ML20216D897
| ML20216D897 | |
| Person / Time | |
|---|---|
| Site: | Cooper  |
| Issue date: | 04/08/1998 |
| From: | Boyce M, Gifford T, Long J NEBRASKA PUBLIC POWER DISTRICT |
| To: | |
| Shared Package | |
| ML20216D888 | List: |
| References | |
| PROC-980408, NUDOCS 9804160028 | |
| Download: ML20216D897 (28) | |
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Nebraska Public Power District Cooper Nuclear Station,
I Strategp for~AchieEing Engineering; Excellence j
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4 Background
Performance of the Cooper Nuclear Station (CNS) Engineering function has not met Nebraska Public Power District (NPPD) management expectations and is below that of many other nuclear power stations. This conclusion is confirmed by intemal and external assessments which have identified performance issues such as the 1994 CNS Diagnostic Self Assessment Team (DSAT) effort and the follow-up 1996 Engineering Self-Assessment. Additional insights regarding Engineering performance have been gleaned from a. number of NRC inspections and reports including the February 1997 SALP report and the recent Architect Engineering Inspection.
Past improvement initiatives have been undertaken with varying degrees of success.
However, the Engineering function is still not performing at the' expected level. The fundamental causal factors for this lack of continued selfimprovement are described below.
Our leadership had not provided stable vision, focus, guidance, resources, and accountability to ensure Engineering performance had continued to improve. This leadership has been deficient for a number of reasons. The management team did not share a common vision of what Engineering roles and responsibilities should be and did
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not work together to develop a vision. Also, there was a lack of appreciation of the i
value of the Engineering function and the need for long term investments to obtain the required levels of expertise and performance. At the same time, a lack of rigorous self assessment, along with an absence of equipment or major regulatory issues, resulted in management's tacit conclusion that Engineering was improving.
This situation, in combination with perceived pressure to reduce cost, resulted in a failure to make the required long term investments' and follow through on improvement plans. The implications were recognized by. Individuals within Engineering.
This recognition resulted in dissatisfaction and increased personnel turnover.
Site and Corporate Human Resource management did not work together to mitigate the impact of this increased turnover in the face of a tight labor market.
A stable work force in Engineering has not been developed and maintained such that we have a sufficient number of capable engineers with the necessary Cooper specific skills and knowledge to improve Engineering performance in a timely manner. Roles and responsibilities have not been clearly defined and understood. Our knowledge of, j
ready access to, and confidence in our design and licensing bases has been sporadically deficient. Finally, Engineering has not been sufficiently active in ensuring adherence to the plant design and licensing bases. This Strategic Plan addresses these fundamental causes. It is a departure from prior improvement plans and the way Engineering has functioned in the past.
In developing this Strategy for Achieving Engineering Excellence (Strategy), the previous assessments and evaluations were researched to ensure the key causal Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 1 of 27 Revision 1
factors associated with Engineering performance were captured, considered, and appropriately addressed. This process confirmed that leadership, work management, I
staffing, and adherence to design bases are the fundamental causal factors.
Performance issues identified in the review of the various performance assessments are listed in the " Issues, Actions, and Performance Indicators" section of this Strategy under " Performance issues Addressed". These performance issues provided the basis for the fundamental causal factors described above. For example, the failure to set performance expectations, follow through on improvement plans, and to establish a self assessment culture, stem from a lack of leadership. Other performance issues relate to a failure to adequately size, stabilize, train, and define responsibilities for the Engineering staff.
Still other issues relate to understanding design margins and properly controlling design information.
CNS has implemented a detailed Engineering work management tool This tool, which I
had not been available previously, was applied to Revision 0 of this Strategy. Results indicated that the plan prepared to implement the Strategy was unrealistically aggressive. At the same time it was determined that fundamental changes in the structure and responsibilities of the Engineering function were necessary. In response, CNS Senior Management directed that the plan be revised to address these factors.
This plan was developed with an assumption of currently planned and expected workloads over the next few years. In the event of significant unanticipated events, the Engineering work management tool will be used to appropriately reschedule the plans in this Strategy as needed.
Purpose.
The purpose of this Strategy is:
To deiine the strategies to improve Engineering performance in the near term and over the next 2 to 3 years, To define the actions and key success measures for 1998 that, when met, will demonstrate Engineering is performing at the expected level, and To document and communicate the vision, roles, responsibilities, and direction for Engineering.
Vision Statement To provide consistent, easily understandable expectations to the organization, the following vision statement has been developed.
Through a strong questioning culture, Engineering will identify problems and opportunities related to the safe, reliable, and cost effective operation of CNS.
The focus will be to proactively identify issues in a team atmosphere where Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 2 of 27 Revision 1
s expertise is openly shared, effectively communicated, and universally respected.
Exceptionally proficient engineers working in an environment with no boundaries, will provide sharp technical solutions refined by strong operational insight. When emergent issues arise Engineering will have the capability of rapidly bringing technical e.xpertise and information to bear so that the best possible technical guidance can be provided in a timely manner.
Roles and Responsibilities in support of this vision, the CNS senior management team identified the basic roles and responsibilities of Engineering.
Roles of Engineering:
Assure nuclear safety in all site activities.
Support operation and maintenance of the plant.
Maintain and ensure adherence to the plant design and licensing bases.
Thoughtfully manage the design margins.
l Management Responsibilities Related to System Engineering:
The Plant Manager sets the overall priorities for System Engineering.
The Senior Engineering Manager sets the standards for all processes, work quality, personnel selection, and training.
System Engineering Responsibilities:
Maintain awareness of all activities, tests, and work items related to systems.
Decide when and what work is needed on systems.
Set station priorities for maintenance and modifications on systems.
Own, protect and ensure adherence to the design and licensing bases on their systems.
Integrate on-line maintenance into the non-outage schedules.
Coordinate Engineering support for on-line maintenance.
Minimize emergent technical issues and maintenance by means of proactive planned maintenance or modification.
Monitor and trend system parameters and report on system health on a routine basis.
Develop and maintain a six year performance improvement plan for each system as an integral part of the site's business plan.
Specify or review and approve all post-maintenance testing requirements.
j Lead and develop plans for troubleshooting and root cause analysis of system and equipment problems.
Be the interface with Operations, Maintenance, Radiation Protection, and Chemistry for all Engineering assistance.
i Cooper Nuclear Station Strategy for Achieving
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Engineering Excellence Page 3 of 27 Revision 1
Program Engineering Responsibilities:
Provide program management similar to System Engineering for programs such as ISI, IST,Section XI, ILRT/LLRT, and as appropriate for component programs (e.g., MOVs and AOVs).
Maintain and apply the PRA.
Design Engineering Responsibilities:
Develop and manage installation of major and medium size design and configuration changes.
Maintain design and licensing bases documents.
Reactor and Fuel Engineering Responsibilities:
Provide Reactor Engineering services.
)
Provide transient analysis and core reload design.
Provide safety analysis capabilities to foster a comprehensive understanding of design margins and bases.
Provide System Engineering for systems associated with the reactor core.
The entire CNS organization is expected to support this plan as a full partner with Engineering.
Responsibilities of Other Organizations at CNS:
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Recognize Engineering penormance improvement as a top station priority.
Support the Vision of Engineering.
Work as a team on all issues.
Implement modifications.
Operate and maintain the plant consistent with the design and design basis.
i Provide feedback as to quality and timeliness of Engineering products.
Provide plant certification and design basis training to a large number of engineers.
Generate and adhere to the station business plan as a means of establishing all medium and long range priorities.
Set and adhere to consistent site wide priorities, Operations will set clear expectations and standards for plant and equipment e
performance and material condition.
Maintenance will establish high standards for resolving plant material condition problems, provide requirements for efficient maintenance on plant equipment and set standards for climination of unplanned repetitive maintenance.
i Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 4 of 27 Revision 1
Strategies This plan contains four strategies to achieve Engineering excellence. They are:
Strengthen the Engineering Organization with Emphasis on System Engineering Prioritize and Manage Engineering Work Effectively Establish and Maintain an Effective Configuration Control Process improve Performance Management e
The following is a brief discussion of how each of the strategies addresses the fundamental causes of poor Engineering performance.
Strengthen the Engineering Organization with Emphasis on System Engineering This strategy includes a significant increase, approximately 40%, in the number of Engineering personnel. Approximately half of this increase will be placed continuously and repeatedly in plant certification training during the next several years with the initial focus on System Engineering. The remainder will allow for additional resources to be applied to Engineering. Measures will be established to improve personnel retention and training department wide. Staffing needs and staffing size will continue to be reviewed and adjusted routinely.
Prioritize and Manage Engineering Work Effectively This strategy ensures that Engineering efforts are prioritized through a team effort with the station and corporate organizations and that adequate resources are available to complete the necessary work. This effort will help Engineering focus on those activities that have the greatest potential to ensure the safe, reliable, and cost effective operation of CNS. With the exception of urgent emergent work, CNS will establish and adhere to long term priorities.
Establish and Maintain an Effective Configuration Control Process This strategy provides for various reviews of the current plant configuration, documentation, procedures, and programs, it contains actions to improve the quality and eccessibility of Engineering information and products. As an interim measure, an expert team will review selected Engineering products to provide additional assurance of continued safe and reliable operation and to contribute to the tutorial process for continued performance improvement.
1 j
l Cooper Nuclear Station Strategy for Achieving Engineering Excellence I
Page 5 of 27 Revision 1
e improve Performance Management e
This strategy ensures that performance expectations are translated throughout the
. organization and ultimately into individual performance measures and goals.
l Performance improvement is driven through routine reviews of performance in relation to established goals. This strategy also calls for specific Engineering self assessments and a major site-wide self assessment, with focus on Engineering, beginning in December of 1998.
1 Detailed information about each strategy is included in the back of this document. This information includes the strategic objective, performance issues addressed by the strategy, performance indicators (success measures), and top level action plans.
Progress to Date Although the plan is in the early stages of implementation, progress has been made in some key areas. Notably, the following has been achieved:
improve Performance Management e
Additional focus by the Chief Executive Officer and Senior Vice President of Energy Supply has been evident. Also, the new Vice President of Nuclear Energy is providing leadership and direction that departs from the previous way of doing business in the Engineering Department. Engineering management has been strengthened by new personnel and repositioning of existing leaders.
Strengthen the Engineering Organization with Emphasis on System Engineering On November 1,1997 the staffing level within the Engineering organization totaled 110 people. As of the end of March 1998 the staffing level totaled 131. This reflects a net increase of 21 people. This increase is the result of considerable recruiting efforts.
These efforts will continue until the near term required staffing level of 155 is achieved.
' Many of the new members of the staff are experienced industry personnel. Several new supervisors and managers have also been added.
Thus, the Engineering Department organization is being significantly enhanced at this time.
Prioritize and Manage Engineering Work Effectively
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The average number of items removed from the plant schedule due to lack of
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Engineering support has declined substantially. Approximately four items per week l
were removed prior to November 1997. As of March 1998 the average is approaching one item per week.
Cooper Nuclear Station Strategy for Achieving Engineering Ei.:ellence
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Page 6 of 27 Revision 1
Engineering has worked closely with the plant staff to improve the management and resolution of emergent issues.
Feedback from the Operations and Maintenance Managers indicated that emergent issues are being resolved in a more effective and timely manner.
An Engineering work management system has been instituted throughout the organization. This system is being used to manage the overall Engineering work load, understand the nature of emergent work, and improve the effectiveness by changing the way Engineering does business. This system was a key element in the alignment of resources and tasks associated with revising this plan.
Significant funding (approximately $2M) has been authorized to reduce Engineering backlog on a project basis.
)
i Management of the Plan I
The Vice President of Nuclear Energy will oversee and monitor execution of the Strategy. He will determine if the rate of implementation of improvements is sufficient, d if the necessary performance improvements are being achieved, and concur with the completion of Plan actions. Routine status reports, performance trends, and insights provided by oversight groups such as the Safety Review and Audit Board and the Independent Advisory Group are some of the data sources that will be used to monitor l
status and effectiveness of implementation.
l The Senior Manager of Engineering is executing this strategy with assistance and support of all Senior Managers. Routine accountability review meetings will be held to l
ensure that actions are progressing and that improvement are being achieved based on l
the associated success measures.
l Typical meeting participation includes the Senior Manager of Engineering, action owner, and supervisor / management responsible for the overall action. Typical meeting content includes objective and scope of action, schedule and completion status, resource expenditures and requirements versus plan, projected completion date, issues / barriers impeding successful implementation, and performance indicators.
Actions will be considered completed upon Senior Manager of Engineering's approval and concurrence by the Vice President of Nuclear Energy.
He will assess the l
effectiveness of the actions implemented, resolve barriers to success, and specify additional or different actions as necessary. He will assign actions to individuals who have a high potential to implement them successfully, i.e., action owners are typically assigned based on alignment of actions to line organization responsibilities. He will ensure that the strategies are effectively integrated to produce the desired overall performance improvement. In executing these responsibilities the Senior Manager of Engineering has the full support of CNS. Incentive plans that focus on Engineering Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 7 of 27 Revision 1
4 improvement at CNS are being developed for station management, and members of Engineering management and supervision.
Periodic updates on progress will be provided to the NPPD Board of Directors, Nuclear
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Committee, Senior Managers, the Safety Review and Audit Board, and the Nuclear Regulatory Commission. Engineering management will meet with station management on a routine basis to review the overall status of Strategy implementation and results to date. These forums will provide an opportunity for our partners feed back on the effectiveness of Engineering actions in support of site wide priorities. A project file will be established to retain key documents demonstrating action status and results.
This strategy and the individual action plans are dynamic and further revisions will be made from time to time.
Should significant emergent issues arise that warrant reallocation of our resources, the schedule laid out in this plan will be modified accordingly. We expect the next significant revision of the Plan to occur in late 1998.
l l
Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 8 of 27 Revision 1
Statement of Responsibility and Commitment The CNS management team accepts full responsibility to substantially improve Engineering performance. Individually and as a team, we are committed to executing the strategies described in this document. We recognize that the strategies outlined in this document represent a fundamental change in how the Engineering function will be executed at CNS. We understand that successful implementation of this change requires that we provide the needed leadership and that we champion leaders throughout the CNS organization. We are committed to providing this leadership and to achieviry excellent Engineering performance at CNS.
Michae' T. Boyce, Plant Engineering Manager v -
,A James t.. Long, Engineering Support Manager Tedd M Gifford, Design Engineering Manager
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Jerry L. Levcir., Reactor and Fuel Engineering Manager (acting)
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Robert Gibson Jr., Projects and Construction Manage Alan R. Shiever, Outage Manager d-Stewart B. Minahan, Work Control Manager pv Larry Newman, Operations Manager Nmb Charles R. Gaines, Maintenance Manager he ah-J. Michael Hale, Radiological Manager H
Bradford L. Houston, Licensing Manager
,h Leo C. Croteau, Training Manager James P. Pelletier, Senior Engineering Manager Michael F. Peckham, Plant Manager W
Paul J. Caudill, Senior Manager of Safety Assessment / Site Support J
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John H. Swailes, Vice President of Nuclear Energy
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Cooper Nuclear Station Strate y for Achieving i
En e ing Excellence Page 9 of 27 Revision 1
O Issues, Actions, and Performance Indicators Page 10 of 27
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