ML20113B779

Performance Enhancement Program,Project Details & Summary Schedule

ML20113B779
Person / Time
Site:	Fort Saint Vrain
Issue date:	03/29/1985
From:	PUBLIC SERVICE CO. OF COLORADO
To:
Shared Package
ML20113B760	List: ML20113B758 ML20113B779
References
PROC-850329, TAC-60566, NUDOCS 8504110390
Download: ML20113B779 (43)

Text

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1 PUBLIC SERVICE COMPANY OF COLORADO PERFORMANCE ENHANCEMENT PROGRAM PROJECT DETAILS AND

SUMMARY

SCHEDULE i

Project # Project Title I. Organizational Concerns II. Master Planning and Scheduling

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III. Establish Preventive Maintenance Planning and i

Scheduling IV. Upgrade Nuclear Policies and Procedures V. Improve Management and Nuclear Division Personnel Training VI. Pla.it Conduct of Operations March 29, 1985-8504110390 DR 85 329 ADOCK 05000267 PDR

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PU!LIC SERVICE COMPANY OF COLORADO ' -

PERFORMANCE ENHANCEMENT PROGRAM

SUMMARY

SCHEDULE PROJECT TIMETABLE EST. SCHEDULED 1985 1986 PRO- NUS MAN- l 1- 1 JECT REF. DESCRIPTION RESPONSIBLE' DAYS START COMPLETE A M J J A- S O- N D Q1 Q2 Q3 Q4 l -___~__-__

l. ORGANIZATIONAL CONCERNS 1.1 E.2 Forma l ize Action Plan, Reor- M. Zacha ry Ap r 1 Jun 30 XXX)OOOOOOOOC ganization and Performance Enhancement Program

't.2 ' A.1' Document Cha rters, Missions and Function Statements Pa rt 1, Deve l op Cha rte rs M. Zachary Apr i May 31 )vvv00mX Part 2, Update Procedures M. Zachary Jun 1 Jun 28 XXXX l .3 - A.9 Document Policy on Communi- M. Zachary Ap r 1 May 17 XXXXXX cation and Staff Meetings 1.4 E.1 Evaluate Staffing Levels C. Gaud reau . Ap r 1 Apr 26 XXXX

1. 5 - E.6 Complete Nuclear Production J. Gahm May 1 -Jul.25 XXXXXXXXXX

' Organizationa l Changes 1.6 E.3 Evaluate Engineering and D. Warembourg Apr 15 Aug 30 XXXXXXXXXXXXXXXXXX E.4 Licensing and Fuels at N

e Fort St. Vra i n

11. MASTER PLANNING AND SCHEDULING ll.1 A.2 Establish Nuclear Master M. Zacha ry Apr 1 Aug 30 XXXXXXXXXXXXXXXXXXXX Planning and Scheduling Function II.2 A.4 Develop Annual and Long- C. Fuller Range Schedules Pa rt 1, initla1 Schedule Ap r 1 Jun 14 XXXXXXXXXX Pa rt 2, Complete Schedule Dependent-il.3 OXX(EST)XX0 11.3'. A.2 implement Planning and Sche- M. Zachary duling Methods as Procedures Pa rt 1, initial Definition Apr 15 Jun <14 XXXXXXXX Pa rt 2,. Implementation Jul 1 Determined XXXXXXXXXX(EST)XXXXXXXXX0 in Pa rt 1 111. ESTABLISH PREVENTIVE MAINTENANCE PLANNING AND SCHEDULING 111.1 B.2 Establish Maintenance M. Zachary Ap r 1 Sep 27 XXXXXXXXXXXXXXXXXXXXXXX Planning Group 111.2 B.3 Define Maintenance Planning M. Zachary

• and Scheduling Function Pa rt 1, initiai Definition Apr 1 .Jun 30 XXXXXXXXXXXX Pa rt 2, implementation Jul 1 Dete rm i ned XXXXXXXXXX(EST)XXXXXXXX0 in Pa rt 1

PUBLIC SERVICE COMPANY OF COLORADO .

PERFORMANCE ENHANCEMENT PROCRAM

SUMMARY

SCHEDULE  !

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l ll ll PROJECT TIMETABLE I I I EST. SCHEDULED 1985 1986 PRO- NUS ll MAN- .

I l l l JECT REF.!, DESCRIPTION lRESPONSIBLEIDAYS START COMPLETE A M iJ J A S l 0 N D Q1 Q2 Q3 Q4 l 1 i; I l ..___._______.____I_l__ l fil.3 B.4 Develop Preventive Mainte- F. Novachek nance Engineering Program Pa rt 1, Initial Definition Ap r 1 Jul 31 XX)OOOOOOOOOOOOO(

Pa rt 2, PM Development, Cri- Aug 5 Jan 3 X)OOOOOOOOOOOOOOOOOO(

tical Significant Components Pa rt 3, PM Development, Aug 5 Dete rmined . X)OOOOOO(( EST )XXXXXX0 Remainder of Significant in Part 1 Components Pa rt 4, Post Maintenance Ap r 1 Jun 28 XXXXXXXXXXXX Testing IV. UPGRADE NUCLEAR POLICIES AND PROCEDURES IV.1 B.1 Review and Revise Design J. Reesy Ap r 1 Jan 1986 A.5 Change Modification Process IV.2 'C.1 Implement NRC Commitment M. Holmes Apr 1 Jul 26 XXXXXXXXXXXXXXX Control Prog ram IV.3 C.2 Document Procedures for M. Holmes. May 1 Aug 30 XXXXXXXXXXXXXXXX ,

Regulatory Correspondence w Review '

IV.4 C.3 Review Essentia l . Regulatory M. Holmes May 1 Nov 1 Documents IV.5 A.6 Review and Revise Nuclear -

Organization and Nuclear Production Procedures Pa rt 1, initlaI Definition C. Fu i l e r May 1 Jun 28 XXXXXXXX Pa rt 2, Nuclea r Production C. Fuller Jul 1 Jan 3 XXXXXXXXXXX(EST)XXXXXXX0 Procedures Development Part 3, NED Procedures D. Wa rembourg Jul 1 Apr 1986 XXXXXXXXXXX(EST)XXXXXXXXXXXXX0 Deve1opment IV.6 B.5 Review and Revise Exclusion M. Fe rri s Apr 1 Oct 1 List and Related Procedures V. IMPROVE MANAGEMENT AND NUCLEAR DIVISION PERSONNEL TRAINING V.1 A.3 Conduct Management SkiIis P. Thomsen Upg rade Pa rt 1, initial Definition Apr 1 Aug 2 XXXXXXXXXXXXXXXX Pa rt 2, i mp l ementa t i on Aug 5 Jan 3 XXXXXXXX(EST)XXXXXXX0 V.2 'A.10 Review Membership in L. Brey Ap r 1 Jun 28 XXXXXXXXXXX Industry Organizations V.3 B.7 Enhance 10CFR50.59 Training M. Holmes Pa rt 1, Conduct Tra ining Jun 3 Aug 2 XXXXXXXX Pa rt 2, Update Text Data Base Ap r 1 Dec 1986

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PERFORMANCE ENHANCEMENT PROGRAM

SUMMARY

SCHEDULE,

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l. l l l ' PROJECT TIMETABLE I. I i

!. I EST. SCHEDULED '985 1986 PRO- lMUS .

MAN-JECT-lREF. DESCRIPTION RESPONSIBLE DAYS START: COMPLETE A- M. J' J .A S O N' D Q1 Q2 Q3 Q4 I _________

. VI .61 Improve Parts Management D. : Wa rembou rg

-System

' Part 1, Initia l Assessment Apr 1 Sep 27 .

- Pa rt 2, implementation Sep 30 Determined in Pa rt 1 XXX(EST)XXXO

.VI.7- . Establish Component Shelf- J. Reesy

- Life Program Pa rt 1,: Complete Aging Study Apr 1 Nov 29 Pa rt 2, Install Component Dec 2 Mar 31 1986 XXXXXXXXX She l f-Li fe Prog ram

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PROJECT: ORuANIZATIONAL CONCERNS SUB-PROJECT: I.1; Formalize Action Plan, Reorganization, and Performance Enhancement Program SUB-PROJECT MANAGER: Mike Zachary, Electric Production NUS

REFERENCE:

E.2 SCHEDULED COMPLETION: June 30, 1985 DESCRIPTION:

The organizational changes identified in PSC's action plan have been completed as follows:

Mr. O. R. Lee, Vice President, Electric Production, reports directly to Mr. R. F. Walker, President and Chief Executive Officer.

Mr. Lee's office and staff have been relocated to be more accessible to the Nuclear Organization's Division Managers.

A change in the Electric Production organization has been made in order to consolidate Fossil Operations; Regional Production, Metro Production, and Production Services Divisions, into one organization, to be known as Fossil Production. A new position, General Manager, Fossil Production, has been created. Mr. Philip Shaffer, Manager of Production Services, was promoted to General Manager, Fossil

. Production. Mr. Shaffer reports to the Vice President, Electric Production.

Mr. Larry Brey, formerly the Executive Staff Assistant, has been named the Manager, Nuclear Licensing and Fuels Division, a new and separate line division. As an added responsibility,'he will provide the management communication link to the Nuclear Regulatory Commission.

The Nuclear Production, Nuclear Engineering, Nuclear Licensing and Fuels, and Quality Assurance Divisions will continue to report to the

Vice President, Electric Production.

The formalization of the action plan will be completed March 31, 1985, with the submittal of this addendum to the NRC.

The remaining tasks associated with this sub project involve

-establishing the Performance Enhancement Program. The purpose of this program will be to identify, through a structured approach, weak areas and then take -direct action to strengthen these areas to improve the Company's overall conduct of operations.

This structured approach will involve development of a Performance Enhancement Program mission statement, identification of organizations involved, available resources, identification of required tasks, creation of a master Nuclear Planning / Scheduling function, assignment of Project Managers, and development of policies and procedures to insure uniformity throughout nuclear activities.

POST-IMPLEMENTATION ACTION:

1 The Performance Enhancement Program will provide a monitoring program to insure actions are accomplished in a timely manner. In- addition, it is anticipated that, with the creation of the program, an ongoing and open dialogue ~ will also be created between PSC and other regulatory agencies, commissions, and organizations such as the NRC, PUC, and INPO.

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PROJECT: ORGANIZATIONAL CONCERNS SUB-PROJECT: I.2; Document Charters, Mission and Function Statements Part 1 - Develop Charters Part 2 - Update Procedures SUB-PROJECT MANAGER: Mike Zachary, Electric Production NUS

REFERENCE:

A.1 SCHEDULED COMPLETION: Part 1 -- May 31, 1985 Part 2 -- June 28,1985 DESCRIPTION:

The first part of this sub project will be the responsibility of' each

. Division to create or- revise each of their Divisional Charters. The Charters will include the Mission Statement of the Division and each unit within that Division. Upon completion of each Charter and departmental mission statement,' appropriate review will be conducted culminating in the Vice President, Electric Production's approval by May 31,-1985.

The second part of the sub project will be a review, and updating as

] necessary, the Nuclear Policies and Guidelines Manual to incorporate

! requirements for organizational changes and changes in position responsibilities. Additionally, Fort St. Vrain Administrative

! Procedure Q-1 (Organization and Responsibilities) will be revised to incorporate revisions derived from the Divisional Charters. The updated FSAR will also reflect these revisions, as appropriate.

POST-IMPLEMENTATION ACTIONS:

As - part of the development of each Division's Annual Operating Plan, Charters will be reviewed and updated as required. As part of the updating process, new or revised Nuclear Policies and Guidelines will be. submitted to Quality Assurance for distribution.

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PROJECT: ORGANIZATIONAL CONCERNS SUB-PROJECT: I.3; Policy on Communications and Staff Meetings SUB-PROJECT MANAGER: Mike Zachary, Electric Production i

NUS

REFERENCE:

A.9 SCHEDULED COMPLETION: May 17, 1985 DESCRIPTION:

This sub project will develop a practical and meaningful policy for the transfer of~information and communication throughout all levels of the nuclear organization.

This policy will' formalize the use of staff meetings at Executive, Divisional, and Departmental level. The policy will be incorporated in the Nuclear: Policy and Guidelines Manual.

~ POST-IMPLEMENTATION ACTIONS:

The utilization of the implemented system will be evaluated through a post-implementation audit. If required, additional actions will be taken as a result of this audit.

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$ 4 PROJECT: "PGANIZATIONAL CONCERNS

' SUB-PROJECT: I.4; Evaluate Augmentation Requirements and Staffing Levels SUB-PROJECT MANAGER: Carrie Gaudreau, Electric Production NUS

REFERENCE:

E.1 SCHEDULED COMPLETION: April 26, 1985 DESCRIPTION:

This sub project will provide an executive level review and guidance for the augmentation of existing organizational resources. This will be accomplished by identifying immediate and long-term resource commitments, identifying augmentation areas and resources, and prioritizing requirements. This review has been completed for the Nuclear Production Division and recommendations have been submitted for additional resources. The review is in progress in the remaining nuclear organization. After approval, the sub project manager will be responsible to provide for the most expeditious manner in which to employ any additional resources.

POST-IMPLEMENTATION ACTIONS:

Continued preparation of the Annual Operating Plans will address organizational and staffing levels in the future.

PROJECT: ORGANIZATIONAL CONCERNS SUB-PROJECT: I.5; Complete Nuclear Production Organizational Changes SUB-PROJECT MANAGER: Jack Gahm, Nuclear Production NUS

REFERENCE:

E.6 SCHEDULED COMPLETION: July 25, 1985 DESCRIPTION:

An evaluation of the Training, Scheduling and Stores, and Technical Services units has been completed. Recommendations for additional manpower to enhance the effectiveness of the support function for operation and maintenance of the plant have been submitted to the Vice President, Electric Production, for review and approval. Upon concurrence, efforts to obtain additional qualified personnel will proceed in an aggressive, but orderly, manner. This sub project will provide the actions necessary to complete the Nuclear Production organizational changes.

POST-IMPLEMENTATION ACTION:

Continued preparation of the Annual Operating Plans will address both organizational and staffing issues in the future.

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PROJECT: ORGANIZATIONAL CONCERNS SUB-PROJECT: I.6; Evaluate Engineering and Licensing and Fuels at Fort St. Vrain SUB-PROJECT MANAGER: Don Warembourg, Nuclear Engineering NUS

REFERENCE:

E.3 and E.4 SCHEDULED COMPLETION: August 30, 1985 DESCRIPTION:

This sub project will analyze the feasibility of relocating the Nuclear Engineering Division and the Nuclear Licensing and Fuels Division to the Fort St. Vrain site. This analysis will evaluate the following

• Organizational / functional interfaces of Nuclear Licensing and Fuels, Quality Assurance, Nuclear Engineering and Nuclear Production.

• Present and proposed work functions to determine how organizational objectives are being accomplished.

• Facilities that may be required.

• Human factors of physical relocation, possible personnel turnover, employee concerns, and efficiencies / inefficiencies that may be created.

• Similar situations faced by other nuclear utilities.

POST-IMPLEMENTATION ACTION:

Inform the NRC of the outcome of the study and PSC's intended plan of action.

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PROJECT: MASTER PLANNING AND SCHEDULING SUB-PROJECT: II.1; Establish Nuclear Master Planning and Scheduling Function

. SUB-PROJECT MANAGER: Mike Zachary, Electric Production NUS

REFERENCE:

A.2 SCHEDULED COMPLETION: August 30, 1985 DESCRIPTION:

The Master Planning and Scheduling function will be established to provide Senior Management the ability to make proper decisions for the monitoring of projects, the- allocation of resources, and the prioritization of commitments at the appropriate time and in the appropriate manner.

This sub project is the first of three major sub projects to implement the Master Planning and Scheduling function for the Nuclear Organization. The work will define the function within the Nuclear Organization and establish the overall structure for use by all divisions.

The methodology for project planning and scheduling will be determined during the initial phase of the sub project. The methodology will also consider various scheduling techniques and consideration of computerized (preferably existing) planning and scheduling systems that might apply to all divisional activities.

The necessary organizational policies and procedures will be documented and included in the appropriate manuals.

This sub project will interface the work of other divisional scheduling and planning functions and coordinate closely with the Preventive Maintenance Planning and Scheduling project to insure consistency of approach.

POST-IMPLEMENTATION ACTION:

The Master Planning and Scheduling function is designed to be an integral, yet stand alone, function of the Performance Enhancement Program. To this extent, the function will be self-evaluating with the ability for self-correction.

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PROJECT: MASTER PLANNING AND SCHEDULING SUB-PROJECT: II.2; Develop Annual and Long-Range Schedules Part 1 - Initial Schedule Part 2 - Comolete Schedule SUB-PROJECT MANAGER: Chuck Fuller, Nuclear Production NUS

REFERENCE:

A.4 SCHEDULED COMPLETION: Part 1 - June 15, 1985 '

Part 2 - December 31,1985(target)

DESCRIPTION:

This sub project has two parts. The first part will be completed initially with the development of a rough schedule of current and anticipated work over the next several years. It will include Performance Enhancement Program projects, Action Plan projects, scheduled refueling, outage activities, major regulatory commitments, major design changes and major construction activities. Estimates will be based upon an assessment of work magnitude and resources available. This schedule will be monitored by the Master Planning and Scheduling function.

The second part of the sub project will be completed when detailed planning and scheduling methodologies are in place, as established by Sub project 11.3. Specific projects will be defined in detail (tasks and estimated manpower) and input will be made to the Master Planning and S:heduling function for work leveling, prioritizing and scheduling. This input will be in association with the estabitshment of the Nuclear Production Planning and Scheduling function.

POST-IMPLEMENTATION ACTIONS:

Ongoing monitoring of overall schedules will be provided by the plant planning and Master Planning & Scheduling functions.

i PROJECT: MASTER PLANNING AND SCHEDULING SUB-?ROJECT: II.3; Implement Master Planning and Scheduling Methods and Procedures Part 1 - Initial Definition Part 2 - Implementation  !

SUB-PROJECT MANAGER: Mike Zachary, Electric Production I

NUS

REFERENCE:

A.2 SCHEDULED COMPLETION: Part 1 - June 14,1985 Part 2 - December 31,1985(target)

DESCRIPTION:

This is a major sub project that is divided into two parts. The first is the Initial Definition and the second is the Implementation.

The overall objective of this sub project is to implement the specific methodologies and procedures defined by the Master Planning and Scheduling function for use by all divisions within the Nuclear Organization. Divisional planning and scheduling functions will be '

established for Nuclear Engineering, Nuclear Production, Nuclear i Licensing and Fuels, and Quality Assurance. Interface procedures will be established to coordinate divisional planning / scheduling

functions with the Master Planning and Scheduling function.

The methods and procedures will ultimately include specific task descriptions, documents prepared and/or used, estimating guidelines for each task, and a project status reporting mechanism.

The first part, Initial Definition, will define what procedures will be written, the manpower requirements, training needs 'and other implementation requirements including identification of computer support systems. The divisional planning & scheduling functions will also be developed in this initial phase. Also included will be the identification of projects for initialization of the system.

The second part, Implementation, will be to incorporate divisional projects into the Master framework and continued development of divisional planning and scheduling functions.

POST-IMPLEMENTATION ACTIONS:

This Master Planning and Scheduling function is designed to be an integral, yet stand alone, function of the Performance Enhancement Program. To this extent, the function will be self-evaluating with also the ability for self-correction as necessary.

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PROJECT: ESTABLISH PREVENTIVE MAINTENANCE PLANNING AND SCHEDULING SUB-PROJECT: III.1; Establish Maintenance Planning Group SUB-PROJECT MANAGER: Mike Zachary, Electric Production NUS

REFERENCE:

8.2 SCHEDULED COMPLETION: September 27, 1985 DESCRIPTION:

Establish a function for preparing work orders, Station Service Requests, Change Notice / Modification Requests, and other requests for maintenance resources to insure completeness prior to release to scheduling and, ultimately, maintenance. " Completeness" covers all aspects of what it takes to get the job done in terms of manpower, equipment, materials, time estimates, clearances, and specialized training. This project will operate in close conjunction with Sub project III.2, the planning & scheduling functions. The initial phase of this project is an Industrial Engineering study to establish strategic policy and implementation requirements for all maintenance functions, including planning.

POST-IMPLEMENTATION ACTION:

Continuous monitoring of the productivity of the maintenance functions will be provided. Post-implementation audits and preparation of the Annual Operating Plans will provide criteria and milestones as to the success of the program.

PROJECT: ESTABLISH PREVENTIVE MAINTENANCE PLANNING AND SCHEDULING SUB-PROJECT: III.2; Define Maintenance Planning and Scheduling Function Part 1 - Initial Definition Part 2 - Implementation SUB-PROJECT MANAGER: Mike Zachary, Electric Production NUS

REFERENCE:

B.3 SCHEDULED COMPLETION: Part 1 -- June 30, 1985 Part 2 -- December 31,1985(Target)

DESCRIFTION:

This program is designed to develop and implement an effective and reliable preventive maintenance planning and scheduling system. The

sub project is divided into two parts. Part 1 consists of an Industrial Engineering evaluation of the existing preventive maintenance planning and scheduling system. This evaluation will provide the basis for the qualifications, responsibilities, and the authority of the maintenance functions and the level of personnel required to perform tha functions. These parameters will dictate the required maintenance system of controls, policies, and procedures that are needed to effectively administer, control, and monitor maintenance performance. The evaluation and implementation activities will be accomplished in-association with Sub project III.1 and II.2, the establishment of long-range planning at the plant.

4 Part 2 consists of the physical implementation within the Fort St. Vrain facility of the system controls, policies, and

procedures that were defined in Part One. This is to include any required computer modifications and enhancements along with the necessary interface with the Master Planning and Scheduling system.

The system will provide top -management with information on the performance of the maintenance operation.

POST-IMPLEMENTATION ACTION:

Continuous monitoring of the data generated by the maintenance functions will provide productivity information and build a historical record of the naintenance performance.

Post-implementation audits and the preparation of the annual operating plans will provide the data to evaluate the success of the preventive maintenance program.

PRDJECT: ESTABLISH PREVENTIVE MAINTENANCE PLANNING AND SCHEDULING SUB-PRDJECT: III.3; Develop Preventive Maintenance Engineering Program Part 1 - Initial Definition Part 2 - PM Development, Critical Significant Components Part 3 - PM Development, Remainder of Significant Components Part 4 - Post Maintenance Testing SUB-PRDJECT MANAGER: Frank Novachek, Nuclear Production NUS

REFERENCE:

B.4 SCHEDULED COMPLETION: Part 1 -- July 31, 1985 Part 2 -- January 3, 1986 Part 3 -- Determined in Part 1 Part 4 -- June 28, 1985 DESCRIPTION:

The objective of this sub project will be to develop a complete and comprehensive preventive / predictive maintenance program to control and monitor maintenance activities associated with equipment components or groups of components deemed essential for reliable plant operation.

This sub project will consist of several parts. Part 1 will involve efforts to define the scope of work of the preventive / predictive maintenance program and the resources necessary to develop the program. Research efforts are in progress and will be completed during this part to fully expand a list of "significant components".

This list will serve as the basis for scope determination and subsequent preventive / predictive maintenance program development activities. Additionally, the procedural requirements for independent verification of correct operating activities prior to performing maintenance and upon the completion of maintenance will be addressed.

Parts 2 and 3 of this sub project will consist of tasks necessary to develop and monitor the preventive / predictive n.a t ntenance program.

This part will include engineering analysis and evaluation activities. Specific tasks include; failure trend analysis, plant walkdown- inspections, lubrication audits, preventive / predictive maintenance research, preventive maintenance training, and preventive / predictive maintenance procedure preparation. Development and implementation of methods for maintenance tracking, evaluation, and feedback will also be included in the efforts of Parts 2 and 3.

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Part 2 will concentrate on "significant components" which presently have preventive maintenance procedures in effect. The components addressed in Part 2 will be inclusive of items which historically have been more critical to plant availability and reliability.

Part 2 will be undertaken with the primary goal to maximize improvements in reliability during the early part of the development and implementation program. Part 2 will also be conducted in a manner to provide for the transition from existing preventive maintenance procedures to new, more comprehensive, procedures.

Part 3 will extend the existing preventive maintenance program to be inclusive of all remaining "significant components". The magnitude of Part 3 efforts will be determined upon completion of Part 1.

Preliminary investigations, however, indicate that in excess of 1500 "significant components" will be added to the preventive / predictive maintenance program during Part 3. A schedule for completion of 4 Part 3 activities will be defined upon completion of Part 1.

• Part 4 focuses on post-maintenance testing. Efforts will be undertaken to develop and implement a procedure to establish the requirements for post mainenance testing in maintenance procedures.

Additional requirements will also be included in existing " annual

procedure review" procedures to insure that adequate post maintenance j testing practices are employed.

I j POST-IMPLEMENTATION ACTION:

Continuous monitoring and feedback mechanisms will be integrated into the preventive / predictive maintenance program. This will allow l Maintenance Engineers to monitor maintenance productivity and be in a ,

J position, therefore, to monitor effectiveness.

1 Activities associated with Part 4 will ensure that all appropriate i mainte.1ance procedures are reviewed periodically for verification of adequate post-maintenance testing practices.

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-PROJECT: UPGRADE NUCLEAR POLICIES AND PROCEDURES i

i SUB-PROJECT: IV.1; Review and Revise Design Change

, Modification Procedures i

SUB-PROJECT MANAGER: Jack Reesy, Nuclear Engineering j NUS

REFERENCE:

8.1 and A.5 ,

! SCHEDULED COMPLETION: January 15, 1986 1 DESCRIPTION:

)

1 This sub project will review existing procedures and schedules

related to design

har.ges and modifications to enhance the flow of a design change end to specifically identi fy authorities and responsibilities for each portion of the flow. ,

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, The Fort St. Vrain Administrative Procedures Manual and the Nuclear Engineering Division (ENG) procedures will be examined to identi fy strengths and weaknesses, and redundant or unnecessary tasks. Other design / modification control processes will be investigated and '

evaluated for possible application into the Fort St. Vrain procedural

, system. The policies and/or procedures identified that require i revision will be changed to simplify the modification process.

The safety-evaluation review procets will be examined by Nuclear Licensing and Fuels to determine conformance to 10CFR50.59 requirements. Necessary interface requirements for engineering i

procedures will be defined and incorporated as appropriate.

The existing Change Notice priority scheduling system will be reviewed to identify problem areas. A Change Notice scheduling and control system will be developed in conjunction with the Master Planning and Scheduling function. Interfacing between tne divisional groups and the Master Planning and Scheduling function will be 1 established. General prioritization criteria will be defined with l~

consideration to NRC commitments, personnel safety, public health and safety, improvement in plant reliability and operational / maintenance convenience.

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POST-IMPLEMENTATION ACTION:

Review for conformance to policy and procedure. Design changes to the facility will also be tracked and coordinated by both the Master Planning and Scheduling function and through long-range planning under Nuclear Production.

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PROJECT: UPGRADE NUCLEAR POLICIES AND PROCEDURES

SUB-PROJECT

IV.2; Implement Commitment Control Program i SUB-PROJECT MANAGER: Mike Holmes, Nuclear Licensing and Fuels NUS

REFERENCE:

C.1 -

SCHEDULE 0 COMPLETION: July 26, 1985 DESCRIPTION:

This sub project will formally document the position, policy and

! procedures for the coordination and trackfrig of commitments to the i NRC specific task and results are as follows:

• A written policy will be prepared and issued to formalize 1

the existing commitment control program. The policy will define the scope and purpose 'of the commitment control  ;

program, will specify the organization responsible for l

] managing the program, and will provide information as to how i

, commitments are identified, assigned, acknowledged, tracked and closed.

• The policy will provide for maintaining current identification and control of active commitments and ongoing l regulatory obligations, and upgrading the periodic status reports on active commitments in order to track target i completion dates. The commitment control program will be subject to periodic review by executive level management, and regular analyses to determine effectiveness of the program and identify areas where the program can be

, improved.

One individual within the Nuclear Licensing and Fuels Division has

. been assigned responsibility for administration of the program. The '

i scheduling and prioritization of commitments will be coordinated with

! the Master Planning and Scheduling function to insure senior level management awareness of commitments.

POST-IMPLEMENTATION ACTION:

l

! A post-implementation audit will be performed to review for conformance to policy and procedure.

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. o PROJECT: UPGRADE NUCLEAR POLICIES AND PROCEDURES SUB-PROJECT: IV.3; Document Procedures for Regulatory Correspondence Review SUB-PROJECT MANAGER: Mike Holmes, Nuclear Licensing and Fuels l NUS

REFERENCE:

C.2 SCHEDULED COMPLETION: August 30, 1985 DESCRIPTION:

This sub project will document the policies and procedures to establish a trethod of reviewing nuclear regulatory documents to determine PSC's ongoing regulatory obligations. The procedures will be designed to interface with the Commitment Control Program setup in Sub project IV.2.

PSC has an existing Licensing Coordinator who is currently reviewing regulations. The duties of this position will be enhanced to include the development and promulgation of a system for acknowledging and controlling all ongoing regulatory obligations.

The procedures will provide for a uniform review of regulatory correspondence. This review will identify commitments and document the source of each required action. The procedures will include written criteria for what constitutes a commitment and the distribution that will be made of the highlighted commitment document to responsible management and unit level personnel for action.

POST-IMPLEMENTATION ACTION:

A post-implementation audit will be perforned to review for cenformance to policy and procedure.

PROJECT: UPGRADE NUCLEAR POLICIES AND PROCEDURES SUB-PROJECT: IV.4; Review Essen:tal Regulatory  !

Documents ,

l SUB-PROJECT MANAGER: Mike Holmes, Nuclear Licensing and Fuels NUS

REFERENCE:

C.3 SCHEDULED COMPLETION: November 1, 1985 DESCRIPTION:

This sub project will review the essential nuclear regulatory documents to determine items that PSC must address. As a normal procedure, documents have been reviewed by the Licensing Coordinator.  !

However, in many situations, the material applies specifically to '

light-water reactors, and it has been difficult to translate to determine HTGR requirements. Review of regulatory documentation will be performed Lat a level to determine the spirit and intent of the documents. As necessary, commitments will be set up in the Commitment Control System to monitor the following:

• A systematic review of the documents will follow the 6 procedure defined in Sub project IV.3. Documents to be addressed in the review include correspondence concerning I&E Bulletins, Regulatory Guides and Generic Letters.

• addition regulatory obligations pertaining to In to equipment, ongoing regulatory obligations for nuclear  !

activities (e.g. operations, -maintenance, engineering,  !

quality assurance, management) will be cataloged, ;

promulgated, and acknowledged periodically. .

1 POST-IMPLEMENTATION ACTION:  :

i Document to the NRC the results of the review. .

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. a PROJECT: UPGRADE NUCLEAR POLICIES AND PROCEDURES SUB-PROJECT: IV.5; Review and Revise Nuclear Organization and Nuclear Production Procedures Part 1 - Initial Definition Part 2 - Nuclear Production Procedures Development Part 3 - NED Procedures Development SUB-PROJECT MANAGER: Chuck Fuller, Nuclear Production NUS

REFERENCE:

A.6 SCHEDULED COMPLETION: Part 1 - June 28, 1985 Part 2 - January 3, 1986 (Production)

Part 3 - April 1, 1986 (NED)

DESCRIPTION:

This sub project will be split into three parts. Part 1 will review, in general, all divisional procedures to determine revisions, rewrites, and additions to the existing procedures. NED procedures will be reviewed by the new Procedures Coordinator position (formal approval pending). The site procedures will be reviewed by Nuclear Production personnel. Part I will define the scope, magnitude, and schedule for the work in Parts 2 and 3.

Procedures that will be reviewed in this project are:

Maintenance Procedures As part of an ongoing process, these procedures are reviewed to identify any procedural deficiencies, overlaps or omissions. Procedures identified as requiring revisions will be changed based on vendor literature, Information Notices, and INP0 documents to incorporate industry findings into the Maintenance Procedures.

Results Procedures An extensive background search has been completed to identify commitments and requirements to date. Potential new commitments which may affect Results Procedures have also been identified and a rewrite of the procedures is in progress.

• Systems Operating Procedures (50P's)

The 50P's will be rewritten to improve the clarity, and to incorporate human factor considerations. The placement of

' cautions' and ' notes' will be standardized. The elimination of paragraph-style directions, where they appear, will be emphasized.

• Nuclear Engineering Division A systematic precedure review schedule will be developed as well as the revitw criteria with consideration to regulatory requirements, organizational requirements and interface compatibility.

Part 2 will be the preparation of the revisions and additions for Nuclear Production. Technical procedure writers will be used for the tasks, as appropriate. Also, this part will conduct any training sessions required as a result of the changed procedures. Part 3 will be the preparation of the revisions and additions for the Nuclear Engineering Division.

POST-IMPLEMENTATION ACTION:

Project will be monitored by the Master Planning & Scheduling with a post-implementation audit performed to review compliance.

PROJECT: UPGRADE NUCLEAR POLICIES AND PROCEDURES SUB-PROJECT: IV.6; Review and Revise Exclusion List and Related Procedures SUB-PROJECT MANAGER: Mike Ferris, Quality Assurance NUS

REFERENCE:

8.5 SCHEDULED COMPLETION: October 1, 1985 DESCRIPTION:

This sub project will revise the existing Exclusion List based upon the results of a consultant's report and management's evaluation of modifications to the present list specific areas of study will be:

• The existing Exclusion List will be reviewed and items which require further study will be identified.

• The consultant's recommendations on procurement will be reviewed and the Administrative Procedures controlling that process will be revised if necessary. Any findings resulting from the review of the Exclusion List will be incorporated into the management of materials at Fort St. Vrain.

POST-IMPLEMENTATION ACTION:

Post-implementation audit will be performed to review for conformance to policy and procedure.

~27-PROJECT: IMPROVE MANAGEMENT AND NUCLEAR ORGANIZATION PERSONNEL TRAINING

) SUB-PROJECT: V.1; Conduct Management Skills

Upgrade Programs Part 1 - Initial Definition  !

Part 2 - Implementation i SUB-PROJECT MANAGER: Paul Thomsen, Human Resources NUS

REFERENCE:

A.3 SCHEDULED COMPLETION: Part 1 -- August 2, 1985 i Part 2 -- January 3,1986 DESCRIPTION:

The overall objective of this sub project will be to train supervisory, middle management and executive level management so that they will have the management skills needed to perform the functions of their current positions and to develop the additional management skills needed to perform the duties of future Company assignments.

This is a major sub project that is divided into two parts. The first part will be to define the Management Skills Program in terms .

of the following tasks:

a) Identify the scope of the Management Skills Program b) Prepare a policy statement

c) Identify the individuals that will participate in the program d) Assess the strengths and weaknesses of the individuals participating in the program e) Identify the available training courses needed for the program i

j f) Design individual training programs for each participant.

l The second part of this sub project will be to train the participants '

i utilizing the individaal training program identified in Part 1 of

this sub project.

POST-IMPLEMENTATION ACTION:

Results of programs must be determined in a Post-Implementation i Audit. In addition, the corporate Human Resources Division will monitor compliance with the training program.

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PROJECT: IMPROVE MANAGEMENT AND NUCLEAR ORGANIZATION TRAINING SUB-PROJECT: V.2; Review Memberships in Industry Organizations SUB-PROJECT MANAGER: Larry Brey, Nuclear Licensing & Fuel NUS

REFERENCE:

A.10 SCHEDULED COMPLETION: June 28, 1985 DESCRIPTION:

The overall objective of this sub project is to assemble a list of the industry groups in which the Company maintains memberships and the professional societies in which the Nuclear management and professional staff maintain memberships. Management will then evaluate current areas of participation in such activities for the purpose of improving personnel awareness of events external to PSC.

The first part of this objective is in progress; a partial list of the industry groups in which the Company maintains corporate memberships, and a partial list of the professional societies in which Nuclear management and professional staff maintain individual memberships and a list of PSC attendance at recent conferences and seminars has been assembled.

The above lists will be finalized and management will assess current areas for participation and the amount of involvement in each.

POST-IMPLEMENTATION ACTION:

A post-implementation evaluation will be required to determine if the level of effort and quality of participation is sufficient.

PROJECT: IMPROVE MANAGEMENT AND NUCLEAR ORGANIZATION TRAINING SUB-PROJECT: V.3; Enhance 10CFR50.59 Training Part 1 - Conduct Training Part 2 - Update Text Database SUB-PROJECT MANAGER: Mike Holmes, Nuclear Licensing and Fuels NUS

REFERENCE:

B.7

) '

SCHEDULED COMPLETION: Part 1 -- August 2, 1985 Part 2 -- December 31, 1986 DESCRIPTION:

Part I will develop an enhanced training program for licensing i

personnel who perform 10CFR50.59 safety evaluations on a proposed change to the Fort St. Vrain facility. The purpose of this enhanced training for licensing personnel will be to ensure that they fully

understand the 10CFR50.59 regulation, the NRC position on 10CFR50.59 safety evaluations as expressed in IE Circular No. 80-18 dated August 22, 1980, and Administrative Procedure APM Q-3 which 1 implements this regulation. The training will also insure that personnel are knowledgeable of the resources available for 1 researching topics in the licensing data base.

Key Fort St. Vrain licensing basis documents such as the Technical

Specifications, the Final Safety Analysis Report (FSAR) and most of

! the correspondence between PSC and the NRC have been entered into a l computerized data base. The remaining correspondence between PSC and i

the NRC will be entered into the data base so that licensing personnel performing safety evaluations will have access to this

data. Part 2 of this sub project will entail the above tasks.

l POST-IMPLEMENTATION ACTION:

A post-implementation audit will be performed to review status of compliance.

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PROJECT: IMPROVE MANAGEMENT AND NUCLEAR ORGANIZATION PERSONNEL TRAINING SUB-PROJECT: V.4; Improve Quality Assurance Division Training l Part 1 - Initial Definition Part 2 - Implementation l SUB-PROJECT MANAGER: Lee Singleton, Quality Assurance i

NUS

REFERENCE:

D.1, D.2, and D.4 SCHEDULED COMPLETION: Part 1, May 31, 1985 l

Part 2, August 2, 1985 (Target) i DESCRIPTION:

This sub project will provide a divisional training program which will provide the employee with the basic knowledge required to perform assigned tasks within the procedural system and increase overall employee proficiency. The sub project has two parts. The first, Initial Definition, will establish the training scope of each of the following action items:

1) Review available INPO guidance on Technical Accreditation Program. .

2) Establish Technical Training needs. Determine if outside assistance is required.

3) Review general employee training, orientation programs, and procedural training.

4) Define Scope of Overall program (Technical and General Employee

, Training).

1

! 5) Define manpower needs.

6) Develop overall plan and implementation schedule, j Part 2, Implementation, will complete the tasks defined in Part 1.

POST-IMPLEMENTATION ACTION:

l A post-implementation audit will provide a review for additional enhancements to be made to the program.

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PROJECT: IMPROVE MANAGEMENT AND NUCLEAR ORGANIZATION PERSONNEL TRAINING SUB-PROJECT: V.5; Improve Nuclear Engineering Division Training Part 1 - Initial Definition Part 2 - Implementation SUB-PROJECT MANAGER: Don Warembourg, Nuclear Engineering NUS

REFERENCE:

D.1, 0.2, and D.4 SCHEDULED COMPLETION: .Part 1 - November 1, 1985 Part 2 - Determined in Part 1 DESCRIPTION:

This sub project will provide a divisional training program which will provide the employee with the basic knowledge required to perform assigned tasks within the procedural system and increase overall employee proficiency. The sub project has two parts. The first,- Initial Definition, will establish the training scope of each of the following action items:

1) Review available INP0 guidance on Technical Accreditation Program.

2) Establish Technical Training needs. Determine if outside assistance is required.

3) Review general employee training, orientation programs, and

procedural training.

j 4) Define Scope of Overall program (Technical and General Employee

Training).

5) Define manpower needs.

6) Develop overall plan and implementation schedule.

Part 2, Implementation, will complete the tasks defined in Part 1.

POST-IMPLEMENTATION ACTION:

A post-implementation audit will provide a review for additional enhancements to be made to the program.

PROJECT: IMPROVE MANAGEMENT AND NUCLEAR ORGANIZATION TRAINING SUB-PROJECT: V.6; Improve Licensing and Fuels Division Training Part 1 - Initial Definition Part 2 - Implementation SUB-PROJECT MANAGER: Larry Brey, Licensing and Fuels NUS

REFERENCE:

D.1, 0.2, and D.4

- SCHEDULED COMPLETION: Part 1 -- August 30, 1985 Part 2 -- Determined in Part 1

~

DESCRIPTION:

This sub project will provide a divisional training program which

' will provide the employee with the basic knowledge required to perform assigned tasks within the procedural system and increase overall employee proficiency. The sub project has two parts. The first, Initial Definition, will establish the training scope of each of the following action items:

1) Review . available INP0 guidance on Technical Accreditation, Technical Development Programs for Technical Staff and Managers, and Guidelines for Technical Instructor Training and Qualification.

2) Establish Technical Training needs. Determine if outside assistance is required.

3) Review general employee training, orientation programs and procedural training.

4) Define Scope of Overall program (Technical and General Employee 1 raining).

5) Dafine manpower needs.

6) Develop overall plan and implementation schedule.

Part two, Implementation, will complete the tasks defined in Part 1.

POST-IMPLEMENTATION ACTION:

A post-implementation audit will provide a review for additional enhancements to be made to the program.

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PROJECT: IMPROVE MANAGEMENT AND NUCLEAR ORGANIZATION PERSONNEL TRAINING SUB-PROJECT: V.7; Develop Nuclear Production Division Training for INPO Accreditation Part 1 - Operator Accreditation Training Part 2 - Non-Operator Accreditation Training SUB-PROJECT MANAGER: Ted Borst, Nuclear Production NUS

REFERENCE:

0.1, D.2, 0.3, and D.4 SCHEDULED COMPLETION: Part 1 -- January 3, 1985 Part 2 -- December 1986 DESCRIPTION:

-The overall objective of this sub project will be to develop initial and continuing training programs for Nuclear Production Division personnel which meet the INPO accreditation criteria.

The work to identi fy the positions which will receive INP0 accreditation has been completed. These positions include:

- Non-Licensed Operator

- Licensed Operator

- Senior Reactor Operator and Shift Supervisor

- Radiological Protection Technician

- Chemistry Technician

- Instrument Technician

- Mechanical Maintenance Personnel

- Electrical Maintenance Personnel

- Technical Advisor

- Technical Staff and Managers A study has been completed to determine the manpower required to achieve and maintain - INP0 accreditation of the various training programs. As a result of this study, additional manpower has been '

requested and is currently being reviewed by corporate management.

This is a major sub project that has been' divided into two sub parts and prioritized.

The first part (and highest priority) will be to develop and' implement the initial and continuing training programs for the three operator positions.

The second part will be to develop and implement the initial and continuing training programs for the remaining non-operator positions.

I Training procedures will be developed and implemented which l incorporate the Training System Development methodology for designing the various training programs. Specific procedures will identify the i entry level qualification and training requirements for all positions.

Various training material from throughout the industry will be evaluated for use at Fort St. Vrain. The use of the applicable material will reduce the total development time.

POST-IMPLEMENTATION ACTION:

A self evaluation report will be written which compares the developed training programs to INP0 criteria for accreditation. This report will identify weak areas in the training programs that will be analyzed and improved.

Self Evaluation Reports will be completed bi-annually to verify continued conformance with INPO criteria.

_ . ~

~ PROJECT: IMPROVE MANAGEMENT AND NUCLEAR

! ORGANIZATION PERSONNEL TRAINING SUB-PROJECT: V.8; Consolidate Site Training SUB-PROJECT MANAGER: Ted Borst, Nuclear Production NUS

REFERENCE:

D.5 SCHEDULED COMPLETION: June 28, 1985 DESCRIPTION:

This sub project will insure that all Nuclear Production Division training responsibilities (with the exception of management development training) will be consolidated under the Training unit at Fort St. Vrain. From an organizational standpoint, this has been accomplished as the Support Services Manager now has the responsibility for all training programs. Administratively, Administrative Procedures G-7, FSV Project Personnel Training and Qualification Program, and the Training Program Administration Manual will be revised to reflect the consolidation of training responsibilities.

POST-IMPLEMENTATION ACTION:

l All Fort St. Vrain procedures are reviewed annually to insure that they conform with current policies and practices.

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PROJECT: IMPROVE MANAGEMENT AND NUCLEAR ORGANIZATION PERSONNEL TRAINING SUB-PROJECT: V.9; Retrain Licensed Personnel SUB-PROJECT MANAGER: Ted Borst, Nuclear Production NUS

REFERENCE:

D.6 SCHEDULED COMPLETION: Part 1 - January 3, 1986 Part 2 - September 30, 1986 DESCRIPTION:

The Licensed Operator Retraining program in its current form is adequate. Numerous audits by the NRC and others and the successful completion of requalification tests by Fort St. Vrain operators have demonstrated the adequacy of the existing program.

The overall objective of this sub project will be to improve the retraining program for licensed personnel and ensure that it meets the -requirements of 10CFR55 and also meets the INPO criteria for accreditation. This sub project will be divided into two parts. The first will be development of the retraining program. This will consist of the following tasks:

1. Finalize the understanding of the requirements in 10CFR55 to make sure all required areas are covered.

2. Finalize the understanding of INP0 accreditation criteria for licensed operator training.

3. Utilize the Training System Development methodology to accomplish this sub project.

Additionally, a training evaluation survey will be developed which will provide feedback on the adequacy of the requalification program.

A training development request form will be developed to provide the means for any operator to request specific training.

The auditors identified team training, as identified in proposed 10CFR55.45, as a necessary part of the retraining program. Job and task analysis will identify the tasks that -require team training. A program will be developed to train the operators on these tasks, which will be consistent with the applicable regulatory requirements.

The second part will be the implementation of this training program.

Lesson plans and evaluation methods developed in Part 1 of this sub-project will be implemented during 1986.

POST-IMPLEMENTATION ACTION:

In accordance with the INPO criteria, feedback on the requalification program will be used to update and strengthen the training programs on an ongoing basis.

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PROJECT: PLANT CONDUCT OF OPERATIONS SUB-PROJECT: VI.1; Formalize Plant Tour and Reporting Procedures SUB-PROJECT MANAGER: Jack Gahm, Nuclear Production NUS

REFERENCE:

A.8 SCHEDULED COMPLETION: June 28, 1985 DESCRIPTION:

This sub project is designed to enhance the existing FSV Plant Tour program. Thus far, we have identified the key components of a general housekeeping program (personnel safety hazards, tool storage, etc.) that would be inspected during the plant tours. The next phase involves the development of a formal definition of who will conduct plant tours, the frequency of tours, and the documentation required as a result of these tours, such as a Station Service Request, etc.

Documentation of tour results within specified time frames will insure that items identified are corrected in a timely manner.

POST-IMPLEMENTATION ACTION:

Continuous- monitoring of the Plant Tour procedures and the documentation process will occur to insure the maximum benefits are derived from this program and it responds to the needs of the Fort St. Vrain facility, f '

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l PROJECT: PLANT CONDUCT OF OPERATIONS SUB-PROJECT: VI.2; Revise Conduct of Operations  !

SUB-PROJECT MANAGER: Chuck Fuller, Nuclear Production NUS

REFERENCE:

None SCHEDULED COMPLETION: October 4, 1985 DESCRIPTION:

This sub project will revise and rewrite Administrative Procedure P-1 to eliminate the present situation of inadequate definition of the conduct of operations and responsibilities. This will require a review of industry procedures, a definition of all operational expectations, the revision of the APM P-1, and the development of a Station Manager Administrative Procedure (SMAP) to support the APM P-1.

POST-IMPLEMENTATION ACTION:

A continuous monitoring of the revised APM P-1 and the associated Station Manager Administrative Procedure (SMAP) will occur.

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PROJECT: PLANT CONDUCT OF OPERATIONS SUB-PROJECT: VI.3; Document Supervisor Responsibilities SUB-PROJECT MANAGER: Chuck Fuller, Nuclear Production NUS

REFERENCE:

None SCHEDULED COMPLETION: June 28, 1985 DESCRIPTION:

This sub project will formally def'ine the expectations and the responsibilities of the Nuclear Production supervisors at the Fort St. Vrain facility. This will involve the input of top management and each supervisor. A Station Manager Administrative Procedure (SMAP) will be developed to reflect the desired expectations and responsibilities of each supervisor.

POST-IMPLEMENTATION ACTION:

Continuous monitoring by management will occur to insure that supervisory level of operational conduct reflects current expectations.

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PROJECT: PLANT CONDUCT OF OPERATIONS SUB-PROJECT: VI.4; Implement Plant Signage Program SUB-PROJECT MANAGER: Chuck Fuller, Nuclear Production NUS

REFERENCE:

None SCHEDULED COMPLETION: January 3,1986 DESCRIPTION:

This sub project will develop a formal program for the control and administration of the posting of all in plant operator aids, fixed instructions, labels, and signs. The project goal is to insure that all posted material conforms to standard requirements including design, content,' and location as specified in the Station Manager Administrative Procedures (SMAP). This will require the development and implementation .of a new SHAP that will provide the FSV facility with an upgraded image and assurance that all required signage effectively communicates the desired information.

POST-IMPLEMENTATION ACTION:

Continuous monitoring of the signage program will be maintained to insure the effectiveness of the procedures defined in the SMAP.

d. 4 PROJECT: PLANT CONDUCT OF OPERATION SUB-PROJECT: VI.5; Complete Facilities Planning Study SUB-PROJECT MANAGER: Frank Novachek, Nuclear Production NUS

REFERENCE:

None SCHEDULED COMPLETION: August 30, 1985 DESCRIPTION:

Facilities Planning is currently researching near and long term facility and space requirements for the Fort St. Vrain site. The initial research period consists of individual written supervisor surveys, analysis of existing facilities, and interviewing cognizant supervisory personnel from the various Divisions. Research also includes work force projections, necessary adjacencies, and the possible relocation of the Nuclear Engineering and Nuclear Fuels and Licensing Divisions (evaluated in Sub project I.6).

The research phase will be completed by the end of June, and the recommendations will be included in the 1986 Operating Plan. The final report is anticipated to be completed by the end of August.

Areas presently identified for priority improvement include the Shift Supervisor's Office, the Health Physics Office area, and the Results I&C area.

POST-IMPLEMENTATION ACTION:

Continuous monitoring of the facilities planning will continue, and modifications will be instituted as they are required and incorporated into the facilities section of the annual operating plans.

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-PROJECT: PLANT CONDUCT OF OPERATIONS SUB-PROJECT: VI.6; Improve Parts Management System Part 1 - Initial Assessment Part 2 - Implementation SUB-PROJECT MANAGER: Don Warembourg, Nuclear Engineering NUS

REFERENCE:

None SCHEDULED COMPLETION: Part 1 - September 27, 1985 Part 2 - Determined in Part 1 DESCRIPTION:

The objective of this sub project will be to assess the Parts Management System for Fort St. Vrain with the objective of making improvements in the control of safety related parts.

This sub project will consist of two parts. Part 1 is an assessment of the adequacy and scope of our current procurement system. This work is being done by a consultant and is a necessary prerequisite to Part 2. Based on the final criteria established for procurement in terms - of safety related aspects versus other classifications that might be established, Part 2 of this sub project will implement improvements to the Parts Management System. The necessary procedures will be prepared to document the improvement.

POST-IMPLEMENTATION ACTION:

An audit will be performed following completion to determine the degree of saccess of the improvements.

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m,e9 .c o PROJECT: PLANT CONDUCT OF OPERATIONS SUB-PROJECT: VI.7; Establish Component Shelf-Life Program Part 1 - Complete Aging Study Part 2 - Install Component Shelf-Life Program SUB-PROJECT MANAGER: Jack Reesy, Nuclear Engineering NUS

REFERENCE:

None SCHEDULED COMPLETION: Part 1 - November 29, 1985 Part 2 - March 31, 1986 DESCRIPTION:

This sub project will establish a study to review and document the need for a component shelf-life program at Fort St. Vrain. The project will be done in two parts:

In Part 1, PSC has a contractor reviewing aging requirements for safety-related equipment as aging is described in 10CFR50.49. This review consists of identification of components and comparison of those components to a previously established data base (developed by the contractor). Components not within the data base will require evaluation on a case-by-case basis. The information gained from this study will serve as a significant part of the data base in establishing a shelf-life program.

In Part 2, the data base from Part 1 will be evaluated and expanded as necessary to develop an overall component shelf-life program.

POST-IMPLEMENTATION ACTION:

A_ post-implementation review will be completed to evaluate the results of the aging study and a shelf-life program.

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