ML20202H531

Strategy for Achieving Engineering Excellence

ML20202H531
Person / Time
Site:	Cooper
Issue date:	02/11/1998
From:	Boyce M, Buman D, Raymond Gibson NEBRASKA PUBLIC POWER DISTRICT
To:
Shared Package
ML20202H501	List: ML20202H494 ML20202H531
References
PROC-980211, NUDOCS 9802200409
Download: ML20202H531 (25)

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Cc:p:r Nucl::t St:ti:n Strategy for Achieving Engineering Excellence

. M Nebraska Public Power District Cooper Nuclear Station Strategy for Achieving Engineering Excellence ,,,

introduction There have been a number of previous initiatives and plans to improve Engineering performance. These plans and initiatives have failed to achieve the level of performance necessary to ensure long term continuous improvement in Engineering.

The previous plans were either not fully carned out or did not effectively solve the long standing problems.

The Engineering Management Team and Senior Management are embarrassed by '

past failures and continued substandard performance. We accept full responsibility and understand we are accountable for the poor performance of the Engineering Organization, and are determined to change management behaviors, practices, and performance as required to lead the Engineering Organization to excellence. We understand there will be serious consequences to the station's long term viability if the Engineering Organization falls to improve its performance.

it is with this understanding that we collectively prepared this document to describe the intent, strategy, and plans to ensure that Engineering excellence is achieved and maintained in the Engineering Organization at the Cooper Nuclear Station (CNS). We are establishing the expectation that anything less than excellence in Engineering ,

performance is unsatisfactory. The strategy and plans herein create a living document for achieving Engineering excellence and will change where necessary, based on performance measurement and effectiveness, to achieve that goal. Continuous long term performance improvement to excellence is the focus and ultimate objective of this strategy.

In this plan, we delineate the causes of the problems with the Engineering Organization's past failure to improve performance. Specifically we discuss the Engineering Management Team's failure to carry out past improvement plans or to ensure that completed plans were effective in raising the quality of engineering products and activities.  ;

CNS Engineering performance needs to significantly improve to support the CNS vision of " Competitively Strong in 2005 and Beyond." In support of this CNS vision, the following vision and mission for the Engineering Organization were recently developed:

JPP 2/11/981700 Page 2 l

1 Ccop:r Nucint St:ti:n Strategy for Achieving Engineering Excellence

'. 0 Engineerina Vision CNS Engineering - Where Industry Standards are Being Set Enaineerina Mission Support excellence in the safe, reliable, and economical operations of CNS through:

e protection of the public health and safety e protecting and maintaining the integrity of the design basis e protecting the safety margin established for the operation of the facility

. top quality support work e resolution of challenges to the plant

• enhancing asset value e enhancing access to engineering information e continuous improvement The CNS Engineedng Organization embarks on this strategy and the quest for excellence it embodies, not for the sake of eventualpraise from others, but because we Individually and collectively know it is the dght thing to do, and we are fully committed to it.

Purpose of strajegy This strategy document is a tool to communicate and implement the expectation that nothing less than excellence will be acceptable to the Engineering Management Team.

This strategy calls for continued review, refinement, and implementation even after our present vision of excellence is achieved. The strategy reflects the commitment that excellence will be achieved, and eventually through persistent efforts it will be recognized within CNS and the industry.

We recognize that while many individual actions have been irii3ated to improve performance, we have not had an overall improvement strategy with defined success measures, that provides focus and guides the overall effort. The improvement strategy for CNS Engineering is provided in this document and provides a road map and success measures to achieve performance improvement that. is sustained and substantial, it serves as a key tool to establish priorities and align our organizational focus, establish accountability for performance improvement and measure success against defined criteria, in addition, this strategy provides a basis for communication within the CNS organization, with our participants, and with our regulators on the continuous improvement of Engineering's performance.

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4 Ceep:r Nucb:r Stction j Strategy for Achieving Engineering Excellence I

Problems to be solved. and their causes i

1. Management effectiveness The Engineering Managers and the Site Management Team has lost focus on%

i Engineering issues and failed to complete performance improvement plans, to ensure their success, and to refine old, or initiate new, improvement plans to resolve identified performance problems. Managers focused on day-to-day work items or plant issues

_ rather than assuring continuous improvement in performance was being achieved. The ,

Management Team has not demanded of itself the same questioning attitude, early recognition of problems, and lasting and effective corrective action, that it expects of all other station personnel.

The Site Management Team has not established, promulgated, and insisted on high standards for Engineering activities. This ht a resulted in missed opportunities with problem identification and prompt and effective resolution.

The causes of these management effectiveness issues are: 1) failure to recognize the full impact of substantial Engineering tumover two years ago and effectively remedy the loss of experience and manpower,2) lack of a sustained commitment to Engineering excellence,3) low standards and acceptance of substandard performance; 4) lack of an in-depth questioning attitude; and 5) lack of a common set of integrated site priorities that included consideration of the substantial resources needed to makt. needed Engineering improvements.

2. Quality of engineering services and work products The quality of engineering services and work products is low. Services t.nd work products often do not meet appropriate quality standards such as: 1) conform ance with product requirements for accuracy and completeness: 2) timeliness; 3) resource effectiveness; 4) customer satisfaction. Services and work products provided to the plant often need rework, and often are late or rescheduled. The quality of certain information provided to the NRC has been deficient and untimely, incomplete, or not reflective of an official CNS position, The cause of this problem is that Engineering Managers and the Management Team have not established appropriate quality standards, means for deploying those standards, monitoring to ensure those standards are met, and measures to promptly

solve quality problems to ensure the standards are met. Also, management has not kept current with rising industry standards through sufficient industry involvement and

, benchmarking.

JPP 2/11/981700 Page 4

Cuper Nucirr St:ti:n Strategy for Achieving Engineering Excellence 8 l

3. . Engineering Staffing and Work Mariagement Process Engineering prior to this time had not adopted a process for capturing all work requirements and provided the planning to satisfy those requirements. Engineering staff have often been inappropriately assigned work, due dates for completion, and the work has not been adequately coordinated or monitored to meet plant needs Short .

term demands were sometimes satisfied to the detriment of longer term needs.

The cause of this problem is that the Engineering Management Team did not place a priority on ensuring adequate resources were avaltabin, that they had the necessary depth available to perform quality work in a timely manner, and on implementing a work management system and using it to effectively allocate resources. The loss of CNS specific experience as a result of the transition of Engineering from the General Office to Cooper Station was also not properly managed and resulted in gross inefficienclos in producing work products.

4. Configuration Management and Engineering information Infrastructure The Engineering Department, as the design authority and first line of defense in protecting the design basis of the plant, has not established ar'd maintained the information. infrastructure to carry out these duties efficiently as i all as effectively.

Engineering documents such as drawings, calculailons, vendor manuals, and databases have not been managed to make them readily accessible nor has this information been consistently kept current. This has caused productMy penalties for Engineering and results in Engi,1eering having to provide information that could normally be retrieved by others. Also, Engineering has failed to maintain a strong safety consciousness and discipline in managing configuration changes and documentation.

l The cause of this problem is that the Site Management did not place a priority on

providing and maintaining technical information up to-date and in a readily accessible form, and on ensuring that the appropriate standards had been established for all configuration changes.

$ 5. Why these are the important issues The problems discussed above bound the specific Engineering Organization performance deficiencies that have resulted in poor Engineering performance. The problem statements reflect the compilation of specific issues found in CNS self assessments, QA reports, NRC inspection reports, SALP reports, and the knowledge of 4

a cross section of CNS personnel involved in the development of this strategy. It is recognized that just fixing these problems will not lead to excellence in Engineering.

4 However, working through these resolutions, monitoring effectiveness, learning from this oversight, using feedback to adjust Engineering resolutions, and constantly monitoring the industry through bench marking and self assessment will lead to the l

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Coop:r Nucl::t St:ti:n Strategy for Achieving Engineering Excellence

.6chievement of excellence. The Engineering Management Team and staff will monitor the effectiveness of these corrective actions, will obtain objective feedback, will sustain l oversight of short and long term performance, and will follow through to attain l resolution.

Strategy. . .. .

The strateglos to achieve excellence were developed to resolve the problems discussed above, and to establish a concept of continuous improvement.

Briefly stated, they are:

1. Management Effectiveness Retain, train or obtain management and supervisors within Engineering inat are capable of setting high standards, coaching and mentoring the Engineering staff and following through with lasting improvements. Implement management processes and tools to significantly improve Engineering performance so that defined performance standards of excellence are met and sustained for the long term. The Engineering Management Team will be self critical of its own perfom.ance and of our stations progress. We will hold ourselves accountable for providing clear expectations, setting the example, and ensuring our people have the resources and tools to meet expectations.

2. Standards for Quali:y Performance Establish clear standards for quality of Engineering work products. Implement processes for providing in-line reviews and post work assessments to ensure that the defined standards for quality are met. We will ensure that the schedule allows for excellence and the resource needs are avaWable.

3. Engineering Staffing and Work Management Process Assure Engineering resources and workload are balanced, assure reasonable job security and compensation, implement state-of-the-art resource planning, and establish engineering work management processes so that work products are completed to support plant needs.

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Cup:r Nucirr St:ti:n Strategy for Achloving Engineering Excellenco

.4. Configuration Management and Engineering Information Infrastructure Upgrade engineering Information systems and design and configuration information to support effective configuration management integrity, maintain appropriate design margin, and improve efficiency of work completion.

Kev Factors to ensure success of the strateay

1. Strengthened Engineering Management Team Personnel changes have been made at the manager level in Plant Engineering and Design Engineering and at the supervisor level in Mechanical and I & C Design, Operations Support Engineering, Maintenance Engineering, Conte', ment Systems Engineering and Core Cooling Systems Engineering to strengthen the Engineering Management and Supervisory team. Individuals with extensive experience at other plants have been assigned as acting managers and supervisors for the short term to achieve immediate performance improvements. Experienced permanent management and supervisory personnel are being aggressively recruited. Three seasoned industry advisors have also been retained to advise and mentor the Engineering Management Team.

2. Performance Measurement and Management Measurement of individual, group, and divisional performance using objective evidence is being deployed site wide. Managers are personally involved in selecting areas for performance measures to be established, determining the types of measures and how they will be obtained, reviewing the results of the measurements, comparing the measurements to performance standards, deciding whether performance is adequate, and oQcting the corrective meacures for inadequate performance.

The Site Management Team will utilize independent assessment of management and staff performance. Engineering Management will initiate independent assessment of selected Engineering work areas by INPO, QA, Safety Review and Audit Board (SRAB), Industry Advisory Group (IAG), and other independent parties. The Engineering Management Team will routinely report progress in executing the strategy and plans and results achieved to NPPD Senior Management and to the Nuclear Facility Committee of the Board. Site Management will establish a self assessment process and improve the self critical skills and behaviors of ourselves and other employees.

3. Managers Committed to Iroproving Performance The Engineering Management Team is fully committed to the success of this strategy and the achievement of excellence in Engineering performance. The managers are functioning as a team to develop, refine, implenient, and monitor the performance JPP 2/11/9817oo Page 7

I Coopsr Nucint Station Strategy for Achieving Engineering Excellence

,frnprov'ement plans. Routine status meetings will be held with staff to verify progress and to ensure the implementing strategy is causing the desired performance improvements.

. . . . a

4. Strong Support by Plant and NPPD Both the CNS organization, and the highest levels of NPPD Management and the Board of Directors have made clear that the support for imemvement of CNS Engineering performance is top priority. Resources in the form of cooperative efforts, loared personnel, contracted personnel, dedicated corporate support and oversight, and other forms of support are evident.

5. Work Management Process in Place A work management process for Engineering has been put in place to ensure all Engineering work is identified, prioritized, scheduled and completed in a time frame commensurate with the safety significance of the item, the need for Engineering effectiveness and efficiency, and the need for Operations and Maintenance support.

The work management process is staffed with experienced work planners and is functional. This process is allowing Engineering for the first time to recognize all upcoming work, to coordinate production across functional lines, and to allocate resources to best meet need dates. The CNS Management Team reviews performance j data from this process on a regular basis.

Strateay evolution - a dynamic process The Engineering Management Team recognizes that achieving excellence will be e '

dynamic process. We fully expect that from time to time we wiil need to re3ne or revist this strategy and its implementing plans to incorporate additional actions, to adjust action plans as a result of benchmarking, or to adjust for experience. This plan is meant to be a living document for Engineering excellence and to change as necessary to i achieve this goal.

The Site Management Team will meet frequently to review this strategy as an integral 1

part of the site business plan to determine the effectiveness of the plan and the need for adjustments. Adjustments would be made as required to improve the rate of progress, to incorporate lessons learned, and to incorporate rising standards. This is consistent with a philosophy of " plan, do, check and adjust."

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Cooper Nuclear Station Strategy for Achieving Engineering Excellence

. Personal commitment Finally, the Strategy for Acwwh q Engbeerinq Excellence set forth in this document expresses my personal beliew am fully comr;.itted to carrying it out completely, and to achieving the vision of engineering excellence it is based on.

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Coopsr Nucl2cr Stzti:n Strategy for Achieving Engineering Excellence

. Impleinentation Approach This improverr. ant strategy will be implemented with rigor, diligence and proven project management - techniques to ensure the problems with past efforts to improve performance have been overcome. Key aspects of the implementation of this strategy include the following: . . .s .

e application of work management techniques to ensure that resource commitments for plan implementation are integrated with other work activities so that we do not frequently change assignment priorities, e definition of specific performance success measures for each strategy and measure progress against those measures, and e conduct of toutine performance results and accountability review meetings to ensure that improvement results are being achieved and, as required, to resolve barriers to success and to provide the necessary course corrections during these review meetings.

The Site Managemert Team will hold itself accountable to meet established schedule milestones and achiele effectivo implementation of the plan objectives.

The following sections contain a discussion of each of the four strategies, along with the goals of each strategy.

Note: The dates provided in the following strategy descriptions are estimated, and will  ;

be revised based on refinements of resource allocations and levelizing workload.

t JPP 2/11/981700 Page lo

Cooper Nuclear Station Strategy for Achieving Engineering Excellence

. Strategy 1 - Management Effectiveness implemerit management processes and tools to significantly improve CNS Engineering Management performance so that defined performance standards aro met and sustained for the long term.

Manaaement Effectiveness - Performance issues The CNG Engineering Management Team has not been effective in providing the leadership necessary to achieve high performance on a consistent and sustained basis.

Key aspects of this issue include:

• Roles, responsibilities and interface requirements have not been clearly defined within Engineering and with other CNS organizations.

. Expectations for performance by managers, supervisors and staff personnel have not been effectively established, clearly communicated or consistently reinforced.

Goals, measures and performance indicators have not been consistently used to review performance and implement proactive corrective measures for ihose areas that do not meet defined standards or are experiencing declining performance. As a result, the Engineering Organization is not aligned and focused on achieving performance goals, is not improving at an acceptable rate and is not currently confident that excellence can be achieved.

. Significant and emergent issues do not have clear owriership for resolution and mana:.ement has not established a team oriented approach to support resolution of these items.

Managers and Supervisors nave not consistently set standards and expectations, provided guidance, coaching, review and follow-up to ensure full and complete resolution of potential safety issues.

. Previous performance improvement initiatives and plans have not been impicmented in a manner that achieves and institutionalizes the improvements for the long term.

. Communications within Engineering, with other CNS departments and with the NRC have been ineffective in transferring key information and ensuring focus on key issues.

Engineering Management and Supervision have not adequately developed the Engineering Staff.

Success Goals / Measures Qualitative

. Engineering is focused on continuous performance improvement, exhibits high confidence and works as a team to meet performance standards.

. Decisions are made at the appropiate level in the organization.

JPP 2/11/981700 Page 11

Cooper Nuclear Station Strategy for Achieving Engineering Excellence

... Performance indicators are used and drive performance improvement on a proactive basis.

• Expectations are clear to all in the organization.

. The organization holds itself accountable for meeting commitments and accountability is not driven by a single manager.

. Engineering support of the station is effective and positive performance feedback is ,

received from internal and external sources, on the quality and timeliness of their product.

. Engineering roles and responsibilities are clearly understood throughout the site.

. Work priorities and organizational focus are driven internally and not by NRC open items.

. Engineering communication with NRC is proactive, frequent and effective in keeping NRC informed of issues and Engineering's status and progress in resolving those issues.

. Internal and external communication channels are defined and all engineering personnel understand and use these defined channels.

. The Engineering Organization has the technical depth, problem solving capability, asks the right questions and understands what constitutes quality technical support ,

of the plant.

Quantitative Specific performance indicators for selected Engineering activities undertaken pursuant to this strategy, and for implementation of this strategy and it's implementing plan, will bc developed and used by Engineering management to ensure steady progress and solid results.

i JPP 2/11/981700 Page 12

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Update the CNS Engineering Roles and Responsibilities Gibson EAP 01.A 2/19/98 1.1.a documents.

Communicate Engineering Roles and Responsibilities to Gibson 3/15/98 1.1.b all CNS personnel.

Make the Roles and Responsibilities documents Gibson 3/15/98 1.1.c accessible and living documents.

Engineering Management attain agreement with the Plant Gibson 3/15/98 1.1.d Manager staff on Engineering Roles and Responsibilities. _

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1.2.b Communicate and reinforce these performance Engineering 3/30/98 standards. Managers 1.2.c Promote behavior changes which are consistent with Engineering ST-15 5/31/98 these standards. Mgrs/Supvs Monitor and provide individual feedback relative to Engineering 12/31/98 1.2.d behavior changes and performance to the standards. Mgrs/Supvs c

JPP 2/11/981700 Page 13

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s123) 'Perfornianbe"GWMarid Measures % %:P W d , NCtiingt % ~ viq 2 @ s V2 Develop meaningful engineering performance goals. Long 1/31/98 1.3.a measures and indicators for 1998.

Discuss engineefng performance in periodic meetings Long ST-15 8/31/98 1.3.b with engineering staff.

Significant'and EmergentEngineering issues + w < Hernandez? @ 2; - T A e - _ {

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Hemandez ST-0 Complete 1.4.a implement a management control process for emergent work Hemandez Ongoing 1.4.b Make the Problem Resolution Matrix an effective tool for planning, managing and communicating the resolutions of problems.

Significantly reduce the number of NRC open items. Buman ST-2 12/31/97 for initial 1.4.c EAP 02.1 reduction actions.

Additional actions will continue through 1998 i

A JPP 2/11/981700 Page 14

Cooper Nuclear Stztion Strategy for Achieving Engineering Excellence .

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.i Provide management coaching for Engineering. Pelletier 2/28/98 1.5.a improve supervisor and manager skills in the areas of Boyce 6/30/98 1.5.b human performance, performance management and interpersonal skills.

Mentor, reassign or recruit personnel to strengthen the Pelletier 6/30/98 1.5.c Engineering Management Team.

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Develop performance measurement tools. Managers 3/15/98 1.6.a Conduct Engineering performance review. Pelletier 6/30/98 1.6.b Report Engineering performance results. Pelletier 3/30/98 1.6.c Reconcile Engineering Action Plans with this strategy Leininger ST-3 2/15/98 1.6.d

,117.1 :Communicatiot.sE $ ' HM1w % m MB M 4QBusitaTBB 7%%TT W T W 'm 7 Complete short term actions targeted at intemal and Buman ST-1 6/30/98 1.7.a extemal communications. EAP 01.C improve the management team communication skills to Buman ST-1 8/31/98 1.7.b maximize the ability to produce results.

4 JPP 2/11/981700 Page 15 L..___

4 CeepIr Nucistr Ststian Strategy for Achieving Engineering Excellence

, Strategy 2 - Standards for Quality Performance Establish clear standards for production of Engineering work products and implement in-line review and post-work assessment to ensure that the defined standards are met and work products are of consistent high quality.

Standards for Quality Performance - Performance issues '

Engineering standards for quality performance have not been effectively defined or communicated to the organization and review and feedback (coaching and mentoring) have not been effective in establishing the necessary standards for consistent high ,

qua!ity performance. Key arpects of this issue include:

. The appropriate corrective actions for equipmunt and performance issues have not been consistently defined, addressed in a time frame commensurate with the safety significance of the item and reviewed after implementation to ensure that actions taken resolved the issue.

. Standards for work quality are not clearly defined and standards for completion of work through documentation close-out have not been clearly defined and enforced.

. Work products do not currently have adequate supervisory or peer review prior to issuance to ensure that they meet quality standards, conform with procedural requirements and have the appropriate level of detail and engineering rigor, and to determine where management attention needs to be applied to improve performance.

. Self assessment has not been effectively used to ensure that hign standards are being maintained and industry lessons leamed are incorporated into engineering standards and programs.

. Effective contractor management has not been consistently implemented.

Success Goals / Measures Qualitative

. Self assessment is on-going and aggressive in identifying problems prior to the problem being identified by QA or NRC.

. Work products are of high quality and are right the first time.

. There is a high priority and focus cn safety throughcut the organization.

Quantitative Specific performance indicators for selected Engineering activities undertaken pursuant to this strategy, and for implementation of this strategy and it's implementing plan, will be developed and used by Engineering management to ensure steady progress and solid results.

JPP 2/11/981700 Page 16

AW Cooper Nuclear Station Strategy for Achieving Engineering Excellence

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Reinforce corrective action standards and expectations. Long 4/30/98 2.1.a Improve availability, understanding, and use of corrective Long 2/26/98 2.1.b action tools. l Management corrective action performance improvement. Long 8T-14 7/31/98 2.1.c Implementation of an issues management approach to Long 6/26/98 2.1.d corrective action.

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' '~1 Establish Engineering quality standards for important Boyce 5/15/98 2.2.a work products and services.

Train Engineering personnel on the use of quality Boyce 6/30/98 2.2.b standards Continually reinforce and establish the culture of the use Boyce 6/20/98 2.2.c of quality standards in Engineering.

improve the quality of Operability Assesrments and 50.59 Boyce ST-5 2/28/98 2.2.d Evaluations. EA.P 01.G a

JPP 2/11/981700 Page 17 i

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Corper Nuclair Stztion Strategy for Achieving Enginee-ing Excellence .

d2.3 0 . Review ~of: EngineeringiWorkProducts :W #@W3a4 ' %&iBdyce M @eagNidiWENgyE Establish an Engineering Assurance Group Boyce 5/15/98 2.3.a implement additional peer and supervisory reviews of Engineering Complete 2.3.b Engineering work products to ensure immediate Managers improvement in the technical quality of the work.

Develop a plan to phase out the Engineering Assurance Boyce 6/30/98 2.3.c Group.

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e.- 0 R 1MacEW- G65% 4;R"Mm.~F#eWB Establish 1998 Engineering Division Self-assessments.' Mace 2/19/98 2.4.a implement 1998 Engineering self assessment plan. Mace 12/31/98 2.4.b Support the 1998 INPO Plant Evaluation Garrity ST-13 3/27/98 2.4.c 12.5 c" Gontractor Management &Gfds?@a#+@MSF W W W96WFWWT3 W @ $ WC4 "-

implement improved contractor management practices Mace ST-8 5/30/98 2.5.a EAP 19 Improve process performance and personal practices. Mace 5/30/98 2.5.b.

JPP 2/11/981700 Page 18

Cooper Nuclear Station Strategy for Achleving Engineering Excellence

. Strategy 3 - Engincoring Staffing and Work Management Process Assess engineering resource and compensation noods, implement resourco planning, and establish engineering work management processes so that work products are completed to support plant needs and the Engineering work load is matched with resources. . .... . .

Enaineerina Staffino and Resource Utilization - Performance issues Engineering staffing levels have not been effectively balanced with work load requirements and resources are not being used in an efficient and effective manner that E fully supports the plant. Key aspects of this issue include:

0 . High staff turnover, and replacement with personnel without CNS experience, has hindered the successful completion of the required volume of work in a high quality manner.

. Number and skills of personnel irmnsistent with established plans and station needs

. Training and development of personnel has not been consistently implemented to overcome high staff turnover, gain a full unoerstanding of CNS information and data sources and to build necessary bench strength in the organization.

. Priorities, schedules and resource assignments have not been effectively managed such that engineering work gets completed as planned, plant work schedules are supported, commitments are met and available resources are assigned to high value work.

. Initiation of new engineering work is not carefully controlled and integrated with existing work commitments.

. Resources are not consistently used in a manner to provide timely and effective support of the plant.

. Some work processes are cumbersome and overly complicated such that available engineering resources em used inefficiently.

Success Goals / Measures Qualitative

. We have flexibility to use people from different Engineering Organizations to resolve issues.

. Resource levels are aligned with work load and budget levels and the station needs are effectively supported.

. Key process efficiency has improved.

. The Engineering staff has sufficiently developed to support the goal of excellence in Engineering.

• Staffir . and skills needs are defined and attained JPP 2/11/981700 Page 19

Ceep;r Nucint St:ti:n Strategy for Achtaving Engineering Excellence Quantitative Specific performance indicators for selected Engineering activities undertaken pursuant to this strategy, and for implementation of dils strategy and it's implementing plan, will be developed and used by Engineering manag ment to ensure steady progress and .

solid results.

JPP 2/11/981700 Page 20

Cooper Nuclear Station Strategy for Achieving Engineering Excellence ,

Strateav 3 - Enaineerina Staffino and Work Manaaement F ocess improvement Action Plan ,

l Action Action Statemente ~ f. Owner; x l Existingj i Completion Date/ -

No.

g,' 7EARP " . j-Statusi  !

Z

1. [SN 'i -

wa  : Results 7 e"

. Work Management; W- ~

~, -

~.- Gibson- 9.L ' JH m' SJe' .

13.1 3.1.a implement an Integrated Engineering Work Management Gibson ST-6 7/30/98 Process. EAP 01.E 3.1.b Implement project management techniques in Gibson 3/15/98 Engineering.

Ensure all engineering work is loaded into work Gibson 1/31/98 3.1.c management system (including USAR, ITS, SAM, PMO) 3.1.d Levelize Engineering workload in the work management Gibson 2/28/98 system 3.1.e Evaluate backlogs and establish a team to resolve Kohles EAP 01.J 2/19/98 significant backlogs (e.g. NAIT items).

3.2 Engineering Work AuthorizationM W a- 4GarrityL mfie c4w me -~

3.2.a identify sources and nature of new Engineering work Garrity ST-8 2/28/98 3.2.b Identify information needed and method to incorporate Garrity 2/28/98 new work into the work management process.

3.2.c identify means to anticipate upcoming work and manage Garrity 2/28/98 its impact in advance.

3.2.d Develop a process for requesting, accepting, and Garrity 4/30/98 anticipating work and getting it into the work management process as non-emergent.

JPP 2/11/981700 Page 21

~ . . . . .. .. .. . . .

Cooper Nuclear Station Strateoy for Achieving Engineering Excellence

• Comf .hDate/i

' Action . - .i iAction: Statement:: ' , %:J 1 2OwnerJ BExisting(s no; t w (~ y3{ % - aa 3, - fyfQg ;r ~qr[%v ;

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Engineering Suppoit Of10eYlsntY 'y^ J h l 3.3.

Ensure that Engineering priorities are aligned with Olson ST-7 6/30/98 3.3.a operational safety and productivity. ST-11 EAP 15 EAP 01.F ommunication and Olson ST-0 4/30/98 3.3.b improve Engineering awarene-resolution of day to day operu .ial needs. ST-4 ST-9 EAP 01.K

3:4? Engineormg Work Processess & w 'M " 'ABffitf5FMWh%f"TFWF'"

Garrity ST-8 4/30/98 3.4.a Complete ongoing process improvements EAP 01.N implement and utilize the MPI methodology to accomplish Garrity ST-8 6/30/98 3.4.b improvement of process effectiveness. EAP 01.N .

Make management participation in process improvement Garrity 6/30/98 3.4.c effective, sustaining, and inspiring to Engineering personnel and the CNS organization.

Personniel Staffing? Retention and Re'cruiting L & # nLeini.7.gsr/ He %r- G j.6 -

43.5:

Determine the appropriate number and qualifications of Pelletier 2/27/98 3.5.a i

permanent staff.

Fill the defined positions with permanent personnel. Hottovy ST-10 6/30/98 3.5.b JPP 2/11/981700 Page 22

Cooper Nuclear Station Strategy for Achieving Engineer'ng Excellence ,

Action " Action >Statementy g Owner; mExisting;_ 1 Completion Date/ -

- No. .b. S

. 5~ = 2.EAP : ~ 1:3 ISEsi: .

- ST ;

~

~_.e Resultsi t ,

3.5.c Develop and implement actions designed to retain Hottovy/ 12/31/98 permanent staff. Engineering Managers 3.5.d Achieve short term expectations for qualification of new Engineering ST-10 12/1/98 hires, SORC, and Reactor Engineering. Managers 3.5.e Achieve long term expectations for qualification of new Engineering TBD hire, SORC, and Reactor Engineering. Managers

+ . . . :z.

~"

Personnel Development : Leiningeri -

3.6 Perform a skills versus needs assessment of the Bysfield 4/30/98 3.6.a permanent engineering organization.

Develop enhanced Engineer indoctrination program. Bysfield 3/31/98 3.6.b implement a systematic supervisor / manager assessment Pelletier/ 2/28/98 3.6.c program. Croteau Implement personnel actions, such as training, individual Pelletier 8/31/98 3.6.d career plans, or personnel changes to close the gaps -

identified in the assessment.

JPP 2/11/981700 Page 23

4 Cc:per Nucl: r St:ti:n Strategy for Achieving Engineering Excellence

,' Strategy 4 - Configuration Management and Engineering Information Infrastructure Upgrade engineering Information systems and design and configuration information to support effective configuration management, maintenance of appropriate design margin, and improve efficiency of work completion . . .

i Confiauration Manaaem_.e_.yt r and Enaineerina !nformation Infrastructure - Performance issues Engineering infom1ation is not well organized and indexed which makes it difficult to locate and retrieve, especially for nonwngineering personnel and new engineering personnel.

. Controlled documents are not consistently updated as a result of design mod!fications.

. Memos are used to transmit engineering information instead of controlled documents.

. Discrepancies exist '.n USAR.

l . Design margins are not clearly defined and consistently evaluated during design j modification activities.

l Success Goals / Measures Qualitative

. The calculation of record is clearly defined and retrievable.

l . Positive feedback from engineering staff on identification and retrieval of engineering information.

. Operations and maintenance personnel can more easily access engineering information.

Quantitative Specific performance indicators for selected Engineering activities undertaken pursuant to this strategy, and for implementation of this strategy and it's implementing plan, will be developed and used by Engineering management to ensure steady progress and solid results.

JPP 2/11/981700 Page 24

O Strateay 4 - Confiauration Manaaement and Enaineerina Information Infrastructure improvement Action Plan

< Action- A'ction;Statementi ~

JOwherl ' ICompletiori Dateli No. . ,' ,"[~ '

g-

' DfM SExisting$

TEARi'i WitaiUs? i

. # g- .

4%U ^- .. J> S, T i 7- PW

, :Results :

,* V ^

- 4.1 Engineering Information: ,

- Gifford > -

4.1.a Define improve vt needs for engineering inicar.ation Warden / 3/31/98 access and retnevability. Swantz 4.1.b implement actions to ease the access to frequently used Walden/ 4/30/98 engineering information. Swantz

-4.1.c implement specific longer term improvements in Walden/ 12/31/98 processes and databases Swantz 4.1.d Assess the effectiveness of engineering information Gifford 3/31/99 access and retrievability.

4.2 ' Controlled Document Revisionsi /- *m - J .BGiffordi: ~7MM *' , ~s  :

4.2.a Document the relationship between plant safety analysis Gifford 12/31/98 parameters and controlled configuration documents.

4.2.b Systematically assure that controlled configuration Gifford 12/31/98 documents are consistent with current plant safety parameters.

4.2.c implement a system to assure that this consistency is Gifford 12'/31. 8 maintained.

JPP c1/13/981100 Page 25 t

I _ . . . . . _ _ _ _ _ _ _ _ _ _ . _ _ _ _ _

Cooper Nuclear St: tion Strategy for Achieving Engineering Excellence .

~.

~~

4.3 ' ' Use of Engineering Memose ;

^

I :, wM fleininger/ A%E ' M '

' #ct ,

4.3.a Develop and implement a process to control the transfer Leininger 5/30/98 of engineering information to operations and other plant s functional groups.

1 T4 I 1SAR Discrepanciesi _ !~< J 7 s im NN 4, # Vil e slJ MJEsissieXst-rh;&RW 4.4.a Complete the USAR re-baseline project. Wenzl 10/31/98 a

" 7" ~ ~

24.5 . Definition and Protection of Design Marginsv . c

~

"iBuman  ???'W - >

4.5.a Perform two self-initiated SSFis in 1998 and include Buman 9/30/98 evaluation of potential design margin erosion.

4.5.b Perform a focused review of selected past modifications Buman 8/31/98 to identify areas where design margin may have been c.ianged (increased or decreased).

4.5.c Complete the review and evaluation of potential Pandya 12/31/98 unauthorized modifications.

8 4

JPP 2/11/981700 Page 26

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