ML20101J982

Five-Yr Plan

ML20101J982
Person / Time
Site:	Perry
Issue date:	06/19/1992
From:	CLEVELAND ELECTRIC ILLUMINATING CO.
To:
Shared Package
ML20101J973	List: ML20101J982
References
NUDOCS 9207010343
Download: ML20101J982 (46)

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1996 9207010343 920619 PDR ADOCK 05000440 P

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Published by Employees of the Perry Nuclear Power Plant i

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To All Perry Plant Employees, "Centerior of the 1990's will be an extremely professional, more cost efficient, cost conscious organkation with improvmg growth prospects. It will be a much moreflexible organkation capable of recognking and responding to changes in its environment."(R.A. Miller - CEC CEO)

Five year planning was initiated at Perry in 1990 in response to the recognition that future successes will start with an effective planning process.

The mitial planning efforts received solid organizational support and helped the plant focus on improvements that will allow us to achieve better overall performance. This current Five Year Plan is the cornerstone of our efforts to support Perry Plant continuous improvement.

We are convinced that the Five Year Plan and its supporting process, including the MPR and the Five Year Plan Strategy Database, are here to stay. The process is a living, process which will help us integrate many improvements into our routine work. In addition, the process incoroorates essential elements of our manag,ement philosophy. The planning efforts integrate the concepts of strategic planning, professionahsm, and total quaaty. These three areas address concepts that are essential to our Continued success.

l As an initial step in this year's update to the plan, we reviewed the critical success areas and reshaped specific areas to detter address those issues that are most important to our future success. The resulting critical success areas i

that are included in the 1992 1996 Plan address those areas that will help i

the Perry Plant become an industry leader in the 1990's:

Nuclear Safety Radiological Safety Environmental Protection Industrial Safety Performance leadership Generation Reliability

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People / Professionalism Cost Efficiency j

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MESSAGE Our ability to be successful will be dependent on our abili o involve all our employees in the development and imalementation of our Ffve Year Plan.

When our employees are involved and are part of the decision making FROM process, I believe they will be more motivated and will be more productive.

MIKE i

LYSTER

To this end, this Plan has been developed as a team effort by the Department Heads, and Managers with significant mput by a number of otheis throughout the orgamzation.

This update of the Five Year Plan is significantly different from the process used to develop the initial plan. Each Department Head is sponsoring one or more critical success areas. In addition, Managers are sponsoring the objectives. The approach will ensure that each entical success crea, objective and goal is developed from a cross functional p,erspective and will receive contmual management involvement and visibihty. The Plan embraces the concepts of continued improvement, team work, mutual accountability for success, professionalism, and the need for more organizational involvement.

to renew the pl-dge of the Department Heads Let me take this opportunity, ding an c.1vironment that promotes total quality and my commitment to provi and professionalism. We will do this by setting goals that encourage contmual improvement in performance, by bemg actively involved in the day to day activities of the plant, by recognizing that total quality is achieved through teamwork, and by ensuring that safety is treated as a personal and moral responsibility.

In closing I urge each of you to become familiar with the contents of this Plan and the supporting strategies discussed in detail in the Five Year Plan Strategy Database. I challenge you to take personal pride in your duties and to strive,in all you do for excellence. Your commitment and active participation toward execution of the Nuclear Group Five Year Plan will be the single most important factor in accomplishing this vision. Let's make Perry one of the truly outstanding nuclear plants m the country!

'id,

Mike Lyster Vice President-Nuclear

T A

O VE RVIEW.............................................................................,,...... I 8 E

N U C L EA R SA FETY.......................................................................

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RADIO LO GICAL S AFETY.......................................................... 8 C

0 ENVI RONMENTA L PROTECTION....................................... 12 N

T IN D U STRIAL SAFETY............................................................... 14 E

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P ERFORMANCE LEAD ERSHIP.............................................. 16 T

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G ENERATIO N RELIABILITY.................................................. 20 t

PEOPLE / PROFESSIONALISM............................................... 24 COST EFFICIENCY.....

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FIVE YEAR PLAN MAINTEN ANCE........................................ 34 APPENDIX t=

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CSA AND OBJECTIVE SPONSORS B.

FIVE YEAR PLAN

SUMMARY

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OVERVIEW

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7 essential for success in the 1990's, the hive Year Plannmg process w R

implemented to provide that direction. The initialissue of the Plan in 1990, y

received good response and supported the need to better focus the l

organization in its mission to provide electricity generated by nuclear power safepto improve performance through teamwork., reliably, and effic E

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The Five Year Plan integrates planning and budgeting at the Corporate Level with planning and budgeting at the Nuclear Group and Department level. The plan provides the long range link between the Corporate Strategy i

and the Nuclear Group. The planning process translates the Corporate Mission into the prionties, responsibih,t es, time frames, and management expectations necessary to ensure Perry remains a safe, efficient, and reliable source of power generation. The Five Year planning process details Perry Critical Success Areas, Objectives, Goals, and Strateg,ies. Specific respomibilities, and accountabilities for the Critical Success Areas, Objectives, Goals, and the Strategies are contained in the Plan and in the Five Year Plan Strategy Data Base. The relationship between the Plan elements is shown below.

Strategies Objectives &

Implementstson Goals suH oene Critical Success

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• Radnological satety Monitoring Mission Five

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• Industrtet satety Nuclear Power Year

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Proteselonallern Excellence

. Cost Emelency improved Performance Through Teamwork Five Year Planning Process The 1992 Five Year Plan update process consisted of three stages: first, a refocus of the Critical Success Areas and the adjustment of those areas to better address the issues of the 1990's; the development of cross functional Objectives and Goals to address the refocused Cntical Success Areas; and the identification of cross functional Strategies to achieve the results needed to satisfy the Objectives and Goa's.

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The Five Year Plan Critical Success Areas reflect the vision and values of the organization. Successfulimplementation of the Plan will require support and participation from the entire Perry organi organizational alignment, depicted below,zation. The vertical and horizontal highh'ghts the need to bring together functional strengths, traditionally found in the departments, into cross functional teams. The teamwork that results from this alignment provides the expertise needed to address the Critical Success Areas.

l success Areas _

Five Year Plan Critical vertica: Alignment N N o

Depe%nt Department Department Department Department

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.w Activities Activities Activittee ActMilee Horizontal Alfrnment Cross functional Teamwork For the 1992-1996 Plan, each Department Head will be sponsoring one or more of the Critical Success Areas. Under each critical Success Area, various managers will be sponsoring the Objectives. The Objective Sponsor will serve as a caretaker / custodian, coordinator, and mentor. In addition, the Sponsor will be looked at as a team leader responsible for working with other individuals and teams throughout the orgnmution as well as Five Year Plui Sponsors, as part of the management team, charged with the implementation of the Plan. The Five Year Plan Sponsor list is included in Appendix A.

The elements of the 1992-1996 Five Year Plan include:

The Five Year Plan Annual Summary; The Monthly Performance Report; The Five Year Plan Strategy Data Base; e

Five Year Plan Schedule Spreadsheets; and e

The Five Year Plan Scope / Schedule / Cost Change Control Mechanism.

This publication is an annual summary of the Five Year Plan which identifies each of the Critical Success Areas. Each Critical Success Area is focused with one or more Objectives. The Objectives detail and encompass the I

philosophy and values that have been adopted by Perry Management. Each Objective is linked to one or more measurable Goals. The Goals detail the criteria and serve as a measure that will be used to determine when an 2

Objective has been achieved. For each of the Goals, a series of work activities called Strategies aetan da speciGe tasks that ill be perfdrmed to accomplish that Goal.

In the development of the Five Year Plan, each Strategy supports the Plan.

The strategies highlight both level of effort activities and specific performance improvement initiatives. Tne specific activities required to achieve the strategy are detailed. The activities and the strategies have been evaluated to determme the implementation time frame. The resources needed to successfully complete the strategy are defined.

The on-going measurement of Five Year Plan comaletion will be developed and tracked as a part of the Monthly Performance Report (MPR). The MPR has been used for plant performance analysis and reporting since Perry went into operation. As a part of the current Five Year Plan the MPR will be reordered to provide prog,ress reports on the Objectives, and Goals included in the Plan. MPR reporting provides a mechanism for perio-dic review of the Plan and will help us keep socus on our vision and our achievements.

The Five Year Plan Strategy Data Base lists each strategy that has been developed in support of the Objectives and Goals. The Data Base, maintamed on the OATS Tracking System, lists the indisidual and home center responsible for the strategy. In addition the Data Base captures cost and schedule information and can be used to identt'fy subtasks and action plans for individual strategies. Five Year Plan schedule spreadsheets proside a graphic representation of the cost and schedule information. The Five Year Plan summary schedule for objectives and goals is detailed in Appendix B.

es to the Five Year Plan are expected and encouraged. The Chang / Schedule / Cost Change Control Mechanism provides a formal proces Scope for identif>ing individual changes and systematically incorporating changes into the Plan.

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Progress 2gy Five ot o osts

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'E" Demns Plan 1992 1996 rive Year Plan Elements

4 NUCLEAR MISSION STATEMENT To provide a safe, reliable, and efficient source of nuclear generation while achieving excellence through teamwork. power 4

N iU NUCLEAR SAFETY

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To maintain a conservative operatingphilosophy which anticipates potential problems and provides comprehensive and nmely response.

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A OBJECTWE

GOAL, R

NUCS-100 NUCS 110 REDUCE EVENTS Reduce the number of events caused by personnel n

error and R

calendar /orprocedural deficiencies by 10% each DUE TO year when compared with 1991 levels as a f

PERSONNEL ERRORS baseline. For LERs, achieve and maintain performance in the upper quartile when compared

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to otherlarge BWR's in the U.S. by 1995.

Y NUCS-200 NUCS-210 REDUCE EVENTS Establish a declining trendforLERs attnbutable to DUE TO equipmentfailure by 12/31/93.

EQUIPMENT FAILURE AND DESIGN DEFICIENCIES NUCS 220 No more than two LERs peryear attributable to failures of equipment after 12/31/93. Limit.

one such LER aftec 12/31/95. Repeatfailure is efmed as afailure c the same MPL or manufacturer /model component due to a previously established root cause.

NUCS-230 By 7/1/94, establish a declining trend in the total number of repeat failures of ecptipment documented on CR's (compared to the baseyear, 1991). By 12/31/95, reduce repeatfailures documented on CR's by two-thirds, expre,ssed as a percentage of all CR's initiated as compared to 1991.

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'1 NUCLEAR SAFETY (CONTD.)

NUCS-300 NUCS 310 IMPROVE SAFETY Achieve HPCS/RCIC Safety System Peiformance SYSTEM 0.030for 1992, processmg towards a 1995 goal PERFORMANCE.

.022.

NUCS-320 Achieve RHR Safety System Performance (SSP) of

.025for 1992, progressing towards a 1995 goal of.020.

NUCS 330 Achieve ACpower system SSP of.025for 1992, which is the same as thegoalfor 1995.

NUCS-340 Develop performance meamres for additional safety and supporting systems (c.g. ESW).

NDCS-400 NUCS-410 lMPROYE TIMELY For eguipment identified in PAP-0205, the RESPONSE To populatwn of open corrective action work items RESOLUTION OF will reflect a decreasing trena allowingfor SAFETY SYSTEM variations in refuelm' g outage months. By 1994 no VARIANCES corrective action work items will remain open more than one operating cycle.

STRATEGY DESCRIPTION A fundamental part of the plant operations is the need to ensure the operation of the plant is conducted in a conservative manner. Conservative operation is essential to ensuring the health and safety of the public and the Perry Plant employees. A conservative operating philosophy embodies mimmizing the number of personnel or equipment events that can impact the safe operation of the plant.

Reduction of events attributable to personn ' e.ll be addressed through a series of strategies that will develop standaaized guidelines for the evaluation of events that are caused by human error. The standardized guidelines will support the performance of root cause analysis for each event caused by human error. In depth evaluation of human er. ors will be used as a basis to develop improved methods and procedures.

In addition to events caused by human error, a significant number of events are the result of equipment failure. The need to identify and then address the root causes of the equipment failures is fundamemal to the Nuclear Safety critical success area.

Coupled with the need to reduce equipment events from a total plant perspective, is the need to concentrate on those activities that directly, impact t

on the performance of the safety systems. This will include identification and l

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i trending of the specific activities that affect the availability of the safety u

systems. The results of the trend analysis will form the basis for developing N

improved o 3erating methods and procedures that will provide the basis for y

improved p ant operations.

C Revised Technical Specifications that can be used to reduce surveillance testing requirements will be evaluated and developed when it is determined

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that impacts to the safety systems can be reduced. As a part of tb trategy C

the B\\\\ R-6 Tech Specs will be implemented to reduce testing requirements.

L To address the need to coordinate the work being performed in the plant, a Safety, System Outage Coordinator will be identified. The interfaces and R

transitions between the work groups will be coordinated to reduce the time needed for work transitions and the completion of post maintenance testing.

g The key to increased performance is timely completion of work activities that A

can impact the operation of the equipment. Improved strategy planning and tracking programs will be developed to better control the work flow.

f A number of strategies will be developed to improve the res nse time for E

resolving safety system variances. These strategies will include strengthened T

I planning for CR and NR corrective actions and the evaluation of procedures to identify procedure changes that can facilitate the completion of the work y

activities.

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RADIOLOGICAL SAFETY To keep personnel exposure, contaminated areas, and plant release $as low as reasonaby achievable through an aggre.ssive radiological controlprogram.

OBJECTIVE GOAL RADS-100 RADS 110 MAlNTAIN Alainiain p =rsonnel exposuresfor a three year PERSONNEL rolling average of:

RADIOLOGICAL

<460 XianRem peryear r 1992 EXPOSURE AS

<430 AianRem peryear r1993 LOW AS

<410 hianRem peryear r 1994 REASONABLY

<380 AfanRem peryearfor 1995 ACHIEVABLE

<400 AfanRem peryearfor 1996 (ALARA)

RADS-200 RADS-210 IMPROVE Reduce Level II & III Radiological Occurrence PERSONNEL /

Reports, (ROR) to <.60 ROR per 1000 Radiation RADIOLOGICAL Work Permit (RWP) hours by 12/31/92 and Io AWARENESS,

<.40per1000 RWP hours by 12/31/94.

WORK PRAC1' ICES, RADS.220 RESPONSIBILITY, Reduce unplanned personnel contaminations to AND

<1.2 contaminatioru er 1000 RWP hours by ACCOUNTABILITY

/92 and to <1. per1000 RWP hours by IL4DS 230 1

Reduce unplanned internal uptakes of Radioactive Afaterialgreater then INPO Level 1 cn_teria to:

<.05per 1000 RWP hours by 12/31/92

<.04per 1000 RWP hours by 12/31/94 l

l RADS-240 Reduce % of unplannedpersonnel contaminations I

in clean areas of the RRA to:

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<30% by 12/31/94 l

<15% by 12/31/96 l

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RADS 300 RADS-310 b1INIh11ZE Reduce contaminatedplant areas to <5.5% of Q

CONTAh11NATED Radiological Restricted Area (RRA) (Exchtding PLANT AREAS Containment, HRA(s) and Condenser, areas) by h

12/31/92;

<5.0% ofRRA Contaminated by 1 1/93 l

<4.5% of RRA Contaminated by 1 1/94

< 4.0% of RRA Contaminated by 1 1/95 Q

RADS 320

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Completely decontaminate Containment excluding Q

HRA(s) by 9/30/93. Recapture Containment within 45 days afterIhe outoge.

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RADS-400 RADS-410 h1A1NTAIN PLANT Maintain liquid effluent ite doses to <3.5% of

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EFFLUENT Annual Technical tion limit by 12/31/92 S

RELEASES AS and to <2.5% by 1 4.

LOW AS REASONABLY RADS-420 A

ACHIEVABLE Maintain gaseous effluent ite doses to <20% of g

(ALARA) AND Annual TechnicalSpec' on limit by12/31/92 E

- A1INIh112E RISK and to <15% by 12/31 4.

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OF EXPOSURE TO PUBLIC

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Y RADS-500 RADS-510 REDDCE AND Reduce the volume of dry low level solid h11NIh1IZE THE radioactive wastepackagedfor burialfor a GENERATION Of threeyearrolling average to:

LIQUID AND SOLID

<170 r1992 RADIOACTIVE

<160 m r1993

WASTE,

<145 r1994

<140 r1995

<135 for1996 9

RADIOLOGICAL SAFETY (CONTD.)

RADS-500 Cont.)

RADS-520 REDUCE AND Reduce the volume of wet solid radwaste packaged MINIMlZE TliE for burialfor a threeyear rolling average to:

GENERATION OF LIQUID AND

<305 m r1992 SOLID

< 280 m i1993 RADIOACI'IVE

<215 m r1994 WASTE.

<185 r1995

<175 r1996 RADS 530 Reduce radwaste totalin leakage to less than:

<1.7 h onth r1992

<1.6 h onth r1993

< 1.4 h 2 nth r1994

<1.3 h onth r1995

<1.3 h onth r1996 STRATEGY DESCRIPTION Radiological Safet and to the public. y_is fundamental to the safety of the Perry Plant employees Though plant personnel have demonstrated significant proficiency in the area, tlus critical success area will concentrate on areas l

where per~formance can be improved. Specific Radiological Safety strategies I

will address the need to enhance the current plant ALARA program by l

increased control of personnel exposures, increased awareness of work l

activities that can lead to potential exposure problems, improved work practices, plant cleanliness and reduemg the volumes of radiological waste.

l Programs to reduce personnel exposure will include advanced radiation worker training that will increase worker awareness of potential exposure risks. Reviews of work activities to identify those areas that may be redesigned and developung enhanced methods for the performance of normal work activities will play a significant role in the overall program to reduce personnel exposure.

The need to olan for tasks impacting radiological control will continue to be highlighted through pre and post outage reviews. The reviews will identify the radiological areas that impact the completion of the outage and that can impact radiological safety.

Protection of the workers by the use of special equipment, including robotics or special cameras, in addition to evaluation of repetitive work activities will be implemented as part of the total effort to address issues that can result in signincant exposure savings. The plant surveillance program will be evaluated to identify areas that can be modified to reduce radiation exposure.

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Personnel contamination control is recogtu' zed as an important element of an effective radiological control program. The number of plant areas that are

~Q contaminated, coupled with the work practices that are employed, can directly affect the number of personnel contaminations. Strategies will look A

at the plant condition and housekeeping as part of an integrated dpproach to n

reduce the size and number of areas that are contaminated. Monitorin; U

programs that measure the success of the decontamination activities wiil l

provide data for future planning efforts.

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Radwaste reduction is an integral part of the Perry Plant radiological i

protection prog, ram. The Radwaste Reduction Task Force will play an L

important role m the total radwaste program. Using the data generated by 0

the task force, emphasis will be placed on implementing activities that reduce the generation of radioactive waste.

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The reduction of radioactive waste will directly influence the quantities of l

waste released from the site. Activities to reduce the volumes of p

contaminated water used during the outage will be a significant element of v

the strategy.

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175 725 275 325 375 425 475 Think ALARA!

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ENVIRONMENTAL PILOTECTION To maintain and develop superior on site programs dedicated to the' protection of the environment.

OlHECTIVE GOAL i

ENVP-100 ENIP 110 ESTAnLIS1i AND Clarify Ihe methadfor interfacing with Ihe EPA by MAINTAIN AN 4th quarter,1992.

AWARENESS OF, AND DEVELOP EMP-120 APPROACIiES TO Establish a method for interfacing and ADDRESS coonlinating with Centerior Envirsnmental by ENV1RONMENTAL 4th quarter,1993.

ISSUES EMT 130 Develop and maintain programs that are at such a level of excellence that they exceed established regulatory requirements.

EMP 140 Be an industry Leader in Envimnmental Responsibility.

ENVP 200 EMP 210 MlNIMIZE THE Reduce Ihe volume of ha:ardous waste produced VOLUME OF to a level below the present three year average by ClIEM1 CAL, 1993.

IIAZARDOUS, AND SOLID EMP 220 MATERIALS ON Reduce the number and rlume of chemicals on SITE site by 1996.

EMT 230 Rcduce the volume of solid wwte by 1995 STRATEGY DESCRIPTION The protection of the environment is an essential element of the Perry Plant operational strategy. Environmental protection strategies will ensure the Plant is viewed as a good environmental neighbor through the implementation of a proactive, responsive and cost effective environmental program.

The Environmental Protection strategies focus on the identification and communication of the emerging emironmentalissues as a precursor to the development of methods to address the issues. Following the identifica' ion of the issues, the methods hr doing business will be defined and the realts of the process will be mesned.

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Establishing and then maintaining an understanding of the emironmental issues requires the clarification of the Perry Plant interface with the

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Emironmental Protection A understanding of the issues. gency as a first step to developing a better u

As a parallel activity the interface wit,h the N

Centerior Emironmental group will be developed.

y Regulatory requirements will be evaluated and compared to the t trent l

Perry Plant progranu. The evaluation will provide the information needed to develop the programs that will be implemented to take the plant from its R

current practices, which focus on compliance to programs, to those that will n

establish the plant as an indus*.ry leader and a responsible cNic neighbor.

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Waste stream reduction is an integral art of the total emironmental strategy. Hazardous, chemical, and so$1d waste reduction efforts provide the M

backdroa for the strategy. This will require that the Perry Plant waste stream t

sources be identified. Following the identification of the waste stream L

sources, steps will be taken to reduce those flows. lessons learned by the N

Centerior Tr.sk Force on Waste Minimization will be incorporated in the Perry Prgram.

J Recycling of materials that are used on th roject will reduce the quantities A

of niaterial that need to be released. The enterior and Lake County waste

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minimization efforts will be evaluated and implemented where applihable, l_ong Term Environmental Program success will require increased awareness P

of emerging environmental issues by the Perry staff. Strategies that D

incorporate hei,ghtened personnel awareness of the hazardous waste issues

'I will be emphastzed.

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INDUSTRIAL SAFETY

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To achieve a site safety culture that all occupational injuries and u ork related illnesses arepreventable.

ORIECTIVE EQAL INDS 100 INDS 110 MINIMi2E Using a 12 month tunning average achieve a ON.TlIE 308 reduction in total recordable injuries as follows:

INJURIES BY IMPROYING 1)

Achieve a combined lost work and restricted INDIVIDUAL work rati of.55 for 1992, progressing towards AWARENESS, a goal of.40 in 1995.

RESPONSIBILin',

AND 2)

Achieve a Medical Treatment rate of1.6for ACCOUNTABILIn' 1992 progressing towards a goal of 0.8 in FOR INDUSTRIAL 1995.

AND PERSONAL SAFETY AND INDS 120 MAlNTAlNING A Educate and communicate to supervisors Ihe SAFE WORK requirements and ectations of the Safety PLACE nogmtn inchuling ty Observation walkdowm.

INDS 200 INDS 210 prioryear.f the job lost time injuries to less than Reduce of REDUCE OFF-THE 3OE LOST WORK INJURIES STRATEGY DESCRIPTION The Industrial Safety critical success area highlights the importance of ensuring Perry employees are healthy and safe, both on and off the job. Two objectives provide measures for evaluating on and off the job safety. The strategies for both objectives stress the need to provide training to merease safety awareness. In addition the strategles will give the employees the tools needed to better evaluate activities that impact safety and will provide specific programs that can result in improved employee health s

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i On the job safety strategies concentrate on reducing industrial injuries by increasing individual employee safety awareness.1he Du Pont safety l

program will be used to Iocus the Perry Safety Program. Individualiafety u

awareness will be maintained through the posting of safety information on N

the site bulletin boards and through safety awareness articles in Perry Lines.

n Strategies will be implemented that stress the use of safety meetings to U

provide employees with a forum for discussing and resolving safety issues.

y In addition to employee training the industrial safety strategies will stress S

safety performance accountabihty at all orpanizational levels and increased y

investigation of areas that impact safety. Supenisors and work groups will be I

involved in work observations which will be used to inemase worker safety.

R Contractors will be more actively involved in the safety program.

I Off the job safety strategies will continue to stress the need for education and a

increased management and employee awareness. The strategies also include M

programs for employee wellness. The wellness strategies include direct blood

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and home safety awareness education.

pressure and cholesterol screening,/her family to bi involved in off site safety The need for the employee and his and health will be highlighted through an annual health fair.

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PERFORMANCE LEADERSHIP Purvie excellent perfonnance and industry leadership by continuoui' imprevement through self auessments and initiatives.

OB.TECTIVE G.QAL PERF 100 PERF 110 CONTINUALLY Estabihh perfonnance improvement teams.

IMPROVE PERFORhiANCE IN PERF 120 THE DAY TO DAY Establish a total quality management process.

IMPLEMENTATION OF ADMINISTRATIVE AND WORK PROCESSES THROUGH EMPLOYEE PARTICIPATION PERF 200 PERF 210 IMPROVE Decreasing trends aistfor all categnries of repeat PERFORMANCE IN CR's.

THE AREA OF PROBLEM PERF 220

SOLVING, The average time to expect completion of all open IDENTIFICATION CR corrective actions is less than 9 months.

OF ROOT CAUSE AND PERF 230 i

IMPLEMENTATION The number of CR corrective actions initiated over OF CORRECTIVE 18 months ago is less than 10.

AND PREVENTATIVE ACTION PERF 300 PERF 310 ASSESS AND By benchmarking against top performing nuclear MEASURE utilities, one work process a year will be retiewed PERFORMANCE by a team of Peny employeesfor ways to l

AGAlNST streamline theprocess, smprove interfaces and l

. HIGHEST define accountabilities by 1996.

INDUSTRY l

STANDARDS TO PERF-320 DEMONSTRATE By 1993, develop guidelines to manage and IMPROVEMENT encourage Peny employee involvement in industry organuattoru.

16 l

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By 1996 Peny employees will attain leadership roles in NUMARC and BIf'R Owner's Group y

Committees and Sub committees.

E PERF-400 PERF 410 ACHIEVE By 1994, implement an effectivefonnal root cause R

INDUSTRY AND analysis process as demomtrated by improved p

REGULATORY performance during INPO and NRC evaluations a

RECOGNITION OF as well as quanerly Quality Assessments.

Q SUPERIOR PERFORMANCE PERF 420 R

hiaintain a SALP 1 rating in Security and ng Emergency Preparedness.

m PERF 430 By the end of1994, performance, as measured by N

the quarterly Qua ' Assessment, willreficct p

improvement in all nctional areas as compared u

to 1991. Additiona ', in 1995perfonnance will be

[

rated excellent in at east 5 of 7 functional areas on a quanerly basu, with no areas noted less than n

good.

L E

PERF-440 Achieve SALP 1 ratings in Engineering / Technical h

suppon and braintenance/ Surveillance by 1994 n

with i roving trends in Plant Operations, Health U

emistry and Safety Assessment / Quality

[

ions.

R PERF-450 n

By 1995, achieve excellence in operation as b

measured by the INPO Plant Evaluation.

y PERF-460 l

By 1995 improve industry exposure by submittinR n

4 articles annuallyforpub!bhing in professional r

journalsfocusing on areas where ourperfonnance etcceds industry and regulatory expectations.

STRATEGY DESCRIPTION Continual performance improvement is critical to the long term success of the Perry Plant. Excellent performance on a daily basis is a fundamental measure of Perry success. The Performance Leadership strategies will focus on the development of a multifaceted program to improve plant performance.

l l

l 17

=- --

PERFORMANCE LEADERSHIP (CONTD.)

The need to involve all Perry employees in the continual performance improvement strategies is critical to the success of the strategies. To achieve the level of involvement that will be required, a series of cross functional Performance Improvement teams will be established.

Performance Improvement teams will address areas that need improvement with emphasis on ensuring that problems are resolved and improvements are achieved across the orgamzation. Performance Improvement teams will be used to develop and then implement the strategies to achieve the objectives and goals defined in the Five Year Plan.

Perry is embiacing the concepts and practices of Total Quality. Performance Improvement teams will be used to institutionalize Total Quality.

Strategies that focus on the reduction and prevention of events that can result m Corrective Action requests will be emphasized. Problem Solving teams will identify, review, and resolve issues that result in recurring problems. Self ascessments will be used to identify areas that can impact performance.

Emphasis will be placed on the performance of root cause analysis. The need for additionr t supervisory training in root cause analysis will be e

evaluated. Root cause analysts will be a major element in the reduction of corrective actPans. Publishing sections of the best root cause analysis reports will be evaluated as a method for increasing personnel awareness in the process.

In addition to reducing the number of corrective actions a number of strategies will be initiated to close open Condition Reports (CR). The need to close CRs prior to the next refueling octage will be stressed.

Performance I.eadership strategies will stress the need to implement continuous improvement programs. Bench marking industry leaders will identify areas and processes for Perry personnel to consider as a part of the complete performance improvement program.

Perry employees will be encouraged to partici ate in industry organizations.

The participation will stress the need to iden areas that can enhance the Perry proy, ram and will provide Perry personne with the opportunity to acquamt mdustry with Perry leading edge programs.

Self-assessments and external assessments by the NRC and INPO provide an ongoing measure of Perry performance. A series of strategies will enhance the self assessment process to better prepare the Mant for external assessments. Proactive response to assessment findings and incorporation of lessons learned in the Perry programs will provide a basis for improved industry evaluations.

18

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GENERATION RELIABILITY To operate and maintain the unit efficiently and complete outages as scheauled achieving an mcailability above the domestic Bil'R industry average.

OII.lECTIVE EDAL GENR 100 GENR 110 CONTINUE TO Achieve an m alfabilityfactor of 77.5% in 1992, MAXlMi2E corresponding to long term goals ofgreater Ihan GENERATION 90% m'ailabslityin non outageyears andgreater AVAlLAllILITY than 75% m'allabthtyin outageyears. Thu translates to 77.5% m 1992; 18.8% in 1993; 98%

in 1994; 78.8% in 1995; 75.1% in 1996 GENR 120 Achieve an INPO unit capabilityfactor of 75.2%

in 1992 76.5% in 1993; 95.7%'in 1994; 765% in 1995; 72.7% in 1996.

GENR 130 h1inimize unplanned automatic scams by achieving a rate ofless than 1 unplanned automatic scan pcr 7000 hours0.081 days <br />1.944 hours <br />0.0116 weeks <br />0.00266 months <br /> criticalfor 1992, the same as the long term goalfor 1995.

[

GENR 200 GENR 210 0PERATE TO Achieve an INPO Thermal Performance Indicator MAINTAIN (TPI) of 99.6% by the end of the 4th operating OPTlMUM PLANT cycle, progressing toward a TP1 of 99.8% at the THERMAL end of the 6th cycle and beyond.

" EFFICIENCY GENR 300 GENR 310 ACCOMPLISfI Evaluate the hfonthly Quarterly Schedule SCHEDULED Performance Inder (AIGSP1) and the two it'eckly and 1l'QSPI 2for 199.formance Indices Quarterly Schedule Pe WORK to determine the magnitude ofimprovement achievable in theyears 19931996 l

The AiQSP1 targetfor 1992 should be greater than than 85, and the it'QSI[l 2 target for 1992 should75, t be greater than 75.

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GENR-400 GENR 410 greater than 90 days old, equal to or below SAy,Q hia!ntain Ihe Corrective hIaintenance backlo OYTlMiZE WORK ORDER llACKLOG GENR 420 u

In 1993 maintain the number of open, less than f1 status 59, Corrective hIaintenance il'ork Orders

[

reduce the number to 375. y the end of 1993, (Chill'O)less than 425 B

• the end of1994, l

reduce the number to 325.

the end of1995, a

reduce and maintain the gaa of 300 open K

Chiil'O's.

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GENR 430 l

In 1993 maintain the number of open, less than n

status 59, routine work orders Of'0) less than 900.

U By the end of1994, reduce the number to 850. By y

the end of1993, reduce the number to 800. By the end of1996, reduce and maintain the goal to

• n 750 open routine \\YO's.

R GENR 440 Aiinimke unavailable instrumentation to Control

[

Room operators to less than five instmments and g

less than ten annunciators in the Control Room.

l GENR 500 GENR 510 MAINTAIN Tile Complete Systematic Afaintenance Optimi:ation l

PIANT (Sh!0) progmm for 25 systems by 12/93.

g EITECITVELY I

THRU A GENR 520 tL COMPREHENSIVE 1mplement ShiOfor balance ofidentified systems PREVENTIVE by 12/96.

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PROGRAM GENR 530 l

Achieve and snaintain Chemistry Performv,e y

I Inda value ofless Ihan 0.33 by 12/96.

GENR 540 Nofuel defects as indicated by a Fuel Reliability Inda of <300 micro ci/sec.

GENR 550 Control environmental discharges to meet National Pollutant Discharge Elimination System (NPDES) requirements with no violations.

(

GENR 560 No interruption of Raw lYater System availability byprotecnngplant systemsfrom micro and macro foulms mtrusion.

21

_ ~

GENERATION RELIABILITY (CONTD.)

STRATEGY DESCHIIr1 ION 5

Efficient operation is essential to the overall performance of the 1 erry Plant.

The Generation Rel5bility strategies will focus on a number of efforts to enhance the reliability and availability of the Perry Plant.

Strategies to achieve the availability targets will concentrate on evaluating current operating practices to identify areas where operations can be improved.

Equipment failures that impact availability will be addressed. Attention will be given to LCP's that can improve the operation of plant equipment critical to enhanced availability. The activities required to resolve the Main Recirculation Pump shaft cracking issues and to optimize snubbers will be coordinated as a part of the activities needed to maximize generation availability.

Outage control is essential to achieving plant availability. Strategies that will contnbute to reduced outage schedi'le d uration will be implemented. A formalized review program for outage lessons teamed will be used to improve future outages. Equipment modifications will be evaluated and implemented to reduce outage duiations.

Reduction of unplanned automatic scrams is critical to safe operation and achieving increased reliability. An active monitoring program to evaluate plant activities and identify those activities that can cause plant trips will be developed. The monitoring program will be supported b participation in the BWROG scram reduction program. y active Thermal performance directly affects plant operating costs. A number of strate gles will address cycle efficiency improvements. The strategies will incluc e enhanced thermal performance monitoring and trending.

Timely completion of work orders can also impact plant operations. To speed the tart of work, maintenance parts availability will be reviewed to reduce the number of work orders restrained by parts. In addition the i

engineering support of work orders will be reviewed, and processes to enhance the support will be identified.

l The surveillance schedule can also impact plant availability. The surveillance schedule will be integrated into the quarterly schedule. The increased schedule visibility that will result from the use of the quarterly schedule will support Perry personnel in their efforts to minimize equipment dowm time.

I The outstanding work orders will be evaluated as a part of the overall effort to reduce and or closcout work orders.

The ability to effectively maintain the plant is directly related to optimizing the maintenance program. The strategies will evaluate the current maintenance program and identify activities needed to optimize maintenance activities. The generation reliability strate;;ies will identify those systems that will benefit most from maintenance optimization.

l 22

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The reliability of the fuel directly affects the availability of the plant. Fuel l

reliability starts with the fuel manufacturer. Strategies'will address the need g

i to ensure the fuel manufacturing process results in high quality fuel.

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Plant water chemistry control directly affects plant reliability. The' chemistry t

program willlook at the measures used to ensure water quality for the water 1

used in the plant components and enhance the program as required.

{

The current programs to monitor the cooling water systems for macro and micro-fouling species and the development of corrective actions to deal with j

the spec,ies will be continued. The strategies wlill seek to optimize the A

momtonng and treatment programs currently in place.

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PEOPLE / PROFESSIONALISM Estabibh a site and employee culture that is conducive to professionalbm and suppons teamwork at allleveh of the organi:ation.

OB.IECTIVE GOAL PROF I00 PROF 110 htANAGEMENT By Afarch 1992, management will develop and POLICIES AND hsue value statements which embody the EMPLOYEE philosophy within which Ihey manage andfrom PRACTICES; which they desire the organi:ation to operate.

CONVEY, REWARD, AND REINFORCE PROF 120 STANDARDS THAT By hiarch,1993, ! crsonal, Unit, uul Section BREED performance indicators, goah und strategies reflect PROFESSIONALISM management values.

SUCH THAT hlANAGEMENT'S PROF 130 CORE PHILOSOPHY By December,1993, the Perry Nuclear Group will AND VALUES ARE develop a set of Afission Statements appropriatefor COMMUNICATED, its acnvities.

UNDERSTOOD, AND PRACTICED BY ALL LEVELS OF THE ORGANIZATION PROF-200

' PROF-210 h1ANAGEMENT, By Ihe end of1992, aframework which defines SUPERVISORY, essential Supervisory and Afanagement traming will AND be developed. By the end of1W3, evaluate the INTERPERSONAL content of the essential training and institute SKILLS ARE appropriate changes.

- REINFORCED AND TAUGHT BY PROF 220 MANAGEMENT By 1996, 50% offirst line supenisors and 100% of EXAMPLE AND IN managers will receive the essential Supen'hory and FORMAL hianagement training.

TRAINING PROGRAMS 24

P E

PROF-300 PROF 310 ORGANI2ATION Develop a Pc standardfor communication 0

0PERATES UNDER hi lightingit rmation transferfrom senior levels D

8 TIIEINFLUENCEOF in se corporation down to Ihe working level.

FULL AND OPEN

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COMMUNICATION PROF 320 BEDVEEN ALL Develop / tailor a section of the AiPR or reformat

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LEVELS OF Tl1E the hiPR so as to communicate progress

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ORGANIEATION meaningfully on Ihefive yearplan.

p PROF 330 Q

Develop a mechanism to gather and communicate employeepolicies andpractices.

Of PROF 340 Establish a mechanism for employees to voice

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concerns relative to the implementation ofpolicies andpractices.

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PROF-400 PROF-410 u

EMPLOYEES Specific job descriptions are developed and used N

UNDERSTAND when erfonn*

individual erformance

ROLES, evalu tons by h 1,1 RESPONSIBILITIES,

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INTERFACES AND PROF-420 i

ACCOUNTABILITIES By January 1,1993, approve the job description for -

l FOR THElR SPEClFIC technicalposition above Grade 6 to provide a ASSIGNED DUTIES technicalline ofprogressionfor non degreed specialists demortstratmg the necessary skills and expertise.

PROF-430 By January 1,1995, approve the job description for technicalpositions above Grade 10 created to provide a technicalline ofp

'on for those individuals demortstrating in-th technicalskills and expenise.

3 25

. = _.

PEOPLE / PROFESSIONALISM (CONTD.)

PROF-500 PROF 510 BY PROYIDiNG AN ByJune,1993, the Nuclear Groupperfo'rmance ENVIRONMENT appraisalprocess sill be evaluated to eruure it b AND THE conshtent, it b related to career growth, and it is OPPORTUNITY related tojob definition. By June 1994, F0R PEOPLE TO recommendatiom which resultfrom this evaluation MAlNTAlN AND will be reviewed, approved, and implemented.

IMPROVE THEIR ABILITIES, PROF 520 QUALIFICATlONS, By June 1994, a program which deals exclusively AND with individual and career growth will be PERFORMANCE, evaluated. ByJanuary,1995, theprogram willbe PEOPLE ARE developed andimplemented.

TREATED FAIRLY AND EQUITABLY PROF-530 AND ARE By August,1992, a study uill be completed to REGARDED AS evaluate Ihefeasibatty ofimplementmg a program THE aimed at improvmg the communication ofsitejob ORGANI2ATION'S op By June,1993, recommendations which MOST VALUED

,esult this stud lemented. y will be reviewed, approved, RESOURCE and PROF 540 ByJune,1996, atablish a Rotation ofAssignment program which addressa the benefits and dhadvantages both to the employee and the Company, and which h related to the career growth needs of the employee.

PROF-550 By December,1994, the Nuclear Grou rewank progmm will be evaluated to ensure:.?) Job gmdes i

arefair and consistent within the Company;

2) compensation leveh are coruistent both within the Company and with the Companygoah in relation to ourstanding with the rest of the nuclear industry; 3) the salary administmtion rocess b fair; and 4) non Jinancial methods o reward are applied in a cornhtent manner. By une,1995, the recommendations resultingfrom thh evaluation l

will be reviewed, approved, and implemented.

1 26

PROF 600 PROF 610

_ y DEVELOP Establish consistent and integrated site a roach to AND/OR information management efficiencies a

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1MPROVE TIIE improvements.

USE OF OFFICE n

FACILITIES AND PROF 620 U

tenn, coordinated office and l p Implement a long he most efficient use of available lNFORMATION ciliticsplanfor t e

h1ANAGEMENT SYSTEMS THAT nds.

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MAXIMIZE EFFICIENCY OF PF0F-630 E

TIIE PERRY haaintain and/or improve cristing officefacilitics

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ORGANILATION to create a professional work environment.

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lilGII STANDARDS AND PERSONAL 0

PRIDE p

E PROF-700 PROF 710 o

Tile WORK Achieve an improv' trend in employee Q

ENVIRONMENT satisfaction / morale actor.

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A'ITRACTS AND RETAINS PROF 720 0

CAPABLE Achieve an improving trend in employee u

PEOPLE, FOSTERS attendance at work.

R DEVELOPMENT, An PROMOTES INVOLVEMENT,

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AND ENABLES l

EVERY EMPLOYEE TO Qv TAKE PRIDE AND FEEL M

SATISFACTION IN THEIR WORK STRATEGY DESCRIPTION People and their professional caaabilities are the nuclear organization's most valuable resource. The Peo

?rofessionalism strategies will be used to communicate management p osophy and to develop the level of employee understanding and expertise needed to support the p ant in the 1990's and beyond.

As a part of the Five Year Plan, strategies will be developed to strengthen the organization's approach to professionalism. The Five Year Plan will be a vital part of this program. The Plan incorporates fully, value statements that 27

PEOPLE / PROFESSIONALISM (CONTD.)

convey management's philosophy and values. The Plan sets the stage for implementing the programs that will strengthen professionalism. The i

establishment of an emironment that supports professionalism is a fundamental objective of the People / Professionalism strategies.

A Performance Improvement Team will be established to identify training required for supervisors and managers. From this evaluation, the frame work for essential supervisory and management training will be defined. The training strategies will incorporate the schedules for developing and then implementing the training activities.

Open communication channels are essential to organizational performance.

Strategies will be developed to identify programs of effective communication that are used by other organizations. Those communication approaches that support the Perry Plant management objec*ive of free and open communications will be implemented.

- The Monthly Performance Report (MPR) will provide Perry personnel with an ongoing analysis of progress against the Five Year Plan. The MPR will be restructured as rec utred to more directly report on the Plan. Five Year Plan update reports wil: be distributed to ensure the entire Perry organization is aware of progress.

The need to clarify organizational roles and responsibilities will be addressed through the updates / enhancements to the job descriptions. With clearly defined desenptions of currentjobs, employees will be able to understand current responsibilities and will have the basis for developing career growth plans.

Stratey,ies to document the roles and responsibilities for the Perry orgamzation will include the rec uirement to identify a Performance improvement Team to work wit) the Human Resources Department. The team will assist Human Resources with the completion of the various job descriptions. Schedules for completing the various job descriptions will be developed and communicated.

Fair and equitable treatment is basic to the development of the employees that are needed to achieve the Perry Plant mission. Strategies to communicate job opportunities and to reward employees fa!rly for performance will be a part of the program for enhancing fair and equitable employee treatment.

Consistent implementation of the employee appraisal process is fundamental to an effective personnel program. A Performance Improvement Team will be identified and assigned responsibility for assessing the appraisal process.

The Team will develop recommendations for enhancing the appraisal process including supervisory training.

N

Career growth strategies will ensure that Perry has the appropriate employees needed,to support future needs. These strategies willinclude the f

evaluation of rotation of assignment as a part of the career growth prograrn.

evaluated to ensure the 'affected employees are treated fairly.gran$ w Policies affecting employees in the rotation of assignment pro n

Issues such as U

ap raisals and compensation will be clarified through the development of f

l po icy and goals statements.

L An integral part of professionalism is the need to provide employees with r-facilities that are conducive to efficiency and personnel pride. Strategies that C

address the office facilities and the e uipment needed to achieve efficient

/

operation will be an integral part of t ive Year Plan.

- p experienced personnel. g personnel it will be necessary to attract and ret Q

In addition to developin an integral part of the people /gies that address employee well being will be Strate n

professional critical success area.

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implementek.rocram to solicit employee o$ better understand the issues that

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An ongoing inions and reactions will be The program will be used t attention.ployee morale and to identify areas that require additional S

affect em S

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COST EFFICIENCY To attain an optimum and competitive cost of >raduction through cost containment, monitoring, and cost reduction ns.

EQAL Oll3ECTIVE COST 100 COST 110 MEET OR EXCEED Site stecdy state O&h! cumulative costs, do not GENERATION exceed annual targets of:

RELIAlllLITY GOALS WITH NO 582.0Ai1992 NET INCREASE 3N SS2.0Af1993 O&M 582.0Afl994 EXPENDITURES 582.0Af1995 FOR THE NEXT JS2.0Af 1996 FIVE YEARS COST 120 Cost ofproduction per Kills will not exceed the annualtargets of:

1.48 cents /Lwh 1992*

1.41 cents /Lvh 1993*

0.87 cents /Lvh 1994 1.50 cents /kwh 1995*

1.63 cents /Lvh 1.0$*

• Denotes inclusion of outage.

COST-130 h1ake recommendations to eliminate unnecessary activities during steady state operations.

COST 200 COST 210 FULLY Establish planningprocess milestones by INTEGRATE Afarch,1992 to support the 1993 budget process.

PLANNING PROCESS WITH COST-220 THE IlUDGET Fully and integate theplanningprocess, PROCESS incl the Five i ear Plan, to complement each other a support the 1994 budget.

COST 230 1dentify and coordinate information/ data bases to relate planning to budgets and provide periodic variance reports from actual to support the 1996 budgetprocess.

30

COST 300 COST 310 CONTINUE TO Clanfy, evaluate andprioritize S.yearplanning p

1MPROVE COST strategics to achieve greatest benefits versus cost to u

PERFORMANCE implement.

Q TIIROUGli MORE EFFECTIVE AND COST 320 S

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EFYlClCNT WORK Reduce thefuelportion of Peny cost to less than r

rRACTICE$

1 cent /kwh usmg economical uranium I

concentrations, conversion se vices, enrichment

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services, fabrication services andfuel cycle designs.

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COST 330:

f Decrease the value of warehouse inventory to:

r-

$50 million by the end of1992.

T 545 million by the end of1996.

l COST 340 C

Evaluate labor resource costs periodically to a

determine timum mix oflabor resources to l[

mimrmze or costs.

COST-400 COST 410 N

The trendfor outa e O&M costs is decreasing with DECREASE a target of 532 mihionfor RF03.

O OUTAGE O&M COSTS V

COST 420 i

Reduce total outka e consultant costs using RF02 as a baselins by 10 during RF03 and an additional 10% during RF04.

STRATEGY DESCRIPTION The cost challenge in the 1990's will be to produce electric power safely and cost efficiently. The cost strategies address areas of potential cost reduction and areas where efficiencies can be achieved.

The key to cost control starts with the planning and budgeting process. The planning strategies will first identify the planomg processes and then align those processes with the budget process. Plans to update the Perry planning processes will be developed and implemented.

Controlling costs while maintaining Generation Reliability will be critical to financial success. The consumers and the regulators will continue to look at the economic costs of power and will demand that costs are minimized.

The O&M cost control strategies will provide the tools for the activities needed to control cost. In addition, with better tools for cort control the accountability for costs will be at lower levels in the organization. The strategies will be used to increase cost awareness through the development of interdisciplinary groups that are charged with developing ideas for better cost reporting and control.

31

COST EFFICIENCY (CONTD.)

With increased awareness of costs, strategies will be implemented to improve work practices. Peer audits will be used to evaluate current processes.

Denchmarking will be implemen ed to determine goals and best practices where a system or process is identified for improvement.

A Performance Improvement Team will be used to review current commitments and to identify areas where those commlunents can be changed to effect cost reduction. Strategies to reduce the cost of fuel and the warehouse inventory will be implemented.

O&M Costs ccnstitute the largest controllabic cost for Perry. The cost control strategies willinclude a number of cost saving measures. The savings will be realized by minimizing the schedules for long duration activities and, where possible, eliminating the activity. The costs associated with outages will be evaluated. The number of snubbers will be oatimized to reduce long term maintenance costs. The plant will work with ot'1er owners to identify l

and initiate steps to reduce outage maintenance.

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6 FIVE YEAR PIAN M AINTENANCE The Five Year Plan prwides the mechanism to enhance organizational and plant performance. The plan is a living process.

The overall responsibility for communicating and implementing the elements of the Plan is assigned to the Vice President, Nuclear and the Department lleads. The communication of the Critical Success Areas, Objectives, Goals, and Strategies will ensure the Plan becomes the concern of the entire Perry stafL The Five Yeat Plan Obiective Sponsors are responsible for facilitating the activities associated with the Plan. The sponsors are responsible for working with others in the organization to develop detailed implementation plans and reporting progress on the Plan elements.

On a monthly basis, performance against the Five Year Plan goals will be reported and discussed in the Monthly Performance Report (MPR).

Penodically, performance will be communicated to the entire Perry staff.

Changes to the Five Year Plan are re uired to maintain the Plan current with evehing requirements. A scope chedule/ cost change control mechanism has been developed to fa ilitate the process for adding, changing, or closing objectives, goals, and strategies. Pro >osed changes will deleting,itted on change control forms. Each change wil:

be developed and be subm approved at the level of the organization charged with the development of that section of the original plan. A) proved changes will be distributed with the MPR, included in the Strategy Data Base, and the Schedule Spreadsheets.

Strategy descriptions and strategy implementation steps will be maintained in the Strategy Data Base. Sponsors are responsible to arovide the individual strategy in uts and updates. On a bi monthly basis, the Strategy Data Base will be upc;)ated to incorporate new and revised strategies. The revised data base will be distributed.

The Five Year Plan Schedule S arcadsheets graphically depict the schedule report ;)togress against the schedule and update cost information.po and cost and manhours for the Plan. On a bi monthly basts, the s The schedu;e spreadsheets and cost information will be developed from the Strategy Data Base.

l On an annual basis, The Five Year Plan Summary will be revised and published at the beginning of each year.

l 34

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APPENDIX A CSA AND OBJECTIVE SPONSORS NUCLEAR SAFEW CSA Sponsor S. Kensicki t

Objecuve Sponsors NUCS 100 K. R. Pech NUCS 200 J. P. Ep)pich NUCS 300 A. F. SI akoski NUCS-400 W. E. Coleman RADIOLOGICAL SAFETY CSA Sponsor R. Stratman r' 'scuve Sponsors RADS-100 R. Bowers i

RADS 200 -

P. Volza RADS 300 M. Cohen RADS-400 M. W. Gmyvek RADS 500 P. Volza

- ENVIRONMENTAL PROTEC. ION T

CSA Sponsor F. Stead Objecuve Sponsors ENVP-100 D. P. Igyarto l

ENVP-200 T. G. Swansiger l

l INDUSTRIAL PROTECTION 1.

l-CSA Sponsor F. Stead Objecuve Sponsors INDS 100-T. E. Mahon INDS-200 T. E. Mahon I-l l

j 1

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- -.. - - _ - -.. -. - - - -... _. _ _. -.,. ~.

....s.

. _.. _....,. -.. ~.. -.. _ _ -.

PERFORMANCE LEADERSillP i

CSA Sponsor R. Stratman Objective Sponsors PERF-100 B. D. Walrath PERF 200 K. P. Donovan PERF 300 W. E. Coleman PERF 400 D. P. Igyarto GENERATION RELIABILITY CSA Sponsor S. Kensicki Objective Sponsors GENR 100 K. R. Pech GENR 200 E. M. Root -

GENR 300 M. W. Gmyrek GENR-400 W. J. Wright GENR 500 V. J. Concel PEOPLE / PROFESSIONALISM CSA Sponsor E. Riley Objecuve Sponsors PROF 100 R. J. Tadych PROF-200 K. P. Donovan PROF 300 W. R. Kanda PROF-400 J. P. Eppich PROF-500 R.J.Tadych PROF-600 L R. Haworth PROF-700 W. R. Kanda COST CSA Sponsor B. Beyer Objective Sponsors COST-100 M. Cohen COST-200 B. D. Walrath COST 300 R, L Vondrasek COST-400 E. M. Root L

l l

2 l..

APPENDIX B

/

FIVE YEAR PLAN

SUMMARY

SCHEDULE l

1992 l

1993 l

1994 l

1995 l

1996 l

r Major Plant Events notwenn,ovia,e.

o, eng.n m,:.<;v.

a/.pi,.

,,,g /,,

R.eueiPr.P.,..on m) Sumn v.:s sPo.. Ch.n.e.

, A,,

,A, A

a (6) Freere DCP Scope a

A

's/s A

e/4 (C) Freeze Non DCP Scope A

A 4

' '# 4 (D) Award Ma)or Contracts A

'M A

s/t t 9/9 s/8 l

i Plant Assessments P 12,,i i

SALP Amoessment Periode i

SALP 13 T

I

, SALP 14

'I,"

i

,SALP 18 l

8 j

lULLP 16 e

tentsne s/i-ine on4ne ety4 INPO Evalue.ons i

A A '

A i

4 USAR Change

,T,$

,Yf,$ !

,Yfd f NJ[

$Jj Request Cutoff A

A A

A A

Budget Milestones 10 year Caphal Expend!ture s/ta/es e/ist:s efiefu s/sefes onefu A

A A

A A

Forecast Budget Submitta!

1

• /4/**

i

• /s/*s !

s/s/o4 e/tros e/./u I

O&M Budget Rev6ew and Approval l

l 1

FIVE YEAR PLAN

SUMMARY

SCHEDULE (Cont'd) l 1992 l

1993 l

1994 l

1995' l 1996 l

NUCLEAR SAFETY NUCS 100 Porsonnel Dters NUC&t10 NUCS 300 Egunpment f ollores ~

I i

NUCte210 NUCS420 NUCS 330 NUCS 300 SSP i

NUCS 310 NUCS 330 NUCS 330 NUCS 340 NUCS-400 Salety Sys. Verlenees >

NUCS-410 RADIOLOGICAL SAFETY l

l RAD &100 PersonnelEmp.

RADS 110 i

l RADS 300 Personnel Aware i

MADS 310 RADS-330 j

4 RADS 330 RADS 340 i

I i

RADS 300 Fient CrM I

RADS-310

}

l RADS-400 Re e i

etADS-410 y

RADS 430

?

t RADS Soo Weste Oen I

RADS 610 RADS 530 r

t RADS 530 I

ENVIRONMENTAL PROTECTION ENYP.100 Aweteness j

ENVP.110 I

?

ENVP 130 ENVP.130 ENVP.140 l

l l

ENYP 300 Min.Weste Gen-l L

ENYP-210 ENYP-330 i

ENYP-230 1

2 1

__.._s

FIVE YE R PLAN

SUMMARY

SCHEDULE (Cont'd) l 1992 l

1993 l

1994 l

1995 l

1996 l

INDUSTRIAL SAFETY INDS 100 W% O@b in}.

I

'I IND& 110 i

i i

INDS-120 I

l INDS 200 Min Off Job in).

l INDS-210 s

PERFORMANCE LEADERSHIP PERF 100 Employos Port.

1 PERF 110

}

i

}

PERF 120 i

PERF aco Problem Selve i

I r

PERF 210

(

3 FZRF 220 3

k PERF 230

~

PERF 300 Perf. Measures PCRF 310 PERF 320 PERF400 industry Recog.

PERF410 PERF430 j

i j

t t.

PERF430 PERF440 PERF480 PERF 400 I

GENERATION RELIABluTY

~

GENR 100 AvenabNety GENR 110 -

1 1

i I

GENR 120 t

i i

l GENR 130 GENR 300 Thero&ff-GENR 210 GENR 300 Seheduled1 tr4-GENR-310 GENR 400 WO Lacidog GENR 410.

f' 1

i

-l GENR420 GENR430 I

GENR440 l

4 l

l

FIVE YEAR PLAN

SUMMARY

SCHEDULE (Cont'd) l 1992 l

1993 l

1994 l

1995' l

1996 l

GENR 500 Preventauve Maint I

+

i GENR-510 j

s GENR 120 t

GENR430 j

GENR 540

~

GENR 550 I

l I

GENR MO PEOPLE /PROFESSIONAUSM PROF 100 Poheks L

j PROF 110 PROF 4N l

I PROF 130 j

{

{

i PROF 200 Interpersonal Skitis f

l i

i I

{

1 PROF 210 i

l PROF-220 I

l i

PROF 300 Communka#en I,

PROF 310 PROF 320 PROF 330 PROF 340 PROF-400 Roles /Responsbmees PROF-410

.,, 20

{

tm. 430 4

I N.O' S00 Qua e. stone r

Ph ?-310

{

i ep;c 620 Pfi31.530 i

c re.; $40 j

PAOF450 i

I PROF 400 Facutues i

t 1

1 PROF 410 t

i PROF-420 PROF 430 j

j

,a e

i i

PROF-700 Emp, Satisfacson I

I PROF 710 i

PROF-720 I

4 i

i

- ---- - j

4 FIVE YEAR PL.AN

SUMMARY

SCHEDULE (Cont'd)- /

l 1992 l

1993 l

1994 l

1995 l

1SM l

COST EFFIC1f.NCY COST.100 O&M EWas COST.110 COST 120 COST.130 COST 2001.

__f Ptenning COST 210 COST 220 COST.230 COST 300 Wed Prestlose COST.310

+

COST.330 l

l l

t i

eOsr.no i

COST 340 -

COST 400 Outage Costa COST aio 1

COST 420

(-

l l

l l

l 1

5 y--

--vu e