ML20236P297
| ML20236P297 | |
| Person / Time | |
|---|---|
| Site: | Cooper  |
| Issue date: | 07/07/1998 |
| From: | OMAHA PUBLIC POWER DISTRICT |
| To: | |
| Shared Package | |
| ML20236P288 | List: |
| References | |
| NUDOCS 9807160240 | |
| Download: ML20236P297 (44) | |
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IP' t 9807160240 900700 PDR ADOCK 05000298 P
l
Background
l Performance of the Cooper Nuclear Station (CNS) Engineering function has not met i
Nebraska Public Power District (NPPD) management expectations and is below that of many other nuclear power stations. This conc lusion is confirmed by. internal and extemal assessments that have identified performance issues such as the 1994 CNS Diagnostic Self-Assessment Team (DSAT) effort and the follow-up 1996 Engineering Self-Assessment. Additional insights regarding Engineering performance have been gleaned from a number of NRC inspections and reports including the February 1997 SALP report and the 1997 Architect Engineering inspection.
Past improvement initiatives have been undertaken with varying degrees of success.
However, the Engineering function is still not performing at the expected level. The fundamental causal factors for this lack of continued self-improvement are described below.
l Our leadership had not provided stable vision, focus, guidance, resources, and accountability to ensure Engineering performance had continued to improve. This leadership has been deficient for a number of reasons. The management team did not share a common vision of what Engineering roles and responsibilities should be and did not work together to develop a vision. Also, there was a lack of appreciation of the value of the Engineering function and the need for long term investments to obtain the required levels of expertise and performance. At the same time, a lack of rigorous self-assessment, along with an absence of equipment or major regulatory issues, resulted in management's tacit conclusion that Engineering was improving.
This situation, in combination with perceived pressure to reduce cost, resulted in a failure to make the required-long-term investments and follow through on improvement plans. The implications were recognized by individuals within Engineering.
This recognition resulted in dissatisfaction and increased personnel turnover.
Site and Corporate Human Resource management did not work together to mitigate the impact of this
' increased tumover in the face of a tight labor market.
A stable work force in Engineering has not been developed and maintained such that
'we have a sufficient number of capable engineers with the necessary Cooper specific skills and knowledge to improve Engineering performance in a timely manner. Roles and responsibilities have not been clearly defined and understood. Our knowledge of, ready access to, and confidence in our design and licensing bases has been sporadically deficient. Finally, Engineering has not been sufficiently active in ensuring adherence to the plant design and licensing bases. This Strategic Plan addresses these fundamental causes. It is a departure from prior improvement plans and the way Engineering has functioned in the past.
1 In developing this Strategy for Achieving Engineering Excellence (Strategy), the previous assessments and evaluations were researched to ensure the key causal factors associated with Engineering performance were captured, considered, and Cooper Nuclear Station Strategy for Achieving j
Engineering Excellence Page 1 of 30 Revision 2 l
F j
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l appropriately addressed. This process confirmed that leadership, work management, i
. staffing, and adherence to design bases are the fundamental causal factorc.
l Performance issues identified in the review of the various performance assessments i
are listed in the " Issues, Actions, Critical Success Factors and Performance Indicators" l section of this Strategy under " Performance issues Addressed". These performance issues provided the basis for the fundamental. causal factors described above. For example, the failure to set performance expectations, follow through on imp'rovement plans, and to establish a self assessment culture, stem from a lack of leadership. Other i
performance issues relate to a failure to adequately size, stabilize, train, and define responsibilities for the Engineering staff.
Still other issues relate to understanding design margins and properly controlling design information.
CNS has implemented a detailed Engineering work management tool. This tool, which had not been available previously, was applied to Revision 0 of this Strategy. Results Indicated that the plan prepared to implement the Strategy was unrealistically aggressive. At the same time it was determined that fundamental changes in the structure and responsibilities of the Engineering function were necessary. In response, CNS Senior Management directed that the plan be revised to address these factors.
This plan was developed with an assumption of currently planned and expected workloads over the next few years. In the event of significant unanticipated events, the Engineering work management tool will be used to appropriately reschedule the plans in this Strategy as needed.
(
On May 18,1998, NPPD and the NRC met in a public meeting to discuss Revision 1 of the Strategy. During this meeting, Engineering providedpresentations on several of the key Strategy actions. In tum, the NRC provided perspectives on development of the
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Strategy, concems with CNS Engineering's implementation of the Corrective Action Program, the need to effectively apply " extent of condition" methodologies on previously identitled conditions orproblems, and execution of the Engineering work management system. On June 19, 1998, Engineering discussed changes to the Strategy with the l
NRC, which have been incorporated into Revision 2.
These changes resulted from additional analysis of previously identified design basis conditions captured in the CNS i
Corrective Action Program, dating from a period of mid-1995 to mid-1998.
Purpose The purpose of this Strategy is:
To define the strategies to improve Engineering performance in the near term and L
e over the next 2 to 3 years, To define the actions, Critical Success Factors, and performance indicators that will l l
o demonstrate Engineering is performing at the expected level, and l
Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 2 of 30 Revision 2 l l
i:
i
~.
To document and communicate the vision, rcles, responsibilities, and direction for Engineering.
Vision Statement To provide consistent, easily understandable expectations to the organization, the following vision statement has been developed:
"Through a strong questioning culture, Engineering will identify problems and opportunities related to the safe, reliable, and cost effective operation of CNS.
The focus will be to proactively identify issues in a team atmosphere where expertise is openly shared, effectively communicated, and universally respected.
Exceptionally proficient engineers working in an environment with no boundaries, will provide sharp technical solutions refined by strong operational insight. When emergent issues arise Engineering will have the capability of rapidly bringing technical expertise and information to bear so that the best possible technical guidance can be provided in a timely manner."
Roles and Responsibilities in support of this vision, the CNS senior management team identified the basic roles and responsibilities of Engineering.
Roles of Engineering:
. Assure nuclear safety in all site activities,
' Support operation and maintenance of the plant.
e Maintain and ensure adherence to the plant design and licensing bases.
Thoughtfully manage the design margins.
e Management Responsibilities Related to System Engineering:
The Plant Manager sets the overall priorities for System Engineering.
The Senior Manager of Engineering sets the standards for all processes, work quality, personnel selection, and training.
1 System Engineering Responsibilities:
L Maintain awareness of all activities, tests, and work items related to systems.
e Decide when and what work is needed on systems.
Set station priorities for maintenance and modifications on systems.
Own, protect, and ensure adherence to the design and licensing bases on l
their systems.
Integrate on-line maintenance into the non-outage schedules.
l Coordinate Engineering support for on-line maintenance.
l Cooper Nuclear Station Strategy for Achieving j
Engineering Excellence Page 3 of 30 Revision 2 l
Minimize emergent technicalissues and maintenance by means of proactive planned maintenance or modification.
Monitor and trend system parameters and report on system health on a routine basis.
Develop and maintain a six-year performance improvement plan for each system as an integral part of the site's business plan.
Specify or review and approve all post-maintenance testing requirements.
Lead and develop plans for troubleshooting and root cause analysis of system and equipment problems.
Serve as the interface with Operations, Maintenance, Radiation Protection, and Chemistry for all Engineering assistance.
Program Engineering Responsibilities:
Provide program management similar to System Engineering for programs such as ISl, IST,Section XI, ILRT/LLRT, and as appropriate for component programs (e.g., MOVs and AOVs).
I Maintain and apply the PRA.
Design Engineering Responsibilities:
Develop and manage installation of major and medium size design and configuration changes.
i Maintain design and licensing bases documents.
e Fuels and Reactor Engineering Responsibilities:
Provide Reactor Engineering services.
Provide transient analysis and core reload design.
Provide safety analysis capabilities to foster a comprehensive understanding of design margins and bases.
Provide System Engineering for systems associated with the reactor core.
The entire CNS organizatlon is expected to support this plan as a full partner with Engineering.
Responsibilities of Other Organizations at CNS:
Recognize Engineering performance improvement as a top station priority.
e Support the Vision of Engineering.
Work as a team on allissues.
Implement modifications.
Operate and maintain the plant consistent with the design and design basis.
Provide feedback as to quality and timeliness of Engineering products.
L Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 4 of 30 Revision 2 l
l Provide plant certification and design basis training to a large number of engineers.
Generate and adhere to the station business plan as a means of establishing all medium and long-range priorities.
Set and adhere to consistent site wide priorities.
e Operations will set clear expectations and standards for piant and equipment performance and material condition.
Maintenance will establish high standards for resolving plant material condition problems, provide requirements for efficient maintenance on plant equipment and set standards for elimination of unplanned repetitive maintenance.
Stratogles This plan contains four strategies to achieve Engineering excellence. They are:
Strengthen the Engineering Organization with Emphasis on System Engineering l
e Prioritize and Manage Engineering Work Effectively Establish and Maintain an Effective Configuration Control Process e
improve Performance Management e
The following is a brief dis' rssion of how each of the strategies addresses the l
fundamental causes of poor Engineering performance.
Strenothen the Enaineerina Organization with Emohesis on System Enaineerina i
e This strategy includes a significant increase, approximately 40%, in the number of Engineering personnel. Approximately half of this increase will be placed continuously and repeatedly in plant certification training during the next several years with the initial focus on System Engineering. The remainder will allow for additional resources to be applied to Engineering functions. Measures will be established to improve personnel retention and training division wide. Staffing needs, staffing size, and training needs
- will continue to be reviewed and adjusted routinely. Since training is a key element of
~ Engineering performance, stand alone training actions contained in Revision 1 of the Strategy were consolidated into one task (task 1.4). Additional actions have also been included in Revision 2, task 1.4, to ensure adequate identi6 cation and integration of Strategy related training needs into the Engineering Support Per:.onnel (ESP) INPO accredited trainingprogram.
Prioritize and Manaae Enaineerina Work Effe;tivelv e
This strategy ensures that Engineering efforts are prioritized through a team effort with f
the station and corporate organizations and that adequate resources are available to l
' complete the necessary work. This effort helps Engineering focus on those activities Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 5 of 30 Revision 2 l
4 that have the greatest potential to ensure the safe, reliable, and cost effective operation l
of CNS. With the exception of urgent emergent work, CNS will establish and adhere to long term priorities. As part of Revision 2, an additional action was added to further evaluate and enhance the site pdodtization process and ensure integration of
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Engineering work activities and performance improvement initiatives with physical
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maintenance and modification work in the plant.
Establish and Maintain an Effective Configuration Control Process This strategy provides for various reviews of the current plant configuration, l documentation, procedures, and programs. It contains actions to improve the quality and accessibility of Engineering information and products. As an interim measure, a Senior Engineedng Review Group team is reviewing select Engineering products to provide additional assurance of continued safe and reliable operation and to contribute
. to the tutorial process for continued performance improvement.
A review of previously identified design related conditions captured in the CNS Corrective Action Program was completed afterissue of Revision 1 of the Strategy.
Three action item refinements and one new action resulted from this review and subsequent discussions with the NRC. These changes were added in Revision 2 and include:
\\
Performing a multi-disciplined team review of adequacy and effectiveness of e
corrective actions for Significant Conditions Adverse to Quality (SCAQs) issued between 1990 and Apdl 1,1998 (new action),
Performing a review of Emergency Operating Procedures (EOPs) to validate the o
appropdate use of safety analysis and design parameterinputs and assumptions, Conducting tha "SSFI-type" inspection on Pdmary and Secondary Containment with o
focus on design basis and implementation of the design basis through pdor mod.kations, and Conducting a self-assessment of the current design basis training and, if necessary, i
e revising the training so it can be implemented in early 1999.
- Additional changes to this strategy in Revision 2 included the consolidation / grouping of existing actions and the revision of select due dates to take fuller advantage of results from actions in sequence that build on previous results.
Imorove Performance Manaaement e
This strategy ensures that performance expectations are translated throughout the organization and ultimately into individual performance measures and goals.
Performance improvement is driven through routine reviews of performance in relation to established goals. This strategy also calls for specific engineering self-assessments Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 6 of 30 Revision 2 l
and a major site-wide self assessment, with focus on Engineering, beginning in December of 1998.
Detailed information about each strategy is included in this document. This information includes the strategic objective, performance issues addressed by the strategy, Critical l
Success Factors, performance indicators, and top-level action plans.
Progress to Date Notable progress to date includes the following:
OverallPlan Manaoement & Prooress
> 25 of 26 actions due by 7/1/98 are complete. The remaining action is completion of the Unauthodzed Modification Review, action 3.2.e, which has been extended by 2 months to August 31,1998. This project represents a major effort that has beenin progress forneady2% years,
> Established and maintaining a project file to capture key plan deliverables and closure documents,
> Established and conducting progress review meetings with Engineering management on approximately a weekly basis, and
> Issued an Engineedng procedure (EDP-11) defining the process for action item closure, documentation of closure, and review of action effectiveness.
Strenathen the Enaineerina Organization with Emohasis on System Enaineerina On November 1,1997, the staffing level within the Engineering organization totaled 110 people. As of the end of June 1998, the staffing level totaled 147. This reflects a net increase of 37 people. This increase is the result of considerable recruiting efforts.
These efforts will continue until the near term required staffing level of 165 is achieved.
Many of the new members of the staff are experienced industry personnel. Several new supervisors and managers have also been added.
Thus, the Engineering Department organization is being significantly enhanced at this time.
Detailed Engineering roles and responsibilities have been prepared, issued, and communicated to the organization.
This document will serve as the template from,
which to assess Engineering effectiveness and monitor change.
Supervisot expectations were issued and assessments completed. Results will be integrated into individualimprovement plans as needed. Actions to develop engineering and technical staff professional categories and assign market pay grade ranges are complete.
Engineering is in the eady stages of applying the results at the individuallevel.
Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 7 of 30 Revision 2 l
Prioritize and Manaae Enoineerina Work Effectively The average number of items removed from the plant schedule due to lack of Engineering support has declined substantially. Approximately four items per week were removed prior to November 1997. As Of June 1998, the average is less than one l item per week.
Engineering has worked closely with the plant staff to improve the management and resolution of emergent issues.
Feedback from the Operations and Maintenance Managers indicated that emergent issues are being resolved in a more effective and timely manner.
An Engineering work management system has been instituted throughout the organization. This system is being used to manage the overall Engineering work load, understand the nature of emergent work, and improve the effectiveness by changing the way Engineering does business. This system was a key element in the alignment of resources and tasks associated with revising this plan.
Significant funding (approximately $2M) has been authorized to reduce Engineering backlog on a project basis.
Establish and Maintain an Effective Configuration Control Process in addition to the design basis issues review completed to refine selected Strategy 3 actions, otherkey actions completedinclude:
The charter and membership of the Senior Engineering Review Group (SERG) have been established and the first two review sessions are complete,
> The design change process has been enhanced and the newprocedure issued,
> The 50.59 Safety Evaluation process has been streamlined and enhanced, the new procedure issued, and training sessions completed,
> Design basis owners forsections of the USAR have been assigned, and
> Quality standards for selected Engineering workproducts have been prepared.
Improve Performance Manaaement Additional focus by the Chief Executive Officer and Senior Vice President of Energy Supply has been evident. In addition, the new Vice President of Nuclear Energy is providing leadership and direction that departs from the previous way of doing business in the Engineering Department. Engineering management has been strengthened by new personnel and repositioning of existing leaders.
In addition to the plan management actions noted above, Critical Success Factors and performance indicators for each strategy have been established as noted in the attachment.
These metrics were developed by grouping the performance issues Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 8 of 30 Revision 2 l
l contained in this plan, reviewing the success measures contained in Revision 1 of the Strategy for overall effectiveness, and reviewing industry metrics used by other utilities to assess Engineering organizationalperformance.
Management of the Plan
< The Vice President of Nuclear Energy oversees and monitors execution of the Strategy.
- He determines if the rate of implementation of improvements is sufficient, if the necessary performance improvements are being achieved, and concurs with the completion of Plan actions. Routine status reports, performance trends, and insights
.provided by oversight groups such as the Safety Review and Audit Board and the i'
independent Advisory Group are some of the data sources that will be used to monitor status and effectiveness of implementation.
The Senior Manager of Engineering is executing this strategy with assistance and support of all Senior Managers. Routine accountability review meetings are held to ensure that actions are progressing and that improvements are being achieved based l
on the associated Critical Success Factor performance indicators and milestones. l l
Typical meeting participation includes the Senior Manager of Engineering, action owner, and Engineering supervisor and management personnel.
Typical meeting l
content includes objective and scope of action, schedule and completion status, resource expenditures and requirements versus plan, projected completion date, and issues / barriers impeding successful implementation.
Performance indicators and trends are also discussed.
Actions are shown as complete in the schedule upon acceptance of the action item closure package by the Strategy Owner, in accordance with EDP-11, " Preparation, Review and Approval of Strategy for Achieving Engineering ExceIIence Action Item Closure Documents." The action item is considered closed upon completion of the independent verification of the package and subsequent approval by the Senior Manager of Engineering with concurrence by the Vice President of Nuclear Energy.
Depending on the nature of the action and its desired long-term effect on Engineering performance, the Senior Manager of Engineering may decide to have an effectiveness review performed. The decision to perform an effectiveness review is documented in the closure package. Strategy action items are also tracked in the station Nuclear Action Item Tracking System.
Strategy actions have been assigned to individuals who have a high potential to implement them successfully, i.e., action owners are typically assigned based on alignment of actions to line organization responsibilities.
The Senior Manager of Engineering ensures that the strategies are effectively integrated to produce the desired overall performance improvement.
In executing these responsibilities, the Senior Manager of Engineering has the full support of CNS. Incentive plans that focus on Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 9 of 30 Revision 2 l
1.
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Engineering improvement at CNS have been developed for station management, and members of Engineering management and supervision.
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Periodic updates on progress are provided to the NPPD Board of Directors, Nuclear l
Committee, Senior Managers, the Safety Review and Audit Board, and the Nuclear
~ Regulatory Commission. Engineering management meets with station management on a routine basis to review the overall status of Strategy implementation and results to 1
l date.
These forums provide an opportunity for our partners feed back on the effectiveness of Engineering actions in support of site wide priorities. A project file has been established to retain key documents, such as action item closure packages, l l
demonstrating action status and results.
This strategy and the individual action plans are dynamic and further revisions will be made from time to time.
Should significant emergent issues arise that warrant reallocation of our resources, the schedule laid out in this plan will be modified i
accordingly. We expect the next significant revision of the Plan to occur in the March, 1999 time frame, following the post-outage site self-assessment. Until that time, interim i
l changes to action items will be tracked in a "living Revision 3" 6Ie maintained by the
)
l Strategy Project Manager.
L l
l l
l i
i l
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Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 10 of 30 Revision 2 l
Statement of Responsibility and Commitment (Revision 1)
Statement of Responsibility and Commitment The CNS rnanagernent team accepts full responsibikty to substantm!!y improve Engineering performance. Indivsaually and as a team we aie comrnitted to executing the r.trategies desenbed in this document. We recogntre that the strategies outlined in th s document represent a fundamental change in how the t-ngncenng function Will be executed at CNS. We understand that successful implementation of this change requires that we p<ovkle the needed leadership and that we champion leaders throughout the CNS organi7ation. We are comtrutted to providing this leadership and to achieving excellent Fnginecrng performance at CNS.
Michael T. Boyce, Plant Engineering Manager b,m James L. Long. Engineering Support Manager
. I'N #}OY Tedd M. Gifford. Design Fngineenng Manager
\\,r
/
Jerry L. Lewis. Reactor e id Fuel Engneering Manager (acting; gM.
_ ~ -
Robert Gibson Jr., Projects and Construction ManageM Alan R. Shiever, Outage Manager
'.//
Stewart B. Minahan. Work Control Manager
/
y-Larry Newman. Operations Manager Charles R Gaines. Maintenance Manager
,t.
. /..b w J. Michael Hate. RadiologicalManager
's
/ / '
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Bradford L. Houston. Lcensing Manager
/o
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Leo C. Croteau. Training Manager d
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Jarnes P Pepeller. Senior Engrieering Manager m
Michael r Peckham. Plant Manager
%~
Paul J. Caudill. Senior Manager of Safety
-[ /
AssessmenitSite Support g
John H. Swaites. Vke President of Nuclear Energy c
rf yy C<xnmr Nuclea Station (N
E?gme.e rig Erceknec
.Strat y for Acivevirg page 9 of 27 Revision 1 Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 11 of 30 Revision 2 l
Statement of Responsibility and Commitment (Revision 2)
The CNS Engineering management team accepts full responsibility to substantially improve Engineering performance, as outlined in this revision to the Strategy. We are committed to providing this leadership and to achieving excellent Engineering perfonnance at CNS.
Michael T. Boyce, Plant Engineering Manager
- b<. --
Peter J. Donahue, Engineering Support Manager b[ A Michael J. Spencer, Assistant Engineering Support Manager I4be Tedd M. Gifford, Design Engineering Manager N
Lawrence J. Dugger, Assistant Design Engineering Manager t
7 Larry P. Kohles, Fuels and Reactor Engineering Manager r/A GkW/
Jerry L. Lewis, Reactor Engineering Manager M
Robert Gibson Jr., Projects and Construction Manager
/V v
Eugene M. Mace, Nuclear Projects Manager n
~
Daniel E. Buman, Nuclear Projects Manager b
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David R. Blythe, Nuclear Projects Manager Dd i
James L. Long, Nuclear Projects Manager f')19R/
James P. Pelletier, Assistant to Vice President of Nuclear Energy J. Michael Hale, Acting Senior Manager of Safety
'},, /'
Assessment and Site Support J K. /,
o_
Michael F. Peckham, Plant Manager Ge Paul J. Caudill, Acting Senior Engineering Manager
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E John H. Swaites, Vice President of Nuclear Energy g(
x Cooper Nuclear Station Strategy for Achieving Engineering Excellence Page 12 of 30 Revision 2 l
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NLS980105 Attachment B
SUMMARY
OF CHANGER Task 1.4, Improve the Engineering training program, has been created to bring additional management focus and attention on the level of knowledge improvements necessary to achieve Engineering excellence.
Tasks 3.3 and 3.4 have been reorganized to distinguish between actions to improve the quality of design and licensing information and actions related to process and information systems improvements.
l Additional emphasis has been placed in Task 3.3, Improve the quality of design and
. licensing information, in the form of an EOP/ design basis review, an SSFI-like inspection of primary and secondary containment, validation of proper translation of safety analysis inputs and assumptions into processes and procedures, and an effectiveness review of l
SCAQ corrective actions.
Critical Success Factors (CSF) have been introduced as the primary method of l
~ determining progress in attaining Engineering excellence. Each CSF is comprised of I
performance indicators and milestones which are demonstrative of high level, terminal-objective performance, establishment ofinfrastmeture necessary for sustained excellence, and overall effectiveness. Attachment C summarizes the Critical Success Factors i
associated with the Strategy.
Additional emphasis was plaed on producing a workable plan, one in which Strategy-efforts complement each other and other station priorities, including the upcoming fall refueling outage. Atte.chment D depicts the Strategy, Revision 2, in Gantt chart format.
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