ML20247M574

Performance Improvement Plan Implementation Program

ML20247M574
Person / Time
Site:	Calvert Cliffs
Issue date:	07/31/1989
From:	Creel G BALTIMORE GAS & ELECTRIC CO.
To:
Shared Package
ML20247M572	List: ML20247M567 ML20247M574
References
PROC-890731, NUDOCS 8908020152
Download: ML20247M574 (147)

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CALVERT CLIFFS NUCLEAR POWER PLANT g:

PERFORMANCE IMPROVEMENT PLAN I

l IMPLEMENTATION PROGRAM g July 1989 I

I Prepared by the Nuclear Enemy Division of I Baltimore Gas & Electric Company I

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I G. C. Creek l Vice President - Nuclear Energy I

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TABLE OF CONTENTS Section Title Pacte List of Acronyms v 1.O INTRODUCTION & BACKGROUND 1-1 1.1 PIP Implementation Program Format 1-1 1.2 . PIP Implementation Program Schedule and 1-4 Resources 1.3 Special Team Inspection Long-Term Issues 1-4 2.0 MANAGEMENT PROCESS IMPROVEMENTS 2-1 2.1 Management Overview 2-1 2.2 Management Expectations 2-4 2.2.1 Performance Standards 2-5 2.2.2 Communications Plan 2-7 2.3 NPP Issues-Based Planning 2-11 2.4 Resource Allocation 2-14 2.5 Accountability Improvements 2-16 2.5.1 Commitment Management System 2-17 3.O ORGANIZATIONAL DYNAMICS IMPROVEMENTS 3-1 3.1 Completed Organizational Improvements 3-1 3.2 Managing Organizational and Program Change 3-2 I 3.3 Leadership Conferences 3-4 3.4 Team Building Workshops 3-6 3.5 Project Management Improvements 3-8 3.6 Daily and Outage Work Control 3-10 3.7 Engineering Planning 3-12 ii l

. TABLE OF. CONTENTS (Cont'd)

.Section Title Pace

.3.8 System circles 3-14 3.9 Quality Circles Program 3-17 4.0 ASSESSMENT CAPABILITY IMPROVEMENTS 4-1 4.1 Plant Operating Experience Assessment 4-1 Committee 4.2 Quality Control Improvements 4-2 4.3 .Q uality Assurance Internal Assessment 4-5 Process Improvements 4.4 Independent Safety Evaluation Unit 4-8 4.5 Safety Assessment Process and Training 4-11

<4 . 6 Root Cause Analysis Improvements 4-14 4.7 Plant Operations ar.d Safety Review 4-17 Committee 4.8 Off-Site Safety Review Committeo 4-20 4.9 Visiting Other Plants 4-23

-5.0 ACTIVITY CONTROL IMPROVEMENTS 5-1 5.1 Auxiliary Systems Engineering Unit 5-1 5.2 Procedure Improvements 5-1 5.2.1 Procedure Upgrade Program 5-1 5.2.2 Surveillance Test Program 5-4 5.2.3 Post Maintenance Testing 5-7 5.3 Configuration Control Improvements 5-9 5.3.1 Procurement Program Project 5-9 5.3.2 NIPS Equipment Technical Database & 5-13 Maintenanc e Planning System 5.3.3 Technical Manual Improvements 5-16 iii

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TABLE OF CONTENTS (Cont'd)

Section Title fagg ..

5.3.4 Configuration Management Unit 5-19 5.4 Technical Capability Improvements 5-22 5.4.1 System Engineer Tr ining 5-22 5.4.2 Minor Modification Process 5-24 Improvements 5.4.3- Reliability Centered Maintenance 5-26 6.0 PIP VERIFICATION PROCESSES 6-1 6.1 Implementation Verification Overview 6-2 6.2 Management $ Feedback Verification Overview 6-3 6.3 PIP Effectiveness Verification .6-4 APPENDICES Appendix A PIP Action Plan Schedules Appendix'B PIP Action Plan Resources TABLES 1.1 PIP Action Plans and PIP Implementation Program 1-5 Section versus Root Causes

1. 2 - PIP Long-Term Commitments' Associated with 1-8 STI Unresolved Items l-h 1.3 PIP Long-Term Commitments Associated with 1-9

-STI Additional Concerns 6.1 ' PIP Effectiveness Verification Matrix 6-6' iv

e E LIST OF ACRONYMS

-an g AGS Assistant General Supervisor ANSI American National Standards Institute ASEU Auxiliary System Engineering Unit ASME American Society of Mechanical Engineers BG&E Baltimore Gas & Electric Company CCETS Calvert Cliffs Equipment Tracking System CCI Calvert Cliffs Instruction CCNPP Calvert Cliffs Nuclear Power Plant CFR Code of. Federal Regulations CMU Configuration Management Unit Dockret Document Retrieval

-I- E&C Electrical & Controls EPRI Electric Power Research Institute I EPU ETD FCR Engineering Planning Unit Equipment. Technical Database Facility Change Request FSTC Functional Surveillance Test Coordinator GS General Supervisor HPES Human Performance Evaluation System INPO Institute of Nuclear Power. Operations I IREP ISEU ISI Interim Reliability Evaluation Program Independent Safety Evaluation Unit In-Service Inspection JUMA Joint Utility Management Audit

.I K-T MO Kepner-Tregoe Maintena.4ce Order p MPS Maintenance Planning System MR Maintenance Request MSU Management Services Unit NCR Non-Conformance Report I NED NEDCP NESD Nuclear Energy Division Nuclear Energy Division Control Procedure Nuclear Engineering Services Department NIP Nuclear Information Planning NIPS Nuclear Information Planning and Support NMS Nuclear Maintenance System NPP Nuclear Program Plan I NRC O&M OMC Nuclear Regulatory Commission Operations & Maintenance Outage and Maintenance Coordination OSSRC Off-Site Safety Review Committee PIP Performance Improvement Plan PM Preventive Maintenance Post Maintenance Testing I PMT POEAC Plant Operating Experience Assessment Committee I

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LIST OF ACRONYMS (Cont'd) l POSRC . Plant Operations Safety Review Committee PUP Procedure "pgrade Program j i P&PE Plant and Project Engineering j QA Quality Assurance j

[ Quality Assurance Procedure QAP 1 QASSD Quality Assurance & Staff Services Department  !

QAU Quality Audits Unit j QC Quality Control j QCMU Quality Control Master Unit ,

RCA Root Cause Analysis j RCM Reliability Centered Maintenance RDO Responsible Design Organization SE System Engineer SOER Significant Operating Event Report SSFI Safety System Functional Inspection SSTC Site Surveillance Test Coordinator ST Surveillance Test STI Special Team Inspection STP Surveillance Test Procedure .l VP Vice President l

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1.0 INTRODUCTION AND BACKGROUND

l I Baltimore Gas & Electric Company (BG&E) issued its Calvert Cliffs Performance Improvement Plan (PIP) to NRC by letter dated April 7, 1989. The PIP provided an overview of BG&E's assessment j

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j I of changes needed to achieve safe, event-free performance at Calvert Cliffs and to restore it to a top-performing plant in the nuclear industry.' It also described efforts taken prior to the i

formulation of the PIP to improve the management of Calvert I Cliffs. BG&E committed to completing identification of resources needed to implement each action, scheduling the necessary i

activities associated with the action plans, and developing verification plans by July 31, 1989.

In addition, BG&E's June 21, 1909 response to NRC's Special Team Inspection (STI) Report (Inspection Report Nos. 50-317/89-200; 50-318/89-200) stated that certain long-term corrective actions would be addressed as part of the PIP (see Section 1.3 below). BG&E's presentation to NRC Region I management at the July 20, 1989 Enforcement conference addressed long-term upgrades under the PIP which will resolve STI concerns.

This PIP Implementation Program documents BG&Er s plans and progress related to all of its PIP commitments.

1.1 PIP Implementation Proaram Format

.I The presentation of the Action Plans in the PIP Implementation Program significantly differs from the format used in the PIP. The format changes reflect the evolving process of the PIP. The PIP Implementation Program format has been chosen to show integration of Action Plans for cohesive, verifiable, long-term performance improvement.

Each Action Plan in the PIP Implementation Program includes an introductory paragraph as well as a description of Outcome /Results, Methods, Resources, Responsibility, and Verification. The introductory paragraph gives a brief overview of the action plan. The Outcome /Results Section presents the I desired outcome and end results to be achieved througa the performance of the Action Plan. The Methods Section describes the major steps required to perform the Actica Plan. The I Resources Section identifies the resource requirements to perform the Action Plan consistent with the Action Plan schedule. The Responsibility Section identifies who is responsible for the accomplishment of each Action Plan. The Verification Section I presents the methods that will be used to monitor and confirm that specific Action Plan requirements have been met.

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l Due to the diverse nature of the various Action Plans, a three-part verification process has been developed. The three parts are:

o Implementation verification - This provides assurance that.the initial requirements for performance of the Action Plan have been' met.

o Feedback verification - This provides an on-going ig assessment of the performance of an Action Plan. This includes trend monitoring, management observations, feedbacx from workers, and performance appraisul.

I' o Effectiveness verificaf; ion - This provides a thorough overview assessment that is modeled upon NRC vertical-slice inspection tecnniques. These assessments will focus on program effectiveness in the areas of:

- Management and Quality Assurance,

- Self-Assessment and Events Analysis, I -

Design and Implementation Processes, Interfaces and Support for Maintenance and Operations Functions.

The PIP described the process of analyzing symptoms and ascribing appropriate root causes. We found that our declining performance could be attributed to 11 root causes. These were:

1. Insufficient expectations and performance standards,

2. Insufficient accountability,

3. Insufficient vertical and horizontal communications,

4. Insufficient communication of vision, direction, and performance expectations by senior management,

5. Insufficient definition of interdepartmental roles, interfaces, and responsibilities,

6. Insufficient planning,

7. Insufficient depth of assessment and root cause analysis,

8. Insufficient monitoring, follow-up, and trending,

9. Insufficient issue discovery,

10. Insufficient scheduling and prioritization, and 1-2

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11. Insufficient resource allocation.

Correlation of PIP Implementation Program sections with PIP  !

Action Plans and associated root cause nunbers defined above is {

shown in Table 1.1. I None of the Acti .1 Plans contained in the PIP have been deleted or downgrade ( in importance. However, all of them have been-ranked in priori y relative to each other for planning and j resource projection parposes. Action Plans have been rearranged in this submittal by their functional relationship rather than by root cause groups as in the PIP. This new arrangement is as

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o Management Process Improvements (Section 2.0)

Action Plans related to setting goals and priorities, management planning, resource allocation, and accountability are included under this tab.

o Organizational Dynamics .'. improvements (Section 3.0)

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Action Plans related t njtofing management skills, j improving intergroup communications, and performing work in BG&E's organization structure are included under this tab.

o Assessment Capability Improvements (Section 4.0)

! Action Plans related to self-assessment of activities

( for safety significance, root cause analysis, improving effectiveness of quality assurance and quality control, and improving BG&E's understanding of nuclear industry problems for application at Calvert Cliffs are included under this tab.

o Activity Control Improvements (Section 5.0)

Action Plans related to improving technical capabilities, upgrading procedures, improving the procurement and maintenance processes, and improving design basis document control are included under this tab-o PIP Verification Processes (Section 6.0)

The methods by which PIP implementation and effectiveness will be verified using the verification methods described above are included under this tab.

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1.2 PIP Implementation Procram Schedule and Resources i

The schedules 2or the Action Plans as currently projected are shown in Appendix A. These schedules were developed based on ]

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resource allocation according to Action Plan priority. Since j performance' improvement is intended to be, and expected to be, a i I dynamic process, additional program refinements are likely and may result in schedule changes. We will factor these changes into our overall implementation and verification programs as they are identified.

Overal: Yesource requirements for the Action Plans are shown in Appendix B. Specific resource requirements for the I development and implementation of individual Action Plans have been estimated and will be further refined as the Implementation Program proceeds.

1.3 Special Team Insnection Lona-Term Issugji BG&E's June 21, 1989 response to the STI Report stated that I certain long-term corrective actions would be addressed in the PIP. We compared NRC's observations of management deficiencies at Calvert Cliffs with the PIP Action Plans. There is agreement I between BG&E and NRC as to the nature of many of the management problems. This provides BG&E with added confidence that the PIP Action Plans have a sound basis.

In preparing the PIP Implementation Program, each of the responses to the STI Report was reviewed and PIP long-term commitments were addressed in the Action Plans contained in Sections 2.0 through 5.0. Short-term items from BG&E's Restart Commitments letter dated May 23, 1989 and from BG&E's STI response letters dated June 21, 1989 and July 19,1989 are I addressed separately and are not part of the PIP. The Action Plans, as further developed herein, appropriately incorporate STI long-term commitments. Tables 1.2 and 1.3 correlate PIP Implementation Program section numbers to the appropriate long-I term commitments related to STI Unresolved Items and Additional Concerns, respectively.

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Table 1.1 PIP Action Plans and PIP Implementation Program Section .

versus Root Causes

- PIP Implementation Program PIP Action Associated Root f Sgction & Description Plan No. Cause Numbers .j SECTION 2.0 MANAGEMENT PROCESS IMPROVEMENTS 2.1 Management Overview New Title 1,2,3,4,8,9,10,  !

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11 j E 2.2 Management Expectations I

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2.2.1 Performance Standards II.B.9 1 i 2.2.2 Communication.a Plan II.B.4 4 I

'2.3 NPP Issues-Based Planning IV.B.1 9,10,11 2.4 Resource Allocation II.B.2 11 2.5 Accountability Improvements II.B.2 2,8 2.5.1 Commitment Management- II.B.6 2 System SECTION 3.0 ORGANIZATIONAL DYNAMICS IMPROVEMENTS 3.1 Completed Organizational II.C.3 3,5 Improvements II.C.4 III.B.6 3.2 Managing Organizational and IV.B.5 5,6 Program Change 3.3 Leadership Conferences II.B.11 3,5 j 3.4 Team Building Workshops II.B.7 3,5 I. 3.5 Project Management II.C.1 5 i

3.6 Daily & Outage Work Control IV.B.3 6,10 3.7 Engineering Planning IV.B.2 6,10 3.8 Systems Circles II.C.2 3,5 1 i

g 3.9 Quality Circles Program II.B.8 3,5

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-3 Table 1.1 PIP Action Plans and PIP Implementation Program Staction versus Root Causes (Continued)

PIP Implementation Program PIP Action Associated Root  ;

Section & Description ~ M n No. Cause Numbers- ]

SECTION 4.0 ASSESSMENT CAPABILITY IMPROVEMENTS 4.1 Plant Operating Experience III.C.5 8:3 g ' Assessment Committee i E- l 4.2 Quality control III.C.3 8 Improvements

! 4.3- Quality Assurance Internal III.C.3 8 Assessment 4.4 Independent Safety III.C.2 7,8 Evaluation Unit 4.5 Safety Assessment III.B.3 7 4.6 Root Cause Analysis III.C.4 7

'4 . 7 Plant Operations and Safety III.B.2 8,9 Review Committee 4.8- Off-Site Safety Review III.B.1 8,9 Committee 4 '. 9 Visiting Other Plants III.B.7 9 SECTION 5.0 ACTIVITY CONTROL IMPROVEMENTS 11

'5.1 Auxiliary Systems IV.B.4 Engineering Unit 5.2 Procedure Improvements New Title 1,2,5,8 i

l 5.2.1 Procedure Upgrade II.B.10 1,2,5

' Program 5.2.2 Surveillance Test II.C.5 1 Program i l 5.2.3 Post Maintenance III.C.7 8 l 5 . Testing 1

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Table 1.1 PIP Action Plans and PIP Implementation Program Baction l versus Root causes (Continued) ]

PIP Implementation Program PIP Action Associated Root Section & Description Plan No. Cause Numbers SECTION 5.0 ACTIVITY CONTROL IMPROVEMENTS (Continued) 5.3 Configuration Control New Title 3,4,5,6,7,8,10, Improvements 11 5.3.1 Procurement Program III.C.6 8,10,11 Project I 5.3.2 NIPS Equipment Technical Database

& Maintenance II.B.5 3,5,6 Planning System 5.3.3 Technical Manual II.C.6 4,5 Improvements 5.3.4 Configuration III.B.4 7 I Management Unit 5.4 Technical Capability New Title 5,7,8 Improvements 5.4.1 System Engineer III.B.5 5 I Training 5.4.' Minor Modification Process Improvements III.B.6 7 5.4.3 Reliability Centered III.B.8 8 I. Maintenance (RCM)

SECTION 6.0 PIP VERIFICATION PROCESSES 6.1 Implementation Verification New Section 7,8 Overview 6.2 Management Feedback New Section 8 verification Overview l 6.3 PIP Effectiveness Verification New Section 8 I

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l Table 1.2 PIP Long-Term Commitments Associated with <

STI Unresolved Items *

• See BG&E STI response letter dated June 21, 1989 PIP Imp.

Unresolved Program j Item No. Description Section Title 1 4 Temporary Modifications 4.7 Safety Assessment 1

5 Lack of Detailed Work 5.2.1 Procedure Upgrade {

Instructions Program j I. 6 Incomplete Documentation 5.3.2 NIP Equipment Tech-of Completed Maintenance nical Database and Maintenance Plan-ning System 7 Control of Vendor Technical Manual I

5.3.3 Tecanical Manuals Improvements 9 No Procedures for 4.2 QC Improvements I Control of QC Inspection Activities I 10 No Site Writer's Guide for STPs 5.2.1 Procedure Upgrade Program 5.2.2 Surveillance Test Program I 14 No Administrative Mechanism to Handle Minor Modifications 5.4.2 Minor Modification Process Improvements I

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jr-Table 1.3 PIP'Long-Term Commitments Associated with

.STI Additional Concerns * ,

• See-BG&E STI' response letter dated June 21, 1989 PIP' Imp.

Additional' Program Concern No.- Description Section Title r 3 Weaknesses in NED's 4.0 Assessment Capabil-Corrective Action ity Improvements

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6.0 PIP. Effectiveness Verification 4 . System Engineering 5.4.1 System Engineer Training 5 Post Maintenance 5.2 Procedure

. Testing' Deficiencies Improvements 7 Procedural Upgrade 5.2.1 Procedure Upgrade Project Weaknesses Project 8 Project Management 3.5 Project Management Manual Functional Improvements Responsibilities 9 Safety Grade Spare 5.3.1 Procurement Program Parts Inventory Project 10 Communication of Goals, 2.0 Management Process Expectations and Improvements Priorities 12 Divided Responsibility 5.2.2- Surveillance Test for Surveillance Test Program t Program 5.2.1 Procedure pgrade Project E

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l SECTION 2.0 MANAGEMENT PROCESS IMPROVEMENTS l

Manaaement Overview 1

2.1 In the_ PIP, BG&E stated that the Performance Improvement' Plan is centered on management and organizational effectiveness.

In addition, that report spelled out a number of management policy and organizational leadership changes that had already occurred at Calvert Cliffs. It further stated that the objective i

[ of the PIP is to develop and implement a manageable set of I focused actions that will:

L o~ Address previously unidentified causes of Calvert  !

Cliffs' decline in performance.

l o Complement actions already underway to return Calvert Cliffs to high-level performance.

o Incorporate a process that will systematically identify l

and provide for timely resolution of performance l problems, including those addressed in this report, any problems not yet identified, and f uture problems ar, they arise.

o Incorporate a process that will systematically monitor the progress of these actions. This process will also redirect efforts on those actions that fail to achieve the desired results.  ;

At the time the PIP was being developed, NRC was performing I. a Special Team Inspection (STI). The STI report, dated May 23, 1989, cited a number of perceived management deficiencies at Calvert Cliffs. We compared NRC's observations of management deficiencies at Calvert Cliffs with the PIP Action Plans. There is agreement-between BG&E and NRC as to the nature of many of the perceived management problems. Many of these were already being addressed by BG&E. Our June 21, 1989 response to the STI identifies both the short-term and long-term plans for resolving our mutual-concerns over management deficiencies.

We recognize that the key to sustained excellence is effective management. Effective management encompasses both process and personal involvement. The process of effective management entails:

o Setting appropriate organization goals, o Clearly communicating management expectations for these goals to employees, t

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o Developing an appropriate strategic plan which addresses the issues pertinent to nuclear plant operation, o Assigning responsibilities for executing the plan, and then holding responsible people accountable for results, and o Allocating resources to effectively implement the plan.

This process must be dynamic and responsive. It requires effective feedback mechanisms to allow progress to be monitored by nanagement and success to be measured. It must be flexible so I

that appropriate revisions can be made to the planning and implementation process.

) The Nuclear Program Plan (NPP) and its associated Issues-f Based Planning process are the heart of our management process.

The NPP will be used to formalize and internalize the initiatives started under the PIP and new initiatives as they are defined.

I Responsibilities will be assigned and resources will be allocated based on the NPP. Development and refinement of each year's NPP will be based on:

o The Issues-Based Planning process, I

o Performance objective reviews, o Input from independent safety and quality monitoring entities such as NRC, INPO, and BG&E internal organizations (e.g., QA, QC, Plant Operations and Safety Review Committee, Off-Site Safety Review Committee, and Independent Safety Evaluation Unit), and o Issues that arise from industry (e.g., NUMARC).

BG&E will facilitate effective management control through these processes.

Just as important to effective management are the personal l aspects:

i o Providing leadership, l

l o Motivating and encouraging, o Allowing for personal and professional growth, o Encouraging and accepting feedback, o Developing and assuring open communications, and i

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I I o Eliminating fear and rewarding achievement.

These aspects play prominent roles in our overall management

. strategy as well as in our Performance Improvement Plan.

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i I. 2.2 Manacement Ernectations

.g To perform effectively, an organization's employees must 3 know what is expected of them. Even the best employees perform j below expectations if those expectations are not clearly 1 understood throughout the employee's organization. Declining j I performance at Calvert Cliffs was due in part to insufficiently defined and understood management expectations. It was not clear

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I quality was expected, or that industry issues were to be tracked, evaluated, and acted upon. To resolve this situation, the following set of expectations was developed:

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SAFETY AND OUALITY ARE MORE IMPORTANT THAN PRODUCTION:

o -MANAGEMENT WANTS PRO 9LEMS IDENTIFIED I o A QUESTIONING ATTITUDE IS AN IMPORTANT PART OF SAFETY o WHEN IN DOUBT, PROCEED CON 1ERVATIVELY o PROCEDURES AND SAFETY PRAC',' ICES MUST BE FOLLOWED o RESOURCES WILL BE PROVIDED f0 DO THE JOB RIGHT o DO THE JOB RIGHT THE FIRST TIME o PAY ATTENTION TO DETAIL SAFETY AND OUALITY WILL LEAD TO EFFECTIVE PRODUCTION These expectations have been issued to Calvert Cliffs personnel under the programs described in Section 2.2.2. We will I continue to reinforce these management expectations so that they will not be forgotten or misinterpreted.

I The following subsections describe the methods of communicating management expectations to Calvert Cliffs personnel.

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2.2.1 Performance Standards I In reviewing the list of symptoms and root causes determined during the development of the PIP, it became clear that there were instances in which employees were not sure of what was .

g specifically expected of them by their supervisors. This finding I was corroborated by the NRC STI Report.

The purpose of this Action Plan, in conjunction with the I Communications. Plan (Section 2.2.2), is to develop a performance management process which uses performance standards, appraisal skiu s and communication skills to improve the understanding of job expectations between supervisors and'their employees.

Training (onsite or offsite) will be available to all Supervisors, and communication effectiveness will be an element of their periodic performance appraisals.

OUTCOMES /RESULTS The results to be achieved under this Action Plan include:

o Developing a pilot program on site to write performance standards for employees of selected Sections / Units.

Initially, the Operations, Chemistry, and Planning and I Support Sections will participate. The value of the pilot program will be assessed for possible expansion to other sections and units.

o Training selected supervisors in Performance Management techniques.

o Reaching a shared understanding between supervisor and employee of job expectations.

I METHODS The methods for performing this Action Plan are:

1. Provide Supervisory Training Courses.

2. Conduct an onsite pilot performance standard workshop designed for a particular Section/ Unit based on General Supervisor / Supervisor request.

3. Use performance standards for future appraisal period.

The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules.

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RESOURCES See Appendix B, PIP Action Plan Resources.

RESPONSIBILITY The responsibility for this Action Plan is assigned to:

o Determine need for performance standards - each GS and Supervisor.

o . Schedule Supervisor Training Course - Supervisor,

-I Training Support Unit.

o Schedule workshops - Supervisor, Management Systems I Unit.

VERIFICATION Implementation verification:

Verify selected supervisors receive Performance I

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Management Training.

2. Verify that participating supervisors develop Performance Standards for their Sections / Units.

Feedback verification:

3. Verify program effectiveness by increased accountability of worker actions.

4. Verify program effectiveness through the Employee opinion Survey and other surveys which will indicate if detailed job expectations are effectively communicated to employees.  !

Effectiveness verification:

5. Effectiveness of processes to assure that management expectations are understood and implemented will be assessed as part of the Management and Quality Assurance Assessment described in Section 6.3.

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2.2.2 Communications Plan The management of Calvert Cliffs recognized in late 1988 the need to improve site-wide communications. A Communications Plan was subsequently developed and implemented to address this concern. The NRC STI Report also identified a need to clearly communicate shared visions of goals and objectives.

The Communications Plan is designed to address both vertical and horizontal communication. It includes both written and verbal communications methods to achieve the goal and enhances our existing efforts, which include:

o The NPP and associated updates.

o Hand-outs of the NPP Goals and Expectations to all employees.

o Periodic, specific issues-based meetings conducted by VP-NED with site Sections.

o Ongoing bulletin board announcements featuring the NPP goals, performance indicators, and information/ rumor control bulletins.

o Calvert Cliffs Newsletter articles focusing on performance and expectations.

o A revision to the widely distributed Calvert Cliffs Daily Report providing additional focus on our top goals.

o Assigning a full-time, dedicated communications professional to Calvert Cliffs. This person is responsible for making communications more effective with employees, the local community, and the press.

o Establishing Calvert Cliffs as a top priority in the Corporate Communications support groups located off-site. The Calvert Cliffs staff is working closely with the off-site groups, sharing information and developing additional methods for providing ongoing focus on Calvert Cliffs' primary goals and expectations.  !

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I The Communications Plan represents an ongoing program designed to ensure site goals and management expectations are consistently communicated and reinforced at all levels in the organization.

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The plan is directly supported by other PIP Action Plans, I including Leadership Conferences, Section 3.3; the Quality Circle Program, Section 3.9; the Performance Standards, Section 2.2.1; and Team Building Workshops, Section 3.4.

j I OUTCOME /RESULTS l The results to be achieved under this Action Plan include:

o Consistent communication and reinforcement of goals and management expectations.

o Keen awareness by Calvert Cliffs employees of the contents of the NPP.

o Feedback to management on employees' ideas, concerns and suggestions for improvement.

o Management is aware of employee concerns and suggestions for improvement.

I METHODS The methods for performing this Action Plan are:

1. Quarterly Site-Wide Communications Meetings I focusing on goals and expectations. These meetings are conducted by the Vice President -

Nuclear Energy.

I 2. Focus Meetings explaining the goals and expectations. The meetings, by design, are conducted with participants from three levels of i

I organization (i.e., those being supervised, the supervisor, and the supervisor's boss). This ensures that important information is accurately and l consistently understood at all levels. Focus meetings will continue to be held for selected topics.

I 3. Quarterly Departmental /Section Safety Meetings to reinforce our emphasis on safety. Manager / Employee I Luncheon Meetings to promote an open atmosphere for communications and to build teamwork. The Nuclear Energy Division Managers hold these luncheon-meetings about once a month with a cross-section of employees I from the organization. ,

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4. Ensure decision-making tools used to establish site priorities are consistent with the NPP.

5. Update and distribute the NPP to Calvert Cliffs Supervisors.

6. Schedule planning conferences to ensure Calvert Cliffs' mission, values, and goals reflect the desired focus and direction of the organization.

The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules.

RESOURCES y ~See Appendix B, PIP Action Plan Resources.

RESPONSIBILITY The responsibility for this Action Plan is. assigned to:

o. Overall Plan Responsibility - Vice President, Nuclear Energy Division.

o Vertical and horizontal communications - Managers.

o Recommending and implementing improvements - On-site Public Information Representative.

o Maintaining and updating the NPP - Supervisor, Management Systems Unit.

VERIFICATION The Communications Plan represents an ongoing program designed to ensure site goals and management expectations are consistently communicated and reinforced at all levels in the organization.

Implementation verification:

1. Verify completion of actions designed to achieve communications goals.

Feedback verification:

2. Verify program effectiveness through periodic, formal 2-9 1

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i-surveys, and random sampling of plant employees concerning communications effectiveness.

Effectiveness verification:

3. Effectiveness of processes to assure that management I expectations are understood and implemented. This will be assessed as part of the Management and Quality Assurance Assessment described in Section 6.3.

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,l I 2.3 NPP Issues-Based Planninc i1 I In the PIP, BG&E cited a number of actions being taken to improve planning. Improvements included developing and implementing a comprehensive Nuclear Energy Division (NED)

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I Planning Process. This assures that prioritization of activities occurs and that appropriate resources are allocated to the highest priority activities, In addition, the STI Report cited a number of concerns related to management effectiveness including I lack of comprehensive issue identification, assignment of responsibility for results, resource commitments, implementation planning, feedback and followup.

Issues-Based Planning provides a mechanism for allocating resources to effectively address significant issues in each year's NPP. This includes Calvert Cliffs issues as determined by I Quality Control, Section 4.2; ISEU, Section 4.4; Quality Assurance, Section 4.3; OSSRC recommendations to the NED Vice Presidant, Section 4.8; and outside agar:Cy evaluations, as well as industry issues determined to affect Calvert Cliffs.

Planning Confere!.ces assure that issues derived from Calvert I cliffs assessments (both internal and external) and emerging industry issues have appropriate resources dedicated to them to assure timely, effective resolution under the NPP.

I The improved planning process will be' initiated by the Vice President-NED and Calvert Cliffs site Managers with a summer planning conference scheduled for August 1, 1989. The purpose of I the meeting is to analyze strengths and weaknesses and incorporate items from the PIP as issues in strategic plans for 1990. The agenda of this meeting is as follows:

o Assess strengths and weaknesses of the Nuclear Energy Division, using the results of a questionnaire the Department Managers will fill out prior to the meeting.

o Review the Performance Improvement Program (PIP) priority and classification listing relative to the identified strengths and weaknesses.

o Determine goals for 1990 based on strengths, i weaknesses, and PIP issues.

o Discuss Calvert Cliffs' input to the Utility Business Plan for 1990.

I The Issues-Based Planning process will use an annual spring I plann.Ing conference to analyze issues and an annual summer plannity conference to set goals. To initiate this process in 2-11 I

I I 1989, the PIP is being used as a basis for 1989/1990 issues to feed.the summer conference in its goal-setting efforts.

OUTCOME /RESULTS The results to be achieved under this Action Plan include:

o A comprehensive and coordinated set of goals, budgets I and human resource plans to proactively address issues facing Calvert Cliffs.

I o Revision and clarification of the NED planning process through the evaluation of existing systems and addition of new processes and techniques to make the planning process more effective and responsive to changes in the I operational and regulatory environments.

METHODS The methods for performing this Action Plan are:

1. Develap and implement appropriate procedures for NED Planning Process including Issues-Based Planning, NED Conferences, Planning calendar, and Performance Objectives methodology.

2. Develop and implement NED planning calendar which incorporates the needs of Utility Strategic Planning I- and NED, Provide a process for allowing a 30-day to 45-day look ahead for management to foresee planning needs. Issue NED Planning Calendar with next revision I or update of NPP.

Develop and implement procedure for reconciliation of 3.

I Managers' Performance Objectives with those of subordinates down through work leaders to trace accountability for achieving objectives.

j The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules.

I RESOURCES See Appendix B, PIP Action Plan Resources.

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} RESPONSIBILITY-The responsibility for this Action Plan is assigned to:

o overall responsibility - Supervisor, Management Systems Unit VERIFICATLQ1{

.l Implementation verification:

Not Applicable Feedback verification:

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1. Assessment of effectiveness of the NED planning l improvements will be performed as part of the NED Planning Conference and the Issues-Based Planning Process.

2. Verification of achievement of performance objectives I is included in the performance appraisal for each affected Calvert Cliffs employee.

Effectiveness verification:

I 3. Effectiveness of processes to implement performance objectives will be assessed as part of the Management I and Quality Ass',:rance Assessment described in Section 6.3.

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I 2.4 Resource Allocation BG&E is committed to providing the funding and staffing required to attain the required level of performance for Calvert Cliffs. The recent appointment of our Vice Chainaan of the Board, whose primary responsibility is Calvert Cliffs, underscores our corporate commitment to the restoration of outstanding performance and our determination to ensure that this goal is ingrained in the entire nuclear organization. To achieve Corporate, Divisional, and Departmental goals, the available resources must be allocated appropriately. Resource allocation l

is identification and prioritization of issues that must be addressed and activities that must be performed. The tools that are being used to perform the identification and prioritization process are incorporated in the Issues-Based Planning process, the NPP, and the Work Management Committee, as discussed below.

The Issues-Based Planning process defines the Nuclear Energy Division's goals, and the budget and staffing levels for the l subsequent year, waich are incorporated into the Utility Business Plan. The NPP provides input to the Corporate Planning process i and determines the issues and activiti2s to be addressed for l Calvert Cliffs and their priority.

During the planning process, the Department Managers recommend their budgets and staffing based on the issues and activities identified in the interactive planning process. Other non-NED departments which support Calvert C11tts (e.g., Fcssil Engineering Services, Facilities Management, Purchasing and Materials Management, Employee Services, Staff Services, Communications & Public Affairs, Transportation, and Information Systems) are included in this planning process. The Vice President, Nuclear Energy Division, subsequently approves budgets and staffing levels for the Division.

The identification and prioritization of issues is an on-going effort that is being assimilated into our way of doing business at Calvert Cliffs. Higher level issues are identified )

during the Spring Planning Conference. These are formalized in i

the NPP. Likewise, applicable industry issues are identified, evaluateo, and incorporated into the budget and staffing process.

The Work Management Committee is charged with evaluating proposed projects in response to issues so that they can be prioritized and ' incorporated into budget allocations and manpower pro,'ections. l 1

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}y In responsefto changing--needs and. identification of new l issues., the Divisional; budge.c'is reviewed semiannually. .When

' extraordinary events and-issues occur,' budget forecasts and

.staffingirequests are-approved.on a Corporate--level as

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-. 2.5 Accountability Improvements I Performance objectives are used to strengthen accountability of NED personnel for achieving assigned NPP Goals and related activities. The Performance Objective Accountability (POA) process will be used by Calvert Cliffs managers to evaluate implementation of performance objectives. Performance objectives for each Department are generated as part of the interactive development of each year's NPP. Upon approval of the NPP, the I General Supervisors (GSs) within each Department will gener-a.e Performance objectives for their Sections. All of these performance objectives will be entered into POA by the Management Systems Unit. The POA database will allow Managers and GSs to keep track of performance objectives assigned to their groups and determine if the objectives are being met. The performance objectives generated by the GSs will be approved by their respective Manager who will verify that the implementation of the GS's performance objectives will lead to meeting the Department objectives. A similar process is used to assign performance I objectives to Assistant General Supervisors through the Work Leader level. This process allows Managers and Supervisors to look across Departmental lines to verify performance on multi-departmental activities.

The responsibilities for implementation of performance objectives are as follows:

o The Vice President, Nuclear Energy Division, is responsible for the implementation of performance objectives that specifically meet the Goals of the NPP.

o The Managers, Nuclear Energy Division, are responsible for defining specific performance objectives for their departments.

o All levels of supervision and leadership within the I Nuclear Energy Division are responsible for the successful completion of their specific performance objectives and are held accountable to the Managers and Vice President of the Nuclear Energy Division.

The Supervisor, Management Systems Unit is responsible for issuing a quarterly report that relates the progress on long-term performance objectives and lists those performance objectives due during the coming quarter to allow the Managers and GSs to determine if appropriate action is being taken.

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I 2.5.1 Commitment Management System I The purpose of the Commitment Management System is to provide a common reporitory of commitments that will facilitate the tracking of reguletory and non-regulatory obligations. A centralized commitment management system is needed because:

o Site-wide priorities have not been consistently reflected in the projects selected for implementation; o Commitment expectations have not been effectively and consistently communicated between commitment sources and the target supervisors; and o Managers and General Supervisors often find it difficult to identify the status of commitments and I measure the performance of their department or sectica.

The goal of this system is to replace individual personal I tracking systems with a common system that will identify commitments from all major internal and external sources.

information in the system for each commitment, will identify:

The o Commitment Source o Responsible Individual o Origination Date o Commitment Description t o Site Priority o Action Taken o User-defined ~ priority o Due Date The Commitment Managenent System is designed for use by I Managers, General Supervisors, commitment source personnel, and selected unit personnel. It will allow General Supervisors to acknowledge and respond to commitments that have been assigned to individuals in their section. It will also be used to alert Managers and General Supervisors of impending commitment due dates. Scheduling and resource allocation for commitment target groups is discussed in Sections 2.4, 3.6 and 3.7 of this report.

Development of the Commitment Management System commenced with a project definition phase which confirmed the functional I' requirements of the system. During this phase, members of the 2-17 I

target group were interviewed as well as the owners of existing tracking systems. It was determined that the representatives of I the commitment sources will be responsible for providing all data except for the responses generated by the General Supervisors.

The system development phase will produce a working prototype of

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1 the system, operating procedures, training for appropriate l personnel and installation of hardware.

OUTCOME /RESULTS The results to be achieved under this Action Plan include:

o Provide a clear and consistent guideline across the site as to:

the definition of a c d tment I the process for initiating, communicating and monitoring the status and result of a commitment the setting of priorities for new commitments o Provide common methods to be used to monitor commitments at the site and department level including individual accountability.

o Expand commitment monitoring methods to the section and unit level. Reduce the multiple open-item lists now I maintained on-site to a single focal point of Commitment / Action Item information for use by all organizations and groups.

METHODS The methods for performing this Action Plan are:

1. Define the scope and basic functions that a Site /

Department Commitment Management system must support to be effective at Calvert Cliffs.

2. Develop a prototype system to support Commitment Management requirements.

3. Implement the prototype system within the management level of Calvert Cliffs (VP, Managers, GS)

4. Adapt the prototype to meet changes requested after initial usage.

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The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules.

RESOURCES See Appendix B, PIP Action Plan Resources.

RESPONSIBILITY The responsibility for this Action Plan is assigned to:

o Supervisor, Management Systems Unit VERIFICATION Implementation verification:

1. Verify development of a working prototype.

2. Verify. development of operating procedures.

3. Verify that appropriate training has been conducted and documented.

Feedback verification:

4. Verify commitments are accurately tracked.

5. Verify that the system is being appropriately used.

Effectiveness verification:

6. Effectiveness of commitment management processes will I be assessed as part of the Management and Quality Assurance Assessment described in Section 6.3.

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3.0 ORGANIZATIONAL DYNAMICS IMPROVEMENTS 3.1 Comoleted Organizational Improvements To improve the interface between the Maintenance and Operations Sections, the two organizations were consolidated, along with the Chemistry Section, into a single Department under a single Manager in September 1988. This reorganization emphasizes the concept that maintenance is a " customer service" organization supporting the needs of operations. Subsequently, I maintenance scheduling was assigned to operat.?ons to facilitate prioritization of maintenance efforts. In addition, the number of maintenance planners, instrument and electrical technicians and mechanics was increased to cope with the increased volume of I- maintenance. Also, a new position of Maintenance Superintendent was created to oversee all maintenance efforts. The two Maintenance General Supervisors report to the Superintendent.

Because the System Engineers' primary customers, OpGrations and Maintenance, were located within the protected area, the System Engineers were relocated to within the protected area in June 1989. This change allows them to have greater interaction with operations and maintenance personnel and affords them ready access to the systems which they oversee.

In early 1988, the System Engineer job description was I expanded to better define the System Engineer's job and its relationship to other plant organizational units. Additionally, the job description detailed what the System Engineers can expect from other plant organizational units, and what the latter can expect of the System Engineers. The job description was developed collaboratively with the operations and maintenance organizations. All System Engineers receive training to fulfill the requirements of the job description.

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I 3.2 Manacina Organizational and Procram Chance As noted in the PIP, Calvert Cliffs management has been aware of the need for better management of change. The STI Report also corroborated this need. The purpose of this Action Plan is to provide Calvert Cliffs managers with a framework for implementing change, thereby assuring that organization and program changes are completed and maintained efficiently and effectively. This framevork consists of problem identification, action planning, communicating expectations, garnering commitment to the need for change, obtaining acceptance of change, and establishment of appropriate incentive systems. Additionally, training will be provided concerning. change in a matrix management environment. A management consultant will be used on an as-needed basis.

I OUTCOME /RESULTS The results to be achieved under this Action Plan include:

o Developing processes to ensure organization and program changes are efficiently implemented and effectively maintained.

METHODS The methods for performing this Action Plan are:

1. Raising the awareness of those in leadership positions that Change Management is a process with learnable I skills and techniques. Activities that will contribute to this are:

Leadership Conferences (See Section 3.3).

Demonstration of change-management skills.

Training those in leadership positions to set clear goals and expectations.

VP-NED conducting discussions on critical leadership skills, including dealing with change, with those in leadership positions.

2. Creating a method to identify important Nuclear Division change efforts.

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3. Using internal and external consultants to monitor and

' to coach those in leadership positions in implementing these important changes. -l The schedule for this Action Plan is presented in Appendix A,

' PIP' Action Plan Schedules.

RESOURCES See Appendix B, PIP Action Plan Resources. q RESPONSIBILITY The responsibility for this Action Plan is assigned to: i o Supervisor, Management Systems Unit.

I VERIFICATION Implementation Verification:

1. Verify that the training program is in place.

Feedback Verification:

2. Use the Employee Opinion Survey, management feedback I and informal surveys to confirm whether the desired changes were Jsplemented effectively.

Effectiveness verification

.3. Effectiveness of managing organizational and program I change at Calvert Cliffs will be assessed as part of the Management and Quality Assurance Assessment described in Section 6.3.

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l 3.3 Leadership Conferences In early 1989, the new VP-NED sensed a need to improve I leadership skills at Calvert Cliffs. Also, there was a perception among some employees that strong leadership was in i

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short supply.

The purpose of this Action Plan, in conjunction with the Communications Plan (Section 2.2.2), Managing Organization and Program Change (Section 3.2), Quality Circles (Section 3.9),

I Performance Standards (Section 2.2.1) and Team Building Workshops (Section 3.4), is to improve the leadership skills of those employees who are in a position to directly influence others.

I PIP Action Plan managers and other key task managers are also included in this Action Plan. Most importantly, the VP-NED will share his leadership views and will inspire his staff to use their full leadership capabilities.

The conferences will consict of half-day meetings conducted by the VP-NED, Managers, General Supervisors, and others with I leadership roles, to discuss leadership issues of importance to Calvert Cliffs. Management consultants will be used to support these efforts as appropriate. The topics will include I communications, expectations, goal setting, the NPP, customer service, and operational philosophies. .

OUTCOME /RESULTS The results to be achieved under this Action Plan include:

I o Improve the leadership effectiveness of key Calvert Cliffs employees.

METHODS The methods for performing this Action Plan are:

1. Conduct a series of Leadership Conferences in 1989 for Supervisors and Key Employees.

I 2. Each seminar will be introduced by VP-NED, who will speak for about one hour on selected leadership topics.

3. Determine a 1990 Leadership Conference schedule and publish it with the NPP.

I The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules.

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'See Appendix B, PIP Action Plan Resources.

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! RESPONSIBILITY The responsibility for this Action Plan is assigned to:

o Supervisor, Management Systems Unit VERIFICATION This PIP Action Plan is intentionally flexible to allow the 1 I leadership conferences to address changing of this action plan is under way, with the Leadership Conferences having been held on needs. Implementation first and second June 26, 1989 and July 20, 1989, respectively.

Implementation Verification:

I 1. Determining that the near-term Leadership Conferences are scheduled and attended by key personnel.

Feedback Verification:

2. Performance assessment will be used to verify accountability of personnel in leadership positions.

3. Use input from the various Quality Circle groups to assess the level of leadership being provided to Quality Circles (See Section 3.9).

4. Assess leadership skills exhibited by management and supervision via the Employee Opinion Survey.

5. Managers' and supervisors' perceptions that leadership skills have indeed improved.

Effectiveness verification

6. Effectiveness of leadership at Calvert Cliffs will be assessed as part of the Management and Quality Assurance Assessment described in Section 6.3.

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I 3.4 Team Buildina Workshops As noted in the PIP, Calvert Cliffs management is aware that groups working together across organizational lines must understand and support common goals. In other words, they must work together as a team..

The purpose of this Action Plan, in conjunction with the I Communications Plan (Section 2.2.2), is to promote a sense of common goals in work groups working on the same project, and to create a " customer ser"ic# approach to interdependent work l

activities. Under this action plan, interdependent work groups (teams) will meet to identify common goals and clarify their roles'in meeting these goals. Additionally, workshops to improve working relations will be conducted by a person who is not a I member of either group. Examples where the team building process will be beneficial are:

o Interactions between Design Engineers and Operations I personnel when reconciling operational considerations with design basis requirements for equipment and systems.

o Interactions between Plant & Project Engineering and Maintenance where project management and functional lines of authority appear to be in conflict.

OUTCOME /RESULTS I The results to be achieved under this Action Plan include:

I' o Improving working relations between interdependent work groups by clarifying roles and identifying common goals.

I METHODS The methods for performing this Action Plan are:

1. Address Team Building in the July 20, 1989 Leadership l Conference (Action completed).

2. Conduct additional custom-design team building I workshops at discretion of General Supervisors and Managers.

The Team Building Workshop program is currently ongoing.

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,' The schedule for this Action Plan is presented in Appendix A,. PIP Action Plan Schedules.

RESOURCES

. See Appendix B, PIP Action Plan Resources.

, . RESPOhiSIBILITY The responsibility for this Action Plan is assigned to:

o Design and. conduct workshops - Supervisor, Management Systems Unit.

,'E o Identify organizational entities needing this vorkshop 5 - Managers and General Supervisors.

o I Coordinate workshop logistics - Supervisor, Management Systems Unit.

VERIFICATION Implementation verification:

1. Verify managers and supervisors are familiar the program and are using it as necessary.

2. Verify personnel scheduled to participate in Team Building Workshops attend.

Feedback verification:

3. Verify program effectiveness by Employee Opinion Survey.

4. Verify program effectiveness by manager and supervisor observation of work group interactions and results achieved.

Effectiveness verification:

5. Effectiveness of Team Building workshops will be assessed as part of Management and Quality Assurance Assessment, Design and Implementation (FCR) Assessment, and the Maintenance / Operations Interfaces and Support Assessment described in Section 6.3.

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3.5 Proiect Eanacement To strengthen the management of projects at Calvert Cliffs,

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a comprehensive Project Management Manual was established in 1988. Project Managers and the Tasks Managers reporting to them, I received formal training at that time, and copies of the Project Management Manual were formally issued to key personnel. The STI report stated that the Project Management Manual does not provide a readily understandable definition of functional responsibility I- and accountability at Calvert Cliffs.

As part of the evolution of the Project Management Policy, I the description of responsibilities and accountabilities will be enhanced in a revision to the Nuclear Energy Division Project Management Manual. Project Managers and Task Managers will I receive further training in this area. In this context, Action Plan Managers are project managers and will be subject to the requirements of the Project Management Manual., In addition, senior personnel in the Nuclear Energy Division will attend I workshops on Project Management. These workshops will provide hands-on examples of management of projects in accordance with the Project Management Manual. This training will impart a i better understanding of accountability and roles in the various organization structures used at Calvert Cliffs to personnel who are responsible for performance of the work.

I QUTCOME/RESULTS The results to be achieved under this Action Plan include:

o Understanding of the Project Management process.

o Application of project management skills to assigned projects.

I METHODS The methods for performing this Action Plan are:

1. Develop material for Project Management training.

2. Conduct training sessions.

I 3. Use a generic Facility Change Request (FCR) as a test case to validate the project management procest.

The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules.

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l Lli e ' RESOURCEfi SeeiAppendix B,. PIP Action Plan Resources.

i RESPONSJ BILITY The overall responsibility for this Action Plan is assigned to the Supervisor, Project Management Unit.

I VERIFICATION-Implemcistation verification:

I 1. Verify that Project Management Manual has been revised and' appropriate issues from STI report have been addressed.

2. Audit Project Management workshops training materials content and attendance records to assure appropriate personnel have received required training.

I Feedback verification:

3. Performance appraisals for Project Managers and members

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of the project teams will include compliance with the Project Management Manual.

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4. Project critiques among other things, will focus on the effectiveness of the Project Managers use of management system, project teams work relation and overall results achieved.

Effectiveness verification:

5. Effectiveness of Project Management will be assessed as part of the Design and Implementation (FCR) Assessment described in Section 6.3.

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3.6 Daily and Outace Work Control As stated in the PIP, the Operations and Maintenance Coordination Unit is responsible for scheduling work and coordinating resources related to on-site maintenance and modifications. Changes have been made in the work control

, process to assure proper scheduling and execution of Preventive Maintenance activities (PMs), equipment performance evaluations, Surveillance Test Procedures (STPs), Facility Change Requests (FCRs), and Maintenance Orders (MOs). These changes are expected to result in improvements in the following areas:

o Elimination of bottlenecks through better utilization of critical resources, e.g., design engineering, and thereby developing more predictable overall schedules for completion. Detailed planning and scheduling for the engineering function is described in Section 3.7.

o Better pre-planning resulting in decreased rework and better allocation of resources.

o Improved intergroup communications through a common scheduling and priority system.

o Reduced likelihood of events occurring.

OUTCOME /RESULTS The results to be achieved under this Action Plan include:

o Determine the control issues and the desired standards to assure safe, quality workmanship.

o Incorporate daily work activities and outage activity critique issues into applicable work control procedures.

METHODS The methods for performing this Action Plan are:

l 1. Complete post-maintenance testing changes as presented

! in the latest procedure revisions (CCI-200).

2. Identify criteria for rework of maintenance items.

3. Develop maintenance standards and objectives.

4. Assess staff resources and training needs.

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5. Make appropriate procedure changes, equipme'nt modifications, and improvements.

The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules.

RESOURCES See Appendix B, PIP Action Plan Resources.

RESPONSIBILITY The responsibility for this Action Plan is assigned to:

o Supervisor, Operations and Maintenance Coordination Unit. i VERIFICATION Implementation Verification:

1. Verify that criteria for rework of maintenance items have been developed.

2. Verify that maintenance standards and' objectives have been developed.

3. Verify that appropriate procedures have been developed and implemented.

Feedback Verification:

4. Issue a weekly schedule success report listing the I total number of items addressed, the number of items completed, the number of items rescheduled, and the number of items. missed.

5. Use trending of PMs, STPs, FCRs, and MOs against the schedule success report parameters as a long-term method to determine if adverse performance trends are occurring, to assist in root cause analysis of adverse performance trends, and to evaluate overall program effectiveness.

Effectiveness verification:

Effectiveness of Outage and Work Control will be I 6.

evaluated as part of the Design and Implementation (FCR) Assessment and the Maintenance / Operations Interfaces and Support Assessment described in Section 6.3.

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'3.7 Enaineerina Plannina The Engineering Planning Unit (EPU) of the Nuclear Engineering Services Department (NESD) was formed in response to internal needs and recommendations from external reviews and studies. The EPU will help supervisors and managers to schedule I work and allocate resources. The EPU will consolidate related NESD activities into the overall schedule for site activities and will coordinate NESD schedules with the Daily and Outage Work Control schedules described in Section 3.6. i

.I- To date, EPU has achieved the following milestones for Design Engineering Section:

o created a 24-month modification schedule, I o Scheduled major engineering work items not related to plant modifications such as NCRs, and POEAC and POSRC open items, o Scheduled high-priority, quick turn-around work items, and I o Determined resources and wczk assignments, and generated resource histograms on a "per engineer" basis.

EPU is presently preparing the plans and schedules for the Plant and Projects Engineering Section of NESD. When these efforts have been completed, EPU will prepare the plans and I schedules for the Technical Services Engineering Section.

OUTCOME /RESULTS The results to be achieved under this Action Plan include:

o Effective planning and scheduling of NESD activities consistent with published priorities.

o Efficient allocation of resources required to accomplish NESD work.

I o Improved delivery of NESD committed work items to all

" customers."

METHODS The methods for performing this Action Plan are:

1. Extend EPU function to all NESD sections and units.

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2. . Broaden the scope of EPU planning and scheduling J responsibilities to FCRs, NCRs, P&PE work lists, other NESD activities.

-The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules.

j- RESOURCES See Appendix B, PIP Action Plan Resources.

- I- RESPONSIBILITY I The responsibility for this Action Plan is assigned to the General Supervisor, Plant & Project Engineering.

, VERIFICATION Implementation verification: i l

-I 1. Assess schedules for adequacy, accuracy and I completeness. j

2. Verify that newly-committed tasks and FCRs are being incorporated into the scheduling database.

3. Verify that task status is being tracked and maintained ]

for all appropriate plant activities and groups. l Feedback verification: .

4. Use trending of FCRs (provided by Outage & Maintenance )

Unit, see Section 3.6) against the schedule success I. report parameters as a long-term method to determine if adverse performance trends are occurring, to assist in root-cause analysis of adverse performance trends, and to evaluate overall program effectiveness.

Effectiveness verification: l I 5. Effectiveness of Engineering Planning will be assessed as part of the Design and Implementation (FCR)

J Assessment and Maintenance / Operations Interfaces and' I Support Assessment described in Section 6.3.

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LI 3.8 System Circles BG&E initiated a " System Circle" program in August 1988 to provide a framework for the System Engineer to work with other

'I system experts from other site organizations, such as operations and Maintenance, to accomplish a number of goals. These goals are:

o To identify problems and to develop solutions associated with their assigned system.

o To work together developing system improvements.

o To establish working relationships among people who are involved in operating, supporting, maintaining, and improving a system.

An addition goal of this Action Plan is to resolve a perceived inability.of organizations to share functions in a common area of responsibility.

Realization that problem identification and resolution can be aided by a diversity of views is a reason for the existence of I the System Circles. The System Circle meets formally at least once per year to discuss current operating and material conditions, planned or recommended improvements, and any joint I efforts that are appropriate to improve the given system. The system circle may meet twice per year depending on the state of the system and its importance. Meetings will also include a joint system walkdown. A report of the system circle meeting, I which will normally be generated by the responsible System Engineer, will be reviewed by the appropriate Supervisor and General Supervisor. Planned actions and accountability are documented.

OJJTCOME/RESULTS The results to be achieved under this Action Plan include:

o Improving system performance and reliability through reviews of system operating characteristics, current configuration, and material condition.

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o Improving communications through group discussion involving System Engineers, Maintenance Technicians, I and operators.

o Increasing definition of interdepartmental roles, interfaces, and responsibilities.

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I o Increasing system knowledge by all participants.

I o Improving planning through feedback of system circle members to their planners.

METHODS The methods for performing this Action Plan are: (

I 1. Fully staff system engineering units and assign system- I

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responsible engineers.

2. Fully staff E & C, Mechanical Maintenance, and Operations Units and assign designated system experts.

3. Establish dates for Quality Circle meetings.

4. Develop generic guidelines for System Engineers to use when preparing for/ conducting circle me.etings.

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5. Hold scheduled meetings and issue meeting minutes to appropriate distribution.

The schedule for this Action Plan is presented in Appendix PIP Action Plan Schedules.

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RESOURCES I See Appendix B, PIP Action Plan Resources.

RESPONSIBILITY The responsibility for this Action Plan is ar, signed to: ,

o General Superviscr, Plant and Project Engineering o Maintenance Superintendent, CCNPPD VERIFICATION Implementation verification:

1. Verify that System Circle meetings are conducted as scheduled.

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l Feedback verification:

2. Managers and supervisors will look for positive I indications of better working relationships between groups working on a system, respect for the interdepadency between work groups, and common effort towards common goals in improving system reliability.

Effectiveness verification:

3. Effectiveness of the System Circles will be evaluated as part of the Maintenance / Operations Interfaces and Support Assessment described in Section 6.3.

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3.9 Ouality Circles Procram i

The Quality Circle Program was developed to provide a vehicle by which employees can provide input into the way their jobs are to be performed. This input process often results in the development and implementation of improved safety practices, improved work methods, improved efficiency, and improved quality cssurance. Additional benefits include better communications, teamwork, and morale.

Circle meetings are held weekly among representatives from ,

J interrelated groups. These representatives are asked for their ideas for improving work methods and conditions. This is done using a structured format designed to maximize participation and to ensure problems are sufficiently identified, verified, and resolved. The meetings are led by a trained Circle Leader from the group's respective field / discipline. An independent, trained Facilitatory attends the meetings to ensure the objectives of the Quality Circle Program process are met.

The original implementation of the Quality Circle Program at Calvert Cliffs lost momentum due to insufficient management cupport and administrative controls. In addition, plant perceptions allowed the program to assume secondary status to production concerns. Reorganization impacted the program, also, resulting in circles being disbanded. The first phase of the Quality Circle Program rejuvenation process was to place the Quality Circle Program under the authority of the Vice President-Nuclear Energy and to assign an on-site coordinator to monitor the development and progress of the Quality Circle Program. Other improvements to ensure the' program's success include:

o Assigning a higher priority to both regular meeting attendance and supervisory involvement than was given in the past.

o Preparing periodic reports tracking the program's progress for management.

BG&E's newly established Quality Circle Recognition Program will provide recognition and monetary awards to Quality Circle members. Each circle will be able to accumulate points based on meeting attendance, training, supervisory involvement, use of

) circle techniques, publicity and management acceptance of ideas.

A schedule for implementing new circles and reinstating old circles was developed and approved in March 1989. Many actions associated with the program since that time have already been completed.

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I I Effective implementation of the Quality Circle Program should result in higher morale, better teamwork, improved communications and performance. In addition, the formation of interdepartmental circles should help promote increased respect and trust between groups. Circle effectiveness will be evaluated I via progress reports and circle presentations to management and the results of the newly established Quality Circle Recognition Program. Also, periodic opinion surveys will provide insight

.into how effective the Quality Circles program is functioning.

I OUTCOME /RESULTS The results to be achieved under this Action Plan include:

I o Generation of plant / job improvement ideas to improve quality performance, safety performance, operating effectiveness, teamwork, and morale.

.I METHODS The methods for performing this Action Plan are:

1. Assign employees with interrelated job functions to Quality Circle Groups.

2. Assign Supervisors as Quality Circle Leaders.

3. Assign Quality Circle Facilitatory to focus group on the circle process and group dynamics.

4. Provide training to Quality Circle Members, Leaders and I- Quality Circle Facilitatory.

5. Hold Circle " Kick-Off" Meeting to establish regular

.I meeting frequency and schedule.

6. Monitor and evaluate procedures and issue follow-up I reports to management in connection with accepted ideas.

I The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules.

I RESOURCES See Appendix B, PIP Action Plan Resources.

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RESPONSIBILITY The responsibility for this Action Plan is assigned to:

.. o- Assistant to VP-NED.

I-VERIFICATION Implementation verification:

1. Verify that Quality Circles teams are established.

2. Verify team training has been conducted.

3. Verify program meeting schedules implemented.

4. Verify that circle ideas are being evaluated and.

implemented as appropriate.

Feedback verification:

I 5. Use the Employee Opinion Survey, management feedback and informal surveys to confirm that changes were implemented effectively.

Effectiveness verification:

6. Effectiveness of some aspects of the Quality Circles I program will be evaluated as part of the Design and Implementation (FCR) Assessment and the Maintenance /

Operations Interfaces and Support Assessment described in Section 6.3.

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E I 4.0 OcSESSMENT CAPABILITY IMPROVEMENTS 4.1 Plant Operatina Exoerience Assessment Committee The Plant Operating Experience Assessment Committee (POEAC) was organized as a subcommittee to the Plant Operations and Safety Review Committee (POSRC) to t 2e advantage of nuclear industry experience cnd to improve plant operational Mety. The POEAC is responsible for the review of NRC Bulletins, Jermation

= I- Intices, Generic Letters, INPO Significant Operating Experience Reports (SOERs), and other items from the INPO See-In Program to determine their applicability en Calvert Cliffs. The POEAC oI con'unicates-significant information to appropriate personnel for ection. The POEAC includes members from engineering, operations, Maintenance, and training.

To correct a perceived decline in control and accountab$lity,'the following improvements were made to POEAC:

o A responsible individual was assigned to manage each document (SOER, Bulletin, etc.) response to assure that all recommendations, including interim measures, were I addressed in a coordinated manner.

o POEAC assigns the review and evaluation of each I document to an individual. To assure that assignments are appropriately prioritized, POEAC notifies Supervisors of assignments made to their subordinates.

The Supervisor may request that POEAC change the I assignment to another individual when scheduling conflicts arise.

o Schedule extensions for completion of document reviews now require the approval of the individual's supervisor.

o The POSRC approvc3 the final SOER responses.

The STI Report stated that the effectiveness of the I' functions of the POEAC were considered to be a strength.

verify that these functions continue to be used and are To

( effective, POEAC activities will be audited annually by Quality Assurance. These audits will also verify that recommendations resulting from the POEAC ev.luations are incorporated into I design, operations, maintenance, and training activities.

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I' 4.2 Ouality Control Improvements In early 1989, BG&E's Manager of QA started a series of improvements to the QC organization. Planning for improvements started with the assignment of a new General Supervisor, Quality J Assurance in February 1989. Additional concerns related to the ]

I effectiveness of the Quality control function have already been addressed by short-term corrective actions as discussed in BG&E's response to the STI report. Longer-term improvements are j

1 underway as part of the PIP. J i

In June 1989, the Quality Control Mission Statement was  !

issued. It states: {

The Quality control personnel will independently ensure that activities affecting calvert cliffs Nuclear Power Plant conform with instructions, procedures, and drawings. They will verify adherence to Quality Assurance Program requirements for design, operation, and maintenance; and I management's standards for safety, thoroughness, accuracy, timeliness, orderliness, and workmanship.

The Quality control organization will accomplish this I =ission by implementing a critical characteristics Inspection process. critical characteristic Inspection plans and hold points will be controlled by Quality control I Procedures which represent an integration of design, maintenance, and Quality control criteria. These criteria will include safety, probabilistic risk assessment, component safety function, failure mode effects, maintenance I implications, effect on operations, and cost.

Additionally, the Quality control organization is responsible for establishing an NCR process which trends, evaluates, and monitors appropriate action to correct nonconformances at Calvert cliffs.

The Quality control organization wi?1 he organized, trained, and augmented to accomplish this micsion.

The QC unit has been reorganized and expanded into a master unit. This new organization includes functional groups which parallel the related craft specialties and a new Quality Engineering Unit (QEU). Tne purpose of the reorganization is to

, improve QC oversight, to allow closer supervision of QC personnel, to increase direct technical support to QC activities, and to broaden the technical skills of the QC organization.

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CUTCOME/RESULTS

$ The results to be achieved under this Action Plan include:

o More clear definition and more effective results in the independent verification of quality.

o Administrative and Inspection procedures for Quality Control.

o Critical Characteristics Quality Control Inspection Program.

I METHODS

'1he methods for performing this Action Plan are:

1. Input QC concerns to the Issues-Based Planning process.

2. Provide root-cause analysis training and technical training to inspectors. ,

3. Provide performance-based training to QC inspectors.

4. Prepare administrative and inspection procedures for Quality Control activities.

5. Develop and validate a critical characteristics database for valves as a pilot program. Following successful implementation of the pilot program, add other components.

The schedule for.this Action Plan is presented in Appendix A, PIP Action Plan Schedules.

RESOURCES See Appendix B, PIP Action Plan Resources.

I RESPONSIBILITY The responsibility for this Action Plan is assigned to:

o Assistant General Supervisor, QC Master Unit I

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I VERIFICATION Implementation verification:

I 1. Assessment of the critical characteristics pilot program, and other QC activities.

Feedback verification:

2. Analysis of NCR trends.

Effectiveness verification:

3. QC effectiveness will be verified by the Management and Quality Assurance Assessment, the Self-Assessment and Events Analysis Assessment, the Design and I Implementation (FCR) Assessment, and the Maintenance / Operations Interfaces and Support Assessment as described in Section 1.3.

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2 4.3 Ouality Assurance Internal Assessment Improvements In the PIP, BG&E committed to improving the effectiveness of the Quality _ Assurance function at Calvert Cliffs. These improvements include:

I o 'II. creasing the involvement of managers and general supervisors in the audit process, including attendance at pre-audit and post-audit conferences to better assure " big picture" understanding of audit findings by I management. This will also to aid in achieving more timely and extensive corrective and preventive actions in responso to audit findings. 'This action addresses weaknesses identified by BG&E, JUHA, and NRC.

o Improving the knowledge and experience of auditors, by means of cross-training, rotational assignments, and

.use of technical experts including ISEU and consultants, where appropriate.

o Increasing the depth of audits, including use of deep-vertical-slice audit' techniques in activities such as Safety System Functional Inspections (SSFIs).

Currently, QA schedules about 25 audits per year, usually  ;

including an SSFI. Each audit appropriately includes I programmatic, technical, and effectiveness components.

Significant audit findings and trending based on audit results are regularly reported to OSSRC. Issues found by QA during its audits will be included in the Issues-Based Planning Process (Section 2.3).

OUTCOME /RESUL"%

The results to be achieved under this Action Plan include:

o More timely and comprehensive responses to audit results from the Internal Assessment Process o Improvements in QA auditor capabilities in root-cause l analysis and technical / effectiveness evaluations.

1 o More direct involvement of line supervision and ]

I- management in the resolution of deficiencies in their areas of responsibility and a clearer indication of their expectations to their subordinates.

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g METHODS i The methods for performing this Action Plan are:

1. Input QA concerns to the Issues-Based Planning process.

I. 2. Managers, General Supervisors, and designated OSSRC members will attend pre- and post-audit meetings.

.g 3. Encourage managerial and supervisory involvement in the 3 ranking and resolution of deficiencies in their areas of responsibility.

4. Train auditors in root cause analysis and technical evaluation.

I 5. Period c *ocused assessments using techniques such as SSFIs wii -

performed.

The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules.

RES.OURCES.

See Appendix B, PIP Action Plan Resources.

RESPONSIBILITY The responsibility for this Action Plan is assigned to:

o Overall responsibility - Supervisor, Quality Audits Unit.

o Support responsibility - Managers of QASSD, NESD, CCNPPD.

VERIFICATION I Implementation verification:

I 1. Verify acceptability of staffing levels, qualifications, and training of QA auditors.

2. Verify QA input to Issues-Based Planning process.

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Quality Audits Unit (QAU) performs monthly trending of I

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number of open' findings, average time open, number of late findings, and number of new findings. This is reviewed periodically by OSSRC.

4. QAU records attendance by Supervisors and General Supervisors at pre- and post-audit meetings.

Attendance trends are reviewed periodically by VP-NED, Managers, and OSSRC.

Effectiveness verification:

5. QA effectiveness will be verified by the Management and Quality Assurance Assessment, the Design and Implementation (FCR) Assessment, and the Maintenance / Operations Interfaces and Support Assessment as described in nection 6.3.

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I. 4.4 Independent Safetv Evaluation Unit I As stated in the PIP, the Independent Safety Evaluation Unit (ISEU) has been formed to independently assess operations, maintenance, and engineering functions and programs which, if performed improperly, will adversely affect nuclear safety. The responsibilities for ISEU. include:

o Independently analyze and assess Culvert Cliffs events I for root causes. This will include a strong emphasis on human performance via participation in INPO's Human Performance Evaluation System (HPES) program.

o Determine the root cause(s) for process / programmatic deficiencies identified by BG&E or outside groups such as INPO or the NRC.

o Prepare reports for the Plant Operations and Safety Review Committee (POSRC), the Off-Site Safety Review I Committee (OSSRC), and Calvert Cliffs line managers containing results of root cause assessments, appropriate trending information, and recommendations.

o Identify issues from ISEU assessments for consideration in the issuss-based planning process (see Section 2.3).

I ISEU members will receive training in performance of root cause analysis techniques (see Section 4.6) and other safety assessment techniques as appropriate. One or more ISEU members will be trained in the Human Performance Evaluation System (HPES)

.I program.

OUTCOME /RESULTS The results to be achieved under this Action Plan include:

o Centralized Calvert Cliffs event analysis capability.

o Centralized trend analysis capability for the I corrective action systems, o Improved quality of event analysis and ability to detect underlying root cause of deficient performance.

o HPES capability. I o Improved base for Divisional planning.

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METHODS The methods for performing this Action Plan are:

o Staff and train the ISEU in Root Cause Analysis.

o Apply root cause analysis methods.to the corrective action systems including NCRs.

o Establish and staff the HPES Coordinator function.

Implement HPES program.

o Provide input NPP through the Issues-Based Planning process.

The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules.

RESOURCES See Appendix B, PIP Action Plan Resources.

RESPONS'.BILITY The responsibility for this Action Plan is assigned to:

o Supervisor, Independent Safety Evaluation Unit o Establishment of long-term manning rotation - Division Management VERIFICATION Implementation verification:

1. Audit adequacy of ISEU staffing levels, qualifications, and training.

2. Verify ISEU input to Issues-Based Planning process.

Feedback verification:

3. ISEU efforts will be evaluated through managerial observation by the QASSD Manager and the General Supervisor.

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j. E Effectiveness verification:

,< 4. The effectiveness of ISEU efforts will be. evaluated by the Self-Assessment and Events Analysis Assessment, and the Maintenance / Operations Interfaces and Support Assessment.

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j I 4.5 Safety Ascessment In 1988, IG&E provided formal training to personnel in performing-imptoved safety evaluations and how to identify when a safety evaluation is required. This training was provided to Design Engineering, Plant and Prcjact Engineering, and many personnel from other plant organizations including OSSRC and POSRC. Similar training programs will be provided to employees entering these groups.

We are aware that a more rigorous safety assessment process is needed for the analysis of temporary modifications. To respond to this concern, a screening process was used to identify I the nuclear safety significance of temporary modifications.

This Action Plan represents an enhancement and widening of the safety evaluation / assessment process and directly supports the temporary modification process. The intent of the Action Plan is to instill a site-wide culture change to improve nuclear I safety awareness. The screening process methodology is being formalized and will be applied to maintenance, modifications, and trouble shooting.

Use of the expanded screening process will assure that safety assessments have been performed and adequately documented.

The process will entail use of progressive screening criteria by I personnel at corresponding organizational levels (i.e., personnel at appropriate levels will be provided with standard questions to be answered to ensure and document that an adequate assessment has been performed.).

QUTCOM" 'RESULTS The results to be achieved under this Action Plan include:

I o Development of a documented safety screening process with appropriate screening criteria. The screening criteria will be developed for use by personnel at each organizational level and will be integrated into the I plant procedures.

o Improvement of the of safety consciousness of employees involved with maintenance, modifications (physical and procedural), and trouble-shooting activities.

E o Training of personnel in the performance of safety 5 assessments under the new procedures.

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8 5 METHODS.

The methods for performing this Act'.on Plan are:  ;

1. Develop appropriate safety screening criteria for use in maintenance, troubleshooting, and modifications I (physical and procedural) activities.

2. Through the use of the screening criteria, provide a I consistent approach to and documented record of the safety assessment considerations prior to the start of the implementation activities.

3. Refine screening criteria using trial runs for maintenance and procedures activities.

4. Increase plant personnel awareness of safety screening at all levels using newsletters and awareness meetings.

I 5. Provide management briefings at key milestones to identify progress as well as areas requiring immediate corrective action or temporary compensatory action.

6. Change plant procedures to incorport.te safety screening criteria.

7. Provide training in the use of screening criteria.

The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules.

P_LsoURCES See Appendix B, PIP Action Plan Resources.

RESPONSIBILITY The responsibility for this Action Plan is assigned to:

l Overall responsibility - General Supervisor, Design Engineering.

VERIFICATION Implementation verification:

Verify completeness of screening criteria and safety I

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assessment methodology.

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2. Verify methodology has been incorporated into appropriate procedures.

3. Verify appropriate safety assessment and screening '

criteria training has been performed.

Feedback verification:

4. Solicit feedback from personnel in awareness meetings. j Effectiveness verification:

5. The safety assessment process will be. evaluated by all four of the vertical slice assessments described in Section 6.3. Because this is a long-term effort, these

.I assessments will evaluate the continuing development and implementation process. Ultima':ely, the {'

effectiveness of this Action Plan till be verified through the on-going Calvert Cliffs Quality Assurance Program. 4 i

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I I 4.6 Root Cause Analysis Imorovementgi As stated in the PIP, Root Cause Analysis (RCA) will be

-I instituted at Calvert Cliffs. The purpose of this Action Plan is to address weaknesses in achieving timely, effective corrective actions in response to identified deficiencies. This deficiency I was also identified in che STI report.

I In addition to use of RCA techniques by the Independent safety Evaluation Unit (see Section 4.4) and the root I- cause/ failure analysis techniques used by System Engineers (see Section 5.4.1), other functions and work groups will receive appropriate RCA training for application in their respective I- activities. RCA training includes Analytical Troubleshooting, Human Performance Evaluation System (HPES), and Root Cause Analysis Methodology. Groups targeted for RCA training include:

o Operations o Electrical & Controls Maintenance o Mechanical Maintenance o Quality Assurance and Quality Control o Plant & Project Engineering o Nuclear Engineering o Performance Engineering o Chemistry / Water Treatment o Safety i. Fire Protection o Radiation Control o Design Engineering o Technical Services Engineering OUTCOME /RESULTS The results to be schieved under this Action Plan include:

I o Implementation of procedures for RCA program. i l o Improved problem solving capability at worker level.

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o Incorporation of root cause analysis into daily activities.

o Reduced events and repetitiva failures, i

METHODS j The methods for performing this Action Plan are:

1. Analyze Root Cause Analysis needs.

2. Identify procedures that need to be changed.

3. Prepare procedures.

4. Develop and conduct Root Cause Analysis training.

The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules.

RESOURCES See Appendix B, PIP Action Plan Resources.

REEE2ESIBILITY l

The responsibility for this Action Plan is assigned to:

o Overall - Project Manager, RCA Project.

o Procedure development - Supervisor, Independent Safety Evaluation Unit.

o Training - General Supervisor, Nuclear Training.

VERIFICATION Implementation verification:

l 1. Assess program implementation, and review of RCA investigations for thoroughness.

Feedback verificatf.on:

2. Periodically report on progress and effectiveness j through routine work progress reports (i.e., monthly J progress reports).

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3. The effectiveness of root-cause analysis efforts will ,

be evaluated by-the Self-Assessment and Events Analysis- J l Assessment and the Maintenance / Operations Interfaces and Support Assessment.

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4.7 Plant Ooerations gind Safety Review Committee As stated in the PIP, the Plant Operations and Safety Review Committee (POSRC) advises the Manager-Calvert Cliffs Nuclear Power Plant on all matters related to nuclear safety in accordance with Calvert Cliffs Technical Specifications Section 6.5.1. In addition to the clarification of expectations as to the role of POSRC committee members discussed in the PIP, other enhancements are being implemented to improve the effectiveness of.the POSRC to better assure that important issues are dealt with in a complete, timely manner. Enhancements to POSRC effectiveness include:

o Revision of Calvert Cliffs Instruction (CCI) 103 to provide additional guidance to POSRC committee members.

o Creation of a POSRC Procedure Review-Subcommittee to provide a safety assessment of proposed procedures and procedure changes. The subcommittee will review  ;

revisions and changes to implementing procedures, i summaries of the proposed procedures or changes, along with recommendations for approval or rejection, will be submitted to the POSRC. The subcommittee, as currently envisioned, will consist of seven members (and their alternates) representing the following disciplines:

Chemistry / Radiochemistry Design Engineering Electrical'& Controls Mechanical Nuclear Engineering Operations Radiation Safety o Development of appropriate guidance for presenters coming before POSRC to assure necessary and sufficient information is available for decisions to be made by POSRC. This is intended to reduce wasted time by POSRC caused by incomplete and fragmented presentations.

o Personnel making incomplete or unsatisfactory presentations to the POSRC will receive immediate feedback from their General Supervisor to assure

! adherence to presentation standards.

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OUTCOME /RESULTS The results to be achieved under this Action Plan include:

o Enhanced ability of the full Committee to focus on significant safety matters and concerns.

o -Prompt'ddissemination of the results/ recommendations of Committee deliberations on significant safety matters I to division management (not POSRC members) and OSSRC members.

o I Proper conservatism of safety recommendations by the Committee.

liET.kLQDE The methods for performing this Action Plan are:

1. Revise CCI-103 to incorporate new guidance.

2. Assign personnel to Procedure Review Subcommittee.

3. Develop and issue guidance for presenters.

4. Complete safety evaluation and other identified

-I training associated with POSRC activities.

I A, The schedule for this Action Plan is presented in Appendix PIP Action Plan Schedules.

RESOURCES See Appendix B, PIP Action Plan Resources BJiSPONSIBILITY The responsibility for this Action Plan is assigned to:

o Methodology implementation - POSRC Chairman.

I o Training - Assistant to POSRC Chairman and General Supervisor - Nuclear Training.

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l I RESOURCES See Appendix B, PIP Action Plan Resources VERIFICATION Implementation verification:

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1. Verify establishment of Procedure Review Subcommittee with qualified personnel. I

2. Verify appropriate training of Procedure Subcommittee and POSRC presenters performed.

Feedback verification:

3. These changes will be evaluated through feedback from POSRC members, feedback from OSSRC review of POSRC activities, and reduction of number of challenges of POSRC decisions by the Manager-CCNPPD.

I 4. General Supervisor feedback to personnel making incomplete or unsatisfactory POSRC presentations.

Effectiveness verification:

5. The effectiveness of the POSRC will be evaluated by the Management and Quality Assurance Assessment and the Self-Assessment and Events Analysis Assessment.

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I I 4.8 Off-Site Safety Review Committee As stated in the PIP, the Off-Site Safety Review Committee (OSSRC) provides independent review and audit of designated activities in the areas of operations, engineering, chemistry, metallurgy,. instrumentation and control, radiological safety, and quality assurance in accordance with Calvert Cliffs Technical Specifications Section 6.5.2. In addition to the clarification of the role of OSSRC committee members discussed in the PIP, other enhancements have been made or are underway to improve the effectiveness of the OSSRC. These enhancements include:

.E o Reorganization of the standard agenda to address .

E significant safety issues first. This assures that members have time to properly review and assess the 3 most important items. In addition, an executive

'g session is held after each significant safety item presentation to assure that the OSSRC appropriately closes issues and that any recommendations to the Vice President Nuclear Energy Division are carefully considered and documented.

o Training of OSSRC members including:

An initial OSSRM member training course and periodic refresher courses.

Specialized training of members based on upcoming issues at the next meeting.

Other training identified from periodic meetings of the OSSRC Chairman and the General Supervisor-I Nuclear Training to discuss training needs and results.

o Orientation toward dealing with generic issues that may affect safety and quality at Calvert Cliffs rather than becoming immersed in minor issues and technical details.

o Orientation toward comprehensive assessment of issues that may affect safe, reliable operation of Calvert I cliffs rather than only dealing with minimum regulatory requirements.

The OSSRC consists of 12 members. Off-site members I constitute the majority and include two consultants with extensive nuclear experience, an experienced, previously licensed representative from another nuclear operating utility, as well as l BG&E personnel with environmental, metallurgy, operations, and l engineering expertise.

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The OSSRC has two subcommittees: Significant Safety Issues and Safety Analysis. The subcommittees make regular reports to the OSSRC. The OSSRC currently has regular meetings scheduled ,

six times per year with other meetings as appropriate. So far in j 1989, the OSSRC has been meeting about once a month to deal with j the issues brought before it for its consideration. I OUTCOME /RESULTS The results to be achieved under this Action Plan include:

o The ability of the OSSRC to provide careful and deliberate safety review oversight to Calvert Cliffs activities will be enhanced. ,

o Personnel who present items to the OSSRC will better understand the role of the OSSRC and present information in a way which facilitates the OSSRC's safety oversight function.

METHODS The methods for performing this Action Plan are:

1. Develop a self-study training guide stating the role of the OSSRC.

2. Develop " presenters guide" giving general types of information to be presented to the OSSRC. Each person scheduled to present information to the OSSRC will complete the self-study training module and review the

" presenters guide" prior to presentation to the OSSRC.

3. Prepare schedule of VP-NED active participation in regional peer executive (scheduled) meetings, INPO senior nuclear executive conferences (scheduled), and NUMARC Board meetings (scheduled).

The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules.

RESOURCES See Appendix B, PIP Action Plan Resources.

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RESPONSIBILITY:

The responsibility for this Action Plan is assigned to:

l o Overall responsibility - Chairman, OSSRC l

I o Training responsibility - General Supervisor, Nuclear l Training.

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,. Implementation verification:

1. Verify the completion and implementation of the OSSRC

" presenter's guide."

.I Feedback verification:

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2. The Chairman, OSSRC will solicit periodic feedback from the VP-NED on OSSRC effectiveness. j Effectiveness verification:

3. Effectiveness of the OSSRC will be evaluated through the Self-Assessment and Events Analysis Assessment described in Section 6.3.

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4.9 Visitina Other Plants q To improve awareness, and recognition of issues, problems I- and good practices within the nuclear industry, BG&E has begun to improve its communication with other nuclear utilities. Since I 1987, BG&E has performed safety system technical reviews with the aid of experienced outside consultants. BG&E recognizes the benafits brought to Calvert Cliffs by independent reviewers familiar with other the practices of other utilities. We I anticipate similar benefits will be obtained from key members of our staff visiting other nuclear plants where they can observe problem identification and resolution practices and the use of alternate methodology.

BG&E is becoming more involved with peer reviews at other I plants through'INPO. To widen the exposure of BG&E personnel to industry practices, INPO has been asked to permit BG&E personnel to participate as observers on other reviews when it is not possible to participate as a peer evaluator.

In addition, BG&E will participate in independent review efforts at other power plants during' performance of utility-sponsored vertical-slice reviews such as Safety System Functional Inspections (SSFIs), design verification reviews, and other inspections. This participation may be as either participating reviewers or as observers.

BGGE will develop guidance that will help participants to focus on objectives, preparations, and the need for distributing I I lessons-learned to other members of the Calvert Cliffs team upon their return.

OUTCOME /RESULTS The results to be achieved under this Action Plan include:

I o Development of a guidance document detailing j participant objectives and preparations.

o Participation of Managers and General Supervisors in INPO Peer Evaluator and Observer opportunities, o Improved recognition of industry issues and problem solution.

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METHODS The methods for performing this Action Plan are:

l. Develop Guidance Document for performing and documenting the results of plant visits.

2. Promulgate schedule of INPO Peer Evaluator and Observer opportunities.

The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules.

I RESOURCES See Appendix B, PIP Action Plan Resources RESPONSIBILITY The responsibility for this Action Plan is assigned to:

o General Supervisor, Planning and Support Section.

VERIFICATION Implementation verification:

1. Verify that BG&E personnel are being assigned and arte participating in program.

2. Verify that guidance has been developed for visits.

3. Verify that schedule of INPO Peer Evaluator and Observer opportunities is promulgated routinely.

Feedback verification:

4. Performance reviews of appropriate supervisors will include verification that visits are being performed and that lessons learned are being forwarded for action.

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.: 5.  ; Effectiveness of.these; efforts will be' evaluated by the' F Self-Assessment.and; Events Analysis Assessment' described ~in'~Section 6.3.

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5.0 ACTIVITY CONTROL IMPROVEMENTS 5.1 Auxiliary Systems Enaineerina Unit In February 1988, the Auxiliary Systems Engineering Unit was created to provide support to maintenance and operations. The Auxiliary Systems Engineers provide expertise related to equipment common to many systems (for example, centrifugal pumps and motor operated valves). The Auxiliary Systems Engineering Unit (ASEU) consists of one group of System Engineers and two  ;

groups of Component Engineers.

When the System Engineers identify a component problem, the Component Engineers assume the responsibility to coordinate the resolution of the problem using their in-depth component expertise. Vendor assistance will be used on an as-needed basis.

The Component Engineers direct the maintenance and testing required to resolve the component problems, and act as a repository-for information that will be helpful in resolving future component problems.

5.2 Procedural Improvements L Several Action Plans have significant impact on generation ,

I and use of procedures at Calvert Cliffs. These include the Procedure Upgrade Program, Surveillance Test Procedures, and Post Maintenance Testing. These are discussed below.

5.2.1 Procedure Upgrade Program A key to maintaining desired levels of safety and quality at Calvert Cliffs is the preparation and implementation of appropriately detailed, consistent, accurate procedures. '

Significant problems have been recognized with the consistency and adequacy of Calvert Cliffs procedures. To resolve these deficiencies, BG&E initiated the Procedures Upgrade Project in February 1989 to improve the usability of procedures and to provide training on procedures.

Essential elements of the Action Plan for Procedure Upgrade o An evaluation of the Procedures Upgrade Program (PUP) initiated in February 1989. This effort is nearly complete and has resulted in a significant increase both in the scope of the PUP and in BG&E's understanding of the issues.

o Continuation of the procedures upgrade work started in February 1989 by over 30 procedure writers.

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I. 3. Revise top level control procedures and standards for the preparation of procedures.

4. Implement training program for Procedure Upgrade

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5. Develop and implement Procedure Upgrade progress tracking system.

BJEQURCES See Appendix B, PIP Action Plan Resources.

RESPONSIBILITY-The responsibility for this Action Plan is assigned to:

o Project Manager, Procedure Upgrade Program.

- 'The schedule for this Action Plan is presented in Appendix A, PIP. Action Plan Schedules.

VERIFICATION Implementation verification:

1. Verify acceptable that Writer's Guide and procedure preparation procedure have been prepared.

2. Verify training of procedure preparers has been completed.

3. Verify appropriateness of procedure revision schedule.

Feedback verification:

4. Supervisor observation and feedback from workers on progress of procedure upgrade.

Effectiveness verification:

I 5. The effectiveness of the Procedure Upgrade Program will be evaluated through all four vertical slice assessments described in Section 6.3. Because this is l

I a long-term effort, ultimate effectiveness of the Program will be assessed by Quality Assurance assessments that include effectiveness evaluation

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5.2.2 Surveillance Test Program

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! In the past, surveillance test (ST) program responsibilities  !

I were divided among various groups at Calvert Cliffs causing varying approaches and documentation methods to be used. This situation resulted in STs that varied in depth of detail from group to group, and variations in sign-off and data recording I

i requirements. Plant wide improvements to the ST Program were I difficult to implement and operation of the ST Program required too much reliance on the lower-level-functional organizations for implementation.

In response to these concerns, a strong, centrally I controlled surveillance test program has been established with a Site Surveillance Test Program Manager (SSTPM) assuming overall responsibility for the control and coordination of the ST Program. This position is supported with Functional Surveillance Test Coordinators (FSTCs) who are assigned to the SSTPM. The FSTCs will be responsible for the control and coordination of surveillance test activities including review of ST results related to specific disciplines at Calvert Cliffs.

The centralized ST program will use the newly revised governing procedure and a computerized scheduling and data I trending system. The new system will merge, and build on, the existing surveillance test programs and will produce uniform test data reports.' The vendor manual upgrade program will affect the I ST Program and is described in Section 5.3.3 of this Plan. The governing procedures for the ST program will provide guidance on inclusion of vendor manual requirements. The ST governing and I implementing procedures will be revised to be consistent with Procedure Upgrade Program (PUP) requirements when the PUP is implemented.

OUTCOME /RESULTS The results to be achieved under this Action Plan are:

o Defined central control and clear responsibilities for the program.

o Structured reviews of completed surveillance tests.

o A formal system for follow-up of action items generated by Surveillance Tests, o A Surveillance Test management information system.

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METHODS The methods for performing this Action Plan are:

1. Implement a new organization with clear cut lines of responsibility and overall program control under one individual.

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2. Develop / Revise formal control procedures.

3. Develop a computerized scheduling and data tracking system.

I 4. Upgrade all STP's to a common format (part of Procedure Upgrade Program)

The schedule ftr this Action Plan is presented in Appendix A, PIP Action Plan Schedules.

RESPONSIBILITY The responsibility for this Action Plan is assigned to:

o Overall Responsibility Items 1, 2 & 3 - Site Surveillance Test Program Manager.

I o overall Responsibility Item 4 - Program Manager, Procedures Upgrade Program. j 1

M IFICATION Implementation verification:

1. Verify organization and staffing of the new j consolidated surveillance test group.

2. Verify ST preparation ard control procedures have been prepared and redsed.

3. Verify that an appropriate ST procedure schedule has been prepared and is being implemented.

4. Verify the development of the scheduling and data )

trending programs.

5. Verify the development of new consistent data reports. l

6. Verify training of appropriate personnel in the new ST I control and preparation procedures.

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I Feedbac'k verification:

I 7. Verify the consistent application and use of the new procedures.

Effectiveness verification: f I 8. The Management and Quality Assurance, and the

' Maintenance / Operations Interfaces and Support I Assessments described in Section 6.3 will evaluate the effectiveness of the Surveillance Test Program improvements.

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I 5.2.3 Post Maintenance Testina The purpose of the Post Maintenance Testing Program is to I verify that corrective maintenance activities have properly resolved equipment deficiencies.

Recent BG&E audits have indicated that deficiencies exist in I the current Post Maintenance Testing (PMT) Program at Calvert Cliffs. Following the performance of a maintenance activity, it was determined by the supervisor, the craft person performing the I maintenance and the planner to identify what, if any, post maintenance activities were to be performed and how they were to be documented. In many cases, there was no means to verify that the maintenance activity achieved its desired results.

In response to these concerns, plant engineers from the various disciplines met to identify weaknesses and concerns I associated with PMT, assess root causes and propose recommendations to correct the deficiencies. Detailed procedures were then developed in conformance with CCI 200 to address equipment specific PMT requirements for each type of major equipment. Operators and craft personnel are provided with the training and procedural guidance to perform PMT.

I OUTCOME /RESULTS I The efforts to be accomplished under this Action Plan include:

I o Development of a comprehensive Post Maintenance Testing (PMT) program which includes the development of a PMT Guide and integration of PMT into the NMS Process.

I METHODS The methods for performing this Action Plan are:

1. Develop the PMT Guide.

2. Develop the format of the desired PMT Database and other NMS changes.

The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules.

I- RESOURCES I See Appendix B, PIP Action Plan Rescurces.

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RESPONSIBIL M The responsibility for this Action Plan is assigned to:

o Superintendent, Maintenance, l

VERIFICATION Implementation verification: f

1. Verify the development and implementation of CCI 200; Verify the development and implementation of PMT in I 2.

specific procedures; and j

3. Verify the deve'Lopment and implementation appropriate I

training.

Feedback verification:

Not Applicable Effectiveness verification:

4. The effectiveness of Post-Maintenance Test inprove.ments will be evaluated by the Management and Quality I Assurance, and Maintenance / Operations Interfaces and Support Assessments described in Section 6.3.

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5.3 Configuration control Improvements Several Action Plans have significant impact on configuration control activities at Calvert Cliffs. These include the Procurement Program Project, NIPS Equipment Technical Database and Maintenance Planning System, Technical Manual Improvements, and the Configuration Management Unit. These are discussed below.

1 5.3.1 Procurement Procram Proiegt The goal of the Procurement Improvement Program is to develop an integrated procurement program that provides items acceptable for nuclear safety related use.

In recognition of procurement program deficiencies identified by the NRC at other nuclear plants in the mid-to-late 1980s and the development of the EPRI Guideline NP-5652,

" Guideline for the Utilization of Commercial Grade Items in Nuclear Safety Related Applications," BG&E establish?d e Procurement Task Force. The Procurement Task Forces' charter was to evaluate curren?. regulatory interpretations, the'results of internal audits, and the recommendations of an assessment conducted by industry experts. The Procurement Task Force evaluation led to the establishment of a full-time Procurement Program Project Team to develop and implement an action plan.

The Project Team identified the fcllowing nine objectives for the Procurement Upgrade Program:

o Develop procedures to ensure that the required technical evaluation of replacement items is adequate to maintain the design basis of the plant o Develop a program to ensure that product acceptance activities are adequate to ensure the quality of the procured items o Modify existing procedures to reflect the new procurement program )

o Upgrade e:asting technical documents used as input to the procurement process I

i I o Establish an integrated procurement organization (which  !

is adequately staffed) to increase the efficiency and l effectiveness of the new procurement process o Improve procurement planning activities to reduce lead time, reduce cost, and improve inventory control l

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l o Develop and implement a centralized procurement database and procurement tracking system i

o Conduct training on procurement

! o Provide logistics support (i.e. facilities, <ffice support equipment, and softwa % needed t.o implement

'.33 the new program)

I To implement these objectives, the Procurement Program.

Project has assigned Task Managers for et2ch objective. Each objective has been broken down to required tasks and sub-tasks to facilitate identifying resources and scheduling.

In the third ohjective, a task calls for the development of a new Calvert Cliffs Instruction (CCI). This CCI will describe I the generic safety related and non-safety related procurement process starting with the identified need for an item to its final issuance from the storeroom. The CCI will be the I controlling document for which the specific procedures, practices, and methods shall be established.

I To assist in development of the new procurement program, BG&h has retained the services of a consultant, who has been involved in upgrading other utilities procurement programs.

I OUTCOME /RESULTS The results to be achieved under this Action Plan include:

o Develop and implement a procurement program which is consistent with current industry practices and NRC guidelines.

MQDH E The methods for performing this Action Plan are: j

1. Improve procedures for technical evaluation of replacement items. ,

1 Improve product acceptance procedures to ensure the I

2.

quality of procured items.

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3. Modify existing procedures to reflect the new I procurement program. -l

4. Upgrade existing technical documents used in the q procurement process.

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5. Develop effective organizational interfaces for procurement.

B 6. Improve procurement planning activities to reduce cost g and lead time, and improve inventory control.

L 7. Develop a centralized procurement database and t i procurement tracking system.

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8. Conduct training on procurement.

The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules.

RESOURCES See Appendix B, PIP Action Plan Resources.

RESPONSIBILITY The responsibility for this Action Plan is assigned to:

I o Supervisor, Procurement and Contracts Coordination Unit.

VERIFICATION Implementation verification:

1. Verify the establishment of a detailed Procurement Program tracking plan.

2. Subject the developed procedures to a comprehensive internal review.

I 3. Subject the developed procedures to a comprehensive reviews by industry experts to assure regulatory I compliance and effectiveness.

Feedback verifi..1 tion:

4. Prepare and use of a Procurement Program Improvement Suggestion form.

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5. The effectiveness.of the Procurement. Upgrade Program I. will be evaluated by the Management and Quality Assurance, Design and Implementation (FCR), and  !

Maintenance / Operations Interfaces and Support Assessments described in Section 6.3. The ultimate 3

. I. evaluation of the Procurement Upgrade Program will be by means of Quality Assurance assessments that incorporate effectiveness concepts.

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5.3.2 NIP Equipment Technical Database / Maintenance Planning System l l

Equipment Technical Data and Maintenance 'lanning are {'

currently supported by two independent, in-house deve.'oped systems residing on separate computer systems. The Nuclear Maintenance System (NMS) was developed to address the functional requirements of Maintenance Order Tracking and history. The Calvert Cliffs Equipment Tracking System (CCETS) was developed primarily .1 address requirements of Design Engineering. While q the NMS was developed to emulate the existing manual process, it i did not immediately address the functions that could improve the planning process. The most important improvement would have been integration of Equipment Technical Data with Maintenance Planning. This ?tak of integration has resulted in excessive manual research by the planners, and dependency on the work force to identify the appropriate requirements and procedures to perform maintenance.

The purpose of the Equipment Technical Database-(ETD) it to provide better access to information as it pertains to each piece of equipment by providing a central repository to store information. The ETD includes information associated with the following areas:

ASME/ ANSI Codes Partrs Cable and Raceway Data Procedure References Procurement Design Basis Nameplate Data Technical Specification Technical Manual Requirements Requirements Drawing References The EPD will support interfaces to the Maintenance Planning System, Materials Management System, Document Retrieval System and other systems.

The Maintenance Planning System (MPS) will provide an integrated system for technical and functional planning. This system will replace the existing NMS and will provide the same functionality as the NMS in addition to meeting the expanded planning needs at Calvert Clifin. The MPS system will be integrated with the Equipment Tnchnical Database. Data will be extracted from the Equipment Technical Database for use in initiating, planning, working and closecut of Maintenance Orders l

(MO's). The MPS supporta Preventive Maintenance and Surveillance Test Procedures scheduling, and recording of actions taken and "as found" conditions. In addition, the MPS provides on-line reporting capabilities.

The MPS will also provide interfaces to other functional areas including Project /2 and Materials Management System.

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I I Activities defined in support of the Equipment Technical Database and the Maintenance Planning System include a software screening process, a data model study, a Project Definition and Planning study, and the Package Evaluation and Selection Process.

These will be followed by System Design and Implementation.

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In addition to the technical requirements affecting the development of the system, specific human issues were mdressed.

These issues include:

I o ability of groups to rely.on each other for information; l

o Coordination between groups for planning, scheduling and managing work loads; o Training and equipment requirements; and o general motivational considerations.

Periodic training and effective procedures will be developed and implemented to assure that these issues are addressed.

I OUTCOME /RESULTS The results to be achieved under this Action Plan include:

o Integrated Equipment Technical Database and Maintenance Planning System with the following major objectives:

Improved quality and content of direction to work

[ force.

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Improved accuracy and control of data used to plan and control work.

Significantly reduced time spent by Planners and Engineers identifying and researching equipment re.'ated information.

Improved reliability and efficiency of initiating I -

and tracking repetitive maintenance.

Improved ability to perform rework analysis and trend equipment failures to support root cause analysis.

o Provide support for other plant efforts (Plant Life Extension Program, Reliability Centered Maintenance, Configuration Management, Integrated Corrective Action Program).

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METHODS The methods for performing this Action Plan are:

1. Select and purchase software package.

2. Test, and modify software package.

3. Perform user acceptance testing.

4. Perform data collection and conversion.

The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules.

I RESOURCES See Appendix B, PIP Action Plan Resources.

RESPONSIBILITY The responsibility.for this Action Plan is assigned to:

o Supervisor, Nuclear Information Planning and Support Unit.

VERIFICATION Implementation verification:

1. Verify implementation of a software package.

2. Verify training plan implementation and assignnent of individual tasks.

3. Perform periodic audits to assure that procedures are being followed.

Feedback verification:

Not applicable

< Effectiveness verification:

4. The effectiveness of this Action Plan will be evaluated by the Maintenance / Operations Interfaces and Support Assessment described in Section 6.3.

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I 5.3.3 Technical Manual Improvements As stated in the April 1989 PIP Submittal, the Technical Manual Improvement Program was established to maintain better control over vendor Technical Manuals. Technical Manuals include owners manuals, maintenance recommendations, service schedules, factory service manuals and other supporting documentation.

Documentation supplied by vendors is usually supplied with the equipment as part of the total package. This documentation gets turned over to the Document Control Unit where it is " logged in" and routed to the appropriate department for technical review.

Personnel in the Plant and Project Engineering Section perform a technical review of the information for potential changes or I special considerations and/or concerns in the operation, maintenance or repair of the equipment. Changes in manufacturers specifications or recommendations associated with their equipment are identified to update applicable methods, procedures and practices associated with the use of the equipment. Upon completion of the technical review process, the technical manuals are returned to the Document control Center where they remain on file for plant personnel to use.

However, various groups were not directing the manuals to the Document Control Center in a timely manner. As a result, technical manuals were being misplaced, and not being registered by the Document Control Unit. This was due in part to a lack of procedural guidance for performing the technical review.

I To assist in correcting the deficiencies in the review and management of technical manuals, BG&E has established the I Technical Manual Improvement Program. The purpose of this program is to identify deficiencies in the manner by which technical manuals are managed, assess the root causes of these I deficiencies, propose corrective actions and initiate a pilot program to evaluate the changes. The pilot program will propose, evaluate and review potential changes to improve effectiveness in managing Technical Manuals. Detailed checklists are being developed to assist in the review of technical manuals. These checklists will provide the technical reviewers with the appropriate guidance to perform complete and accurate reviews of I technical manuals in a timely manner while providing an additional means of accountability in the review process. First line supervisors will be responsible for assuring that technical -

reviews are completed as required.

Upon successful completion of a pilot program, the Technical Manual Improvement Program will incorporate the methods of the pilot into formal plant procedures.

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,-' s OUTCOME /RESULTS The efforts to be accomplished under this Action Plan include:

o Improved process for handling and maintaining vendor technica.L manuals.

o Improved system for cross-tying technical manuals with

. plant procedures.

o Improved direction in the technical review process.

METHODS The methods for performing this Action Plan are:

1. Establish project team.

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2. Assess current industry standards and review audit findings.

3. Recommend corrective actions.

4. Review backlog of vendor technical manuals.

5. Develop improved procedures and provide appropriate training.

6. Conduct testing of pilot program procedures.

Revision of program procedures based on pilot program I

7.

results.

The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules.

I RESOURCES See Appendix B, PIP Action Plan Resourceu.

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I EXSPON!ilBILITX The responsibility for this Action Plan is assigned to:

i- o Overall responsibility - Principal Engineer, Configuration Management Unit.

o Technical review - General Supervisor, Plant & Project  ;

Engineering.

VERIFICATION laplementation verification:

1. Verify the establishment of a program to regain control c;ver the existing technical manuals.

2. Verify the establishment of procedures to review existing and new manuals.

Feedback verification:

Not Applicable Effectiveness verification:

3.- The effectiveness of this Action Plan will be evaluated I by the Design and Implementation (FCR), and Maintenance / Operations Interfaces and Support Assessments described in Section 6.3.

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T 5.3.4 Configuration Management Unit l As stated in PIP, design basis information is not easily

} retrievable for use in preparation of facility change packages l and evaluation of events and problems. Due to a lack of an easily accessible, documented design, time-consuming research is necessary to determine the design basis for systems, components I and structures. The research is often repeated for subsequent design efforts and research methods are not consistently applied.

Additionally, some technical manuals for major components have I also become outdated and the fire protection program has become fragmented.

I To address these problems, the Configuration Management Unit (CMU) was formed in the Design Engineering Section in January 1989. The CMU has been charged with accumulating and consolidating the design basis and making it easily accessible, I upgrading vendor technical manuals, and consolidating and overviewing the 10CFR50, Appendix R fire protection program.

I Consolidation of the design basis will reduce the level of effort required to verify that plant changes do not adversely affect the design basis for the plant. The use of a computerized I database will allow improved accessibility of the information and will assure that the appropriate design requirements within the design basis have been identified for consideration. Initial efforts will reconstitute the original "as licensed" design I basis. Thereafter, the "as-built" condition will be incorporated and maintained. The Fire Protection Engineer in the CMU will be responsible for managing and maintaining the Fire Protection Program.

Further discussion of Vendor Technical Manual efforts is contained in Section 5.3.3.

U Q_TCOME/RESULTS I

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The efforts to be accomplished under this Action Plan i include:

o Assembly, reconstitution as required, control and maintenance of design basis source documents.

o Control of the configuration change process.

o A centralized fire protection program.

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The methods for performing this Action Plan are:

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1. Prepare and implement a plan for consolidating the ,,

design basis source documents. <

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2. Prepare and implement a plan for upgrading the Fire Protection Program.

The schedule for this Action Plan is presented in Appendix A, PIP Action Plan ~ Schedules. ,

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E RESOURCES See Appendix B, PIP Action Plan Resources.

RESPONSIBIM IX The responsibility for this Action Plan is assigned to:

o Design Basis Documents - Principal Engineer, Configuration Management Unit.

o Fire Protection - Fire Protection Engineer, I Configuration Management Unit VERIFICATION Implementation verification: N I 1. Assess the program manual and procedures for design basis consolidation and database development to verify that they are acceptable.

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2. Assess the procedures associated with fire protection I efforts to verify that revisions have been prepared and verify that a fire protection program plan has been prepared and is adequate.

3. Assess the adequacy of the procedures for upgrading l Vendor manuals.

I Feedback verification:

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4 I 4. The effectiveness of this Action Plan will be evaluated by the Design and Implementation (FCR). Assessment described in Section 6.3.

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1 5.4 Technicql Canability Improvements Several Action Plans address improvements in technical capabilities in key areas at Calvert Cliffs. These include the System Engineer Training, Minor Modifications Process Improvements, and Reliability Centered Maintenance. These are discussed below.

5.4.1 System Engineer Training The purpose of the System Engineer is to provide resident expertise on particular plant systems, to determine when systems support is required from other organizational units, and to assess the safety implications of minor and major system modifications. A finding of the Duke Engineering Assessment was that some engineers were not qualified to perform the tasks they were required to do. At the time of this assessment, BG&E was actively involved in the development of an Engineer & Technical i Staff Training Prcgram, which included System Engineer training.

This task has been completed. The program includes course work in Reactor Theory, Thermodynamics, Fluid Flow, Electrical {

Science, Plant Systems, Integrated Plant Operations, and Codes & J Standards. l The training program will be offered at least once per year, {'

more often if it is required. The first group of engineers

. completed training in December 1038. The next training session will commence in September 1989.

A second-level of system-specific training will be provided for approximately 30 major systens. Qualification standards will i be developed and used by System Engineers for initial qualification. Qualification will include field assignments to familiarize System Eng.ineers with the configuration and operation of their systems in the plant.

The Engineer & Technical Staff Training Program, in conjunction with Quality Circles (Section 3.9) and Systems circles (Section 3.8), will help System Engineers gain credibility with other units. The Engineer & Technical Staff Training Program will help resolve concerns related to a lack of System Engineer experience.

l l OUTCOME /RTSULTS The results to be achieved under this Action Plan include:

o Improvements in training to broaden the knowledge of Systems Engineers.

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o Improvement in communications between Systems Engineers, Operations and Maintenance personnel.

METHODS {

The methods for performing this Action Plan are:

o Institute formal training and minimum job qualification standards. j 1

o Institute program of field familiarization assignments. I

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The schedule for this Action Plan is presented in Appendix I A, PIP Action Plan Schedules.

RESOURCES I See Appendix B, PIP Action Plan Resources.

RESPONSIBILITY The responsibility for this Action Plan is assigned to:

o General Supervisor, Nuclear Training.

VERIFICATION Implementation verification:

1. Audit training for acceptability and attendance by System Engineers.

Feedback verification:

2. Evaluate feedback on training program effectiveness from trainees.

3. Perform biennial evaluation of the training program.

4. Evaluate trend of incidents involving the inexperience or lack of knowledge of Systems Engineers.

Effectiveness verification:

5. System Engins'? ring effectiveness will be evaluated as I part of the Self-Assessment and Events Analysis Assessment, Design and Implementation (FCR) Assessment, and the Maintenance / Operations Interfaces and Support I Assessment described in Section 6.3.

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i 5.4.2 Minor Modifications  ;

In 1988, BG&E had Duke Engineering Services perform an independent assessment of the Nuclear Engineering Services Department. One of the recommendations of that review was that minor modifications be handled differently than major plant

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modifications.

In response to these concerns, a minor modification program The efficiency of the engineering

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.will be established at BG&E.

process will be improved by tailoring the level of design input and review to the complexity of the job. Under the new procedure, System Engineers (Scn Sections 3.1 and 5.4.1) will act l as responsible design engineers for minor modifications. As I

such, they will ensure that the minor modification conforms to the original design intent, that operability requirements are L maintained, and that the modification preserves plant and l personnel safety.

Transfer of minor modifications to System Engineering will allow Design Engineering to concentrate on major modifications and will allow minor modifications to be more readily implemented. The development of the minor modification procedure will be independently reviewed by a consultant. The initial users will critique the minor modification procedure so that improvements can be readily incorporated into the procedure.

OUTCOME /RESULTS The efforts to be accomplished under this Action Plan include:

o Preparation of procedures that will allow the System Engineer (SE) to perform minor modifications to the plant and in general to serve in a limited role as a member of a Responsible Design Organization (RDO) for these modifications.

METHODS The methods for performing this Action Plan are:

1. Evaluation of minor modification procedures from other utilities.

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2. Preparation of a minor modification procedure.

3. Incorporation of minor modification process into existing procedures.

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4. Performance of an independent review of new minor modifications procedures and related activities.

5. Preparation and implementation of a training program for personnel who will use the minor modifications process.

6. Performance of pilot minor modifications to assess the need for revision of the process.

The schedule for this Action Plan is presented in Appendix A, PIP Actior. Plan Schedules.

RESPONSIBILITY The responsibility for this Action Plan is assigned to:

o Principal Engineer, Project Management Unit.

VERIFICATION Implementation verification:

1. Verify that minor modification procedure has been prepared and approved.

2. Verify that System Engineers have received minor modification procedure training.

3. Assess the pilot minor modifications efforts for acceptability against appropriate standards.

Feedback verification:

4. Use critiques from initial users of the minor modification procedure and process. Incorporate comments into the minor modification procedure.

Effectiveness verification:

5. Effectiveness of the Minor Mods program will be evaluated as part of the Self-Assessment and Events Analysis Assessment and the Design and Implementation (FCR) Assessment described in Section 6.3.

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5.4.3 Reliability Centered Maintenance BG&E initiated the Reliability Centered Maintenance (RCM) program to closely monitor the maintenance of specific plant systems in order to increase reliability and to provide enhanced operability of those systems. RCM is a systematic methodology for identifying the most applicable preventive maintenance tasks that focus on maintaining important system functions.

Information collected through the RCM program is used to support the Plant Life Extension program.

Twelve systems have been targeted for RCM analysis. These systems were selected based on their importance to overall plant risk as identified in the Calvert Cliffs Interim Reliability Evaluation Program (IREP) report.

Recommendations from the RCM group that affect safety related equipment are reviewed by the POSRC to assess their potential impact on Personnel Safety, Nuclear Safety and Equipment Safety.

The RCM program should result in increased safety and operational availability, an optimized Preventive Maintenance program and a more complete understanding of equipment failure modes.

OUTCOME /RESULTS The efforts to be accomplished under this Action Plan include:

o Improved plant safety through improved system reliability.

o optimized preventive maintenance by redirecting maintenance resources to critical plant equipment.

o Development of a framework for providing feedback of plant operating experience into the maintenance program.

METHODS The methods for performing this Action Plan are:

1. Select system, conduct training, determine scope and compile corrective maintenance data.

2. Perform equipment functional analysis.

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3. Model system failure modes using probabilistic risk assessment tools.

4. Select preventive maintenance activities designed to mitigate identified critical failure modes.

5. Integrate RCM recommendations into PM program.

6. Develop dynamic RCM program.

The schedule for this Action Plan is presented in Appendix A, PIP Action Plan Schedules.

RESOURCES See Appendix B, PIP Action Plan Resources RESPONSIBILITY The responsibility for this Action Plan is assigned to:

o Overall responsibility - General Supervisor, Technical Services Engineering Section.

o Program Manager - Senior Engineer, Performance Engineering Unit.

I VERIFICATION:

Implementation verification:

1. Audit pilot program implementation including j appropriateness of the target system selections.  !

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2. Operational availability trends.

3. Preventive maintenance to corrective maintenance ratio trends.

4. Plant trip initiator trends.

S. Forced outage trends associated with plant equipment.

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I Effectiveness verification:

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6. Effectiveness of the RCM program will be evaluated as

~E part of en. maintenance / operations Interraces and W Support Assessment described in Section C.3.

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i 6.0 PIP VERIFICATION PROCESSES I We recognize the key to sustained long-term performance improvement is evaluating actual performance against desired performance and then implementing appropriate correctfve action.

PIP verification is a broad-based process performed by the independent safety and quality verification units, managers and supervisors.

The PIP Verification Processes have three purposes:

o In the near term, to monitor the progress of the Action Plans implemented un6ar the PIP, o In the long term, to assess the effe2ctiveness of PIP initiatives (i.e., did the intended performance

' improvement occur and is performance satisfactory?),

o And ultimately, to establish improved self-assessment ,

processes as an integral part of our management system. j i

Results of these verification processes, both under the PIP ,

Implementation Program and as the processes become integrated '

into our normal verification systems, will be used as input to the Nuclear Program Plan's Issues-Based Planning Process as well as for day-to-day management control. We will achieve full success only when high standards of performance exist in all areas and when an orientation toward progressive performance improvement is. ingrained in the culture at Calvert Cliffs.

With this ultimate goal in mind, three PIP verification processes -- Implementation Verification, Management Feedback Verification, and Effectiveness Verification -- were devised.

The basic structure of these processes is described herein.

Detailed development of the implementation and effectiveness verification processes is in progress.

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6.1 Innlementation Verification Overview I The purpose of implementation verification is to determine if the Action Plan programs are being u,tisfactorily implemented (i.e., major program milestones have been achieved, procedures have been developed, and appropriate training has been I performed). Implementation verification will assure that individual Action Plans have been appropriately implemented or, if not, that appropriate corrective action has been taken.

Many of the Action Plans, particularly those shown in Sections 4.0 and 5.0, entail development of new programs or significant changes to existing programs. Thus, verification of implementation of these programs will include the following elements, as appropriate:

o Program plan development will be verified as being on schedule and adequately completed for Action Plans such as the Procedure Upgrade Program, Procurement Program Upgrade, and Technical Manual Improvements.

o The timely completion of implementing procedure development and asscciated personnel training will be I assessed for Action Plans such as the Procedure Upgrade Program, Safety Assessment, Root Cause Analysis, Procurement Upgrade, Technical Manual Improvements, and Minor Modifications.

o pilot programs will be assessed for Action Plans such I as QC Improvements, Independent Safety Evaluation Unit, safety Assessment, Post Maintenance Testing, and Minor Modifications.

The goal of these assessments and reviews is to verify that timely Action Plan progress is being achieved. The significant items to be verified are included under each Action Plan section.

I For most of the Action Plans, one implementation assessment will be performed with follow-up audits as appropriate. For long term efforts, such as the Procedure Upgrade Program, periodic implementation assessments will be performed.

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6.2 Manacement Feedback Verification Overview The purpose of management feedback verification is to provide feedback to the managers and supervisors related to progress in attaining performance improvement so that appropriate action may be taken. This includes evaluating trends and identifying new problems. These efforts form the most important ,

and extensive verification process. It is the responsibility of '

line managers and supervisors to perform this continual  ;

verification process. Feedback systems include trend analysis, i supervisory / management observations, performance appraisals, and surveys. These systems are not new. However, they are being improved, emphasized, and more clearly focused at Calvert Cliffs.

Much of the near-term feedback process will be based upon ,

observation by management and supervision. The heightened '

awareness that improvement must occur will improve the effectiveness of this management method. Trend analysis is being improved or added to many of the existing plant information programs such as surveillance test results analysis and the planning systems. Adverse trends will receive closer scrutiny to determine appropriate corrective actions.

The Employee Performance Objective and Appraisal systems are in effect. Nuclear Program Plan elements are reflected in the Performance Objectives of specific employees. These. objectives include the Performance Improvement Plan initiatives. Meeting these objectives (i.e., management expectations) is a key weighting factor in the performance appraisals for those employees. This will be audited.

Surveys'will be used for items that are not readily quantifiable but are important to assure organizational health.

This includes determining attitudes toward and perceptions of the importance of safety, the state of leadership, teamwork, and quality of Calvert Cliffs operations and support efforts.

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6.3 PIP Effectiveness Verification The purpose of effectiveness verification is to assess if I performance improvement has occurred in areas targeted under the PIP. This effort can be used as a yardstick of overall performance improvement.

PIP effectiveness verification will take the form of sampling assessments modeled after NRC vertical-slice inspection techniques. These assessments will be equivalent in terms of detail and auditors' quality and experience levels. Their focus will be on management and implementation processes. The level of improvement will be evaluated for acceptability in several areas:

o Development and implementation of management tools (e.g., planning systems, team building, and performance evaluations),

o Assessment irocesses (e.g., safety assessments, and root cause analysis), and o Methods for plant operation, maintenance, and engineering.

To measure effectiveness of PIP initiatives, vertical-slice assessments will be conducted in the following areas:

o Management and Quality Assurance o Self-Assessment and Events Analysis o Design and Implementation Processes as exemplified by the Facility Change Request (FCR) Process o Interfaces and Support for Maintenance / Operations Functions (including engineering functions)

Each of the assessments will assure that the underlying root causes related to performance problems have been eliminated and that no new performance problems have arisen.

The vertical-slice assessment areas were chosen such that the effectiveness of each Action Plan is assessed within the I context of the overall performance improvement process. For example, the effect of Team Building Workshops end Project Management Improvements will be judged during assessments of I Design and Implementation Processes, and Interfaces and Support for Maintenance / Operations Functions. Similarly, the Procedures Upgrade Program will be evaluated.under all four vertical-slice 6-4 I

_ _ _ _ _ _ _ _ _ _ - _ i

assessments. Many of the Action Plans are covered by two or more I assessments further assuring in-depth evaluation of effectiveness j from different perspectives.

Table 6.1 provides our current correlation between the vertical-slice assessments and the Action Plans that they will

, E co' rer. Some revisions may occur based on results from i' 5 implementation and feedback verifications or from the process to develop detailed vertical-slice assessment checklists.

Development of the detailed assessment plans will include evaluation of the elimination of root causes of dacline in Calvert Cliffs performance. to assure that the root causes have been adequately addressed.

During the assessments, the vertical-slice width will be extended horizontally as necessary to determine if appropriate, I effective methodologies and procedures have been implemented.

a problem is suspected, the horizontal extent of the assessment will be widened in the specific area of concern until the If i g boundaries of the generic problem (issue) can be adequately g defined. The assessments will cross organizational lines and will assess overall performance in related functional areas. The goal will be to evaluate the effectiveness of performance i improvement efforts, and to verify that plant prograIts and initiatives have been revised to incorporate and implement concepts for continued improvement.

These vertical-slice assessments will be perforI2d under the direction of the Quality Assurance Section. A " building block" approach was empl @ n to determine the order in which the assessments are to be performed, starting with the Management and Quality Assurance assessment. Performance improvement in these areas is fundamental to all other efforts; therefore, these areaa must be assessed first.

The Quality Assurance and Management Assessment is scheduled for the first quarter of 1990 so that its results can be factored into the 1990 Spring Planning Conference. The remaining three assessments will be performed sequentially with appropriate intervals between them. The assessment intervals will be based '

I on the Action Plan schedules and on the expected rate and order in which significant performance improvements can be expected to occur. Some of the Action Plans will be implemented over long periods. In these cases, the assessments listed in Table 6.1 will gauge effectiveness of the pilot programs. Their long-term effectiveness will be evaluated under subsequent effectiveness verifications that will be made part of the on-going-Quality I Assurance Program. j

)

{

I l 6-5 i I

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Table 6.1 PIP Effectiveness verification Matrix Legend:

l Slice 1 -- Management and Quality Assurance Assessment )

Slice 2 -- Self-Assessment and Events Analysis Assessment I Slice 3 -- Design and Implementation (FCR) Assessment Slice 4 -- Maintenance / Operations Interfaces and Support Assessment i

j i

ASSESSMENT SLICE AREA TO BE VERIFIED 1 1 1 1 .

MANAGEMENT PROCESS IMPROVEMENTS I Management Expectations X 4

I - Performance Standards

- Communications Plan X

X NPP Issues-Based Planning X Resource Allocation X Accountability Improvements X

- Commitment Management System X I ORGANIZATIONAL DYNAMICS IMPROVEMENTS Completed Organizational Improvements X X Managing Organizational and X Program Change Leadership Conferences X Team Building Workshops X X X Project Management X X 16 I

I lI  ;

ig s-s I

l Table 6.1 PIP Effectiveness Verification Matrix (Continued) ,

Legend:

Slice 1 -- Management and Quality Assurance Assessment Slice 2 -- Self-Assessment and Events Analysis Assessment )

i. Slice 3 -- Design and Implementation (FCR) Assessment Slice 4 -- Maintene.nce/ Operations Interfaces and Support 1

Assessment ASSESSMENT SLICE -

A AREA TO BE VERIFIED 1 2 1 &

1 ORGANIZATIONAL DYNAMICS IMPROVEMENTS (Continued) j

'Oaily & Octage Work Control X X X 1

Engineering Planning X X X System Circles X X Quality Circles Program X X ASSESSMENT CAPABILITY IMPROVEMENTS Plant Operating Experience X ,

Assessment Committee (POEAC)

QC Improvements X X X X QA Internal Assessment Process X In.provements Independent Safety Evaluation X X Unit (ISEU)

Safety Assessment X X X Root Cause Analysis Improvements X X Plant Operations and Safety Review X X Committee (POSRC)

Off-Site Safety Review Committee X X (OSSRC)

Visiting Other Plants X I '-'

I

1 l

i Table 6.1 PIP Effectiveness Verification Matrix (Continued)

Legend:

)

Slice 1 -- Management and Quality Assurance Assessment Slice 2 -- Self-Assessment and Events Analysis Assessment I Slice 3 -- Design and Implementation (FCR) Assessment Slice 4 -- Maintenance / Operations Interfaces and Support Assessment i ASSESSMENT SLICE l AREA TO BE VERIFIED 1 1 1 1 ACTIVITY CONTROL IMPROVEMENTS Auxiliary Systems Engineering Unit X Procedure Improvements

- Procedure Upgrade Program X X X X I

- Surveillance Test Prograa

- Post Maintenance Testing X X X X

Configuration Control ; improvements

- Procurement Program Project X X X

- NIP Equipment Technical X Database & Maintenance Planning System

- Technical Manual Improvements X X

- Configuration Management Unit X X Technical Capability Improvements I - System Engineer Training

- Minor Modification Process N X X l Improvements X

- Reliability Centered Maintenance X I

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RESOURCE PIPSUM MNHRS RESOURCE PIPSUM MNHRS CURR SCH ES / CURR 3CH ES CUh

a ,, . , . .,

~-

w't.. . a ~ ..... ; w ',~. r a....,

c ..

w -- ----

m,-------

,K_ _ _,7 e ;J..

, 3 , - .4, r ,--gl.

.. :y;:...

...:..,-~.

~ , . M. .

> h.-

3,,'

PERFORMANCE IMPROVEMENT PLAND 1

.MONTHLYJMANHOUR PROJECTIONS' r -

)

2.5.i '3 - ' COMMITMENT. MANAGEMENT PROJECTi

-t ..

.,j a.

' '\. ., f :^

% , ,7 NANHOURS CUMULAl

4 600 - l-2500 c ). e

.E

• i g S ... . T, : .' 't c; .

lc -

~

y

.i . 1

.g

. . .. l") .

c '

t,;

m.t ur

-p p .,

1; . / .

u

_. n :p -

.j '

, .450 - -1975 l

'^

/

g .,

. j .

I .

- I -

- 3 0 0 .- g

-1250 1 ,

I f

150 - j

-625

. i .

l l

au 0

RAY lJUlu lJUL lnufA l5EP l0CT 1- _.

t999 lusant [aieTsas lees ises tat 4 ld HANHOURS COMULAT

~

USAGE /

SUMMARY

RESOURCE PIPSUM MNHR$ RESOURCE PIPSUM MNHRS CURR SCH ES / CURR SCH ES CUM

]

,(i '.y.j' PflGJECT/2 88/lI5uh 27JUL99 00'34 P810ACT PIPuti

• M 7 P1 PRES PW t mi

> mL f PERFORMANCE IMPROVEMENT PLAN l

F MONTHLY MANHOUR PROJECTIONS 3.3 . . - LEADERSHIP CONFERENCES i

MANHOURS CUMULAT l 50.00 - -80

</ ,

l

s. - - .s .

E ,

.'3 -

f j

. l .

i l

,g I

-60 5 37.50 -

l t "

! . I 1

L I ~

^

l 25.00 - 8 -40

~

g  ; .

i.  ;  ;

12.50 - -20 0- , , ; ,, ; , , , , , , , ,, , ,, ; , , , , ; ,, ; ,7 i , ; , , , , , i ,, , , ; , O sunee I .u.se i uses i stree l lus a I ao l,a,a,1 a l el el 21 of ol el of ol ei et el of ol al I ' NANHOURS CUMUL AT (i

~ ~

/

SUMMARY

flg- USAGE RESOURCE PIPSUM MNHR$ RESOURCE PIPSUM t1NHRS CURR SCH ES / CURR SCH ES CUM

- . . _ . . : 1. _.

p e,r.scue aw as aa ., wa caoac< ema ruar cienes escer utiT E. PERFORMANCE IMPROVEMENT PLAN N MONTHLY MANHOUR PROJECTIONS 3.9 --QUAllTY CIRCLE PROGRAM I. MANHOURS CUMULAT

,. 300 -- -1200

. g  : ,.__---_ -

_ I

~ '

I l: '

J _

225 - - I -900 i  : ,

. j .

I .

I l .

150 - -600 g .

j .

l .

r I .

75 - -300 I .

j

. I .

i, , J j .

O N ma lea lme pua Isut kuo tstr lect juo, locc w Irre len Ian }w Isun Isut kuo lstr O sus tese

. I- lusAct I si el al 2!iist riarsiasolisitasri el 41 el el el el of of si

,. MANHOURS CUMULAT

l. USACE /

SUMMARY

RESOURCE PIPSUM MNHRS RESOURCE PIPSUM MNHRS CURR SCH ES / CURR SCH ES CUM l-r I

g {

u+_L- _ _ _ _ _ _ _ . - _ _ _ _ _ _ _ _ _ . _ _ _ _ _ _ _ _ _ _

e m r.r w ec ,. , eu .

PM Cf/2 $AAi AJs 27,AA,99 08'*4 Pftc.KCT PIPtET PERFORMANCE IMPROVEMENT PLAN MONTHLY MANHOUR PROJECTIONS

~

3,3 PROJECT MANAGEMENT I

CUMULAT MANHOURS 100 - -800

^

~

/

/ -600 I- 75 -

/

I .

/

/ -

/

I

/ .

/

I 50 - /

/

-400

. / -

l .

/

r _

-200 25 - r

[

r l _

. t 0

, g,,

I O ,,,,,7g,,,, ,,j,,, , ;,,,,,;,,, , ,,,

, ,,,g ,,j ,7 ; ,

cetes i novos pcces 1 Asceo I scree I luser i 77I sal s l es t e2l isl iO ist as) siI asl 2714eI sol isI sii siI iol ei I. MANHOURS CUMULAT 9 USAGE /

SUMMARY

+

RESOURCE P!PSUM MNHRS RESOURCE PIPSUM MNHRS CURR SCH ES / CURR SCH ES CUM LI I

_ m

w n .ui w ar . .i. ,. u cr ,,, .i- .. . ,. . m., 9 -

. PERFORMANCE IMPROVEMENT! PLAN l

' MONTHLY MANHOUR; PROJECTIONS-  !

~

3.s' -

SYSTEM CIRCLES MANHOURS. 'CUMULAT E00 - -3000 1

g- .

. /. . j f

j .

600 - I/ -2250 1 .

I

~

I 7

l _

< r r

, f ,

400 - -1500 i

- 1

'(

s f

j

. r .

4

' 200 - -750

. l .

/ _

d

_ l l

< - , -J -

0

, - #' [""] f 0

=cv jore am irro twi jn Iw puu 1,rac. laue lee, toer luov lore se v on iese i

lusace i rl asi sa t sal o f o f sols+olesa len b7slaulicolia71 asl L

MANHOURS CUMULAT USACE /

SUMMARY

RESOURCE PIPSUM MNHRS RESOURCE P!PSUM MNHRS CURR SCH ES / CURR SCH ES CUM 1  !

a

!1+ i PLDT P! PRES PAdE t DE'T ,

PnDJECT/3 0841 RUll 87JUL89 1t#03 P40ACT PJPNET PERFORMANCE-IMPROVEMENT PLAN' -

MONTHLY MANHOURxPROJECTIONS 3.7 ENGINEERING PLANNING / FCR RANKING MANHOURS CUMULAT 1600 - -6000

. L- - s. .

F" ,

.f

. j .

_/ .

l 1200 - .

-4500 1

1 I .

i

( . 9 l

i 800- -3000 f

l -

l .

b .

I

~

I s

400 - / -1500 f

/

. j l

- / _ .

l .

)

-i i

i F 0 O- oce m irre l,wil4PuyiAv Isuis tsut tavo isce tocT ca i ,, i... i... t.,,, i,# i. i. i... . .o l

MANHOURS CVMULAT J.

' 7 USACE /

SUMMARY

RESOURCE PIPSUM MN H.'S RESOURCE PIPSUM MNHRS CURR SCH ES / CURR SCH ES CUM

'.)

. 0 0 0 0 0 0 0 0 m T 0 0 0 0

,i A8 6 4 2

, L - . . - - ~

. U -

a N -

U C

L M

r r

L V-M , _

~

r.

M - _

S ,

E

~M l

i l

r_

~

N V

~

A SI L NT nl MP T OC I

T N CK A

nl E ER - _

gE -

JO M OW V R O PEG

, q,i D,

R P RA -

M UT MI OU HO N

E A/

C N MY - r.

gR A YL M LI O HA F

R TD N - nr gE O-P M ,

6 rl 3 - _

g _

g , _

/ _

/ -

i

/ -

m / _

go i r ,

/

u _

e s

- a

[ f r f gi o.

i S R

l U

O H - - - -

d_

N A 0 0 0 0 0 M 0 0

g,.

0 0 6 2 8 4 I 1

rani == vm = .ei .. r-n Pmo PLOT PIMEs pao PERFORMANCE IMPROVEMENT PLAN MONTHLY MANHOUR PROJECTIONS 4.8 -

OSSRC MANHOURS CUMULAT 60 -

-800

/

f .

d 45 ~ / -600

, / .

. _. /

/  ;

p .

/ .

/

30 - -400 j

t .

. -. /. .

l

~

/

t

/

15 - -200 j

/ .

. / .

/

/ .

--- s

/

l ,

I s*

==* #"

l -

MF**3 N C A I is l23 l30 F l l 4 l 21 l 29 l 4 l11 l18 l 25 l 2 l e j 18 l 23 l 30 l 4 l 13 l 20 l 2r l 3 l10 l tf l 24 l 1 ( e l ti, l 72 l 29 APnes mese i .sunes l .nes l Ausse I stess I cetes lus**cI of il ii iI *I ii iI el si si si si sti iel i41 isl 2412712712rI 4o14ri sol sei sol sei ssl ssl ssi MANHOURS CUMULAT

~

USAGE /

SUMMARY

RESOURCE PIPSUM MNHRS RESOURCE P PSUM MNHRS CURR SCH ES / CURR SCH S CUM

\s P46,KC1/3 08At skel 37.M se 09e04 PROJEflI PJPNET PLOT PIMIES PaeE 6 e>EET i PERFORMANCE IMPROVEMENT PLAN MONTHLY MANHOUR PROJECTIONS 4.7 -

PDSRC MANHOURS CUMULAT

- !. 100 - -1200 l" -

/ -

7 75 - ___ _

/ -900

/

/ -

l .

/

~

/ -

. l -

50 -  ! -

-600 J

g _q_____

/

l -

./ ,

- / l

- / -

25 - _

/ -300

/ - .

l /

f

~

/ -

f g

f

. p

' 0 0 4 lit lie las l 2 i e lis las Iso I s I ts 120 lar i : liostree lir 124 l 1e lis lealaslIncves s lia l Junes t .ues I aces I I ocias j

lus4ct I to t e41 si1241 sol iri nel sei sol asl sil 74 l 741741 sel sol 44144144144l44l441443 el MANHOURS CUMUL AT

""~

USAGE /

SUMMARY

RESOURCE PIPSUM MNHRS RESOURCE PIPSUM MNHRS CURR SCH ES / CURR SCH ES CUM I

PLOT P!Pett - PAGE 6 eMsgV e w/3 mat mBI SF.AA.00 00*07 FIW A CT PIPflE1 PERFORMANCE; IMPROVEMENT PLAN MONTHLY MANHDUR PROJECTIONS-

-4.5

- SAFETY ASSESSMENT CUMULAT MANHOURS 500 - -4000

'. / .

/ .

/

375 -

/- -3000 f -

I

~

~

7 /

j .

/

I -2000

-250 -

/ -

/

-sr -

l .

f

- / _

/ -

~

-1000 125 -

< / _

. / .

/ .

L / .

l F o L

o- .rV , v. i i.

i... i.., i... ix s. n, i im , im im i i..o i.e. i., i. . i..

lusant i iol sa hes tros has tros per hea h er has i 4c h er Izza lise l:3714so ps l pel .o_hss i is i MANHOURS CUMULAT

~

USAGE /

SUMMARY

RESOURCE PIPSUM MNHRS RESOURCE PIPSUM MNHRS CURR SCH ES / CURR SCH ES CUM

M 37 R et 40e p PRO.KCT P3PHE1 PLOT P3 PRES PMiSET1 PERFORMANCE IMPROVEMENT PLAN MONTHLY MANHOUR PROJECTIONS 4.4 -

-INDEPENDENT ~ SAFETY ANALYSIS

' MANHOURS CUMULAT 3000 - -25000 r~ .

! 1 j

. / .

/

2250 - -18750

/

. j

./

/_

/

f

/ _ __

1500 - / -12500

~~

/ -

l .

-f .

/ - .

- /

750 - - -6250 g

. j -

l

. m .

9 l) -

/

l 0 I ia tar ix, too, ixe = irre lw in im 6.= la la iwr 6xt !aev ime -- 0 i... i..o

[ USAGE (194 l081 1908 ld28 l497 b**v 587e h ees j828 \$20 lsoip been h aus b eas p ect b ese b ens b eis l 12 l l

MANHOURS CUMULAT USAGE /

SUMMARY

RESOURCE PIPSUM MNHRS RESOURCE PIPSUM MNHRS CURR SCH ES / CURR SCH ES CUM

.""ei P2PIIET PLO1 P2PirEE PME I alEET 4 PROACT/3 55A1 Ihat 37JLL50 10'3F PERFORMANCE IMPROVEMENT PLAN MONTHLY MANHOUR PROJECTIONS 4.3 -

D A ' INTERN AL ASSESMENT PROCESS OUMULAT MANHOURS

-12000 ,

f 2000 - -

M

_/ .

/

/ .

9000 1500 - q 4 .

I -

1000 -

-6000 7 _

. I -

I _

. r I .

I -3000 500 -

7 f

/ .

-O 0 .uw mv tsuu tsut kuo isu lact laov tace y ,- , . ...,. . ,,,- ... ,. . ,. . , .,

CUMULAT MANHOURS

~ /

SUMMARY

USAGE RESOURCE P!PSUM MNHRS RESOURCE PIPSUM MNHRS / CURR SCH ES CUM CURR SCH ES

~~

Pnos ct/i anc num ar.aAe( (0eet PRCACT P3 PN"EI'"" PLct plPRES PAgE 34kTT" PERFORMANCE IMPROVEMENT PLAN MONTHLY MANHOUR PROJECT 10NS 4.2 '-

OC IMPROVEMENTS A

MANHOURS CUMULAT

.I- S000 - -80000 j

~

r '

_ /

6000 -

/ -60000

_ /

5 .

j -

l I .

/

s 4000 - /' -40000

) .

(

l .

,. i

/

. / r- .

E. .

l i 2000 - ,

-20000 {

/ _

)

i 1 -

I .  ;

1 I O- sut9j;,7,ociinovloceunIrrii 1989 sni e Isua tsut 14uo lste lect inov loce =

1990 0

j

[USACE ja430 IFRE l6Eee l8287 je064 l4830 %5:3 l2878 %8p hBB7 h8en hep he87 k3M l3875 h see h a33 h 37F I502 l I hANHOURS CUMULAT  !

I' f)S AGE RESOURCE PIPSUM MNHR$

CURR SCH ES /

/

SUMMARY

RESOURCE P!PSUM MNHRS CURR SCH ES CUN

.I

,r,.,,,__ _ . - - . _ _ .

a

!)

H e :

1:

o o

-o 8 g 8 8-o E

, ~ o

.J ' ,

s E ,

' (

• S- g [g  ! -7 I

.{p t

'[1 *

\ i i i l i l s i-- 1 1 a N I g E N

I g  ! ;e=

E, N l

rB Z g 1 k. E

- < z ur k g a.m dow .s g i 1* 1 -wr

~< 2 1

- x = tWF w, w g a 5e L ow s I E ~ in Egg- - 1 x l

o.< i ' _

g a s i B s EgU '

s 1

s EEEi l  % [ [ h' !

g58 i s 1 i E

. =r, i s li i E

' r<> i s t

?

a -. ev.

05 g s. 1 E. E' Ee

- E'E .; El b h

[I-1 a sh

[i-1 1* E sEE C1-2

=

si

':1 -

E i

i_ v 1 -

m- El g -

t 1 i=

' "O m +$-

@r i i 8 4f-

.g 1 e o E $ $ E U y

1 1

Mm______________ _ _ _ _ _ _ . _ _ _

. O O O O

- t H H H H I  : O E, - i i 1

-g- i i i 1 a t i i 1 ,

\ ' i 1 I s i i 1

\ l ir- 1 s i 1 1

\ ' I I i I \

L__

i 1 1 1 i 8 l \ { 1 l '

1 a

_ t 1 i 1 1 1 g

,l I ' e, I l c ' '

i 1 l w 1 i me i

E Ewe s

i I L r"-

gE', 1, I

5 Ju$

z o et- i L. '

s 1-1 1

i as

==

l s

=m g

~g z

a o

g i i s s

x a..

[s  %

I i .

i '

]

m"=c o . I 1 u E UW g Q ***

l s B A z l

g-gn i s  !-

I i i me y i s -

E t o

^

E*

@gi z w \ i p gb5 \

1[ . wh q sg

-l s u.

1 .

e s I j i [ EWS i s

-1 i i E i

I i

\

{ }

l- 1 1 1 1 ' 1_ 1 I I i

i s

g

-: ._1 =

i g

1 1

} *. ...

I i i

_i 1 I

1 1

i '

1! 1 E o s i 1 I. k r

k-r 1

1 1 .

1

, , . E i l 1 2

• l

$ i I E 1 4 >

58 l

g a 4 -g

! *!  ! E i l C I  !

E

~ ~

en.ec,n a canarn eo c.no nucs owses aos owns em , se e I: PERFORMANCE IMPROVEMENT PLAN MONTHLY MANHOUR PROJECTIONS 3.3.2 - NIP EQUIPMENT TECHNICAL DATABASE 5.3.2 -

MAINTENANCE PLANNING SYSTEM MANHOURS CUMULAT 2500 - _

-12000 e= "

/

. f .

/

I -

/

,s -

2 E

5 i ers -

-( -9000 j

~ ~

lI '

I .

~

~

lg . r .

f l

1250 - -6000

~

' ~

I. . j - <-

J I .

f 9

-- I S25 - -3000

[

_ 1

'.,j

^

l -

. i _

'E -

j

/

/

I "

PvJt lAPR lMAY lJUN lJUL jAUG lCEP l0CT lNDV jDEC JAls lFE9 l MAR lAPR lMAY lJUN lJUL lAUG j$EP 1809 1890 O

liSAGE l 7 l150 l679 l668 lf B31 l24et ltsas lt us l471 l282 l107 l343 l417 l 90 l 89 l 94 j142 l234 j 21 l I MANHOURS CUMULAT

.g

~~"

USAGE /

SUMMARY

'I .

up RESOURCE PIPSUM MNHRS RESOURCE PIPSUM MNHRS ' .F CURR SCH ES / CURR SCH ES CUM I I I

m , era .q ene.m ema nei eien. **as i .cn i PERFORMANCE IMPROVEMENT PLAN l MONTHLY MANHOUR PROJECTIONS 5.2.2 -SURVEILL ANCE TEST PROGRAM lg MANHOURS OUMULAT 2500 - -50000 I .

~

r' -

I 1875 - _ _

/ -37500

__ /

l

/

. /_ .

/

/ -

~

/ .

/

I 1250 - / -25000

/ .

l / -

/ .

l 625 -

. /

f

-12500 l .

/

/ .

I

/ -

/

l 0 u, im i uo iscr ioet inev ixe m ires tua wa ter t.m in iave lstr icer iaev iore m irte ima wa lu, i .. i..o i..-

iim !... i O

. ius.cc i 5. i,. . iu.. >, i m is.n i ,,, n i..,i., i. i ti,. i. i , ii i ., i, i..i. tim i,..i B

MANHOURS CUMULAT I ~

USAGE RESOURCE PIPSUM MNHRS CURR SCH ES /

/

SUMMARY

RESOURCE PIPSUM MNHRS CURR SCH ES CUM E_

I

_. - _ , . _ . ~ . _ -- - - - - - - - . . -- - - - - - -

(",

PRih5CT/t Bad R2 87.AA.80 .g3 54 . PROACT P3PIIET PLOT PIPE 3 PagE 1 DEET 4 PERFORMANCE IMPROVEMENT _ PLAN

-MONTHLY-MANHOUR PROJECT 1DNS

5.3.3 --TECHNICAL MANUAL IMPROVEMENT

'j " MANHOURS .CUMUL AT-2000 - -8000 lp Y (

9

- /

1500 - I -6000-L .

f I

n. I 1000 - I ,-4000 l .

I .

1 I

l . f .

500 - -2000 I

)

,J -

/

s' f

l. - ~

.)

l O R m sut lAUG lSEF IOCT lIlOV lDEC JAfl lFEB l9Wt lAPR lPMY lJust l.IUL l4u0 lSEP L.. .... ....

lusant lis4 l 7o l oi lsas ties tiss leis i ss isse lissiliansli.ie liss lire l eo l MANHOURS CUMULAT

~~

USAGE /

SUMMARY

RESOURCE PIPSUM MNHRS RESOURCE PIPSUM MNHRS CURR SCH ES / CURR SCH ES CUM

PROACT/t OSAt RWI 87JUL89 00*57 PROKCT PIPNET PLOT P1 PIES PAGE I SDGTT 4 PERFORMANCE IMPROVEMENT PLAN-MONTHL'Y MANHOUR PROJECTIONS 5.4.2- MINOR; MODIFICATIONS-MANHOURS CUMULAT 200 - -1200 l' ' -

}. -

/- .

~

/ -

150 - -900-

/

l

/ -

. / .

-f

/ ---

100 - -600

^ .

l

(

. / -

/ -

l -300 50 -

/

/ -

/ -

o

/

p I

0 r3 / 0 4 lii lis las l a i e lis t as iso l a lis lao lar i s lio J

I aunes I autes t ausse iscree Jusace I al el ne l se t se t se t 74liin tia4 p tslicalica lica lis41 el MANHOURS CUMULAT USACE /

SUMMARY

RESOURCE PIPSUM MNHRS RESCURCE P PSUM MNHRS CURR-SCH ES / CURR SCH S CUM

W

. o g g- 8 r E r e r 04-  %

• 0 o '

r i f -

g _

a i i ti l

\ I A e- A

\ L_ I i-

\. I I i

\ i i i

\ l i i s I 1 i g i 1 5

\ l li l

\ i 1- i s i i i

\ i i i i \ -.

1 1 e

\ l '1

\l f- E [ w I A E 1 m IA --l' i m \ L 1  : a e

< . r m \ l i 1 g

= 1 \ l i E

.O. I \ W- i' 5"

{mw a zo

\ I y

f b$

rs 5 E I \ l k

- er i \ 1 i d

= a:es was \ i 1 1

$1<Er }

i \

\ l t

. i.I l*

~oz I \ 1 h

=a -  : y z- l \ 1 1 g$E N I \ i 1 5 gE i A -

1 i r.

=eo i \ 5  : e m

I \

oa  :  : VM fru L \ 1 1 , $g i i A L e gra e i \ l  !

M L \ l [  ! L-l A I i l_ i i \ i i i \ t i i \ i, i i \ 1 i i \ 1 i L \ Ig i i s I -

I \

1 i I \

t l i L ' I i i t r 1 i- .t ,_ a t

f i i n ti i

! l i il i r ,

I i l i E E I ll ~

I

9, , , i i

" 2

• E 58 z o R

~

E c ~ l e

" Pft0JECf/8 SSAl QAt 27.h89 10* h PROJECT PIPNET PLC1 P)P81[$ pc0E 1 SHEIT 4 PERFORMANCE IMPROVEMENT PLAN MONTHLY MANHOUR PROJECTIONS 5.4.3- RELIABILITY CENTER MAINTENANCE

=

MANHOURS CUMULAT 2000 - -10000

=

5 m

g .

1500 - f -7500 l -

I I

l -

7 v

I 7

1000 - / -5000 i 1 -

i l

Y

• ~ '

I .

500 - ) -2500 f .

f .

B .

I -

f 0 ,,,;,,, y, j,,, ;,e, j,,, 4,, e 0 1...

I MANHOURS hCE l204 lifi a l1373 lt t PP lt F87 lt43F l148 l CUMULAT I ~

USAGE RESOURCE P!PSUM MNHRS CURR SCH ES /

/

SUMMARY

RESOURCE P!PSUM MNHRS CURR SCH ES CUM I T'

m useus seu mm nr.n ee io..,4 meer ma s er 0, m , p, .,---

PERFORMANCE IMPROVEMENT PLAN "0NTHLY MANHOUR PROJECTIONS 5.3.1 - PROCUREMENT PROGRAM MANHOURS CUMUL AT 2000 - -40000

' ~

/

s' 1500 - -30000

/

. ,/ .

/

/

7_ .

r ~

/

1. -20000 1000 - p

. / .

/

, j F

j

/ .

/

500 - / --10000

/ .

. f .

f .

/

I 0 ,,,,,,,,,,;,,,,g,, O

,,,,,,,,,,,,,,,,,4,,,,,,,,,,,,,;,,i,,,,,,,4,,;,,,,,

ausseI stees actes I novos l otees m eo I nese I

I lusact lei s }ei s te23 b sa bsc h en b au liui b sei l'asi ba' brm b rale 4* bam b str biss b ias bian i.7.e b.u b ma jien bewirro isi t l MANHOURS CUMUL AT USACE /

SUMMARY

RESOURCE PIPSUM MNHRS RESOURCE PIPSUM MNHRS CURR SCH ES / CURR SCH ES CUM I-I I __ _ _ _