ML20214F611
| ML20214F611 | |
| Person / Time | |
|---|---|
| Site: | Braidwood  |
| Issue date: | 12/04/1986 |
| From: | Dewald I COMSTOCK ENGINEERING, INC. |
| To: | Saklak R, Seese L, Seltmann R, Simms R, Worthington K COMSTOCK ENGINEERING, INC. |
| References | |
| 84-07-09-16, 84-7-9-16, OL-I-ROREM-274, NUDOCS 8705260180 | |
| Download: ML20214F611 (13) | |
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Comstock Engineering, Inc.
I Memorandum
'67 E' 13 AS :48 To: K. Worthis:_ on/L.Seese/R. Saklak
, Office: Braidwood R. Seltmaru'/R. Simms r
From:
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Subject:
Suqqestions Forms From Meeting Held 6-30-84 Date: July 9, 1984 Control No: 84-07-09-16 N
Attached are the major concerns expressed by the Quality Control Department of which are of great concern to myself as to the operation of the department as a group involving everyone.
You are to review the attached suggestions and the possible
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resolutions / solution for additional improvement in the areas attached.
There are a few hard, fast resolutions I have thought out but I feel that these changes are required in order to ensure the Quality Control Departments effectiveness.
i A response, memo form, is required and an overall management meeting will be on Wednesday, July 18, 1984, to discuss and establish the required changes to better the Quality Control Department. Respond by July 12, 1984.
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I. F. DeWald Quality Control Manager
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/ S o 'u QC File IM fCENTiflED W mt RECEIVED Intmer -
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1.
DOCUMENTATION
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More than 1 way of doing things.
t 2.
Have a set of congleted form examples for inspectors to follow.
3.
Streamline / simplify forms.
4.
Vault lead disliked - needs replaced.
5.. Overview for correctness to extensive.
6.
Vault review should be done by certified inspector of that area.
7.
Inspectors involved in procedure review.
8.
Terminate habitual documentation error inspectors.
9.
Docunent station be created for partially completed forms.
10.
More specific procedures and checklists.
11.
Revise forms to allow for more information.
12.
Remove system number from checklists, also, foreman's name and welders number. Eng. function.
13.
Verbal orders for changes in documentation have to stop.
i 2.
RESOLUTION '!O SUGGESTIONS 1.
Make samples of all inspection reports - put them in notebook form and give each lead and supervisor a copy.
2.
Rotate vault review inspectors for reviewing documents.
3.
Review vault practices - possible over reviewing being accouplished.
4.
Create document station for partially completed docur. ants for ready access. (after remodeling of spaces) 5.
No verbal orders to be given for documentation changes. Documentation changes will be menos only and procedure revisions as required.
6.
Review wult lead's actions.
7.
Have inspectors involved in all review boards for procedures. Also, prior to board review during revision.
gr.000723
2*
1.
INFORMATION DISTRIBUTION 1.
Open comununication between supervision and inspectors.
l.
2.
Proper memo distribution freet office to inspectors involved.
3.
Prompt answers to be given to inspectors as quick as possible.
4.
QC General Meetings and meetings for disciplines concerned.
5.
Daily supervisor meeting with leads (r.hort session) to discuss daily work activities.
4 6.
Special discipline meetings to discuss new information pertaining to inspeetion/rejeetion topics.
7.
Leads hold short meetings with their respective groups everyday or every other day concerning the events of the week.
2.
RESOLUTION OF THE ABOVE ITEMS 1.
Issue open door policy stating that inspectors are encouraged to approach management at any level at any time.
2.
Memo distribution - Sufficient copies of memos to be given to the leads for distribution to their inspectors.
3.
General QC Meeting every Friday evening giving the past weeks accom-plishments, future plans, problem areas, take minutes of meeting for reference to be discussed during the next weeks meeting also. to ensure i
problems were resolved.
4.
Establish daily supervisor sessions with leads to discuss daily activities.
5.
Establish special discipline meetings to discuss procedure changes and problems / resolutions.
6.
Leads hold individual group meetings with their section to discuss activities, meeting minutes taken so problems encountered can be resolved and passed back to the lead.
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1.
WORKING CONDITIONS /RE:I.ATIONS 1.
Management to hand out compliments once in a while, just a smile, g
- i How are you today.
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2.
Inspectors to work in teams to aid each other and for safety.
J 3.
Management be more attentative even to silly problems.
4.
Treat people like humans, less threats, have parties with the inspectors to just keep up moral.
5.
Get a refrigerator and Micro Wave.
I 6.
Overtime for those who want to work it, those who don't want it i
don't have to work.
7.
Each individual needs a chair and place to put his/her procedures -
l necessary for more legible paper work so an Inspector can concentrate.
8.
Need windows, better ventalation, more space.,
9.
Beduced detail and general note prints.
10.
Print office is needed.
11.
Need a field office for prints, FCR's, Forms with a clerk operating it.
12.
Need additional tools such as angle finders, plum Bob's - needs j
given to supply person (7).
13.
QC to more independent of construction influence, paper flow systems need defined - Inspector backing from management.
2.
WORKING CONDITIONS - RESOLUTIONS
.i 1.
Management to review their present outlook. Be more complimentary'-
and attentive to the smallest problem.
2.
Obtain Micro Wave and Refrigerator for QC Dept.
F. Rolan and Ceco has verbally approved with stipulation that they are kept clean at all times.
3.
Issue no ultimatums - Ask for things in a positive way, all Supervisory and management to observe this. Such as overtime requirements, Saturday work etc.
4.
Establish required work / desk areas for Inspectors.
5.
Better ventalation a the QC Dept. Area, more A/C and possible window's.
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6.
Chtain reduced detail and note dwgs.
7.
Training sessions with Inspectors / Engineers. to establish the responsibilities of QC verses construction.
QC as an aid to construction to provide a Quality Product. N'3 00 25 A.
B.
QC verifies the installation for correctness.
2.
WORKING CONDITIONS - RESOLUTIONS - Continued Page 2 of 3
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C.
QC and Construction have to work together in order to accomplish the goals.
D.
Establish clarification of problem area channels to ensure validity and timely solving.
E.
Remove unnecessary remarks from checklists and NCR's/ICR's.
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4.
1.
INSPECTION PRACTICES
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Standarise as much as possible for each Inspection Area and Document i
Fractices.
2.
Supervisory Personnel to take frequent trips with an Inspector to the j
field.
3.
Have prints in field office to expedite Inspectors to field.
4.
Have S&L interpetate nccas and details more clearly.
5.
Research time to be done at the Inspectors leasure.
6.
Configuration Inspection be accomplished a head of weld inspection to aleviate any problems.
7.
Treat Inspectors like humans - QC Quality not Quanity.
8.
All inspection practices be the same, not through verbal or memo countatication.
2.
INSPECTION PRACTICES - RESOLUTIONS -
1.
Establish a complete book of example checklists / forms etc. and distribute to all Imads, Supervisors, Vault, Mgt, s
2.
Supervisory /Mgt. Personnel to conduct inspection tours with Inspectors.
Schedule to be established, and adhered to.
3.
Check possibility of a print station in field, maintained by a clerk for research and verification purposes.
Research time can then be accomplished in field.
4.
Pursue the possibility of performing configuration Inspections prior to Welding Insp.
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1.
WORKING RELATIONS 1.
Inspectors ok - with management there is a lot of mistrust and very little confidence.
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2.
More compliments from. management, listen to problems, even if they are silly.
3.
Treat people like professionals both Inspectors and Clerks (Smile or Pat on the Back).
i 4.
Report to one person not 3 or 4.
5.
More Backing given by Supervision.
6.
Weekly QC Meeting discussing work progress, problems, plans for the future, take meeting minutes and discuss them at the next weeks nesting along with new items.
i 7.
More thought into changes.
8.
More thought in esployee relations and conuruni, cation.
9.
Clerks should be re-evaluated and paid accordingly.
10.
Clerks jobs should be more defined.
11.
Say good morning.
12.
Wage difference's on new personnel possible poor training by the lower paid employees.
13.
Management and Corporate people appear to have lied to personnel -
decided not to work on promises - put it on the check - train me at your convenience.
14.
Small percentage of craft who do not care to work with QC.
15.
Manager does not say hello every sorning.
's 16.
Management has less field experience than the Inspectors.
- 17. To much generalization of problem people ask individual's only.
18.
Why care where the paper work is being done. A desk is easier to write on a piece of machinery or equipment.
19.
More assistance by management on problems and concerns.
20.
I.ack of interest by management field experience interest for Inspector situations.
UP.000728 I
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- 5. Cont.
s 2.
WORKING RELATION - RESOLUTIONS 1.
Management to establish an Inspection tour with individual Inspectors,
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to observe performance, problems and to compliment and help as various problems / conditions arise. - Manager to say Hell / Good Morning etc!
2.
Re-establish the reporting structure of the dept.
A.
Increase Imad responsibility (defino)
B.
Supervisor Responsibility (define)
C.
Doceent Station D.
Establish Open Door Policy E.
Resolve Problems /Interpetations as expedient as possible and ensure all Inspectors involved get the required info. all at one time.
3.
Management - Review present oosmunication and Personal Contact Practims.
4.
Establish - Training requirements for each individual in department from Management, Clerks, Inspectors, ASAP.
i 5.
Review problem of craft working relations with QC with F. Rolan, on small percentage of craft - Also percentages of QC.
6.
Problem individuals to be dealt with on a 1-1 Basis and not during group discussions.
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1.
TRAINING
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1.
Schedules and charts be posted and updated in all QC Dept. areas.
Outlines in each disc' pline covering all aspects of the required I
2.
i discipline training.
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3.
Keep to schedule so trainer and trainee can schedule their prep.
tina. No short changes.
4.
Verbal and mese's as to how to document training needs to be proceduralized.
5.
Need for additional tools angle finders, plush Bob's needs given to supply person?
(Nho is Supply Person?)
6.
Certifications very very slow.
7.
Inspectors hired with less than 1 year nuclear experience for more seney than Inspectors with 3 years experience. Inspectors l
with over 3 years should be paid 16.00 to bring up moral.
8.
Newly certified level II Inspectors training new Inspectors 9.
Cross Train personnel by Seniority.
i 10.
Use Inspectors for cross training that are willing to cross train people due to salary difference.
I i
11.
Ist the training coordinator handle all training instead of all management.
1 12.
Imad inspectors be consulted on training schedule.
13.
Training for each individual be worked up as presently time frame appears to be 3 years.'
i 14.
Develope a form usage manual containing all QC Inspection Forms' with complete irstructions as to how to fill out forms - distribute i
to all leads and field supervision.
15.
Very confusing.
2.
RESOLUTION FOR TRAINING 1.
Post Charts and Schedules in all areas where inspectors can observe and keep informed. If a diange is to be made the change will be so noted on all schedules the day before in the morning and so noted in red.
2.
Each individual will be worked up a head of time. Required training for each discipline will be laid out as to the order of certification, hours OJT required.
i 3.
Training outlines for each lesson will be developed to facilitate any Level II to given the lesson, also develope an OJT Training out line, including documentation practices.
I:P.000730
6 cont.
2.
RESOLUTION FOR TRAINING - Continued
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4.
ANSI requirements for Level II's incorporated into training classes to ensure a full understanding of Level II's Responsibilities.
5.
Establish a cross training list so all Inspectors know their standing with the training of new personnel.
Training Schedule will be reviewed by Leads /Supervis'or, Asst. Manager 6.
(Field Inspections) and QC Mgr. prior to posting.
7.
Establish by list personnel qualified in,each discipline and post.
To be up-dated each time an inspector Re-Qual's or is Qual'd.
8.
Additional tools such as Angle Finders & Plum Bob's were would these be used?
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1.
$ ALARY & BENEFITS 1.
Wages need to be fairly distributed.
2.
All Inspectors should be paid 12.00 per hour for the same Certs. and all Inspectors be given the chance to Cert. Now.
3.
Certifications were combined in different areas and that no raise until the combined certs are obtained.
4.
$16.00 per hour people no Certs, setting in office poor management.
5.
$12.00 per hour not an industry standard, $4.00 per hour under Comstock QC Inspectors are the lowest paid Inspectors on site.
6.
Not equal, unfair to leads especially, leads should be paid extra for headaches - plus it might give them incentive to care and pass it to fellow inspectors.
7.
All Inspectors should be started at the same pay and then be eligible to increase their salaries by certification.
8.
Eye glasses and orthodonic almost no existent and need incentive raises.
9.
$1.50 lost at Bralhd compared to Perry Certs, possibility of being locked into same certs same area the way Ceco is going.
i 10.
Raise older Inspector's pay.
11.
Inspectors should receive semi-annual pay raises regardless of cert's.
2.
SALARY & BENEFITS 1.
Get Crosstraining going to close gap on salary differences betw3en new employee's and old employee's.
2.
Check on raises for clerks - Construction hiring at $5.00 per hour now. Speak with Paserba.
3.
Check on Certification differences as to how Corporate's views are now structured to stop the present salary differences between sites.
4.
Check on possibility of eye glasses and orthodonic care being added to Medical Benefits.
5.
Imad Inspectors Salary possibly hirer than Inspectors to obtain the extra incentive and to compensate for the everyday responsibility not encountered by Inspectors.
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i UP.000732
8.
1.
ITEM TO IMPROVE 1.
Inspector burn out from overtime.
2.
Stop mandatory Saturday work.
3.
Stop overtime work.
4.
Do not write warnings on people who do not want to work overtime.
5.
More intazast in Inspectors by giving compliments.
6.
Raise Inspectors pay $17.00 to $18.00.
x, 7.
Management not keeping promises.
8.
Keep overtime, when overtime out inspectors will leave.
9.
Rest rooms could have doors.
10.
Threat of cancelling vacations if the schedule isn't met - could cause rebellion.
11.
Promotions within the QC group L. Seese, K. Worthington, R. Whitehead.
Braidwood people have required experience.
12.
Additional AWS Training Class.
t 13.
'1b many people in charge causes CAO's.
14.
Stop letting construction run QC.
15.
Restart the cross training and show people that management is serious about carts across the board for all employees.
16.
Immediata pay raise.
17.
Open up management inspector communication. Inspector input on procedures, some inter office problems, problem areas.
18.
Management to get more involved with and tmderstand the inspectors.
I!P.70C733
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IMMEDIATE IMPROVEMENT ITEMS 4
1.
Re-Evaluate overtime - per required Inspectors and programs - Use overtime on voltatary basis.
2.
Management to show more interest in Inspection Areas.
j 3.
Management to compliment individuals and be involved constantly not occassionally.
4.
No promises - None - By No One 5.
Replace Rest Room doors - provide more rest room facilities.
6.
Provide promotions within - do not bring in new people to fill slots.
7.
Additional AWS Training classes.
I 8.
Establish reporting structure, responsibilities for Imads, Supervisors Management.
9.
Establish Cross Training schedule as soon as possible.
10.
Establish Open Door Policy by Memo, although it has always existed -
but appears to be cut off at some point.
11.
Management to establish Ingpection. Inspection to to be better informed of problems, more training, accoomplished Inspectors and I
cospliments.
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