ML20235D799
| ML20235D799 | |
| Person / Time | |
|---|---|
| Site: | Browns Ferry  |
| Issue date: | 02/18/1988 |
| From: | Russell J TENNESSEE VALLEY AUTHORITY |
| To: | |
| Shared Package | |
| ML082340470 | List:
|
| References | |
| 71000, 71000-VO7-R05, 71000-VO7-R5, NUDOCS 8902210052 | |
| Download: ML20235D799 (98) | |
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0 EMPLOYEE CONCERNS SPECIAL PROGRAM l
VOLUME 7 MANAGEMENT AND PERSONNEL CATEGORY SUBCATEGORY REPORT 71000 PRODUCTIVITY UPDATED TVA NUCLEAR POWER 890221005239020d' DR ADOCK 05000259 PDC v,
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Art TVA EMPLOYEE CONCERNS REPORI NUMBER:
71000 3PECIAL PROGRAM l
REPORT TYPE: Management and Personnel REVISION NUMBER: 5
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TITLE: Productivity PAGE 1 0F 34 r
REASON FOR REVISION:
Addition of one concern to issues 71007 and 71012.
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PREPARATION PREPARED BY:
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CONCURRENCES CEG-H:
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SIGNATURE DATE
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DATE APPROVED BY:
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- IT' 2TS cm ECSP MANAGER DATE MANAGER OF NUCLEAR POWER DATE CONCURRENCE (FINAL REPORT ONLY)
- SRP Secretary's signature de' notes SRP concurrences are in files.
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TVA EMPLOYEE CONCERNS REPORT NINBER: 71000 SPECIAL PROGRAM l
FRONT MATTER REV 3
PACE i 0F viii i
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Preface q
e This subcategory report is one of a series of reports prepared for the L
Employee Concerns Special Program (ECSP) of the Tennessee Valley Authority l
(TVA).
The ECSP and the organization which carried out the program, the
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Employee Concerns Task Group (ECTG), were established by TVA's Manager of
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Nuclear Power to evaluate and report on those Office of Nuclear Power (ONP) l employee concerns filed before February 1, 1986.
Concerns filed af ter that date are handled by the ongoing ONP Employee Concerns Progrra (ECP).
The ECSP addressed over 5800 employee concerns. Each of the concerns was a formal, written description of a circumstance or circumstances that an employee thought was unsafe, unjust, inefficient, or inappropriate.
The l
mission of the Employee Concerns Special Program was to thoroughly investigate all issues presented in the concerno and to report the results l
of those investigations in a form accessible to ONP employees, the NRC, and the general public..
The results of these investigations are communicated by four levels of ECEP reports: element, subcategory, category, and final.
Element reports, the lowest reporting level, will be published only for those concerns directly affecting the restart of Sequoyah Nuclear Plant's reactor unit 2.
An element consists of one or more closely related issues.
An issue is a potential problem identified by ECTG during the evaluation process as having been raised in one or more concerns.
For efficient handling, what appeared to be similar concerns were grouped into elements early in the program, but issue definitions emerged from the I
evaluation process itself.
Consequently, some elements did include only one issue, but of ten the ECTG evaluation found more than one issue per element.
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Subcategory reports summarite the evaluation of a number of elements.
However, this subcategory report does more than collect element level l
evaluations.
The subcate. gory level overview of element findings leads to J
an integration of information that cannot take place at the element level.
This integration of information reveals the extent to which problems overlap more than one element and will therefore require corrective action for underlying cacses not fully apparent at the element level.
l To make the subcategory reports easier to understand, three items have been placed at the front of each report:
a preface, a glossary of the terminology unique to ECSP reports, and a list of acronyms.
j Additionally, at the end of each subcategory report will be a Subcategory Summary Table that includes the concern numbers; identifies other
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subcategories that share a concern; designates nuclear safety-related, j
safety significant, or non-safety related concerns; designates generic j
applicability; and briefly states each concern.
Either the Subcategory Summary Table or another ettachment or a combination of the two will enable the reader to find the report section or sections in which the issue raised by the concern is evaluated.
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TVA EMPLOYEE CONCERNS REPORT NUMBER 71000 1
SPECIAL PROGRAM FRONT MATTER REY: 2 PAGE 110F viii The subcategories are themselves summarized in a series of eight category reports.
Each category report reviews the major findings and collective significance of the subcategory reports in one of the following areas:
management and personnel relations l
industrial safety
- construction
- material control operations
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quality assurance / quality control welding l
engineering A separate report on employee concerns dealing with specific cestentions of intimidation, harassment, and wrongdoing will be released by the TVA Office of the Inspector General.
l Just as the subcategory reports integrate the information collected at the element level, the category reports integrate the information assembled in l
all the subcategory reports within the category, addressing particularly the underlying causes 'of those problems that run across more than one I
subcategory.
A final report will integrate and assess the information collected by all I
of the lower level reports prepared for the ECSP, including the Inspector General's report.
For more detail on the methods by which ECTG employee concerns were i
evaluated and reported, consult the Tennessee Valley - Authority Employee
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Concerns Task Group Program Manual.
The Manual spells out the program's 1
objectives, scope, organization, and responsibilities.
It also specifies the procedures that were followed in the investigation, reporting, and closecut of the issues raised by employee concerns.
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TVA EMPLOYEE CONCERNS REPORT NUMBER:. 71000 SPECIAL PROGRAM FRONT MATTER REV: ~ 2 PAGE iii 0F viii l
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ECSP GLOSSARY OF REPORT TERMS
- classification of evaluated issues the evaluation of an issue leads to one of the following determinations:
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Class A Issue cannot be verified as factual l
Class B: Issue is factually accurate, but what is described is not a problem (i.e., not a condition requiring corrective action)
Class C: Issue is factual and identifies a problem, but corrective action for the problem was initiated before the evaluation of the issue l
was undertaken Class D: Issue is factual and presents a problem for which corrective action has been, or is being, taken as a result of an evaluation Class Et A problem, requiring corrective action, which was not identified by an employee concern, but was revealed during the ECTG evaluation of an issue raised by an employee concern.
collective significance an analysis which determines the importance and consequences of the findings in a particular ECSP report by putting those l
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findings in the proper perspective.
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concern (see " employee concern")
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corrective action steps taken to fix specific deficiencies or discrepancies revealed by a negative finding and, when necessary, to correct causes in order to prevent recurrence.
criterion (olurair criteria) a basis for defining a performance, behavior, or quality which ONP imposes on itself (see also t' requirement").
element or element reoort an optional level of ECSP report, below the i-subcategory level, that deals with one or more issues.
emolovee eencern a formal, written description of a circumstance or circumstances that an employee thinks unsafe, unjust, inefficient or inappropriate; usually documented on a K-form or a form equivalent to the l
K-form.
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TVA EMPLOYEE CONCERNS REPORT NUMBER: 71000 SPECIAL PROGRAM FRONT MATTER REY: 2 PAGE iv OP viii gyaluator(s) the individual (s) assigned the responsibility to assess a specific grouping of employee concerns.
rindinas incAudes both statements of fact and the judgments made about those facts during the evaluation process; negative findings require corrective action.
issue a potential problem, as interpreted by the ECTG during the evaluation I
I process, raised in one or more concerns.
K-form (see " employee concern")
requirement a standard of performance, behavior, or quality on which an evaluation judgment or decision may be based.
root cause the underlying reason for a problem.
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- Terms essential to the program but which require detailed definition have been defined in the ECTG Proceduru Manual (e.g., generic, specific, nuclear safety-related, unreviewed safety-significant question).
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TUA EMPLOYEE CONCERRS REPORT NLHBER: 71000 SPECZAL PROGRAM FRONT MATIER REV: 2 PAGE v 0F viii Acronyms A'I Administrative Instruction l
AISC American Institute of Steel Construction l
j ALARA As Low As Reasonably Achievable ANS American Nuclear Society ANSI American National Standards Institute ASME American Society of Mechanical Engineers ASTM American Society for Testing and Materials AWS American Welding Society BFN Browns Ferry Nuclear Plant BLN Bellefonte Nuclear Plant CAQ Condition Adverse to Quality CAR Corrective Action Report CATD Corrective Action Tracking Document CCTS Corporata Commitment Tracking System CEG-H Category Evaluation Group Head CFR Code of Federal Regulations CI Concerned Individual I
CMTR Certified Material Test Report COC Certificate of Conformance/ Compliance DCR Design Change Request DNC Division of Nuclear Construction (see also NU CON)
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TTA EMPIhTEE CONCERN 5 REPORT NUMBERS 71000 SPECIAL PROGRAM FR0lff MATTER REY: 2 PAGE vi 0F viii DNE Division of Nuclear Engineering DNQA Division of Nuclear Quality Assurance DNT Division of Nuclear Training DOE Department of Energy DP0 Division Personnel Officer DR Discrepancy Report or Deviation Report ECN Engineering Change Notice l
l ECP Employee Concerns Program ECP-SR Employee Concerns Program-Site Representative ECSP Employee Concerns Special Program ECTG Employee Concerns Task Group EEOC Equal Employment Opportunity Commission EQ Environmental Qualification EMRT Emergency Medical Response Team EN DES Engineering Design ERT Employee Response Team or Emergency Response Team FCR Field Change Request l
FSAR Final Safety Analysis Report FY Fiscal Year GET General Employee Training i
l HCI Hazard Control Instruction KVAC Heating, Ventilating, Air Conditioning II Installation Instruction INPO Institute of Nuclear Power Operations IRN Inspection Rejection Notice l
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TWA EMPLOYEE CONCERNS REPORT NUMBER: 71000 SPECZAL PROGRAM FRONT MATTER REU: 2 PAGE vii OP viii L/R Labor Relations Staff M&AI Modifications and Additions Instruction MI Maintenance Instruction MSPB Merit Systems Protection Board MT Magnetic Particle Testing NCR Nonconforming Condition Report i
NDE Nondestructive Examination NPP Nuclear Performance Plan NPS Non-plant Specific or Nuclear Procedures System NQAM Nuclear Quality Assurance Manual NRC Nuclear Regulatory Commission NSB Nuclear Services Branch NSRS Nuclear Safety Review Staff NU CON Division of Nuclear Construction (obsolete abbreviation, see DNC)
NUMARC Nuclear Utility Management and Resources Committee OSHA Occupational Safety and Health Administration (or Act)
ONP Office of Nuclear Power OWCP Office of Workers Compensation Program PHR Personal History Record PT Liquid Penetrant Testing QA Quality Assurance QAP Quality Assurance Procedures QC Quality Control QCI Quality Control Instruction A
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v TVA EMPLOYEE CONCERNS REPORT NUMMER: 71000 SPECIAL PROGRAM FRONT MATTER REY: 2 PAGE viii 0F viii QCP Quality Control Procedure QTC Quality Technology Company RIF Reduction in Force i
RT Radiographic Testing l
SQN Sequoyah Nuclear Plant SI Surveillance Instruction S0,P Standard Operating Procedure SRP Senior Review Panel l
SWEC Stone and Webster Engineering Corporation TAS Technical Assistance Staff j
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T&L Trades and Labor TVA Tennessee Valley Authority TVTLC Tennessee Valley Trades and Labor Council UT Ultrasonic Testing VT Visual Testing WBECSP Watts Bar Employee Concern Special Program WBN Watts Bar Nuclear Plant WR Work Request or Work Rules WP Workplans 1
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PRODUCTIVITY Subcategory Report 71000 Executive Summary i
This report included 216 nonsafety-related concernt which raised 12 issues r-over productivity specifically at Watts Bar Nuclear Plant (WBN). The major t
issues were the adequacy of the work control process, the adequacy of inter-organizational technical coordination, and poor management practices in TVA.
i An ineffective work control plan is the major contributor to the ineffective management planning and scheduling problems which resulted in production delays, poor manpower planning, poor morale and workmanship. Because they did not recognize the deep-seated systematic problema, the concerned individuals questioned the technical competency and effectiveness of individua1' managers rather than realizing the real problem:
an ineffective work control plan, f
However, poor management practices did lead some employees to believe that it was managers who created conflicts between worker safety and quality workmanship on the one hand and schedule or productivity goals on the other.
These perceptions led to poor morale and the development of adversarial relationships.
The actual causes for the negative findings were determined to be inadequate work control procedures, insufficient project schedules, lack of corporate oversight and control, and an inadequate onsite engineering design support staff.
The corrective action initiated price to this evaluation included the reorganization of TVA's nuclear power program, the. introduction of a Configuration Management Action Plan, and the addition of sufficient detail-to the work process procedures. In addition. TVA has increased the onsite engineering design support staff, and the Division of Nuclear Construction (DNC) has determined that an Integrated Performance Management System is mandatory. As a result of this evaluation e T.) gram Manual Procedure on Commitment Management will be drafted and issued before SQN startup.
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TVA EMPLOYEE CONCERNS REPORT NUMBER:
71000 SPECIAL PROGRAM REVISION NUMBER: 5
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1.0 CHARACTERIZATION OF IS3UES The productivity subcategory contains 216 nonsafety-related employee concerns which raise issues regarding the adequacy of inter-organiz.ational technical coordination, work control processes, and management practices in TVA and specifically at Watts Bar Nuclear Plant t
(WBN). To locate the issue in which a particular concern is evaluated, consult the following attachments: Attachment A. Subcategory Summary
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Table - Attachment B. List of Concerns by Issue. Listed below are the 12 l
lasues evaluated in this subcategory.
1 1.1 Issue 71001 - Inadeounte Engineering Design Coordination With VBN Construction Forces Resulting in Construction Production Delays I
(12 concerns)
Construction installation problems are not dealt with in a timely j
manner because the engineering design function is located in Knoxville. Infrequent site visits by engineering design personnel make it difficult to resolve constructability problems with design drawings in a timely manner.
1.2 Issue 71002 - Inadeouste Work Control " Wort Packste" Processes i
Resultint in Construction Production Delays (26 concerns) j 1
Inadequate workplan/ work package preparation by construction 1
management and engineers cause craft down-time. Materials are often not available when work is scheduled to begin. Engineers and craft should " walk down" work packages before work begins, h
1.3 Issue 71003 - Ineffectiv'e Technical Coordination Amont Engineering j
Design. Quality Control (OC). Construction Manatement. Construction Engineering, and Craft Personnel in the Accomplishment of Work Activities (as concerns) 1 There is a need for better communication between management and the craft. A great deal of craft time is wasted waiting on QC i
inspection, design engineers, and construction engineers. There is a need for better coordination between QC inspectors and construction engineers. There is poor technical coordination within the engineering design function, i.e., changes made at Sequoyah Nuclear Plant (SQN) are not being incorporated at WBN in a timely There is inadequate understanding of the Field Change manner.
Request (FCR) process by both construction and engineering design personnel.
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9 TVA EMPLOYEE CONCERNS REPORT NUMBER: 71000 SPECIAL PROGRAN REVISION NUMBER:
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1.4 Issue 71004 - Poor Management and Engineering Desian Hos Resulted in a Large Amount of Rework (16 concerns)
Rework and work slowdowns are caused by ineffectiveness of craft, engineering design'and TVA corporate managements'the result is waste of materials, time, and money.
1.5 Issue 7:,005 - Lack of Adecuate Construction Management ' Planning and Egpedu1Lat Skills (13 concerns)
Construction management is ineffective in planning and scheduling.
There is no incentive to finish the work on schedule because employees would then have to find another job.
1.6 Issue 71006 - Inadeauste Construction Entineerina Succort to WBN Second and Third Shifts. Resultina in Construction Production Delays (6 concerns)
Engineering (day shift) does not adequately communicate with night shift supervision about work status.
1.7 Issue 71007 - Poor Craft Manpower Plannint Resultint in Overstaffint. Understaffint. and Poor Utilization (19 concerns)
TVA employs mere people than are needed to complete a job. Support crafts are understaffed. Craft manpower shortage is caused by inaccurate work surveys. There is an excessive number of steamfitters onsite.
Issue 71008 I Excessive Progress Reportina and Other Paperwort 1.8
, Requirements Adversely Impacts Construction Production (5 concerns)
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Foremen spend too much time on paperwork, and too little time supervising craft. Craftsmen are expected to know too'many paperwork instructions and procedures.
1.9 Issue 71009 - TVA Manatoment Puts Too Mue'h Emohasis on Meeting Schedule 1 (37 concerns)
Unrealistic schedules are placed on engineering design and construction personnel. Schedule pressures placed on craft have resulted in poor morale and workmanship. Responsibility for determination and enforcement of quality requirements are placed on craft rather than on supervision.
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.i TVA f.NFLOYEE CONCERNS-REPORT NUMBER: 71000 SPECIAL PROGRAN REVISION NUMBER:: 5 t.
PAGE 4 0F,34 1.10 Issue 71010 - IneDDroDriate Method Used to Increase the Number of-Hanger Installations bv the Steamfitter Craft (Hanger Quota System)
'l' Resulted in Poor Morale and Poor Workmanship (26 concerns) s Disciplinary action was used against' foremen and' craft workers for q
not meeting production quotas. This method has adversely affected 1
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.the working relationship between supervisors, craft, and QC
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inspectors.
f 1.11 Issue 71011 - Lack of Adecuate (or any)' Confleuration Control
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(Manstement) in TVA. Specifically in Engineering Design and at the 11111 (7. concerns) l~
No specific safety or quality concerns were expressed, only that there is an absence of an integrated program.
1.22 Issue 71012 - Lack of a Good Jtatus System for Completion of Commitments and Nuclear Regulatory Commission (NEC) Actions j
(5 concerns)
Noadequatecommitmenttrackingsystem'existshortracking commitment work to completion status.
As a group, thesel issues question the extent to which an environment-of mutual cooperation, understanding, and singleness of purpose eAisted among the diverse organizational work force at WBN during.
the period of time the employee concerns.were documented.
To locate the issue in which a particular concern is evaluated, consult the following attachments:
i Attachment A Subcategory Summary Table Attachment B. List of Concerns by Element / Issue 1
All Management and Personnel Category concerns having a technleal j
component (including all concerns designated Nuclear Safety-related) are shared with the appropriate technical category for investigation and resolution of the technical component. Report (s) sharing a
'i concern with this report are identified in the entry for the concern 5.
on Attachment A.
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SUMMARY
2.1 Characterization of Issues The twelve issues raised by the 216 concerns in this subcategory raise questions about-productivity. Specifically, they question the adequacy of the management and procedural controls that were e
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s TVA EMPLOYEE CONCERNS REPORT NUMBER: 71000 SPECIAL PROGRAM REVISION NUMBER:
5 PAGE 5 0F.34 intended to ensure productivity during the construction of Watts Bar Nuclear Power Plant. The issues have required an evaluation of three components of productivity control:
the Quality Control Instruction (QCI) that governs the' work control process management oversight and coordination within the Division of Nuclear Construction (DNC) technical coordination between the Office of Nuclear Power (ONP) and non-ONP organization involved in the construction of WBN 2.2 Methodoloav The evaluator has reviewed all the information available on the concerns in this subcategory. The information pertinent to the evalution of the issues has been considered and incorporated in this report.
The evaluation process was based on analysis of K-forms which were generated through interviews with employees. The concerns were combined, into groups with similar questions; these groups are called issues. The following methods were used to evaluate the issues:
A. Review of evaluations and responses from past employee concerns program efforts.
B. Review of corporate policies and procedures, j
C. Review of WBN implementing policies and procedures.
D. Analysis of corporate reports and evaluations.
E. Observation of VBN work act!vities.
q F. Review of WBN reports and Irgs.
l G. Review of managerial correspondence concerning subcategory issues.
H. Interviews with approximately 50 TVA and contractor employees.
I. Coordination of findings with other Employee Concerns Task Group evaluators.
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TVA EMPLOYEE CONCERNS REPORT NUMBER:
71000 SPECIAL PROGRAN REVISION NUMBER: 5 C
1 PAGE 6'0F 34-f 2.3 Findinas F
The findings in this subcategory deal specifically with productivity 5
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controls at WBN. However, they may have implications for other plant sites as w<sil.
The major findings are:
l A.
Quality Control Instruction QCI 1.56 did not-effectively implement the " work package" concept.
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Engineering support for WBN was_at times insufficient.
I C.
Management of configuration control needed to be improved.
D.
Technical coordination between organizations was not as effective l
as it should have been.
I 2.4 pollective Stanificance The specific problem of an ineffective Quality Control. Instruction for work packages has been dealt with by the replacement of QCI 1.56 with QCI 1.60.
The wider problems detected by this evaluation were i
the result of a lack of centralized management control of TVA's
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nuclear power program. That larger problem is also being addressed: the centralized Office of Nuclear Power with its Nuclear.
Procedures System is intended to make standard a high level of l
effective technical coordination among organizations working on ONP construction projects. It is also intended to in9rease the effectiveness of managemenc oversight of such projects.
2.5 Causes A.
QCI 1,56 lacked the detail needed by those who had to implement the " work package" concept.
3.
Those engineers responsible for design function were located in Knoxville. Conusunication and coordination problems between that location and WBN led to delays and to rework that could have been avoided.,
C.
Insufficient centralized authority existed within TVA's nuclear I
power program to ensure that stch problems as configuration management or commitment tracking were consistently handled for WBN or for the TVA nuclear program as a whole.
D.
Again, insufficient centralized authority existed within TVA's i
nuclear program to ensure that the various organizations involved in the construction of WBN knew when and to what extent they were required to cooperate.
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l TYA EMPLOYEE CONCERNS REPORT NUMBER:
71000 SPECIAL PROGRAM REVISION NUMBER:- 5 l
PAGE 7 0F 34 2.6 Corrective Action A.
TVA reorganized its nuclear power program to place all' organizations with. responsibility for primary program functions under the authority of the Office of Nuclear Power. This reorganization includes.the installation of the ONP Nuclear Procedures System (NPS). NPS procedures at the corporate and division level will be drafted to provide corporate oversight and control of productivity.
B.
QCI 1.56 was r(placed with QCI 1.60.
C.
Onsite engineering support for WBN was significantly increased.
'D.
An integrated Performance Management System is being implemented by DNC to improve both the process and the management of productivity control.
l 3.0 EVALUATION PROCESS i
The evaluation process was initiated by an analysis of K-forms which were generated from employee interviews. The K-forms were then grouped into issues based on the similarity of concerns. Data gathering and factfinding efforts were based on the employee concerns and their underlying issues-as described in Section 1.0 of this report. The following subparagraphs provide further detail on the evaluation process.
3.1 Review of Evaluations and Response from Past Program Efforts A review was made of investigations and responses developed by the Project Mahager's Office (PMO). Employes Response Team-(ERT), and the Nuclear Safety Review Staff (NSRS).- Information from these investigations wac used in the development of this report. In addition, the " sanitized" files from the Quality Technology. company (QTC) were also reviewed.
3.2 Coroorste Policies and Procedures 1
A review was made of the Nuclear Performance Plan, Revision 1, which describes actions taken to strengthen TVA's nuclear power program; the Interdivisional Quality Assurance Manual; and the Nuclear Quality Assurance Manual which describe coordination procedures and agreements l
made between the engineering and construction functions, j
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PAGE 8 0F 34-3.3 WBN Implementing Policies and Procedures A review was made of WBN Engineering Project Procedures WBN Construction Standard Operating Procedures (SOP) and Quality Control Instructions.
3.4 Corporate Reports and Evaluations A review was made of corporate. reports and evaluations of the issues raised in the subcategory. These reports include:
A.
Institute of Nuclear Power Operations (INPO) Corporate Evaluation Report (December 1985).
I B.
Configuration Management Survey and Analysis Report.
C.
Corporate Industrial Engineering Commitment Management Report.
D.
Stone and Webster Report, " Review of Design and Configuration Control at WBN."
E.
Eight Nuclear Construction Industrial Engineering Reports I
regarding WBN work activities.
F.
Four Division of Nuclear Engineering Reports regarding Engineering Design Support to WBN.
G.
Two Office of Nuclear Power Commitment Management Reports.
3.5 Coordination with Other Employee Concerns Task Group Evaluators This included discussions on how each group addressed concerns that were similar in nature to those in the productivity subcategory.
The QA/QC category addressed all those QA/QC.n:ues which deal with l-programmatic QA/QC quality and safety issues and those which impact licensing at WBN. The Construction Category evaluated l
" construction" work control issues from a technical requirements standpoint. The Operations Category addressed " nuclear operations" work control issues from a technical requirements standpoint. The Engineering Category addressed the engineering procedural requirements from a technical standpoint, 3.6 Activities observed The evaluator attended WBN Planning and Scheduling QC, and Configuration Baseline meetings. Craft work activities were observed on both WBN reactor units 1 and 2.
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i TVA EMPLOYEE CONCERNS REPORT NUMBER: 71000
- i SPECIAL PROGRAN RETISION NUMBER:.5 PAGE 9 0F 34 3.7 WBN Pecorts and Logs A review was made of Hanger Quota Reports. Inspection Rejection Logs. Inspection Rejection Notice Trends, and Personal ~
Responsibility In Daily Effort (PRIDE) reports. PRIDE reports are a weekly reporting mechanism used to track work package status and to identify the status of open items.
l 3.8 Correspondence l
Primarily because of recent reorganizations and new developments in corporate policy, a review'of correspondence among division directors and other managers in the ONP played a critical role in the evaluation process. Approximately 24 pieces of correspondence l
(letters and memorandums) were reviewed.
3.9 Interviews Over 50 interviews were. conducted'with'ONP Operations and Maintenance personnel. Division of Nuclear Construction (DNC) personnel. Division of Nuclear Engineering (DNE) personnel, as well as with other TVA and contract employees. In some instances follow-up interviews were made for clarification purposes.
Interviews were made in the following functional areas:
A.
WBN Project Construction Manager's Office (4).
B.
WBN Project Control Unit (6).
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Construction Foremen (6).
D.
Division of Nuclear Quality Assurance (DNQA) (6).
E.
WBN Project Engineers. DNE (8).
F.
DNE Quality Assurance (1).
G.
Corporate and Site Occupational Health and Safety Staffs (5).
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H.
Nuclear Licensing and Safety (2).
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Site Compilance Staff (3).
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ONP Management Systems Staff (3).
K.
Contractor Personnel (6).
L.
Management and Personnel Category Consultants (2).
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v TVA EMPLOYEE CONCERNS
. REPORT NUMBER: 71000 SPECIAL PROGRAM REVISION NUMBER: 5 PAGE 10 0F 34 Because of the nature of the Productivity Subcategory, many of the issues raised within the scope of the subcategory do not have government. TVA, or nuclear industry " requirements" associated with them. Productivity, which is one component of total performance, is something to be strived for, but in the absence of a well defined and integrated performance monitoring system, it is difficult to l
know when it has been achieved. Where requirements do exist, they
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are clearly stated within the findings section of this report 1
(Section 4.0).
Where " requirements" do not exist, an effort was j
made to develop reasonable criteria.
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1 4.0 FINDINGS
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What follows is a discussion of findings on the issues characterized in section 1.0.
Because of the nature of this subcategory, many of the issues and findings are interrelated. The findings are presented in such a fashion that the reader (s) can gain insight not only to the specific lasues, but also build an understanding of how each issue is connected to
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the other issues. While the bulk of the investigation focused on issues 1
at Watts Bar Nuclear Plant, the findings may be applicable to other ONP sites as well.
4.1 Issue 71001 - Inadeauste Engineering Design Coordination With WBN Construction Work Force r
Discussion ys For many years the design group in Knoxville felt that their location kept them independent of the construction activities and allowed a " checks and balance" where everyone involved could work independently of each other and still check each others work.
Accordingly, when problems were encountered with constructability, trips would be made to the site and a visual inspection made of the i
situation. However, the Manager of Engineering at the time of these concerns has reported that in practice this concept did not work as effectively as originally conceived. There have been numerous examples of construction production delays.resulting from l
t constructability problems with design drawings compounded by a lack of adequate or timely response by design engineers. Either WBN Engineering Project Procedures and WBN Quality Control Instruction 1.56 Revision 10 " Work Packages" did not provide adequate implementing and coordinating direction or training may have been inadequate to ensure that QCI 1.56 was effectively implemented.
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TVA EMPLOYEE CONCERNS-
' REPORT NUNBER: ' 71000 SPECIAL PROGRAM REVISION NUMBER:
5-PAGE 11 0F 34' In February 1985, small design sections wereLset up at each site to.
help coordinate design problems with the main support group in-Knoxville. Approximately 50 design ensinaars wore' moved to WBN for this purpose.
.A TVA study was then completed which recommended the transfer of the entire WBN design function to the' site, while still maintaining-a core design group in Knoxville which would be composed of technical esports.who would tackle special pec51 ems. at all sites as well as handle overload work. The: addition, at WBN in September
.1986.of approximately 300 design engineering personnel familiar with the new procedures should minimize turnaround time when construction' problems are encountered.
It~ appears that'some engineering drawings, specifications, and other information supplied by DNE for workplans will need to be more complete,1f craft production is not to.be negatively impacted.
Conclusion This issue is factual and identifies a problem but corrective action for the problem was initiated before the Employee Concerns evaluation of the issue was undertaken.
4.2 Issue 71002 - Inadeauste Work Control " Work Package" Processes Resulting in Construction Production Delavs-Discussion The work package concept was officially initiated by lasuance of WBN l
Quality control Instruction 1.56 on August 16, 1982. Before that time, work was " packaged" into blocks by the involved craf t and construction engineering personnel in an informal manner. The concrete pouring activity.was the major construction activity before this time. The pour schedule was developed by designated individuals from the engineering unit and the construction superintendent's office. The " work package" concept initiated by' QCI 1.56 was intended to simplify scheduling activities, accountability. drawing issuance and maintenance, and to speed the
{
completion of similar work activities. However, it lacked the level j
of detail required to effectively meet its intended objectives.
Additionally, there was evidence of inadequate training which caused l
misunderstanding of its provisions. The size of work packages variedi some were so large that they.could not be' effectively managed.- The work package procedure did not provide provisions for l
1 an engineering and craft foreman "walkdown" of the work included in the plan before workplan issuance. The procedure also did not ensure that materials were available when work packages were' issued.
Warehouse and engineering personnel have documented that this i
availability problem affects about 10 percent of the work packages.
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v TVA EMPLOYEE CONCERNS REPORT NUMBER: 78000
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SPECIAL PROGRAN REVISION NUMBER:
5 PAGE 12 0F 34 Because of problems with poor planning and coordination, QCI 1.60,
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revision 0, was implemented on April 1, 1986, replacing QCI 1.56 R-10..Under this instruction, the responsible construction engineer (RE) has the charge of writing a workplan that provides detailed steps by which work is identified, planned,' approved, performed, and inspected. The RE is responsible for identifying the needs and determining the scope of the workplan. The RE will review the plan for impact on other features and develop a step-by-step list of all work and hold points on attachment H of the QCI 1.60.
The RE will determine the needed documents for the workplan, such as drawings, weld assignment sheets, specifications, procedures, vendor manuals, i
and the controlled documents. These documents will be included in ths workplan. During the preplanning, the RE and craft foreman will l
physically inspect (walkdown) the work included in the workplan.
They may request anyona they believe will be of assistance to them, such as the Project Control Group, QC, or safety engineers, to i
accompany them on the walkdown. The RE has the responsibility to checkout material availability during preplanning and to get material ordered if not on hand and to issue form number 575 to obtain material from the warehouse if necessary. The craft foreman also has the opportunity to question the availability of material at
)
this time.
i The RE is required to closely monitor the ongoing work and to provide assistance to achieve maximum quality and productivity.
)
Biweekly planning and scheduling meetings and quality meetings are held so that craft foremen, construction engineers, construction i
management, design engineers, quality cottrol inspectors, and project control personnel can air their concerns about coordination problems (manpower requirements, schedule progress, and quality and other technical issues) in an effort to get them resolved in a timely manner, Weekly PRIDE reports are developed by the Project Controls Group to y
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provide a status of work progress against work packages. Progress schedules are also posted in the foreman's conference room so that all concerned parties can monitor progress and meet to individually discuss concerns. Upon work completion, the craft foreman and the RE will sign attachment A. QCI 1.60 concurring that all field work (including field inspection work) is adequately completed. The craft foreman returns the workplan to the Workplan Control Group for final disposition.
Allegations that construction management encouraged employees to work from " bootleg" copies of the work package to increase productivity were found to be true by a Nuclear Safety Review Staff (NSRS) Report (I-85 360-WBN). Their findings were that construction personnel performed " preliminary" work such as processing material, installing concrete anchors, bending conduit, and prefabricating I
t b.
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"f7A EMPLOYEI CONCERNS-REPORT NUMBER: 71000 SPECIAL PROGRAN REVISION NUMBER: 5
'PAGE 13 0F 34 conduit supports before workplan approval. The NSRS report stated that despite this practice they found "no condition adverse to-quality." The final Construction Manager's response was that they would overhaul their work control procedures.- This resulted in'the implementation of QCI 1.60 which significantly. tightens control of work authorizations.
Conclusion This issue is factual and presents a problem but corrective action for the problem was initiated before the employee concerns evaluation of the issue was undertaken.
4.3 Issue 71003 - Ineffective Technical Coordination Amont Engineering Desian. OC. Construction Management. Construction Engineering. and Craft Personnel in the Accomplishment of Work Activities Discussion The major contributing factor to ineffective technical coordination at WBN was a work control process that lacked short-interval scheduling techniques needed to control work progress. As indicated in the previous subparagraph (4.2) the issuance of QCI 1.60 should significantly improve coordination among the,various organizations at WBN and thereby improve overall project productivity. all WBN DNC and QC personnel have been trained in the provisions of QCI 1.60 to provide them with a common understanding of work control
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objectives and performance, A DNC industrial engineering study of QC inspection response times shows that the inspection units are not staffed for peak demand or ins ant response to inspect completed work.' While it is understandable that s'eraf tsasa would have a concern if no inspector is immediately available when he is being' pushed for production, constant responses would require one-third more people and still result in 30-to 40-percent idle time for those inspectors (statistics from Construction Industrial Engineering Group). The cost of the additional inspections must be weighed against the potential lost time on the part of the craft so that the two costs can be balanced. QCI 1.60 should help improve QC response time -
because of increase awareness of schedule progress and QC holdpoints. Priority is being placed on inspections which might affect craft productivity.
The decision to transfer approximately 300 design engineers from Knoxville to WBN (subparagraph 4.1);also helped the coordination process.
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v TVA EMPLOYEE CONCERNS REPORT NUMBER: 71000 SPECIAL PROGRAM REVISION NUMBER: 5 PAGE 14 0F 34 One activity that needs significant improvement in coordination is the FCR process. Frequently during construction, an item cannot be installed according to drawing. Under such circumstances an FCR is used by DNC to request from DNE field changes to approved documents. Changes may be requested to faellitate construction, to correct minor drawing discrepancies, or to provide additional design i
I information.
(WBN Engineering Procedure WBEP-EP 43.03 " Field Change Request," dated September 27, 1985; WBN 1.13. Revision 14 "FCRs" dated October 25, 1985, and WBN QCI 1.28, Revision 6. " Variances,"
dated May 7, 1985.) This procedure allowed DNC to obtain oral and written approval from the responsible DNE engineer before proceeding with work associated with the FCR. The responsible DNE enginoer would perform the required coordination, request additional information from DNC such as marked prints or sketches, and approve / disapprove / delay the request.
If the FCR forms were approved. DNC would document DNE approval on an FCR form and forward the FCR package to the Project Manager, WBN Engineering Project for formal review and coordination.
Inis process allowed the crafts to continue work while the FCR paperwork was being processed.
There have been instances of misunderstanding and miscommunication on both design engineers and the crafts concerning the FCR process.
This was primarily because design drawings were not issued on schedule. Therefore, design changes were required because existing design drawings did not adequately reflect the actual configuration of plant. In an attempt to meet construction production schedules, i
the FCR process has occasionally been misapplied. However, j
inspections were always verified against a final design j
configuration before final documentation was accepted, thus ensuring y
plant integrity, quality, and safety. Recently. (April 4, 1986) the Director of DNE strengthened the FCR procedure by discontinuing all informal verbal approvals for FCRs. The increase in design engineering support onsite means they can work more closely with the construction work force. This cooperation should significantly reduce the need for FCRs and improve the turnaround time for those
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FCRs that are required.
At times poor engineering design, poor technical coordination, miscommunication, or inadequate planning have resulted in a failure to incorporate at WP.N design changes made at SQN. However, many instances of apparent mistakes are in fact changes dictated by external requirements and differing schedules. Ideally, the design and construction of the four units would have been identical. As design drawings were completed for unit 1, four copies--or two left-hand /right-hand sets of drawings--could have been produced. In an attempt to achieve such uniformity, SQN/WBN was a joint design project in the Office of Engineering, with a single Project Manager o
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v-e TVA EMPLOYEE CONCERNS REPORT NUMBER: 71000 SPECIAL PROGRAM REVISION NUMBER: 5 PAGE 15 0F 34 until early 1983.. However, because of changing requirements in the l
nuclear industry and the construction schedules of the four units,
)
the configuration of the units have diverged. Thus, because of the i
complexity of the SQN and WBN projects there have been " missed opportunities" in the coordination of design changes.
Conclusion This issue is factual snd identifies a problem but corrective action i
for the problem was initiated before the employee concerns i
evaluation of the issue was undertaken.
4.4 Issue 71004 - Poor Management and Engineering Design has Resulted in a Large Amount of Rewor_t Discussion Instances of management, engineering design, and craft errors have been found which resulted in rework. However, much of the rework l
required at WBN is the result of TVA's need to comply with the I
changing requirements of the NRC and other regulatory organizations. Listed below are reasons which can cause l
construction rework:
l A.
Human error in management, engineering, design, and craftsmanship.
B.
Changing regulatory requirements.
C.
Identification of conditions adverse to quality.
D.
Field change requests from DNC or operations.
- 5. Design change requests from operations.
I F.
Correction of preoperational test deficiencies or restraints.
G.
Chantes initiated by equipment vendors.
H.
Design improvements for a more safe and economical plant.
I.
Changes resulting from the need to incorporate changes made at other nuclear plants.
Because TVA has recognized the costs associated with making changes to the nuclear plants, it has attempted to minimize the number of changes whenever possible. Each proposed design modification to WBN i
l la reviewed by several levels of management at the plant and by DNE I
in Knoxville to ensure that the change is absolutely required for plant operation, nuclear safety, or licensing.
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m TVA EMPLOYEE CONCERNS REPORT NUMBER:
71000 SPECIAL PROGRAM j
REVISION NUMBER: 5 PAGE 16 0F 34
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t However most of the time, reason for rework is not adequately explained to the craft. Whenever rework is performed and the reason
[.
is not readily apparent to the craft, they can only speculate that it was caused by poor management and engineering. The Employee l
Involvement Program (SOP 46) was initiated in order to open the
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[
lines of communication between managers and employees under their I
i supervision. The primary purpose of the weekly sessions is to l
facilitate discussion of the objectives of the work unit and to answer concerns such as the one raised in this issue. It is hoped i
[
that if employees have a better understanding of why rework is i
l required in certain instances, it will improve both morale and
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performance.
l Conclusion This issue is factually accurate but what it describes is not a problem requiring corrective action.
4.5 Issue 71005 - Lack of Adeauste planning and Scheduling Skills in Construction Management I
Discussion Many of the construction managers have been promoted through the ranks of the craft and have not developed adequate planning and scheduling skills. TVA has provided construction managers with planning and scheduling training, but in many instances this has not been ingrained into their management style.
There have be6n several changes which should improve this situation. First, there have been changes in WBN construction management. Secondly, a new work control procedure QCI 1.60 which promotes better short interval scheduling techniques has been adopted. Thirdly, a new " field planning" function has been established within the Project Management Sorvices organization to assist the M-6 area managers, M-5 craft superintendents and assistant superintendents, and craft foreman in better understanding and fulfilling their planning and scheduling responsibilities as they relate to major project milestones, transfers, workplans, and daily tasks.
l l
While it is true that the major construction effort in TVA's nuclear program is winding down and that there is little prospect for additional nuclear construction effort in the near future, there is no evidence of managers intentionally trying to drag out the work to preserve their jobs.
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t TYA EMPLOYEE CONCERNS REPORT NUMBER:
71000 SPECIAL PROGRAM REVISION NUMBER: 5 1
PAGE 17 0F 34 l
Conclusion 4
This issue is factual and identifies a problem but corrective action for the problem was initiated before the employee concerns evaluation of the issue was undertaken.
4.6 Issue 71006 - Inadeauste Construction Enaineerina Support to WBN Second and Third Shifts. Resulting in Construction Production Delays Discussion Discussions with personnel from the WBN construction superintendent's office, construction engineers, and craft management, suggest that there were instances of inadequate construction engineering support for the second and third shifts and of inadequate coordination between shifts, resulting in construction production delays. To a large extent the problem was caused by the lack of an effective work control process. Admittedly, coordinating personnel for a multishift operation is difficult. However, such coordination can be made easier through the appilcation of 1
appropriate short interval scheduling techniques.. Currently WBN construction is only operating one shift and the construction l
superintendent does not anticipate returning to a multishift I
operation. If a multishift operation is reinstated at WBN construction project, the provisions in QCI 1.60, " Work Control" should greatly improve the coordination process between shifts. In addition, it provides for a two-to three-week " planning horizon" so that construction engineers with the appropriate background and technical expertise can be brought in to effectively support the craf t workforce.
Conclusion 4
This issue is factually accurate but what it describes is not
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currently a problem.
(If multishift operation is reinstated the issue would be described as factual and presenting a problem for which corrective action had been taken before the employee concerns f
evaluation of the issue was undertaken.)
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TVA EMPLOYEE CONCERNS REPORT NUMBER: 71000 SPECIAL PROGRAM REVISION NUMBER: 5 PAGE 18 0F 34 4.7 Issue 71007 - Poor craft Manpower Planning Resulting in Overstaffing. Understaffina, and Poor Utilization i
l Discussion r-Craft staffing needs at WBN have traditionally been driven by the
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PC-III Planning and Scheduling System. PC-III is a comprehensive l
computer software package that provides integrated cost and scheduling for project control. PC-III was developed by the former Office of Engineering Design and Construction (OEDC) and implemented on the mainframe computer using the system 2000 data base. PC-III utilizes the Critical Path Method (CPM) to monitor schedules and l
wort-breakdown structures and to monitor costs, resources (staffing requirements), and quantities. The information contained in the PC-III is based on the work packages /workplans developed by the site construction engineers and on man-hour estimates from the Project Control Group.
Before the implementation of QCI 1.60, there were problems with incomplete work packages and packages which were split between foremen. This was because there were no clear limits on work package size, nor were there specific instructions regarding the contonts of the work package. Because of those inadequacies, the man-hour estimates supplied to PC-III were not as accurate as they could have been. Performance studies conducted by the former Office of Construction (now DNC) support the assertions that there was an overstaffing and under-utilization problem. The project has i
undergone major reductions in staff since the concerns were filed.
On the other hand, a particular work package were no doubt occasionally understaffed and certain crafts were at times not adequately represented during overtime or weekend work. In addition i
i l
there were instances when management decided to maintain a certain I
level of manpower without available work, because work would soon be available. This could have been the reason why there was a perception that an excessive number of steamfitters were on the project with little or no work to perfurm. In such a situation, management must determine whether it is more cost effective to make l
staff rvductions and have to retrain or train new'omployees when the L
workload increases or maintain an idle work force for a period of time.
(The subcategory report 704, Overtime, should also be consulted on this issue.)
l r
l A detailed study has boon done on the work remaining on unit two.
)
The study included system walkdowns by engineers and craft management for the purpose of improving work planning, scheduling, and better matching manpower requirements to available work. In addition, all new workplans/ work packages will be performed under QCI 1.60 which should strengthen the work control process. Under this instruction the responsible engineer (RE), craft foremen, and l
u
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4 TVA EMPLOYEE CONCERNS REPORT' NUMBER:~
71000
'5PECIAL PROGRAM REVISION NUMBER: $
PAGE 19'0F 3a Project Control personnel will'walkdown the work included in the l
plan. Therefore, the craft man-hour estimates, which are a crucial part of the work package, should be more accurate.. Biweekly schedule meetings now provide a mechanism by which the RE and craft i
foremen can identify construction problems and make any changes in.
the staffing requirements, l
conclusion This issue is' factual and identifies a problem but corrective action for the problem.was initiated before the employee' concerns evaluation of the issue was undertaken.
a.8 Issue 71008 - Ezeessive Proaress Reportina and Other Paperwork Requirements Adversehr Imosets Construction
'roduction l
Discussion In nuclear plant construction, documentation of work is essential to ensure the plant is built to acceptable design criteria.
Additionally, QA procedures require that the steps taken to achieve a desired result be verified. Each document should be a link in a
" chain of evidence" which justifies each phase of the construction process. Because of these requirements, more time is spent with paperwork than is normally experienced in conventional, construction. What follows is an explanation of paperwork requirements questioned in the employee. concerns addressedLin this issue.
The Craft Foreman's Report (CFR) is a method by which foremen esport work quantities. This link records hours charged to a work activity so that costs can be controlled. The foreman is the logical choice for this report since he has direct contact with each crew member.
The foreman also keeps the crew timesheets. To keep the CFR and timesheets should take approximately 20 minutes a day of the foreman's time, Granted, these activities take the foreman away from the work areas, but they are a vital part of his responsibility.
l as a supervisor.
Cost control personnel (Project Management Services)' exist to establish reasonable goals and to track work progress so that management may control costs. They plan work with the assistance of the responsible engineer. When work begins, the schedule and actual.
'j costs are compared with.the estimates made earlier. During j
construction, studies.are conducted to ensure that work is.being done within the timeframe. Project management is kept informed of these work activities and costs. This mechanism provides accountability for the work activity.
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I TVA EMPLOYEE CONCERNS REPORT NUMBER: 71000 SPECIAL PROGRAM REVISION NUMBER: 5 PAGE 20 0F 34 Work packages are prepared by the responsible engineer (RE) for each block of work to be performed. Most paperwork generated by the P.E f_
is to document work on that work package. Again it is an essential part of the job. This information is also used to provide feedback i
to project controls of work completion.
f QC inspectors provide one of the final links in the chain of evidence. The inspector must determine if the item meets minimum criteria. The minimum qualifications are provided on a checklist which the inspector uses, The inspectors are required to follow established guidelines. If work does not meet this criteria, the necessary paperwork in the form of a Inspection Rejection Notice r
(IRN) must be issued. An IRN is a ecmmunication tool used by I
inspection personnel to inform craft and engineering of a restraint to the acceptance and documentation of inprocess work activities.
It is also used to monitor rejection trends and provides a basis for corrective action, l
Clerks' logs are used to tract the resolution of problems and IRNs.
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Memorandum between foremen and engineering provide data necessary to communicate what needs to be done and provides evidence that problems have been resolved. Such paperwork, while time consuming, is necessary to ensure plant safety and quality.
All the situations that are mentioned above create an abundance of paperwork for many people. What many may view as " excess" is actually "necessary" given the rigid regulatory environment of the nuclear industry.
Conclusion This issue cannot be v'erified as factual.
a9 Issue 71009 - TVA Management Puts Too Much Emphasis on Meeting Schedules Discussion While TVA is dedicated to building quality nuclear plants, and by policy, priority is given to safety, quality, and productivity in that order, elements of the TVA management infrastructure (the basic j
organizational framework) have been at odds with this policy. More j-'
specifically, these ideals have not been adequately reflected at the j
implementation level in the ways work is planned, organized, controlled, and reported.
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TVA EMPLOYEE CONCERNS REPORT NUMBER:
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SPECIAL PROGRAM-
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REVISION NUMBER: 5
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PAGE 21 0F 34 Workers in TVA or any organization will tend to perform to those criteria by which they are evaluated and especially to those criteria given the most management attention. Production schedules have traditionally been the primary performance measure used by 1
managers at all levels of TVA. Significant resources are expended weekly and monthly to provide management with progress reports.
Logically, the workers key on what management believes is important
{
and perform to those expectations. This can set up conflicts j
between worker safety, quality workmanship, and schedule /
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productivity.
As was mentioned earlier in these findings, there appears to have been adequate craft support to perform the available work. However, inadequate work control processes and poor technical coordination between the diverse organizations that make up the WBN work force.
make it difficult to meet schedule deadlines. This can lead to worker frustration and poor morale. TVA managers must be concerned with meeting schedules, but work must also be planned, controlled, coordinated, and communicated so that all involved have a clear understanding of what is expected of them and have some control over their work output. Recent decisions to increase site engineering j
design support at WBN and the improvements in the work control process (QCI 1.6.0) have improved scheduling accuracy.
I Increased attention is also being given to QA/QC and occupational safety at WBN. The QC effort has been moved from DNC and combined with QA under an M-9 manager at VBN. This manager reports directly to the Director of Nuclear Quality Assurance in Chattanooga. Such i
communication should provide better " checks and balances" between the engineering design and the field construction activities. This move, combined with stronger pro 6 cam direction and support, should increase the importance of quality requirements in the eyes of all levels of management and, therefore, its importance in the eyes of the employees. Employees too need to feel a responsibility for quality. It is paramount that quality be built into the plant rather than rebuilt into it by the inspection process.
If pride is taken in both engineering design and construction. IVA can save a great desl of time, money, and rework by doing a quality job the first time. To further emphasize the importance of performance in the area of quality, DNC is now routinely tracking specific quality indicators (i.e.
IRNs NCRs, 50.55e items).
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TVA EMPLOYEE CONCERNS REPORT NUMBER: 78000 SPECIAL PROGRAM REVISION NUMBER:
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PAGE 22 0F 34 r
Improvements are also being made in the WBN safety program. Weekly i
safety meetings are being conducted, the minutes of which are routed through supervision and safety engineering. In addition, interviews are conducted at least once each year by formal inspection /
evaluation teams from corporate Health and Safety and Construction
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Safety staffs. A Blue Ribbon Safety Committee which is a " Quality Circle" concept composed of 16 craft employees has been established. A $500 award is presented by the site Cooperative Committee to the employee with the best safety suggestion in c j
6-month period. While these programs have been implemented to raise the importance of safety among all employees, verbal communication to line supervision and safety engineering personnel of employee r
safety concerns should be the first avenue used to resolve such
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problems. If these processes do not work to the employees satisfaction, the employee is urged to communicate these concerns to the WBN Employee Concerns Progrcm and to the U.S. Department of Labor if necessary.
The above initiatives coupled with other policy and managerial changes clearly indicate that current DNC management like its parent ONP management places as much emphasis on quality as it does productivity.
Conclusion This issue is factual and identifies a problem for which corrective action was initiated before the employee concerns evaluation was undertaken.
4,10 Issue 71010 - Inappropriate Method Used to Increase Hanner Installations of the Steamfitter Craft (Hanner Quota System)
Resulted in Poor Morale and Workmanship
[
Discussion I
The " quota" system for hangers was establishe'd by the Construction Superintendent in an effort to boost lagging productivity in hanger erection. While this action did successfully increase installation rates, it did not take into account the varying c!fficulty because of hanger location.
In addition, the number of hangers required were based nimply on the total number of employees assigned to the steamfitter superintendent withcut regard of how the group was organized to accomplish the work tasks.
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6 TVA EMPLOYEE CONCERNS REPORT NUMBER:
71000 SPECIAL PROGRAM REVISION NUMBER: 5 PAGE 23 0F 34 While the hanger " quota" system established a potential conflict between quality requirements and schedule / productivity, it did not have lasting impact on aus11ty and plant safety. All safety-related hangers are inspected by QC inspectors and are either accepted or rejected. A rejection results in rework and subsequent reinspection.
A review of the IRN trend during the period of March 1985 to March 1986 did not show a significant increase in IRNs.
(The IRN is a communication tool used by inspection personnel to inform craft and engineering of a restraint to the acceptance and documentation of inprocess work activities. It is also used to monitor rejecticn trends and provide a basis for corrective action.)
While the findings suggest that plant quality and safety were not sacrificed from the " quota" system, that system did exacerbate an existing adversarial relationship between the steamfitters and the inspection personnel whose rejections would result in rework and subsequent reinspection. A high IRN trend resulted and contributed to reduced morale in both groups. There is also evidence that disciplinary action took place against management and craft employees who did not meet weekly " quotas."
WBN construction management has cancelled the " quota" requirements for hangers, relying instead on the results of walkdowns to determine schedules and to track hanger installation. Since these walkdowns are a joint engineering and craft walk effort, and since each organization is in full agreement with the resulting scope, man-hours, and schedule, the evaluator feels confident that the resulting work packages will provide an accurate and equitable method of work control. QCI 1.60 should ensure that all new workplans/ packages are also developed in an accurate and equitable manner. In addition this instruction provides for regular schedule and quality control meetings so that design engineers, construction management, QC inspectors, and craft foremen can air their problems and resolve them quickly.
Conclusion This issue is factual and identifies a problem for which corrective action was initiated before the employee concerns evaluation of the l
issue was undertaken.
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l TVA EMPLOYEE CONCERNS REPORT NUMBER: 71000
- SPECIAL PROGRAM REVISION NUMBER: 5 PAGE 24 0F 34 g
4.11 Issue 71011 - Lack of Adecuate (Or Any) Confimurstlon Control-1 (Man ar.ement ) in TVA. SDecifica11Y in Enaineerina Desian and at the Site j
Discussion Configuration Management (CM) is an integrated management approach-that-ensures that important plant structures, systems, components.
and supporting' computer software conform to the approved design and j
that their functional'and physical characteristics are accurately
- i reflected in design, licensing, operations, maintenance and training.
documents.
4 An effective CM program must ensure that:
A.
Plant items are designed, constructed, tested, operated.
maintained, and modified in accordance with the design criteria.
quality, and safety requirements..
B.
Proposed changes to the approved configuration baseline are fully evaluated.
C.
Changes to the baseline are reviewed and approved by the proper authorities before implementation.
D.
Baseline documents accurately reflect the-physical and functional characteristics of the plant.
E.
Consistency is maintained among baseline documents.
The Institute of Nuclear Power Operations (INPO) performed an evaluation of TVA corporate nuclear activities in late 1985. The evaluation consisted of two separate segments. Corporate engineering activities were evaluated in October 1985 and the corporate activities were evaluated in December.-
INPO held an exit meeting on December 13, 1985, in which they discussed their findings for both segments of the ovaluation. On December 30, 1985. INPO f
issued a single corporate evaluation report (draft) to TVA detailing these findings along with supporting details.
The INPO report (Finding 2.5A-4) points out that the design baseline for each of the plants needs to be updated and maintained as part of a comprehensive configuration management program. INPO recommended that ONP review and revise the scope of the current configuration management effort to include the updating of such documents as specifications, design baseline analysis and calculations, special studies and reports, and other documents that comprise the design baseline. ANSI Na5.2.8 Appendix D. ANSI /ASME NQA1, and INPO Draft Good Practice DE-101, " Configuration Management" should be used as guidance.
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v TVA EMPLOYEE CONCERNS REPORT NUMBER:
71000 SPECIAL PROGRAM REVISION NUMBER:
5 PAGE 25 0F 34 A corporate configuration management program manager was named and given responsibility to develop a corporate plan for configuration management. As a first step in preparing the Corporate Configuration Management Plan, a survey and analysis study was conducted to review and evaluate current TVA efforts in all nuclear divisions related to CM.
Since a successful configuration management program functions as an integrated whole of many elements other than just design control, a total of 21 functional areas were reviewed.
(See Configuration Management Survey and Analysis Report, March 1986, for further detail.) These areas were evaluated to determine how effectively TVA is implementing configuration management as defined by current industry standards and INPO recommendations. The results of this study were used in formulating a corporate plan of action for improved configuration management in the ONP.
The study was conducted over a period of several weeks beginning in mid-February.
Listed below is a synopsis of key findings. Generic weaknesses identified included a historic lack of centralized direction and control, and an information management system that lacked integrity and consistency. Specific weaknesses in TVA's configuration management efforts were identitled as follows:
A.
No clear corporate configuration policy and no established organizational responsibility.
B.
Inadequate controls for information management systems at sites.
C.
Ineffective planning and scheduling for major projects and limited integration of planning and cost function.
D.
Fragmented records management responsibility.
E.
Microfilming activities not in compliance with Code of Federal Regulations or industry standards.
F.
Inconsistencies between as-designed and as-constructed drawings.
G.
Inconsistencies between as-constructed drawings and actual plant conditions.
H.
Large backlog of modifications requiring closeout.
I.
Equipment identification process not applied consistently.
J.
Partial implementation of design changes and design changes implemented out of sequence.
X.
Excessive numbers of computerized action / work tracking systems.
IVA EMPLOYEE CONCERNS REPORT NUMBER:
71000 SPECIAL PROGRAN REVISION NUMBER:' 5 PAGE 26 0F 34 Because of the large scope and limited time available for the survey and analysis. some areas will require more detailed study before appropriate corrective action recommendations can be developer 1.
However, the following recommendations were included in the report:
l' L.
Establish Configuration Management Program Manager in ONP and l*
appoint Configuration Management Program Administrator at each site.
I M.
Establish Records Management Core Group in ONP.
N.
Develop and issue ONP Configuration Management policy statement j
and directive.
t O.
Develop and issue ONP standards on microfilming.
l P.
Eliminate the two-drawing system.
Q.
Verify that as-constructed drawings accurately reflect plant conditions and comply with design basis.
R.
Standardize equipment identification process.
S.
Designate one equipment information system that will support needs.
T.
Improve control of the design change and implementation process by use of the design change supplement concept.
1 l
U.
Resolve backlogs of temporary modifications.
l V.
Provide greater data integrity and consistency.through.
Integration of information system.
l W.
Eliminate redundant automated tracking systems, and develop a master tracking system with single--or linked data bases.
Following review and approval of the survey and analysis report recommendations, a corporate configuration management action plan which includes task descriptions, identified products, and required I
schedules was developed and issued.
Conclusion This issue is factual and presents a problem. Some corrective action was initiated prior to this evaluation. Additional s
corrective action has been initiated as a result of this evaluation.
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4.12 Issue 71012 - Lack of a Good Status System for Completion of Commitments and NRC Actions pjseussion l
Over the years, each organization within the TVA nuclear program (including each of the nuclear plants) has tracked NRC comitments for which it was responsible with its own managerial and system tracking capability. In 1985 there were at least four separate computer systems being used to track NRC, internal, and other I
external commitments.
The Conunitment Control System (CCS) was managed by the Quality Engineering Branen (QEB) in the Division of Nuclear Services. This was a mainframe system which established and managed the official list of comitment actions for ONP.
The Tracking and Reporting of Open Items (TROI) System was developed by the former OEDC to track and monitor the status of important items effecting the design and construction quality program. This is a mainframe system which tracked Nonconformance Condition Reports (NCR), audits deficiencies, and stop work orders.
The Verification and Improvement Administrative System (VIAS) is a l
mainframe based system developed by the former Office of Quality Assurance to support the quality assurance function in conformances, concerns, and improvements.
The Commitment Action Tracking Systems (CATS) are maintained and l
used by the Plant Compliance Section at each site. These systems j
are supported at each location by the site Prime computer. The site systems were separately developed and do not have completely common features and capabilities. These systems are used at the site level to delineate, track, and assist in the management of commitments for l
which the Site Director is responsible. The information in these systems includes plant specific information and related detail information considered necessary to manage commitments at the site.
]
Because of the multitude of consnitment tracking systems, some j
commitments were not adequately tracked and closed by TVA. In order j
to remedy this situation. TVA has created a Corporate Commitment l
Tracking System (CCTS) to be administered by the Director of Nuclear 1
Safety and Licensing.
(Nuclear Performance Plan, Corporate, Rev. 1 March 10, 1986.) The CCTS will be an integrated data base for I
tracking all formal convaltments made to NRC in order to assure that l
licensing conunitments will be met.
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REVISION NUMBER: 5 PAGE 28 0F 34 In order ~to maintain management control over commitments and ensure that commitments are documented and tracked. TVA is requiring that commitments and other reports required by regulation such as Licensee Event Report ~(LER), be documented in formal correspondence
)
to NRC. This requirement.does not apply to informal or incidental l
r agreements from day-to-day working relations with the NRC.
{'
Licensing personnel will make the initial entry on the CCTS which-identifies.each commitment made to NRC. When the action required-to I,
fulfill.the commitment has been completed, a verification and completion form will be sent to licensing, and the appropriate entry will be made in the data base.
The responsible TVA management personnel will be kept advised of the 3
status of the open CCTS items. The Director of. Nuclear Safety and 1
Licensing or a designee's approval will be required to change a -
forecast response or completion date for resolving a commitment.
4 Supervisors responsible for implementing commitments tracked in CCTS will be responsible for allocating resources and setting priorities i
to ensure that commitments are met'on time or revised (with appropriate approvals). When unexpected' delays threaten completion of commitments on schedule, supervisors will be required to' inform 1
the Director of Nuclear Safety and Licensing to permit timely l
notification of the NRC of the revised commitment' dates.
The organization which is responsible for implementing an action necessary to fulfill a commitment will be required to maintain an i
up-to-date status.of the commitment on the CCTS,until the item is i
closed out. After completion, licensing personnel will close the j
item in CCTS upon receipt of documentation which justifies closure.
Licensing will periodically Issue reports to the Manager of ONP.
I showing numbers of commitments made, completed, and closed by each organization. Included in this report will be a specific comment on trends observed for each organization responsible for timely closure l
l of commitments.
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The Commitment Tracking System previously used by TVA's nuclear plants and various nuclear departments.are being reviewed to ensure i..
that CCTS includes all open/ incomplete commitments made to NRC. The information in the tracking system which was.previously used by licensing (CCS), (which included commitments being tetried by l
corporate / level department) was used as the initial source of information for CCTS. The data in the commitment tracking systems used at each of TVA's nuclear plants are being reviewed to verify that CCTS completely identifies open/ircomplete commitments.
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s TVA EMPLOYEE CONCERNS REPORT NUMBER: 71000 SPECIAL PROGRAN REVISION NUMBER:
5' PAGE 29 0F 34 Licensing is working with Browns Ferry, Sequoyah, and Watts Bar nuclear sites to implement this policy successfully. However, largely because of delays caused by ONP reorganization complete uniformity has not been attained within the corporate offices.
Licensing is currently developing revised corporate policy and
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directives needed to define and implement a program for regulatory compliance within the ONP. Additionally, Licensing.is working with site personnel to provide needed software enhancements to CCTS for better utilization of the data base as a management tool.
The INPO Corporate Evaluation Report issued on December 30, 1985, (Finding 2.9A-2) identified the fact that the results of QA reviews were not being used effectively to achieve improved performance.
" Assessment and trending of deficiencies are not.used to provide feedback to line managers to help improve plant performance.
Additionally, receipt inspection deficiencies are not trended to improve supplier performance or to remove suppliers from the acceptable bidders' list."
In response to this finding. ONP identified the need for a single l
computer program for the trending of QA audit findings, CARS, j
discrepancy reports nonconformance orts, NRC violations, INPO findings ANI findings NSRS findit
. NSRB findings, and similar items. The TROI System was chosen as the automated system to.
support these requirements. The Quality Systems Branch, in the~
Division of Nuclear Quclity Assurance, serves as program coordinator. System training and data loading has been mostly completed for all organizations. The system was formally designated as functional and operational for all ONP organizations on September 25, 1986. Continuous software enhancements are anticipated to enhance system ease of use.
Conclusion This issue is factual and identifies a problem, but the corrective action for the problem was initiated before the employee concerns evaluation of the issue was undertaken.
5.0 COLLECTIVE SIGNIFICANCE An analysis of the findings in section 4.0 of this report reveals a pattern of causes which have limited both mar.agement and employee i
effectiveness in accomplishing TVA's nuclear program geals and objectives. These items are discussed below.
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l TVA EMPLOYEE CONCERNS REPORT NUMBER: 71000 SPECIAL PROGRAN REVISION NUMBER: 5 im PAGE 30 0F 34 5.1 Hanaaement Effectiveness I
Work Programs were significantly hampered by the ineffectiveness of the procedures which governed the work activities at WBN. The inadequacy of work packages and the lack of fully effective inter-organizational technical coordination have their source in inadequate work control procedures. The work centrol procedures problem is also the reason behind the concerns expressed about i
planning and scheduling of work. It is also' one of the major contributors to avoidable rework, inadequate configuration control, and the ability to effectively track and meet consnitments.
Improvements made in the DNC wcrk control process at WBN through the implementation of QCI 1.60 address only part of the problem. The decision to move additional engineering support to the site and the 1
d recent reorganization in QA/QC and in modifications t'd construction n
I furr.tions necessitate a massive overhaul of the work control procedures. In order to break down some of the " turf battles" that have existed in the past and to improve inter-organizations 1
)
technical coordination issues must be resolved up front in procedures rather than in the field. These procedures should not be developed independently by each of the ONP organizations onsite. While it is important to provide some flexibility in the procedures governing i
work activities, they must be of sufficient detail to ensure that all individuals associated with the work clearly understand their roles and responsibilities, have some control over their work output, and are held accountable for their work output. Flexibility in work control procedures reautres the employment of effective communication techniques by all parties involved. The findings j
suggest that there has been an absence of effective communications between and among operations, engineering design, construction, and QA/QC personnel.
5.2 Employee Effectiveness Employee effectiveness has been hampered by the same issues which confront management. Many employees do not understand the deep seated systematic problems, so they question, instead, the technical competency and effectiveness of individual managers. This j
misperception of the source of the problem led to the development of 1
i adversarial relationships." The poor morale which resulted made an I
already difficult work environment worse.
There have been significant efforts to correct the deficiencies i
oktlined in this and previous sections of the report, since the employee concerns program was first initiated. These improvements demonstrate that TVA management is sincere in improving productivity, quality and safety in the workplace. Employee response i.
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a TVA EMPLOYEE CONCERNS REP 0ET NUMBER: 71000 SPECIAL PROGRAN
- REVISION NUMBER:- 5 PAGE 31-0F 34 l
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to the new system will require a period.of.use..If effective it will.
enhance productivity as a product of improved employee attitude and understanding of the work program.
6.0 CAUSES The causes which' produced negative findings requiring' corrective action-are listed below. In order to accommodate corrective action, the responsible organization for correcting each cause will also be identified.
6.1 Inadeouste Onsite Engineering Desian Suncort to WBN Site-Specific--Knoxville-DNE Inadequate onsite engineering design support'at WBN has contr!b'uted i
to construction production delays and avoidable rework.- The location of the design function in Knoxville had prevented timely resolution of constructability problems with design drawings. Most importantly, communication and coordination problems'have developed throughout the years primarily because of this separation and a lack of full appreciation of probisms encountered in the field.
6.2 Inadeauste Work Control Procedures Sito-Specific -WBN-DNC Inadequate work control procedures have been a primcry cause of many of the findings raised in this subcategory. Construction delays, rework, stafflhg problems, inadequate technical coordination, and poor communication are a direct result of the work control:
procedures at WBN.
6.3 Lack of an Integrated Performance Management Sys'teg Sito-Specific WBN-DNC The project schedule has traditionally' held a priority position in the eyes of TVA managers. Project schedules are essential as a management tool to coordinate and track work allestones and.
activities. However, project schedules which were developed as a product of an ineffective work control process were not reliable.
When such unreliable schedules are used to push production and monitor performance. unnecessary and unallowable conflicts can develop between schedule and productivity or between quality and safety. F.mployee morale can also suffer drastically, as was evidenced by the " hanger guota system" described earlier in the report.
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TVA EMPLOYEE CONCERNS REPORT NUMBER: 71000 SPECIAL PROGRAM REVISION NUMBER: 5 PAGE 32 0F 34 6.4 kack of Corporate Oversiaht and Control i
Generic--Chattanooas-ONP J
e A lack of corporate oversight and control is the major cause of the l
problems with TVA's Configuration Management Program anu Commitment
)
Management System. A clear corporate policy with established organizational directives did not exist in either of tnose functional areas.
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j 7.0 COERECTIVE ACTION 7.1 Corrective Action Previously Initiated 7.1.1 Reorganization of TVA's Nuclear Proaram A.
TVA reorganized its nuclear power program to place all organizations with responsibility for primary program functions under the authority of the Office of Nuclear Power. Thl,s reorganization includes the installation of the ONP Nuclear Procedures System (NPS). The NPS j
corporate documents called Standards will specify how and q
when organizations within ONP will coordinate technically J
on joint projects like the construction of a nuclear power plant. ONP Inter-Office Agreements will specify how organizations within TVA will coordinate with ONP on joint projects.
B.
ONP introduced a configuration management action plan in July 1986. The plan included task descriptions, i
identified products, and required schedules to bring TVA's Configuration Management Program up to industry standards. The implementation of the Corporate Commitment Tracking System to track NRC commitments and the Tracking and Reporting of Open Items System (TROIS) to track all other commitments will improve the speed and accuracy with which ONP can determine open itom status.
7.1.2 Replacement of QCI 1,56 by QCI 1.60 1
The Quality Control Instruction which first impicmented the
" work process" concept (QCI 1.56) lackeo sufficient detail to be effective. It was replaced on April 1, 1986 with QCI 1.60 3
which, among other improvements, incorporates better L.
short-interval scheduling techniques.
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REVISION NUMBER:
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PAGE 33 0F 34 7.1.3 Improvement of Onsite Engineering Design Support to WBN Site Specifi,c--Knoxvillo-DNE DNE increased onsite engineering support t'.; WBN by approximately 300 employees. In planning for the move to the
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site, the procedures in.the WBEP Project Manual were reviewed i
to determine if any changes were required. Since these l
procedures, and the DNE Nuclear Engineering Procedures (NEPs).
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are based on organizational responsibilities rather than work location, only minor administrative changes were required.
Training an NEPs will be conducted by section supervisors when new procedures are issued or existing procedures are j
revised. The interface between DNE personnel will be-I controlled by a Site Director's procedure. The presence onsite et greater numbers of support engineering personnel l
will significantly decrease the delay caused by anisconusunication between design engineers in Knoxville and construction engineers at the site.
(CATD 710-NPS-01) q 7.1.4 Implementing an Integrated Performance Management System DNC has determined that an integrated Performance Management Systems is mandatory. The following are actions initiated by DNC to implement such an integrated system:
1 A.
The QCI 1.56 on work packaging has been replaced by QCI 1.60 in order to remedy some of the problems relating l
to the work control process (e.g., lack of adequate front 1
end planning, poor scoping of work packages / work plans, l
I inadequate short interval scheduling, and a general lack
)
of understanding of the work control process). The new J
QCI 1.60 was implemented on April 1, 1986. Watts Bar l
Nuclear Plant (WBN) is now working under this procedure.
making refinements to the system as needed.
B.
A new " field planning" function has been added to the WBN j
Project Management Services organization to facilitate better work planning, inter-organization coordination, and l
understanding of the overall work control process. Those l
l field planning positions have been in place for soveral l
months. However, these positions are being upgraded from l
SD-2 to M-3 positions and staffed with experienced l
personnel.
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PAGE 34 0F C.
In order to achieve better visibility and e phasis on quality performance issues, WBN DNC is me uring performance on specifications related te ty.
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such as Nonconforming Condition Reports t
0 Code of Federal Regulations 50.S5e items, a f
Rejection Notices (IRNs) are being so and trended to keep track of perform n lag quality. Furthermore, biweetly "Q.1 e i are being held to address specific qu i sues.
This meeting is rotated with a pfa ng and I
i scheduling meeting. One weet e ky ality meeting is held; the next week the bi e, plan and scheduling i
meeting for both quality per o e an eductivity performance.
To give emphasis to perfera b e area of occupational safety DNC conducts wee et ings, gives monetary awards for safety sus
,ons, moni es safety performance (lost-time, accident, etc.,. and pr ides support to safety committees.,194TDJ,1_0-NPS,2)
Changesatthh$d$E[s#fon[anM
[ Sin @ft" vf?YT ship D.
r levels have b,sen madf tb datte hederset eness in controlling work (CATD 710-NPS-0 t
. /-/3-7.2 Corrective Action Initiafted as a Reault or Thin Renere Improved Corporate Oversight and Control For NRC Commitment Management a appropriate Offic Program Manual Procedure.Q5P),,will be drafted and,e of Nuclear Power issueo prior co SQN startup. This 9111 later' be 'conve'IIdt Esii5'#M t
e new ONp Nuclear Procedures'Systhe and willL6 el lesen tir b
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appropriate division and branch procedures.
(CATD710-NPSd0)-86 t
DA t t:
7-/
8.0 ATTACHMENTS Attachment A Subcategory Summary Table i
Attachment B. List of Concerns by Issue i
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ATTACHMENT B PRODUCTIVITY List of Concerns by Element / Issue
?
The Productivity Subcategory (71000) is comprised of 214 concerns addressing twelve issues, 1
71001 - Inadequate engineering design coordination with WBN construction I
work force resulting in construction production delays i
EX-85-056-003 IN-85-559-003 EX-85-058-003 IN-86-046-001 1
EX-85-153-006 IN-86-068-003 1
I-8 5 -104-B LN IN-86-069-003 I-8 6 -114-B FN-WI-85-100-030 IN-85-301-002 IN-85-463-004 1
71002 - Inadequate work control " Work Package" processes resulting in construction production delays
(
BFN-86-050-002 IN-85-476-002 l
l EX-85-053-006 IN-85-786-001 EX-85-114-001 IN-85-795-X03 EX-85-121-002 IN-85-848-002 EX-85-121-003 IN-85-850-004
}
IN-85-116-004 IN-85-980-001 j
l i
IN-85-147-004 IN-86 053-001 IN-85-158-005 IN-86-066-001 IN-85-163-004 IN-86-168-005 IN-85-263-002 IN-86-252-002 i
IN-85-281-002 IN-86-269-001 i
IN-85-297-001 PH-85-003-008 j
IN-85-410-006 SQP-86-013-001 1
71003 - Ineffective technical coordination among engineering design, quality control, construction management, construction f
engineering, and craft personnel in the accomplishment of work activities l
EX-85-002 003 IN-85-163-002 i
EX-85-058-004 IN-85-176-001 EX-85-082-002 IN-85-195-001 EX-85-0FS-001 IN-85-214-001 l
EX-85-100-003 IN-85-280-X04 EX-85-104-002 IN-85-349-003 EX-85-105-002 IN-85-507-002 EX-85-113-001 IN-85-579-004 EX-85-121-004 IN-85-670-002 EX-ES-154-010 IN-85-673-002 Page 1 of 4 i
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ATTACHNENT B (Continued) 71003 - Ineffective technical coordination among enticeering design, quality control, construction management.-construction engineering, and craft personnel in the accomplishment of work, activities - (Continued)
IN-85-708-007' IN-86-009-001 IN-85-710-002 IN-86-012-001 IN-85-734-002 IN-86-020-001 IN-85-744-001 IN-86-115-004 IN-85-766-001 IN-86-145-005 IN-85-768-003 IN-86-171-002 IN-85-769-002 IN-86-175-001-1 IN-85-789-001 IN-86-205-005 IN-85-797-X01 IN-86-216-003 IN-85-801-002 IN-86-254-007 IN-85-808-002 OW-85-006-001 IN-85-974-001 WI-86-100-052 71004 - Poor management and engineering has resulted in a large amount of rework EX-85-129-004 IN-85-385-001 EX-85-153-005 IN-85-663-007 EX-85-171-001 IN-85-716-002 IN-8 5.-057 -004 IN-85-798-002 IN-85-097-004 IN-85-821-005 1
IN-85-196-002 IN-85-993-X12 j
IN-85-242-001 PH-85-002-028 IN-85-333-001 WI-85-091-018 71005 - Lack of adequate planning and scheduling skills in construction managoment DLN-DNE-EC-85-17 IN-85-533-002 j
EX-85-042-001 IN-85-743-005 i
EX-85-064-002 IN-85-829-X02 EX-85-102-003 IN-85-898-001 EX-85-113-002 IN-86-139-001 EX-85-161-001 OW-85-003-003 IN-85-251-003 71006 - Inadequate construction engineering support to second and third shifts IN-85-250-002 IN-86-139-002 IN-85-480-001 IN-86-144-001 IN-86-021-002 IN-86-154-001 1
Page 2 of 4
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ATTACllMENT B (Continued) l 71007 - Poor craft manpower planning resulting in overstaffing,
)
understaffinf,, and poor utilization EX-85-111-001 IN-85-381-002 EX-85-111-001 IN-85-384-006
)
EX-85-153-002 IN-85-542 004 r
EX-85-172-001 IN-85-555-004 IN-85-063-001 IN-85-557-002
{
IN-85-097 013 IN-85-632-013 IN-85-181-006 IN-85-663-006 IN-85-224-001 IN-85-708-002 r
IN-85 327-002 IN-85-801-001 j
l WI-85-100-029 71008 - Excessive progress reporting and other paperwork requirements l
adverscly impacts construction production l
t IN-85-384-004 IN-86-159-001 l
IN-85-697-001 WBM-85-004-001 IN-86-145-003 71009 - TVA management puts too much emphasis on meeting schodules EX-85-048-003 IN-85-829-X01 I-86-212-SQN IN-85-850-002 IN-85-010-003 IN-85-858-001
{
l IN-85-028-001 IN-85-913-004 l
IN-85-029-001 IN-86-033-003 l
IN-85-031-002 IN-86-209-002 l
IN-85-060-001 IN-86-254-008 I
IN-85-075-001 IN-86-259-X10 i
IN-85-119-004 IN-86-283-002
{
IN-85-228-001 IN-86-309-007 IN-85-297-002 SQP-85-003-002 I
IN-85-347-008 WBM-86-006-001 l'
IN-85-414-006 WBP-85-018-001 IN-85-421-001 WI-85-012-001 IN-85-442-X13 WI-85-066-003 I
)
IN-85-477-001 XX-85-089-001 i
U:-8 5 -532-003 XX-85-094-010
)
i IN-85-714-002 XX-85-094-011 I
l XX-85-094-012 l
/
i 1
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l l
Page 3 of 4
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ATTACHMENT B (Continued)-
71010 - Inappropriate method used to increase hanger.80sta11ation of.the steamfitter craf t -(hanger quota system) resulted in poor morsle.
and workmanship IN-85-181-011 IN-86-129-001-IN-85-349-004 IN-86-132-001 IN-85-479-001 IN-86-141-001 IN-85-490-002 IN-86-143-001 IN-85-670-003 IN-06-145-004 IN-85-672-002 IN-86-146-001 IN-85 673-001 IN-86-147-001 IN-85-743-007 IN-86-151-001 IN-85-903-004 IN-86-155-001 IN-86-075-001 IN-86-156-002 IN-86-115-002 IN-86-168-001 IN-86-117-001 IN-86-186-001 IN-86-127-001 IN-86-204-001 71011 - Lack of adequate (or any) configuration control (management) in
.77A. specifically in engineering design and at the sites IN-85-278-003 XX-85-122-039 IN-85-442-007 XX-85-122-040 IN-86-231-002 XX-85-122-041 WI-85-100-036 71012 - Lack of a good status system for completion of commitments and NRC actions WI-85-100-042 XX 85-122-048 WI-85-100-051 XX-85-122-049 XX-85-122-050 page 4 of 4