ML20080H296
| ML20080H296 | |
| Person / Time | |
|---|---|
| Site: | Columbia  |
| Issue date: | 01/31/1995 |
| From: | Parrish J WASHINGTON PUBLIC POWER SUPPLY SYSTEM |
| To: | Callan L NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION IV) |
| Shared Package | |
| ML20080H293 | List: |
| References | |
| NUDOCS 9502170009 | |
| Download: ML20080H296 (37) | |
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ATTACHMENT 2 WASillNGTON PUBLIC POWER SUPPLY SYSTEM P.O. Box 968 e 3(KM)Gevrge Washington Way e Richland, Washington 99352-O%8 * (509)372-S(KK)
January 31,1995 G02-95-024 Mr. L. J. Callan Regional Administrator U. S. Nuclear Regulatory Commission Region IV 611 Ryan Plaza Drive, Suite 400 Arlington, Texas 76011-8064
Dear Mr. Callan:
Subject:
SUPPLY SYSTEM PRESENTATION SLIDES CONCERNING CONFIGURATION MANAGEMENT INSPECTION (94-201)
Attached please find a copy of the presentation slides that we used to discuss the above captioned inspection. As discussed with you today, we believe that the inspection team's findings will add to our overall effort to self-assess and take appropriate remedial actions in response to some long-standing issues. We also believe, as indicated in the attached slides, that we are making substantial progress in many areas. Where our progress, in some cases, has been ineffective or has been slow, we are taking further steps to improve our performance. We look forward to meeting with you on a periodic basis to discuss these improvements.
If you have any questions, please contact me or Mr. P. R. Bemis, Director, Regulatory and Industry Affairs.
Sincerely,
/,X J. V. Parrish (Mail Drop 1023)
Vice-President, Nuclear Operations JRII/bk Attachments cc:
KE Perkins, Jr. - NRC RIV, Walnut Creek Field Office NS Reynolds - Winston & Strawn JW Clifford - NRC DL Williams - BPA/399 NRC Sr. Resident Inspector - 927N Document Control Desk 9502170009 950209 PDR ADOCK 05000397 p
e WASHINGTON PUBLIC POWER SUPPLY SYSTEM MEETING WITH NRC TO DISCUSS CONFIGURATION MANAGEMENT INSPECTION (REPORT No.94-201)
JANUARY 31,1995 Page1 i
AGENDA 1.
INTRODUCTION V. PARRISH II.
STATUS OF INSPECTION FINDINGS A. OPERATIONS & OUTAGE G. SMITH MANAGEMENT ISSUES B. PROCEDURAL CONCERNS J. SAMPSON C. ENGINEERING RESPONSES M.REDDEMANN TO IDENTIFIED PROBLEMS D. CORRECTIVE ACTION J. MCDONALD PROGRAM 111.
SELF-ASSESSMENT CAPABILITY P. BEMIS
& COMMUNICATIONS DOCUMENT IV.
CLOSING REMARKS V. PARRISH Page 2 l
INTRODUCTION e
ACTIONS IN
RESPONSE
TO CONFIGURATION MANAGEMENT INSPECTION e
BEHAVIORAL ISSUES PRANKS PERSONAL JUDGEMENT e
MANAGEMENT EXPECTATIONS i
COMMUNICATION TO EMPLOYEES i
INTERNALIZATION BY EMPLOYEES l
e OVERALL PERFORMANCE ENHANCEMENTS OUR ASSESSMENT j
CURRENT INITIATIVES ADEQUATELY COMMUNICATING PROGRESS TO NRC l
Pawe 3
OVERVIEW OF INSPECTION REPORT SUPPLY SYSTEM ACKNOWLEDGES THAT FURTHER ENHANCEMENT IS NEEDED IN CERTAIN AREAS SPECIFIC ACTIONS UNDERWAY FOR EACH ITEM IN INSPECTION REPORT 45 ACTION ITEMS IDENTIFIED 30 COMPLETED e
OVERALL -- SUPPLY SYSTEM MAKING PROGRESS 180 +
DAYS CONTINUOUS OPERATION NO CHALLENGE TO SAFETY SYSTEMS MATERIAL CONDITION OF PLANT STILL IMPROVING PREVENTIVE MAINTENANCE MORE TIMELY CORRECTIVE MAINTENANCE BACKLOG -- DECREASING INCREASED " BLACKBOARD" TIME SYSTEM ENGINEER WALKDOWN COMMITMENT PAYING DIVIDENDS DOSE REDUCTION EFFORTS SIGNIFICANT PROGRESS IN TECHNICAL SPECIFICATION IMPROVEMENT PROGRAM Page 4
BEHAVIORAL ISSUES PRANKS / HORSEPLAY (1) ski-MASK; (2) DUCT-TAPE; & (3) SIMULATOR TRAINING INITIAL CORRECTIVE ACTIONS INSUFFICIENT INCIDENTS OF POOR PERSONAL JUDGEMENT (1)
MAN UNDER VESSEL; (2)
GAS BOTTLES;
& (3)
SUPPRESSION POOL LEVEL CONTRIBUTING FACTOR INCREASED PERFORMANCE ACCOUNTABILITY EXPECTATIONS FROM MANAGEMENT COMMON ROOT CAUSES INSUFFICIENT COMMUNICATION OF QU A LITY EXPECTATIONS TO EMPLOYEES LACK OF PERSONAL ACCOUNTABILITY CORRECTIVE ACTION INITIATIVES CBO PROGRAM ENHANCEMENTS MANAGEMENT DIRECTIVES PRESENTATIONS TO OTHER EMPLOYEES BY THE INVOLVED PERSONNEL DISCIPLINE OF INVOLVED PERSONNEL LEADERSHIP EXPECTATIONS Page5
MANAGEMENT EXPECTATIONS COMMUNICATION TO EMPLOYEES UTILIZED VARIOUS METHODS SPECIAL EMPLOYEES MEETINGS (INCLUDING VIDEOS)
TRAINING INTER-OFFICE MEMORANDA e
RY EXPECTATIONS COMMUNICATED OPEN ENVIRONMENT TO COMMUNICATE ISSUES PERFORMANCE & ACCOUNTABILITY CRITERIA PROCEDURAL ADHERENCE PROFESSIONALISM & OWNERSHIP SAFETY FIRST
" BUY IN" BY EMPLOYEES MEASURING SUCCESS -- PERFORM ANCE OBSERVATIONS SECURITY IDENTIFYING PROBLEMS OPERATORS COMMITTED TO FURTHER IMPROVING AWARENESS OF PLANT CONDITIONS i
MAINTENANCE ALARA AWARENESS Page 6
OVERALL PERFORMANCE ENHANCEMENT OUR ASSESSMENT e
CERTAIN AREAS HAVE NOT RESPONDED RAPIDLY l
ENOUGH FOR EXAMPLE:
(1)
PROCEDURAL ADHERENCE (2)
PROBLEM IDENTIFICATION AND CORRECTIVE ACTIONS (3)
SELF-ASSESSMENT PRINCIPAL UNDERLYING CAUSES INTER-PERSONAL INTER-ORGANIZATIONAL COMMUNICATIONS PERSONAL OWNERSHIP & ACCOUNTABILITY j
INITIATIVE TO IDENTIFY PROBLEMS
(
TIMELY THOROUGH FOLLOW-THROUGH ON CORRECTIVE ACTIONS & COMMITMENTS l
f Page 7
OVERALL PERFORMANCE ENHANCEMENT (continued)
INITIAL ACTION PLAN MANAGING DIRECTOR MEETINGS WITH MANAGERS
-- [ COMPLETE]
IDENTIFICATION OF DEVELOPMENT NEEDS FOR MANAGERS -- [ ONGOING]
CO M M UNIC ATION OF PERFO RM ANCE-MANAGEMENT PROCESS -- [ COMPLETE]
M ATCHING WORKLOAD WITH AVAILABLE RESOURCES -- [ ONGOING]
MANAGER TRAINING TO SUPPORT ABOVE EFFORTS
-- [ ONGOING)
SIMPLIFICATION OF WORK PROCESSES AND PROCEDURES -- [ ONGOING]
FUTURE ACTIONS -- [ SCHEDULED FOR REVIEW IN FEBRUARY 19951 Page 8
_OVERALL PERFORMANCE IMPROVEMENT (continued)
ADEQUATELY COMMUNICATING PROGRESS TO NRC THE SUPPLY SYSTEM NEEDS TO DO A BETTER JOB AT COMMUNICATING OUR PERFORMANCE ADEQUATE COMMUNICATION WILL REQUIRE AGREEMENT BETWEEN THE SUPPLY SYSTEM AND NRC ON PERFORMANCE INDICATORS TO SUPPORT THIS EFFORT, THE SUPPLY SYSTEM PLANS TO UTILIZE A FORMAL COMMUNICATIONS DOCUMENT
,.s
OPERATIONS & OUTAGE MANAGEMENT ISSUES FINDINGS WERE IDENTIFIED IN THE FOLLOWING AREAS:
e REFUEL FLOOR OPERATIONS NUCLEAR COMPONENT TRACKING LIST PREPARATION FUEL BUNDLE MISORIENTATION FUEL ASSEMBLY OVERTRAVEL e
SUPPRESSION POOL LEVEL (FAILURE TO ENTER APPROPRIATE TECHNICAL SPECIFICATIONS AND TAKE TIMELY ACTION) e PERSON UNDER VESSEL WITHOUT DOSIMETRY Page 10
OPERATIONS & OUTAGE MANAGEMENT ISSUES (continued)
ANALYSIS SHOWS THE FOLLOWING COMMON CAUSES 9
INADEQUATE ATTENTION TO DETAIL PROCEDURAL NON-COMPLIANCE e
PROCEEDING IN THE FACE OF UNCERTAINTY e
INADEQUATE SUPERVISORY OVERSIGHT AND FEEDBACK l
Page 11
OPERATIONS & OUTAGE MANAGEMENT ISSUES (continued)
IMPROVEMENT INITIATIVES INCLUDE:
e IMPLEMENTATION OF AN OPERATIONS INSTRUCTION OUTLINING EXPECTATIONS FOR SUPERVISORY OVERSIGHT -- COMPLETE e
OPERATIONS SELF-ASSESSMENT PLANNED FOR MARCH 1995 WHICH WILL INCLUDE STATION AND PEER EVALUATIONS e
REDUCTION IN NUMBER OF OUTAGE TASKS WHICH SHOULD HAVE AN IMPACT ON ERROR RATE Page 12
OPERATIONS & OUTAGE MANAGEMENT ISSUES (continued)
IMPROVEMENT INITIATIVES INCLUDE:
RE-EMPH ASIZE OPERATIONS M AN AGEMENT COMMITMENT TO PROCEDURES WHEN OUTSIDE PROCEDURAL GUIDANCE, STOP WORK MODIFY THE PROCEDURE OR DEVELOP A FORMAL TROUBLE SHOOTING PLAN e
EXTENSIVE REVISION OF REFUELING TRAINING MODULE 4 HOURS OF HANDS ON TRAINING DISCUSSION OF MANAGEMENT EXPECTATIONS
.lEGARDING:
PROCEDURAL COMPLIANCE
=
DOING THE JOB RIGHT THE FIRST TIME
=
TEAM RESPONSIBILITIES
=
FORMAL COMMUNICATION AND TURNOVER
=
Page 13
OPERATIONS & OUTAGE MANAGEMENT ISSUES (continued) l OVERALL CONCLUSIONS STATION INVOLVEMENT AND PREPARATION FOR R-10 e
OUTAGE IS IMPROVED OVER PAST OUTAGES e
APPROACH TO ON-LINE MAINTENANCE e
OPERATIONS INSTRUCTION ON SUPERVISORY OVERSIGHT HAS RESULTED IN:
INCREASED SUPERVISORY PRESENCE IN THE FIELD EXPECTATIONS ARE CLEAR, MEASURABLE AND TRACKED e
OPERATIONS PROFESSIONALISM AND FORMALITY CONTINUES TO IMPROVE AS INDICATED BY:
lDENTIFIED AS A STRENGTH IN LAST INPO EVALUATION OBSERVATION BY NRC RESIDENT INSPECTORS e
STATION'S SCHEDULE ADHERENCE / EFFECTIVENESS CONTINUES TO IMPROVE Page 14
A OPERATIONS & OUTAGE MANAGEMENT ISSUES (continued)
AREAS REQUIRING FURTHER FOCUS IMPROVE OPERATIONS ATTENTION TO DETAll CONTINUE TO STRESS WITH OUR STAFF THE VALUE OF SELF-IDENTIFICATION AND SELF-CRITICAL BEHAVIOR CONTINUE TO IMPROVE THE VALUE OUR EMPLOYEES PLACE ON THEIR PROCEDURES AND ADHERENCE TO THEM Page 15
EMCEDURAL CONCERNS FINDINGS WERE IDENTIFIED IN THE FOLLOWING AREAS e
FAILURE TO SECURE GAS BOTTLES e
REACTOR VESSEL MOISTURE SEPARATOR LIFTED WITHOUT UNLATCHING ALL BOLTS LIGHTS BROKEN OFF INTO THE VESSEL DURING REASSEMBLY e
LPCS INJECTION DURING EXCESS FLOW CHECK VALVE TESTING i
Page 16 i
PROCEDURAL CONCERNS (continued)
ANALYSIS SHOWS THE FOLLOWING COMMON CAUSES INADEQUATE TRAINING (GAS BOTTLES)
PROCEDURAL NON-COMPLIANCE DUE TO INADEQUATE VERIFICATION METHOD (SEPARATOR LIFT) l INADEQUATE SUPERVISORY OVERSIGHT AND FEEDBACK (LIGHTS DROPPED) j PROCEEDING WITHOUT PROCEDURAL DIRECTION OR PLAN WHEN UNCERTAIN (LIGHTS DROPPED AND LPCS ESF)
INADEQUATE SELF-CHECKING (LPCS ESF)
Page 17
1 PROCEDURAL CONCERNS (continued)
IMPROVEMENT INITIATIVES GAS BOTTLE HANDLING REVISED PLAN.T PROCEDURES FOR HANDLING GAS BOTTLES TO ELIMINATE CONFUSION AND DUPLICATION FREQUENT TOURS BY MAINTENANCE SERVICES PERSONNEL FOR UNSECURED GAS BOTTLES INSTALLING ADDITIONAL GAS BOTTLE STORAGE RACKS FOR HIGH USE STATIONS TRAINING Page 18
PROCEDURAL CONCERNS (continued)
IMPROVEMENT INITIATIVES REFUELING ACTIVITIES REVISED SEPARATOR REMOVAL PROCEDURE TO ADDRESS UNDERWATER VERIFICATION OF BOLT UNLATCHING & MORE SPECIFIC DIRECTION FOR LIFTING EQUIPMENT NEW PROCEDURE FOR R-10 ON DROPPED ARTICLES IN THE REACTOR VESSEL & REFUELING CAVITIES PROMPT COMMUNICATION & NOTIFICATIONS
=
STOP AND PLAN
=
METHODS FOR RETRIEVAL
=
ASSIGNED FULL TIME EXPERIENCED TEAM LEADER AND SYSTEM ENGINEER RESPONSIBLE FOR REFUELING PREPARATION AND OVERSIGHT IMPROVED LIGHTING SYSTEM FOR IN-VESSEL WORK INCLUDING PROCEDURE CONTROLS FOR TOOLS AND LIGHTS WHEN USED IN THE VESSEL Page 19 s
PROCEDURAL CONCERNS (continued)
IMPROVEMENT INITIATIVES PROCEDURE ADHERENCE MAINTENANCE PROCESS SIMULATOR TRAINING FOR ALL CRAFT DISCIPLINES PROCEDURE ADHERENCE SELF-CHECKING OTHER WORK PRACTICES TRAINING INCLUDES DIRECT SUPERVISORY
=
INVOLVEMENT PREPLANNED SCENARIOS WITH DESIGNED
=
TRAPS TO CHALLENGE SELF-CHECK AND ATTENTION-TO-DETAll STOPPING AND INVOLVING SUPERVISION
=
DURING UNCERTAIN CONDITIONS IS REINFORCED r.o. 20 4
PROCEDURAL CONCERNS (continued)
OVERALL CONCLUSIONS PROGRESS IS BEING MADE:
IMPROVED TEAMWORK, COMMUNICATION AND COOPERATION MAINTAINING LOW CONTROL ROOM DEFICIENCIES MINOR MAINTENANCE PROCESS PREVENTIVE MAINTENANCE INVENTORY SIGNIFICANT PERSONNEL ERRORS DROPPING
)
ACHIEVED ZERO PERSONNEL ERRORS IN
=
MAINTENANCE SHOPS, DECEMBER 1994 r.o. n
~
PHQCEDURAL CONCERNS-(continued)
AREAS REQUIRING FURTHER FOCUS SUPERVISORY INVOLVEMENT AND OVERSIGHT e
REDUCE CORRECTIVE MAINTENANCE INVENTORY AND AGE TRAINING OF PLANNERS IMPROVED PACKAGE WALKDOWNS Page 22
ENGINEERING RESPONSES TO IDENTIFIED PROBLEMS _
FINDINGS WERE IDENTIFIED IN THE FOLLOWING AREAS e
PROMPT IDENTIFICATION OF PROBLEMS BY ENGINEERING PERSONNEL WAS WEAK, BUT THE DISPOSITION OF SUCH PROBLEMS WAS GENERALLY TECHNICALLY SOUND AGASTAT RELAY FAILURE CRACKED JET PUMP SENSING LINE ELECTRICAL PENETRATION DEGRADATION e
MCC 3A OVERLOAD DURING DESIGN CHANGE TESTING ANALYSIS SHOWS THE FOLLOWING COMMON CAUSES e
INADEQUATE RESPONSE TO INDUSTRY OPERATING EXPERIENCE ISSUES e
FAILURE TO IDENTIFY ROOT CAUSE OF RELATED PLANT PROBLEMS e
INADEQUATE IMPLEMENTATION OF ENGINEERING DESIGNS i
Page 23
ENGINEERING RESPONSES TO IDENTIFIED PROBLEMS (continued) lMPROVEMENT INITIATIVES INADEQUATE RESPONSE TO OPERATING EXPERIENCE REPORTS REVIEW OF PREVIOUSLY COMPLETED OPERATING EXPERIENCE ASSESSMENTS IS PLANNED e
FAILURE TO IDENTIFY ROOT CAUSE OF EQUIPMENT FAILURES l
ROOT CAUSE ANALYSIS INITIAL AND REFRESHER TRAINING IS PLANNED
^
Page 24 i
ENGINEERING RESPONSES TO IDENTIFIED PROBLEMS-(continued)
IMPROVEMENT INITIATIVES e
INADEQUATE IMPLEMENTATION OF ENGINEERING DESIGNS REINFORCEMENT OF MANAGEMENT EXPECTATIONS FOR PROJECT REVIEW GROUP MEMBERS -- COMPLETE INCREASED INVOLVEMENT OF THE PROJECT REVIEW GROUP IN THE SPECIFICATION AND REVIEW OF THE TEST PLAN -- COMPLETE 10 CFR 50.59 IS NOW REQUIRED TO ADDRESS THE INSTALLATION, TESTING, AND USE OF A DESIGN CHANGE -
- COMPLETE IMPLEMENTATION OF PROJECT TABLE-TOP GUIDES DEFINING THE RESPONSIBILITIES OF PROJECT ENGINEERS -
- COMPLETE REVISION OF PLANT MODIFICATION FROCEDURE TO REQUIRE ADDITIONAL GUIDANCE FOR INSTALLATION AND TESTING OF DESIGN CHANGES -- COMPLETE Page 25
ENGINEERING RESPONSES TO IDENTIFIED PROBLEMS (continued)
OVERALL CONCLUSIONS e
PROGRESS IS BEING MADE MANAGEMENT EXPECTATIONS HAVE BEEN ESTABLISHED AND COMMUNICATED DISPOSITION OF IDENTIFIED PROBLEMS HAS IMPROVED BETTER DEFINITION OF RESPONSIBILITIES AMONG SYSTEM, DESIGN, AND PROJECT ENGINEERS AREAS REQUIRING FURTHER FOCUS CONTINUED MONITORING OF DESIGN CHANGE IMPLEMENTATION FURTHER IMPROVE THE QUESTIONING ATTITUDE OF SYSTEM ENGINEERS AUGMENTATION OF SYSTEM ENGINEERING STAFF Pago 26
CORRECTIVE ACTION PROGRAM i
FINDINGS WERE IDENTIFIED IN THE FOLLOWING AREAS e
ROOT CAUSE ANALYSIS INEFFECTIVE CORRECTIVE ACTION 4
REPETITIVE PROBLEMS e
PROMPT IDENTIFICATION AND RESOLUTION OF PROBLEMS e
CORRECTIVE ACTION CLOSEOUT ROOT CAUSE ANALYSIS PROCEDURAL PROBLEMS Page 27
CORRECTIVE ACTION PROGRAM (continued)
ANALYSIS SHOW THE FOLLOWING COMMON CAUSES e
INADEQUATE ROOT CAUSE KNOWLEDGE e
INADEQUATE RESOLUTION OF PAST ISSUES e
INADEQUATE PROCESS CONTROL e
POOR COMMUNICATION OF CORRECTIVE ACTION CLOSURE Page 28
,P CORRECTIVE ACTION PROGRAM (continued) lhiPROVEMENT INITIAT!VES UPGRADE ROOT CAUSE ANALYSIS TRAINING (4/95) e e
REVISE ROOT CAUSE ANALYSIS PROCEDURE (COMPLETE)
EVALUATE USE OF RCA SOFTWARE (7/95)
PEER REVIEW TEAM ES ABLISHED (COMPLETE)
DISPOSITIONING MANAGER REVIEW OF ACTION CLOSEOUT (2/95)
FIVE (5) YEAR PER REVIEW (IN PROGRESS)
ESTABLISH PROCESS CONTROL (4/95)
- PERFORMANCE INDICATORS
- MEASURE / MONITOR PERFORMANCE INDICATORS t
- lNCORPORATE LESSONS LEARNED Page 29
~
CORRECTIVE ACTION PROGRAM (continued)
OVERALL CONCLUSIONS SIGNIFICANT PROGRESS BEING MADE REVIEW OF PREVIOUS PROBLEMS PROGRAM BASED ON SOUND PROCEDURES AREAS REQUIRING FURTHER FOCUS i
ROOT CAUSE KNOWLEDGE PROCESS CONTROL RESOLUTION OF PAST ISSUES i
l i
Page 30
SELF-ASSESSMENT CAPABILITY l
l e
WHERE HAVE WE FALLEN SHORT IN OUR SELF-ASSESSMENT EFFORTS ?
e WHY HAVE WE FALLEN SHORT ?
e WHAT ACTIONS NEED TO BE IMPLEMENTED TO IMPROVE OUR PERFORMANCE ?
1 Page 31
)
t
o SELF-ASSESSMENT CAPABILITY (continued) l WHERE ARE WE FALLING SHORT ?
LACK GF PROGRESS IN SOLVING CERTAIN EXISTING e
PROBLEMS e
SLOW PROGRESS IN SOLVING CERTAIN EXISTING PROBLEMS MISPLACED SENSE OF ACCOMPLISHMENT IN CERTAIN e
PROBLEM AREAS i
e MISDIRECTED RESOURCES e
PAST POOR COMMUNICATION OF PROGRESS TO NRC i
Page 32
O SELF-ASSESSMENT CAPABILITY (continued)
WHY ARE WE FALLING SHORT ?
e CMI INSPECTION REPORT CONNECTION BETWEEN IMPROVEMENT PROGRAMS AND INDICATORS TO MONITOR MEASURE EFFECTIVENESS NOT APPARENT IMPROVEMENT PROGRAMS FRAGMENTED AND RESULTED IN UNSYSTEMATIC METHOD TO ENSURE IMPROVEMENT e
SUPPLY SYSTEM INTERNAL REVIEW INTER-PERSONAL INTER-ORGANIZATIONAL COMMUNICATIONS PERSONAL OWNERSHIP & ACCOUNTABILITY INITIATIVE TO IDENTIFY PROBLEMS TIMELY THOROUGH FOLLOW-THROUGH ON CORRECTIVE ACTIONS & COMMITMENTS e
AREAS REQUIRING FURTHER FOCUS IMPROVED TRENDING & TRACKING CAPABILITY I
Page 33
l g
i SELF-ASSESSMENT CAPABILITY (continued)
WHAT ACTIONS ARE NEEDED.l_
STEF 1 REVIEW ALL CORRECTIVE ACTION & SELF-ASSESSMENT PROGRAMS WHAT ARE THEY ?
ARE THEY REDUNDANT,
- OUTDATED, OR j
INEFFECTIVE ?
WHAT IS THE STATUS OF THE PROGRAMS ?
e BASED ON THE REVIEW, DETERMINE:
WHAT REVISIONS TO PROGRAMS ARE NEEDED?
WHAT PROGRAMS SHOULD BE ELIMINATED AND WHAT PROGRAMS SHOULD BE ESTABLISHED?
WHAT PERFORMANCE INDICATORS ARE APPROPRIATE TO EFFECTIVELY MONITOR PERFORMANCE IN ALL AREAS?
Page 34
s COMMUNICATIONS DOCUMENT STEP 2 i
PRINCIPAL ELEMENTS e
IDENTIFICATION OF PROBLEMS e
DEVELOPMENT OF ACTION PLANS i
e IMPLEMENTATION SCHEDULE 2
e IMPLEMENTATION e
RESULTS e
TRENDING 4
Page 35
~
C O
OVERALL CONCLUSIONS e
OVERALL PERFORMANCE SHOWS PROGRESS e
SOME AREAS CONTINUE TO REQUIRE FOCUSED MANAGEMENT ATTENTION e
OUR CURRENT INITIATIVES ALONG WITH OUR PLANNED INITIATIVES SHOULD HELP US MEET OUR QUALITY GOALS IN THE NEAR FUTURE Page 36 rv=