ML20207A076

Rev 3 to CNS Strategy for Achieving Engineering Excellence

ML20207A076
Person / Time
Site:	Cooper
Issue date:	05/14/1999
From:	NEBRASKA PUBLIC POWER DISTRICT
To:
Shared Package
ML20207A075	List: ML20207A070 ML20207A076
References
PROC-990514, NUDOCS 9905260133
Download: ML20207A076 (47)

Text

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Background

In early.1998, Cooper Nuclear Station (CNS) began implementing the Strategy for Achieving

. Engineering Excellence-(Strategy). The Strategy was developed to address the key causal factors associated with Engineering performance and included improvement actions covering a three-year period. To develop the current revision of the Strategy (Revision 3), lessons learned from the 1998 implementation of the Strategy (Revision 2) and insights gathered from 1998 assessments were used to validate the current set of performance issues, their causes, and required actions. Outstanding performance issues and actions contained in Revision 2 have been carried forward into Revision 3. This process is shown pictorially in Figure 1. The Strategy revision history and Revision 3 development process are described in detail in. Focus on the Strategy is one of the six Site-Wide Initiatives contained in the

' CNS 1999-2005 Business Plan. In addition to operating the plant safely and reliably, Site-

' Wide initiatives represent top station priorities. Outstanding Revision 2 actions have been

- retained in Revision 3 as noted in the " Strategy for Achieving Engineering Excellence (SFEE)

Rev 2" column of Attachment 2 and in the correlation of Strategies contained in Attachment 3.

Purpose The purpose of this Strategy is to:

Identify the Strategic Areas for improving Engineering performance in both the short and long term, Define " success" for each Strategic Area, i.e.; the performance objectives and goals, e

Establish the projected activities and performance indicators that demonstrate Engineering is performing at the expected level and resolving identified performance issues, Commit resources needed to complete Strategy activities, and e

' Communicate the vision, roles, responsibilities, and overall direction for Engineering.

e Vision Statement The following Vision was developed in Revision 1 of the Strategy:

"Through a strong questioning culture, Engineering will identify problems and opportunities related to the safe, reliable, and cost effective operation of CNS. The focus will be to proactively identify issues in a team atmosphere where expertise is openly shared, effectively communicated, and universally respected. Exceptionally proficient engineers, working in an environment with no boundaries, will provide sharp technical solutions refined by strong operational insight. When emergent issues arise, Engineering will have the capability of rapidly bringing technical expertise and information to bear so that the best possible technical guidance can be provided in a timely manner."

Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 2 Revision 3 s

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Roles and Responsibilities In support of this visioa,, the CNS senior management team identified the basic roles and responsibilities of Engineering in Revision 1 of the Strategy. Detailed roles and responsibilities are contained in Starion and Engineering Division procedures.

Roles of Engineering:

Assure nuclear safety in all site activities.

Support operation and maintenance of the plant.

Maintain and ensure adherence to the plant design and licensing bases.

e Thoughtfully manage the design margins.

Management Responsibilities Related to System Engineering:

The Plant Manager sets the overall plant priorities.

The Senior Manager of Engineering sets the standards for all processes, work quality, personnel selection, and training.

Focus on the Strategy is a Site-Wide Initiative; therefore, the entire CNS organization is j

expected to support this strategy as a full partner with Engineering.

Responsibilities of Other Organizations at CNS:

Recognize Engineering performance improvement as a top station priority.

e Support the Vision of Engineering.

j Work as a team on all issues.

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Operate and maintain the plant consistent with the design and design basis.

Provide feedback as to quality and timeliness of Engineering products.

• . Provide plant certification and design basis training to a large number of engineers.

• Adhere to the CNS 1999-2005 Business Plan as a means of establishing priorities.

Schedule work consistent with site wide priorities.

I Operations will set clear expectations and standards for plant and equipment performance and material condition.

Maintenance will set high standards for resolving plant material condition problems,

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provide requirements for efficient maintenance on plant equipment and set standards for elimination of unplanned repetitive maintenance.

s Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 4 Revision 3

p Strategic Areas The strategic areas contained in Revision 2 of the Strategy focused on the subset of areas requiring performance improvement. As part of developing Revision 3, it was recognized that the strategic areas need to cover all Engineering responsibilities in order to effectively manage overall performance. As a re:ralt, the original set of four strategic areas was modified and expanded to six. These six establish the framework for the future Engineering Strategic Plan (see Figure 1) and are:

Nuclear and Industrial Safety People Design and Licensing Basis Control Plant Performance and Reliability e

Economic Performance Performance Management e

The following is a brief discussion of how each strategic area addresses Engineering performance issues, clarifies the roles and responsibilities of Engineering, and fully encompasses the four strategic areas from Revision 2 of the Strategy for Achieving Engineering Excellence. Each strategic area and the associated performance objectives, performance goals, current performance issues, and projected activities are contained in. Attachment 2 also includes the elements of the Engineering Strategic Plan identified in Figure 1.

Nuclear and Industrial Safety This strategic area has been added to Revision 3 to capture those Engineering activities required to:

Maintain and improve select Engineering programs used to manage risk, Review industry experience for lessons learned, e

Improve human performance with continuirg focus on conservative decision making, e

industrial safety, and ALARA practices, and improve Engineering implementation of the Corrective Action Program with continued

-e focus on backlog reduction in the Nuclear Action Item Tracking System (NAITS),

performance improvement through lessons learned, and resolution of issues to prevent recurrence.

Many planned and ongoing activities that represent key Engineering responsibilities have been added to Revision 3. For example, Maintenance Rule implementation was not explicitly included in Revision 2.

Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 5 Revision 3

People in Revision 2, the related strategic area " Strengthen the Engineering Organization with Emphasis on System Engineering" included a significant increase, approximately 64%, in the number of Engineering personnel. A significant portion of this increase is being placed continuously and repeatedly in plant certification training during the next several years with the initial focus on System Engineering. The remaining increase provides for additional resources to be applied to Engineering functions. Measures have been established to improve personnel l

retention and training division wide. Staffing needs, staffing size, and training needs will continue to be reviewed and adjusted routinely. As staffing size is near full complement, emphasis in this strategic area has shifted from staff recruitment to staff retention, development, and training. Additional training actions have been added in response to the Engineering self-assessment of the ESP Training Program completed in December 1998.

I Actions related to improving the System Engineering Program in Revision 2 have been moved to the Plant Performance and Reliability Strategic Area (see below).

Design and Licensing Basis Control This strategic area provides for various reviews of the current plant configuration, documentation, procedures, and programs and includes outstanding actions previously contained in the " Establish and Maintain an Effective Configuration Control Process" strategic area in Revision 2. This area contains actions to improve the quality and accessibility of Engineering information and products. As an interim measure, a Senior Engineering Review Group (SERG) is reviewing select Engineering products to provide additional assurance of continued safe and reliable operation and to contribute to the tutorial process for continued performance improvement. Other actions planned by Engineering to upgrade select sets of calculations and improve other design bases programs that were not included in Revision 2 have been added to this strategic area.

Plant Performance and Reliability This strategic area includes those Engineering activities conducted to maintain and improve equipment performance in support of safe and reliable plant operation. Related actions contained in Revision 2 to improve System Engineering (e.g., systems notebooks, six-year plans, and System Health Reports) are included in this strategic area. Planned actions for improving system performance and material condition (e.g.,

RE-19 modifications, implementation of the Service Water System Silting Plan, further reductions in plant temporary modifications, etc.) have been included herein.

Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 6 Revision 3

Economic Performance This strategic - area includes the. outstanding actions from the "Prioritize and Manage Engineering Work Effectively" strategic area of Revision 2 and additional actions to improve economic performance. This area ensures that Engineering efforts are prioritized through a team effort with the station and corporate organizations and that adequate resources are available to complete the necessary work. This effort helps Engineering focus on those activities that have the greatest potential to ensure the safe, reliable, and cost effective operation of CNS.

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Performance Management This strategic area includes outstanding and in-progress actions from the " Improve Performance Management" strategic area of Revision 2. These actions ensure performance expectations are communicated throughout the organization and ultimately translated into individual performance measures and goals. Performance improvement is driven through routine reviews of performance in relation to established goals. This strategic area also calls for specific engineering self-assessments and a major Engineering assessment in mid-1999. A site wide assessment was performed as part of this strategic area in December 1998 and results were used as one key input in the identification of current performance issues.

Progress to Date Notable progress to date includes the following:

Overall Strategy 48 Revision 2 Strategy actions were completed in 1998, Strategy progress review meetings are conducted by Engineering management on e

weekly basis with few exceptions.

Engineering procedure (EDP-11) was issued which defines the process for action item 3

closure, documentation of closure, and review of action effectiveness, j

A project file, within the Project Manager's department, was established to retain e

Strategy deliverables and closure documents.

Nuclear and Industrial Safety NAITS items in a backlog status were reduced by 39% between February 1998 and February 1999.

Over 4800 potential, Maintenance Rule functional failures pending System Engineer review were completed.

The Engineering Division has not experienced a restricted work or lost time accident since December 1994.

Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 7 Revision 3

People As of the end of December 1998, the staffing level totaled 164, reflecting a net increase e

of 64 peopic since November 1,1997. This increase is the result of considerable recmiting efforts in 1998. Many of the new members of the staff are experienced industry personnel. Several new supervisors and managers were also added.

Detailed Engineering roles and responsibilities have beeri prepared, issued, and communicated to the organization. This document serves as one template for assessing Engineering effectiveness and monitoring change.

Supervisor expectations were issued, assessments were completed, and the results were integrated into individual improvement plans.

Actions to develop engineering and technical staff professional categories and assign market pay grade ranges were completed in 1998, with the results applied at the individual level.

Fifteen engineers successfully completed the Plant Certification course and the second class has begun with twenty students.

An Engineering Training Program self-assessment was completed. Programmatic issues identified by the assessment are being addressed through training improvements included in Revision 3.

Design and Licensing Basis Control in addition to the completion of design basis issue reviews, other key actions completed include:

The SERG was established and the first seven review sessions were completed, including a review of all RE-18 modifications.

The design change process has been enhanced and the new procedure issued.

The 50.59 Safety Evaluation process has been streamlined and enhanced, the new procedure issued, and training sessions completed, Design basis owners for sections of the USAR have been assigned and they have e

completed initial reviews of their associated sections.

The Severe Accident Management project, implementation of Improved Technical Specifications (ITS), and review of Emergency Operating Procedures for adequate consideration of design basis are complete.

The review of select past Engineering modifications and closed Significant Condition Reports (SCRs) has begun.

Quality standards for selected Engineering work products have been prepared and piloted.

The Drawing Control Process was enhanced by making all CNS drawings available for viewing and printing from computer work stations, development of computer generated Drawing Change Notices (DCNs), establishment of remote printing stations, establishment of immediate Control Room drawing updates, and reduction in the number of outstanding DCNs.

Plant Performance and Reliability Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 8 Revision 3

In addition to actions completed by Engineering in support of the recent refueling outage, the following noteworthy actions have been completed since issuance of Revision 2:

The total number of open Plant Temporary Modifications (PTMs) was reduced from 28 to5.

i The total number of outage " red arrows" was reduced from 25 to 6.

e The total number of operator work-arounds was reduced from 21 to 9.

The System Engineering Program was improved through implementation of desktop e

guides, system notebooks, and a more robust system health reporting process, etc.

I Long-standing plant issues were addressed on the Main Steam, High Pressure Coolant Injection, Turbine Generator, and Reactor Building Ventilation systems.

Equipment / component issues were addressed on the REC fan coil unit flow, SRM/IRM reliability, Z Sump seismic qualification, and DG muffler bypass valve.

I A Containment inspection Program was implemented and implementation of Optimum e

Water Chemistry Controls was begun in 1998.

Significant improvements were made in plant thermal performance, resultmg m an increase in the Thermal Performance Index from 99.6 to 99.75 between February 1998 and February 1999.

The average number of items removed from the plant schedule due to lack of Engineering support declined from approximately 4 items per week in November 1997 to an average ofless than 0.5 per week in January 1999.

Based on feedback from Operations and Maintenance, Engineering support during the recent refueling outage had improved as compared to prior outages.

Economic Performance An Engineering work management system was instituted throughout the organization.

e This system is being used to manage the overall Engineering work load, understand the nature of emergent work, and improve effectiveness by changing the way Engineering does business. This system was a key element in the alignment of resources and tasks associated with the dynamics of the strategy.

Significant funding was authorized (approximately $2M) to reduce Engineering backlog on a project basis. This project has been successful in reducing the backlog.

Performance Management Continued focus by both Executive and Senior Management is evident. Engineering management routinely reviews and assesses the rate of organizational progress.

In addition to the strategy, management actions noted above, both short and long term goals and performance indicators for each strategic area have been established as noted in Attachment 2. These measures were enhanced and expanded from those contained in Revision 2 of the Strategy to more completely monitor key aspects of organizational performance.

Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 9 Revision 3

Management of the Strategy The Vice President of Nuclear Energy oversees and monitors execution of the Strategy. He determines if.the rate of implementation of improvements is su5cient, if the necessary performance improvements are being achieved, and concurs with the completion of Strategy actions. Routine status reports, performance trends, and insights provided by oversight groups such as the Safety Review and Audit Board (SRAB) and the Independent Advisory Group (IAG) are some of the data sources used to monitor status and effectiveness ofimplementation.

The Senior Manager of Engineering is executing this strategy with assistance and support of all Senior Managers. Routine accountability review meetings are held to ensure that actions are progressing and that improvements are being achieved based on the associated goals, performance indicators and milestones. Typical meeting participation includes the Senior Manager of Engineering, action owner, and Engineering supervisor and management personnel. Typical meeting content includes objective and scope of action, schedule and completion status, resource expenditures and requirements versus plan, projected compledon date, and issues / barriers impeding successful implementation. Performance indicators and trends are also discussed.

Actions are shown as complete in the schedule upon acceptance of the action item closure package by the Strategy Owner, in accordance with EDP-ll, "l' reparation, Review and Approval of Strategy for Achieving Engineering Excellence Action Item Closure Documents."

The action item is considered closed upon completion of the independent verification of the package and subsequent approval by the Senior Manager of Engineering with concurrence by the Vice President of Nuclear Energy. Depending on the nature of the action and its desired long-term effect on Engineering performance, the Senior Manager of Engineering may decide to have an effectiveness review performed. The decision to perform an effectiveness review is documented in the closure package. Strategy action items are also tracked in the station NAITS and/or the individual Engineer's work management schedule. Actions may be updated or added to the Strategy based on the results of effectiveness reviews. This was the case for some of the actions included in Revision 3.

Strategic area actions have been assigned to individuals who have a high potential to implement them successfully, i.e., action owners are typically assigned based on alignment of actions to line organization responsibilities. The Senior Manager of Engineering ensures that the strategies are effectively integrated to produce the desired overall performance improvement.

In executing these responsibilities, the Senior Manager of Engineering has the full support of CNS. Incentive plans that focus on Engineering improvement at CNS have been developed for station management, and members of Engineering management and supervision.

Periodic updates on progress are provided to the NPPD Board of Directors, Nuclear Committee,_ Senior Managers, the Safety Review and Audit Board (SRAB), Independent Advisory Board (IAG), and the Nuclear Regulatory Commission (NRC). Engineering management meets with station management on a routine basis to review the overall status of Strategy implementation and results to date. These forums provide an opportunity for our partners to receive feedback on the effectiveness of Engineering actions in support of site wide Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 10 Revision 3

priorities. 'A project file has been established to retain key documents, such as action item closure packages, demonstrating action status and results.

This strategy and the individual activities are dynamic and further revisions will be made from time to time. Should significant emergent issues arise that warrant reallocation of our resources, the schedule will be modified accordingly. We expect the next significant revision of the Strategy to occur in early 2000. An earlier revision may be issued depending on the results of the Engineering self-assessment planned for mid-1999. Until that time, any interim changes to action items will be tracked in a "living" file maintained by the Strategy Project Manager.

I 1

Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page11 Revision 3

Statement of Responsibility and Commitment (Revision 3)

The CNS Engineering management team accepts full responsibility to implement defined roles and responsibilities and continually improve Engineering performance, as outlined in this Strategy.

We are committed to providing this leadership and to achieving excellent Engineering performance at CNS.

Michael T. Boyce, Plant Engineering Manager

1. /u.-

y Daniel E. Buman,- Assistant Plant Engineering Manager Ib Peter J. Donahue, Engineering Support Manager I

Larry J. Dugger, Assistant Engineering Support Manager y

i Tedd M. Gifford, Design Engineering Manager

(

James R. Flaherty, Assistant Design Engineering Manager

/0

/

Robert Gibson Jr., Nuclear Projects Manager

/'

Bruce J. Rash, Senior Engineering Manager

/ J The CNS senior management team acknowledges the importance of continuing improvement in Engineering performance to provide timely and high quality support of plant operations and maintenance. We are committed to support this Engineering Strategic Plan as one of our CNS Business Plan Site-Wide Initiatives.

Concurrence:

J. Michael Hale, Senior Manager of Site Support i.

Richard A. Sessoms, Senior Manager of Quality Assurance

.a Michael F. Peckham, CNS Plant Manager M

I

^

~

Paul J. Caudill, General Manager of Technical Services

,O J /..

hhf'J

'()t/

John H. Swailes, Vice President of Nuclear Energy o

y

/

Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 12 Revision 3

7--

Strategy Revision History and Development Process 1

i i

I Cooper Nuclear Station.

Strategy for Achieving May 14,1999 Engineering Excellence Page 13 Revision 3

Strategy Revision History

' CNS has implemented a detailed Engineering work management tool. This tool, which had not been available previously (prior to November 1997), was applied to Revision 0 of the Strategy.

Results indicated that the plan for implementing the Strategy was unrealistically aggressive. At the same time, it was detennined that fundamental changes in the structure and responsibilities of the Engineering function were necessary. In response, the strategy was revised (Revision 1) to address these factors. Revision 1 was developed with an assumption of currently 1 anned 4

and expected workloads over the next few years. In case of significant unanticipated events, the Engineering work management tool will be used to appropriately reschedule the Strategy as needed.

On May 18,1998, NPPD and the NRC met in a public meeting to discuss Revision 1 of the Strategy. During this meeting, Engineering presented several of the key Strategy actions. In turn, the NRC provided perspectives on development of the Strategy, concerns with CNS Engineering's implementation of the Corrective Action Program, the need to effectively apply

" extent of condition" methodologies on previously identified conditions or problems, and execution of the Engineering work management system.- On June 19, 1998, Engineering discussed changes to the Strategy with the NRC, which were incorporated into Revision 2.

These changes resulted from additional analysis of previously identified design basis conditions captured in the CNS Corrective Action Program, dating from a period of mid-1995 to mid-1998.

As noted in Revision 2 of the Strategy, CNS Engineering anticipated the next significant revision of the strategy (Revision 3) would be in early 1999. To develop Revision 3, lessons

. learned from Strategy implementation and insights gathered from assessments performed sirice issuance of Revision 2 were used. Revision 3 of the Strategy more fully integrates key baseload Engineering work 'and priorities.with Strategy actions to ensure timely and effective completion. The Strategies have been revised and expanded from the original four to six, more fully covering the roles and responsibilities of Engineering.

Strategy Revision 3 Development Process The following process was implemented to develop Revision 3 of the Strategy:

Establish strategic areas that address the fundamental causes of poor performance and capture the organizational responsibilities of Engineering (e.g.,

supporting plant performance and reliability).

For each strategic area, identify the performance objectives and goals that define success and monitor progress.

Identify the performance indicators for monitoring progress.

e Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 14 Revision 3

)

Identify the current performance issues through review of the following:

> Status of Revision 2 Strategy actions,

> 12ssons learned from implementing Revision 2 Strategy actions and from Strategy Action Item closure effectiveness reviews,

> 1998 Licensee Event Reports (LERs) and 1998 Significant Condition Reports (SCRs) that provided insights into Engineering performance, and

> - 1998 Independent Assessments, including the following:

- Site Wide Self-Assessment (completed in December 1998),

- NRC SALP Report (issued August 17,1998) -

- Institute of Nuclear Power Operations (INPO) May 1998 Evaluation,

- 1998 NRC Inspection Reports, and

- Recent Quality Assurance Reports.

Identify the projected activities for completing the necessary actions to msolve identified performance issues and causal factors, progress towards the established performance objectives and goals, and fulfill Engineering responsibilities.

Validate at each step of the Strategy development process that outstanding objectives, goals, performance issues, actions, due dates, and commitments from Revision 2 of the Strategy are captured in Revision 3.

Enter Strategy' action resource requirements, at the individual level, into the Engineering i

Work Management System, finalize the resource loaded schedule, and finalize Revision 3 of the Strategy.

The results of this development process are contained in Attachment 2. For each strategic area, the associated performance objectives,1999 performance goals, current performance issues, and projected activities are shown. Outstanding action items from Revision 2 of the Strategy have been carried forward and are so noted (noted as "SFEE Rev. 2"). An additional attachment has been included (Attachment 3) that provides a correlation of Performance

' Objectives and Performance Issues from Revision 2 of the Strategy to Revision. 3 to demonstrate how key elements of Revision 2 have -been captured in Revision 3. The Performance Objectives included in Revision 3 correlate very closely to the objectives contained in the INPO " Performance Objectives and Criteria for Operating Nuclear Electric Generating Stations" document. This similarity intentionally provides a more structured basis for performing self-assessments (through use of the associated INPO performance criteria) and to further ensure all performance objectives key to Engineering excellence have been identified.

i Cooper Nuclear Station Strategy for Achieving May 14,1999' Engineering Excellence Page 15 Revision 3

1 l

I Strategic Areas, Performance Objectives, Performance Goals, Performance Issues, and Projected Activities Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 16 Revision 3

1 NUCLEAR & INDUSTRIAL SAFETY PERFORMANCE OBJECTIVFE l A. Individuals at all levels of the organization consider nuclear plant safety as the overriding priority. Their decisions and actions are based on this priority, and they follow up to verify that nuclear safety concerns receive appropriate attention. The work environment, the attitudes and behaviors of individuals, and the policies and procedures foster such a safety culture. (SC.1) 1B. The behaviors of all personnel result in safe and reliable station operation. Behaviors that contribute to excellence in human performance are reinforced to continuously strive for event-free station operations. (HU.1)

IC. In-house and industry operating experience information is evaluated, distributed to appropriate personnel, and applied to implement actions that improve plant safety and reliability. (OE.1) 1D. The Corrective Action Program (CAP) is effectively used to support continuous performance improvement through prompt identification of issues, timely and effective corrective actions to prevent recurrence, and communication of lessons learned.

(SE.1.B)

PERFORMANCE GOALS (1999)

Indicator Measure Target Stretch Number of personnel error PIRs per Personnel Error Rate

............l.0,,000,hpp,rs,wgrked,,,,,,,,,,,,,,,,0.75 0.5 Number of open category Corrective ActionInventory 700 650 A-.D NAITS items "i46isinseif-idei"i#dti"n"" ~"""Fe'Es6YifErd"niseii

.................. Rate,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,by, plant, staff,,,,,,,,,,,,,,,,,,,,,93 %

95 %

Percent of evaluations presented that CAP Evaluation Quality

. do not require re-review by the 80 85

...Cp[r,ect!ye.,A,c,tjgn,Reyje,w Bpar,ds.,,,

Number of ineffective corrective Ineffect.ive Corrective Actions

....agtions per 10,,000, hours w,orked,,,,, _,, _1.0 0.5 High Pressure Injection Percent HPCI/RCIC unavailable 0.75 %

........... 9naxailabittty..,,.........,.,,,. hgurs tg ppg,u,.[ red hpurs,,,,,,,,,,

,,,0.9%,,,,,,,,,,,

Emergency AC Power Percent EDG unavailable 0.35 %

.......... 9Eaya,ilab!!i.ty..,,,.....,.,........hpu rs tg, ppgu,(re,d,hpurs,,,,,,,,,,,,,,0.5%

Residual Heat Removal Percent RHR unavailable i

0.45 %

Unava. lability _,, _,,,,,,, _,,hou rs,to, require,d,, hours,,,, _,, _ _, _0.6 %

Safety System Number of failures over

........Fpget!gna,1,Faijuy,es,,,,,,,,,,,,,,,,,,,,th,e,past,4 parte [,s,,,,,,,,,,,,,,,,,,,,1,,

0 Days between ISAR Industrial Safety Events 200 400 reportable events Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 17 Revision 3

e 1

PERFORMANCE ISSUES

+ Implementation of the Corrmive Action Program does not consistently prevent recurrence of equipment and orgapieational perfor nance issues. [lD]

+ The infrastructure for making safet',' decisions is not up to industry standards (e.g.,

maintenance rule implementation, use of risk assessment tools). [l A]

+ The number of Engineering personnel errors identified is well above established goals, particularly in the areas of procedural adherence and work practices. [lB]

PROJECTED ACTIVITIES f

1 NUCLEAR & INDUSTRIAL SAFETY

ZMi, g

j sne see u

+ 1.1 NAIT EFFECTIVENESS

> 1.1.1 CORRECTIVE ACTION [1D]

1.1.1.1 Conduct SCR effectiveness review i2n

=

y X

X M2 (1/90 thm 3/98) (3.3.i) 2a 1.1.1.2 Outside expert review of SCR's d"

=

X X

X M2 (4/98 thru 12/99) (4.3.d) 2a CAP Evaluations (corrective actions are

=

counted according to the product or activity X

produced)

CAP improvement initiatives X

X

=

> 1.1.2 LICENSING ISSUES [1A]

1.1.2.1 Pilot regulatory oversight program X

=

i Regulatory corre.cpondence X

=

Interface with regulator X

=

LER risk evaluations X

841

=

> 1.1.3 OPERATING EXPERIENCE [1C]

OER evaluation Support X

=

Industry meetings X

=

+ 1.2 HUMAN PERFORMANCE [1B]

> 1.2.1 Engineering human performance X

X improvement plan Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 18 Revision 3

NUCLEAR & INDUSTRIAL SAFETY

$,i D 1$ [E u*n".iS$

8

+ 1.3 SAFETY PROGRAMS 4

F.1.3.1 NUCLEAR SAFETY [1 A]

Upgrade & maintain Maintenance Rule

=

X program EPIX implementation X

852

=

Upgrade PSA model X

840

=

Risk monitor program implementation X

842

=

Update & maintain Appendix R fire hazards X

analysis Risk based application of Fire. Protection X

835

=

Safety evaluations X

661

=

Operability determinations / evaluations X

=

SORC/SRAB support X

=

> 1.3.2 INDUSTRIAL SAFETY [1B]

Station industrial safety improvement plan X

X

=

SPEE = Strategy for Achieving Reg Com = Regulatory Site Issue = CNS Business Engineering Excellence Commitment Plan Initiative Base Labor = Activity Performed O&M Line = O&M Budget Cap Line = Capital Budget by Full Time Authorized Staff Line Item Number (s)

Line Item Number (s)

I I

1 J

Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 19 Revision 3

s f

PEOPLE PERFORMANCE OBJECTIVES 2A. A line organization with responsibility and accountability for nuclear safety and nuclear plant operations is clearly defined and understood and is effectively implemented.

Reporting relationships, control of resources, and individual authorities support and are i

commensurate with responsibilities for safe and reliable station operation. (OR.1) 2B. A process exists to identify, develop, and assess, on an ongoing basis, individuals with management and leadership potential. Individuals are selected such that vacancies in key manager positions are filled primarily through utility development efforts. (OR.3) 2C. Engineering personnel are trained and qualified to possess and apply the knowledge and skills needed to perform engineering activities that support safe and reliable plant operation. (EN.3) 2D. A systematic approach to training is used to achieve, improve, and maintain a high level of personnel knowledge, skill, and performance. (TR.1)

PERFORMANCE GOALS (1999)

Indicator Measure Target Stretch Percent of Authorized Staffing Level 96 %

98 %

l

.................S3a ffi,ng, Level,,,,,,,,,,,,,,,,

j Percent of Staff Retained Staff Retent. ion

............. $9). jeay3pg, C,N,S),,,,,,,,,,,,,,,,,,,95 %

97 %

Percent of Staff Meeting 100 %

100 %

ESP Orientation Qualificat. ion

..........Timeya, sed,,E,xpecta33,o,n,,,,,,,,,,,,Q,6,,y,g,,,3,y,2,M,o,.),,

Percent of Positions 100 %

100 %

Position Spec.fic Qualification i

...........M,eetmg,Re,qm.,r,e,ments,,,,,,,,,,,,,,g,aygep,,,,,,j,Syy,ejc,h),,,

Percent of Total Hours Spent in Cont.mumg Trainmg 5%

8%

.....................Tra..m3ng.,,,,,,,,,,,,,,,,,

Number of Staff With SRO/STA/ Cert Plant Certification

......................C..l.a.s.s............................ 35 38 Percent of Staff Meeting All Position Fully Qualified Employees 90 %

95 %

Requirements 1

Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 20 Revision 3

i I

PERFORMANCE ISSUES j

i

+ Performance of Engineering personnel is mixed. Training and development of supervisors and staff is not sufficiently implemented to gain a full understanding of CNS design bases and processes, build necessary bench strength, and support station needs. [2C]

+ Prior high staff turnover and personnel replacement, without CNS experience, has hindered the successful completion of the required volume of work in a high quality manner.

Continued focus on retention is key to preventing recurrence. [2A/B]

+ Engineering roles and responsibilities have been defined and communicated, but not consistently used or reinforced. Agreement / clarification of interfacing roles (both within 4

Engineering and with other site organizatiora) needs improvement. [2A/B]

+ Communications and site-wide teamwork are ineffective in transferring information and ensuring focus on key issues (e.g., the strategies for achieving engineering excellence have not been effectively communicated to department). [2A]

PROJECTED ACTIVITIES

{

sFEE Reg sue Base o&M Cap PEOPLE nev 2 com issue 12 hor Line Line

+ 2.1 STAFFING & RETENTION [2A/B]

> 2.1.1 Engineering Retention Issues (1.3.a)

X X

X

> 2.1.2 Update Engineering Succession Plan X

X X

(1.2.f)

> Recruiting activities X

16

> Implement Engineering COOP Program X

642

+ 2.2 ROLES & RESPONSIBILITIES [2A/B]

I

> 2.2.1 Develop & implement Conduct of Engineering procedure (roles & responsibilities, X

6@

organization, interfaces, work mies, quality philosophy, people factors, etc.)

> 2.2.2 Revise processes to new roles &

X X

650 responsibilities (1.1.c)

> Clarify interface roles X

X 660

> Implement proposed organization changes X

Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 21 Revision 3

m sees ne site s se oau cap PEOPLE nev 2 ce,m inue t t.

une une

+ 2.3 TEAMWORK & COMMUNICATION [2A]

> 2.3.1 Communicate, trend, & reinforce ESP X

X X

training expectations (1.4.h)

> 2.3.2 Team building with Operations, X

X Maintenance, & Quality Assurance

+ 2.4 TRAINING & DEVELOPMENT

> 2.4.1 ORIENTATION TRNG [2C/D]

Plant access training X

=

Required reading X

=

Engineering support orientation X

=

Orientation systems X

=

> 2.4.2 POSITION SPECIFIC TRNG [2C/D]

2.4.2.1 Implement 1999 ESP training &

2m

=

X X

X N

qualification plan (1.4.g)

ESP position specific training X

=

> 2.4.3 CONTINUING TRAINING [2C/D]

2.4.3.1 In-depth problem solving seminars

=

X X

X (1.4.e)

General (all ESP) continuing training (e.g.,

=

industry & CNS events, system reviews, X

engineering lessons learned)

Position specific continuing training (e.g.,

l

=

qualifying backups, instrument uncertainty, X

troubleshooting, etc.)

> 2.4.4 MANAGEMENT & LEADERSHIP TRAINING [2B/C]

2.4.4.1 Manager / supervisor Management 48'

=

X X

X Assessment Program (MAP) training (1.2.d) 49 2.4.4.2 INPO supervisor seminars (1.2.h)

X X

X

=

2.4.4.3 Qualify additional SORC members

=

X X

X (1.2.g) l Management training (beyond MAP)

X X

49

=

Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 22 Revision 3

r SFEE Reg Site Bue O&M Cap FEOPLE Rev 2 Com Issue Labor une Une

> 2.4.5 ENGINEER PROFESSIONAL DEVELOPMENT [2C]

2.4.5.1 Plant certification training (1.1.g)

X 32gi X

X 589

=

2.4.5.2 Upgrade & implement design basis 1200

=

X X

X training (1.4.b) 2.4.5.3 Engineer professional development

=

X X

X~

(1.4.c) 2.4.5.4 Project management training (1.4.f)

X X

X

=

> 2.4.6 EMERGENCY RESPONSE X

TRAINING [2A]

SFEE = Strategy for Achieving keg Com = Regulatory Site Issue = CNS Business Engineering Excellence Commitment Plan initiative Base labor = Activity Performed O&M line = O&M Budget Cap Line = Capital Budget by Full Time Authorized Staff Line item Number (s)

Line item Number (s) i Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 23 Revision 3

i DESIGN & LICENSING BASIS CONTROL PERFORMANCE OBJECTIVES i

)

4 3A. Engineering activities are conducted such that equipment performance supports safe and 1

reliable plant operation. Engineering provides the technical information necessary for the plant to be operated and maintained within the operating envelope defined by plant safety analyses, design, and design basis. (EN.2) 3B Engineering procedures and documents are clear and technically accurate, provide appropriate direction, and are effectively used to support safe and reliable plant operation. (EN.4) 3C. Station [ engineering] activities are effectively managed so plant operation and configuration conform to the design and remain within the bounds of analyzed conditions.

(PS.1)

PERFORMANCE GOALS (1999)

Indicator Measure Target Stretch Percent of Screens / Evaluations Safety Evaluation Quality

..............gcepteq,gy Sggg,,,,,,,,,,,,,,,,,,96 %

98 %

^

Percent of Products Engineering Product Quality

.............gcepteq,gy Sggg,,,,,,,,,,,,,,,,,96 %

98 %

^

Percent of Products Meeting SERG Quality Trend 85 %

95 %

.................E,xpegtati,gns,,,,,,,,,,,,,,,,,

Engineering Improvement Percent of WBS Projects Completed 100 %

........P,r,9j ects,M i,1,esto,nes,,,,,,,,,,,,,,,,,,,,,,,,,, p,n, Sche du l e,,,,,,,,,,,,,,,,,,,,,,,90 %

Percent of Processes Meeting Engineering Process IIealth

.................E,xp,egta,ti,gns,,,,,,,,,,,,,,,,,,,,,90 %

95 %

Open Engineering Number of Backlog EWR/

350 300 Configuration Docurnents CEP/DCN/ Mod Comp Report PERFORMANCE ISSUES

+ Controlled documents (e.g., USAR, DCD's, procedures, etc.) are not consistently updated during the conduct of engineering activities. [3A/B/C]

+ Work products do not have adequate supervisory or peer review prior to issuance to ensure that they meet quality standards, conform with procedural requirements, have the j

appropriate level of detail and Engineering rigor, and to determine where management attention needs to be applied to improve performance. [3A/B]

+ Design and license bases information is not readily accessible, maintained current, or consistently documented. [3B]

+ The hierarchy and level of complexity of Engineering processes and procedures are not commensurate with the qualification and experience of the Engineering staff. [3B]

Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 24 Revision 3

PROJECTED ACTIVITIES DESIGN & LICENSING BASIS CONTROL S[EE 8

C I

W

+ 3.1 ENGINEERING PROCESSES &

PROCEDURES [3B]

> 3.1.1 Translate safety analysis inputs &

assumptions to engineering processes &

X 3$1 X

658 j

programs (3.3.g)

> 3.1.2 Upgrade configuration control processes X

X X

e for timely document updating (3.4.e)

> 3.1.3 Configuration change process phase 2 X

X X

(3.2.d)

> 3.1.4 Review engineering procedure hierarchy X

X

> 3.1.5 Revise engineering processes based on Conduct of Engineering procedure & review of X

X engineering procedure hierarchy

+ 3.2 ENGINEERING PRODUCT QUALITY

[3A/B/C]

> 3.2.1 Incorporate quality standards int X

X X

processes (3.1.c)

> 3.2.2 SERG review of modifications (3.2.b)

X X

X 640

> SERG support X

> SERG transition X

+ 3.3 DESIGN & LICENSE BASES

> 3.3.1 DEVELOPMENT &

IMPROVEMENTS [3B]

3.3.1.1 USAR rebaseline project (3.3.a)

X X

12

=

3.3.1.2 EOP/ design basis review (3.3.e)

X X

X 770

=

j l

Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 25 Revision 3

r DESIGN & LICENSING BASIS CONTROL 8['8 $

0 U "

u'r" 15 3.3.1.3 Improve engineering information

=

X X

X databases (3.4.d){A/D]

2/

3.3.1.4 Review past modifications (3.3.d)

X y

y

=

3.3.1.5 Phase 2 backlog reduction project w

=

y X

641

.(2.3.d) 3.3.1.6 Conduct SSFI-type inspection

=

9/3 y

X X

159 (3.3.f) 3.3.1.7 Update piping specs 694

=

3.3.1.8 Unauthorized modifications follow-

=

X 674 up Upgrade seismic response spectra program

'678

=

.. Upgrade HELB calculations 771

=

Update flooding calculations 769

=

SQUG/A46 license basis changes 677

=

Develop new DCDs 13

=

Upgrade fuse control program 713

=

Develop supercalc program 692

=

> 3.3.2 IMPLEMENTATION [3A/B/CJ DCD annual update X

=

USAR revisions X

=

Calculations X

=

Engineering database maintenance X

=

NFPA code reviews X

858

=

Severe accident management guideline

=

X 751 7

maintenance Codes & standards maintenance X

820

=

DCN revisions X

=

> 3.3.3 MARGIN IMPROVEMENT ACTIVITIES [3A/C]

3.3.3.1 Containment analysis upgrade 1028

=

7A7 ~

3.3.3.2 EDSA upgrade 7g9

=

SAFER /GESTR 676

=

4 Upgrade Control Room dose calculations 656

=

SFEE = Strategy for Achieving Reg Com = Regulatory Site issue = CNS Business Engineering Excellence Commitment Plan Initiative j

Base Labor = Activity Performed O&M Line = O&M Budget Cap Line = Capital Budget by Full Time Authorized Staff Line item Number (s)

Line item Number (s)

Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 26 Revision 3

PLANT PERFORMANCE'& RELIABILITY' PERFORMANCE OBJECTIVES l

4A. Engineering activities are conducted such that equipment performance supports safe and reliable plant operation. Engineering provides the technical information necessary for the plant to be operated and maintained within the operating envelope defined by. plant safety analyses, design, and design basis. (EN.2)

48. Equipment performance and material condition support safe and reliable plant operation.

This is achieved using a strategy that includes methods to anticipate, prevent, identify, and promptly resolve equipment performance problems and degradation. (EQ.1)

PERFORMANCE GOALS (1999)

Indicator Measure Target Stretch Engineering Support Average Number 12 Week Schedule

...........o..f..P..l a..n. t..W...o..r.k.............

.....................B..r.e.a..k.s.......................... 0'.5.........

0~3 System IIealth Reports Percent of Systems Meeting

.................Exp,ec,tatigns,,,,,,,,,,,,,,,,,,,,,,,,,%

90 95 %

Percent Reduction of Open Control Room Challenges 30 %

......... PT. M. /O.W.A/.R..A../CTO............... 25 Engineering Improvement Stmeture Proj.ects Completed on 90 %

100 %

Proj.ects Milestones

............... Sche.dule.

Program Health Reports 90 %

95 %

Expectat. ions i

PERFORMANCE ISSUES

+ The quality and timeliness of engineering support for plant activities is inconsistent. [4A]

+ Known system and equipment issues challenge plant performance. These issues include recurring problems, as well as long-standing and emerging issues. [4B]

+ Some programs are not aggressively used in predicting component performance and planning maintenance activities. The implementation of other programs, particularly those involving equipment performance monitoring, is not always effective in identifying degraded conditions in a timely manner. [4A/B]

I Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 27 Revision 3

PROJECTED ACTIVITIES PLANT PERFORMANCE & RELIABILITY 3[,'"

78 nal,e ogy gaye s

3 i,

+ 4.1 PLANT SUPPORT

> 4.1.1 POWER OPERATIONS [4A/B]

4.1.1.1 Engineering support of plant X'

=

operations & maintenance 4.1.1.2 On-line modifications development

=

X var vu

& implementation

> 4.1.2 OUTAGE OPERATIONS [4B]

4.1.2.1 Engineering outage support X

X

=

4.1.2.2 Outage modifications development

=

X X

var var

& implementation

> 4.1.3 EMERGENCY RESPONSE SUPPORT

[4A]

Emergency drills X

=

Emergency scenario development.

X 934

=

+ 4.2 PROGRAM, SYSTEM & EQUIPMENT PERFORMANCE

> 4.2.1 DEVELOPMENT &

IMPROVEMENTS [4A/B]

4.2.1.1 Improve system engineering tools

=

X X

X 175 (1.1.k) 4.2.1.2 Develop 6 year system improvement 12m

=

y X

X N

plans (1.1.0) 4.2.1.3 AOV program upgrade X

827

=

4.2.1.4 Develop I&C set point control

=

X 738 program 4.2.1.5 SW silting issue X

X 15

=

4.2.1.6 Y2K project X

791

=

4.2.1.7 Upgrade GL 89-13 program X

=

4.2.1.8 Instmment uncertainty project X

738

=

Establish program notebooks X

=

l Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 28 Revision 3

1 PLANT PERFORMANCE & RELIABILITY g

g,ne g

s w

w Develop system / equipment / component trend

=

X plans Improve interfaces & develop X

=

troubleshooting guidelines Improve engineering involvement in station

=

X work management process Upgrade EQ program X,854 j

=

Relief valve testing program X

1

=

- Develop post-maintenance testing guidance I

=

MOV valve program upgrade X

33

=

Check valve program upgrade X

25

=

Improve PM program guidance X

j

=

Update / Validate Checworks X

855

=

Improve shielding & scaffolding programs X

=

Upgrade system health evaluation process X

=

Update & rebaseline ISI/IST programs X

828

=

(ANII review) 832 Upgrade small bore erosion / corrosion X

839

=

Establish instrument drift program 736

=

TRM instrument calc upgrade 737

=

Implement plant aging program 739

=

i

> 4.2.2 IMPLEMENTATION [4A/B]

]

4.2.2.1 System Monitoring & Trending

=

(e.g., health reports, walk-downs, X

notebooks,6 year plan, etc.)

=,4.2.2.2 Component Monitoring & Trending X

4.2.2.3 Engineering Program

=

Implementation (e.g., MOV,'AOV, ISI, X

826 etc.)

SFEE = Strategy for Achieving Reg Com = Regulatory Site Issue = CNS Business Engineering Excellence Commitment Plan Initiative Base Labor = Activity Performed O&M line = O&M Budget Cap Line = Capital Budget by Full Time Authorized Staff Ilne Item Number (s)

Line Item Number (s)

Cooper Nuclear Station Strategy for Achievmg May 14,1999 Engineering Excellence Page 29 Revision 3

ECONOMIC PERFORMANCE PERFORMANCE OBJECTIVES SA. Work is identified and selected based on value to maintaining safe and reliable plant operation. Work is planned, scheduled, coordinated, controlled, and supported with resources for safe, timely, and effective completion. (WM.1) 5B. Cumulative resource expenditures (personnel hours and contract cost) and the rate of expenditure are within planned and approved budget projections.

SC. Investments in the facility are carefully considered for maximum utilization of station assets.

PERFORMANCE GOALS (1999)

Indicator Measure TarRet Stretch Engineering Schedule Percent of Scheduled Activities 75 %

85 %

..............b dhere,nce,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,Co,mplet,ed,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,,

Percent of Overtime

................t,0, B as,c,yo,u,r,s,,,,,,,,,,,,,,,,,,,,,,10 %,,,,,,,,,

,,,,,,,,,,,,,,5%

Overtime Actual Percent Variance From

.....................B u,dg e,t,,,,,,,,,,,,,,,,,,,,,

,,,,,,3 %,,,,,,,,,

-5 %

Budget Performance Percent of Maximum Achievable Thermal Performance 99.5 %

99.6 %

Performance PERFORMANCE ISSUES

+ Priorities, schedules, and resource assignments are not effectively managed such that high quality Engineering work is completed as planned, plant activities are supported, commitments are met, and available resources are assigned to high value work. [5A]

+ The Engineering Work Management System is not being effectively used to plan and schedule work. Initiation of new Engineering work is not carefully controlled and integrated with existing work commitments. [5A]

+ Effective contractor management is not consistently implemented. [5B]

+ The impact of economic resource decisions on approved budgets is not clear and is not effectively managed. [5B/C]

+ There is no comprehensive plan for maximizing long-term plant output, efficiency, and life span. [5C]

t I

l Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 30 Revision 3

F PROJECTED ACTIVITIES ECONOMIC PERFORMANCE 7]$

c3 i$,

8'E u s ti$

+ 5.1 RESOURCE MANAGEMENT

> 5.1.1 DEVELOPMENT &

IMPROVEMENTS l5A]

5.1.1.1 Evaluate & enhance site

=

X X

X prioritization process (2.2.c)

Common set of work management

=

y categories Understand / define emergent work X

=

Evaluate engineering involvement in station

=

X work control process

> 5.1.2 IMPLEMENTATION [5A/B]

5.1.2.1 Evaluate work inventory / eliminate

=

X X

X low value work (2.3.b)

Business planning activities X

=

Budget control activities X

=

Miscellaneous activities (vacation, medical,

=

y etc.)

+ 5.2 STRATEGIC INITIATIVES [5C)

> 5.2.1 Implement EBS (3.4.h)

X X

X 14

> 5.2.2 Implement optimum water chemistry X

X 3

> 5.2.3 Appendix J option B implementation X

X 838

> 5.2.4 Life cycle management X

> Thermal performance (MWe output)

X improvement

> Power uprate X

68

> License renewal X

SFEE = Strategy for Achieving Reg Com = Regulatory Site Issue = CNS Business Engineering Excellence Commitment Plan Initiative Base labor = Activity Performed O&M Line = O&M Budget Cap Line = Capital Budget by Full Time Authorized Staff Line Item Number (s)

Line Item Number (s)

Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 31 Revision 3

PERFORMANCE MANAGEMENT PERFORMANCE OBJECTIVES 6A. Engineering managers, by leadership, commitment, and example, establish high standards of performance and align the engineering organization to effectively implement and control engineering activities. (EN.1) 6B. Self-evaluations [and independent assessments] are used to compare actual performance to industry standards of excellence and management's expectations to identify and correct areas needing improvement. (SE.1 A/C)

PERFORMANCE GOALS (1999)

Indicator Measure Target Stretch Percent of Feedback Meeting Customer Feedback 85 %

90 %

.................Exp,ec, tat,i,gns,,,,,,,,,,,,,,,,

Percent of Assessment Actions Self-Assessment Response 85 %

95 %

......C,9,mpjet,e,d,,Wjth,qut Extens.!gn,,,,,,

Percent of Assessment Actions Quality Assurance Response 85 %

95 %

1

......C,gmpjet,ed,,Wjth,qu,t,,E,xtens!gn,,,,,,

Number of Observations (Field &

Management Observations 1.0 1.4 i

Tra..mmg) to Total Management J

PERFORMANCE ISSUES

+ Expectations for performance by managers, supervisors and staff personnel are not effectively established, clearly communicated, or consistently reinforced. [6A]

+ Goals, measures, benchmarking, and performance indicators are not consistently used to review performance and implement proactive corrective measures for those areas that do not meet defined standards or are experiencing declining performance. [6A]

+ Self-assessment is not effectively used to achieve sustained performance improvement.

[6B]

+ Change management is not effectively used to establish infrastructure to ensure sustained performance. [6A]

)

i Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 32 Revision 3

PROJECTED ACTIVITIES PERFORMANCE MANAGEMENT 80 c*

• iNe IE $"

$[e

+ 6.1 PERFORMANCE MANAGEMENT [6A]

> 6.1.1 Quarterly individual performance review X

X X

(4.2.d)

> 6.1.2 Organizational performance review X

X X

(4.2.a-c)

> On-going performance indicator development &

X maintenance

> Develop & communicate Engineering X

performance management expectations

+ 6.2 SELF-ASSESSMENT [6B]

> 6.2.1 Design bases knowledge assessment y

y y

(1.4.a)

> 6.2.2 Develop & implement 1999 self-X 47 assessment plan

> 6.2.3 Mid-cycle engineering evaluation 1$

X 47

> INPO evaluation (spring 2000)

X

> Cyclic station self-assessment X

47

> Self-assessment support X

47

> Develop Engineering continuous improvement y

process

> QA audit support X

> QA response & follow-up X

+ 6.3 BENCInfARKING [6B]

> Maintenance rule X

> Configuration control X

> ESP training X

> System engineering X

> Benclunarking support X

SFEE = Strategy for Achieving Reg Com = Regulatory Site issue = CNS Business Engineering Excellence Commitment Plan Initiative Base Labor = Activity Performed O&M Line = O&M Budget Cap Line = Capital Budget by Full Time Authorized Staff Line Item Number (s)

Line Item Number (s) i Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 33 Revision 3

Correlation of Revision 2 and 3 Strategy Performance Objectives and Performance Issues 4

I Cooper Nuclear Station Strategy for Achieving May 14,1999 Engineering Excellence Page 34 Revision 3

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r l ATTACHMENT 3 LIST OF NRC COP 9tI'INENTS l

Correspondence No:

NLS990053 The following table identifies those actions committed to by the District in this document.

Any other actions discussed in the submittal represent intended or planned-actions by the District. They are described to the NRC for the NRC's information and are not regulatory cc*nmitments.

Please notify the NL&S Manager at Cooper Nuclear. Station of any questions regarding this document or any associated regulatory commitments.

COMMITTED DATE COMMITMENT OR OUTAGE Select and enroll Engineering personnel in the plant certification courses.

,g (Plant Certspcation Training, Strategy Rev. 3, item 2.4.5.1)

Develop a six year system improvement plan for each system.

g g g999 (Develop 6 year system improvement plans, Strategy Rev. 3, Jtem 4.2.1.2)

Implement revised design and licensing basis training (based on results of strategy item 1.4.a, " Conduct a self-assessment of the current design basis training and revise 12/30/1999 the tra,,mg, if necessary. ).

m (Upgrade andimplement design basis training, Strategy Rev. 3, Item 2.4.5.2)

Develop and Implement 1998-1999 Engineering Support Personnel (ESP) training and qualification plan.

12/31/1999 (Implement 1999 ESP training andqualspcation plan, Strategy Rev. 3, item 2.4.2.1)

Complete Phase 1 of backlog reduction project.

N/A Complete Phase 2 of backlog reduction project.

07/01/1999 (Phase 2 backlog reduction project, Strategy Rev. 3, item 3.3.1.5)

Review modifications for installation during RE-l8 and RE-19 using a design review 03/31/2000 team containing CNS and external expertise.

(SERG review ofmodspcations, Strategy Rev. 3, item 3.2.2)

Implement " configuration change" process improvements, Phase 1 (make processes N/A consistent, enhance Replacement Component Evaluation (RCE) and minor mod processes).-

Implement " configuration change" process improvements, Phase 2, to align to new 06/30/1999-Engmeermg vision.

(Conpguration change process phase 2 Strategy Rev. 3, item 3.1.3)

Complete the unauthorized modification review.

Verify Maintenance Work Request (MWR)/ configuration change process prevents unauthorized modifications.

Perform a review of selected past modifications.

12/31/1999 (Reviewpast modifcations, Strategy Rev. 3, Jtem 3.3.1.4)

Perform an EOP/ Design basis review 6/30/1999

__ Strategy Rev. 3, Item 3.3.1.2)

(

CNS will conduct an "SSF1-type" review of primary and secondary containment,.

focusing on the current design basis and specifically on implementation of these 9/30/1999 design bases in previously designed modifications.

(Conduct SSFI-type inspection. Strategy Rev. 3, item 3.3.1.6)

Verify that the inputs and assumptions for the station's safety analysis are properly translated into the appropriate policies, procedures and programs.

12/31/2002 (Translate safety analysis inputs and assumptions into engineering processes and programs, Strategy Rev. 3. Item 3.1.1)

i I

l ATTACHMENT 3 LIST OF PRC COMMITMENTS l

COMMITTED DATE COMMITMENT OR OUTAGE Form a multi-disciplined team of internal employees and outside industry consultants to review the adequacy of the specific and generic corrective actions and the degree of their effectiveness for significant conditions adverse to quality between 1990 and th 12/31/2000 present.

(Conduct Significant Condition Report (SCR) efectiveness review (1/90 thru 3/98),

Strategy Rev. 3, item 1.1.1.1)

Conduct outside expert review of all Significant Conditions Adverse to Quality (SCAQs) issued since 4/1/98.

04/01/2000 (Outside expert review ofSCR 's (4/98 thru I2/99), Strategy Rev. 3, Iteml.1.1.2)

Complete a comprehensive self-assessment to formally evaluate the effectiveness of actions taken in 1998 with Engineering and its interface with the plant being a significant component. A majority of the assessment team will be off-site experts.

N/A Based on the results and what we learn, we will report our progress and revise the strategy.

Perform an Independent Assessment of the CNS Strategy for Achieving Engineering 10/.11/1999 Excellence using a panel of recognized experts in the field of engineering at nuclear power plants.

(Mid-Cycle Engineering Evaluation. Strategy Rev. 3, Item 6.2.3) l PROCEDURE NUMBER 0.42 l

REVISION NUMBER 6 l

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