ML20148G853
| ML20148G853 | |
| Person / Time | |
|---|---|
| Site: | Cooper  |
| Issue date: | 05/09/1997 |
| From: | NEBRASKA PUBLIC POWER DISTRICT |
| To: | |
| Shared Package | |
| ML20148G850 | List: |
| References | |
| PROC-970509, NUDOCS 9706060194 | |
| Download: ML20148G853 (54) | |
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Phase 3 Performance Improvement Plan Closure Report SUBMITTED BY:
Project Manage APPROVED BY:
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Ofe B W o
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Vice Prbsident of Nuclear Energy May 9,1997
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PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP Table of Contents
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1 Executive Summary.
1-1 2
Introduction and Overview.
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3 Goals and Objectives....
3-1 2.1 Top Level Goals
... 3-1 2.2 NPG Vision...
3-2 2.3 Performance issues...
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4 NPG Strategies and Programs.
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4.1 Strategy Overview.
.4-1 4.2 Supporting Strategic Programs
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5 Results Achieved.
5-1 5.1 Overall Results Achieved.
.5-1 5.1.1 Top Level Goal Achievement 5-1 5.1.2 Program Execution and Implementation...
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5.1.3 Significant Observations.
. 5-3 5.2 Strategy Results Achieved..
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5.2.1 Focus on Operations Strategy
.. 5-5 5.2.2 Configuration Management Strategy.....
. 5-9 5.2.3 Resource Allocation and Work Management Strategy..
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5.2.4 Continuous improvement Strategy.....
... 5-14 5.2.5 Management Practices and Systems Strategy..
. 5-17 5.2.6 Skills and Qualifications Strategy.
5-20 5.2.7 External Relations Strategy
.. 5-23 5.2.8 Plant Capacity and Reliability Strategy.
. 5-26 Appendix A - Phase 3 Plan Follow-Up Actions..
A-1 Part 1 - Essential Follow-Up Actions...
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Part 2 - Nonessential Follow-Up Actions.
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l PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP 1
Executive Summary This document is the Nuclear Power Group Phase 3 Performance improvement Plan (Phase 3 Plan) closure report. It documents the achievements of the third stage in the performance improvement planning process initiated in the fall of 1994. The Phase 3 Plan established an overall framework for improving NPG performance, starting with the top level goals, vision and challenges, then translating them to strategies with associated implementing programs.
CNS must support NPPD goals and must achieve a competitive, economically viable position as part of NPPD's generation mix. Achieving and maintaining nuclear industry upper-quartile performance in the areas of safety, generation, and cost is the measure of our competitiveness. The top level quantifiable indicators in these areas are NRC SALP rating, capacity factor, and plant production cost. These parameters provide consistent, industry-wide indicators of performance. The following table provides the results of our efforts to meet top level goals during Phase 3 Plan implementation.
Performance Category 1995 Cycle 17 Cycle 18 Safety / Regulatory Target s 2.5 s 2.0 s 1.25 (average SALP rating)
Actual 2.5 V 2.25 x Generation Target
> 66%
2 80 %
> 85%
(% Capacity Factor)
Actual 61.7 % 2 85.5% (est) v Target s$28 s$21 s$18 Production Cost ($/MWh)
Actual
$28.00 V
$19.95 (est) v The original Phase 3 Plan spanned a period from June 1995 to December 1997. It included 8 strategies,30 programs, and 454 individual activities. As experience was gained during implementation, four revisions were made to the plan. These revisions added 3 programs, deleted 1 program, and increased the scope of activities to 807.
Concurrent with business planning coaducted by the District and Energy Supply, a decision was made to advance the plan closure date to May 1997, to coincide with the commencement of operating Cycle 18 (following Refueling Outage 17). In its original version,96% of all activities were scheduled to be completed by May 1,1997. In its final version, Revision 4,93% of all activities were scheduled to be completed by this date. Upon closure of the Plan,92% of all activities were completed, incorporated into baseload work activities, or evaluated as no longer necessary.
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1 PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP Upon closure of the Phase 3 Plan, a total of 85 activities remained to be performed,24 of which had been incorporated into baseload work activities or were evaluated as no longer necessary. The resulting 61 activities were consolidated into 21 follow-up actions that are being carried into the NPG Business Plan. Additionally, the closure review process identified 16 follow-up actions that were not part of the Phase 3 Plan, but were appropriate to add to the NPG Business Plan. Eight of the 37 follow-up actions are considered to be essential to meeting Phase 3 Plan Strategy or Program objectives (see Appendix A).
NPG Senior Management concludes that the implementation and completion of the Phase 3 Plan strategies and programs have significantly improved CNS performance and established the necessary infrastructure for sustained, continuous improvement.
Significant progress was made on focusing the organization on safe operations. This focus included setting higher standards of organizational performance, conservative, safety focused decision making, and improving the organization's questioning attitude.
Critical processes were assessed and revised to improve quality and efficiency.
In the area of engineering, significant improvements were made. These included the
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reconstitution of various parts of our design basis (e.g., Technical Specification bases, safety accident analysis), process improvements to control configuration, qualification and training of engineers, and effectiveness of the system engineering program. The l
Engineering Division conducted a detailud and broad self assessment during Phase 3 that provided focus for engineering action plans that have been implemented to improve performance. Additional improvements and enhancements are identified and l
progressing for continuous improvement in this area.
In the area of continuous improvement, a healthy culture was established and nurtured.
f Today, this culture permeates the organization. Key elements that are in place include an improved corrective action program, improved operating experience review program, a significantly improved self assessment program and proc.ess, and the increased use of indicators as tool to monitor performance.
Not all targets were reached as effectively as anticipated. For example, although significant improvement was made in identifying problems, effective follow through was not consistently attained. Effective communications with the NRC did not occur until j
late in the plan period, which undoubtedly impacted our SALP results. Finally, although significant improvements were made in the use and adherence of procedures, anticipated results were not totally achieved, necessitating continued management emphasis. These areas, as well as other appropriate actions not completed, are being included in the NPG Business Plan.
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PHASE 3 PLAN CLOSURE REPORT
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NPPD NUCLEAR POWER GROUP The completion of the Performance improvement Plan marks a milestone in Cooper
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Nuclear Station's history. While many challenges remain in raising overall performance to reach the upper quartile in each of the top level goal areas, the foundation necessary to meet these challenges is firmly established. The skill and
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determination of the CNS work force, which has always been the strength of the NPG organization, has now been provided an additional complement of tools that will ensure future success.
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PHASE 3 PLAN CLOSURE REPORT
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NPPD NUCLEAR POWER GROUP 2
Introduction and Overview This document is the Nuclear Power Group Phase 3 Performance improvement Plan (Phase 3 Plan) closure report. It documents the achievements of the third stage in the performance improvement planning process initiated in the fall of 1994. The Phase 1 Performance improvement Plan was directed at the initial actions required to address significant performance issues prior to the startup of the station from the 1994 shutdown. The Phase 2 Plan then followed with a set of short duration, high priority program plans implemented during the first three months following plant startup in early 1995. The Phase 3 Plan refocused improvement efforts from shorter-term issues to address long-term, strategic direction.
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The Phase 3 Plan was a strategy-based plan for achieving significant improvements in L
the NPG's plant and organizational performance. The plan provided clear linkages from NPG challenges and vision to resultant strategies and implementing programs
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The plan served the following purposes:
To establi.sh the strategic direction for the NPG by focusing activities on supporting
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plant operations and the competitiveness of the business.
To serve as a primary source of management direction and focus.
To fully resolve the causes of performance problems.
The Phase 3 Plan established an overall framework for improving NPG performance, starting with the top level goals, vision, and challenges, then translating them to strategies with associated implementing programs. Each program was defined in a comprehensive action plan, including objectives, activities, and schedules. Each strategy had an assigned management sponsor responsible for assuring that the
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strategy was effectively implemented through the program plans. Each program had an assigned program manager responsible for achieving the results specified in the program plan. Resources were linked to each program and were tied to baseline budgets through redirecting existing resources or requests for incremental funding.
The Phase 3 Plan was originally issued with 8 strategies, containing 30 programs, with
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a total of 454 activities. The scheduled completion date was December 1997. As experience in implementing the Plan increased, four revisions were processed. These revisions added 3 new programs, deleted 1 program, and increased the scope of activities to a total of 807.
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PHASE 3 PLAN CLOSURE REPORT
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NPPD NUCLEAR POWER GROUP Plan completion, originally scheduled for December 1997, was brought forward to May 1997. This change in scheduled completion was driven by a decision by the Vice President of Nuclear Energy to transition into the NPG Business Planning process at the beginning of Cycle 18 (following Refueling Outage 17). This date was selected to expedite the NPG Business Plan development to coincide with the Energy Supply and NPPD Business Planning process that began in early 1997. To ensure appropriate focus, it was decided that the Phase 3 Plan needed to come to closure concurrent with
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implementation of the NPG Business Plan.
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l PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP 3
Goals and Objectives
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3.1 Top level Goals
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CNS must support NPPD goals and must achieve a competitive, economically viaole position as a valued part of the NPPD generation mix. Achieving and maintaining nuclear industry upper. quartile performance in the areas of safety, generation, and cost f
is the measure of our competitiveness. The top level quantifiable indicators in these areas are NRC SALP rating, capacity factor, and plant production cost. These parameters provide consistent, industry-wide indicators of performance.
Achieving these goals will put the NPG into its desired relative competitive position.
Cost and operations goals are directly linked to the NPG's business purpose to
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produce power at a competitive cost so that NPPD can attract and retain customers.
Safety and regulatory performance satisfy a mandatory requirement for our business.
7 Achieving this goal is an essential element that allows the pursuit of other business i
goals.
Obvious tension exists among the performance factors - the challenge is that they must be achieved concurrently. However, a number of U.S. nuclear plants have achieved top-quartile performance in all three performance areas. Their experience shows that it is possible to achieve a successful balance among the many interrelated factors that affect performance. At these plants, the various performance factors reinforce each other. A safe plant runs efficiently and reliably, high output and reliability improve
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production-cost performance on a $/MWh basis, and improved regulatory perfcrmance means fewer resources are spent reacting to regulatory issues.
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Accepting less than top-quartile performance is not an option; only solidly performing nuclear plants will be economically competitive in the future. It is also apparent that performance standards and expectations will continue to rise in each area. The NPG
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goals established in conjunction with the Phase 3 Plan were challenging and realistic.
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Performance Category 1995 Cycle 17 Cycle 18 Safety / Regulatory s 2.5 s 2.0 s 1.25
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(average SALP rating)
Generation a 66%
2 80 %
> 85%
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(% Capacity Factor)
O&M plus Fuel Cost ($/MWh) s $28 s $21 s $1'8
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PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP 3.2 Vision l
The NPG's vision describes what the organization is striving to be and how it communicates those qualities to others. The vision implies change, containing both the direction and objectives for that change. The NPG management team developed the NPG vision statement and is committed to acting in accordance with its principles. The vision incorporates attributes that are characteristic of the best performing nuclear plants and the NPG top level goals. As a consequence, NPG's vision and top level goals are linked and consistent.
The NPG vision statement presented in Figure 3-1 describes the key attributes of the NPG organization that were anticipated to be apparent by the end of 1997 (closure of Phase 3 Plan). This vision, by highlighting areas where new or significantly enhanced capabilities or behaviors were required, provided the focus for implementing the strategies contained in the Phase 3 Plan. The NPG organization now reflects these attributes.
3.3 Performance issues Performance issues were derived from evaluations and assessments performed by the NPG and external parties. These evaluations included the NRC Special Evaluation Team findings and the May 27, July 1, and August 2,1994 Confirmatory Action Letters, the Diagnostic Self Assessment Team report, the NPG 1994-1997 Business Plan, Phase 1 and Phase 2 Performance improvement Plans, Integrated Enhancement Program plan, and other self assessments and management initiatives.
The issues raised in these various documents had been previously examined and screened for restart issues for inclusion in the Phase 1 Plan. For purposes of the Phase 2 and Phase 3 Plans, these issues were further evaluated to determine their significance to achievement of the NPG's vision and top level goals. The data provided consistent indications of the areas where performance problems were occurring.
These different views of the performance issue data were considered by the management team to identify and describe the most significant problems and to characterize performance gaps. The term performance gap is used to denote a difference between the desired level of performance in the long term and the current actual performance. Identified in this manner, performance gaps were the basis for developing strategies and assuring a competent linkage to improvement activities.
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PHASE 3 PLAN CLOSURE REPORT
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NPPD NUCLEAR POWER GROUP
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NPG Vision Focus on Safe Operations Customers know their input is valued and Safe operations is the central focus of the they are viewed as partners.
Nuclear Power Group.
Regulators, the public, and our partners Operations sets the agenda for all other have confidence in our ability to operate organizations.
safely. There are no surprises. NPG integrates industry expenence in continuing NPG finds its own problems. Self assessments of its performance.
assessment and a questioning attitude are
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used to recognize improvement opportunities Vigilance toward emerging industry issues as well as problems. Slgnificant problems will be maintained.
are addressed promptly.
Resource Management
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Recurring deficiencies or equipment failures A consistent priority system is used to are not accepted.
allocate financial and human resources to r
Personnel errors are avoided by effective high value activities that support top level
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administrative barriers, clear expectations, goals.
and individual self-discipline in implemen-Work activities are planned and completed tation of these barriers and expectations.
r within budget and on schedule.
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Conservative decision-making is practiced at Long term asset value is realized by all times.
balancing expenditures, operating reliability,
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Management Practices and risk.
Performance standards are established and Outage duration is consistently less than 50 days.
communicated to employees.
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Rewards are aligned with and based on Organizational Effectiveness results.
Communications up, down, and across the
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Accountability is used to focus efforts on organization are timely, clear, and complete.
results.
Each member of the NPG has a consistent All employees accept ownership and understanding of expectations and the
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personal responsibility for work safety, current situation.
quality, and efficiency.
Fully developed management development Decisions have a rational basis and are Programs preserve " bench strength" and consistent with goals.
allow NPG to manage coth routine and
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emergent issues without shortchanging Responsive to either.
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External Environment Roles and responsibilities are clearly defined l
and designed to facilitate teamwork.
I NPG's operation of CNS delivers a Behavior consistent with teamwork,s routine i
competitive product to its customers.
and a constant expectation.
Figure 3-1: NPG Vision
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PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP 4 NPG Strategies and Programs 4.1 Strategy Overview The Phase 3 Plan was a strategy-driven plan for realizing the visiori and achieving top level goals, as well as closing the performance gaps resulting from performance issues.
The strategies provided the overall direction and unifying themes for the programs and specific activities. Strategies also provided the framework to guide management actions as emerging issues developed over the course of plan implementation.
The multiple objectives of the Phase 3 Plan resulted in two different paths that led to strategy development. This process (illustrated in Figure 4-1) provided a convergence that ensured that the strategic significance of a wide variety of problems, issues, and vision attributes were integrated into the performance improvement process.
Issues A
C o LLE CTIV E slG NIFIC A N C E A
Root CAUsEs
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oBJ CTIVEs Y
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PERFORM ANCE 4,,,,,,,,,,,,,,,,,j j
REsULTs Figure 4-1 Strategy Development Process Eight strategies for improving performance were identified to address key performance gaps and realize the vision. The areas addressed by these strategies, identified in Figure 4-2, were comprehensive in terms of improvement focus that was determined appropriate to the continuous improvement efforts.
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PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP Top level NPG Strategies I
Focus on Operations Configuration Management Resource Allocation and Work Management Continuous improvement Management Practices and Systems Skills and Qualifications External Relations Station Capacity and Reliability Figure 4-2: Top level NPG Strategies The cohesiveness of the strategies developed from this process lies in their relation to g
the top level NPG goals in terms of safety, production, and economics and the I
implementation of the elements contained within the NPG Vision Statement and the identified performance gaps.
f 4.2 Supporting Strategic Progiams Within the eight strategies, specific activities required for performance improvement
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were delineated as strategic programs. Each strategy had several associated programs. Each program had its own objectives and action plan, induding a detailed g
schedule, activities, and milestones. Activities were resource loaded and funded by I
redirecting existing resources or requesting incremental funding. The programs resulted in pervasive, systematic changes in NPG's business approach and processes; the programs were not punch lists of action items or one-shot problem fixes.
Program trees are used to illustrate the development of strategic programs for each strategy area. These trees provide r; convenient map to the overall Phase 3 Plan structure provided in Section 5. Fig.are 4-3 presents the eight top level strategies and their associated programs. Figures 5-1 through 5-8 provide expanded trees for each strategy; each tree shows the Phase 3 Plan strategy sponsor, programs, program manager, and program objectives.
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PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP FOCUS ON OPERATIONS - R. Gardner (Figure 5.1)
STRATEGY: Focus efforts on safe operaton by redefining the roles and responsibihties of functons and individua!s. Estabhsh Management Expectations for Operatens uniform work pnonties, set standards for perfoimance (quakty,
- D VanDerKamo timekness, and cost), and restructure programs and processes to Priontizaten of NPG Workload - R Wenzl facilitate completion of work and focus on operational needs. Apply Operations CnticalWork Processes - J Brown safe operating pnnciples in estabhshing work pnonties and in the Organizatonal Focus - K Pounders conduct of operation and a disciphned approach to executon and accountability for operational performance results.
CONFIGURATION MANAGEMENT - J. Pelletier (Figure 52)
STRATEGY: Estabhsh a clear understanding of the rules for Technical Specifications improvement - Q,,,$e,n managing the configuraton of the plant for all operations, Plant Configuration Control and Design Basis maintenance, and change actMties. Assign responsibihty for
- Z Wahab ownership of configuraton programs, define the interface Records Management S Stiers responsibihties, and clanty responsibikty for decision making.
Integrated Planning, Scheduling and Work Control RESOURCE ALLOCATION AND WORK
- p Billesbach MANAGEMENT - J. Dellich (Figure 5 3)
Budgeting and Resource Allocation - M Dixon STRATEGY; Establish resource allocation and work management Ehminaten of Low Value Activities and Processes systems that ensure achievement of NPG top level goals.
- A Sessoms Partnenng - J Lona C_ONTINUOUS IMPROVEMENT - M. Gillan (figure 5 4)
STRATEGY: Continuously improve NPG's performance by Corrective Acton - M Qillan routinely assessing performance, including review of operating Operating Expenence Revew - D Reeves expenence and identifying both improvements and problems.
Assessment - T, Houch Reduce the impact and recurrence of problems, ensuring they are Procedure Use and Adherence - J Scheuerman closed out effectively by follow-up and.
M ANAGEMENT PRACTICES Business and Strategic Planning - J Lona
&ND SYSTEMS - M. Peckham (Figure 5.5)
Setting Management Expectations - E Mace STRATEGY; implement systems and practices that communicate Performance Management - J Lona and link the NPG vision and business objectives to individual Performance Appraisal M White performance expectations and accountability.
Informaton Systems for Management - P. Hvrer SKILLS AND QUALIFICATIONS - A. Shiever (Figure 5 6)
Assessment of Managers, Supervisors, and Key Staff l
STRATEGY; Develop the capabilities and depth of the organization
- M Whitt
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by defining required organizational development attnbutes, Organizational Development / Required Skills J Dut'on evaluating personnel against these attributes, and developing or Successon Planning - J. Lona recruiting individuals accordingly.
Training Program improvement - A Shiever EXTERNAL REl ATIONS - B. Houston (Figure 5.7)
STRATEGY: Estabhsh mechanisms to communicate operational NRC Communicatens - M. Bennett and regulatory status and issues to participants and regulators Operations-Related Communications With Extemal Hold periodic meetings with participants to ensure coordination of Parties - M Krumla.nA longer-term business plans.
On-site Pubhc Relatons - J Saver STATION CAPACITY AND RELIABILITY - J. Gausman (Figure 5 8)
Fuel Cycle Optimizaton - E. Lannina STRATEGY: Establish the management systems and processes Capacity increases - Ljalisbury that will focus on systematic improvements in plant rehability and Plant Rehabihty - S Frebora promote consistently high levels of plant production capacity. Instill Maintenance - J Dilhch efficiency improvements in operating practices as a standard Power Up-rate - J Gausman business method Figure 4-3: Strategies and Programs 4-3 f
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PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP 5
Results Achieved 5.1 Overall r<esults Achieved 5.1.1 Top level Goal Achievement Safety Achievement The goal of achieving a SALP rating of 52.5 for the period ending in July 1995 was realized. Operations and Plant Support were rated as good (Category 2), while Engineering and Maintenance were rated as acceptable (Category 3). Major areas for improvement included leadership in the operations department, implementation of a comprehensive, integrated as-low-as-reasonably-achievable radiological controls program, quality of operations support for performance of surveillance and testing activities, verification of operability of safety-related equipment affected by inadequate testing procedures and performance of testing personnel, involvement by system engineering in the resolution of plant problems, and support for technical review of plant documentation and procedures.
The goal of reaching a SALP rating of 52.0 for the cycle 16 period was not achieved.
The Maintenance area improved to Category 2, but the other areas were unchanged, resulting in an average of 2.25. Areas for continued improvement were identified as l
unnecessary challenges to operations resuiting from work packages that were not compatible with plant conditions, deficiencies identified in implementation of the maintenance rule, and continued weaknesses in the engineering area, particularly with system engineering activities. Procedure adherence problems were identified in most functional areas and performance standards were not effectively communicated to the staff. The inability to consistently develop and implement lasting corrective actions for identified deficiencies in some areas was also noted.
Production Achievement f
Upon completion of the Phase 2 Plan, a Capacity Factor goal of >66%, based on net maximum dependable capacity, was established for 1995. While the plant operated very well following startup from the 1994 regulatory shutdown, the Capacity Factor achieved for the year was 61.7%. The shortfall resulted when Refueling Outage 16, which was scheduled for 55 days, was actually completed in 77 days. While the l
outage schedule performance was not as desired, the outage goals for safety and quality were met, setting the stage for a high level of production in Cycle 17.
Significant improvement in production did occur, with net electric generation in 1996 establishing an all-time CNS high. Except for a 10 day forced outage to repair a 5-1
PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP defective fuel bundle, the plant operated continuously from the end of Refueling Outage 16 to the beginning of Refueling Outage 17. At the time of issue of this report, the projected Capacity Factor for Cycle 17 was 85.5%, compared to a goal of 80%.
Cost Achievement A production cost target for 1995 was established at $28 per MWh. This target was achieved, with actual costs of $28.00 realized, despite the lower than expected net electric generation for the year.
For Cycle 17, a production cost target of $21 per MWh was established. At the time this report was issued, the estimated costs were projected to be $19.95/per MWh.
5.1.2 Program Execution and Implementation When originally issued in June 1995, the Phase 3 Plan consisted of 8 strategies, containing 30 programs, with a total of 454 individual activities. As experience in implementing the plan increased, most program managers realized the need to expand the program plan to provide more detail and incorporate additional scope resulting from initial actions completed, such as self assessment results, or as new plant issues developed.
The Phase 3 Plan was maintained as a living document, with interim changes approved by the Vice President of Nuclear Energy as the need arose, and through periodic plan revisions. A total of four major revisions were issued, resulting in the addition of three new programs and the removal of one program that was superseded by a corporate initiative. The net result of these revisions was to increase the scope of work to a total of 807 activities.
In its original version, 96% of all activities were scheduled to be complete by May 1, 1997. In its final version, Revision 4,93% of all activities were scheduled to be complete by this date. Upon closure of the plan,92% of all activities were completed, incorporated into baseload work activities, or evaluated as no longer necessary. A total of 85 plan activities remained to be performed,24 of which were incorporated into baseload work activities or evaluated as no longer necessary. The resulting 61 activities were consolidated into 21 follow-up actions that are being carried into the NPG Business Plan. Additionally, the closure review process identified an additional 16 follow-up actions that were not part of the final Phase 3 Plan that were appropriate to add to the NPG Business Plan.
Appendix A contains the complete listing of follow-up actions, which are divided into two categories. Essential follow-up actions are those necessary to meet Phase 3 Plan 5-2
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PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP Strategy or Program objectives. Documentation of closure of these actions will be filed with the original Phase 3 Plan closure package. Deviations from the stated action scope requires approval of the Vice President of Nuclear Energy. Nonessential follow-up actions are those actions that are not necessary to meet Phase 3 Plan Strategy or Program objectives. Completion of these activities is a function of individual work priority relative to other business considerations.
5.1.3 Significant Observations The Phase 3 Plan established the strategic direction of the NPG by focusing activities
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on supporting plant operations and the competitiveness of the business. Although there were detractors during the plan implementation, the strategies remained valid, and will be projected into the future through the NPG Business Plan.
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The strategies and programs have resulted in developing the needed organizational and programmatic infrastructure that will lead to sustained improvement in plant and
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organizational performance, and set the stage for continuous improvement. Although some actions identified in the Phase 3 Plan have not been completed, the results of the Plan actions have been effective in meeting the Program objectives.
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While much of the Phase 3 Plan focused on establishing infrastructure that will ensure the continued success of CNS, a number of notable accomplishments were realized
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and recognized by both internal and external observations. These include:
An independent review of Phase 3 Plan progress conducted by a team of NPG and
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industry peers in September,1996 noted that "A very bright success has been achieveo in getting the whole station to focus on supporting operations. Operations feels that today iting schedule is being followed and they are receiving the
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necessary support."
The October 1996 evaluation of the station by INPO resulted in identification of a
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number of strengths that are directly attributable to Phase 3 Plan implementation, including the Management Expectations for Operations, Plant Configuration Control and Design Basis, Training Program improvement, and On-Site Public Relations
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programs.
- Additional evidence of improvements resulting from Phase 3 Plan efforts were noted
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in the January,1997 Systematic Assessment of Licensee Performance report.
Areas noted as improved included those addressed by the Maintenance Improvement, Management Expectations for Operations, Assessments, Corrective
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Action, and Operating Experience Review programs.
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PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP Station Quality Assurance audits and surveillances reflect a generally positive trend with respect to overall station performance, with the number of significant issues, as well as the total number of issues identified, reflecting an increasing standard of performance.
The Phase 3 Plan guided the staff in achieving improvements in the regulatory and cost p
performance areas, as well as achieving significant improvements in the operating performance areas.
In the cost area, significant improvements in management processes and k
accountability were made as well as in long range planning. Projected targets
($/MWh) were met, despite continued costs associated with restoring engineering health, which caused upward pressure on budy:s.
In the regulatory area, internal processes for written communication and tracking of commitments were greatly improved, but implementation of the station Directive for NRC communications was not effective until late in the Plan period. It is surmised that ineffective communication directly impacted our 1997 SALP results, because we were not successful in providing NRC with current, timely completed actions and results associated with the Plan.
In the operating performance area, composite performance, as measured by the
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INPO Performance Indicator index, showed dramatic and steady improvement. This indicator, shown in chart that follows, represents the weighted performance of the standard industry benchmark indicators. CNS's performance over the duration of
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the Phase 3 Plan rose from near the lowest in the industry to exceed the industry median plant performance.
b PERFORMA NCE INDIC A TOR INDEX
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PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP 5.2 Strategy Results Achieved 5.2.1 Focus on Operations Strategy This strategy focused efforts on safe operation by redefining the roles and responsibilities of functions and individuals, establishing uniform work priorities, setting standards for performance, restructuring programs and processes to facilitate the completion of work and the focus on operational needs, applying safe operating principles in establishing work priorities and in the conduct of operation and a disciplined approach to execution and accountability for operational performance results. Figure 5-1 shows the program tree structure for this strategy.
i Management Expectations for Operations
[D. VanDerKamp)
Objective; Increase the focus on safe plant operation through specific improvements in the conductofplant operations.
FOCUS ON OPERATIONS
[R. Gardner]
Prioritization of NPG Workload STRATEGY: Focus efforts on safe operation by
[R. Wenzl]
redefining the roles and responsibilities of Ob)ective: Ensure a unifiedprioritization process functions andindividuals. Establish uniform work is employed by ali NPG departments that priorities, set standards forperfo:mance (quality, consistently focuses on ssfety, operation, and timeliness, and cost) and restructure programs cost.
and processes to facilitate completion of work and focus on operationalneeds. Apply safe operating Operations Critical Work Processes principles in establishing work priorities andin the IJ. Brown)
Objective: Establish clear ownership and conduct of operabon and a disciplined approach accountability for those processes critical to safe to execution and accountability for operational operations; improve the processes with respect to perfonnance results.
safety, efficiency, andrelevance.
Organizational Focus
[K. Pounders]
Objective: Evaluate andmodify NPPD organizations to ensure they are approp iately focused on CNS operation.
Figure 5-1: Focus on Operations Strategy Manao_ ement Exoectations for Ooerations Proa_ rsm The Management Expectations for Operations Program met the program objectives in that specific improvements in the conduct of operations in such areas as Control Room conduct, ownership of the facility by Operations and development of Operations personnel have resulted in observable and sustainable improvement.
5-5
PHASE 3 PL.AN CLOSURE REPORT NPPD NUCLEAR POWER GROUP The success of this program was evident in the safa operation demonstrated during Refueling Outage 16 and subsequent power operation. Cooper did have two events, one in Refueling Outage 16 and another in January 1996, which indicated that station personnel had not internalized their obligation to report mistakes to supervisors. These events resulted in more than termination of employees involved. Management performed an external " Culture Assessment" which identified the reasons behind employee reluctance to report problems. Management has taken subsequent action to reinforce expectations regarding reporting errors and problems. The success of this effort has been demonstrated by the continuously lowering thmNid for writing Problem Identification Reports.
Overall success in improving operational performance has been evidenced by the fact that CNS has not had a scram in over four years, by the fact that the only shutdown during Cycle 17 was a planned outage to replace a failed fuel rod, by the fact that this short outage was performed event free and in record breaking time, and by the fact that in 1996 Cooper had a record breaking year in overall power generation.
Prioritization of N.PG Workload Proaram The Prioritization of NPG Workload Program met the program objectives in that a uniform prioritization system that appropriately focused on safety, quality, timeliness and cost effective performance was established by the creation and implementation of NPG Directive 4.12, which requires personnel to identify a priority for each individual assignment. The priority is provided by a graded system which assigns a higher priority to items which have safety significance or a direct impact to continued plant operation.
The success of this program has been validated by the decrease in the backlog of corrective action program items and other station work backlogs. Within the corrective action program, the higher priority items have decreased at a faster rate, as one would have expected. Similarly, the backlog of maintenance work requests has been reduced.
Ooerations Critical Work Processes Proa_ ram The Operations Critical Work Processes Program met the program objectives in that clear ownership and accountability with respect to safety, efficiency and relevance were established for all operations-related processes. The program's objectives were subsumed largely by observed and active ownership of the processes which had been established during the Phase 1 Performance improvement Plan. This was evident as self-assessment of ten of the selected eleven critical processes was initiated during this program's tenure by the respective process owners outside of this program's purview.
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PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP An example was the Life Cycle Maintenance process which was created during
(
Phase 3. [For further discussion, see the Station Reliability Program under the Station Capacity and Reliability Strategy.] There was one program heavily involving operations which was assessed under the umbrella of the Operations Critical Work Processes
{
program. That was the System Operability Assessment Committee (SOAC) process which reviews system status prior to return to operability as part of the outage process.
The SOAC process assessment following Refueling Outage 16 resulted in numerous
(
improvements which were incorporated into the procedure and subsequently used during Refueling Outage 17.
(
Organizational Focus Program The Organizational Focus Program designed and implemented a new engineering
[
organization, measured performance, adjusted the organization and processes, and took specific actions to increase the effectiveness of plant system engineers. The Engineering reorganization successfully integrated engineering programs and
[
organizational structure into the site staff and improved alignment of engineering ft'nctions according to plant operational needs.
[
The results of the Engineering improvements made to date, however, are mixed. The level of awareness and commitment to the needs of the plant has definitely increased within the Engineering Division. Conversely, through evaluation and the most recent
(
SALP, CNS management has concluded it has not consistently enforced performance expectations through training, coaching and accountability. Completion of the Engineering Action Plan is essential to fulfilling the program objectives and will be carried forward into the NPG Business Plan (see Appendix A).
The second part of the Organizational Focus Program has been a success. A pilot project was completed that involved modifying the organization and roles and responsibilities in a manner that focused on CNS operations from a cross functional point of view. This was achieved with the successful startup and operation of the Fix it
[
Now (FIN) Team. As a result of the FIN team, an emphasis on operations while expeditiously restoring equipments to operability has been achieved. Additional
[
benefits have resulted due to spin off improvements in other work processes at the station. The FIN team is being retained and a second team is being considered.
Strateav Summary The Focus on Operations Strategy was successful in meeting its objectives. Support for Operations, the proper focus by station employees on operations, and work
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processes improvement to focus on operations have been established.
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PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP The success of this strategy has been demonstrated in the most recent record breaking power operation, and in the day to day improvement in operations evidenced in the plant. The establishment of a Work Control Center outside the control room, the involvement of the Training Department in monitoring operations performance in the
[
plant, the ownership of the plant demonstrated by operating crews, the assignment of Shift Test Engineers to Operations, and the improvement in the quality of shift turnover briefings are examples of continuous improvement in this area.
[
This strategy has been supported by the success of other strategies at Cooper Nuclear Station. For example, the Station Capacity and Reliability Improvement strategy resulted in fewer plant equipment challenges to the operators. Also, the Configuration Management strategy has resulted in improved records management and support for operators with more timely and accurate drawings, procedures, and manuals. The Resource Allocation and Work Management strategy has resulted in a more integrated scheduling and work control process providing fewer challenges to operators.
[
Additionally, the Skills and Qualifications strategy has resulted in improved operator performance. These examples are illustrative and not allinclusive.
The station has developed several vehicles to ensure continuous improvement in this
[
strategic area. The corrective action process has a very low threshold, a strong self assessment program is in place, and process reengineering and improvement have spread into all departments at the station.
[
[
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PHASE 3 PLAN CLOSURE REPORT i
NPPD NUCLEAR POWER GROUP t
5.2.2 Configuration Management Strategy i
This strategy established a clear understanding of the rules for managing the i
configuration of the plant for operations, maintenance, and plant change activities. It assigned responsibility for ownership of configuration programs, defined the interface responsibilities, and clarified responsibility for decision making. Figure 5-2 shows the program tree structure for this strategy.
Technical Specifications improvement
[G. Sen]
Objective: Develop andimplementimproved Technical Specifications and bases.
l Plant Configuration Control and Design Basis 1
[Z. Wahab]
CONFIGURATlON MANAGEMENT Objective: Improve the controls formaintaining plant con 5guration consistent with the design ST E
- Establish a clear understanding of basis. Upgrade avaHabHity, accuracy, the rules for managing the con 6guration of the wmpleteness, use, an wnkol fdesign basis plant for all operations, maintenance, and change
'",'*l,a,;*
n Resolve nisHng wnRguraHon wnM gg g activities. Assign responsibility for ownership of configuration programs, de5ne the interface Records Management responsibilities, and clarify responsibility for
[S. Stiers) decision making.
Objective: Develop policies and procedures to improve end user access to information requiredin the performance of essential work activities, acquire equipment and facilities necessary to implement the program, train personnelto updated policies andprocedures, and establish a centralized database for end user's to identify document revision status.
Figure 5-2: Configuration Management Strategy i
Technical Soecification Imorovement Program
{
Improved Technical Specifications (ITS) were created, reviewed, internally approved, and submitted to the NRC for approval. When implemented, the ITS will: provide clearer Limiting Conditions of Operation (LCO's) and Surveillance Requirements; reduce the need for interpretations; improve consistency between specifications; provide LCO's for Technical Specification equipment that currently lack them; provide LCO's that reflect the true safety basis; and provide greatly improved Technical Specification Bases. ITS implementation is essential to fulfilling the program objectives and will be carried forward into the NPG Business Plan (see Appendix A).
5-9
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PHASE 3 PLAN CLOSURE REPORT
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NPPD NUCLEAR POWER GROUP Plant Configlgation Control and Des _ian Basis Program
[
Nineteen Design Criteria Documents (DCD) were created, in addition to eleven created previously, thus providing easily accessible design and licensing information for important plant systems. Immediate areas for improvement arising from self assessments were addressed; however, longer term improvements remain outstanding.
In addition, the CNS design basis information was significantly upgraded through design basis reconstitution projects such as SAFER /GESTR LOCA, ITS instrument calculations, and Appendix R safe shutdown analysis.
Significant improvement in configuration control processes was also made, including the drawing change process, plant modification process, classification evaluation process, replacement component evaluation process, scaffolding process, temporary shielding process, operational assessment process, and the safety evaluation (10CFR50.59) process. Appropriate training on these process changes, as well as
[
enhanced plant systems training provided to station engineers, has enhanced sensitivity to and control of plant configuration. Further improvements, such as the USAR rebaselining project and potential unauthorized modifications elimination project, are ongoing.
Resolution of existing configuration control deficiencies, including DCD open items, potential unauthorized modifications, drawing validation plan, and USAR rebaselining, as well as selected longer term improvements to configuration management processes, are essential to fulfilling the program objectives and will be carried forward into the NPG Business Plan (see Appendix A).
Records Management Program This program was added to the Phase 3 Plan in December 1995 (Revision 2), based on the conclusions of NPG studies that confirmed the need to upgrade and centralize
[
records management practices. The Records Management Program met the program objectives in that records management was significantly upgraded. This included the establishment of improved procedures and processes for the control of quality
[
documents, and establishment of centralized records functions and facilities to control distribution of active records, as well as storage and maintenance of archival records in support of the plant.
b Strateav Summarv
[
The Configuration Management Strategy was successful in meeting its objectives. The rules for managing the configuration of the plant are established, ownership of the
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PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP configuration control program is clearly identified and interfaces, responsibilities and decision making authority are provided in the implementing procedures.
i i
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PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP 5.2.3 Resource Allocation and Work Management Strategy This strategy established resource allocation and work management systems that ensure achievem3nt of NPG top level goals. Figure 5-3 shows the program tree
[
structure for this strategy.
Integrated Planning, Scheduling and Work
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Control
[D. Billesbach]
Objective: Integrate selected work activities into a single site plan and schedule to provide for safe and effective resource utilization.
Budgeting and Resource Allocation
[M. Dixon)
RESOURCE ALLOCATION AND Objective: Develop a process'to allocate financial WORK MANAGEMENT and human resources to support achievement of
[J. Dillich]
top levelg als ( ALP, Capacity Factor, $NWH).
(
STRATEGY: Establish resource allocation and work management systems that ensure Elimination of Low Value Activities and P'**
achievement of NPG toplevelgoals.
gg g,',',n
,3
(
Objective: Ensure expenditures are more directly related to work activities that contribute to NPG's goals andpriorities.
Partnering
[J. Long]
Objecwe: Establish programs and actions to share and obtain resources to improye esticiency, quality, andperformance while reducing costs.
Figure 5-3: Resource Allocation and Work Control Strategy Integrated Planning. Schedulina. and Work Control Program
(
The Integrated Planning, Scheduling, and Work Control Program met the program objectives in that improvements were made to the way in which CNS resources support the maintenance of plant assets. An integrated approach to planning, scheduling, and
(
work management was developed and concentrated on four main activities: work information management, selection of key work activities, tools for enhanced planning and estimating, and life-cycle maintenance. Tangible benefits from these activities include preventive maintenance optimization, site-wide alignment for scheduling, and improved performance indicators.
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i PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP Budgeting and Resource Allocation Program
[
The Budgeting and Resource Allocation Program met the program objectives in that integration of financial information into the long-term business decision making process
{
was achieved. A long-range plan identifies major CNS activities in the next three cycles; adjustments to this plan are managed using the change control process. This program bridged the gap between technical plant management and financial business
[
planning.
Elimination of Low Value Activities Proaram The Elimination of Low Value Activities Program met the program objectives in that a process was established for identifying and modifying or eliminating activities of
.{
questionable value. Numerous activities that provided little or no benefit were eliminated or streamlined. The awareness by all workers that activities need to contribute directly to goals and priorities was a significant step toward continuous
[
improvement.
Partnerina Proaram The Partnering Program met the program objectives in that the creation of the Utility Services Alliance (USA), with NPPD as a charter member, established a means for
{
resource sharing. Monetary savings resulting from participation in USA have been modest thus far, however, the outlook for much larger savings as the alliance matures is good. In addition, awareness of the benefits from sharing resources was heightened.
Strateav Summarv
[
The Resource Allocation and Work Management Strategy was successful in meeting its objectives. Significant improvements were realized in the effectiveness and efficiency of the CNS business unit. The establishment of a long-term planning and change
{
control process, a life-cycle approach to maintaining CNS assets, and a collective mind set that focuses on continuous improvement and "value-added" activities has laid the foundation for attaining the NPG top level goals.
[
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PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP 5.2.4 Continuous Improvement Strategy
[
This strategy put in place the infrastructure that will provide for continuously improving NPG performance by routinely assessing performance, including review of operating
[
experience, and identifying both improvements and problems. In addition, it will ultimately reduce the impact and recurrence of problems, ensuring actions are completed effectively by follow-up and feedback after corrective actions. Figure 5-4
(
shows the program tree structure for this strategy.
Corrective Action
[
[M. Gillan)
Objective: Enhance the corrective action program and make it an integralline management function.
Operating Experience Review
[D. Reeves]
Objective: Reassess historical OE reviews,
[
CONTINUOUS lMPROVEMENT improve the OE review process, and eliminate the
[M. Gillan]
NPROS backlog.
STRATEGY: Continuouslyimprove NPG's performance by routinely assessing performance, Assessment
[
including review of operating experience and
[T. Hough) identifying both improvements andproblems.
Obiective: Improve the skills and tools available to Reduce the impact and recurrence of problems, management for self-assessment.
[
ensuring they are closed out effectively by follow-up and feedback after corrective actions.
Procedure Use and Adherence
[J. Scheuerman)
Objective: Develop a comprehensive approach to
[
procedure use and adherence that clearly defines management expectations, promotes individual accountability and ownership, and facilitates the development and maintenance of quality
{
procedures that support the safe, efficient, and consistent operation of the plant.
Figure 6-4: Continuous improvement Strategy
{
Corrective Action Program
[
The Corrective Action Program met the program objectives in that programmatic changes were implemented to establish a human performance improvement program, a trending and precursor program, and additional process improvements identified b
through self assessment. Station instructions on human performance and corrective action process implementation formalized management expectations, and root cause
[
evaluator training was enhanced. This infrastructure, along with strong line management ownership of the corrective action process and station emphasis on
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PHASE 3 PLAN CLOSURE REPORT
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NPPD NUCLEAR POWER GROUP effectively dealing with long standing issues, provides a solid foundation for future
[
success.
Ooeratino Exoerience Review Program The Operating Experience Review (OER) Program met the program objectives in that a high degree of confidence was established in the adequacy of responses to historical
{
industry events and in the effectiveness of OER process changes implemented. The availability and use of industry experience is wide-spread in all station activities. The NPRDS program was upgraded and backlogs eliminated, thus assuring a smooth transition to the next generation equipment performance and trending program to be implemented by the industry in mid-1997.
Assessment Program The Assessment Program met the program objectives in that a viable self assessment
{
program was established. The governing directive provides flexibility and adaptability in the type of evaluation performed and incorporates a wide range of self assessment tools. Departmental evaluations provided each department with an understanding of its
{
processes, including the relative importance of each process, as well as the basis upon which a set of appropriate process performance indicators can be established. The Independent Review Group has established its reputation as process improvement
[
experts.
Procedure Use and Adherence Program This program was added to the Phase 3 Plan in August 1995 (Revision 1), based on a trend of programmatic weaknesses that resulted in a failure to meet management
[
expectations for the use and adherence to station procedures. Many station procedures were inaccurate or inadequate, and the procedure change process was extremely cumbersome. Management expectations conceming procedure use and
[
adherence were established and communicated to all employees through human performance improvement workshops. The procedure change process was significantly enhanced and procedure change backlogs were eliminated. Posted procedures were
[
reviewed for adequacy and updated or eliminated, as appropriate. As a result of these improvements, average processing time for procedure changes was reduced from 3-4 months to less than one month. While the Procedure Use and Adherence Program met
[
the original program objectives, significant additional improvement is planned as a station alignment issue.
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PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP Strateav Summarv The Continuous Improvement Strategy was successful in instilling a continuous improvement mind set in the work force and in improving the NPG's ability to identify and evaluate plant issues. Additional improvement is necessary to become a true learning organization that is proactive in identifying and resolving potential plant issues before they become a challenge to safe operation. 'While each of the programs in the Continuous Improvement Strategy achieved original program objectives, the strategy cannot be considered successful until sustained improvement is evident in overall station performance in resolving long standing issues, taking timely effective corrective actions, and improving overall station procedure adherence performance. These essential issues will be carried forward into the NPG Business Plan (see Appendix A).
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PHASE 3 PLAN CLOSURE REPORT
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NPPD NUCLEAR POWER GROUP 5.2.5 Management Practices and Systems Strategy
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This strategy implemented systems and practices that communicate and link the NPG vision and business objectives to individuai peiformance expectations and
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accountability. Figure 5-5 shows the program tree structure for this strategy.
r Business and Strategic Planning
{
[J. Long]
Objective: Develop andimplement an integrated managementplanning process.
Setting Management Expectations
[E. Mace]
Objective: Establish a process formanagement expectetions to be identi6ed, communicated and enforced Performance Management
[
MANAGEMENT PRACTICES AND SYSTEMS
[J. Long]
[M. Peckham]
Objective: Develop a performance indica *cr STRATEGY: Implement systems andpractices p?ogram thatprovides management and
[
that communicate andlink the NPG vision and employees with accurate and timely feedback.
L business objectives to individualperformance expectations andaccountability.
Periormance Appraisal
[M. White]
Objective: Develop andimplement a performance appraisal system that ensures individual managers and employees are accomplishing organizational goals andobjectives.
Information Systems for Management
[P. Hyzer]
Objective: Provide the appropriate information tools that enable NPG management to monitor perfonnance and adjustpriorities to achieve NPG goals.
Figure 5-5: Management Practices and Systems Strategy Business and Strateaic Plannina Proaram The Business and Strategic Planning Progr2.m met the program objectives in that a new business and strategic planning process is in place. Significant changes in the NPPD
[
leadership and organization that occurred in early 1996 resulted in abandonment of early progress made toward program objectives in favor of the NPG participating fully in
[
District strategic planning efforts. While this delayed the development of the business I
planning process, the final product is closely aligned with District goals and objectives.
The 1997-2001 NPG Business Plan was issued concurrently with the closure of the f
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PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP Phase 3 Performance Improvement Plan. Phase 3 Plan follow-up actions identified in f
Appendix A of this closure report were carried into the NPG Business Plan.
Settina Management Excectations Proaram The Sc' ting Management Expectations Program met the program objectives in that practices that regularly establish and communicate management expectations are in
[
place. All personnel meetings, Today's issue,4 C's, luncheons with employees, plant Information Display System messages, station alignment initiatives, and pre-outage videos are examples of the mechanisms used to regularly communicate expectations to f
the staff. Several of these tools and initiatives were not specifically mandated by the Phase 3 Plan. This demonstrates that the message has been received and internalized by the management staff. Relentless reinforcement is required to build the critical l
mass necessary to sustain continuous improvement in this area.
Performance Management Program f
The Performance Management Program met the program objectives in that the performance management program is established and working well. Performance
(
indicators are published monthly and have steadily grown in sophistication and quality.
CNS Vital Signs, not a part of the original program, have been developed as part of the performance monitoring for 1997. The true measure of success of this project is the
{
results achieved. CNS has improved its performance in nearly all areas. The station achieved its interim top level goals for capacity factor and cost ard nearly achieved the regulatory performance goal (2.25 vs. 2.0).
Performance Aooraisal Program
{
The Performance Appraisal Program met the program object!yes ia that new performance appraisal programs for exempt and non-exempt employees are in place and experience with the programs has been obtained. While results were mixed due to f
inexperience of some of the supervisory staff during the initial implementation, improvements are expected in the neri cycle. Continued emphasis, oversight and reinforcement of expectations by the managsment staff will be required to ensure optimum results and consistency of application. An assessment of both programs is required and will be administered through the self assessment process.
Information Systems for Management Program The project to develop information systems for management has only partially met its
{
objectives. However, the primary reason for not yet realizing the goals was the result of integrating the needs of four separate Phase 3 Plans such that a single computer 5-18
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PHASE 3 PLAN CLOSURE REPORT
{
NPPD NUCLEAR POWER GROUP software tool was procured. The highest priority for implementation of the tool was to establish system performance monitoring under the Capacity increases Program.
Once the tool is implemented for this purpose, the priority will shift to setting up the software to accomplish the objectives of the Information Systems for Management program. In anticipation of fully utilizing the performance monitoring software tool, the Performance Analysis Department was created by combining the Events Analysis Department, independent Review Group, and the Computer Applications Group.
Implementation of the software tool is essential to fulfilling the program objectives and will be carried forward into the NPG Business Plan (see Appendix A).
(
Strateov Summary The Management Practices and Systems Strategy was successful in meeting its
[
objectives. This strategy, along with the Management Expectations for Operations Program (see Focus on Operations Strategy) and the Assessment of Managers, Supervisors, and Key Staff Program (see Skills and Qualification Strategy), effectively
[
established infrastructure that is essential to station performance management through the development of mechanisms for defining and monitoring performance goals. More importantly, the strategy instilled a performance management culture throughout the f
NPG; our people have a much better understanding of how individual and process performance management impacts overall success. Continued focus on clearly 7
establishing top level goals and then translating those goals into action is critical to the I
continued improvement and future viability of the station.
f
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PHASE 3 PLAN CLOSURE REPORT
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NPPD NUCLEAR POWER GROUP 5.2.6 Skills and Qualifications Strategy
[
This strategy developed the capabilities and depth of the organization by defining required organizational development attributes, evaluating personnel against these
[
attributes, and developing or recruiting individuals accordingly. Figure 5-6 shows the program tree structure for this strategy.
b Assessment of Managers, Supervisors and Key Staff
[M. White]
{
Objective: Develop andinylement effective tools and methods to assess staff against required skills in order to communicate expectations, develop bench strength, and assign human resources effectively.
Organizational Development / Required Skills (J. Dutton]
SKfLLS AND QUALIFICATIONS Objective: Develop andimplementrequired
[A. Shiever]
training and development programs for managers, STRATEGY: Develop the capabilities anddepth supervisors andkey staff.
(
of the organization by defining required organizational development attributes, evaluating Succession Planning personnel against these attributes, and (J.Long]
developing or recruiting individuals accordingly.
Objective: Putin place effective succession planning to reinforce management development priorities in support of selecting the best qualified, most capable individuals for key positions in order to build andpreserve bench strength.
Training Program Improvement
[A. Shiever]
[
Objective: The objective of this action plan is to improve the quality of CNS training programs and maintain them in a condition that ensures renewal of accreditation without concerns.
Figure 5-6: Skills and Qualifications Strategy
~
Assessment of Managers. Suoervisors. and Kev Staff Proaram General competencies required of managers, supervisors, and key staff were identified
{
in conjunction with the implementation of new performance appraisal systems for exempt and non-exempt personnel. Assessment instruments for these general competencies were evaluated and determined to be adequately addressed by the
{
existing District inventory of tools. Specific competencies for critical staff positions were identified in conjunction with development of the new succession planning directive. Assessment and development of selected individuals, including coaching 5-20 r
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PHASE 3 PLAN CLOSURE REPORT
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NPPD NUCLEAR POWER GROUP and mentoring, were provided by consultants that specialize in these areas.
[
Identification of CNS unique competencies required of managers, supervisors, and key staff, and implementation of methods to assess and develop these competencies is essential to fulfilling the program objectives and will be carried forward into the NPG Business Plan (see Appendix A).
Organizational Develooment/Reauired Skills Program The Organizational Development / Required Skills Program met the program objectives in that general organizational competencies were identified and training for pre-
{
supervisors developed. Concurrent with the execution of this program, an NPPD initiative to overhaul the District development program for managers and supervisors was initiated, leading to creation of the Energy Institute of Nebraska, which is intended to provide training for meeting general competencies. Accordingly, the CNS effort was subsumed by the District initiative. The NPG will monitor the results of the District initiative and capture any shortcomings in the essential action identified above for the Assessment of Managers, Supervisors, and Key Staff Program.
Succession Plannina Proaram The objective of the Succession Planning Program was met in that a governing directive was implemented to establish Nuclear Succession Planning requirements and
[
responsibilities. Cooper Nuclear Station senior management received mentoring training, and initial candidates for inclusion in the Nuclear Succession Plan were identified. The succession planning process will be updated on an annual basis in
[
accordance with the new directive.
Trainina Program Imorovement Proaram
[
This program was added to the Phase 3 Plan in December 1995 (Revision 2). The impetus for the establishment of this program was a self assessment of training
(
conducted in September 1995 that identified several serious weaknesses in the Maintenance and Technical training programs. Despite many actions to upgrade the training programs, insufficient progress in improvement of the training programs
[
resulted in the National Nuclear Accrediting Board placing the accreditation of the programs in a probationary status in September 1996. An Accreditation Renewal Action Plan was developed to implement both short term improvements and activities
(
that will sustain continual improvement over the long term. In March 1997 the Accrediting Board reviewed the Maintenance and Technical training programs and awarded full accreditation. Thus, the objectives of the Training Program improvement Program objective were met in that accreditation was renewed for technical training 5-21
PHASE 3 PLAN CLO3URE REPORT f
NPPD NUCLEAR POWER GROUP programs. The lessons learned from this process are also being applied to the
[
Operations training programs.
Strateov Summarv
'(
The Skills and Qualifications Strategy was successfui in meeting its objectives. Like the Management Practices and Systems strategy, this strategy established
[
infrastructure vital to continued success of the NPG. The effectiveness of the strategy in developing bench strength has been demonstrated by the relatively low number of managers hired from outside the District over the past 18 months, despite the departure
[
of several key personnel.
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PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP 5.2.7 External Relations Strategy This strategy established mechanisms to communicate operational and regulatory status and issues to participants and regulators, including holding periodic meetings with participants to ensure coordination of longer-term business plans. Figure 5-7 shows the program tree structure for this strategy.
NRC Communicctions
[M. Bennett]
Objective: Develop andimplement a program that
[
willensure communications between NPG and NRC are open, responsive, and timely. AII commitments are trackedto closure.
EXTERNAL RELATIONS
[B. Houston]
Operations-Related Communications With STRATEGY: Establish mechanisms to External Parties communicate operat'onal and regulatory status
[M. Krumf and}
andissues to participants andregulators. Hold Objective: Establish a communications plan to periodic meetings with participants to ensure share information relative to NPG operations with coordination oflonger-term business plans.
extemalaudiences.
On-site Public Relations
[J. Sayer}
Objective: Establish an On-Site Public Relations activity to improve intemal and extemal
{
communications.
Figure 5-7: External Relations Strategy
[
NRC Communications Prooram The NRC Communications Program met the program objectives in that processes have
[
been established to track commitments and resolve NRC open items. In addition, a station directive was implemented and established the management expectations for
[
communicating with the NRC. This includes a matrix that addresses the appropriate NPG management personnel and their respective NRC counterparts. A frequency for conduct of this interface is included in the matrix. Initial implementation was not effective and added emphasis was applied. At the end of the Plan period, NRC communications have significantly improved.
In addition to the program actions, efforts have been taken or are in progress to ensure
[
that NPG communications with the NRC are responsive, complete, and accurate. For example, a team of three very experienced managers were hired to evaluate and coach
[
CNS managers and supervisors in their communication with the NRC. This proved to t
be very successful in opening the eyes of the CNS management team. Another action taken which has been very successful has been the management of an NRC issues list
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PHASE 3 PLAN CLOSURE REPORT
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NPPD NUCLEAR POWER GROUP by the Licensing Department. This has resulted in CNS managers focusing on closing
[
issues in a more timely and effective manner. The success of this program has been reflected in the Senior Resident inspector's favorable comment about the improvement in responsiveness to both station management and to the regional NRC Project
[
Manager. Both that individual and the Director of Reactor Projects for Region IV have commented favorably on improving communications with CNS.
[
Operations Related Communications With External Parties Proaram The Operations Related Communications With External Parties Program met the objectives in that communications with our participants (Lincoln Electric Service and Mid American Energy Corporation), the NPPD Board of Directors, and various government agencies in the state of Nebraska have significantly improved.
This program established some fundamental methods for accomplishing our goals. For example, regularly scheduled meetings were established with our participants. NPPD and its partners meet monthly as the Operating Committee to discuss performance at the station and plans for future activities. Communications with the Board of Directors has been enhanced by providing more opportunities for reporting to the Board and the Nuclear Subcommittee, including having Board members visit the station. Lastly, considerable effort was made to routinely communicate with neighboring counties and the State of Nebraska. The Emergency Preparedness Department created a staff I
position as an external agency communications coordinator last year. This year, the former emergency response advisor to Governor Nelson (Nebraska) has been hired to a permanent staff position. Feedback from all of CNS's external customers has been very positive.
On-Site Public Relations Proaram The On-Site Public Relations Program met the program objectives through creation of a CNS Public Relations / Employee Communications Coordinator position. The extensive
[
effort of this individual has created a world class internal communications program for Cooper Nuclear Station. Employing a wide variety of communications tools, including
[
station newsletters, issue briefing papers, employee meetings with management, routine staff meetings, lunch with the Vice President of Nuclear Energy and Plant Manager, Cooper has enjoyed a marked improvement in internal communications.
Additional efforts by station management have been taken to focus the station on the key initiatives being taken to improve CNS performance. This process is called alignment and has resulted in all hands meetings, station posters, and even roadside
" Burma Shave" type signs.
[
5-24 c
L W
[
PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP The station has increased its efforts to assess the effectiveness of this program and
{
indicate much success in this area.
Strategv Summarv The External Relations strategy was successful in meeting its goal of establishing mechanisms to communicate operational and regulatory status and issues to
{
participants and regulators and to dialog with participants to ensure coordination of longer-term business plans. Station management is not entirely satisfied with either the quality or timeliness of communications with the NRC. Enhancements to the strategy
{
are being developed to sustain continuous improvement. Additional training for station employees is planned. Improved communications are also expected from better coordination of the CNS corrective action program with regulatory correspondence.
[
Continuous improvement in communications with external parties has been evident in partnering of a joint engineering-economic viability study by NPPD, Lincoln Electric
{
System and Mid American Energy. The Emergency Preparedness (EP) Department has met with county officials to improve flood planning. EP is embarking on assignment of knowledgeable CNS employees to act as liaisons during emergency response conditions to each of the counties involved in EP. Finally, CNS is working on initiatives to conduct better surveys of employees and to incorporate employee opinion into the management performance appraisal system.
[
[
[
[
5-25 r
m f
[
PHASE 3 PLAN CLOSURE REPORT
(
NPPD NUCLEAR POWER GROUP 5.2.8 Station Capacity and Reliability Strategy
(
This strategy established the management systems and processes that will focus on systematic improvements in plant reliability and promote consistently high levels of
[
plant production capacity. It also instilled efficiency improvements in operating practices as a standard business method. Figure 5-8 shows the program tree structure for this strategy.
Fuel Cycle Optimization
[E. Lanning)
{
Objective: Implement a process for the timely generation and approval of the fuel cycle strategy and assumptions for the reload fuel design.
Capacity increases
[J. Salisbury]
Objective: Establish a program (orprogram
(
ownership) to 1) minimize power reductions, 2) reduce house loads, 3) maximize cycle efficiency, and 4) improve plant availability in a cost effective and safe manner.
STATION CAPACITY AND RELIABILITY Plant Reliability
[J. Gausman]
[S. Freborg]
(
STRATEGY: Establish the management systems Ob.!ective: Focus resources on the identification
[
andprocesses that will focus on systematic andresolution ofprecursors to conditions improvements in plant reliability and promote potentially affecting plant reliability to meet or consistently high le dels of plant production exceed NPG performance goals in a cost effective capacity. Instilleificiencyimprovementsin manner.
operating practices as a standard business method.
Maintenance
[J. Dillich]
Ob)ective: Implement a cost effective performance based planned maintenance program which supports the station's performance goals, avoids the recurrence of unexpected maintenance preventable equipment failures, and meets regulatory expectations.
Power Up-rate
[J. Gausman]
Objective: Establish a program to determine the feasibility of uprating the plant to 2500 MA1h and,
{
if feasible, implement the change during the 1997 refueling outage in a cost effective and safe manner.
f Figure 5-8: Station Capacity and Reliability Strategy 5-26 i
[
PHASE 3 PLAN CLOSURE REPORT
{
NPPD NUCLEAR POWER GROUP Fuel Cvele Ootimization Program
[
The Fuel Cycle Optimization Program met the program objective in that procedures were put in place for timely generation and approval of each fuel cycle strategy.
Minimizing uranium cost was addressed with the creation o' two additional procedures.
Lastly, a High Level Waste Strategy was formulated per the program. That strategy is under evaluation and will be considered for implementation as part the NPG Business Planning process.
During Phase 3 program closure review, it was determined that tne procedures
[
developed thus far do not address optimizing fuel type (i.e., GE9, GE11, GE13, etc.).
The objectives written into the Performance Improvement Plan emphasized optimization with respect to cycle design and procurement of uranium. While these objectives have been met, future work in this area will focus on the process for an
^
ongoing evaluation of fuel type in the core design.
[
Caoacity increases Program
~
The Capacity increases Program met the program objective in that both short and long term improvements in the station's ability to provide maximum electric power generation
~
were implemented. Capacity increases were realized through changes in the scheduling of unit down powers, and development of a living thermodynamic model of
[
the plant's steam cycle. A number of potentially economic steam cycle and plant modifications were identified, but judged to be not economically prudent. A thermal performance report, which increases focus on opportunities for recovering lost power is
[
published weekly and is available through the NPPD Intranet (company wide electronic mail and webpage system.)
[
Plant Reliability Program The Plant Reliability Program met the program objectives through the comprehensive
[
review of forced outage / power reduction lessons learned, analysis of equipment aging / obsolescence, elimination of excessive testing requirements, and review of CNS plant design and operation for risks to power generation reliability. A number of items
[
were identified, prioritized, and scheduled for completion. Many were worked during Refueling Outage 17. Those that have not been worked are included in the NPG Business Plan.
Future plant reliability is assured through a robust Operational Experience Review prograni, an improved design change process, implementation of procedures to
[
address the Maintenance Rule, and other programs. Finally, a Life Cycle Maintenance program and its attendant preventive maintenance standards, have been created. Its
[
5-27
[
PHASE 3 PLAN CLOSURE REPORT
(
NPPD NUCLEAR POWER GROUP implementation is in progress. This enhancement was not required by the original
(
Phase 3 program but will be a forcing function for ensuring continuous improvement in plant reliability.
(
Maintenance Imorovement Program The Maintenance improvement Program met the program objective in that the
[
Maintenance Rule (10CFR50.65) was successfully implemented, the CNS probabilistic safety analysis was integrated with the on-line maintenance program, and the development of the Life Cycle Maintenance strategy, which will be implemented
[
following completion of Refueling Outage 17. Organizational structures, processes, and procedures have been modified to support this new maintenance philosophy.
[
Power Uo-Rate Prooram Power Up-rate was examined and determined to not be feasible through the 2004 time
[
frame. Therefore, possible implementation of power up-rate is predicated on the structure of any agreement to operate the plant beyond the current contractual period.
{
Strategy Summarv The Station Capacity and Reliability Program was successful in meeting its overall
{
objective to establish the management systems and processes that will focus on systematic improvements in plant reliability and promote consistently high levels of plant capacity. Procedures and programs focusing on continuous evaluation of
[
reliability and capacity considerations are now a standard method of doing business at Cooper Nuclear Station.
[
The success of this program has been demonstrated in the success of Cooper following Refueling Outage 16. The plant operated continuously except for a nine day forced outage to repair a failed fuel rod. Overall cycle capacity factor was
[
approximately 85% compared with an initial Phase 3 goal of 80%. During 1996, Cooper established a new record for annual net electric generation.
[
Continuing improvement in capacity and reliability is ensured by the focus on Life Cycle Maintenance that has been brought to the station and by other initiatives as well. The creation of the Fix it Now (FIN) Team, as discussed in the Focus on Operations Strategy has contributed to the success of the Station Capacity and Reliability Strategy.
As a result of the FIN Team, backlogs of corrective maintenance have declined, even during the month prior to Refueling Outage 17. Establishment of an additional FIN Team is being considered by station management.
[
5-28 r
u
{
APPENDIX A PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP PART 1 - ESSENTIAL FOLLOW-UP ACTIONS
[
The actions listed in this table represent those actions necessary to completely meet Phase 3 Plan Strategy or Program objectives, as discussed in Section 5.2 of the report.
[
Documentation of closure of these actions will be filed with the original closure package. Deviation from the stated action scope requires approval of the Vice President of Nuclear Energy.
Strategy / Program Follow-up Actions Responsibility a ya, k
gg$ngg
...n Organizational Action 1: Implement the remaining key Senior Engineering Focus Engineering Action Plans, with a Manager completion dates as indicated:
System Engineering (Plan 01.F) 9/30/97 Process improvements (Plan 01.N) 9/30/97 Backlog (Plan 02.1) 7/31/97 Unauthorized Modifications (Plan 18) 6/30/98 Configuration Management (Plan 01.H) 12/1/97 Modifications - Outage (Plan 05.W) 5/23/97 Modifications - Nonoutage (Plan 15) 9/30/97 Appendix R (Plan 06) 6/27/97 Scheduling (Plan 01.E) 12/30/97 ITS -Implementation 4/1/98
{
(
Note - Items indicated with 9 are additions to Phase 3 Plan scope.
A-1 r
APPENDIX A PHASE 3 PLAN CLOSURE REPORT
}
NPPD NUCLEAR POWER GROUP Strategy / Program Follow-up Actions Responsibility lCbnfigurailbnl p
{
lManagerhentl Technical 6.ction 1 Implement the Improved Licensing Manager
[
Specifications Technical Specifications, with a Improvement completion date of April 1,1998.
{
Plant Configuration Action 1: Resolve existing Design Engineering Control and Design configuration control deficiencies, Manager Basis including DCD open items,
~
unauthorized modifications, drawing validation plan, and USAR rebaselining, with a completion date of
[
October 21,1998.
Action 2: Evaluate past configuration Design Engineering management self assessments and the Manager Configuration Management Integrated Enhancement Plan and implement changes as required, with a completion
~
date of December 1,1997.
? Allo n a Ol.
[WodtMsnadentehtl
~
[
No follow-up actions essential to meeting strategy or program objectives
(
[EdernblNikdonsil No follow-up actions essential to meeting strategy or program objectives r
l Note - Items indicated with
- are additions to Phase 3 Plan scope.
A-2 f*
APPENDIX A PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP Strategy / Program Follow-up Actions Responsibility
?Continboos:
(linprovernent]
l Strategy
- Action 1 Improve overall station Plant Manager performance in resolving long standing issues and taking timely effective l
corrective actions, with a completion date of October 31,1997.
l
- Action 2 Improve overall station Senior Engineering procedure adherence performance, Manager with a completion date of October 31, l
1997.
$anagementQ s
l 0Piactichinadh hn
??SpGthhk ~
l Information Systems Action 1: Complete imrlementation of Performance for Management the ISM software tool (Performa), with Analysis Manager
_ SNilldahll l
}lQdalificatiohsh w
~
Assessment of Action 1: Identify CNS unique CNS Human
- Managers, competencies required of managers, Resources i
Supervisors, and supervisors, and key staff and Coordinator Key Staff implement a method to assess and I
develop these competencies, with a completion date of December 5,1997.
iSist En CapashN i and Reflebilitjs~
b No follow-up actions essential to meeting strategy or program objectives
[
[
Note - Items indicated with
- are additions to Phase 3 Plan scope.
A-3 r
L
~
[
[
APPE.NDIX A PHASE 3 PLAN CLOSURE REPORT
{
NPPD NUCLEAR POWER GROUP PART 2 - NONESSENTIAL FOLLOW-UP ACTIONS
[
The actions listed in this table represent those actions that are not needed to meet Phase 3 Plan Strategy or Program objectives, as discussed in Section 5.2 of the report.
Completion of these actions is a function of the business planning process, each to performed based on its individual merits relative to other business considerations.
Strategy / Program Follow-up Actions Responsibility A
www.
, ~,
m m
l
,z,
"~
Q.
3
%? Opamaland
' yu ; >
Q.
. : 99 Mariagement
- Action _1: Evaluate use of Senior Opere' c Janager i
Expectations for Management as a Management Operations Expectations Panol to conduct quarterly reviews of CNS performance l
and industry events.
{
Prioritization of NPG e.Guan 1 Develop a work managernent Performance Workload tool (Performa computer software Analysis Manager program) to allow managers to view
[
their current work load and to determine backlog.
{
Action 2: Develop and implement Operations Manager required changes to the Prioritization of NPG Workload Directive based on
[
survey of emp!oyees of 3/19/97.
i
- Action 3: Provide additional training Work Control
{
to Managers and Supervisors on the Manager prioritization process and the use of the work management tool (Performa
[
software).
Operations Critical None N/A
[
Work Processes Organizational None N/A
[
Focus b
Note - lterns indicated with
- ero additions to Phase ; non scopa.
A-4
[
APPENDIX A PHASE 3 FLAN CLOSURE REPORT
{
NPPD NUCLEAR POWER GROUP Strategy / Program Follow-up Actions Responsibility
.,.._u..-
b O
O
'y
^
? Management;
~pg
~
Technical None N/A Specifications improvement Plant Configuration None N/A Control and Design Basis Records Action 1: Complete development and Administrative Management implementation of the database for Services Manager
[
centralizing all controlled documents.
~
gg,
VJM "w"'
f MM &#d:.,,
t Q
3>
^
W o ric M e n w : b )
M gy i
(
integrated Planning, ' Action 1: Implement & evaluate CWIT Work Control Scheduling and database programming changes.
Manager Work Control
{
Action 2: Identify future work control Work Control process changes.
Manager
[
Budgeting and
- Action 1: Train key pertunnel on the Business Services Resource Allocation Long Range Planning process and Manager develop process performance
(
indicators.
Elimination of Low None N/A
(
Value Activities and Processes Partnering None N/A Note - Items indicated with
- are additior4s to Phase 3 Plan scope.
A-5 L
[
APPENDIX A PHASE 3 PLAN CLOSURE REPORT
(
NPPD NUCLEAR POWER GROUP
(
Strategy / Program Follow-up Actions Responsibility 9
f,
\\
p*
[inqpromanettf:!! s En
^
Corrective Action
- Action 1: Formalize the trending data Performance that is provided to management into Analysis Manager one report.
Operating None N/A Experience Review Assessment None N/A Procedure Use and Action 1: Upgrade / enhance policy and Administrative
[
Adherence implementing procedures.
Services Manager Action 2: Develop and implement a Licensing Manager
{
qualified reviewer program.
[
J k
[
[
{
Note - Items indicated with
- are additions to Phase 3 Plan scope.
A-6
1 APPENDIX A PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP Strategy / Program Follow-up Actions Responsibility
{hiensgmentk
[
l Practices ends
+
L 7lSyistewns ll'
[
Business and
- Action 1 Develop & implement Performance t
Strategic Planning governing directive for business Analysis Manager planning process.
Setting Management
- Action 1: Distribute pocket-size Plant Manager Expectations copies of the " Principles of Success" to all plant staff.
Performance None N/A
(
Management Performance Action 1: Perform formal eva!uations of CNS Human
[
Appraisal the exempt and non-exempt Resources performance appraisal systems and Coordinator implement necessary enhancements.
(
Information Systems Action 1: Evaluate ISM after Performa Performance for Management implementation.
Analysis Manager
(
Action 2: Develop a desk top guide to Performance provide for on-going review and ISM Analysis Manager
[
assessment and support.
[
{
l Note - ltems indicated with
- are additions to Phase 3 Plan scoot A-7
APPENDIX A PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP Strategy / Program Follow-up Actions Responsibility mp...
e a
..x....
..s I
NI[% <
(Qukuticatisesi a
n l
Assessment of None N/A
- Managers, Supervisors, and Key Staff Organizational None N/A Development /
Required Skills Succession Planning None N/A Training Program None N/A Improvement s.
< f*
g f y y gg W
NRC
- Action 1: Implement Regulatory Licensing Manager Communications Improvement Plan.
- Action 2: Conduct individual training Licensing Manager on communications with NRC.
- Action 3: Complete USAR Project Licensing Manager review of commitments.
Operations-Related
- Action 1: Follow-up with the CNS Public Communications government points of contact to Relations With External Parties monitor the effectiveness of the Coordinator management practices.
On-Site Public None N/A Relations Note - ltems indicated with
- are additions to Phase 3 Plan scope.
A-8
1
[
APPENDIX A PHASE 3 PLAN CLOSURE REPORT
{
NPPD NUCLEAR POWER GROUP Strategy / Program Follow-up Actions Responsibility
- jg ian4neuebony
+
Fuel Cycle Aglon 1: Complete implementation of Plant Engineering Optimization the SECS program to estimate High-Manager
[
Level nuclear waste costs.
7 Action 2: Complete internal program to Business Services t
evaluate how best to determine Manager minimum bus-bar costs.
- Action 3: Complete studies identified Plant Engineering in the High-Level Nuclear Waste Manager Strategy.
- Action 4: Modify the nuclear fuel Senior Engineering fabrication contract to purchase a more Manager efficient fuel design.
r
- Action 5: Evaluate feasibility and Senior Engineering t
renegotiate nuclear fuel fabrication Manager contract.
[
Capacity increases None N/A
[
[
[
{
{
{
Note - ltems ino.cated with
- are additions to Phase 3 Plan scope.
A-9
1 APPENDIX A PHASE 3 PLAN CLOSURE REPORT NPPD NUCLEAR POWER GROUP Strategy / Program Follow-up Actions Responsibility l
Plant Reliability Action 1: Forced Outage, Power Plant Engineering Reductions, and Power Ascension Manager Barriers actions:
o EWR 94-181 (RRMG Field Breaker) o EPR 97-028 (RRMG Brushes) n MP 96-011 (MSIV Packing Modifications)
- MWR 96-1777 (86A)
- MWR 96-1778 (86B)
- MWR 96-1779 (86D) o NAIT ENG P96-0015 (M.P. 7.2.70 -
Packing Program) o System Engineer RE17 Action Plan for DEHNoltage Reg Issues o HPCI Turbine Control System RE17 Action items
- DEPT 2-08507 (ette_se O/S linkages) l
- P96-0003 (Open Region IV Inspection items) 1
- CAQ 96-1097 (HPCI 150# test) o PIR 2-02853 (RE17 MM for CW discharge valve alignment check) l o MWR 96-1202 (RE17 Main Condenser eddy current testing) o BOP MOV RE17 Corrective Actions
- MWR 95-1083
- MWR 95-3646
- MWR 95-1084
- MWR 95-3645
- MWR 95-3887
- MWR 95-4513
- MWR 94-2021
- MWR 95-3642
- MWR 94-2022
- MWR 95-3643
- MWR 95-3641
- MWR 95-3644
- MWR 95-1831
- MWR 96-0839
- MWR 95-1316
- MWR 95-3892
- MWR 95-3955
- MWR 95-3915
- MWR 95-3727 Note - ltems indicated with
- are additions to Phase 3 Plan scope.
A-10
APPENDlX A PHASE 3 PLAN CLOSURE REPORT
{
NPPD NUCLEAR POWER GROUP
{
Strategy / Program Follow-up Actions Responsibility Plant Reliability Action 2: Equipment Plant Engineering
{
Aging / Obsolescence actions:
Manager
- EPR 97-029 (Evaluate programmatic enhancements for capacitor health)
{
- EPR 97-030 (Establish cable condition monitoring program.
- MP 92-155 (RE17 F and G Sump pump upgrade.
[
- MP 93-003 (RE17 LOGT and TGF mod -
Salem Event)
- MP 94-388 (RE18 CW Discharge Valve
[
mod)
- MP MWR 96-2453 (RE17 CS-MOV-M058 Replace - RCE 97-010)
[
Action 3: Non-technical specifications Plant Engineering surveillance testing actions:
anager
[
- DEPTD 2-08794 (High Risk Surveillance Procedures)
- 15.TG.302, Main Turbine Trip Functional Test
- 15.DEH.601, DEH Accumulator Nitrogen Pressure Check
- 15.RF.103, RFPT Thrust Bearing Wear and Failure Alarm Test
- DEPTD 2-08795 (Mediam Risk Surveillance Procedures)
- 15.TG.304, Main Turbine DEH
[
Functional Test
- 15.RF.101, RFPT Stop Valve Test
- 15.RF.102, RFPT Backup Oil Pumps Test
[.
- 15.1 ARI.301, ARI Logic Test with Reactor in Run
- 15.2ARI.301, ARI Logic Test with
[-
Reactorin Run
- 6.RHR.305, RHR Reactor Vessel Shroud Level Calibration
[
[
Note - Items indicated with
- are additions to Phase 3 Plan scope.
A-11
[
APPENDIX A PHASE 3 PLAN CLOSURE REPORT
{
NPPD NUCLEAR POWER GROUP
{
Strategy / Program Follow-up Actions Responsibility Maintenance
- Action 1: Analyze (preventive Maintenance
[-
Improvement maintenance optimization & system Manager maintenance analysis) additional eighteen systems (Life Cycle
[
Maintenance Program)
- Diesel Generators
- Rad Waste
- Standby Gas Trea! ment
[
- Buildings
- Circulating Water
- Primary Containment / Primary Containment Isolation System
{
- Augmented Off Gas /Off Gas
- Control Rod Drive
- Fuel Pool Cooling and Cleanup
(
- Condensate Filter Demineralizers
- Turbine Generator Lubricating Oil
- Turbine Generator
- Air Removal
- Condensate Make-up Power Up-Rate None N/A b
[
[
[
Note - Items indicated with
- are additions to Phase 3 Plan scope.
A-12 I