ML20085A680

Requests Evaluation & Action on Submitted Issues Critical to long-term Function of Engineering Dept.Issues Re Mgt of Resources,Product Responsibility & inter-dept Coordination Recommended

ML20085A680
Person / Time
Site:	Three Mile Island
Issue date:	11/27/1979
From:	Kennedy R BABCOCK & WILCOX CO.
To:	Stanek L BABCOCK & WILCOX CO.
References
TASK-*, TASK-GB GPU-0439, GPU-439, NUDOCS 8307070019
Download: ML20085A680 (2)

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Subj. ISSUES CRITICAL TO THE LO:G-TERM Ft#:CTION Date OF THE ENGI!!EERING DEPARTMENT NOVEIF.lER 27, 1979

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Reference:

!*.e=o to Unit Managers fro = L. J. Stanek dated November 20, 1973;

Subject:

Issues Critical to Long-Term Function of the Engineering ,

Department In accordance with your request, I have listed below several concerns which may be considered for further evaluation and action.

I. Manacement of Resources .

It appears that the Engineering Department is not oriented toward the development of solutions to proble=s which require swift and complete response. There is no " traffic ccp" to insure that the right disciplines arp working en the richt problems at the rien-time. A good example is the development of the.small break guits-lines for which RC pumo and motor limitations were not considered

, until after initial versions of.the guidelines had been issued.

The result was wasted effort and, presu . ably, l'ess than maximum responsiven.ess. ' aws Ex. b M Y 3 9 For ID II. Product Resoonsibility Duh's / -y. J.R. g Danyo l It appea'rs that in someIinstances B!'.! tends not to face un to correct-ing operating problems (hardware or software) if the propcsed c:rre::ive acticns are perceived to have little' markei potential. For exa.;15,

.the fundi,ng recaired for .he .:.C cu?.3 seal ailu e analysis was initially ,

considered an acpropriate product for sale to ..te utilities. This l

thinking was folio.eed cy ex:ansive discussions en whether the fun:ir.;

I for this effort should come fr:m G-crder or in-hcuse R&D. The result l was an extended delay in initiating this import n engineering effort.

i The cana;er.ent decision v.hich cire::s the ex;;enditure Of rescur:es to correct opera:ing pretle. s should include a de:ision en :ne scur:e of funding. . ur-her, the marketacili y Of a necess3ry corre::ive a :icn i snould not be a :snsicars:icn in re de:.isior. king pr::ess v.:i:n commits resources t scive ren! coerating pr: lems. .

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T4c~s. ope a There i: a percep;ien :nt: tr.6 res: . . .b.. :: Operating ::ar. :r::'.2:.

6 is pursued with different le.vels of ir. tensity wi-hin ;FO. Tha- is,

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1:0V. 27, 197-the task engineer may identify a prcblem, develop and transmit the resolution to the project canagement function for imple entation only by toreceiving the realize that the problem is not perceived to be a proble=

organization.

An exagle is the seal test fixture proposal which was developed hy' engineering and transmitted to the project been takenmanagecent to date. function in September 1978 for which no action has There should be front-end =anage=ent control which will assure consistency in priority assign =ents throughout !;FG3.

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