ML20141B044

Performance Improvement Plan

ML20141B044
Person / Time
Site:	Waterford
Issue date:	05/08/1997
From:	ENTERGY OPERATIONS, INC.
To:
Shared Package
ML20141B041	List: ML20141B037 ML20141B044
References
PROC-970508, NUDOCS 9705150111
Download: ML20141B044 (30)

Text

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4 Table of Contents Summary 1.

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l Performance improvement Plan 3

Goal #1: Operate Waterford 3 Safely 4.

Strategy A: Achieve excellence in Human Performance 4

Strategy B: Improva safety culture 4

4 Strategy C: Improve teamwork and communications 4

Strategy D: Operate within and improve the understanding j'

of Design and Licensing Bases 5

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Goal #2: Maintain Equipment in Top Notch Working Order 6

Strategy A: Develop an effective work control process 6

l Strategy B: Improve quality of work and testing 6

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r Goal #3: We Should Find Our Own Problems 7

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Strategy A: Conduct thorough and comprehensive Root Cause i

Analyses 7

Strategy B: Continue to aggressively identify plant problems 7

Strategy C: Measure critical parameters to aggressively identify equipment problem areas 7

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Strategy D: Upgrade the effectiveness of audit and assessment l

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programs 7

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Goal #4: Expeditiously Fix Problems Once 8

i Strategy A: Improve Engineering Process, including station change processes 8

Strategy B: Resolve long-standing issues 8

Goal #5: Recognize Employee Efforts

[ Business Plan Only)

Goal #6: Encourage and Develop All Employees

[ Business Plan Only]

i Goal #7: Run Effective, Short Outages

[ Business Plan Only) t Goal #8: Spend Our Resources Wisely

[ Business Plan Only]

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e 9705150111'970508 TI I

PDR ADOCK 050003821 PDR gj P

Table of Contents (continued)

Goal #9: Procedures Are to Be Simple, Clear, Correct and Followed 10 Strategy A: Improve procedure compliance 10 Strategy B: Improve procedure process and upgrade procedures 10 Goal #10: Make Waterford 3 the Cleanest Station in the Country 11 Strategy A: Improve housekeeping, material condition, and site appearance 11 Performance Indicators 12 Appendix A: Timeline ii

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Summary The Business Plan reflects an understanding of the issues and problems confronting Waterford 3. We recognize that Waterford 3 had experienced a loss of regulatory focus, and that we must regain the confHence of the NRC. In addition, over time, Waterford 3 had developed an insular attitude and had become isolated from the rest of Entergy as well as the nuclear industry as a whole. As a result, there was a failure to seek out and adopt appropriate good 1

practices, which were proven valuable elsewhere. ' This was unacceptable and does not reflect the current expectations of Entergy or of Waterford 3 management.

Waterford 3 is committed to fostering an environment which supports continuous improvement of our performance, and the implementation of this Business Plan.

. Integral to this environment, Waterford 3 managers fully support the identification, correction and prevention of the occurrence or recurrence of adverse conditions l

to safety. Furthermore, improvements to the plant are vigorously pursued.

Our commitment to improving the station's performance extends to a healthy self-3 critical and questioning attitude. The Waterford 3 staff holds itself accountable for plant performance. Employees are aware of plant issues and NRC concems, and teamwork with management continues to improve in identifying and resolving issues.

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Success will be measured by the actual results achieved and not by the number j

of activities completed. During the implementation of performance improvements, a formal assessment of our progress will be conducted and reviewed by other Entergy Operations managers to provide an objective opinion of whether or not Waterford 3 is achieving the Plan's objectives. Periodic meetings will be held to review Waterford's progress and remove barriers to successful Plan implementation. A Coordinator, assigned to the Business Plan, will oversee the process, monitor the results, and report observations, progress and results to the Site Management Team.

We are determined to move to a state of excellence. Waterford's primary goalis

- to achieve Bestin Class performance; employees are committed to initiatives and programs that will help Waterford 3 achieve this end result. We have defined our standards for meeting Best in C.'ess performance by (1) incorporating Entergy's goals and performance indicators into Waterford's; (2) fully incorporating the Timeless Principles into the perforrnance of daily work activities as well as li i

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. persona nteract ons; an, (3) ocusing on the basic building blocks for achieving excellence in nuclear operations based on the True North Goals.

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We have identified specific strategies and associated actions, which taken together, will result in marked improvement and resolution of the performance problems we have identified. Resolution will take time, but needs to be expedited as much as possible without sacrificing quality and safety.

To date, there has been meaningful improvement in the overall situation and environment at Water #ord 3. Timeless Principles and True North Goals are being internalized across the Waterford 3 organization. Results of this process are starting to emerge; behavior is changing.

Examples of specific, tangible results include:

Enhancement of the Employee Concerns Program.

Promotion of a healthy problem identification culture.

Improvement of Operations ownership of the piant.

Resolution of known equipment deficiencies during the current refueling outage.

Self-Assessments t

Improvement of Industrial Safety and ALARA Programs.

]

Development of Phase'1 of the Engineering Request (ER) Process, which consolidates the method for requesting Engineering support.

Improvement in the quality of information provided by Engineering to the Control Room.

The Procedure initiative, using a Quality Action Team.

)

Most importantly, following recommer.dations from Corporate reviews and 1996 Focus Plan results, Waterford 3 began to enhance its Final Safety Analysis Report (FSAR) and Design Bases. Major programs are being planned for the FSAR and Design Basis Documents including a focus on retrieval, confirming assumptions, eliminating inconsistencies, preserving margin and recapturing original design margin. In addition, the improved Technical Specification and Inservice Testing Programs (IST) are in progress, and preliminary work is complete on improving the " Reload Ground Rules" document.

. Though these and other examples are indicative of real progress, we are not satisfied. Much more needs to be accomplished to meet the NRC's, Entergy's, and Waterford's expectations. This message is being communicated and reinforced throughout the plant site.

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Actions This section of the Waterford 3 Performance Improvement Plan identifies actions which were determined to be significant from a regulatory viewpoint. Strategies were developed to clearly reflect the steps necessary to' demonstrate achievement cf the True North Goals. Actions were then organized under the relevant strategies.

Additionally, the Performance improvement Plan identifies a sponsor for each strategy. This individual is responsible for ensuring that completion of the actions

- tied to that strategy accomplishes the intended results. Although the individuals are not identified here, each action is also assigned to an accountable individual in the Waterford 3 Business Plan.

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E WATERFORD 3 PERFORMANCE IMPROVEMENT PLAN as7 7*n a True North Goal:

1. Operate Waterford 3 Safely Action Due Date Strategy: A Achieve excellence in human performance Sponsor: T.R. Leonard 1 Strengthen the observation of plant evolutions, work activities and training by managers 3rd Qtr 1997 2 Promote the urt 7f the Waterford 3 Timeless Principles 3rd Qtr 1997 3 Hold quarte:tr ;bman Performance Awareness days 3rd Qtr 1997 4 Train pGnt workers using the INPO Human Performance Program 2nd Qtr 1998 5_ ImpPenent improvements in hands-on practical training 6 increase supervisor presence in the field

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3rd Qtr 1996 4th Qtr 1997 Strategy: B Improve safety culture Sponsor: E.C. Ewing 1 Establish periodic intemal communications of regulatory issues at all hands meetings.

3rd Qtr 1997 2 Establish periodic extemal comnanications of regulatory issues with NRC.

3rd Qtr 1997 3 Reinforce need for questioning attitde and encourage fixing problems 2nd Otr 1997 4 Conduct regulatory sensitivity and knowledge training for selecte.d groups 4th Qtr 1997 5 Respond promptly to employee concems and questions 2nd Qtr 1997 6 Assess corrective action program effectiveness and processes _

3rd Otr 1997 7 Perform safety culture assessment 4th Qtr 1997 Strategy: C Improve teamwork and commuri,atioris Sponsor: E.C. Ewing 1 Conduct team building at Waterford 3 senior management le vel 4th Otr 1997 2 Implement communication imDrovements, both intemal and extemal 4th Qtr 1997 3 Install Emergency Planning communication improvements 4th Otr 1997 4 increase organizational focus on quality and safety 4th Qtr 1997 5 Improve management / grassroots communications interface 4th Otr 1997 4

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c WATERFORD 3 PERFORMANCE IMPROtAMENT PLAN sa w vv m u u True North Goal:

1. Opuais Waterford3 Safely Acuon o m nei.

Strategy: D _ Operate within and improve the understanding of the Design and Licensing bases Sponsor: A.J. Wrape 1 Conduct training on design and licensino basis for Operations, Maintenance, Licensing, and Engineerino personnel 3rd Qtr 1998 2 Perform an eftediver'ess assessment of the revised 10CFR50.59 Safety Evaluation process 4th Qtr 1997 3_ Submit a full cr.nversoon to the new Combustion Engineerina Standard Technical Specifications (NUREG-1432) 2nd Qtr 1998 4 Review selected sections of the USFSAR for accuracy and completeness 4th Qtr 1998 5 Complete discovery phase of the Desen Bases Review Program for the risk significant mechanical systems 1st Otr 1998 6 Complete discovery phase of the Desen Bases Review Program for the balance of the selected mechanical systems 1st Qtr 1999 7 Complete the upgrade of mechanical calculations identified as unsatisfactory in the discovery phase of the Desian Bases Review Program 4th Qtr1999 8 Develop Safety System Fundional Inspection Assessment Plan 3rd Otr 1997

.9 Upgrade design and testing bases for selected areas 3rd Qtr 1998 e

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l WATERFORD 3 PERFORMANCE IMPROVEMENT PLAN --

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True North Goal:'

2. Aiaintain Equipmentin Top Notch Working Order us n one one. --

Strategy: A Develop an effective work control process i

Spocor: D.L Shipman

-1 Establish Work Week Managers 3rd Qtr 1997

~ 2 ' Implement 12 week rolling schedule process 3rd Qtr 1997 3 Improve pre-lob briefinos 3rd Qtr 1997 4 Implement Preventive Mamtenance Program improvements to ensure alignment with 12 week work schedule 2nd Qtr 1998 Strategy: B. Improve quality.of work and testing Sponsor: R.G. Azzarello 1 Complete planned activities in the IST program. Submit updated plan for second ten year interval. Resolve emergent defoencies 4th Qtr 1997 I

expeditiously 2 Perform self assessment of maintenance work quality and implement improvements 3rd Qtr 1998 3 Perform assessment of the Motor Operated Valve Program and implement imorovements -

1st Qtr 1998 4 Perform assessment of the Air Operated Valve Program and implement improvements 1st Qtr 1998 5 Perform assessment of the Check Valve Program and implement improvements ist Qtr 1998 6 ' Assess predictive maintenance and implement recommendations 3rd Qtr 1998 6

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WATERFORD 3 PERFORMANCE IMPROVEMENT PLAN mrvrm7m True North Goal:

3. We Should Find Our Own Problems Aeson oue one.

Strategy: A. Conduct thorough and comprehensive Root Cause Analyses Sponsor: EC. Ewing 1 Assess the Root Cause Analysis process and implement chanQes as necessary to improve the process 1st Qtr 1996

~ Strategy: B Continue to aggressively identify plant problems Sponsor: C.C. Ewing 1 Assess the Condition Report process, implement changes and train personnel to improve process effediveness 4th Qtr 1997 2 Assess the process for identification of adverse trends 1st Otr 1998 Strategy: C Measure critical parameters to aggressively identify equipment problem areas Sponsor: D.W. WW 1 Establish roles, resports bilities and accountabilities for evaluans;g equipment treno information and forwarding the results to IHEA for 4th Otr 1997 -

inclusion into the Global Tmnd System Strategy: D Upgrade the effectiveness of audit and assessment programs Sponsor: F.J. Drummond 1 Redefine and reinforce management expectations for the performance of the Quality Assurance organization 3rd Qtr 1997

. 2 Conduct an assessment of the Quality Assurance organization. Evaluate its effectiveness, including an evaluation of technical expertise and 4th Qtr 1997 capabilities. Implement the assessment recommendations.

3 Develop guidelines and implement a sitewide assessment oversight process 3rd Qtr 1997 4 An independent corporate assessment team, led by the Chief Operating Officer, will conduct an assessment to evaluate plant performance a 3rd Qtr 1997 well as to evaluate the effectiveness of Waterford 3 and Corporate assessments l

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-WATERFORD 3 PERFORMANCE IMPROVEMENT PLAN sm twa m True North Goal:

4. Expeditiously Fix Problems Once Actum oue oat.

Strategy: A. Improve engineering process, incitxiing station change processes Sponsor: AJ. Wrape / D.W. Vinci 1 Implement a site-wide Engineenna Request Process 4th Otr 1997 2 ' Conduct a self assessment of the Waterford 3 Operating Experiences Evaluation process to address efficent processing of industry 4th Qtr 1997 Cxpenence and interface with other processes 3 Improve project management and prioritization processes 4th Otr 1997 Strategy: B Resolve long-standing issues Sponsor: AJ. Wrape / D.W. Vinci 1 Establish tarDets and reduce bacidoo to manageable levels 1st Qtr 1998 2 Develop a Top Ten Equipment Problem List 3rd Qtr 1997 3 Implement Technical Specification chance to resolve Condensate Storaoe Pool vortexing issue 2nd Qtr 1997 4 Implement Technical Specification change for Reactor Coolant System boron concentration lower limit 2nd Qtr 1997 5 Implement Technical Specification change for use of Wet Coolino Tower basins for Emergency Feedwater 2nd Qtr 1997 6 Implement Technical Specification change for Containment Fan Coolers 2nd Qtr 1997 7 Implement Technical Spt.cification change for trisodium phosphate surveillance 2nd Qtr1997 8 Implement Technical Specification chance for Containment Vacuum Relief penetrations 2nd Otr 1997 9 Implement Technical Specification chdnge for Cycle Independent Shape Annealing Matrix (CISAM)/ Core Protection Calculator (CPC) power 2nd Qtr 1997 calibration

' 10 Implement Technical Specification change for Low Pressure Safety injection venting surveillance 2nd Qtr 1997 11 Implement modification to eliminate need for-4' elevation, Reactor Auxiliary Building entry to close Component Cooling Water containment 2nd Qtr1997 isolation valves 12 Implement modification to resolve Auxiliary Component Cooling Water system deficiencies 2nd Qtr 1997 13 Replace Emeroency Diesel Generator synchronization switch 2nd Qtr 1997 14 Replace failed channels of Valve and Loose Parts Monitorino System 2nd Qtr 1997 15 Replace fasteners for targeted motor operated valves 2n.1 Qtr 1997 16 Install additional vents on Low Pressure Safety injection /High Pressure Safety injection containment penetration high points 2nd Qtr1997 17 Implement modification to resolve Containment Vacuum Relief instrument line boundary 2nd Qtr 1997 8

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WATERFORD 3 PERFORMANCE IMPROVEMENT PLAN sam mum True North Goal:

4. Expeditiously Fix Problems Once Action oue Date 18 Implement modification to install additional Safety injection Sump Trisodium Phosphate baskets 2nd Qtr1997 19 Reposition High Pressure Safety injection onfice 2nd Qtr 1997 20 Implement modification to relocate Refueling Water Storace Pool level instrument vents 2nd Qtr 1997

+21 Adjust blowdown rino settinos for remaining Crosby relief valves 2nd Qtr 1997 22 Implement modification to add additional steam traps and drains on Emeroency Feedwater System 2nd Qtr 1997 23 Implement modification to slow stroke time for selected Component Cooling Water valves 2nd Qtr1997 24 Implement modification to enhance monitoring of 6.9kv bus transfer circuitry 2nd Qtr 1997 25 Test remote safe shutdown panel (LCP-43) 2nd Qtr 1997 26 Test Wet Cooling Tower Basin Crosmnnect line 2nd Otr 1997 27 Ensure that requirements of GL 96-01 are implemented 2nd Qtr 1997 28 Perform testina of tarDeted valves to confirm the adequacy of accumulators 2nd Otr 1997 29 Resolve Reactor Coolant Pump fill oil line issues related to 10CFR50 Appendix R 2nd Qtr 1997 30 Resolve Post Acculent Sampling compliance issues 2nd Qtr 1997 31 Resolve Ultimate Heat Sink desion basis issues 2nd Qtr 1997 32 Implement modification to resolve Reac:or Coolant System RTD cable grounding problems & hot leg RTD seal environmental qualifk:ation lif 4th Qtr 1998 issues 33 Implement modification to reduce Wet Coolina Tower overspray 4th Otr 1998 34 Implement modification to resolve the fuel oil storage capacity issue for the Emergency Diesel Generators 4th Qtr 1998 35 Implement modification to change the valve operator / power supply on MS-407 (Emergency Feedwater steam line emergency drain valve) to 4th Qtr 1998 Direct Current

- 36 Implement modification to provide backup cooling water supply to the Primary Sampling System 3rd Qtr 1998

~ 37 Implement modification to provide backup cooling water supply to the Secondary Sampling System 3rd Qtr 1998 38 Implement modification to enhance security lightina 3rd Qtr 1998 39 Implement modification to add remote manual operating capability for containment isolation valve CVC-209 4th Qtr 1998 40 Implement modification to provide Emergency Feedwater Heat Trace Reliability improvements 2nd Qtr1997 41 Implement modification to replace Broad Range Toxic Gas Monitor 3rd Qtr 1998 42 Implement modification to provide Component Cooling Water design pressure re-rate 3rd Qtr 1998 9

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WATERFORD 3 PERFORMANCE IMPROVEMENT PLAN

- sew rs:nne

' True North Goal:

9. Procedures Are to be Simple, Clear, Correct and Followed

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Action

. Due Date

' Strategy: A'. Improve procedure compliance Sponsor: C.M. Dugger 1 Complete Root Cause Analysis on procedure compliance and identify corrective actions 4th Otr 1997 :

Strategy: B.

Improve procedure process and upgrade procedures Sponsor: T.G. Murphy 1 Revise procedure W4.101, " Operability! Qualification Confirmation Process" to improve the guidance on timing for evaluations, the role of '

' 4th Otr 1997 engineering supervision, and interaction with shift supervision 2 Implement the Waterford 3 Procedure improvement initiative to streamline and enhance the procedure process 3rd Qtr 1997 J 3 Complete a cornprehensive sitewide assessment of departmental procedure improvement activities and develop a long term continuous 1st Qtr 1998 ~

procedure improvement plan 4 Revise the Emergency Operation Procedures (EOP) to incorporate revised CEN-152 standards 2nd Qtr 1998 1

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M WATERFORD 3 PERFORMANCE IMPROVEMENT PLAN sw steuIn

. True North Goal:

10. Make Waterford 3 the Cleanest Station in the Country Action Due Date Strategy: A. Improve housekeeping, material condition and site appearance Sponsor: R.F. Burski 1 Complete the Site Appearance Plan 4th Qtr 2002

' 2 ' improve access to plant equipment and reduce long term scaffolding 4th Qtr 1998 3 Perform Zone inspections and assign accountability for piant appearance 3rd Otr 1997 v

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Performance Indicators The following Performance Indicators have been assembled for this Plan to clearly quantify and trend characteristics where improvement in Waterford 3.

performance is targeted. We anticipate frequently reviewing these performance indicators as a monitor of our own progress but also, we expect to discuss these same charts at the bimonthly management meetings between the NRC and j

Waterford 3.

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Some of these Performance Indicators were created just for this Performance improvement Plan. The Performance Indicators are expected to remain the j

same, however, as we gain experience and as new data is incorporated, annual target levels may be modified to reflect more realistic targets.

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4 L Industrial Safety Accident Rate i

(Utility & Contract Personnel)

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Industrial Safety Accident Rate (ISAR)- Monitors monthly and Year-to-Date (YTD) accident rate. The YTD ISAR is calculated as follows:

ISAR = (# fatalities + lost time accidents + restricted duties) X 200.000 YTD total man-hours e

Note: This graph also records the number of Occupational Safety &

Health Administration (OSHA) recordable events for each month.

1997 Target for ISAR is s 0.4 13

j Collective Radiation Exposure 1

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Collective Radiation Exposure - Monitors collective radiation exposure in man-rom. Shows dose by month, YTD, and 3-year rolling average.

Note: The Feb/ Mar decline in 3-year average relates to RFO6 which began 3/4/94.

1997 Target for cumulative Man-Rem is s 150.

1 14

l Unplanned Automatic Scrams j

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per 7000 Hours Critical j

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e--. v- *e Unplanned Automatic Scram Rate - Monitors the number of unplanned automatic scrams (UAS) (reactor trips). The UAS Rate (Unplanned Automatic Scrams per 7,000 hours0 days <br />0 hours <br />0 weeks <br />0 months <br /> critical or UA7) tracks the median scram (automatic shutdown) rate for 7,000 hours0 days <br />0 hours <br />0 weeks <br />0 months <br /> (approximately one year) of operation.

Note: Manually actuated scrams are not included to avoid discouraging conservative actions. 5/17/96 Scram was due to 'A' MG set voltage regulator i

1997 Target for UAS is s 1 1

15

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<4 Unplanned TS LCO Entries we~

'y Requ..inng Shutdown l

L) jo 5f 9-um Month

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-.-Target < 5/ month

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i Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1997

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Unplanned Technical Specification (TS) Limiting Condition for Operation (LCO) Entries Requiring Shutdown - Monitors the number of times per month the plant entered an unplanned TS LCO requiring a plant shutdown.

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1997 Target for LCO entries per month is < 5 4

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1 jN(p Maintenance Rule-(a)(1) Systems

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t 15 O Meeting or Establishing Recovery Plan a Not Meet:ng Recovery Plan g 10 --

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t Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 1997 S6 systems incluo d in en, recom Maintenance Rufe me te m 4s W Wm CHr Maintenance Rule -(a)(1) Systems - Monitors number of plant systems placed into the (a)(1) category. Systems are placed into this category when their performance is unacceptable with respect to established criteria. A recovery (corrective action) plan is prepared and approved for these systems. Indicator tracks the total (a)(1) systems, as waii as the ones not meeting the recovery plan.

1997,1998 Target for systems not meeting Recovery Plan is 0 17

s b Emergency AC Unavailability f

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Emergency A/C Unavailability - Monitors availability of emergency NC power trains to mitigate off-normal events, thereby encouraging a high state of readiness. Indicator is calculated by dividing the number of trains in the systems times the number of hours the system was required, into the number of hours that a system train was unavailable due to any component, during the observed time period.

1997 Target is s 0.025 4

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Emergency Feedwater(EFW) Unavailability M3 om D

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u,. e. w. r. >,.a -, o w Emergency Feedwater (EFW) Unavailability - Monitors availability of EFW trains to mitigate off-normal events, thereby encouraging a high state of readiness. Indicator is calculated by dividing the number of trains in the system times the number of hours the system was required, into the number of hours that a system train was unavailable due to any component, during the observed time period.

1997 Target is s 0.02 i

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J b High Pressure Safety injection (HPSI)

'I Unavailability qs 0.025 c.020 - -

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High Pressure Safety injection (HPSI) Unavailability - Monitors availability of HPSI trains to mitigate off-normal events, thereby encouraging a high state of readiness. Indicator is calculated by dividing the number of trains in the system times the number of hours the system was required, into the number of hours that any component makesa system train was unavailable due to any component, during the observed time period.

1997 Target is s 0.02 20

$ Condition Report initiation Rate 350 100 T&g's 300-

- 98 250-

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90 oct Nov Dec Jan Feb Mar Apr MayJun Jul Aug sep Oct NovDec 1996 / 1997

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Condition Report (CR) Initiation Rate - Monitors number of CR's initiated each month. CR's are divided into significant and non-significant. Percentage of self-identified CR's is also tracked.

Note: CR's are coded as Self-identified if someone from Entergy or under Entergy direction identified the concern that led to the CR initiation.

Coding of self identification is an evolving process and based on best judgment.

Improvements in this Performance Indicator are expected as we gain experience.

1997 Target for self-identified CR's is > 98%

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4-Total Backlog / Backlog > 90 Days Old

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g fTQ1 i 88lE Controned Maintenance 5

2500 -

man Engineering Requests c3 Condition Reports E 2000 -

as operator work Arounds S

-*- TotalBacklog > 90 0ays Okt f 1500 -

N Goal - decreasing 1000 -

trend until targets established (see

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action J.B.1) 0 Jan Feb Mar Apr May Jun Jul Aug sep oct Nov Dec 1997

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Total Backlog / Backlog > 90 Days Old - Monitors, on a monthly basis, the backlog of four (4) major programs implementing corrective actions.

Number of total backlog items open for a period > 90 days is an indication of the timeliness of corrective action (started in April,1997).

- Controlled Maintenance items include minor maintenance, equipment repair and system outage work orders. Refuel and forced outage items are not included.

- Engineering Requests (ER's) are written requests to Engineering.

Design & Plant Changes (from initiation until PORC approval), PElR's, SPEER's, DN's, Commercial Grade Exceptions, and Vendor Exceptions are included in this backlog.

- Condition Reports (CR's) are considered adverse conditions.

- Operator Work-Arounds are issues considered by Operations staff that present a significant burden or create added work. Only non-refuel items are included.

Note: Since this is a new indicator, historical data is not readily available for verification..The numbers of backlog items prior to April'97 are estimated only. The best available data was used, howevar, the numbers cannot be verified at this time.

l Duplicate items in the backlog count may occur.

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1997 Target is to have a declining trend until targets established (see action 4.B.1) 22

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~c:gtFOpen Adverse Trends

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Open Adverse Trends - Monitors number of Condition Reports (CR's) initiated each month for identified adverse trends, as well as the total number of adverse trend CR's open.

Note: Total open adverse trend CR's were tracked on a quarterly basis prior to March,1997.

1997 Target for open Adverse Trends is < 15 open.

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F Procedure Non-Compliance I

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Procedure Non-Compliance - Monitors the rate of procedure non-compliance. This is the number of Condition Reports (CR's) per month attributed to procedure non-compliance, divided by the total number of site man-hours expended.

1 1997 Target is < 0.4 4

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1

& Number of Areas Up to N Model Room Standards I

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Jan Feb Mar Apr May Jun Jul Aug sep oct Nov oec 1997 211 areas to bc

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completed by 2002

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-=cm, Number of Areas Up to Model Room Standards - Displays total number of areas brought up to Model Room standards.

Note: The Model Room was designed for use as an example of how a room should Icok after upgrade completion.

l 1997 Target is 5 areas 1998 Target (cumulative)is 48 areas 1

6 25

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'8Caffolding Reductions

,Y 40 Goal - No bnt

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tenn sennolds on Nudear Island by is 30 -

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0 Jan Feb Mar Apr May Jun Jtd Aug Sep Oct Nov Dec 1997

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um ww wsiN cw.n.emeemm.c.,,ey Scaffolding Reductions - Displays progress of long-term scaffolding (on the Nuclear Island) reductions.

i 1998 Target (long term scaffolds) is 0 i

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1 APPENDIX A TIMELINE l

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Timeline for Strategy Completion

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01/97 01/98 01/99 01100 l

Actieve Excer.enm in hurqan po. bum l

Improve safety cuhure Irrprove teamwork and corrmuncations Operate wdhin and improve the tm.b halu 9 m/ -

of the Desgn and Limnsng Bases

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Develop an effectve work control pro ss Irnprove quality of work and tesbng Conduct thorough and comprehensive Root Cause Analyses Conhnue to agpvely idertfy plant problems Measure crincel parameters to agresswly idertfy equpment problem areas Upgrade the effecbveness of audit and improve engineering process, ircludwig stabon change processes Resohre lorgatanding issues Improve procedtre compinnoe Improve procedure process and upyade 4th Qtr. 2002 Improve housekeeping, material coruiten and site appearance

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