ML20209E055
| ML20209E055 | |
| Person / Time | |
|---|---|
| Site: | Clinton  |
| Issue date: | 07/06/1999 |
| From: | ILLINOIS POWER CO. |
| To: | |
| Shared Package | |
| ML20209E053 | List: |
| References | |
| PROC-990706, NUDOCS 9907140136 | |
| Download: ML20209E055 (40) | |
Text
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- - Attachment 2 i to U-603231 i
Clinton Power Station 1999 Business Plan i
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Revisior: Dated 7/6/99 l 9907140136 990707 PDR ADOCK 05000461 P
liusiness Plan Table of Contents page introduction 3 Station Vision, Mission, and Values 4 Operational Objectives 5 Supporting Goals andInitiatives 8 DepartmentInitiatives 18 l
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Introiluction
- The Business Plan includes initiatives primarily for the year 1999. Major initiatives starting in 1999 and , extending into future years may also be indicated. Initiatives proposed to sta.-t in future years are generally not found in this update, but will be included in future Business Plans.
- Initiatives are described that warrant visibility and awareness by the CPS site team.
- The Plan may inchide specific level-of-effort items if the management team believes f
the added emphasis will help support business strategies.
- The Plan is integrated.with the CPS Performance Indicators publication through performance measurements and goals.
- 'lhe Plan will be updated periodically to ensure it remains current and relevant.
Regular management meetings will occur to monitor progress and take corrective ections as necessary.
- Plan for Excellence (PFE) near-term and long-term actions that remained open at the time of plant restart following RF-6, and open at the time of this Businessi Plan l update, were reevaluated and dispositioned as appropriate. PFE actions, when I appropriate, have been transferred to the Business Plan and are contained herein. The ;
PFE will co-exist with the Business Plan for 1999, after which time the PFE will be phased out. -
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o Significant departmental and site-wide self assessment activities are planned mid-year !
that may result in changes and further updates to this plan.
- . A regular business' cycle'will result in an update to this plan in the fall of 1999 to support the year 2000 and beyond.
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1 Station Vision' and Mission Vision Pride and Excellence in Nuclear Generation Mission We and our company are dedicated to doing the right thing, doing our best, and providing safe, reliable generation by working together.
Values
- Safety - Safety (nuclear, radiological, andpe, sonnel) outweighs all other considerations and is everyone 's responsibility.
- Continuous Improvement - Achieving and sustaining operational excellence relies on continuous improvement.
Excellent Perforniance - All ofour eforts are directed towards excellence.
- Professionalism - Our actions will uphold the highest standards ofthe nuclear industry.
- Teamwork - Working with others as a team promotes operational excellence and a harmonious working environment.
- Accountability - Accepting accountability means that individuals will take responsibilityfor their work.
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Operational Objectives
- 1. Safety - achieve andsustain excellentperformance in nuclear, radiological, and personnelsafety.
- 2. Plant Material Condition - manage and maintain ourplant and equipment to achieve a level ofperformance that supports safe and reliable operations.
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- 3. Continuous Imyrovement - achieve and sustain operational excellence through continuous improvement in the processes, programs, andpeople that are '
critical to CPS success.
- 4. Financial - optimize long-termfinancial viability by strategically managing operating costs and capital investment andproviding safe, reliable service to our customers.
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Site Operational Objectives OPERATIONAL OBJECTIVE / GOAL NO. RESPONSIBLE LEADER Safety
.IA. Zero lost time accidents. Baker IB Achieve an OSHA recordable incident rate ofless than 1.0 per 200,000 person-hours ' Baker IC ~ Zero significant Human Performance Related Events. Hinnenkamp IDL Control station collective radiation exposure to less than 81 person-rem liinnenkamp IE . Limit Unplanned Automatic Scrams to no more than one (1) Hinnenkamp
.IF Implement Year 2000 Readiness Program to prevent adverse impact on Plant Safety and Baker Operability resulting from Y2K-induced failures or events.
Plant Material Condition 2A Maintain an average chemistry indicator ofless than 1.1 during operation Hinnenkamp 2B Achieve and maintain zero overdue (> 1.25) Preventive Maintenance (PM) tasks by 12/31/99 Goldman 2C_ Achieve and maintain less than 700 non-outage corrective maintenance backlog. Goldman 2D Achieve and maintain greater than 92% Radwaste availability. Schenck 2E Reduce and maintain non-outage Main Control Room deficiencies to less than 10. Schenck 2F Achieve 90% adherence for Maintenance Rule (a)(1) SSC Action Plans. Warfel
'20 Operate and maintain HPCS, RCIC, RHR, and EDG's to achieve unavailability less than or Warfel equal to the goal.
Continuous Improvement 3A. Complete 1999 activities to achieve Maintenance and Technical Training INPO Cwietniewicz Accreditation Renewalin 2000.
3B . Adiieve and maintain average on-line schedule adherence of greater than 85% with Goldman increasing productivity.
3C Achieve greater than 90% success rate on licensed operator annual requalification exams. Hinnenkamp 3D Complete a com:nunity involvement project. Baker 3E Complete a site improvement project. Baker 3F' ; Build and conduct an Integrated Plant Operations Training Course. Cwietniewicz 3G- No twpeat significant events that have occurred previously at CPS or in the industry. Hinnenkamp 3H Manage the Corrective Action Progra a such that when measured aga*mst the 40500 . Hinnenkamp
' inspection criteria, previously identified program deficiencies have shown significant improvement by the end of 1999.
31 Conduct 2 Leadership Development Classes Cwietniewicz 3J Improve two Processes critical to CPS continuous improvement Baker Financial 4A . Manage the O&M expenditures to be less than or equal to the 1999 approved budget. liinnenkamp 4B Manage the Capital expenditures to be less than or equal to the 1999 approved budget. Goldman 4C . ~ Achieve a unit capacity factor of 89% or greater post restart Hinnenkarnp 4D Meet milestones for the mid-cycle (PO-8) and refuel outages (RF-7) Goldman 4E Meet milestones for the CPS transition to Amergen llunger 4F Develop final 2000 Business Plans by 11/1/99 Hinnenkamp 7
Supporting G'oals and Initiatives-
- 1. Safety - achieve and sustain excellent performance in nuclear, radiological, and personnelsafety.
Geals 1A Zero lost time accidents Owner: G. L. Baker Measure:
- Monthly Industrial Safety performance indicators, int.luding OSHA Lost Workday indiator Initiatives to Support the Goal: '
- Develop and implement Department Safety Plans
- Communicate and model management expectations for safety on a daily basis .
- Communicate lessons learned from near-miss and safety events )
- Conduct periodic safety meetings to reinforce management expectations regarding safety
- Perform periodic facility walkdowns
- Reward safety successes IB Achieve an OSHA recordable incident rate ofless than 1.0 per 200,000 person-hours -
Owner: G. L. Baker Measure:
- Monthly Industrial Safety performance indicators, including OSHA Recordable Incident Rate indicator -
Initiatives to Support the Goal:
. Develop and implement Department Safety Plans e Communicate and model management expectations for safety on a daily basis
- Communicate lessons leamed from near-miss and safety events
- Conduct periodic safety meetings to reinforce management expectations regarding safety
- ' Perform periodic facility walkdowns
- Reward safety successes 1C Zero significant Human Performance Related Events Owner: P. D. Hinnenkamp Measure:
. Leadership meeting discussions and performance indicator review meetings 8
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Initiatives to Support the Goal.-- -- - :-- -
. ' Establish sitewide event free program
. . Ensure safety culture, procedure compliance, self checking, and peer checking are routinely reinforced Establish a mockup and impleraent training on Management Observations ID Control station collective radiation exposure to achieve less than 81 person-rem.
Owner: P. D; Hinnenkamp/H. Anagnostopoulos Measure:
. Personnel Radiation Exposure performance indicator initiatives to Support the Goal:
- ALARA Committee established and functioning e Conduct assessment of activities and implement corrective actions IE Limit Unplanned Automatic Scrams to no more than one (1)
Owner: P. D. Hinnenkamp/W. Maguire Measure:
- Station unplanned automatic scram performance indicator Initiatives to Support the Goal:
- Scram Frequency Reduction Program
- ' Operations Event Free Program
. Operations Peer Check Program
.1F- Implement Year 2000 Readiness Program to prevent adverse impact on Picut Safety and Operability resulting from Y2K-induced failures or events.
Owner: G. L. Baker /M. Porter Measure:
Performance indicator for Year 2000 " work-off" curve e No overdue Y2K-related CR corrective actions e Monthly status reports on schedule Initiatives to Support the Goal:
- Implement Year 2000 Project Plan per approved Project Schedule
. Complete all actions on approved Year 2000 corrective action plans
- . Coordinate with Corporate and industry Year 2000 readiness initiatives -
- - Implement mitigation strategies and complete preparations for Contingency Plans Implement " Clean Management" program to prevent reintroduction of Y2K problem t
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- 2. . Plant Material Condition - manage and maintain ourplant and equipment tg ,
achieve a level ofrelia6flity ihbisupports safe'and rbliab72hperation. ~ ~ ^ - ~ ~
Gotis 2A- Maintain an average chemistry indicator ofless than 1.1 during operation Owner: P. D. Hinnenkamp/R. Maurer Measure:
. Primary Chediistry Corrosion Control performance indicators initiatives to Support the Goal:
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. Manage three key parameters: reactor water chloride, sulfate, and feedwater iron j
Operate with 9 CP beds in service instead of 8 to minimize flow rate through each j
- vessel and maximize contact time in the bed. i e Procure a ne v type of resin designed to keep the anion and cation resins mixed, which in wr.i will reduce the amount of sulfate " throw" from the polisher bed. l Monitor the effluent from the RT filter /demins to ensure no sulfate is being released. j Evaluate need for anion underlays of the condensate polisher beds (a layer of anion resin underneath the mixed resin bed) if needed.
.. Initiate Ultrasonic Resin Cleaning (URC) to remove accumulated iron from CP beds that have no pre-filter. '
. Inject oxygen in condensate to establish / maintain an adherent corrosion film on feedwater piping.
. ' Install the next three prefilters to more efficiently remove feedwater iron.
. . Educate management and the workforce on Chemistry impacts -
Develop Long Tenn Strategy for Optimizing Plant Chemistry I2B Achieve and maintain zero overdue (> 1.25) Preventive Maintenance (PM) tasks Owner: J. A.Goldman/G.Tierney Measure:
. Overdue (>1.25) PM backlog and projections
. In-grace (>1.0) PM backlog and projections l Initiatives to Support the Goal:
. ' Schedule current overdue PM's per 13-week windows before 12/31/99 Schedule in-grace backlog per 13-week windows to less than 100 by 12/31/99 !
. Minimize PM's entering grace per 13-week windows 1 1
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2C- Achieve and maintain less than*700 tibn-outage conective maintenunce backlog--- - - - - - - - - - -
Owner .'. A. Goldman/G. Tierney Measure:
- Non-outage CM and MMC backlog Initiatives to Support the Goal:
. On-line schedule adherence continuous improvement
. Optimize FIN utilization 2D Achieve and maintain greater than 92% Radwaste availability Owner: R. A. Schenck Measure:
- Radwaste system availability performance indicator Initiatives to Support the Goal:
- Schedule and work radwaste deficiencies to maintain greater than 92% availability
. The Maintenance Department single point of contact will champion a weekly multidiscipline meeting to drive radwaste system availability above 92%
2E Reduce and maintain non-outage Main Control Room deficiencies to less than 10 Owner: R. A. Schenck Measure:
- Weekly h' , Control Room (MCR) Deficiency performance indicators initiatives to Support the Goal:
- Schedule all non-outage MCR deficiencies within 4 weeks ofinitiation.
- The FIN Team single point of contact will champion a weekly multidiscipline meeting to drive deficiencies to completion 2F . Achieve 90% adherence for Maintenance Rule (a)(1) SSC Action Plans Owner: D. Warfel/W. Carsky Measure:
- Performance indicator showing adherence to scheduled completion dates for Maintenance Rule (a)(1) system Condition Report actions e Performance indicator for (a)(1) SSC corrective action plans to include the investigation / planning, performance, and monitor stages Initiatives to Support the Goal:
. Status reviewed at each Maintenance Rule Expert Panel Meeting
- Monthly report to Management at the Leadership Meetings e Quarterly report to the Chief Nuclear Officer
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2G Operate and maintain flPCS, RCIC, RilR, and EDG's to achieve unavailability
. lcss than or equal to the goal Owner: D. Warfel/W. Carsky Measure:
. M' "hly ECCS Availab'lity performance indicators for HPCS, LPCS, RCIC, RHR, aru OG systems Initiatives to Support the Goal:
. Status reviewed at each Maintenance Rule Expert Panel Meeting
. Monthly status report to management at the Leadership Meeting
. 13-week rolling schedule planned to maximize ECCS availability
. Implement action plans to improve reliability and availability of systems
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- 3. Continuous Improvernent - achieve and sustain operational excellence through continuous liriprov'enienYin the proc' esses, programs, anhipeople th'at are critical to CPSsuccess.
Guls 3A Complete 1999 activitics to achieve Maintenance and Technical Training INPO Accreditation Renewalin 2000 Owner: V. J. Cwietniewicz Measure: .
Self-evaluation of Maintenance and Technical Training report
. Accreditation Self Evaluation Report submitted to INPO Initiatives to Support the Goal:
Technical Training Program strengths, weaknesses, and acas foc improvement are identified i
. Corrective action plans are developed, implemented, and on schedule 3B Achieve and maintain average on-line schedule adherence of greater than 85%
with increasing productivity Owner: J. A. Goldman/G. Tierney Measure:
- Schedule adherence by discipline and gap analysis
. Work productivity performuce indicators
. Backlog indicators initiatives to Support the Goal:
Improve knowledge of and adherence to the on-line process through Advocacy j Team presentations and Desktop Guidebook l Continuous improvement through post-work week lessons learned process 3C Achieve greater than 90% success rate on licensed operator annual requalification exams
' Owner: P. D. Hinnenkamp/W. Maguire Measure:
Percent of those operators who pass compared to those who took the exam is greater than or equal to 90%
b Initiatives to Support the Goal:
Continue weekly management observations of performance in simulator Complete corrective actions associated with the 1998 improvement plan 13
3DJ Complete a community thvolvemc' h't tit'ojeu ' ' ' ~ ' ' " " * " - "-"-
Owner: G. L. Baket
'Afeasure:
Complete at least one community project '
Initiatives to Support the Goal: *
. Provide general guidelines (similar to Philanthropy guidelines) for community project
. Evaluate local community needs
. - Management selects project (s) 3E Complete a site improvement project Owner: G. L. Baker
. Afeasure:
. Complete the approved project initiatives to Support the Goal:
. - Identify a site improvement project based on Industry Best Practices
.' Discuss potential project (s) with Management and Union Leadership
. Management approve project 3F Build and conduct and Integrated Plant Operations Training Course Owner: V. J. Cwietniewicz/F. Crutchfield Afeasure:
Development plan and milestones are on schedule and activities are within budget Percent of candidates passing compared to those taking the exam is 90%
. Benchmark comparison a~ gainst other similar courses is established Initiatives to Support the Goal:
. . Build certification course
. Select candidates
. Conduct course and evaluate results 3G No repeat significant events that have occurred previously at CPS orin the industry. -
. Owner: P. D. Hinnenkamp Afeasure:
. . Repeat Significant Event performance indicator Initiatives to Support the Goal:
. Leadership meeting discussions and performance indicator review meetings
. Station Operating Experience Program -
. Station Corrective' Action Program - ,.
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i 311 Manage the Corrective Action Progranisuch that when measured against the ... ,_. .
40500 inspection criteria, previously identified program deficiencies have shown significant improvement by the end of 1999.
. Owner: P. D. Hinnenkanip!K Gallogly 1 i
Measure: l
. Results of assessment Initiatives to Support the Goal:
. Management involvement through daily review of condition reports e Reinforce expectation of no overdue corrective action plans and corrective actions ;
- Analysis of site and departmental trends and implement corrective actions '
. Strengthen the Corrective Action to Review Effectiveness (CARE) program
. Enhance condition report process
. Conduct independent 40503-style assessment 3I Conduct 2 Leadership Development Classes j t'
Owner: V. J. Cwietniewicz Measure:
e Schedule for completing SDA, SDI, LES classes !
I initiatives to Support the Goal:
. Impierdentation of a schedule for SDA, SDI, and LES classes
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3J Improve two Processes Critical to CPS Continuous Improvement Owner: G. L. Baker Measure:
. Process change completed initiatives to Support the Goal:
- Managers to provide list of Process improvements for the Leadership Team to review e Develop a level one schedule for Process Change (s)
- Implement changes 6
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- 4. Financial - optimize longdermfinancial viability by strategtcally. managing operating costs-~* ~~~ ~ ~-~ ~-
and capitalinvestment andproviding safe. reliable service to our customers.
Geils 4A Manage the O&M expenditures to be less than or equal to the 1999 approved budget Owner: P. D. Hinnenkamp
' Measure:
. Station O&M Cost Performance indicator Initiatives to Support the Goal:
e' Reduction ofcontractor support l
. Minimization ofovertime
. Leadership review meetings l
. O&M budget " fresh restart" initiative i 4B Manage the Capital expenditures to be less than or equal to the 1999 approved budget l
Owner: J. A. Goldman l Measure:
. Station Capital Cost Performance indicator Initiatives to Support the Goal:
. Implement Site Modification Management Group (SMMG)
. Leadership review meetings 4C Achieve a unit capacity factor of 89% or greater post restart Owner: P. D. Hinnenkamp Measure: ;
e Unit Capacity Factor performance indicator Initiatives to Support the Goal:
. Assess all required downpower maneuvers and consolidate accordingly
. Station Event Free Program 4D Meet milestones for the mid-eycle (PO-8) and refuel cutages (RF-7)
Owner: J. A. Goldman/G.Tierney Measure:
- ' PO-8 milestone schedule progress
- RF-7 milestone schedule progress
- Bulk engineering progress 16
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Bulk maintenance planning progress
- . Btik procutenYent progress
- ' Bulk tagout writing progress
- Dulk scheduling progress l
Inillatives to Support the Goal- l
- Scope controlimprovements
- Outage initiative list
- Management review meetings 4E Meet milestones for the CPS transition to Amergen i
Owner: G. A. Hunger.
Measure:
- Amergen transition milestone schedule progress Initiatives to Support the Goal:
- Develop and implement the Transition Plan 4F Develop the final 2000 Business Plans by November 1,1999 !
Owner: P. D. Hinnenkamp Measure:
- 2000 Business Plan in place by 11/D99 Initiatives to Support the Goal:
- Complete the Business Plan G
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Department Business Plans .
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CPS Plant. Management.x. = . _ , . . . . . . , , . _ ,,
1 Improve IIuman Performance, through reinforcement of behaviors which contribute to excellent human performance as evidenced by event free station operations Owner: 3.Owens Measure:
Lea'dership meeting discussions and performance indicator review meeting Initiatives to Support the Goal:
Training for managers, directors, and supervisors on organizational performance
- models that support excellence in human performance and event free operations
. Training for personnel on organizational and human performance Revised policy on yellow and blue card observations (combination to a single system and refocus on observable activities, including potential modification of current yellow card to reflect non-field activities which promote event free operations)
. Event Free Program
. Ensure. safety culture, procedure use, and peer checking are routinely reinforced.
2 No scrams, transients, or major plant events caused by lack of operator monitoring, control, or error
- Owner: W. Maguire Measure:
. Event Free Performance indicator
. Results of Operations Department Self Assessment Program Initiatives to Support the Goal:
. Event Free Program L
. Peer Checking !
. Main Control Board Walkdowns 1
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! ;3- - Deelop skills f6r being in~6re'self critical-withidegitiationsfrelated to EFE38533)-- " - "-- - -
~ Owner: W. Maguire
- Measure:
- Increasing trend in SelfIdentification Rates initiatives to Support the Goal:
. Develop training program and deliver to operations
. Develop Performance Indicator for SelfIdentification Rates
- 4 -Establish strong shift operations leadership Owner: W. Maguire.
Measve:
- Results of Operations Department Self Assessment Program Initiatives to Support the Goal:
.- Establish routine offsite shift management meetings which focus on Leadership Development and continuous improvement within operations
. Develop case studies based on CPS operational performance and discuss at weekly Shift Manager meetings with focus on achieving operstional excellence through continuous improvement
. Continue Leadership Development Initiative'with Operations Supervisors I
5 Implement upgrades to the plant communications system to better serve j Operations (PFE30535)
Owner:' W. Maguire Measure:
- Completion of Communication Upgrades __
Initiatives to Support the Goal:
.e' Implement upgrades as appropriate 6' Maintain Operator Workarounds to less than 5 -
Owner: W. Maguire Measure:
- Station Operator Workaround performance indicator Initiatives to Support the Goal:
. Leadership meeting reviews i
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7 Implement computerized narrative: logs:. n nn : : r . . . . .. .. .. .. . .. . .. . . . .... .. . . . . . . . , . . .
Owner: W. Maguire Measure:
. Comp ?.terized Narrative Logs in place and functional Initiatives to Support the Goal:
- Develop Level 1 Schedule
. Implement change according to schedule 8 Continue upgrade of Plant Labeling (PFE 30520.01)
Owner: J.Ilays Measure:
. Plant labeling is upgraded according to schedule Initiatives to Support the Goal:
- Establish ownership with shift operations and establish project plan e Implement upgrades in accordance with project schedule 9 Pursue improved training performance goals within Operations Owner: W. Maguire/M. Lyon Measure:
- Results of annual requalification exams l e Training No Show Report
. Training Effectiveness and Relevance performance indicators j e Training Observation performance indicators J Initiatives to Support the Goal: l
. 90% pass rate for the annual requalification exam
. 98% trainees attendance
. Improve the quality and fidelity of the simulator
. Continue Operations Management observations of training 10 Maintain Operations Training INPO Accreditation Renewal Owner: W. Maguire/M. Lyon Measure:
. Operations Training Program strengths, areas for improvement and weaknesses are identified e Project plan and corrective action plans are on schedule
. - Accreditation renewed initiatives to Support the Goal: ,
. Develop and implement action plans to resolve identified areas for improvement and weaknesses 21
11- Sustaid ' emphasis on. operational focus in condu'ct.cf. operations and in.thec .. r . - .::c;;;a r operations / work control interface
. Owner:. W. Maguire/J. Hcckenberger Measure:
. Event Free Program
. Station Schedule Adherence Rate performance indicator
. LCO Time Management performance indicator Initiatives to Support the Goal:
- . Maintain oversight of conduct of operations through continued emphasis on crew performance observation and feedback
. . Establish Shift Operations involvement within the T-5 window prior to the work execution week-
. Work week critiques 12 Improve raw water and closed cooling water chemistry performance
' Owner: R. Maurer Measure:
. Chemistry performance indicators
. Service Water System Chlorination System Peribrmance indicator i
Initiatives to Support the Goal: l
. . Determine effective means to inhibit corrosion in raw water systems, while balancing discharge permit limitations with testing and monitoring activities. ,
. - Evaluate the need for upgrading the current raw water treatment equipment
]
. Evaluate chemical cleaning to improve overall health of raw water and closed cooling water systems
. Determine means to remove dissolved / suspended metals from closed cooling water systems
. Evaluate alternatives for improving close cooling water systems (i.e. corrosion inhibitors, oxygen free designs, conversion to filtered / demineralized water)
. Implement means to remove suspended / dissolved solids 13 3 Revise Safety Tagging Program to incorporate industry best practices (including PFE 30528.03a)
Owner: M. Tacelosky
~ Measure:
. . Safety Tagging Program Upgrade Completed 1
' Initiatives to Support the Goal e Benchmark against industry top performers
= incorporate learnings accordingly
. Train station personnel on changes to the program e implement upgraded program by year end 22
?
14 Complete NLO.984: Class:Qualificutions.by.1111/99xith100% pass rate" : --- . ;..- v. = .
Owner: W. Maguire Measure:
. 100% Success Rate obtained by 11/1/99 Initiatives to Support the Goal:
. Complete classroom studies of all candidates
. Place individuals on shift by 7/1/99
. Complete one of thejob classifications by 11/1/99 15 Develop bench strength and Succession Plans in critical areas within Operations, including Licensed Operators, Shift Managers and Shift Supervision, and Shift Technical Advisors. Establish additional rotational assignments for Operations personnel by 10/15/99 (PFE 20105.04)
Owner: W. Maguire Measure:
. Adherence to Long Term Staffing Plan Initiatives to Support the Goal:
. Develop Long Term Staffing Plan
. Implement Rotational Assignments for FIN, Work Management, and Operations Work Control
. Hire additional resources in accordance with Staffing Plan 16 Successfully complete present license class with 100% pass rate of candidates sent for NRC exam Owner: W. Maguire Measure:
. Success rate oflicense class Initiatives to SupportIhe Goal:
. Establish mentors for class
.- Management Observations ofclass 17- Strengthen Reactiv'ity Management and Maintain all fuel Thermal Limits to less than 1 during steady state operations and reactor power maneuvers Owner: W. Maguire Measure:
. Zero Reactivity Management Events initiatives to Support the Goai:
. Establish Reactivity Management Group
= Develop and implement a procedure for unexpected reactivity changes 23 e
18 Improve Operations by implementihg good practices assdciated with-conducti>f ~ *-
- ~
~ operations obtained from others Owner: W. Maguire Measure:
. - Two acquired good practices have been implemented at CPS by the end of the year Initiatives to Support the Goal:
. Visit at least two sites to benchmark CPS Operatiora processes against those of industry leaders.
. _ Implement improvements based on practices identified
_19 _ Complete the Current Licensing Basis (CLB) verification of CPS Licensing Basis by 8/31/99 (PFE 40209) l Owner: R. F. Phares/M. Reandeau Measure:-
. Performance indicator of the completion of USAR verifiable items per schedule j
. Submittal of hardcopy ofinformation to vendor to support completion of master electronic USAR, Tech Specs, and ORM per vendor needs Initiatives to Support the Goal:
. Complete bi-weekly project status reports to CPF Management
. Continue to interface with vendor on-site proju. manager regarding project i completion -
. . Completion of discrepancy resolution per the approved project plan 20 Conduct an annual site-wide,INPO style plant assessment to be complete in July, 1999 Owner: R. F. Phares/J. Lewis Measure:
. Complete information gathering by 7/2/99
. _ Issue assessment report Initiatives to Support the Goal:
. ' Name team members
. Complete self-assessment checklist
. Debrief management on results of assessment
. Implement corrective actions from INPO style plant assessment to improve station performance 24
[l i
. Maintenance Department .
1 Improve Industrial Safety Work Practices Owner: R. Schenck Measure: i e Monthly Industrial Safety performance indicators
. Monthly performance indicator for Procedure Compliance by Department Initiatives to Support the Goal:
l
. Implementation of Maintenance Safety Plan
. Continue implementation of Monitor, Measure and Coach Program 2 Reduce PersonRem Exposure Owner: R. Schenck .
Measure:
. Monthly Personnel Radiation Exposure performance indicator Initiatives to Support the Goal: )
. Continue implementation of ALARA practices
. Investigate the use of mockups, where feasible
. Investigate the use ofjust-in-time training 3 Improve Nuclear Safety by Reducing Human Performance Errors Owner: R. Schenck Measure:
. Monthly Human Error Performance indicator Initiatives to Support the Goal:
. Use ofIndustry Operating Experience
. Continue implementation of Monitor, Measure and Coach program
. Use of pre-job briefs and post-job reviews 4 Zero overdue PM's Owner: R. King Measure:
. Preventive Maintenance Program performance indicators initiatives to Support the Goal:
. Adhere to 13-week schedule 25
'S Reduce non-outage em s euio, -. '
Owner: R. King .
Afeasure:
Non-Outage Corrective Maintenance Work Order performance indicator initiatives to Support the Goal:
Adhere to 13-week schedule Utilize resources appropriately to maintain the schedule 6
Improve Radwaste processing equipment availability Owner: 1. Piatt Alcasure:
Radwaste Systems Reliability performance indicator Initiatives to Support the Goal:
Adhere to 13-week schedule Utilize resources appropriately to maintain the schedule 7
Reduce Main Control Room Deficiencies Owner: D. Koons/W. Maguire Afeasure:
Main Control Room Deficiency performance indicator initiatives to Support the Goal:
The FIN Team single point ofcontact will drive Main Control Room Deficiencie
. completion by chairing a weekly, multi-discipline meeting Expend all reasonable resources necessary to work Main Control Room Def scheduled 8
Complete commitments associated with breakers Owner: G. Smith hieasure:
+
{
\- Closure of related CCTs (063466, 065424, 063469, 066540, 066539)
Initiatives to Support the Goal:
Track to completion 26
4 9 Improve Sched.ule Adherence Owner: Mair.tenance Directors Afeasure:
Schedule adherence performance indicators by maintenance discipline
. Work productivity performance indicators Initiatives to Support the Goal:
. Implementation of walkdown teams
. Use of Operating Experience in pre-job planning
. Increase accuracy of manhour estimates
. Increase accuracy of parts requisitioning
. Active participation in look-ahead meetings 10 Improve timely response of Corrective Action Plans and Corrective Actions
. Owner: Maintenance Directors Measure:
. Condition Report Aging performance indicator Initiatives to Support the Goal:
Maintain single point ofcontact for maintenance condition reports to provide proper emphasis to meeting goal 90% of Condition Reports will have CAP's developed by the following:
- of Days
- Level 1 & 2 30
- Level 3 40
- Level 4 50 11 Establish PMT Program to meet industry standards (PFE 40312.01 - 40312.04e)
. Owner: R. King Measure:
. Implementation of the program Initiatives to Support the Goal:
. Benchmark program to industry peers Implementation of the PMT upgrade plan 12 Revise the trending program requirements to provide specific information to allow early detection of problems (PFE 50f03.18)
Owner: K. Foster Measure:
. Results of trend reports-Initiatives to Support the. Goal:
Establish the Predictive Maintenance Group Continue with the condition report quarterly trending report
. Monitor, Measure and Coach analysis ..
27
i
- 1) Increase worlier accountability forqual!rf performance-(PFE 5%03,22) r :~M: - ~- .
Owner: 1. Piatt Measure:
. Management observations and survey instruments
. Results of self-assessments initiatives to Styport the Goal:
. Establish goals
. Continue Lt.adership enhancement program
. Use Behavior Reinforcement
. Establish QWL - Quality of Work Life 14 Develop and provide training for personnel responsible for the dispositioning of ladustry Operating Experience (PFE 50603.24)
Owner: P. Crothers Measure:
. Completion of training Initiatives to Support the Goal:
. Establish personnel to receive training ,
. Attend scheduled training i
15 Enhance the method for ci ing out work packages (PFE 40313)
Owner: R. King ,
Measure:
.. Completion of a Maintenance self-assessment on work package closure Initiatives to Support the Goal: l
. Issue revision to CPS No. 1029.01, Preparation and Routing of Mair.tenance Work Documents
. Schedule the self assessment
. Completion of the self assessment 16 Develop a critical component list to identify components by Equipment ;
Identification Number (EIN) (PFE 50302.03) !
l Owner: R. King !
Measure:
- Complaed PPMPS upgrade initiatives to Support the Goal:
. Upgrade PPMPS to reflect critical components 28 j
L 17 Improve the Mechanical Maintenancewo'rk environment (PFE 50606)
Owner: J. Platt Measure:
'
- Area designation Initiatives to Support the Goal:
Obtain Project Managenwnt support and performance of a maintenance facility layout 18 Enhance the Troubleshooting Program Owner: D. Koons -
1 Measure:
Issue revised troubleshooting procedure, CPS No. 1040.01 1 Initiatives to Support the Goal:
- Train appropriate personnel on the revision
- - Issue the procedure . j e Benchmark for Industry Good Practices 19 Enhance the Welding Program )
Owner: J. Sheffield i j
Measure:
. Perform a self-assessment of the Welding Program ;
Initiatives to Support the Goal:
. Issuance of a welding manual
. Expansion of weld history reports
. Implementation of actions from the Welding Improvement Plan 20 Evaluate and revise the Work History Program (PI2 40314)
Owner: R. King M aa ure:
. Issue revision to CPS No. 1029.01, Preparation and Routing of Maintenance Work Documents initiatives to Support the Goal:
. Train appropriate personnel on the revision
. Benchmark for Industry Good Practices - I I
29 i
21 Operational Focus of CPS -
^'~~~~.-
Owner: Maintenance Directors Measure:
- Percentage Repeat Maintenance performance indicator
- Percentage MWOs Failing PMT performance indicator Initiatives to Support the Goal:
- Timely return of equipment to operational status by:
=> Continue to meet or improve the goal of <3% for repeat maintenance
. => Continue to meet or improve the goal of <l% for MWOs failing PMT 22 Maintain control of expenditures within the established budget Owner: Maintenance Directors Measure:
- Ma'mtenance Department Budget performance reports Initiatives to Support the Goal: ,
5 Monthly Imancial discussions to control expenditures l l
4 r
l 1
4 I.
l 1
30
- . Nuclear Station. Engineering Department . . ......., ._ ... . . .
1 Long-term solution for Reactor Recirculation (RR) pump seals Owner: W. Carsky Measure:
Vendor compliance with seal development schedule
. Completion of modification and design milestones for modification RR-034
. Frequency of challenges involving RR B seal Initiatives to Support the Goal:
Procure replacement seal design for installation in RF-7, including establishing the CPS design team, issuing the seal purchase order, and monitoring vendor performance and reporting to management Perform Special Test to allow routine testing (e.g. Turbine Valves, MSIVs) at a higher power level than 80%
Evaluate RR performance for areas of the Power-Flow map that should be avoided 2- Complete installation, testing and turnover of modification PR-040 which replaces the AR/PR central control terminals Owner: P. Gaffney Measure:
Modification PR-040 Released for Operations 5
Initiatives to Support the Goal: 4 l
. Monthly status reports to Management 1 3 Complete commitments associated with GL 89-13 Heat Exchanger performance, including establishing a program document (PFE 40805)
Owner: W. Carsky Measure:
Develop performance indicator showing adherence to schedule completion dates for GL 89-13 Program Perform an audit or assessment of the GL 89-13 program by December 1999 Initiatives to Support the Goal:
Establish schedule of work activities !
Formalize GL 89-13 team members
. {
Conduct monthly GL 89-13 team meetmgs j Monthly report to the Material Condition Management Team r .-
31 1
7o '
)
l-4 ' Complete n'oh-outage actions requir6d to achi~ eve' cycle TMaintchanc( Rule '
1
. performance criteria for inverters Owner:- W. Carsky-
' Measure:
. Monthly performance indicator demonstrating acceptable inverter availability
. Monthly performance indicator depicting adherence to corrective action completion initiatives to Support the Goal:
. - Monthly performance indicator meetings with the Material Condition Management Team-
. Corrective actions completed as scheduled, including:
=> required maintenance training
=> method to test replacement Elgar circuit cards implemented
=> analytical analysis to support resolution of BOP /IP system noise
=> design for alarm logic cards for NSPS inverters evaluated
=> inverter calibration procedures developed,'and
=> improved PM program for inverters developed and implemented 5- Continuous improvement of Maintenance Rule Program effectiveness
. Owner: W. Carsky-Measure:
e ' Monthly performance indicators to identify and track Maintenance Rule improvement measures, especially any actions in response to audit, assessment, or inspection findings (measures to be developed)
- i Evaluate results of any Maintenance Rule Program audits, assessments, or
- inspections with the Material Condition Managemen' Team to identify and ensure all actions related to ineffective implementation of the Maintenance Rule Program aru identified and addressed Initiatives to Support the Goal:
. Review status at each Maintenance Rule Expert Panel meeting
. Monthly status reports to management at the Leadership Meetings 9
32'
6 Complete commitments associated-wkh: Logic System FunctionalTest; Review . ., ... - . . -
including changes to the Master List of Surveillance Requirements and developing training for Independent Technical Reviewers Owner: W Catsky Afeasure:
. - Completion of corrective actions to CR l-97-12-304 Initiatives to Support the Goal:
. Monthly status reports to management 7 Develop the implementation plan and obtain funding for the Instrument Setpoint Program Long Term Improvement Plan by 9/10/99 Owner: P. GafEncy Afeasure:
. P3 milestone schedule (or equal)
Initiatives to Support the Goal:
. Monthly status reports to Management 8 Complete Phases 1 and 2 of the Hardware Change Program Improvements by 12/31/99 (PFE 40207)
Owner: P. Gaffney Afeasure:
l
. P3 milestone schedule (or equal) i I
Initiatives to Support the Goal:
. Monthly status reports to Management 9 Develop the implementation plan and obtain funding for the Calculation i
Improvement Program ' (PFE 40212.05)
Owner: P. GafTney ,
I Afeasure:
. P3 milestore schedule (or equal) 1 J
Initiatives to Support the Goal:
. Monthly status reports to Management
)
)
33 l
i 10_ - Serengthen operational foe.usand. engineering support to. Operations u=-.-
Owner: W. Carsky.
Measure:
e - Proactive' solutions to operational challenges
- Performance feedback from Operations
'1 Initiatives to Support the Goal-1
- Daily Engineering Meeting accountability
- Continue Engineering Response Team
- Clarify and strengthen roles j e Periodic meetings with Shift Managers to improve focus :
11- To raise the quality of engineering in areas'such as analysis, design verification, l design impact assessment,' and testing, recruit experienced personnel to fill vacant !
positions Owner: K. A. Baker Measure:
_.e Staffing Plan
. Initiatives to Support the Goal: ;
- Perform assessment of organization to determine special expertise needs !
e Utilize team approach with PECO and Amergen to aggressively fill positions
'12 Continue improvements in Configuration Management (CM) (PFE element 402)
Owner: K. A. Baker Measure:
-* Milestone schedule
.. Performance indicator trac'k ing population of Calculation Index Database i Initiatives to Support the Goal:
. - Inf yate procedures that control configuration through upper tier documents and r rovide CM training e Benchmark and develop a plan for improving design basis information 2
' Catalog locations of CM information and develop information validation standarde e Continue population of the Calculation Index Database with retrieval information for selected calculations
.- Benchmark and develop strategy for engineering information integration 1
34
1 ~. - Complete commitments esociated-with Fire Protection; including-revision to the - - ---
safe shutdown analysis and upgrade of the penetration seal design information :
(PFE 40802.02)
Owner: K. A. Baker Measure: i e Milestone schedule } -
Initiatives to Support the Goal:
- ' Monthly status reports to Manager
}
}
I l
i i
i 35 l f I
E .
Work Management Department - . .
1 Establish plan and schedule for Risk Assessment software upgrade (PFE 40309.04)
Owner: G. Tiemey
' Measure:
. Plcn and schedule developed initiatives to Support the Goal:
. Obtain SMMG approval
. Assign project manager
. Establish project plan and schedule 2 Establish plan and schedule for Degraded Voltage Phase 2 and iscue closure Owner: M. Lukowski/J. Domitrovich Measure:
. Schedule progress towards achieving goal Initiatives to Support the Goal:
. Obtain SMMG approval for engineering study
. Develop project plan and schedub for Phase 2 and ultimately issue closure 3 Reduce the PR (predictive maintenance) backlog by 50% by 12/31/99 Owner: G. Tierney Measure:
. PR maintenance backlog Initiatives to Support the Goal:
. Assess current PR backlog and develop year-end goal based on 50% reduction
. Develop candidate list for PR 'semb', obtain buy-in from appropriate groups, and implement
. Schedule PR items to support goal 4 Create a Work Support Team Owner: A. Mueller -
Measure:
. Transition plan schedule progress initiatives to Support the Goal:
-. Develop a transition plan and schedule for 'first-in/last-out', and other work support functions 36
5- Establish clearMaterintrManagementowirershipinderone-Director' --~~
Owner: J. Gruber Measure:
Transition plan schedule progress Initiatives to Support the Goal:
Develop transition plan for Procurement Engineering Group Develop transition plan for Purchasing 6 . Establish a new Project / Contract Management process and organization Owner: M. Lukowski Measure:
SMMG funding authorized, expended, and available !
- Project milestone reports Initiatives to Support the Goal:
e' Staff new organization j i
e Develop Piuject Management Manual and Training
. Establish SMMG process
. Re-evaluate major maintenance contracts 7 Establish aad maintain forced outage readiness Owner: G. Tierney/R. Gruenewald Measure:
Force outage maintenance planning progress Forced outage tagout writing progress e Force outage materials readiness progress Initiatives to Support the Goal:
. Forced Outage Schedule e Forced Outage Scope Review e
Forced outage readiness meetings and leadership meeting presentations 8- Establish short, medium, and long term strategy for work process IT improvements Owner: G. Tierney/B. King Measure:
. Schedule progress Initiatives to Support the Goal:
Implement PPMPS activity based planning upgrade
. Evaluate PIMS '
. Assign Project Manager.-
37
^
9 Implement invenfory management iniprovements. - - . --
Owner: J. Gruber Measure:
- Inventory value e Material availability Initiatives to Support the Goal:
. Critical parts identification program
. Identification and disposition of surplus material Identification of parts with no application Improve schedule impact, vendor performance, and expediting performance monitoring e' Increase Blanket Order and Autofax Order options 10 Improve the Operational Focus within the Work Management Department Owner: G.Tierney
' Measure:
. Quarterly Work Barrier Matrix trending Initiatives to Support the Goal:
- -Post Work Week Lessons Learned process
. -Quarterly CR trending
. \
I i
- i 38
}.
I- , .
L Nuclear Support Department 1 Evaluate automating hotwork and transient Fire load Tracking Program Owner: G. L. Baker /W. Bousquet Measure:
. Complete automating tracking program Initiatives to Support the Goal:
Provide results' of cvaluation including resources and expected benefit to Management
- Implement approved recommendations 2 Successfully meet reporting requirements for ERO tests, drills, and exercises.
Owner: D. Smith
. Measure:
Results of monthly pager tests (>80% positions filled, no key positions vacant)
Results of bi-annual response drills (TSC/ EOF activated within approved timeframes; E Plan Table 2-1 augmentation goals met)
Results of facility drills, integrated drills, exercises (staffing objectives met) hiitiatives to Support the Goal:
. Critical self critics by players Corrective actions / improvements identified during critiques and implementation scheduled 3 Improve ERO processes and team work performance by incorporating industry best practices Owner: D. Smith Measure:
. Industry best practices implemented Results of drill critiques (decrease in number of weaknesses related to process improvements /tearnwork/conununication)
Results of exercise critiques (no NRC identified weaknesses relating to ERO processes / communications)
Initiatives to Support the Goal:
- Benclunark against industry top performers
. Incorporate learnings accordingly
. Train station personnel on omprovements to the program
. . Conduct ERO facility drills to promote continuous improvement 39
l i
Training Department _
1 1
Provide a simulator that can support effective Operations Training and maintains fidelity to CPS and ANSI /ANS 3.5 standards 1
Owner: M. Lyon '
Measure:
Less than 25 Simulator Problem Reports (SPRs) initiatives to Support the Goal:
. To be determined 2 }
Pursue Improved Training Instructor Performance (PFE 30310.06) )
Owner: V. Cwietniewicz/ J. Hanson Measure: l Quarterly evaluation of trends in Instructor performance Initiatives to Support the Goal:
Define Standards for instructional skills Upgrade methods used for instructor delivery Implementatior J Pedormance Based Instructor Continuing Training Program
. NTD Management Evaluation ofInstructor Performance Site Management Observation of Training 3 Complete Development and Fully Implement the Nuclear Training Department Manual (PFE30311)
Owner: V. Cwietniewicz/ J. Hanson i
Measure:
Complete implementation of Nuclear Training Department Manual chapters initiatives to Support the Goal: l Complete development of chapter (s)
Review, Resolve Comment and Approve chapters i l
4 Provide Training on the Systematic Approach to Training (SAT) Process to NTD and Station Personnel to Ensure Understanding of Each Role in the Training Process l
Owner: V, Cwietniewicz/J. Hanson Measure:
Complete training for identified personnel Initiatives to Support the Goal:
. Conduct NTD training Supervisory / Management team training
. Department / Shop training 40
.