; As of June 1990, the PIP resources for this Action Plan are currently under 1 review. The Action Plan has met 5 of 10 PIP milestones. Scheduled completion of + this Action Plan is November 1990. O 5.4.3 Reliability Centered Maintenance Based on recommendations from the first two sets of systems for RCM analysis, a change request was initiated and approved for this Action Plan. This changed the selection criteria for the last set of four systems to be addressed under I this Action Plan -
. In this quarter, all 12 systems and their prioritization for RCM application were completed (April 30). This completed two milestones. Training on systems 1 through 8 was completed June 12. Compilation of corrective maintenance history ;
for all 12 systems was completed June 15. ; ! Other activities included identifying differences between RCM recommen-L dations and other PM initiatives, discussions with component engineers on conflicts
- between RCM and their PM implementation programs,-and discussions with l' Maintenance GS on implementation efforts, e l
As of June 1990, this Action Plan has expended 59% of its planned PIP resources and has met 3 of 8 PIP milestones. Scheduled completion of this Action Plan is August 1991. O C 14 Revision 3 July 13,1990 .
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