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| number = ML17291A927
| number = ML17291A927
| issue date = 06/20/1995
| issue date = 06/20/1995
| title = Rev 22 to Operational QA Program Description.
| title = Rev 22 to Operational QA Program Description
| author name = Smith G
| author name = Smith G
| author affiliation = WASHINGTON PUBLIC POWER SUPPLY SYSTEM
| author affiliation = WASHINGTON PUBLIC POWER SUPPLY SYSTEM
Line 17: Line 17:


=Text=
=Text=
{{#Wiki_filter:Enclosure 2 OPERATIONAL QUALITYA.SS                       CE PROGRAM DESC                           ION (WPPSS-QA-004)
{{#Wiki_filter:Enclosure 2 OPERATIONAL QUALITYA.SS PROGRAM DESC (WPPSS-QA-004)
APPROVED:
CE ION APPROVED:
Director, ualiry           Date +ective REVISION NO. 22 ORIGINAL ISSUE: May 10, 1978 WASHINGTON PUBLIC POWER C> svpprv     svsTEM 9508020121 950718 PDR ADOCK 05000397 P               PDR
: Director, ualiry Date
+ective REVISION NO. 22 ORIGINALISSUE: May 10, 1978 WASHINGTON PUBLIC POWER C> svpprv svsTEM 9508020121 950718 PDR ADOCK 05000397 P
PDR


PACE 4> supp7i   s7srz7i               ill OPERATIONAL QUALITYASSU$ MMCE PROGRAM% DESCRIFI'ION I.I     F EFFE
4> supp7i s7srz7i OPERATIONAL QUALITYASSU$MMCE PROGRAM% DESCRIFI'ION PACE ill I.I F EFFE
                            ~PA E                 REMI~)RIQ 10 1V                     22 1-1  21 2 2-4               15 3-1   -,3-3 4-1   & 4-2 5-1 6 6-3 7 7-4 8-1   &   8-2 9-1 &, 9-2             10 10-1 & 10-2 11-1 & 11-2 12-1 & 12-2 13-1                   10 14-1 15-1 & 15-2 16-1 17-1 & 17-2 18-1 & 18-2 I I-3               10 II 11-21 968-25060 (4I92)
~PA E REMI~)RIQ 10 1V 1 1-21 2-1 4 3-1 -,3-3 4-1 & 4-2 5-1 6 6-3 7 7-4 8-1 & 8-2 9-1
&, 9-2 10-1 & 10-2 11-1 & 11-2 12-1 & 12-2 13-1 14-1 15-1 & 15-2 16-1 17-1 & 17-2 18-1 & 18-2 I I-3 II 11-21 22 15 10 10 10 968-25060 (4I92)


PhCE 4Q   SUPFLY SYSTEM iv OPERATIONAL QUALITYASSURANCE PROGRAMS DESCRIPTION,                             '22 TABLE F         NTENTS Approval Page Management Statement N/A            List of Effective Pages 7able of Contents ORGANIZATION 2          QUALITYASSURANCE (QA) PROGRAM DESIGN CONTROL PROCURFMEN'I'OCUMENT CONTROL INSTRUCTIONS, PROCEDURES, AND DRAWINGS DOCUMENT CONTROL CONTROL OF PURCHASED MATERIAL, EQUIPMENT, AND SERVICES IDERIIFICATIONAND CONTROL OF MATERIALS, PARIS, AND COMPONENTS CONTROL OF SPECIAL PROCESSES 10        INSPECTION TEST CONTROL CONTROL OF MEASURING AND TEST EQUIPMENT'ANDLING, S'IORAGE, AND'HIPPING INSPECTION, 'TEST, AND OPERATING STATUS 15        NONCONFORMING MATER'~, PARTS, OR COMPONENTS CORRECTIVE ACTION 17        QUALITY ASSURANCE RECORDS 18        AUDITS APPENDIX I  QUALIFtaTIQN      RBQ~
4Q SUPFLY SYSTEM OPERATIONAL QUALITYASSURANCE PROGRAMS DESCRIPTION, PhCE iv
APPENDIX. II "POSITION STATEMENTS"
'22 TABLE F
NTENTS N/A 2
10 15 17 18 APPENDIX I APPENDIX.II Approval Page Management Statement List of Effective Pages 7able of Contents ORGANIZATION QUALITYASSURANCE (QA) PROGRAM DESIGN CONTROL PROCURFMEN'I'OCUMENT CONTROL INSTRUCTIONS, PROCEDURES, AND DRAWINGS DOCUMENT CONTROL CONTROL OF PURCHASED MATERIAL,EQUIPMENT, AND SERVICES IDERIIFICATIONAND CONTROL OF MATERIALS, PARIS, AND COMPONENTS CONTROL OF SPECIAL PROCESSES INSPECTION TEST CONTROL CONTROL OF MEASURING AND TEST EQUIPMENT'ANDLING, S'IORAGE, AND'HIPPING INSPECTION, 'TEST, AND OPERATING STATUS NONCONFORMING MATER'~, PARTS, OR COMPONENTS CORRECTIVE ACTION QUALITYASSURANCE RECORDS AUDITS QUALIFtaTIQNRBQ~
"POSITION STATEMENTS"


PAGE 4P   SUPPLY SYSTEM OPERATIONAL QUALITYASSURANCE PROGRAM DESCRIPTION                                                     22 1-   R ANIZATI N This section provides a description of the authorities and responsibilities assigned to Supply System organizational units and individuals involved in establishing, implementing, verifying implementation, and measuring the overall effectiveness of the administrative controls and quality assurance program during the initial testing (pre-operationaL and startup testing) and subsequent operations phases     of Supply System nuclear power plants.
4P SUPPLY SYSTEM OPERATIONAL QUALITYASSURANCE PROGRAM DESCRIPTION PAGE 22 1-R ANIZATI N This section provides a description of the authorities and responsibilities assigned to Supply System organizational units and individuals involved in establishing, implementing, verifying implementation, and measuring the overall effectiveness of the administrative controls and quality assurance program during the initial testing (pre-operationaL and startup testing) and subsequent operations phases of Supply System nuclear power plants.
1.2                                     R ANIZATI N The Supply System organization responsible for establishing, implementing, verifying implementation, and measuring the overall efFectiveness of the administrative controls and quality assurance program for its nuclear power plants is as depicted in Figures 1-1 and 1-2. Portions   of these activities may be delegated to external organizations qualified to the requirements of this Operational QA Program, hereafter referred to as QA Program; however, the responsibility shall remain with the Supply System.
1.2 R ANIZATI N The Supply System organization responsible for establishing, implementing, verifying implementation, and measuring the overall efFectiveness of the administrative controls and quality assurance program for its nuclear power plants is as depicted in Figures 1-1 and 1-2.
1.3                 A A EMENT RESP               IBIL 1.3.1           The     gnawn   Direc o is. responsible for the establishment of policies and for overall management of Supply System operations.         The Managing Director has issued a Management Statement which commits the Supply System to design, construct, and operate its nuclear power plants without jeopardy to the health and safety of the public. The Managing Director is the ultimate Supply System 1IIIS MANIIALIS CLASSIHED hS h LEVEL ZB DOCUMKCT.
Portions of these activities may be delegated to external organizations qualified to the requirements of this Operational QA Program, hereafter referred to as QA Program; however, the responsibility shall remain with the Supply System.
968-25060 (4/92)                                                                                 Scc:4oal.P&A/OQAPDI
1.3 A A EMENT RESP IBIL 1.3.1 The gnawn Direc o is. responsible for the establishment of policies and for overall management of Supply System operations.
The Managing Director has issued a Management Statement which commits the Supply System to design, construct, and operate its nuclear power plants without jeopardy to the health and safety of the public.
The Managing Director is the ultimate Supply System 1IIIS MANIIALIS CLASSIHED hS h LEVELZB DOCUMKCT.
968-25060 (4/92)
Scc:4oal.P&A/OQAPDI


PAGE WASNINOTOII iOOLIC Fow\R 4P   SUPPLY SYSTEM 1-2 OPERATIONAL                                                   REV.
WASNINOTOII iOOLIC Fow\\R 4P SUPPLY SYSTEM OPERATIONAL QUALITYASS&RACE PROGRAM DESCRIPTION PAGE REV.
QUALITYASS&RACE PROGRAM DESCRIPTION                                                         22 authority on matters involving quality. The Managing Director operates through the Vice President, Nuclear Operations; Director, Projects; Director, Information; and the Chief Financial Of5cer to provide             for engineering, construction, procurement, quality assurance/quality control, and operations activities for Supply System nuclear power plants.
1-2 22 authority on matters involving quality. The Managing Director operates through the Vice President, Nuclear Operations; Director, Projects; Director, Information; and the Chief Financial Of5cer to provide for engineering, construction, procurement, quality assurance/quality control, and operations activities for Supply System nuclear power plants.
1.3.2         The Vice P     iden   Nuclear           erati ns reports to the   Mana~g Director     and is responsible for.
1.3.2 The Vice P iden Nuclear erati ns reports to the Mana~g Director and is responsible for.
: a. Safe and eQicient operation         of Supply System nuclear power plants.
a.
: b. Safe and successful completion           of initial testing activities for WNP-2 (through 1
Safe and eQicient operation of Supply System nuclear power plants.
b.
Safe and successful completion of initial testing activities for WNP-2 (through 1
the WNP-2 Plant General Manager).
the WNP-2 Plant General Manager).
: c. Establishing and monitoring maintenance systems common to operational nuclear power plants.
c.
: d. Training of nuclear plant staff and support personnel.
Establishing and monitoring maintenance systems common to operational nuclear power plants.
: e. Development of programs and procedures to ensure uniform application at operational nuclear power plants.
d.
: f. Radiological protection, fire protection, plant security, emergency preparedness,   and radioactive waste management.
Training of nuclear plant staff and support personnel.
%$ .25060 (4/92)                                                                                           I.Pd4VOQAPDI
e.
Development of programs and procedures to ensure uniform application at operational nuclear power plants.
f.
Radiological protection, fire protection, plant security, emergency preparedness, and radioactive waste management.
%$.25060 (4/92)
I.Pd4VOQAPDI


PhGE WASNINCTOII tOSSIC tOWSA IYP SUPPLY SYSTEM 1-3 OPERATIONAL QUALITYASSURANCE PROGRAJUI DESCRD HON                                             22
WASNINCTOII tOSSIC tOWSA IYP SUPPLY SYSTEM OPERATIONAL QUALITYASSURANCE PROGRAJUI DESCRD HON PhGE 1-3 22 g.
: g. Maintaining cognizance of changing regulatory requirements and providing controlled interface between the Supply System and regulatory agencies to assure that commitment documents receive the necessary degree and depth         of reviews prior to transmittal.
Maintaining cognizance of changing regulatory requirements and providing controlled interface between the Supply System and regulatory agencies to assure that commitment documents receive the necessary degree and depth of reviews prior to transmittal.
: h. Providing licensing support functions in such areas as acquisition and maintenance   of nuclear power plant construction permits and operating licenses.
h.
: i. Quality Assurance program definition,.implementation and effectiveness.
Providing licensing support functions in such areas as acquisition and maintenance of nuclear power plant construction permits and operating licenses.
: j. Reviewing in-house and extexnal events for determination of cause and necessaxy corrective action to minimize potential for recurrence at Supply System nuclear facilities;
i.
: k. Engineexing design and analysis support for WNP-2.
Quality Assurance program definition,.implementation and effectiveness.
: 1. Appoint in writing the members to the Corporate Nuclear Safety Review Board (CNSRB) including the Chairman and Alternate Chairman.
j.
Reviewing in-house and extexnal events for determination of cause and necessaxy corrective action to minimize potential for recurrence at Supply System nuclear facilities; k.
Engineexing design and analysis support for WNP-2.
1.
Appoint in writing the members to the Corporate Nuclear Safety Review Board (CNSRB) including the Chairman and Alternate Chairman.
To accomplish this role, the Vice President, Nuc1ear Operations operates through the Plant General Manager; Director, Engineering; Director, Quality; Director, Nuclear Training; Director, Support Services; Manager, Planning and Controls;
To accomplish this role, the Vice President, Nuc1ear Operations operates through the Plant General Manager; Director, Engineering; Director, Quality; Director, Nuclear Training; Director, Support Services; Manager, Planning and Controls;
                  -Director, Regulatory and Industry Affairs; Corporate Chemist; and Corporate Radiological Health Officer.
-Director, Regulatory and Industry Affairs; Corporate Chemist; and Corporate Radiological Health Officer.
968-25060 (4/92)                                                                           Scc6oal.P&A/QQhPDi
968-25060 (4/92)
Scc6oal.P&A/QQhPDi


PhCE 4> ~47rz s7srm OPERATIONAL QUALHYASSU&WCE PROGRAMS DESCRD"HON                                                 22 1.3.2.1     T~hD               Si   p       U   Vi   P   'd,N     1     Dg             di directly responsible for the definition, direction, and effectiveness of the overall Quality Assurance Program during design, construction, and operation phases of all Supply System nuclear power plants.     Major functions of the Quality Assurance organization are:
4> ~47rz s7srm OPERATIONAL QUALHYASSU&WCE PROGRAMS DESCRD"HON PhCE 22 1.3.2.1 T~hD Si p
: a.     Establishing and maintaining assurance programs, Nuclear Operation Standards, and directorate procedures which incorporate nuclear safety considerations and comply with the Quality Assurance (QA) criteria delineated in Appendix B to 10CFR 50.
U Vi P 'd,N 1
: b.     Assuring through reviews, surveillances, assessments,   inspections, and audits that Supply System and its suppliers'ctivities are being performed in a safe and legal manner in accordance with written and approved documents which comply with applicable requirements defined by the assurance programs and Nuclear Operation Standards.
Dg di directly responsible for the definition, direction, and effectiveness of the overall Quality Assurance Program during design, construction, and operation phases of all Supply System nuclear power plants.
C. Assessing the overall effectiveness of assurance programs'mplementation, including evaluation of plant performance and reporting conclusions to the Managing Director.
Major functions of the Quality Assurance organization are:
: d.     Stopping unsatisfactory work and controlling further processing, delivery, or.
a.
Establishing and maintaining assurance programs, Nuclear Operation Standards, and directorate procedures which incorporate nuclear safety considerations and comply with the Quality Assurance (QA) criteria delineated in Appendix B to 10CFR 50.
b.
Assuring through reviews, surveillances, assessments, inspections, and audits that Supply System and its suppliers'ctivities are being performed in a safe and legal manner in accordance with written and approved documents which comply with applicable requirements defined by the assurance programs and Nuclear Operation Standards.
C.
Assessing the overall effectiveness of assurance programs'mplementation, including evaluation of plant performance and reporting conclusions to the Managing Director.
d.
Stopping unsatisfactory work and controlling further processing, delivery, or.
installation of nonconforming material.
installation of nonconforming material.
: e.     Establishing and maintaining adequate and qualified assurance staSng levels based on workload analysis.
e.
96$ .25060 (4/92)                                                                                 1.P&A/OQAPD1
Establishing and maintaining adequate and qualified assurance staSng levels based on workload analysis.
96$.25060 (4/92) 1.P&A/OQAPD1


PACE WAININO'TON FVSLlC 10lft%
WAININO'TONFVSLlC 10lft%
4P surer'vsrm 1-5 OPERATlONAL QUALITYASSURANCE PROGRAM DESCRH. TION                                     -  -
4P surer'vsrm PACE 1-5 OPERATlONAL QUALITYASSURANCE PROGRAM DESCRH. TION 22 f.
22
Providing trending of deficiencies to identif'y areas where corrective actions have not minimized recurrence.
: f.     Providing trending of deficiencies to identif'y areas where corrective actions have not minimized recurrence.
g.
: g.       Establishing, maintaining, and controlling the Operational QA Program Description (WPPSS-QA-004) and the Supply System Functional Manual for Nuclear Operation.
Establishing, maintaining, and controlling the Operational QA Program Description (WPPSS-QA-004) and the Supply System Functional Manual for Nuclear Operation.
: h.       Cert''ying Supply System examination personnel for non-destructive examinations (NDE).
h.
: i.       Qualifying and certifying Supply System QC inspection and test personnel.
Cert''ying Supply System examination personnel for non-destructive examinations (NDE).
i.
Qualifying and certifying Supply System QC inspection and test personnel.
1 Acquiring and maintaining ASME Certificates of Authorization and/or Owners Certificates.
1 Acquiring and maintaining ASME Certificates of Authorization and/or Owners Certificates.
Ensuring that a written agreement with an Authorized Inspection Agency is obtained to provide for Authorized Nuclear In-Service Inspection Services.
Ensuring that a written agreement with an Authorized Inspection Agency is obtained to provide for Authorized Nuclear In-Service Inspection Services.
: l.     Establishing, mana~g, and administering the implementation and effectiveness of the Nuclear Safety       Issues Program (NSIP).
l.
The Director, Quality has effective communication channels with all Supply System senior management positions and has no duties or responsibilities unrelated to quality assurance. To accomplish the above defined role, the Director, Quality operates through the Manager, Quality Support Services; Manager, Quality Services; Manager, Plant Quality Control; Manager, Supplier Quality; and %NP-1 Quality Assurance staff.
Establishing, mana~g, and administering the implementation and effectiveness of the Nuclear Safety Issues Program (NSIP).
968-25060 (4l921                                                                                 0CC4ioal.P 8th/OQAPD1
The Director, Quality has effective communication channels with all Supply System senior management positions and has no duties or responsibilities unrelated to quality assurance.
To accomplish the above defined role, the Director, Quality operates through the Manager, Quality Support Services; Manager, Quality Services; Manager, Plant Quality Control; Manager, Supplier Quality; and %NP-1 Quality Assurance staff.
968-25060 (4l921 0CC4ioal.P 8th/OQAPD1


PAGE vssoworoa rcrauo rowra i> sudan       svsvam OPERATIONAL QUALITYASSURANCE PROGRAM DESCRIPI'ION                                                       22.
vssoworoa rcrauo rowra i> sudan svsvam OPERATIONAL QUALITYASSURANCE PROGRAM DESCRIPI'ION PAGE 22.
The qualification requirements for this position are as described in Appendix I, Qualification Requirements.
The qualification requirements for this position are as described in Appendix I, Qualification Requirements.
A representative from   the Quality Assurance Organization is a member           of the Plant Operating Committee (see Chapter 13           of the FSAR)   and has sufhcient authority and organizational freedom to identify problems; to initiate, recommend, or provide solutions; and to verify implementation       of solutions. The representative has no duties or responsibilities unrelated to quality assurance matters and has effective communication channels with all plant supervisory and management personnel.
A representative from the Quality Assurance Organization is a member of the Plant Operating Committee (see Chapter 13 of the FSAR) and has sufhcient authority and organizational freedom to identify problems; to initiate, recommend, or provide solutions; and to verify implementation of solutions.
1.3.2.1.1     The     ana er   uali     ervices and the Mana er         uali   u   rt ervices report to the Director, Quality and are directly responsible for performing internal Supply System quality assurance functions that are necessary to verify that the QA Program is being effectively implemented.           This includes maintaining a sufhcient number of qualified auditors to perform QA audits, as required.
The representative has no duties or responsibilities unrelated to quality assurance matters and has effective communication channels with all plant supervisory and management personnel.
1.3.2.1.1 The ana er uali ervices and the Mana er uali u
rt ervices report to the Director, Quality and are directly responsible for performing internal Supply System quality assurance functions that are necessary to verify that the QA Program is being effectively implemented.
This includes maintaining a sufhcient number of qualified auditors to perform QA audits, as required.
Each Manager has the authority and responsibility to stop unsatisfactory work and control further processing, delivery, or installation of nonconforming material.
Each Manager has the authority and responsibility to stop unsatisfactory work and control further processing, delivery, or installation of nonconforming material.
When the unit is operating, either Manager may recommend that the unit be shut down; the Plant General Manager, however, has the final responsibility for the                 .
When the unit is operating, either Manager may recommend that the unit be shut down; the Plant General Manager, however, has the final responsibility for the overall evaluation of aLL aspects and implications of shutting down the operating unit.
overall evaluation of aLL aspects and implications of shutting down the operating unit.
Qualification requirements for these two positions are described in Appendix I, Qualification Requirements.
Qualification requirements for these two positions are described in Appendix I, Qualification Requirements.       The Managers, Quality Services and Quality Support Services, are specifically responsible for:
The Managers, Quality Services and Quality Support Services, are specifically responsible for:
968-2$ 060 (4/92)                                                                                   Scctioa I.PAR/OQAPD1
968-2$ 060 (4/92)
Scctioa I.PAR/OQAPD1


PhGE WAlNINCTON tUSllC tDlftg 4> supp'cram 1-7 OPERATIONAL QUALITYASSURANCE PROGRAdrI DESCRIPTION ao Reviewing and concurring with documents affecting safety, including changes thereto, to assure that applicable qua1ity assurance           requirements have been identified and specified therein.           Documents subject to review and concurrence by Quality Assurance reviewers inc1ude, but are not limited to the following: (i) procedures which address:             administrative controls, operations, maintenance, technical specifications, in-service inspection and testing, modifications, calibration, testing, and fuel handling; and nonconformance and corrective action reports.
WAlNINCTONtUSllC tDlftg 4> supp'cram OPERATIONAL QUALITYASSURANCE PROGRAdrI DESCRIPTION PhGE 1-7 ao Reviewing and concurring with documents affecting safety, including changes thereto, to assure that applicable qua1ity assurance requirements have been identified and specified therein.
: b. Reviewing and concumng with programs, procedures, and/or instructions (including changes thereto) of off-site Supply System organizations to assure that they are clear, address applicab)e quality assurance requirements, and are technicaHy acceptable         prior to approval for release.
Documents subject to review and concurrence by Quality Assurance reviewers inc1ude, but are not limited to the following: (i) procedures which address:
                                                                                            '.
administrative controls, operations, maintenance, technical specifications, in-service inspection and testing, modifications, calibration, testing, and fuel handling; and nonconformance and corrective action reports.
Verifying internal Supply System activities to assure that they are being conducted in a safe and legal manner in accordance with approved programs, plans, procedures, or instructions.           Such verifications will be in the form   of audits, technical assessments,           or quality assurance surveiQances. Included in the scope   of these verifications are: (i) control room operations; post modification/major maintenance testing and operational tests; .maintenance, modification, repair, and calibration; personnel training; and refueling activities; (ii) activities associated with satisfying technical specifications and in-service inspection and testing; (iii) activities associated with the implementation of security, fire protection, and radiological protection programs; (iv) activities including engineering, maintenance, modifications, operational problem resolution, technical support activities, and operational 960-25060 (4/92)                                                                                   Scaioa1.PJ4VOQAPD1
b.
Reviewing and concumng with programs, procedures, and/or instructions (including changes thereto) of off-site Supply System organizations to assure that they are clear, address applicab)e quality assurance requirements, and are technicaHy acceptable prior to approval for release.
Verifying internal Supply System activities to assure that they are being conducted in a safe and legal manner in accordance with approved programs, plans, procedures, or instructions.
Such verifications willbe in the form of audits, technical assessments, or quality assurance surveiQances.
Included in the scope of these verifications are:
(i) control room operations; post modification/major maintenance testing and operational tests;.maintenance, modification, repair, and calibration; personnel training; and refueling activities; (ii) activities associated with satisfying technical specifications and in-service inspection and testing; (iii) activities associated with the implementation of security, fire protection, and radiological protection programs; (iv) activities including engineering, maintenance, modifications, operational problem resolution, technical support activities, and operational 960-25060 (4/92)
Scaioa1.PJ4VOQAPD1


PAGE i> supra     's7sTEM OPERATIONAL QUALITYASSURANCE PROGIU84 DESCRIPTION                                                 22 analysis that acct   plant nuclear safety and reliability; and (v) activities reIated to procurement, storage and issuance     of parts, materials,   and services to assure implementation     of QA Program and management requirements.
i> supra 's7sTEM OPERATIONAL QUALITYASSURANCE PROGIU84 DESCRIPTION PAGE 22 analysis that acct plant nuclear safety and reliability; and (v) activities reIated to procurement, storage and issuance of parts, materials, and services to assure implementation of QA Program and management requirements.
: d. Performing independent design, functional, and safety evaluations.
d.
: e. Performing quality assurance audits, surveillances, and technical assessments of Supply System organizations and on-site external organizations (e.g., the engineering and maintenance support contractors).
Performing independent design, functional, and safety evaluations.
: f. Developing evaluation schedules and selecting qualified personnel to perform the activities of this function.
e.
: g. Certifying Audit Team Leaders.
Performing quality assurance audits, surveillances, and technical assessments of Supply System organizations and on-site external organizations (e.g., the engineering and maintenance support contractors).
: h. Qualifying Quality Assurance personnel.
f.
: i. Forwarding evaluation reports to the management positions responsible for the areas assessed   and the Chairman   of the Corporate Nuclear Safety Review Board for review, assessment,     and/or correction of identified deficiencies.
Developing evaluation schedules and selecting qualified personnel to perform the activities of this function.
: j.     Maintaining QA verification records.
g.
: k. Supply System initiated SSFL reviews and other similar plant safety system operability reviews.
Certifying Audit Team Leaders.
Each Manager     will be responsible for performance of the above activities within certain functional areas.
h.
968-25060 (4191)                                                                               Sccuooi.P&AlOQAPD1
Qualifying Quality Assurance personnel.
i.
Forwarding evaluation reports to the management positions responsible for the areas assessed and the Chairman of the Corporate Nuclear Safety Review Board for review, assessment, and/or correction of identified deficiencies.
j.
Maintaining QA verification records.
k.
Supply System initiated SSFL reviews and other similar plant safety system operability reviews.
Each Manager willbe responsible for performance of the above activities within certain functional areas.
968-25060 (4191)
Sccuooi.P&AlOQAPD1


PAGE C> si7iG sIl"sTm OPERATIONAL QUALrrYASSURANCE PROGKQN DESCRH. TION 1.3.2.1.2       e   ana e     lant uali       n       reports to the Director, Quality and is directly responsible for performance of in-plant QC functions. In accomplishing this role, the Manager, Plant QC is responsible for:
C> si7iG sIl"sTm OPERATIONAL QUALrrYASSURANCE PROGKQN DESCRH. TION PAGE 1.3.2.1.2 e
: a. Evaluating procedures and instructions for accomplishing QC activities.
ana e
: b. Determnung and establishing hold points for inspections, examinations, and/or measurements to be accomplished during maintenance, modification, repair, and testing.
lant uali n
: c. Performing and evaluating the inspections, examinations, and/or measurements   established.
reports to the Director, Quality and is directly responsible for performance of in-plant QC functions. In accomplishing this role, the Manager, Plant QC is responsible for:
a.
Evaluating procedures and instructions for accomplishing QC activities.
b.
Determnung and establishing hold points for inspections, examinations, and/or measurements to be accomplished during maintenance, modification, repair, and testing.
c.
Performing and evaluating the inspections, examinations, and/or measurements established.
d.. Assuring that proper stafBng is available to meet plant workloads; Qualification requirements for this position are described in Appendix I, Qualification Requirements.
d.. Assuring that proper stafBng is available to meet plant workloads; Qualification requirements for this position are described in Appendix I, Qualification Requirements.
96$ .25060 (4l92}                                                                               }.PEA/OQAPD}
96$.25060 (4l92}
}.PEA/OQAPD}


PAGE 4i su7e7z   s7sTEM 1-10 OPERATIONAL QUALITYASSURANCE PROGRAIVl DESCRIPTION 1.3.2.1.3     The     ana er     u lie uali   reports to the Director, Quality and is primarily responsible for the definition and implementation   of the source surveillance/audit program for verification of activities performed by Supply System vendors (including the Nuclear Steam Supply System vendors).       He is further responsible for assuring that items received for %NP-2 meet the required quality standards.
4i su7e7z s7sTEM OPERATIONAL QUALITYASSURANCE PROGRAIVl DESCRIPTION PAGE 1-10 1.3.2.1.3 The ana er u
lie uali reports to the Director, Quality and is primarily responsible for the definition and implementation of the source surveillance/audit program for verification of activities performed by Supply System vendors (including the Nuclear Steam Supply System vendors).
He is further responsible for assuring that items received for %NP-2 meet the required quality standards.
The Manager, Supplier Quality is responsible for:
The Manager, Supplier Quality is responsible for:
: a.     Establishing vendor witness points for inspection and release   of material/
a.
Establishing vendor witness points for inspection and release of material/
equipment for shipment.
equipment for shipment.
: b.       QC receipt inspection of materials   and equipment received by the Supply System.
b.
: c.     Establishing and maintaining evaluated vendors list.
QC receipt inspection of materials and equipment received by the Supply System.
: d.     Planning, coordinating, and performing source surveillances, source inspections, and external audits to verify implementation   of vendors'A/QC
c.
                          ,programs.
Establishing and maintaining evaluated vendors list.
: e.     Reviewing and approving vendor furnished QA/QC procedures and programs.
d.
: f.       Reviewing for acceptance other utility audits furnished through the Nuclear Procurement Issues Committee (NUPIC) or Nuclear Energy Institute (NEI).
Planning, coordinating, and performing source surveillances, source inspections, and external audits to verify implementation of vendors'A/QC
968-25060 (4/92)                                                                             ~4oal.P&A/OQAPD I
,programs.
e.
Reviewing and approving vendor furnished QA/QC procedures and programs.
f.
Reviewing for acceptance other utilityaudits furnished through the Nuclear Procurement Issues Committee (NUPIC) or Nuclear Energy Institute (NEI).
968-25060 (4/92)
~4oal.P&A/OQAPDI


PhGE i3 sUPFLY SYSTEM OPERATIONAL QUALITYASSURANCE PROGRAIVI DESCRY'TION                                             22 1.3.2.1.4                   S     p       U   D', Q~IY             d     P   ~l'             d assuring that the records and equipment     of the project are maintained such, that they may be shown to meet quality standards on restart.
i3 sUPFLY SYSTEM OPERATIONAL QUALITYASSURANCE PROGRAIVI DESCRY'TION PhGE 22 1.3.2.1.4 S
1.3.2.2         e Plant   ene     ana er for WNP-2 reports to the Vice President, Nuclear Operations and is directly responsible for safe and efficient operation of the plant in accordance with the requirements   of the Operating License, the Plant Technical Specifications, and the Plant Procedures Manual. Some of the specific responsibilities of the Plant General Manager are:
p U D', Q~IY d
: a.       Planning, coordinating, and directing aQ test, operation, modification, inspection, maintenance, and refueling activities subsequent to the issuance of an Operating License.
P ~l' d
: b.       Authorizing all plant modifications subsequent to the issuance of an Operating License.
assuring that the records and equipment of the project are maintained such, that they may be shown to meet quality standards on restart.
: c.     Qualifying and training plant staff.
1.3.2.2 e Plant ene ana er for WNP-2 reports to the Vice President, Nuclear Operations and is directly responsible for safe and efficient operation of the plant in accordance with the requirements of the Operating License, the Plant Technical Specifications, and the Plant Procedures Manual.
: d.     Initiating and approving purchase requisitions.
Some of the specific responsibilities of the Plant General Manager are:
: e.     Controlling purchased equipment and materials intended for plant use.
a.
: f.     Ensuring calibrated measuring and test equipment {including instaQed instruments covered by the Plant Technical Specifications) is utilized at WNP-2.
Planning, coordinating, and directing aQ test, operation, modification, inspection, maintenance, and refueling activities subsequent to the issuance of an Operating License.
: g.       Dispositioning of nonconforming items.
b.
9tiS-25060 (4/92)                                                                                   1.P&A/OQAPDl
Authorizing all plant modifications subsequent to the issuance of an Operating License.
c.
Qualifying and training plant staff.
d.
Initiating and approving purchase requisitions.
e.
Controlling purchased equipment and materials intended for plant use.
f.
Ensuring calibrated measuring and test equipment {including instaQed instruments covered by the Plant Technical Specifications) is utilized at WNP-2.
g.
Dispositioning of nonconforming items.
9tiS-25060 (4/92) 1.P&A/OQAPDl


PhGE 4i sv7~iz s7s7z7i                                             1-12 OPERATIONAL QUALITYASSURANCE PROGRAdrf DESCRIPTION
4i sv7~iz s7s7z7i OPERATIONAL QUALITYASSURANCE PROGRAdrf DESCRIPTION PhGE 1-12 h.
: h. Implementing the in-service testing program.
Implementing the in-service testing program.
: i. Developing, maintaining and implementing a fire protection program.
i.
: j.     Off-Site Dose Calculation Manual (ODCM).
Developing, maintaining and implementing a fire protection program.
: k. The Radiological Environmental Monitoring Program and Bioassay Program.
j.
: l. Environmental sciences function which performs nonradiological monitoring and fitness for duty chemical analysis.
Off-Site Dose Calculation Manual (ODCM).
: m. The supply, engineering, and efficient in-core management of nuclear fuel.
k.
: n.     Transient analysis and licensing issue resolution to support technical specification changes and reload fuel licensing.
The Radiological Environmental Monitoring Program and Bioassay Program.
The Plant General Manager operates through the Operations Manager, Maintenance Manager, Technical Services Manager, Radiation. Protection Manager, Chemistry Manager, and Planning/Scheduling/Outage         Manager. The plant organization and-functional responsibilities of key plant personnel are described in Chapter 13 of the Final Safety Analysis Report for %NP-2.
l.
1.3.2.3           e D   t r Nucl       T nin reports     to the Vice President, Nuclear Operations and is responsible for nuclear training policy and implementation, fire prevention and protection training, technical maintenance     of the simulator to support operator training and testing, and   training records management for nuclear plant operations.
Environmental sciences function which performs nonradiological monitoring and fitness for duty chemical analysis.
968-15060 (4/92)                                                                               Social.PAAIOQhP91
m.
The supply, engineering, and efficient in-core management of nuclear fuel.
n.
Transient analysis and licensing issue resolution to support technical specification changes and reload fuel licensing.
The Plant General Manager operates through the Operations Manager, Maintenance Manager, Technical Services Manager, Radiation. Protection Manager, Chemistry Manager, and Planning/Scheduling/Outage Manager.
The plant organization and-functional responsibilities of key plant personnel are described in Chapter 13 of the Final Safety Analysis Report for %NP-2.
1.3.2.3 e D t r Nucl T
nin reports to the Vice President, Nuclear Operations and is responsible for nuclear training policy and implementation, fire prevention and protection training, technical maintenance of the simulator to support operator training and testing, and training records management for nuclear plant operations.
968-15060 (4/92)
Social.PAAIOQhP91


PhGE 4> s7i7en msrz7i 1-13 OPERATIONAL QUALITYASSURANCE PROCESS DESCRIFI'ION                                                 22 1.3.2.4       The Direct   r u   ort ervic     reports to the Vice President, Nuclear Operations and is responsible for the development aud implementation       of policies and programs which support operation of Supply System nuclear power plants in the areas of safeguards and physical security, fitness for duty, emergency preparedness,         and administration and records management.       To accomplish this role, the Director, Support Services operates through the Manager, Security Programs; Manager, Emergency Preparedness;     and Manager, Administration and Records Management.
4> s7i7en msrz7i OPERATIONAL QUALITYASSURANCE PROCESS DESCRIFI'ION PhGE 1-13 22 1.3.2.4 The Direct r u
1.3.2 4.1       e   ana er   ecuri   P         reports to the Director, Support Services and is responsible for overall Supply System security activities. The Manager, Security Programs is specifically responsible for:
ort ervic reports to the Vice President, Nuclear Operations and is responsible for the development aud implementation of policies and programs which support operation of Supply System nuclear power plants in the areas of safeguards and physical security, fitness for duty, emergency preparedness, and administration and records management.
: a.     Administering a security program which includes preemployment screening, physical security surveys and investigations, loss prevention, and fitness for duty.
To accomplish this role, the Director, Support Services operates through the Manager, Security Programs;
: b.     Managing the security force by assuring that physical security is consistent with needs and is maintained within individual plant safeguards security plans.
: Manager, Emergency Preparedness; and Manager, Administration and Records Management.
: c.     Providing training, administrative, and technical support to the Plant General Manager in the area of plant security.
1.3.2 4.1 e
1.3.2.4.2               a er amer enc     P   aredne     reports to the Director, Support Services and is responsible   for developing and maintaining   an emergency response program that includes plans, implementing procedures, training, and drills and exercises.
ana er ecuri P
96$ -25060 {4/92)                                                                               ace>onl.P84VOQhPD1
reports to the Director, Support Services and is responsible for overall Supply System security activities.
The Manager, Security Programs is specifically responsible for:
a.
Administering a security program which includes preemployment screening, physical security surveys and investigations, loss prevention, and fitness for duty.
b.
Managing the security force by assuring that physical security is consistent with needs and is maintained within individual plant safeguards security plans.
c.
Providing training, administrative, and technical support to the Plant General Manager in the area ofplant security.
1.3.2.4.2 a er amer enc P
aredne reports to the Director, Support Services and is responsible for developing and maintaining an emergency response program that includes plans, implementing procedures, training, and drills and exercises.
96$-25060 {4/92) ace>onl.P84VOQhPD1


PAGE CQ SUPPLY SYSTEM OPERATIONAL QUALHYASSURANCE               PRO.GRAVC         DESCRD'TION                           22 I.3.2.4.3 The Mana er Administration and Record           Mana ement reports to the Director, Support Services and is responsible for.
CQ SUPPLY SYSTEM OPERATIONAL QUALHYASSURANCE PRO.GRAVC DESCRD'TION PAGE 22 I.3.2.4.3 The Mana er Administration and Record Mana ement reports to the Director, Support Services and is responsible for.
a..-   Developing and implementation       of administrative controls for plant procedures, processes and systems to maintain nuclear, plant design, construction, and operating records.
a..-
: b. Providing program definition and policy development'for Supply System.
Developing and implementation of administrative controls for plant procedures, processes and systems to maintain nuclear, plant design, construction, and operating records.
records management activities, which includes processing, retrieval, storage and dispositioning   of records.
b.
: c. Providing administrative support functions necessary for the maintenance             of manuals and procedures.
Providing program definition and policy development'for Supply System.
: d. Managing an administrative process by which engineering-related activities and commitments are assigned, scheduled, tracked, and dispositioned.
records management activities, which includes processing, retrieval, storage and dispositioning of records.
I."3.2.5   The         rate   hemist reports to the Vice President, Nuclear Operations and is responsible for policy development, oversight, and integration       of matters pertaining to chemistry at WNP-2.                     's 1.3.2.6   The         ra e     i lo ical Health   fficer reports to the. Vice President, Nuclear Opexations and is responsible for the development and oversight       of radiation protection policies and programs which support operation of WNP-2. The                 .
c.
Corporate Radiological Health Ofhcer provides support to WNP-2 through coordination of radiation protection projects and long range planning, program oversite, audits and evaluation   of the Radiation Protection Program.
Providing administrative support functions necessary for the maintenance of manuals and procedures.
d.
Managing an administrative process by which engineering-related activities and commitments are assigned, scheduled, tracked, and dispositioned.
I."3.2.5 The rate hemist reports to the Vice President, Nuclear Operations and is responsible for policy development, oversight, and integration of matters pertaining to chemistry at WNP-2.
's 1.3.2.6 The ra e i lo ical Health fficer reports to the. Vice President, Nuclear Opexations and is responsible for the development and oversight of radiation protection policies and programs which support operation of WNP-2.
The Corporate Radiological Health Ofhcer provides support to WNP-2 through coordination of radiation protection projects and long range planning, program oversite, audits and evaluation of the Radiation Protection Program.
Sccioa1. PCS/OQAPD1
Sccioa1. PCS/OQAPD1


PAGE 4> Rp7iz s7sii7i 1-15 OPERATIONAL QUALITYASSUWLNCE PROGRAM DESCRY'TION                                                 22 1.3.2.7           e Direct r Re     lat   and Tndu       Affai reports to the Vice President, Nuclear Operations and is responsible for:
4> Rp7iz s7sii7i OPERATIONAL QUALITYASSUWLNCE PROGRAM DESCRY'TION PAGE 1-15 22 1.3.2.7 e Direct r Re lat and Tndu Affai reports to the Vice President, Nuclear Operations and is responsible for:
: a. Acquiring and maintaining operating licenses of Suyyly System nuclear power plants.
a.
: b. Dining     and implementing programs which assure that licensing submittals
Acquiring and maintaining operating licenses of Suyyly System nuclear power plants.
                          'eceive   an adequate technical review from cognizant Suyyly System, NSSS,
b.
                            .or AE personnel prior to transmittal.
Dining and implementing programs which assure that licensing submittals
: c.     Tracking licensing commitments and taking action necessary to assure that they are being met in a timely manner.
'eceive an adequate technical review from cognizant Suyyly System, NSSS,
: d.     Providing coordinated development of responses and comments to new laws, regulations, regulatory guides, and other regulatory issuances.
.or AE personnel prior to transmittal.
: e. Administering the WNP-2 industry and in-plant operating experience programs
c.
: f. Providing the Independent Safety Engineering Group gSEG) functions for assessing   programs, processes and activities of various areas and operations that affect plant nuclear safety and reliability.
Tracking licensing commitments and taking action necessary to assure that they are being met in a timely manner.
0cr     Administering the nonconforming condition and corrective action processing including assisting the cognizant organization in evaluation and determination of the root   cause for plant-related events.
d.
968-25060 (4/92)                                                                             Sccticel.P&A/OQAPD1
Providing coordinated development of responses and comments to new laws, regulations, regulatory guides, and other regulatory issuances.
e.
Administering the WNP-2 industry and in-plant operating experience programs f.
Providing the Independent Safety Engineering Group gSEG) functions for assessing programs, processes and activities of various areas and operations that affect plant nuclear safety and reliability.
0cr Administering the nonconforming condition and corrective action processing including assisting the cognizant organization in evaluation and determination of the root cause for plant-related events.
968-25060 (4/92)
Sccticel.P&A/OQAPD1


PhGE WASWIWCtON tCtltC tOWCC C> superz         sxsTEM 1-16 OPERATIONAL QUALITYASSURANCE                 PROGRAMME             DESCRXPTION                       22
WASWIWCtON tCtltC tOWCC C> superz sxsTEM OPERATIONAL QUALITYASSURANCE PROGRAMME DESCRXPTION PhGE 1-16 22 h.
: h.     Reliability and availability analysis to improve plant performance, safety, and maintainability.
Reliability and availability analysis to improve plant performance,
The Director, Regulatory and Industry- Affairs operates through the Manager, Licensing; Manager, Regulatory Services; Manager, Regulatory Support; and Manager, Special Projects.
: safety, and maintainability.
1.3.2.8         e Direct r En 'neerin       reports to the Vice President, Nuclear Operations and is responsible for providing project engineering and design control, nuclear fuel supply, and maintenance/surveillance             engineering support as required for WNP-2.
The Director, Regulatory and Industry-Affairs operates through the Manager, Licensing; Manager, Regulatory Services; Manager, Regulatory Support; and Manager, Special Projects.
1.3.2.8 e Direct r En 'neerin reports to the Vice President, Nuclear Operations and is responsible for providing project engineering and design control, nuclear fuel supply, and maintenance/surveillance engineering support as required for WNP-2.
The Director, Engineering is specifically responsible for:
The Director, Engineering is specifically responsible for:
: a.     Providing and implementing design control programs and processes by which plant design, and design changes, and modifications are defined, controlled, and verified.
a.
: b.     Implementing programs for pre-service inspection, in-service inspection, and nondestructive examinations and materials and welding engineering.
Providing and implementing design control programs and processes by which plant design, and design changes, and modifications are defined, controlled, and verified.
: c.     Providing engineering support for technical resolution of nuclear safety and licensing issues.
b.
: d. Maintaining a current engineering data base for WNP-2 including; Master Equipment List (MEL), Safety Related Material (SRM), Class                 1 Electrical (C1E), Restricted Use Equipment List (RUEL).
Implementing programs for pre-service inspection, in-service inspection, and nondestructive examinations and materials and welding engineering.
: e. Implementing configuration control by establishing site-specific policy, procedures, and methods that allow control and accountability.
c.
~25060 (4/92)                                                                                           L.P&AIOQhPDI
Providing engineering support for technical resolution of nuclear safety and licensing issues.
d.
Maintaining a current engineering data base for WNP-2 including; Master Equipment List (MEL), Safety Related Material (SRM), Class 1 Electrical (C1E), Restricted Use Equipment List (RUEL).
e.
Implementing configuration control by establishing site-specific policy, procedures, and methods that allow control and accountability.
~25060 (4/92)
L.P&AIOQhPDI


PAGE l3 si7iz ii7rsTHM                                            1-17 OPERATIONAL QUALITY    ASSUWLNCE          PROGWAI DESCRIPTION
l3 si7izii7rsTHM OPERATIONAL QUALITYASSUWLNCE PROGWAI DESCRIPTION PAGE 1-17 f.
: f. Management     of major plant modifications, maintenance tasks, and contractor support.
Management of major plant modifications, maintenance tasks, and contractor support.
The Director, Engineexing operates through the Manager, Mechanical Design Engineering; Manager, Electrical/ISAAC Design Engineering; Manager, WNP-2 Projects; Manager, Engineering Programs; and Manager, Materials and Inspection.
The Director, Engineexing operates through the Manager, Mechanical Design Engineering; Manager, Electrical/ISAAC Design Engineering; Manager, WNP-2 Projects; Manager, Engineering Programs; and Manager, Materials and Inspection.
The Engineezing organization and functional responsibilities   of key personnel are desczibed in Chapter 13     of the Final Safety Analysis Report for WNP-2.
The Engineezing organization and functional responsibilities of key personnel are desczibed in Chapter 13 of the Final Safety Analysis Report for WNP-2.
1.3.3       The Direct   r   P 'ects reports to the Managing Director and is responsible     for providing pxoject management support for Supply System projects. The Director, Projects is specifically responsible for.
1.3.3 The Direct r P
: a. Providing project management and engineering for power projects under construction and preservation management and engineexing for mothballed power projects.
'ects reports to the Managing Director and is responsible for providing pxoject management support for Supply System projects.
: b. Providing for site restozation for power project sites which are to be abandoned.
The Director, Projects is specifically responsible for.
C. Providing specialized project management for major construction projects which results in oC-line completion of major additions to operating plants and support facilities.
a.
: d. Providing specialized project management for major procurement acquisitions for operating power plants.
Providing project management and engineering for power projects under construction and preservation management and engineexing for mothballed power projects.
968-25060 (4/92)                                                                             Seaioal.Pd4VOQAPD1
b.
Providing for site restozation for power project sites which are to be abandoned.
C.
Providing specialized project management for major construction projects which results in oC-line completion of major additions to operating plants and support facilities.
d.
Providing specialized project management for major procurement acquisitions for operating power plants.
968-25060 (4/92)
Seaioal.Pd4VOQAPD1


PhGE 0> su7eir   s7s7z7vi 1-18 OPERATIONAL, QUALITYASSURANCE                 PROGRAM@         DESCRIPTION                         22 The Director, Projects operates through the Manager, WNP-1 Project; Manager, Facilities Services and Construction; and Manager, Administrative Support Services.
0> su7eir s7s7z7vi OPERATIONAL, QUALITYASSURANCE PROGRAM@ DESCRIPTION PhGE 1-18 22 The Director, Projects operates through the Manager, WNP-1 Project; Manager, Facilities Services and Construction; and Manager, Administrative Support Services.
1.3.4           e     hief inancial   fficer reports to the Managing Director and is responsible for providing procurement and storage control services that. are required to support I
1.3.4 e
operation and maintenance. of Supply System nuclear yower plants and for the sale and demolition     of Projects WNP-3, WNP-4 and WNP-5. To accomplish this role, the Chief Financial Officer operates through the Manager, Procurement and
hief inancial fficer reports to the Managing Director and is responsible for providing procurement and storage control services that. are required to support I
                    'aterials     Management; and Manager WNP-3.
operation and maintenance. of Supply System nuclear yower plants and for the sale and demolition of Projects WNP-3, WNP-4 and WNP-5.
1.3.4.1     The Mana~er Procurement and             aterials Mana~emerit reports to the Chief Financial Ofhcer and is responsible for:
To accomplish this role, the Chief Financial Officer operates through the Manager, Procurement and
: a.       Development   of Supply System procurement policies and.procedures.
'aterials Management; and Manager WNP-3.
: b.       Procurement of items and services in response to approved.yurchase
1.3.4.1 The Mana~er Procurement and aterials Mana~emerit reports to the Chief Financial Ofhcer and is responsible for:
                            . requisitions.
a.
: c.       Coding, cataloguing, handling, storage, shipping, and disposal     of procured items.
Development of Supply System procurement policies and.procedures.
: d.       Providing project management for disposition of assets from terminated power projects and disposition of major assets surplus to operating power projects.
b.
96$ -25060 (4I92)                                                                               Scetioal PHD/OQAPD I
Procurement of items and services in response to approved.yurchase
. requisitions.
c.
Coding, cataloguing, handling, storage, shipping, and disposal of procured items.
d.
Providing project management for disposition of assets from terminated power projects and disposition of major assets surplus to operating power projects.
96$-25060 (4I92)
Scetioal PHD/OQAPDI


PACE 4> supp7z   s7s7E7i 1-19 OPERATIONAL QUALITYASSURANCE           PROGRAM'N DESCRQ'TION                               22 1.3.4.2       e ana er WNP-       reports to the Chief Financial Ofhcer and is responsible for:
4> supp7z s7s7E7i OPERATIONAL QUALITYASSURANCE PROGRAM'N DESCRQ'TION PACE 1-19 22 1.3.4.2 e
: a. Site restoration for the terminated project.
ana er WNP-reports to the Chief Financial Ofhcer and is responsible for:
: b. Completion and closeout of all construction phase related license and permit commitments.
a.
: c. Site management during restoration and sales activities.
Site restoration for the terminated project.
968.25060 (4/92)                                                                         Sec6oal.P64VOQAPDI
b.
Completion and closeout of all construction phase related license and permit commitments.
c.
Site management during restoration and sales activities.
968.25060 (4/92)
Sec6oal.P64VOQAPDI


PAG'L 44 SUPPLY SYSTEM                                                               1-20 OPERATIONAL QUALITYASSURANCE PROGRAM DESCRIPTION FIGURE 1-1 MANAGINGDIRECTOR VCE PRESIDENT.                                   CHIEF PROJECTS NUCLEAR                                      FINANCIAL DIRECTOR OPERATIONS                                      OFFICER DUALITY                                                        ENGINEERING DIAECTOA                                                          DIRECTOR SUPPORT                                                          PROCUREMENT              WNP. ~
44 SUPPLY SYSTEM OPERATIONAL QUALITYASSURANCE PROGRAM DESCRIPTION PAG'L 1-20 FIGURE 1-1 MANAGINGDIRECTOR DUALITY DIAECTOA VCE PRESIDENT.
SERVICES                                                         d MATLS. MGMT.          PROJECT DIRECTOR                                                           MANAGER             MANAGER OUAUTY                                                          MECHANICAL SUPPOAT                                                            DESIGN SERVCES                                                        ENGINEERING MANAGER                                                          MANAGEA                               FACIUTIES SECURITY                NUCLEAR PROGRAMS                TRAINING WHY                SERVICE d MANAGEA             CONSTRUCTION MANAGER               DIRECTOR                                                     MANAGER OUAUTY                                                        ELECTRICAL IdC SEAVCES                                                            DESIGN MANAGEA                                                         ENGINEERING MANAGEA                             ADMINISTRATIVE EMEAGENCY                  PLANT                                                    SUPPORT PLANNING              GENEAAL                                                      SEAVICES MANAGER              MANAGEA                                                      MANAGEA PLANT OC                                                        ENGINEERING MANAGER                                                          PAOGAAM ADMINISTRATION                                  MANAGER PLANNING AND AND RECORDS MANAG'EMENT            CONTROLS MANAGEA              MANAGER WNP I                                                        MATERIALAND OA STAFF                                                        INSPECTION MANAGER CORPORATE CHEMIST
NUCLEAR OPERATIONS ENGINEERING DIRECTOR CHIEF FINANCIAL OFFICER PROJECTS DIRECTOR OUAUTY SUPPOAT SERVCES MANAGER OUAUTY SEAVCES MANAGEA PLANT OC MANAGER WNP I OA STAFF
            'SUPPLIER                                                            WNP T DUALITY                                                          PRCUECTS MANAGER                                   COAPOAATE              MANAGER RADIOLOGICAL HEALTH OFFICER NUCLEAR SAFETY ISSUES PROGRAM                                  REGULATORY AND INDUSTAY AFFAIRS DIRECTOR LICENS>NG MANAGEA REGULATORY SERvCES MANAGER REGUIATOAY SUPPOAT MANAGER                                                         890853.1 SPECIAL PROJECTS MANAGER 968-25060 {12/93). Rev. 4/95                                                                                         Section 1.PSIA/OQAPD)
'SUPPLIER DUALITY MANAGER NUCLEAR SAFETY ISSUES PROGRAM SUPPORT SERVICES DIRECTOR SECURITY PROGRAMS MANAGER EMEAGENCY PLANNING MANAGER ADMINISTRATION ANDRECORDS MANAG'EMENT MANAGEA NUCLEAR TRAINING DIRECTOR PLANT GENEAAL MANAGEA PLANNINGAND CONTROLS MANAGER CORPORATE CHEMIST COAPOAATE RADIOLOGICAL HEALTH OFFICER REGULATORY ANDINDUSTAY AFFAIRS DIRECTOR MECHANICAL DESIGN ENGINEERING MANAGEA ELECTRICALIdC DESIGN ENGINEERING MANAGEA ENGINEERING PAOGAAM MANAGER MATERIALAND INSPECTION MANAGER WNP T PRCUECTS MANAGER PROCUREMENT d MATLS. MGMT.
MANAGER WHY MANAGEA WNP. ~
PROJECT MANAGER FACIUTIES SERVICE d CONSTRUCTION MANAGER ADMINISTRATIVE SUPPORT SEAVICES MANAGEA LICENS>NG MANAGEA REGULATORY SERvCES MANAGER REGUIATOAY SUPPOAT MANAGER 890853.1 SPECIAL PROJECTS MANAGER 968-25060 {12/93). Rev. 4/95 Section 1.PSIA/OQAPD)


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t SIEESC tOWRR WAEWINCTOPS 0> sUpprz         mrs                                                   2-1 OPERATIONAL ASSURANCE PROGRIAI UESCIIU IION 2-       L                                   A 2.1     This section provides an ovexaH description of the QA Program that will be applied to initial testing and subsequent operation             and maintenance activities throughout the life of Supply System nuclear power plants.
WAEWINCTOPS tSIEESC tOWRR 0> sUpprz mrs 2-1 OPERATIONAL ASSURANCE PROGRIAI UESCIIU IION 2-L A
2.2     QQggML 2.2.1   The QA Program will be imylemented through a sezies of Nuclear Operation Standards (NOSs) contained in the Supply System Functional Manual 'for Nuclear
2.1 This section provides an ovexaH description of the QA Program that willbe applied to initial testing and subsequent operation and maintenance activities throughout the life of Supply System nuclear power plants.
      . Operation. In turn, these NOSs wiH be implemented by Supply System organizational procedures, programs, or plans which prescribe detailed methods for functional accomplishment.           The NOSs will address the applicable requirements of Apyendix B to 10CFR 50 and Sections                 1 through 18   of the QA Program. A matrix of Nuclear Operation Staadards               cross referenced   against each czitezia of Appendix B to 10CFR 50 is included in Table'2-1. The NOSs and implementing procedures, programs, or plans will collectively comply with the regulatory yositions of QA-related Regulatory Guides                 as identiQed and modified in Appendix     1X, Position Statements.
2.2 QQggML 2.2.1 The QA Program willbe imylemented through a sezies of Nuclear Operation Standards (NOSs) contained in the Supply System Functional Manual 'for Nuclear
2.2.2   A list of safety-oelated items that wiH be             subject to the applicable controls     of the QA Progzam is included in the Final Safety Analysis Report (FSAR) for the applicable Supply System nuclear power plant. Changes to this listing shaH be controlled by the Director, Engiaeezing,and approved by the Plant General Manager.
. Operation.
In turn, these NOSs wiH be implemented by Supply System organizational procedures, programs, or plans which prescribe detailed methods for functional accomplishment.
The NOSs willaddress the applicable requirements of Apyendix B to 10CFR 50 and Sections 1 through 18 of the QA Program.
A matrix of Nuclear Operation Staadards cross referenced against each czitezia of Appendix B to 10CFR 50 is included in Table'2-1.
The NOSs and implementing procedures, programs, or plans willcollectively comply with the regulatory yositions of QA-related Regulatory Guides as identiQed and modified in Appendix 1X, Position Statements.
2.2.2 A list of safety-oelated items that wiH be subject to the applicable controls of the QA Progzam is included in the Final Safety Analysis Report (FSAR) for the applicable Supply System nuclear power plant.
Changes to this listing shaH be controlled by the Director, Engiaeezing,and approved by the Plant General Manager.
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2-7 2.2.3 Applicable provisions of the QA Pxogram shall be implemented by the eadiest of the allowing and shall remain in eftect for the life of Supply System nuclear power plants:
                                  ~ASN INGTO&#xc3; PIISLIC ROWS%
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svppxz sE~M~vi 2-7 OPERATIONAL QUASI%       ASSU&LNCE             PROGXUDf DESCRIPHON 2.2.3   Applicable provisions of the QA Pxogram shall be implemented by the eadiest of the allowing and shall remain in eftect for the life of Supply System nuclear power plants:
Prior to inception of the activity.
: a. Prior to inception of the activity.
b.
: b. At the time of temporary/permanent transfer of system/component custody to Test and Staxtup or~uzation.
At the time of temporary/permanent transfer of system/component custody to Test and Staxtup or~uzation.
: c. Ninety (90) days pxior to initial fuel loading.
c.
2.2.4   Revisions to the QA Program             will be    made by the Quality Assurance organization as follows:
Ninety (90) days pxior to initial fuel loading.
: a. Proposed changes to the QA Program                 will be evaluated to dete~e whether or not they would result in a reduction of commitments previously ace~ted by the &#xb9;clear   Regulatory Commission (NRC).
2.2.4 Revisions to the QA Program willbe made by the Quality Assurance organization as follows:
: b. Changes that do not reduce the commitments may be implemented prior to forwarding such changes to the NRC. However, all such changes shall be forwarded to the NRC at least annually.
a.
: c. Changes that reduce commitments               will be forwarded   to the NRC for their review and acceptance prior to implementation.               Such changes shall be regarded as accepted by the NRC upon               rmipt of a   letter from the NRC to this efi'ect or sixty (60) days after submittal to the NRC, whichever occurs first.
Proposed changes to the QA Program willbe evaluated to dete~e whether or not they would result in a reduction of commitments previously ace~ted by the &#xb9;clear Regulatory Commission (NRC).
b.
Changes that do not reduce the commitments may be implemented prior to forwarding such changes to the NRC.
However, all such changes shall be forwarded to the NRC at least annually.
c.
Changes that reduce commitments willbe forwarded to the NRC for their review and acceptance prior to implementation.
Such changes shall be regarded as accepted by the NRC upon rmipt of a letter from the NRC to this efi'ect or sixty (60) days after submittal to the NRC, whichever occurs first.
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PAGE fk WSAERSSSSSEOSS RSSEESC ROARER 4> sUPPrz           SrSn~m 2-3 OPERATIONAL ASSURANCE PROSRA!R UESCSUPPSON.                                                         15 2.2.5. Managers   of Supply   System organizations responsible for implementing the applicable provisions   of the QA Program shall assure that activities that afFect
WSAERSSSSSEOSS RSSEESC ROARER 4> sUPPrz SrSn~m fk OPERATIONAL ASSURANCE PROSRA!R UESCSUPPSON.
                ,safety-related functions of plant items are performed by personnel who have been indoctrinated and ttained. The scope, objective, and method                     of implementing the indoctrination and tranung program. shall be documented.                     Proficiency of personneL performing activities that affect safety-rehash functions of plant items-shall be maintained by retraining, re-examitmion, and/or recertifying, as applicable.
PAGE 2-3 15 2.2.5.
Managers of Supply System organizations responsible for implementing the applicable provisions of the QA Program shall assure that activities that afFect
,safety-related functions of plant items are performed by personnel who have been indoctrinated and ttained.
The scope, objective, and method of implementing the indoctrination and tranung program. shall be documented.
Proficiency of personneL performing activities that affect safety-rehash functions of plant items-shall be maintained by retraining, re-examitmion, and/or recertifying, as applicable.
Methods shall be provided for documenting trannng.
Methods shall be provided for documenting trannng.
2.2R6   ,The scope, implementation, and effectiveness                   of the QA Program is routinely audited by the Quality Assurance or anization.                   Copies of audit reports are presented to Supply System management to provide                       for assessment of the etFectiveness   of the QA Program. AdditionaHy, at'least                   one= per two (2) years, the Supply System management arranges for an independent evaluation                         of the adkquacy of the scope, implementation, and                 efFectiveness of the QA Program. This is accomplished by Knowledgeable personneL                   outside of the Quality Assurance o~ization     to assure achievement               of an objective program     assessment. Results of these independent evaluations are reported to the Managing                     Director and Vice-President, Nuclear Operations.
2.2R6
968 25060 (V92)                                                                                           Sectioa2.P84V~DI
,The scope, implementation, and effectiveness of the QA Program is routinely audited by the Quality Assurance or anization.
Copies of audit reports are presented to Supply System management to provide for assessment of the etFectiveness of the QA Program.
AdditionaHy, at'least one= per two (2) years, the Supply System management arranges for an independent evaluation of the adkquacy of the scope, implementation, and efFectiveness of the QA Program.
This is accomplished by Knowledgeable personneL outside of the Quality Assurance o~ization to assure achievement of an objective program assessment.
Results of these independent evaluations are reported to the Managing Director and Vice-President, Nuclear Operations.
968 25060 (V92)
Sectioa2.P84V~DI


PACE 4> sUpp7z s7s7z7i OPERATIONAL QUALITYASSURANCE PROGIU84 DESCRIPI'ION                                         15
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                                                        ~TA8 E 2-1 OPERATIONAL gA PROGRAM DESCRIPTION IMPLEMENTING NUCLEAR OPERATION STANDARDS (Page 1 of 1)
~TA8 E 2-1 OPERATIONAL gA PROGRAM DESCRIPTION IMPLEMENTING NUCLEAR OPERATION STANDARDS (Page 1 of 1)
Nuclear   0 eration Standards                       10CFR50 A   endix 8 Criterion Number                       Ti tl e                          1234 567     8 9 10 11 12 13 14 15 16 17 18 NOS-1       Organizational Responsibilities/Changes NOS-2      Control of the Functional Manual for                       X X Nuclear Operation NOS-3      Operational gA Program Description Control NOS-4      Plant Operations and Maintenance                   X    X        X X          X    X Control NOS-5      Personnel Training, qualification and               X X Certification NOS-6      Review Committees         (CNSRB & POC)
Nuclear 0 eration Standards 10CFR50 A
NOS-8      Nuclear Safety Assurance Assessment Program S-9      Procedures/Instructions Control                             X X NOS-11      Conduct     of Licensing Activities                         X NOS-13      Reporting of Incidents NOS-14      Operating Experience Review NOS-19      Plant gC Inspection Program                                         X X NOS-20      guality Assurance Evaluations                                                                 X      X NOS-21      ASME     Pressure Boundary Work                             X X XXX          X  X NOS-22      g-List Control NOS-23      Plant 'Modification Control NOS-24      Control of Records NOS-26      Computer Software gA                                         X NOS-27      Procurement and Storage Control                               X X NOS-30      Control of Nonconformances and                               X                    X    X Corrective Action NOS-32      Configuration Management Program                             X NOS-33      Inservice Inspections                                         X    X X NOS-34      Inservice Testing of Pumps and Valves                         X NOS-35      Nuclear Materials Control NOS-36 Chemistry NOS-37 Rad.. Environmental Mon. Program NOS-39 Fire Protection Program NOS-40 Radioactive Waste Management NOS =41 gA Program for Radioactive Materials Shipping Packages NOS-43    Nuclear Plant Security                               XXX OS-45    Simulator Certification                             XXX 968-2S060 (4/92)                                                                         ScctioaZ.PChAI~D I
endix 8 Criterion Number Title 1234 567 8 9 10 11 12 13 14 15 16 17 18 NOS-1 NOS-2 NOS-3 NOS-4 NOS-5 NOS-6 NOS-8 S-9 NOS-11 NOS-13 NOS-14 NOS-19 NOS-20 NOS-21 NOS-22 NOS-23 NOS-24 NOS-26 NOS-27 NOS-30 NOS-32 NOS-33 NOS-34 NOS-35 NOS-36 NOS-37 NOS-39 NOS-40 NOS =41 NOS-43 OS-45 Organizational Responsibilities/Changes Control of the Functional Manual for Nuclear Operation Operational gA Program Description Control Plant Operations and Maintenance Control Personnel Training, qualification and Certification Review Committees (CNSRB
& POC)
Nuclear Safety Assurance Assessment Program Procedures/Instructions Control Conduct of Licensing Activities Reporting of Incidents Operating Experience Review Plant gC Inspection Program guality Assurance Evaluations ASME Pressure Boundary Work g-List Control Plant 'Modification Control Control of Records Computer Software gA Procurement and Storage Control Control of Nonconformances and Corrective Action Configuration Management Program Inservice Inspections Inservice Testing of Pumps and Valves Nuclear Materials Control Chemistry Rad..
Environmental Mon. Program Fire Protection Program Radioactive Waste Management gA Program for Radioactive Materials Shipping Packages Nuclear Plant Security Simulator Certification X
X X X XXX XXX X X X X X
X X X
X X X
X X
X X X X X XXX X X X
X X
X X
X X
X 968-2S060 (4/92)
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                  . QUALITYASSURANCE PROGRAM DESCRIPTION                                                           7 7 -   NTR L F PURCHASED MATERIAL E                                 MENT AND SERAC 7.1             ~P~Q~E This section establishes controls to assure that safety-related items and services, whether purchased directly or through contractors and subcontractors, conform to proairement documents.
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7.2               ENERAL 7.2.1         Procedures/instructions     shall be established and implemented for the control           of purchased'aterials,     equipment, and services.           These procedures/instructions     shall
. QUALITYASSURANCE PROGRAM DESCRIPTION PAGE'-1 7
                                                                                                'I clearly describe the actions to be accomplished and identify those positions or groups responsible for performing those actions.
7 -
7.2.2         Material, equipment, services and spare/replacement parts (other than commercial de items as defined in 10CPR 21)             for safety-related structures, systems and components:
NTR L F PURCHASED MATERIAL E MENT AND SERAC 7.1
: a. Shall have a technical evaluation to assure that requirements for acceptable item(s) are specified in the procurement documents.
~P~Q~E This section establishes controls to assure that safety-related items and services, whether purchased directly or through contractors and subcontractors, conform to proairement documents.
: b. Shall be procured from vendors whose quality assurance qualifications have been affirmed, either     prior to or after award of the contract; by Supplier Quality, and S68-25060 (%92)                                                                                 Scc&a7.P84VOQAPDi
7.2 ENERAL 7.2.1 Procedures/instructions shall be established and implemented for the control of purchased'aterials, equipment, and services.
These procedures/instructions shall
'I clearly describe the actions to be accomplished and identify those positions or groups responsible for performing those actions.
7.2.2 Material, equipment, services and spare/replacement parts (other than commercial de items as defined in 10CPR 21) for safety-related structures, systems and components:
a.
Shall have a technical evaluation to assure that requirements for acceptable item(s) are specified in the procurement documents.
b.
Shall be procured from vendors whose quality assurance qualifications have been affirmed, either prior to or after award of the contract; by Supplier Quality, and S68-25060 (%92)
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WRRSSSECEOSA n.ESAC SNSrER PhCE 4p super@       srsxaz 7-2 OPERATXONAL ASSURANCE PROGRAlll UESCIUP11ON                                                   7
WRRSSSECEOSA n.ESAC SNSrER 4p super@ srsxaz OPERATXONAL ASSURANCE PROGRAlll UESCIUP11ON PhCE 7-2 7
: c. Shall be subject to the quality assurance program controls and to technical requirements at least equal to the ozjpnal technical requirements or to revised controls that have been properly reviewed and approved.
c.
Shall be subject to the quality assurance program controls and to technical requirements at least equal to the ozjpnal technical requirements or to revised controls that have been properly reviewed and approved.
Material, equipment, services and spar&replacement parts for safety-zeIated structures, 'systems and components that are commexcial grade items as deGned in 10CFR 21:
Material, equipment, services and spar&replacement parts for safety-zeIated structures, 'systems and components that are commexcial grade items as deGned in 10CFR 21:
: a. Shall have a technical evaluation to assure that requirements for             ~table item(s) are specified in the procurement documents.
a.
: b. Shall have stance         methods to provide reasonable amrance the item(s) received is the item(s) which was speciied..These               may incIude one or more of the   methods of Pazagzaphs 7.2.4., 7.2.5., or 7.2.6           as specified by the Technical Evaluation.
Shall have a technical evaluation to assure that requirements for ~table item(s) are specified in the procurement documents.
Evaluation of vendors, inctuding zeview and concurrence of vendors'A programs, shall be performed by QA using QA or Enginmriag personnel competent in deterinining the ability of vendors,to provide acceptable quality products.
b.
Source selection   will be  based on one           or more of the following:
Shall have stance methods to provide reasonable amrance the item(s) received is the item(s) which was speciied..These may incIude one or more of the methods of Pazagzaphs 7.2.4., 7.2.5., or 7.2.6 as specified by the Technical Evaluation.
: a. We ability of the vendor to comply with             those eIements   of 10CFR     50 Appendix B applicable to the type of matexial, equipment, or servims being"
Evaluation of vendors, inctuding zeview and concurrence ofvendors'A
    .procured.
: programs, shall be performed by QA using QA or Enginmriag personnel competent in deterinining the ability of vendors,to provide acceptable quality products.
: b. A review of previous record and performance of vendors who have provided similar articles of the type being procured.
Source selection willbe based on one or more of the following:
a.
We ability of the vendor to comply with those eIements of 10CFR 50 Appendix B applicable to the type of matexial, equipment, or servims being"
.procured.
b.
A review of previous record and performance of vendors who have provided similar articles of the type being procured.
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: c. A suxvey of the vendor's facilities and QA program       to determine his capability to supply a product which meets the design, manufacturing, and quality requirements.
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7.2.5           Source veziication (vendor suxveQlance, inspection and audit) shall'be commensurate with the relative importance, complexity, and quantity           of the items or service procured and the vendor's quality performanc=. In-process and Qnal surveillance requirements     of vendor products   shaH be detexnnned   in advance and pexformed to assure conformance with procurement document requirements.
A suxvey of the vendor's facilities and QA program to determine his capability to supply a product which meets the design, manufacturing, and quality requirements.
Source vezification is not required to be performed where the quality         of the item can be verified by review     of test reports, inspection upon receipt, or other means.
7.2.5 Source veziication (vendor suxveQlance, inspection and audit) shall'be commensurate with the relative importance, complexity, and quantity of the items or service procured and the vendor's quality performanc=.
Source verification activities shall include evaluation of vendor 5unished Certificates oi Conformance     and/or vendor's Certification System.
In-process and Qnal surveillance requirements of vendor products shaH be detexnnned in advance and pexformed to assure conformance with procurement document requirements.
7.2.6         Receiving inspection of vendor Sunished items shall be pexfoxmed to assure that
Source vezification is not required to be performed where the quality of the item can be verified by review of test reports, inspection upon receipt, or other means.
: a. The item is properly identiGed and coxresponds to the identification on the procurement document and the receiving documentation.
Source verification activities shall include evaluation of vendor 5unished Certificates oi Conformance and/or vendor's Certification System.
: b. The item and the acceptance records satisfy the inspection instruction prior to relying upon the item to perform its safety unction.
7.2.6 Receiving inspection of vendor Sunished items shall be pexfoxmed to assure that a.
: c. SgeciQed inspection, test, and other records are complete and available at the site pxior to relying upon the item to perform its safety function.
The item is properly identiGed and coxresponds to the identification on the procurement document and the receiving documentation.
: d. Inspection status of accepted     items is identi6ed pxior to their being released   for storage, use or further work, 968-25060 (V92)                                                                         Seaiaa7.P~OQhPD1
b.
The item and the acceptance records satisfy the inspection instruction prior to relying upon the item to perform its safety unction.
c.
SgeciQed inspection, test, and other records are complete and available at the site pxior to relying upon the item to perform its safety function.
d.
Inspection status of accepted items is identi6ed pxior to their being released for
: storage, use or further work, 968-25060 (V92)
Seaiaa7.P~OQhPD1


PhGE WISRIKTOA tlg4C /DE kP suppn amzaz OPS ~22ATIONAL QUALZITASKRANCE              PROGRABd: DESAUPXXON 7.2.7   Documentary evidence that the vendor furnished items conform to the procurement requirements shall be retained at the site for the life of the items.
WISRIKTOAtlg4C /DE kP suppn amzaz QUALZITASKRAN OPS ~22ATIONAL CE PROGRABd: DESAUPXXON PhGE 7.2.7 Documentary evidence that the vendor furnished items conform to the procurement requirements shall be retained at the site for the life of the items.
T.pWUQQhPD I
T.pWUQQhPD I


PAGE 0> sUppiV s7s7z7i OPERATIONAL QUALITYASSURANCE PROGRABrI DESCMPI'ION                                                 10 APPENDIX I ALIFICATI N RE UIREME The minimum qualification requirements for key Quality Assurance personnel that will be met at the time of initial core loading or appointment to the active positions are as follows:
0> sUppiV s7s7z7i OPERATIONAL QUALITYASSURANCE PROGRABrI DESCMPI'ION PAGE 10 APPENDIX I ALIFICATI N RE UIREME The minimum qualification requirements for key Quality Assurance personnel that willbe met at the time of initial core loading or appointment to the active positions are as follows:
I. 1     D~i
I. 1 D~i a.
: a.     Education: Bachelor   Delve or equivalent in Engineering or a     related science.
Education:
: b.     Experience: Ten (10) years experience in the field   of quality assurance, or equivalent number of years of nuclear industry experience in a management position'or a combination of the two. The requirement that the director have at least two years of experience in the administration-of and adherence to the Quality Assurance Program in a significant management role directly involving- nuclear power plants is being deleted.
Bachelor Delve or equivalent in Engineering or a related science.
Because the director's duties encompass a much broader range       of responsibilities than administration of the QA Program,   it is not considered desirable, nor appropriate, to limit the choice of candidates to only those who   have had detailed involvement in the administration of the QA Program.
b.
L2           uali   ervices and   uali   u   rt ervices Mana   e
Experience:
: a.     Education: Bachelor Degree or equivalent~ in Engineering or a related science.
Ten (10) years experience in the field of quality assurance, or equivalent number of years of nuclear industry experience in a management position'or a combination of the two.
968-25060 (%92)                                                                                   ~OAPP.n~ai
The requirement that the director have at least two years of experience in the administration-of and adherence to the Quality Assurance Program in a significant management role directly involving-nuclear power plants is being deleted.
Because the director's duties encompass a much broader range of responsibilities than administration of the QA Program, it is not considered desirable, nor appropriate, to limitthe choice of candidates to only those who have had detailed involvement in the administration of the QA Program.
L2 uali ervices and uali u
rt ervices Mana e a.
Education:
Bachelor Degree or equivalent~ in Engineering or a related science.
968-25060 (%92)
~OAPP.n~ai


~
~
PAGE
~~
  ~~ i 4S SUPPLY SYSTEM I-2 OPERATIONAL QUAIL'YASSUWkNCE PROGRAM DESCRXFHON                                                       10 APPENDIX
i 4S SUPPLY SYSTEM OPERATIONAL QUAIL'YASSUWkNCE PROGRAM DESCRXFHON PAGE I-2 10 APPENDIX b.
: b.     Experience:   Four (4) years expe6ence in the field of quality asm@ance, or equivalent number   of years of nuclear plant expexience in a supervisory position, preferably at an operating nuclear plant, or a combination of the two. At least one (1) of these four (4) years of exgexience shall be nuclear power plant expexience in the implementation of the quality assuranc= program.
Experience:
L3   Plant   ualitv C ntro Manger
Four (4) years expe6ence in the field of quality asm@ance, or equivalent number of years of nuclear plant expexience in a supervisory position, preferably at an operating nuclear plant, or a combination of the two. At least one (1) of these four (4) years of exgexience shall be nuclear power plant expexience in the implementation of the quality assuranc= program.
: a.     Education:   Bachelor Degree or equivalent" in Engineering or related science..
L3 Plant ualitv C ntro Manger a.
: b.     Experience:   Four (4) year expeience in the   fie1d, of quality assurance   and/or quality control, or an equivalent number of years oi nuclear plant experience in a supervisory position-, preferably at an operating nuclear plant, or a combination of the two. At least one (1) year of this four (4) years expexience shall     be in the implementation of the quality assurance/control program.
Education:
    ~Equivalency   will be deternuned based upon an evaluation     of the following fitctors:
Bachelor Degree or equivalent" in Engineering or related science..
          -High school diploma or GED.
b.
: 2. Sixty (60) semester hours of reiated technical education taught at the college level (900 classroom or instructor conducted hours).
Experience:
: 3. Qualified as an NRC senior opexator at the assigned plant.
Four (4) year expeience in the fie1d, of quality assurance and/or quality control, or an equivalent number of years oi nuclear plant experience in a supervisory position-, preferably at an operating nuclear plant, or a combination of the two. At least one (1) year of this four (4) years expexience shall be in the implementation of the quality assurance/control program.
: 4. Four (4) years of additional expexience in his area of responsibility.
~Equivalency willbe deternuned based upon an evaluation of the following fitctors:
2.
-High school diploma or GED.
Sixty (60) semester hours of reiated technical education taught at the college level (900 classroom or instructor conducted hours).
3.
Qualified as an NRC senior opexator at the assigned plant.
4.
Four (4) years of additional expexience in his area of responsibility.


vaaswcrcw rmuc ~ia C> ~pmmmm I-3 OPERATIONAL QUALMYASSURANCE PROGRAM. DESCRXFI'ION                                       10 Pour (4) years of mpervisory or management experience.
vaaswcrcw rmuc ~ia C> ~pmmmm OPERATIONAL QUALMYASSURANCE PROGRAM. DESCRXFI'ION I-3 10 Pour (4) years of mpervisory or management experience.
Demonstrated ability to communicate clearly (verbalIy and in miting).
Demonstrated ability to communicate clearly (verbalIy and in miting).
CertMcation of academic ability and knowledge by corporate management.
CertMcation of academic ability and knowledge by corporate management.
Successful completion of the Engineer-I'n -Training exanunation.
Successful completion of the Engineer-I'n -Training exanunation.
Professional Engine@ License.
Professional Engine@ License.
Associated degree in Engineering or a xelated science.
Associated degree in Engineering or a xelated science.
OQAPDAPP.GOQAPDI
OQAPDAPP.GOQAPDI


9508140106 9'50810 PDR 4DOCK 05000397 P                 PDR INDEX
9508140106 9'50810 PDR 4DOCK 05000397 P
                                                                  ~a~e.
PDR INDEX
INDEX SIGNA'IURE PAGE                                                         1V PURPOSE AND SCOPE IXIRODUCTION                                                         Vl"1X PLANNING TREE                                                matrix only
~a~e.
: 0. VICE PRESIDENT - NUCLEAR OPERATIONS OBJECTIVE                                                     1-5 0.1       Manager/Supervisor Performance 0.2        Human Performance 0.3        Corrective Action OA        Administrative Procedures 0.5        Work Processes
INDEX SIGNA'IURE PAGE PURPOSE AND SCOPE IXIRODUCTION PLANNINGTREE 1V Vl"1X matrix only 0.
: 1. LICENSEE CONTROL SYS'ITS 1.1       Problem Identification Through Self-Assessment         6-7 1.2        Root Cause Analysis                                       8 1.3        Trending and Evaluation                         matrix only 1.4        Corrective Action Systems                       matrix only
VICE PRESIDENT - NUCLEAR OPERATIONS OBJECTIVE 1-5 0.1 0.2 0.3 OA 0.5 Manager/Supervisor Performance Human Performance Corrective Action Administrative Procedures Work Processes 1.
: 2. OPERATIONS                                                       9-20 2.1       Safety Focus                                          9-13 2.2       Management Involvement                                14-15 2.3A       Problem Identification                                  16 2.3B       Problem Resolution                                      17 2.4       Quality of Operations                                   18 2.5        Prognuns and Procedures                                 19 2.6        Corrective Actions                                       20
LICENSEE CONTROL SYS'ITS 1.1 1.2 1.3 1.4 Problem Identification Through Self-Assessment Root Cause Analysis Trending and Evaluation Corrective Action Systems 6-7 8
matrix only matrix only 2.
OPERATIONS 9-20 2.1 2.2 2.3A 2.3B 2.4 2.5 2.6 Safety Focus Management Involvement Problem Identification Problem Resolution Quality of Operations Prognuns and Procedures Corrective Actions 9-13 14-15 16 17 18 19 20


                                                        ~Pa ~~e
3.
: 3. ENGINEERING                                            21-29 3.1       Safety Focus                                21-23 3.2       Management Involvement                      24-25 3.3       Problem IdentiTication and Resolution        26-27 3.4 & 3.5 Understanding Design and Quality of Engineering Work                           28 3.6        Programs and Procedures                         29 MAINTENANCE                                           30-37 4.1       Safety Focus                                30-31 4.2       Management Involvement                            32 4.3A     Problem Identification                            33 4.3B     Problem Resolution                                34 4.4       Plant Material Condition                         35 4.5      Quality of Maintenance Work                       36 4.6      Programs and Procedures                           37
ENGINEERING
: 5. PLANT SUPPORT                                         38-49 5.1       Safety Focus/Management Involvement    matrix only 5.2       Problem IdentiTication and Resolution  matrix only 5.3A       QUALITYASSURANCE                            38-41 5.3B       EINHKGENCY PREPAREDNESS                    42-43 5.3C       HIMPROTECTION 5.3D       SECURITY                                    45-47 5.3E       HEALTHPHYSICS                              48-49 5.4       Programs and Procedures               matrix only
~Pa
~~e 21-29 3.1 3.2 3.3 3.4 & 3.5 3.6 Safety Focus Management Involvement Problem IdentiTication and Resolution Understanding Design and Quality of Engineering Work Programs and Procedures 21-23 24-25 26-27 28 29 MAINTENANCE 30-37 4.1 4.2 4.3A 4.3B 4.4 4.5 4.6 Safety Focus Management Involvement Problem Identification Problem Resolution Plant Material Condition Quality of Maintenance Work Programs and Procedures 30-31 32 33 34 35 36 37 5.
PLANT SUPPORT 38-49 5.1 5.2 5.3A 5.3B 5.3C 5.3D 5.3E 5.4 Safety Focus/Management Involvement Problem IdentiTication and Resolution QUALITYASSURANCE EINHKGENCYPREPAREDNESS HIMPROTECTION SECURITY HEALTHPHYSICS Programs and Procedures matrix only matrix only 38-41 42-43 45-47 48-49 matrix only


50-54 6.1   Operations Training                    50-51 6.2   Maintenance Training                      52 6.3   Engineering Support Training             53 6.4    Chemistry Technician & Health Physics Technician Training                     54 ADDITIONALIMPROVEMFKI'IVH.'IATIVESindex) 7.1               ANCE RULE                    56 7.2   FINAL SAFETY ANALYSIS REPORT (FSAR) UPGRADE                         57 7.3    IMPROVED TECHI.'6CAL SPECIFICATIONS      58 7.4    PLANNII'%G AND CONTROL               59-60 7.5   INIXGRATEDPLANNING AND SCHEDULING       61
6.1 6.2 6.3 6.4 Operations Training Maintenance Training Engineering Support Training Chemistry Technician & Health Physics Technician Training 50-54 50-51 52 53 54 ADDITIONALIMPROVEMFKI'IVH.'IATIVESindex) 7.1 7.2 7.3 7.4 ANCE RULE FINALSAFETY ANALYSISREPORT (FSAR) UPGRADE IMPROVED TECHI.'6CALSPECIFICATIONS PLANNII'%GAND CONTROL 56 57 58 59-60 7.5 INIXGRATEDPLANNINGAND SCHEDULING 61
                            -lll-
~ 0 ~
                            ~0~
-lll-


t'.
Recommended for Approval by:t.
Recommended for Approval by:
W'.
W'.
Regulatory Director er Trainin Director P. R.
er Trainin Director P. R.
Programs and Industry AGhirs J     . Burn Engineering Director G. O. Smith Quality As+mace Director J.     . w le Plant       ne           er F/z<<
Regulatory Programs and Industry AGhirs Director J
R. L. Webring Support Services Director Approved by:
. Burn Engineering Director G. O. Smith Quality As+mace Director J.
                                  . Parrish ice President-Nuclear Operations
w le Plant ne er R. L. Webring Support Services Director F/z<<
Approved by:
. Parrish ice President-Nuclear Operations


PURPOSE AND SCOPE The purpose of this document is to identify, track, and trend initiatives that are being developed or implemented which have an affect on the Supply System's objective of achieving and sustaining superior regulatory performance.
PURPOSE AND SCOPE The purpose of this document is to identify, track, and trend initiatives that are being developed or implemented which have an affect on the Supply System's objective of achieving and sustaining superior regulatory performance.
Combining all such initiatives in one report demonstrates that issues affecting regulatory performance have senior management's attention and will receive appropriate resources to assure effective implementation.
Combining all such initiatives in one report demonstrates that issues affecting regulatory performance have senior management's attention and will receive appropriate resources to assure effective implementation.
This document includes initiatives from Operations, Maintenance, Engineering, and applicable support organizations. Objectives and initiatives may be revised as appropriate to reflect changing conditions, or as necessary to assure the continued safe, reliable, cost-effective, and environmentally sound operation of WI%'-.2.
This document includes initiatives from Operations, Maintenance, Engineering, and applicable support organizations.
Objectives and initiatives may be revised as appropriate to reflect changing conditions, or as necessary to assure the continued safe, reliable, cost-effective, and environmentally sound operation of WI%'-.2.


INTRODVCTION In early 1995, the Supply System performed a Mid-Cycle SALP Self Assessment (Self Assessment). At the conclusion of this Self Assessment and as a part of its presentation of the results, the Supply System committed to provide the NRC with a document addressing the identified weaknesses within 45 days following the R-10 outage. This document fulfills our commitment.
INTRODVCTION In early 1995, the Supply System performed a Mid-Cycle SALP Self Assessment (Self Assessment).
At the conclusion of this Self Assessment and as a part of its presentation of the results, the Supply System committed to provide the NRC with a document addressing the identified weaknesses within 45 days following the R-10 outage.
This document fulfillsour commitment.
This document serves as a vehicle by which the Supply System and the NRC may accomplish the following goals:
This document serves as a vehicle by which the Supply System and the NRC may accomplish the following goals:
          ~     Develop a common understanding of the Supply System's weaknesses and strengths.
~
          ~     Identify plans, programs,     and initiatives designed to improve
Develop a common understanding of the Supply System's weaknesses and strengths.
              . regulatory performance.
~
          ~     Track and trend corresponding performance over time.
Identify plans,
During May through July 1995, a special team under the direction of Regulatory Programs and Industry Affairs worked closely with coordinators assigned by each WNP-2 functional organization to develop and compose this regulatory communication tool. Over the course of this period, functional coordinators were asked to develop objectives and corresponding actions which were either being undertaken or would be undertaken to address weak areas affecting their respective organizations which had been identified within the Self Assessment. In addition, coordinators were asked to identify the results expected from their actions and establish standards by which these results could be measured to determine if they were accomplishing their intended purpose. The initial input from the functional coordinators was also evaluated by an ad-hoc Review Committee. The Review
: programs, and initiatives designed to improve
~ Committee evaluation was to ensure that there were no conflicts between the goals of the various Supply System organizations and to confirm that the Self Assessment identified weakenesses were effectively addressed by the corrective actions.
. regulatory performance.
Although coordinators were instructed to specifically address the weaknesses set forth within the Self Assessment, they were also instructed to document and address additional weaknesses or improvement efforts affecting regulatory performance. This increase in scope was made with the intention of establishing this document as a central repository in which WNP-2 improvement measures related to the Self Assessment can be documented, updated, tracked and trended
~
Track and trend corresponding performance over time.
During May through July 1995, a special team under the direction of Regulatory Programs and Industry Affairs worked closely with coordinators assigned by each WNP-2 functional organization to develop and compose this regulatory communication tool. Over the course of this period, functional coordinators were asked to develop objectives and corresponding actions which were either being undertaken or would be undertaken to address weak areas affecting their respective organizations which had been identified within the Self Assessment.
In addition, coordinators were asked to identify the results expected from their actions and establish standards by which these results could be measured to determine ifthey were accomplishing their intended purpose.
The initial input from the functional coordinators was also evaluated by an ad-hoc Review Committee.
The Review
~
Committee evaluation was to ensure that there were no conflicts between the goals of the various Supply System organizations and to confirm that the Self Assessment identified weakenesses were effectively addressed by the corrective actions.
Although coordinators were instructed to specifically address the weaknesses set forth within the Self Assessment, they were also instructed to document and address additional weaknesses or improvement efforts affecting regulatory performance.
This increase in scope was made with the intention of establishing this document as a central repository in which WNP-2 improvement measures related to the Self Assessment can be documented, updated, tracked and trended


in an effort to form     a complete look at overall station health and improvement initiatives. The functional coordinators were asked to assure that a demonstrable connection existed between the identified weaknesses and the associated objectives, initiatives, and measurement standards.
in an effort to form a complete look at overall station health and improvement initiatives. The functional coordinators were asked to assure that a demonstrable connection existed between the identified weaknesses and the associated objectives, initiatives, and measurement standards.
For this document to be successful and effectively serve its stated purpose,.it must be institutionalized through use of existing Supply System programs and processes.
For this document to be successful and effectively serve its stated purpose,.it must be institutionalized through use ofexisting Supply System programs and processes.
Therefore, this document, as well as issues surfacing from it which transverse functional lines (e.g., human performance errors), will be captured and addressed as initiatives within the Supply System Business Plan. This will ensure that the items receive proper resource allocation and management attention. The status of each item will be provided on a routine basis. In this manner objectives and initiatives will be assigned to a responsible individual and will be tracked, trended.
Therefore, this document, as well as issues surfacing from it which transverse functional lines (e.g., human performance errors), willbe captured and addressed as initiatives within the Supply System Business Plan.
and monitored on a periodic basis, but no less than once each quarter. The NRC will be provided updates of this document in a timely manner.
This will ensure that the items receive proper resource allocation and management attention.
This document is organized along the functional lines contained in the Self Assessment. In addition, three sections were added based upon our review of our performance. The functional areas included are listed below, with the new. areas added in bold type:
The status of each item will be provided on a routine basis.
0.0 Core Vice President - Nuclear Operations (VPNO) Objectives 1.0 Licensee Control Systems 2.0 Operations 3.0 Engineering 4.0 Maintenance 5.0 Plant Support 6.0 Training 7.0 Additional Improvement Initiatives Detailed areas of coverage are graphically represented on a Planning Tree which may be found behind the next tab. As an aid to reviewing this document, each functional area is preceded by a matrix containing a summary of the weakness identified in the Self Assessment and the corresponding objective designed to
In this manner objectives and initiatives willbe assigned to a responsible individual and willbe tracked, trended.
and monitored on a periodic basis, but no less than once each quarter.
The NRC willbe provided updates of this document in a timely manner.
This document is organized along the functional lines contained in the Self Assessment.
In addition, three sections were added based upon our review of our performance.
The functional areas included are listed below, with the new. areas added in bold type:
0.0 Core Vice President - Nuclear Operations (VPNO) Objectives 1.0 Licensee Control Systems 2.0 Operations 3.0 Engineering 4.0 Maintenance 5.0 Plant Support 6.0 Training 7.0 Additional Improvement Initiatives Detailed areas of coverage are graphically represented on a Planning Tree which may be found behind the next tab.
As an aid to reviewing this document, each functional area is preceded by a matrix containing a summary of the weakness identified in the Self Assessment and the corresponding objective designed to


address that weakness. Not all issues identified in the Self Assessment continue today as weaknesses.     Items no longer requiring attention are identified as "complete" on the functional area matrix. One or two areas are presently being assessed to determine what action, if any, may be required to address the area of weakness. Those items are identified as "evaluating" on the functional area matrix.
address that weakness.
This document has strong potential to provide the Supply System and the NRC a common basis of understanding, interpreting, and assessing significant regulatory performance issues facing the Supply System. Fundamentally, however, this document is a management tool. As such, it is expected that refinements and revisions will be necessary from time to time. Its continued use will be based upon assessed needs and benefits internal to the Supply System.
Not all issues identified in the Self Assessment continue today as weaknesses.
Items no longer requiring attention are identified as "complete" on the functional area matrix.
One or two areas are presently being assessed to determine what action, ifany, may be required to address the area of weakness.
Those items are identified as "evaluating" on the functional area matrix.
This document has strong potential to provide the Supply System and the NRC a common basis of understanding, interpreting, and assessing significant regulatory performance issues facing the Supply System.
Fundamentally,
: however, this document is a management tool.
As such, it is expected that refinements and revisions will be necessary from time to time.
Its continued use will be based upon assessed needs and benefits internal to the Supply System.


REGULATORY PERFORMANCE ENHANCEMENT Preparation: May 1995 - July 1995 Team Members: J. Holder, Regulatory & Industry Affairs S. Barwick, Legal Department S. Foraker, Legal Department M. Hatcher, Legal Department J. Marboe, Legal Department Measurement Assistance:   D. Embree, Planning and Controls G. Godfrey, Planning and Controls Ehnctional Coordinators: J. Gearhart, Operations S. Kirkendall, Technical Support D. Martin, Security/Emergency Planning T. Messersmith, Maintenance J. Muth, Quality Assurance R. Patch/R. Winslow, Health Physics M. Price, Planning and Controls W. Shaeffer, Training W. Waddel, Licensee Control Systems D. Whitcomb, Engineering Review Committee:   W. Barley, Radiation Protection J. Engbarth, Administrative Auditor P. Robinson, Outside Legal Counsel J. Streeter, Managing Director Staff C. Van Hoff, Communications and External Affairs
REGULATORY PERFORMANCE ENHANCEMENT Preparation:
May 1995
- July 1995 Team Members:
J. Holder, Regulatory & Industry Affairs S. Barwick, Legal Department S. Foraker, Legal Department M. Hatcher, Legal Department J. Marboe, Legal Department Measurement Assistance:
D. Embree, Planning and Controls G. Godfrey, Planning and Controls Ehnctional Coordinators:
J. Gearhart, Operations S. Kirkendall, Technical Support D. Martin, Security/Emergency Planning T. Messersmith, Maintenance J. Muth, Quality Assurance R. Patch/R. Winslow, Health Physics M. Price, Planning and Controls W. Shaeffer, Training W. Waddel, Licensee Control Systems D. Whitcomb, Engineering Review Committee:
W. Barley, Radiation Protection J. Engbarth, Administrative Auditor P. Robinson, Outside Legal Counsel J. Streeter, Managing Director Staff C. Van Hoff, Communications and External Affairs


WNP-2 FINAL PERFORMANCE ASSESSMENT PLANNING TREE A SESSLIEHT OFWNP-2 PERFORAA E 5.0                 0.0                 7.0 LICENSEE                                                                                                                    ADDfAONAL CORE VPHO                                                                                                  PLANT              TRAINING        IMPROVEMENT OP        NS      ENG  EERIHG            LIADITENANCE OBJECTIVES          SSYS    IS                                                                        SUPPORT                                INITIATIVES 0.1                                                                                                     5.1                 5.1                 7.1 LIANAG ERI        PROBLEM          SA          US    SAFETY FOCUS                                SAFETY FOCUS IDEHTIRCATIOH                                                                                              OPERATKHIS        MAINTENANCE SUPERVISOR                                                                                                                  TRAINING              RULE THROUGH SELF-                                                                        MANAGEMENT PERFORMANCE ASSESSMENT                                                                          DIVOLVEMENT MANAGELIENT        LTANAGEMENT              MANAGEMENT DIVOLVEMENT        INVOLVEME                INVOLVEMENT
WNP-2 FINAL PERFORMANCE ASSESSMENT PLANNINGTREE A SESSLIEHT OFWNP-2 PERFORAA E
                                                                                                        ~PROBLEM ROOT                                                                         IDENTIFlDATION        MAINTENANCE              FSAR HUMAN CAUSE 4JA PERFORMANCE                                                                                                                    TRAINING            UPGRADE ANALYSIS       2'ROBLEIJ               PROBLELI                 PROBLEM        ~PROBLEM IDENTIFICATION    mENTIRCAIION             IDENTIRCATION        RESOMTIO PROBLELI RESOLUTION             40B PROBLEM                                     PROBLEM           QUALITYOF DIG                                                                                            ENGINEERING          IMPROVED CORRECTIVE                            RESOLUTION                                  RESOLUTIOH        AA SOB     SM AND                                                                                                  SUPPORT            TECHNICAL ACTION                                                                                                                    TRAINING        SPECIFICATION EVALUAT N OA                  1A                                                                                    DD 5>E           eA                  7A SA SEC   H CORRECTIVE                                                            (PULNT)                            CHEMSIRY AND         PLANHIHG AND ADMINISTRATIVE                                            NDERSTANDING                                                      HP TECHNICIAN PROCEDURES AM    N                                                      MATERIAL                                                    CONTROL SIST            OPERATIO              DESIGN                  CONDITeN                                  TRAINIHG 7$
CORE VPHO OBJECTIVES LICENSEE SSYS IS OP NS ENG EERIHG LIADITENANCE 5.0 PLANT SUPPORT 0.0 TRAINING 7.0 ADDfAONAL IMPROVEMENT INITIATIVES 0.1 LIANAGERI SUPERVISOR PERFORMANCE PROBLEM IDEHTIRCATIOH THROUGH SELF-ASSESSMENT SA US MANAGELIENT DIVOLVEMENT SAFETY FOCUS LTANAGEMENT INVOLVEME MANAGEMENT INVOLVEMENT 5.1 SAFETY FOCUS MANAGEMENT DIVOLVEMENT 5.1 OPERATKHIS TRAINING 7.1 MAINTENANCE RULE HUMAN PERFORMANCE CORRECTIVE ACTION OA ADMINISTRATIVE PROCEDURES ROOT CAUSE ANALYSIS DIG AND EVALUAT N 1A CORRECTIVE AM N
QUAUIYOF                    QUAUIY                                                    INTEGRATED WORK                               PROGRAMS                                         OF                                                    PLANNING AND AHD           ENGIHEERIHG PROCESSES                                                                        LIAINTENANCE                                                SCHEDULIHG PROCEDURES             WORK WORK 2.0                                                             SA CORRECTIVE PROGRAMS                 PROGRAMS         WOGRAMS AND                        AND                AHD EXCEPTIONAL          ACTIOHS        PROCEDURES                                    PROCEDIIRES PROCEDURES QG    PERFORLIAHCE AVERAGE PERFORMANCE Kl"    PERFORLIANCE ADDED BY SUPPLY SYSTEM
SIST 2'ROBLEIJ IDENTIFICATION PROBLEM RESOLUTION OPERATIO PROBLELI mENTIRCAIION PROBLELI RESOLUTION SA NDERSTANDING DESIGN 4JA PROBLEM IDENTIRCATION 40B PROBLEM RESOLUTIOH (PULNT)
MATERIAL CONDITeN
~PROBLEM IDENTIFlDATION
~PROBLEM RESOMTIO QUALITYOF AA SOB SM DD 5>E SEC H
MAINTENANCE TRAINING ENGINEERING SUPPORT TRAINING eA CHEMSIRY AND HP TECHNICIAN TRAINIHG FSAR UPGRADE IMPROVED TECHNICAL SPECIFICATION 7A PLANHIHGAND CONTROL WORK PROCESSES QG EXCEPTIONAL PERFORLIAHCE AVERAGE PERFORMANCE Kl" PERFORLIANCE ADDEDBY SUPPLY SYSTEM PROGRAMS AHD PROCEDURES 2.0 CORRECTIVE ACTIOHS QUAUIYOF ENGIHEERIHG WORK PROGRAMS AND PROCEDURES QUAUIY OF LIAINTENANCE WORK PROGRAMS AND PROCEDURES SA WOGRAMS AHD PROCEDIIRES 7$
INTEGRATED PLANNINGAND SCHEDULIHG


PERFORMANCE IMPROVEMENT AREAS CORE VPNO OBJECTIVES 0.0 CORE VPNO OBJECTIVES 0.1 OBJECTIVE MANAGER/
PERFORMANCE IMPROVEMENTAREAS CORE VPNO OBJECTIVES 0.0 CORE VPNO OBJECTIVES 0.1 MANAGER/
SUPERVISOR       ~ Improve manager supervisor performance.                         0.1.1 PERFORMANCE 0.2 OBJECTIVE HUMAN PERFORMANCE         ~ Improve human performance.                                     0%1 0.3 OBJECTIVE CORRECTIVE ACllON         ~ Improve effectiveness of corrective actions                     0.3.1 0.4 OBJECTIVE ADMINISTRATIVE PROCEDURES         ~ Simplify admlnlstratlve procedures.                             0.4.1 0.5 OBJECTIVE WORK PROCESSES         ~ Simplify management, design change, and procurement work       0.5.1 processes.
SUPERVISOR PERFORMANCE
EXCEPTIONAL PERFORMANCE      ~
~ Improve manager supervisor performance.
                                    ~w     AVERAGE PERFORMANCE       ~     MNIMUM PERFORMANCE ~
OBJECTIVE 0.1.1 0.2 HUMAN PERFORMANCE
                                                                                ~tt  ADDED BY SUPPLY SYSTEM 0504700.0.0 JULY 0$ . 1000
~ Improve human performance.
OBJECTIVE 0%1 0.3 CORRECTIVE ACllON
~ Improve effectiveness of corrective actions OBJECTIVE 0.3.1 0.4 ADMINISTRATIVE PROCEDURES
~ Simplify admlnlstratlve procedures.
OBJECTIVE 0.4.1 0.5 WORK PROCESSES
~ Simplify management, design change, and procurement work processes.
OBJECTIVE 0.5.1 EXCEPTIONAL
~w AVERAGE MNIMUM
~tt ADDED BY PERFORMANCE ~
PERFORMANCE ~
PERFORMANCE ~
SUPPLY SYSTEM 0504700.0.0 JULY0$. 1000


VICE PRESIDENT - XUCI.EAR OPERATIONS OBJECTIVES
VICE PRESIDENT - XUCI.EAR OPERATIONS OBJECTIVES
                                                                                        't 0.1     MANAGER/SUPERVISOR PERFORMANCE (Reference Business Plan Management Initiative OP 6)
't 0.1 MANAGER/SUPERVISOR PERFORMANCE (Reference Business Plan Management Initiative OP 6)
Objective:       0.1.1       Improve manager/supervisor performance by changing cultural behavior.
Objective:
Initiatives:     0.1.1.A     Implement Leadership Expectations-plan, lead, organize and control.
0.1.1 Improve manager/supervisor performance by changing cultural behavior.
Initiatives:
0.1.1.A Implement Leadership Expectations-plan, lead, organize and control.
Completed.
Completed.
0.1.1.B     Assess manager/supervisor     development   needs assessment   for key managers. Ongoing.
0.1.1.B Assess manager/supervisor development needs assessment for key managers.
0.1.1.C     Develop initial and continuing supervisor/manager training program.
Ongoing.
Training Advisory Group (TAG) formed in October 1994; completed training needs assessment in March 1995; conducted the first cycle of continuing training in March 1995. Ongoing.
0.1.1.C Develop initial and continuing supervisor/manager training program.
0.1.1.D     Periodically survey the workplace to assess         the effectiveness of performance improvement efforts. Ongoing.
Training Advisory Group (TAG) formed in October 1994; completed training needs assessment in March 1995; conducted the first cycle of continuing training in March 1995.
0.1.1.E     Implement succession planning process. Program evaluation complete with Senior Management approval of the revised process in 2/95.
Ongoing.
Program is currently in process to identify candidates and their development needs. 12/95.
0.1.1.D Periodically survey the workplace to assess the effectiveness of performance improvement efforts.
Expected Results:         Improvements in the performance and skills of Supply System managers and supervisors, identification and correction of Supply System issues through effective supervision, and improvement in the performance and the consistency of performance of Supply System workers.
Ongoing.
Measurement Standard:       Feedback from employees through formal instruments and informal sessions.
0.1.1.E Implement succession planning process.
Program evaluation complete with Senior Management approval of the revised process in 2/95.
Program is currently in process to identify candidates and their development needs.
12/95.
Expected Results:
Improvements in the performance and skills of Supply System managers and supervisors, identification and correction of Supply System issues through effective supervision, and improvement in the performance and the consistency ofperformance of Supply System workers.
Measurement Standard:
Feedback from employees through formal instruments and informal sessions.
Page 1
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0.2
0.2 HUMANPERFORMANCE (Reference Business Plan Initiative OP 9)
  ~      HUMANPERFORMANCE (Reference           Business Plan Initiative OP 9)
~
    ~   ~
~
Objective:,0.2.1
~
          ~  ~ ~    Improve human performance at WNP-2.
~
Actions:     0.2.1.A   Approve Management         Initiative to improve human performance.
~
~
Objective:,0.2.1 Improve human performance at WNP-2.
Actions:
0.2.1.A Approve Management Initiative to improve human performance.
Completed.
Completed.
0.2.1.B   Establish Human Performance Coordinator position reporting to VPNO.
0.2.1.B Establish Human Performance Coordinator position reporting to VPNO.
Completed.
Completed.
0.2.1.C   Identify internal and external attitudes regarding human performance.
0.2.1.C Identify internal and external attitudes regarding human performance.
9/30/95.
9/30/95.
0.2.1.D   Identify current initiatives to improve human performance. 9/30/95.
0.2.1.D Identify current initiatives to improve human performance.
0.2.1.E   Assess devices being used to monitor human performance.       9/30/95.
9/30/95.
0.2.1.F   Assess   effectiveness of each department's     human performance and develop recommendations for enhancements         e.g., site wide OI-9 and Gold Card program. 9/30/95.
0.2.1.E Assess devices being used to monitor human performance.
0.2.1.G   Integrate human performance improvement efforts. Ongoing.
9/30/95.
Expected Result:     Reduced number and significance   of human errors.
0.2.1.F Assess effectiveness of each department's human performance and develop recommendations for enhancements e.g., site wide OI-9 and Gold Card program.
Measurement Standards:   0.2.1.a   Number/rate   of PERs   caused by human performance.
9/30/95.
0.2.1.b   Number/rate of significant PERs caused by human performance.
0.2.1.G Integrate human performance improvement efforts.
Ongoing.
Expected Result:
Reduced number and significance of human errors.
Measurement Standards:
0.2.1.a Number/rate of PERs caused by human performance.
0.2.1.b Number/rate of significant PERs caused by human performance.
Page 2
Page 2


0.3       CORRECTIVE ACTION
0.3 CORRECTIVE ACTION Objective:
    ~   ~
~
Objective: ~ 0.3.1     Improve the effectiveness of corrective actions in correcting and preventing the recurrence of significant deficiencies.
~
Actions:     0.3.1.A   Form and implement a Corrective Action Review Board (CARB).
~
0.3.1 Improve the effectiveness of corrective actions in correcting and preventing the recurrence of significant deficiencies.
Actions:
0.3.1.A Form and implement a Corrective Action Review Board (CARB).
Completed.
Completed.
0.3.1.B   Review significant PERs and other PERs selected by CARB members to assess adequacy of corrective actions. Ongoing.
0.3.1.B Review significant PERs and other PERs selected by CARB members to assess adequacy of corrective actions.
0.3.1.C   Provide CARB feedback to PER dispositioners on CARB lessons-learned.
Ongoing.
0.3.1.C Provide CARB feedback to PER dispositioners on CARB lessons-learned.
Ongoing.
Ongoing.
Expected Results:     Improved quality of PER dispositions.
Expected Results:
Reduced number   of recurring significant deficiencies.
Improved quality of PER dispositions.
Measurement Standards:   0.3.1.a   Number/rate of recurring PERs.
Reduced number of recurring significant deficiencies.
0.3.1.b   Number/rate of recurring significant PERs.
Measurement Standards:
0.3.1.a Number/rate of recurring PERs.
0.3.1.b Number/rate of recurring significant PERs.
Page 3
Page 3


0.4
0.4 ADMINISTRATIVEPROCEDUMB
~       ADMINISTRATIVEPROCEDUMB
~
    ~ ~
~
Objective:~  0.4.1
~
              ~ ~      Simplify   administrative procedures     (Reference   Business   Plan Management Initiative OP 7).
~
Actions:     0.4.1.A     Establish procedure hierarchy. Completed.
~
0.4.1.B    Develop and implement a plan to simplify and clarify administrative procedures. Completed. Implementation in progress.
~
0.4.1.C     Identify procedure requirements and commitments. Completed.
Objective:
0:4.1.D     Develop tracking     system   for requirements     and commitments.
0.4.1 Simplify administrative procedures (Reference Business Plan Management Initiative OP 7).
Actions:
0.4.1.A 0.4.1.B Establish procedure hierarchy.
Completed.
Develop and implement a plan to simplify and clarify administrative procedures.
Completed.
Implementation in progress.
0.4.1.C Identify procedure requirements and commitments.
Completed.
0:4.1.D Develop tracking system for requirements and commitments.
Completed.
Completed.
0.4.1.E     Restructure administrative procedures. 12/96.
0.4.1.E Restructure administrative procedures.
Erpected Results:     Simple, cost-effective and efficient procedures and improved employee compliance to procedures.
12/96.
Reduced number of administrative procedures and reduced number/rate         of PERs caused by administrative procedure complexity and other shortcomings.
Erpected Results:
Measurement Standards:   0.4.l.a     Number of administrative procedures.
Simple, cost-effective and efficient procedures and improved employee compliance to procedures.
0.4.1.b     Number/rate of PERs caused by administrative complexity and other shortcomings, Page 4
Reduced number of administrative procedures and reduced number/rate of PERs caused by administrative procedure complexity and other shortcomings.
Measurement Standards:
0.4.l.a Number of administrative procedures.
0.4.1.b Number/rate of PERs caused by administrative complexity and other shortcomings, Page 4


0.5     WORK PROCESSES
0.5 WORK PROCESSES Objective:
    ~  I Objective:t  0.5.1 I ~       Simplify management process, design change process, and procurement process (Reference Business Plan Management Initiative OP 7).
0.5.1
Actions:     0.5.1.A   Form process improvement teams.
~
                          ~ Work Management - Completed
I t I
                          ~ Procurement - Completed
~
                          ~ Design Change - 9/11/95 0.5.1.B     Evaluate process and identify improvements.
Simplify management
                          ~ Work Management - Completed
: process, design change process, and procurement process (Reference Business Plan Management Initiative OP 7).
                          ~ Procurement - 10/4/95
Actions:
                        ~ Design Change - 11/13/95 0.5.1.C     Develop implementation plan for improvements.
0.5.1.A Form process improvement teams.
                        ~ Work Management - 7/28/95
~ Work Management - Completed
                        ~ Procurement - 11/I/95
~ Procurement - Completed
                        ~ Design Change - 12/29/95 0.5.1.D     Implement improvements.
~
                        ~ Work Management - 10/30/95
Design Change - 9/11/95 0.5.1.B Evaluate process and identify improvements.
                        ~ Procurement -   I/I/96
~ Work Management - Completed
                        ~ Design Change - 2/5/96 Expected Results:    Simple, cost-effective, and efficient processes and improved employee compliance to procedures.
~ Procurement - 10/4/95
Measurement Standards:   0.5.1.a     Staffing levels.
~ Design Change - 11/13/95 0.5.1.C Develop implementation plan for improvements.
0.5.1.b     Overtime.
~ Work Management - 7/28/95
0.5.l.c     Work Order Inventory Age..
~ Procurement - 11/I/95
0.5.1.d     PERs related to ineffective controls.
~ Design Change - 12/29/95 0.5.1.D Implement improvements.
Expected Results:
~ Work Management - 10/30/95
~ Procurement - I/I/96
~ Design Change - 2/5/96 Simple, cost-effective, and efficient processes and improved employee compliance to procedures.
Measurement Standards:
0.5.1.a Staffing levels.
0.5.1.b Overtime.
0.5.l.c Work Order Inventory Age..
0.5.1.d PERs related to ineffective controls.
Page 5
Page 5


PERFORMANCE IMPROVEMENT AREAS LICENSEE CONTROL SYSTEMS 1.0
1.0 LICENSEE C
                        ~ Overall: lese than average performance LICENSEE C    CAROL SYSTEMS PROBLEM                                                                           OBJECTIVE IDENTIFICATION THROUGH SELF-
CAROL SYSTEMS PERFORMANCE IMPROVEMENTAREAS LICENSEE CONTROL SYSTEMS
                        ~ Increased selfwssessment needed - particularly In areas with long 1.1.3 ASSESSMENT          standing problems
~ Overall: lese than average performance PROBLEM IDENTIFICATION THROUGH SELF-ASSESSMENT
                        ~ O.A. reviews have been too narrow                                 5.3A.1
~ Increased selfwssessment needed - particularly In areas with long standing problems OBJECTIVE 1.1.3
                        ~ POC performance Identified as weak                               Complete
~ O.A. reviews have been too narrow 5.3A.1
                        ~ OER noted as not timely or acted upon                             1.1.1 1.1.2 1.2 OBJECTIVE
~ POC performance Identified as weak Complete
          'ROOT CAUSE         ~ Quantity of root cause analyses needs Improvement.                 1.2.1 ANALYSIS 1.3 OBJECTIVE TR NDING8a EVALIJh ON       ~ PTL not used to fullest capacity despite slgnlflcant upgrade to PTL software 1.4 OBJECTIVE CO RECTIVE       ~ Actual or perceived complexity In Implementing corrective action   Complete ACTION          process has resulted ln llmlted use of the system SYSTE
~ OER noted as not timely or acted upon 1.1.1 1.1.2 1.2
                        ~ O.A. I Une organlzatlon Interface requires Improvement to assure   5.3A.1 emerging problems are Identified                                  5.3A.2 EXCEPTIONAL PERFORMANCE     W AVERAGE PERFORMANCE
'ROOT CAUSE ANALYSIS
                                                      "    MINIMuM PERFORMANCE QSOI76 I.O.O JULY 2$ . 100$
~ Quantity of root cause analyses needs Improvement.
OBJECTIVE 1.2.1 1.3 TR NDING8a EVALIJh ON
~ PTL not used to fullest capacity despite slgnlflcant upgrade to PTL software OBJECTIVE 1.4 CO RECTIVE ACTION SYSTE
~ Actual or perceived complexity In Implementing corrective action process has resulted ln llmlted use of the system
~ O.A.IUne organlzatlon Interface requires Improvement to assure emerging problems are Identified OBJECTIVE Complete 5.3A.1 5.3A.2 EXCEPTIONAL AVERAGE MINIMuM PERFORMANCE W
PERFORMANCE PERFORMANCE QSOI76 I.O.O JULY2$. 100$


LICENSEE CONTROL SYSTEMS 1.1     PROBLEM IDENTIFICATIONTHROUGH SELF-ASSESSMENT Objective:   1.1.1       Improve the adequacy, timeliness, and efficiency of reviewing industry experience and applying it to WNP-2.
LICENSEE CONTROL SYSTEMS 1.1 PROBLEM IDENTIFICATIONTHROUGH SELF-ASSESSMENT Objective:
Initiatives: 1.1.1.A     Revise     PPM   1.10.4 (External   Operational Experience   Review).
1.1.1 Improve the adequacy, timeliness, and efficiency of reviewing industry experience and applying it to WNP-2.
Initiatives:
1.1.1.A Revise PPM 1.10.4 (External Operational Experience Review).
Completed.
Completed.
1.1.1.B     Establish line organization commitment to perform reviews       of OER, tracking process, and goals. 8/15/95.
1.1.1.B Establish line organization commitment to perform reviews of OER, tracking process, and goals.
1.1.1.C     Provide training to line organization staff. 9/15/95.
8/15/95.
1'.1.1.D   Initiate line review of Operating Experience Reviews (OERs)   ~ 9/30/95.
1.1.1.C Provide training to line organization staff. 9/15/95.
1.1.1.E     Coach line staff on the adequacy and timeliness       of review process.
1'.1.1.D Initiate line review of Operating Experience Reviews (OERs)
~ 9/30/95.
1.1.1.E Coach line staff on the adequacy and timeliness of review process.
Through 12/31/95.
Through 12/31/95.
1.1.1.F     Review the process and results for quality and possible adjustments.
1.1.1.F Review the process and results for quality and possible adjustments.
Ongoing.
Ongoing.
Erp ected Result:       OER information willbe reviewed in a thorough and timely manner with appropriate corrective actions resulting.
Erpected Result:
Measurement Standards:   1.1.1.a     Monitor the monthly report on OER reviews for timeliness and corrective actions implemented.
OER information willbe reviewed in a thorough and timely manner with appropriate corrective actions resulting.
1.1.1.b     Appropriate corrective actions reviewed and taken by line management.
Measurement Standards:
1.1.1.c                                                         if Screen the PER database on a periodic basis to see problems contained within OER information have occurred at WNP-2.
1.1.1.a Monitorthe monthly report on OER reviews for timeliness and corrective actions implemented.
Obj ective:   1.1.2       Evaluate the adequacy   of original OER reviews.
1.1.1.b Appropriate corrective actions reviewed and taken by line management.
InMatives:   1.1.2.A     Establish a program to review selected OERs. 9/30/95.
1.1.1.c Screen the PER database on a periodic basis to see ifproblems contained within OER information have occurred at WNP-2.
Obj ective:
1.1.2 Evaluate the adequacy of original OER reviews.
InMatives:
1.1.2.A Establish a program to review selected OERs.
9/30/95.
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Page 6


Expected Result:     Either confirm that the original review and corrective action implementation process was effective or identify additional corrective actions necessary.
Expected Result:
Measurement Standard:   Monitor percentage of reviewed OERs that require new corrective actions.
Either confirm that the original review and corrective action implementation process was effective or identify additional corrective actions necessary.
Objective:             Improve the line organization's ability to perform self-assessments.
Measurement Standard:
InMatives: 1.1.3.A     Establish guidelines for the self-assessment process. 7/31/95.
Monitor percentage of reviewed OERs that require new corrective actions.
1.1.3.B     Staff a self-assessment specialist to coach line organization. 9/1/95.
Objective:
1.1.3.C     Begin first self-assessment with line organizations. 10/1/95.
Improve the line organization's ability to perform self-assessments.
Expected Result:     Line organization performance should improve.
InMatives:
Measurement Standardt   Monitor line organization performance indicators.
1.1.3.A Establish guidelines for the self-assessment process.
7/31/95.
1.1.3.B Staff a self-assessment specialist to coach line organization.
9/1/95.
1.1.3.C Begin first self-assessment with line organizations.
10/1/95.
Expected Result:
Line organization performance should improve.
Measurement Standardt Monitor line organization performance indicators.
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Page 7


1.2     ROOT CAUSE ANALYSIS Objective:t 1.2.1     Increase the frequency and quality of root cause analysis.
1.2 ROOT CAUSE ANALYSIS Objective:t 1.2.1 Increase the frequency and quality of root cause analysis.
Initiatives: 1.2.1.A   Revise PPM 1.3.12A, Processing of Problem Evaluation Requests, to provide definitive guidance on when root cause analyses will be used in the dispositioning of PERs. 8/31/95.
Initiatives:
1.2.1.B   Significantly increase coaching of PER dispositioners in root cause analysis techniques. Beginning 9/1/95.
1.2.1.A Revise PPM 1.3.12A, Processing of Problem Evaluation Requests, to provide definitive guidance on when root cause analyses willbe used in the dispositioning of PERs.
1.2.1.C   Provide initial and continuing root cause analysis training to selected personnel. Ongoing.
8/31/95.
Expected Result:     The number of repeat problems should be reduced.
1.2.1.B Significantly increase coaching of PER dispositioners in root cause analysis techniques.
Measurement Standards:   1.2.1.a   Trend the number of repeat problems on a periodic basis, and assess data results at the end of the period.
Beginning 9/1/95.
1.2.1.C Provide initial and continuing root cause analysis training to selected personnel.
Ongoing.
Expected Result:
The number of repeat problems should be reduced.
Measurement Standards:
1.2.1.a Trend the number of repeat problems on a periodic basis, and assess data results at the end of the period.
Trend the number of repeat problems due to incorrect or inadequate corrective action because a root cause analysis was not.performed.
Trend the number of repeat problems due to incorrect or inadequate corrective action because a root cause analysis was not.performed.
                                                                                      .Page 8
.Page 8


PERFORMANCE IMPROVEMENT AREAS OPERATIONS
PERFORMANCE IMPROVEMENTAREAS OPERATIONS OPE ONS
                            ~ Overall: less than average performance OPE      ONS 2.1 OBJECllVE SAFE     OCUS                                                                           2.1.1
~ Overall: less than average performance 2.1 SAFE OCUS
                      ~   Unsatisfactory Operator & Supervisor performance 212 2.1.1
~ Unsatisfactory Operator &Supervisor performance
                      ~   Poor questlonlng attitude                                           2.14
~ Poor questlonlng attitude
                      ~ Conservative decision making still weak                            2.1.3
~ Conservative decision making stillweak
                      ~ Inadequate oversight of overall Plant Actlvltles                     2.1.1 2.14 2.2 OB JECTIVE MANAGEMENT                                                                                2.2.1 INVOLVEMENT       ~   Need to Increase management presence & expectatlons 2.2.2
~ Inadequate oversight of overall Plant Actlvltles OBJECllVE 2.1.1 212 2.1.1 2.14 2.1.3 2.1.1 2.14 2.2 MANAGEMENT INVOLVEMENT 2.3A PROBLEM IDENTIFICATION
                      ~   Communlcatlon of management's expectatlons Is weak                 2&1 2~
~ Need to Increase management presence &expectatlons
2.3A OB JECTIVE PROBLEM IDENTIFICATION    ~ Slgnlflcant PERs mostly self-Identified                             Evaluating
~ Communlcatlon of management's expectatlons Is weak
                      ~   Varied perception of when to Inltlate PERs                         Evaluating 2.38
~ Slgnlflcant PERs mostly self-Identified
                                                                                          'BJECTIVE PROBLEM RESOLUTION      ~ Poor questlonlng attitude                                            2.1.1 2.1.2
~ Varied perception of when to Inltlate PERs OBJECTIVE 2.2.1 2.2.2 2&1 2~
                      ~   Inadequate oversight of Plant Activities                           2.1.1
OBJECTIVE Evaluating Evaluating 2.38 PROBLEM RESOLUTION 2.4 0 ALITYOF OPERATIONS
                      ~ Incomplete compliance with Technical Speclflcatlon Requirements       2.4.1
~ Poor questlonlng attitude
                      ~ Need to reduce personnel errors                                       2.4.1
~ Inadequate oversight of Plant Activities
                      ~ Lack of formal process to evaluate effectiveness                     2.4.1 of work around fixes 2.4
~ Incomplete compliance with Technical Speclflcatlon Requirements
                                                                                          'BJECTIVE 0 ALITYOF OPERATIONS      ~ Need to ellmlnate numerous performance errors                       2.1.1
~ Need to reduce personnel errors
                      ~ Attention to detail needs emphasized PROGRAMS                                                                             OB JECTIVE
~ Lack of formal process to evaluate effectiveness of work around fixes
          &          ~ Procedural adherence rernalns a challenge                             2.5.1 PROCEDURES
~ Need to ellmlnate numerous performance errors
                      ~ Need to complete procedure Improvements                             2.5.1 (remove amblgulty & streamline)
~ Attention to detail needs emphasized
                      ~ Crews need to request assistance with subtle Issues                   2.5.2 OB JECTIVE CORRECTIVE ACTIONS
'BJECTIVE 2.1.1 2.1.2 2.1.1 2.4.1 2.4.1 2.4.1
                      ~ Foster operation staff acceptance of Issues.                         2.6.1 El     EXCEP1IONAL PERFORMANCE AVERAGE PERFORMANCE MINIMUM PERFORMANCE ADDED BY SUPPLY SYSTEM 050lre-2.0.0 JULY 8, 1005
'BJECTIVE 2.1.1 PROGRAMS PROCEDURES
~ Procedural adherence rernalns a challenge
~ Need to complete procedure Improvements (remove amblgulty &streamline)
~ Crews need to request assistance with subtle Issues OBJECTIVE 2.5.1 2.5.1 2.5.2 CORRECTIVE ACTIONS
~ Foster operation staff acceptance of Issues.
OBJECTIVE 2.6.1 El EXCEP1IONAL PERFORMANCE AVERAGE PERFORMANCE MINIMUM PERFORMANCE ADDED BY SUPPLY SYSTEM 050lre-2.0.0 JULY 8, 1005


OPERATIONS 2.1   SAFETY FOCUS Objective: 2.1.1   Improve safety culture such that (1) staff members are constantly looking for subtle issues, (2) all staff members are actively. bringing safety issues to management's attention, and (3) management deals with the issues effectively such that they are resolved prior to significant affect on reliability.
OPERATIONS 2.1 SAFETY FOCUS Objective:
InMatives: 2.1.1.A Implement a revision to the OI-9 Program enabling identified issues to be resolved effectively, including criteria dealing with issue identification and the use of Plant programs (PERs and WRs). 8/1/95.
2.1.1 Improve safety culture such that (1) staff members are constantly looking for subtle issues, (2) all staff members are actively. bringing safety issues to management's attention, and (3) management deals with the issues effectively such that they are resolved prior to significant affect on reliability.
InMatives:
2.1.1.A Implement a revision to the OI-9 Program enabling identified issues to be resolved effectively, including criteria dealing with issue identification and the use of Plant programs (PERs and WRs).
8/1/95.
2.1.1.B Implement the Management Oversight Program in the Control Room.
2.1.1.B Implement the Management Oversight Program in the Control Room.
This program places experienced, non-operations managers in the Control Room for the express purpose of identifying positive and negative behaviors and providing immediate feedback to the Operations staff on-shift. This allows human performance to be enhanced. This program was authorized on 4/15/95 as a temporary program to improve department performance. It continues through 8/5/95, at which time it will be evaluated for continuation, revision or cancellation.
This program places experienced, non-operations managers in the Control Room for the express purpose of identifying positive and negative behaviors and providing immediate feedback to the Operations staff on-shift.
2.1.1.C Establish the expectation that either the Operations Manager or.the Assistant Operations Manager be involved in Technical Specification interpretations and that Licensing be contacted, as necessary, to develop consistent decisions. Completed.
This allows human performance to be enhanced.
2.1.1.D Issue guidance on items to consider and criteria necessary for making judgements regarding applicability of Technical-Specifications. 9/30/95.
This program was authorized on 4/15/95 as a temporary program to improve department performance.
2.1.1.E Initiate changes in crew make-up to infuse new ideas, expectations and attitudes through a mixing of experience and personalities. 10/1/95.
It continues through 8/5/95, at which time it willbe evaluated for continuation, revision or cancellation.
2.1.1.C Establish the expectation that either the Operations Manager or.the Assistant Operations Manager be involved in Technical Specification interpretations and that Licensing be contacted, as necessary, to develop consistent decisions.
Completed.
2.1.1.D Issue guidance on items to consider and criteria necessary for making judgements regarding applicability ofTechnical-Specifications.
9/30/95.
2.1.1.E Initiate changes in crew make-up to infuse new ideas, expectations and attitudes through a mixing of experience and personalities.
10/1/95.
2.1.1.F Develop a program which involves Operations staff in identifying areas for positive and improved implementation of management expectations relating to human performance (similar to Calvert Cliff's Gold Card).
2.1.1.F Develop a program which involves Operations staff in identifying areas for positive and improved implementation of management expectations relating to human performance (similar to Calvert Cliff's Gold Card).
Gold Card results will be used in crew discussions to reinforce, clarify and revise management expectations as a regular portion of the Operations Crew Training Cycle. This discussion will occur on a peer-to-peer level using real-life examples to reinforce behaviors in self-identification and assessment. In addition, Gold Card Program results Page 9
Gold Card results willbe used in crew discussions to reinforce, clarify and revise management expectations as a regular portion of the Operations Crew Training Cycle. This discussion willoccur on a peer-to-peer level using real-life examples to reinforce behaviors in self-identification and assessment.
In addition, Gold Card Program results Page 9


which indicate a trend of performance issues will be treated as a PER condition. 8/1/95.
which indicate a trend of performance issues willbe treated as a PER condition.
2.1.1.6     Improve Operations'articipation in the Quarterly System Walk-down Program to expose other personnel to Operations'hilosophies and problems. This program exposes Operations personnel to the views and problems of support organizations. Ongoing.
8/1/95.
2.1 1.H
2.1.1.6 Improve Operations'articipation in the Quarterly System Walk-down Program to expose other personnel to Operations'hilosophies and problems.
                  ~      Improve Operations staff participation on the PRG/PRC to help select project activities based upon operational needs. Ongoing.
This program exposes Operations personnel to the views and problems of support organizations.
Expected Results:     Improved Safety Culture in which Operations is more able to recognize subtle trends and problems resulting in improved response to equipment and personnel issues prior to their having an affect on Operations. This should be reflected in fewer and shorter forced outages and improved teamwork among WNP-2 organizations.
Ongoing.
Measurement
2.1
.I   I   I*: ~l             e Level 2.1.l.a     Reduction in unplanned automatic scrams.
~ 1.H Improve Operations staff participation on the PRG/PRC to help select project activities based upon operational needs.
2.l.l.b     Increase safety system reliability.
Ongoing.
2.1.1.c     Fewer unplanned safety system actuations.
Expected Results:
2.1.1.d     Increase emergency generator reliability.
Improved Safety Culture in which Operations is more able to recognize subtle trends and problems resulting in improved response to equipment and personnel issues prior to their having an affect on Operations.
2.1.1.e     Increased   Net Electrical Generation,     Capacity Factor, and   Unit Capability Factor.
This should be reflected in fewer and shorter forced outages and improved teamwork among WNP-2 organizations.
2.l.l.f     Reduced Unplanned Capability Loss Factor.
e Level Measurement
2.1.1'.g   Reduce the number     of NOVs, LERs,   and personnel errors.
.I I I*:
ea   men     vl 2.1.1.h     OI-9 summaries       indicating fewer instances   of failure to   meet expectations.
~l 2.1.l.a Reduction in unplanned automatic scrams.
2.l.l.i     Management Oversight observations indicating improved performance.
2.l.l.b Increase safety system reliability.
2.1.1.j     Fewer NOVs and LERs for technical specification violations with zero as a goal.
2.1.1.c Fewer unplanned safety system actuations.
2.1.l.k     Feedback from other WNP-2 organizations (i.e., Maintenance, Plant Support, Health Physics and Quality Assurance) indicating improved Operations performance and better working relationships.
2.1.1.d Increase emergency generator reliability.
2.1.1.e Increased Net Electrical Generation, Capacity
: Factor, and Unit Capability Factor.
2.l.l.f Reduced Unplanned Capability Loss Factor.
2.1.1'.g Reduce the number of NOVs, LERs, and personnel errors.
ea men vl 2.1.1.h OI-9 summaries indicating fewer instances of failure to meet expectations.
2.l.l.i Management Oversight observations indicating improved performance.
2.1.1.j Fewer NOVs and LERs for technical specification violations with zero as a goal.
2.1.l.k Feedback from other WNP-2 organizations (i.e., Maintenance, Plant Support, Health Physics and Quality Assurance) indicating improved Operations performance and better working relationships.
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2.1.1.1     Increase in PER generation rate as issues are identified, followed by a PER reduction as those issues are corrected and do not recur.
2.1.1.1 Increase in PER generation rate as issues are identified, followed by a PER reduction as those issues are corrected and do not recur.
Objective:   2.1.2       Create   a Management     Oversight presence which (1) leads to identification of issues before they affect reliability, (2) reinforces management expectations, and (3) allows management to make decisions to the greatest extent possible based on fact and not opinion.
Objective:
Initiatives: 2.1.2.A     Implement the revised OI-9 Program as discussed in 2.1.1.A. The observations required under this program for Operations management, especially the Operations Manager, Assistant Operations Manager, Day-Shift Manager and Shift Managers, provide an increased oversight presence. 8/1/95.
2.1.2 Create a
2.1.2.B      Use the Management Oversight Program in the Control Room, as discussed in 2.1.1.B. Ongoing.
Management Oversight presence which (1) leads to identification of issues before they affect reliability, (2) reinforces management expectations, and (3) allows management to make decisions to the greatest extent possible based on fact and not opinion.
2;1.2.C      Develop additional trending capability within Operations, which will allow management to address individual and systemic problems quicker.
Initiatives:
2.1.2.A Implement the revised OI-9 Program as discussed in 2.1.1.A.
The observations required under this program for Operations management, especially the Operations Manager, Assistant Operations Manager, Day-Shift Manager and Shift Managers, provide an increased oversight presence.
8/1/95.
8/1/95.
2.1.2.D     Implement a pilot program that will provide managers and supervisors additional training on managerial techniques such as (1) pinpointing results and behaviors which support organizational goals, (2) developing measurement and feedback systems to communicate progress, and (3) managing and reinforcing desired behaviors and results, Pilot training to be completed by 9/1/95 followed by an implementation period.
2.1.2.B Use the Management Oversight Program in the Control Room, as discussed in 2.1.1.B.
Improvements in performance will be monitored before additional staff.
Ongoing.
2;1.2.C Develop additional trending capability within Operations, which will allow management to address individual and systemic problems quicker.
8/1/95.
2.1.2.D Implement a pilot program that willprovide managers and supervisors additional training on managerial techniques such as (1) pinpointing results and behaviors which support organizational goals, (2) developing measurement and feedback systems to communicate progress, and (3) managing and reinforcing desired behaviors and results, Pilot training to be completed by 9/1/95 followed by an implementation period.
Improvements in performance willbe monitored before additional staff.
management members receive the training.
management members receive the training.
Expected Results:     Operations management will be more visible and active in reinforcing expectations.
Expected Results:
This visibility and activity will enable management to recognize problems at an earlier stage. This will result in not only identifying the need.to improve behaviors, but also successfully coaching individuals towards desired improvements or making changes in personnel who do not adapt to expectations.
Operations management willbe more visible and active in reinforcing expectations.
Measurement S   d d*:   ~UI             e Lev 2.1.2.a     Same as 2.1.1.a - 2.1.1.g.
This visibility and activity will enable management to recognize problems at an earlier stage.
De     men Level 2.1.2.b     Non-shift management time in the Control Room will be increased.
This willresult in not only identifying the need.to improve behaviors, but also successfully coaching individuals towards desired improvements or making changes in personnel who do not adapt to expectations.
e Lev Measurement S
d d*:
~UI 2.1.2.a Same as 2.1.1.a - 2.1.1.g.
De men Level 2.1.2.b Non-shift management time in the Control Room willbe increased.
Page 11
Page 11


2.1.2.c     Operations management will rate the quality of the OI-9 observations made by the on-shift management complement (SM and CRS).
2.1.2.c Operations management will rate the quality of the OI-9 observations made by the on-shift management complement (SM and CRS).
2.1.2.d     The quality of the feedback from Shift Managers and Control Room Supervisors will be judged by individual contributors who have had interface with them each quarter. This will help evaluate the coaching and reinforcement techniques practiced by management personnel.
2.1.2.d 2.1.2.e The quality of the feedback from Shift Managers and Control Room Supervisors will be judged by individual contributors who have had interface with them each quarter.
2.1.2.e    Management Oversight observations are being reviewed for improved performance.
This willhelp evaluate the coaching and reinforcement techniques practiced by management personnel.
2.1.2.f   Industry peer evaluations, e.g., INPO assist visits, will be performed periodically to evaluate the effectiveness of the Management Oversight Program.
Management Oversight observations are being reviewed for improved performance.
Objective:   2.1.3       Foster an environment in which all individuals make conservative decisions when responding to issues.
2.1.2.f Industry peer evaluations, e.g., INPO assist visits, will be performed periodically to evaluate the effectiveness of the Management Oversight Program.
Initiatives: 2.1.3.A     Implement revised OI-9 management         observations, as discussed in 2.1.1.A. Ongoing.
Objective:
2.1.3.B     Implement revised Management Oversight Program, as discussed in 2.1.1.B. Ongoing.
2.1.3 Foster an environment in which all individuals make conservative decisions when responding to issues.
2.1.3.C     Use simulator training scenarios during each training cycle which promote conservative decision-making.       These scenarios specifically address implementation of Technical Specifications. Ongoing.
Initiatives:
2.1.3.D     Continue Boss Talks, which involve example discussions with Operations team members and are used to reinforce expectations for conservative decision-making. Ongoing.
2.1.3.A Implement revised OI-9 management observations, as discussed in 2.1.1.A.
2.1.3.E     Implement the Gold Card Program, as discussed in 2.1.1.F. 8/1/95.
Ongoing.
Zxpected Results:     Additional training and coaching will result in improvements in conservative decision-making. Response to precursor problems will become more effective and thereby increase overall Plant reliability through fixing problems early, instead of waiting until they become challenges to current performance.
2.1.3.B Implement revised Management Oversight Program, as discussed in 2.1.1.B.
Ongoing.
2.1.3.C Use simulator training scenarios during each training cycle which promote conservative decision-making.
These scenarios specifically address implementation of Technical Specifications.
Ongoing.
2.1.3.D Continue Boss Talks, which involve example discussions with Operations team members and are used to reinforce expectations for conservative decision-making.
Ongoing.
2.1.3.E Implement the Gold Card Program, as discussed in 2.1.1.F.
8/1/95.
Zxpected Results:
Additional training and coaching will result in improvements in conservative decision-making.
 
===Response===
to precursor problems willbecome more effective and thereby increase overall Plant reliability through fixing problems early, instead of waiting until they become challenges to current performance.
Page 12
Page 12


Measurement s ~e:       ~l 2.1.3.a     Same as standards 2.1.1.a, 2.1.1.b, 2.1.1.d, 2.1.1.e, and 2.1.l.f.
Measurement s ~e: ~l 2.1.3.a Same as standards 2.1.1.a, 2.1.1.b, 2.1.1.d, 2.1.1.e, and 2.1.l.f.
De     men Level 2.1.3.c     Management Oversight observations should indicate improvement.
De men Level 2.1.3.c Management Oversight observations should indicate improvement.
2.1.3.d     NRC observations should indicate improvement.
2.1.3.d NRC observations should indicate improvement.
2.1.3.e     Management observations of the Gold Card Program should indicate that conservative decisions are being discussed and reinforced.
2.1.3.e Management observations of the Gold Card Program should indicate that conservative decisions are being discussed and reinforced.
2.1.3.f     Peer evaluations   of performance will   be conducted   periodically to evaluate this area.
2.1.3.f Peer evaluations of performance will be conducted periodically to evaluate this area.
Page 13
Page 13


2.2     MANAGEMENTINVOLVEMENT
2.2 MANAGEMENTINVOLVEMENT Obj ective:
    ~   I Obj ective:t 2,2.1       Create an environment in which Operations staff accepts, implements and reinforces management expectations at all times.
~
Initiatives: 2.2.1.A     Hold confirmatory meetings with Operations staff to focus on the acceptance,   development,     and implementation       of management expectations. Beginning in the fourth quarter of 1995.
I t 2,2.1 Create an environment in which Operations staff accepts, implements and reinforces management expectations at all times.
2.2.1.B     Implement the OI-9 Program, as discussed in 2.1.1.A. 8/1/95.
Initiatives:
2.2.1.C     Continue Boss Talks in Operations, as discussed in 2.1.3.D. Ongoing.
2.2.1.A Hold confirmatory meetings with Operations staff to focus on the acceptance, development, and implementation of management expectations.
2.2.1.D     Implement pilot management training, as discussed in 2.1.2.D. This training will be used in conjunction with the regular performance appraisal program. 9/1/95.
Beginning in the fourth quarter of 1995.
Expected Results:     Confirmatory meetings will enhance commitment to management expectations, Completing the balance of the initiatives will further reinforce and validate implementation of the expectations. Overall, the expectations should result in more effective personnel performance and increased reliability in Plant operations.
2.2.1.B Implement the OI-9 Program, as discussed in 2.1.1.A.
Measurement R     dA:                         v 2.2.1.a     Same as the standards set forth in 2.1.1.a   - 2.1.1.g.
8/1/95.
2.2.l.b     Same as the standards set forth in 2.1.1.h -   2.l.l.m.
2.2.1.C Continue Boss Talks in Operations, as discussed in 2.1.3.D.
2.2.1.c     Performance appraisal results will identify, in detail, the implementation of management expectations.
Ongoing.
2.2.1.d     Same as the standard set forth in 2.1.2.d.
2.2.1.D Implement pilot management training, as discussed in 2.1.2.D.
Objective:   2.2.2       Use the Operations quarterly indicators to (1) reinforce management expectations, (2) facilitate identification of areas requiring additional work, and (3) facilitate identification of successes showing improvement from the'perspective of the Operations staff and WNP-2 management.
This training will be used in conjunction with the regular performance appraisal program.
InNatives:   2.2.2.A     Select and analyze key Operations processes (e.g., Clearance Order processing) to identify in-process performance indicators which would assist implementers and staff in evaluating the quality of process implementation. Collect and chart data to allow improved performance Page 14
9/1/95.
Expected Results:
Confirmatory meetings will enhance commitment to management expectations, Completing the balance of the initiatives will further reinforce and validate implementation of the expectations.
Overall, the expectations should result in more effective personnel performance and increased reliability in Plant operations.
Measurement R dA:
v 2.2.1.a Same as the standards set forth in 2.1.1.a - 2.1.1.g.
2.2.l.b Same as the standards set forth in 2.1.1.h - 2.l.l.m.
2.2.1.c Performance appraisal results willidentify, in detail, the implementation of management expectations.
2.2.1.d Same as the standard set forth in 2.1.2.d.
Objective:
2.2.2 Use the Operations quarterly indicators to (1) reinforce management expectations, (2) facilitate identification of areas requiring additional work, and (3) facilitate identification of successes showing improvement from the'perspective of the Operations staff and WNP-2 management.
InNatives:
2.2.2.A Select and analyze key Operations processes (e.g.,
Clearance Order processing) to identify in-process performance indicators which would assist implementers and staff in evaluating the quality of process implementation.
Collect and chart data to allow improved performance Page 14


of a particular process. After certain process level improvements are made and solidified, select another process for similar review and continue until all Operations processes have been analyzed. Ongoing.
of a particular process.
2.2.2.B     Revise the Operations quarterly indicators to track human performance trends requiring improvement. Assure these indicators have goals or control bands identified to focus management attention when necessary.
After certain process level improvements are made and solidified, select another process for similar review and continue until all Operations processes have been analyzed.
Ongoing.
2.2.2.B Revise the Operations quarterly indicators to track human performance trends requiring improvement.
Assure these indicators have goals or control bands identified to focus management attention when necessary.
Beginning 8/1/95.
Beginning 8/1/95.
2.2.2.C   Periodically review equipment trending data from Technical Staff to ensure Maintenance and Technical Staff personnel are focused on equipment trends which Operations believes require attention. Validate equipment trends with operator workarounds and problem areas.
2.2.2.C Periodically review equipment trending data from Technical Staff to ensure Maintenance and Technical Staff personnel are focused on equipment trends which Operations believes require attention.
Validate equipment trends with operator workarounds and problem areas.
Beginning 10/1/95.
Beginning 10/1/95.
Expected Results:   Analyzing processes and tracking in-process performance will allow performers and management to identify process or implementation problems earlier and implement fixes prior to the problem affecting Plant reliability. In addition, establishing performance indicators will reinforce expectations and allow standards to be revised for added efficiencies. At the same time, data gathering will allow a greater degree of management by fact, rather than by assumption. These actions should translate into improved Plant reliability, better problem resolution and clearer expectations.
Expected Results:
Measurement S   de*:                   e Level 2.2.2.a   Same as the standards set forth in 2.1.1.a - 2.1.1.g.
Analyzing processes and tracking in-process performance willallow performers and management to identify process or implementation problems earlier and implement fixes prior to the problem affecting Plant reliability.
llgUKLal 2.2.2.b   One process per quarter will be tracked, trended and evaluated to ensure demonstrated improvement.
In addition, establishing performance indicators willreinforce expectations and allow standards to be revised for added efficiencies. At the same time, data gathering willallow a greater degree of management by fact, rather than by assumption.
2.2.2.c   Feedback from operators and shift crews     will be monitored to evaluate responsiveness to problems.
These actions should translate into improved Plant reliability, better problem resolution and clearer expectations.
2.2.2.d   Human performance PERs for Operations'rrors, related to will be monitored for reduction.
Measurement S
Operations'rocesses, 2.2.2.e   Management Oversight observations     willbe monitored for indications of improved performance.
de*:
e Level 2.2.2.a Same as the standards set forth in 2.1.1.a - 2.1.1.g.
llgUKLal 2.2.2.b One process per quarter willbe tracked, trended and evaluated to ensure demonstrated improvement.
2.2.2.c Feedback from operators and shift crews willbe monitored to evaluate responsiveness to problems.
2.2.2.d Human performance PERs for Operations'rrors, related to Operations'rocesses, willbe monitored for reduction.
2.2.2.e Management Oversight observations willbe monitored for indications of improved performance.
Page 15
Page 15


2.3A PROBLEM IDENTIFICATION Obj ective:t 2.3A.1   Increase the number of PERs generated         as a'esult of Operations'involvement in Plant activities.
2.3A PROBLEM IDENTIFICATION Obj ective:t 2.3A.1 Increase the number of PERs generated as a'esult of Operations'involvement in Plant activities.
Initiative: 2.3A.1.A Coaching by the Operations Manager, via the on-going OI-9 reviews and on-going Management Oversight, has provided additional clarification and expectations. As a result, the current threshold for generating PERs is considered adequate. No further action willbe taken regarding this issue at this time.
Initiative:
2.3A.1.B Generate statistical data demonstrating that the current PER level is truly representative   of existing problems. 3/96 Objective:   2.3A.2   Develop a common understanding among Operations staff regarding the need to document problems so that they can be properly characterized and fixed.
2.3A.1.A Coaching by the Operations Manager, via the on-going OI-9 reviews and on-going Management Oversight, has provided additional clarification and expectations.
Initiative: 2.3A.2.A Coaching by the Operations Manager, via the ongoing OI-9 evaluations and in-progress     Management Oversight observations, has provided additional clarification and improved consistency. The current threshold for PER generation is consistent between shifts and is meeting management expectations. No further action will be taken, regarding this issue at this time.
As a result, the current threshold for generating PERs is considered adequate.
No further action willbe taken regarding this issue at this time.
2.3A.1.B Generate statistical data demonstrating that the current PER level is truly representative of existing problems. 3/96 Objective:
2.3A.2 Develop a common understanding among Operations staff regarding the need to document problems so that they can be properly characterized and fixed.
Initiative:
2.3A.2.A Coaching by the Operations Manager, via the ongoing OI-9 evaluations and in-progress Management Oversight observations, has provided additional clarification and improved consistency.
The current threshold for PER generation is consistent between shifts and is meeting management expectations.
No further action willbe taken, regarding this issue at this time.
Page 16
Page 16


2.3B     PROBLEM RESOLUTION
2.3B PROBLEM RESOLUTION Objective:
        ~
~
Improve the system for reviewing chronic problems and operator
~
  ~
2.3B.1 Improve the system for reviewing chronic problems and operator workarounds to ensure it is based on sound technical facts and judgments.
Objective:    2.3B.1 workarounds to ensure it is based on sound technical facts and judgments. Clearly communicate this system to Operations staff so that misunderstandings about station priorities are avoided.
Clearly communicate this system to Operations staff so that misunderstandings about station priorities are avoided.
InMatives:   2.3B.l.A Revise OI-14 Chronic Equipment Problems.             OI-14 documents the methods to track status and prioritize     chronic equipment problems resulting in operator workarounds.         The revision will improve identification of issues for resolution. Beginning 9/1/95.
InMatives:
2.3B.1.B Establish goals for reducing the number   of workarounds. 9/1/95.
2.3B.l.A Revise OI-14 Chronic Equipment Problems.
Erpected Result:       Improved focus will reduce       the total number   and duration of Operations workarounds, Measurement S   de:     ~l           e Lev 2.3B.l.a Control Room deficiencies will be monitored for improvement.
OI-14 documents the methods to track status and prioritize chronic equipment problems resulting in operator workarounds.
2.3B.l.b The number of operator workarounds will be monitored for reduction.
The revision will improve identification of issues for resolution.
2.3B.l.c The average time a work-around is in place will be monitored for reduction.
Beginning 9/1/95.
2.3B.l.d Observations from Management will be monitored for indications of improved performance.
2.3B.1.B Establish goals for reducing the number of workarounds.
2.3B.1.e Feedback from the Operations staff will be monitored for indication   of an improved ability to operate the Plant as designed.
9/1/95.
Erpected Result:
Improved focus will reduce the total number and duration of Operations workarounds, e Lev Measurement S de:
~l 2.3B.l.a Control Room deficiencies willbe monitored for improvement.
2.3B.l.b The number of operator workarounds willbe monitored for reduction.
2.3B.l.c The average time a work-around is in place will be monitored for reduction.
2.3B.l.d Observations from Management will be monitored for indications of improved performance.
2.3B.1.e Feedback from the Operations staff willbe monitored for indication of an improved ability to operate the Plant as designed.
Page 17
Page 17


2.4     QUALITYOF OPERATIONS Improve the process and common understanding of issues among
2.4 QUALITYOF OPERATIONS Objective:
    ~
2.4.1
Objective:t 2.4.1 Operations staff which leads to preventing recurrence of minor events while they are precursors, rather than addressing them only when they become significant events.
~
InMatives: 2.4.1.A     Reinforce management expectations for dealing with issues through the use of the OI-9 Program, as discussed in 2.1.1.A. 8/1/95.
t Improve the process and common understanding of issues among Operations staff which leads to preventing recurrence of minor events while they are precursors, rather than addressing them only when they become significant events.
2.4.1.B     Monitor issues raised and resolution of those issues through conducting additional operator log reviews and Quality assessments and by assessing feedback from Management Oversight in the Control Room. Oversight began in 5/95, log reviews began in 4/95 and Quality assessments are routine. Ongoing.
InMatives:
2.4.1.C     Use the quarterly human performance 'indicators for Operations (described under 2.2.2.B) to reinforce positive behaviors and correct weak behaviors. This will be done on an individual crew and manager basis. Beginning 8/1/95.
2.4.1.A Reinforce management expectations for dealing with issues through the use of the OI-9 Program, as discussed in 2.1.1.A.
2.4.1.D     Use the Gold Card Program to reinforce human performance issue resolution at an early stage. Beginning 8/1/95.
8/1/95.
Zrp ected Result:     Problems will be addressed before they become challenges to Operations.           This should result in improved reliability.
2.4.1.B Monitor issues raised and resolution of those issues through conducting additional operator log reviews and Quality assessments and by assessing feedback from Management Oversight in the Control Room.
Measurement S     dR*:                 e Leve 2.4.l.a     Same as standards: set forth in 2.1.l.a - 2.l.l.g.
Oversight began in 5/95, log reviews began in 4/95 and Quality assessments are routine.
e     men     vl 2.4.1.b     Feedback from Oversight personnel     will be monitored for indications of improved performance.
Ongoing.
2.4.1.c     Logs will be monitored for indication that issues are consistently being resolved through an established corrective processes.
2.4.1.C Use the quarterly human performance
2.4.1.d     Observations of the Gold Card Program implementation will .be monitored for indications that Operations staff is being more aggressive in fixing human performance problems early.
'indicators for Operations (described under 2.2.2.B) to reinforce positive behaviors and correct weak behaviors.
2.4.1.e     The gross number of PERs will be monitored for an increase, followed by a decrease as problems are corrected and do not recur. PERS are also monitored for recurring trends of problem types or areas.
This willbe done on an individual crew and manager basis.
Beginning 8/1/95.
2.4.1.D Use the Gold Card Program to reinforce human performance issue resolution at an early stage.
Beginning 8/1/95.
Zrpected Result:
Problems will be addressed before they become challenges to Operations.
This should result in improved reliability.
Measurement S
dR*:
e Leve 2.4.l.a Same as standards: set forth in 2.1.l.a - 2.l.l.g.
e men vl 2.4.1.b Feedback from Oversight personnel willbe monitored for indications of improved performance.
2.4.1.c Logs willbe monitored for indication that issues are consistently being resolved through an established corrective processes.
2.4.1.d Observations of the Gold Card Program implementation will.be monitored for indications that Operations staff is being more aggressive in fixing human performance problems early.
2.4.1.e The gross number of PERs willbe monitored for an increase, followed by a decrease as problems are corrected and do not recur.
PERS are also monitored for recurring trends of problem types or areas.
Page 18
Page 18


2.5     PROGRAMS AND PROCEDURES I
2.5 PROGRAMS AND PROCEDURES Objective:
    ~
2.5.1
Objective:t  2.5.1 I ~       All staff members must strictly follow procedures unless they have reason to believe they should not, at which time they should secure their work area and seek procedural clarification or modification.
~
Initiatives: 2.5.1.A     Implement OI-9 Program, as discussed in 2.1.1.A. 8/I/95.
I t I
2.5.1.B     Operations staff members express a persistent belief that traps exist in procedures. Survey the staff to determine whether this is an actual concern. If the concern is validated, correct the procedures and revise the training program to ensure that all staff members are made aware of the procedure requirements. This training should be prioritized around the most frequently cited procedures of concern. 8/1/95.
~
Expected Result:       Operations staff will strictly adhere to procedures. Operations will demonstrate recognizable leadership in adherence to this standard.
All staff members must strictly follow procedures unless they have reason to believe they should not, at which time they should secure their work area and seek procedural clarification or modification.
'Measurement S   ~N*:     ~l           ra e Level 2.5.1.a     NOV rate, LERs, and personnel errors will be monitored for reduction.
Initiatives:
n Lev 2.5.1.b     Procedure compliance PERs     will be monitored for reduction.
2.5.1.A Implement OI-9 Program, as discussed in 2.1.1.A. 8/I/95.
2.5.1.c     Feedback from Management Oversight and the NRC         will be monitored for indications of improvement.
2.5.1.B Operations staff members express a persistent belief that traps exist in procedures.
Objective:   2.5.2     'nsure     Operations management makes decisions regarding the need for procedure deviations in accordance with approved procedures.
Survey the staff to determine whether this is an actual concern. Ifthe concern is validated, correct the procedures and revise the training program to ensure that all staff members are made aware of the procedure requirements.
Initiatives: 2.5.2.A     Review of a sample of Operations'rocedure             deviations will be completed by Quality. 8/1/95.
This training should be prioritized around the most frequently cited procedures of concern.
2.5.2.B     If a problem exists with inappropriate procedure deviations, develop appropriate corrective actions. To be assessed once analysis is complete.
8/1/95.
Expected Result:      Operations staff will lead by example in implementing management's expectations regarding the use of procedure deviations.
Expected Result:
Measurement Standanf:     Procedure deviations processed in accordance with approved procedures.
Operations staff will strictly adhere to procedures.
Operations will demonstrate recognizable leadership in adherence to this standard.
ra e Level
'Measurement S ~N*:
~l 2.5.1.a NOV rate, LERs, and personnel errors willbe monitored for reduction.
n Lev 2.5.1.b Procedure compliance PERs willbe monitored for reduction.
2.5.1.c Feedback from Management Oversight and the NRC willbe monitored for indications of improvement.
Objective:
2.5.2
'nsure Operations management makes decisions regarding the need for procedure deviations in accordance with approved procedures.
Initiatives:
2.5.2.A Review of a sample of Operations'rocedure deviations will be completed by Quality. 8/1/95.
Expected Result:
2.5.2.B If a problem exists with inappropriate procedure deviations, develop appropriate corrective actions.
To be assessed once analysis is complete.
Operations staff willlead by example in implementing management's expectations regarding the use of procedure deviations.
Measurement Standanf:
Procedure deviations processed in accordance with approved procedures.
Page 19
Page 19


2.6     CORRECTIVE ACTIONS I
2.6 CORRECTIVE ACTIONS Objective:
Ensure that Operations staff accepts issues brought to them by other
2.6.1
    ~
~
Objective:t  2.6.1 I ~
I t I
station personnel in a manner that does not intimidate oi in any way demean the messenger.         Operations staff should hold personnel accountable for gathering and reporting facts in this same non-threatening manner.
~
InMatives:   2.6.1.A     Perform a site-wide informational survey to determine whether station personnel elect to ignore issues rather than be subject to challenges associated with reporting them to the Control Room. To be initiated 9/15/95.
Ensure that Operations staff accepts issues brought to them by other station personnel in a manner that does not intimidate oi in any way demean the messenger.
2.6.1.B     If a concern is validated, develop appropriate responses   to the issues identified. To be assessed based upon survey results.
Operations staff should hold personnel accountable forgathering and reporting facts in this same non-threatening manner.
Expected Result:     A survey of station personnel will identify whether a concern exists in this area and if so, action can be taken to improve Operations staff performance.. This should
InMatives:
            'ultimately encourage station personnel to freely identify issues of concern so that they may be properly addressed.
2.6.1.A Perform a site-wide informational survey to determine whether station personnel elect to ignore issues rather than be subject to challenges associated with reporting them to the Control Room.
Measurement Standard:   Subjective measure based on survey results.
To be initiated 9/15/95.
2.6.1.B If a concern is validated, develop appropriate responses to the issues identified. To be assessed based upon survey results.
Expected Result:
A survey of station personnel willidentify whether a concern exists in this area and if so, action can be taken to improve Operations staff performance..
This should
'ultimately encourage station personnel to freely identify issues of concern so that they may be properly addressed.
Measurement Standard:
Subjective measure based on survey results.
Page 20
Page 20


PERFORMANCE IMPROVEMENT AREAS ENGINEERING 3.0
3.0 ENGI EERBIG PERFORMANCE IMPROVEMENTAREAS ENGINEERING
                              ~ Ovoralk porfcrmanco less than average ENGI EERBIG 3.1 OBJECTIVE SAFETY FOCUS           ~   Problem rosolutlon ls Inoffectlvo                                   3.1.1
~ Ovoralk porfcrmanco less than average 3.1 SAFETY FOCUS
                            ,
~ Problem rosolutlon ls Inoffectlvo OBJECTIVE 3.1.1
                              ~   Safety focus needs further improvement action plans 4 priorities     3.1.1 are lacking In key areas
, ~ Safety focus needs further improvement action plans 4 priorities are lacking In key areas
                              ~ Rect cause analyses aro Inadequate                                   3.1.1 OLIECTIVE MA AGEMENT INVOLgEMENT
~ Rect cause analyses aro Inadequate 3.1.1 3.1.1 MA AGEMENT INVOLgEMENT
                              ~   Further Improvemonts are needed to managomont's Invclvoment           32.1 within onglnoorlng organizations
~ Further Improvemonts are needed to managomont's Invclvoment withinonglnoorlng organizations
                              ~   Managomongsuporvlscry sldlls neod Imprcvoment                         3A.1
~ Managomongsuporvlscry sldlls neod Imprcvoment
                              ~   Inadoquato support given to Involving supervisors In systom           3$ .1 rnanagemont program
~ Inadoquato support given to Involving supervisors In systom rnanagemont program
                              ~   Need to continuo emphasis on bacldog managoment                       3%1 PROBLEM                                                                                 OBJECTIVE IDENTIFICATION
~ Need to continuo emphasis on bacldog managoment OLIECTIVE 32.1 3A.1 3$.1 3%1 PROBLEM IDENTIFICATION
                              ~ Tlmoly resolution   of probloms contlnuos to bo weak                   38.1
'PROBLEM
          'PROBLEM
, 'RESOLUTION 3A UNDERSTANDING DESIGN
        'RESOLUTION
~Tlmoly resolution of probloms contlnuos to bo weak
                              ~ Nood to further Improve ofloctlvonoss of multl<lsclpllned toams       3.3.1
~ Nood to further Improve ofloctlvonoss of multl<lsclpllned toams conducting s atom walkdowns
      ,
~ Folhw through on romedhrl offcrts Is brcklng
conducting s atom walkdowns
~ Problems with rosolvlng long~ndlng lssuos persist
                            ~   Folhw through on romedhrl offcrts Is brcklng                         38.1
~ Soveral plant 4 Industry issues not dealt with ofioctively
                            ~   Problems with rosolvlng   long~ndlng lssuos persist                   33.1
~ Understanding of plant design 4 tho design chango rovtow process ls minimal
                            ~   Soveral plant 4 Industry issues not dealt with ofioctively           39.1 3A OB JECTIVE UNDERSTANDING DESIGN
~ Inattention-to4etag errors Alack of appropriate proIect oversight problorns persist
                          ~     Understanding of plant design 4 tho design chango rovtow             3A.t process ls minimal                                                     3.5.1 6A.f
~ Design reviews aro lacking In consbtency 4 quality
                          ~     Inattention-to4etag errors Alack of appropriate proIect oversight     3A.1 problorns persist
~ SlgnNlcant number cf deficiencies In Implomontatlcn of doslgn changes aro evident OBJECTIVE 38.1 3.3.1 38.1 33.1 39.1 OBJECTIVE 3A.t 3.5.1 6A.f 3A.1 3$.1 3.6.1
                          ~
%2.1 OUALITYOF ENGINEERING WORK
Design reviews aro lacking In consbtency     4 quality               3$ .1
~ Process controls are weak
                          ~   SlgnNlcant number cf deficiencies In Implomontatlcn of doslgn         3.6.1 changes aro evident                                                  %2.1 OB J ECTIVE OUALITYOF ENGINEERING     ~     Process controls are weak                                             3A.1 WORK
~ System managomont program tacks adequate support
                          ~     System managomont program tacks adequate support                     3$ .1
~ Design reviews 6 their Implementation aro weak
                          ~     Design reviews 6 their Implementation aro weak                       3A.1
~ Attention to detail lacking
                          ~     Attention to detail lacking                                           3A.1
~ Poor Intordopartmont coordination 4 cooperation
                          ~     Poor Intordopartmont coordination 4 cooperation                       3$ .1 33.1
~ Poor managomont Invclvomont 6 oversight OBJ ECTIVE 3A.1 3$.1 3A.1 3A.1 3$.1 33.1 3.1.1 T.f.f PROGRAMS KL PROCEDURES
                          ~    Poor managomont Invclvomont 6 oversight                              3.1.1 T.f.f PROGRAMS KL PROCEDURES       ~     Implemontatlon of 10CFR50.65 (aka "tho Maintonanco Rule )             3.1.1 legs significantly bohlnd most of the Industry
~ Implemontatlon of 10CFR50.65 (aka "tho Maintonanco Rule )
                          ~     Ouarterly team walkdcwns nct always adequately supported             32.1 by other organizations
legs significantly bohlnd most of the Industry
                          ~     Froquency of quarterly team walkdowns Is Inadequate                   3.2.1
~ Ouarterly team walkdcwns nct always adequately supported by other organizations
                          ~     Prccoduros, Instructions, 4 standards aro cumbersome                 3.6.1 4 unwloldy H
~ Froquency of quarterly team walkdowns Is Inadequate
I rr     KXCKPTlONAL PKRFORMANCK    ~
~ Prccoduros, Instructions, 4 standards aro cumbersome 4 unwloldy 3.1.1 32.1 3.2.1 3.6.1 H
                              ~w       AVKRAOK PKRFORMANCK       ~     Mwuuu PKRFORMANCK erc4reeae BAY 10, 1005
I rr KXCKPTlONAL
~w AVKRAOK Mwuuu PKRFORMANCK ~
PKRFORMANCK ~
PKRFORMANCK erc4reeae BAY10, 1005


ENGINEERING 3.1   SAFETY FOCUS Objective: 3.1.1   Maintain Plant Nuclear Safety within the bounds of the Plant's license and the insights provided by the Probabilistic Safety Assessment.
ENGINEERING 3.1 SAFETY FOCUS Objective:
InMatives: 3.1.1.A Develop and communicate, management expectations for conservative decision-making, stressing safe operation, Plant operability, quality, timeliness and thoroughness of work products. Completed. Update training to emphasize conservative decision-making by 6/96.
3.1.1 Maintain Plant Nuclear Safety within the bounds of the Plant's license and the insights provided by the Probabilistic Safety Assessment.
InMatives:
3.1.1.A Develop and communicate, management expectations for conservative decision-making, stressing safe operation, Plant operability, quality, timeliness and thoroughness of work products.
Completed.
Update training to emphasize conservative decision-making by 6/96.
3.1.1.B Continue to prioritize initiatives, programs and projects through the Plant Review Committee process with a focus on maintaining nuclear safety and Plant support consistent with the Plant-wide prioritization process.
3.1.1.B Continue to prioritize initiatives, programs and projects through the Plant Review Committee process with a focus on maintaining nuclear safety and Plant support consistent with the Plant-wide prioritization process.
Ongoing.
Ongoing.
3.1.1.C Increase and optimize staffing in the System Engineering group to provide better and more timely system support to Operations and Maintenance. 11/30/95.
3.1.1.C Increase and optimize staffing in the System Engineering group to provide better and more timely system support to Operations and Maintenance.
3.1.1.D Update the Engineering Qualification Guides to provide in-depth qualification training to Engineering staff, which will include the following: 10/31/95.
11/30/95.
                    ~ Senior Reactor Operator (SRO) level training to system engineers on their WNP-2 assigned systems. To be completed within. one year for present staff and within one year of hire date for new staff.
3.1.1.D Update the Engineering Qualification Guides to provide in-depth qualification training to Engineering
                    ~ Integrated systems training based on the SRO systems training program within two years for present staff and one year from hire date for new systems engineers.
: staff, which will include the following: 10/31/95.
                    ~ Design and licensing basis training, including the development of the required design basis documents and training materials.         To be completed within two years (10/97) for present staff and within two years of hire date for new staff.
~ Senior Reactor Operator (SRO) level training to system engineers on their WNP-2 assigned systems.
                    ~ Train Engineering staff on Plant Technical Specifications. To be completed within one year for present staff and within one year of hire date for new staff.
To be completed within.one year for present staff and within one year of hire date for new staff.
                    ~ Provide Engineering staff with annual refresher training on performing operability assessments, specifically addressing GL 91-18.
~
Integrated systems training based on the SRO systems training program withintwo years for present staff and one year from hire date for new systems engineers.
~
Design and licensing basis training, including the development of the required design basis documents and training materials.
To be completed within two years (10/97) for present staff and within two years of hire date for new staff.
~ Train Engineering staff on Plant Technical Specifications.
To be completed within one year for present staff and within one year of hire date for new staff.
~ Provide Engineering staff with annual refresher training on performing operability assessments, specifically addressing GL91-18.
Page 21
Page 21


                        ~ Corrective action resolution training on root cause methods and effective corrective actions. To be completed within one year for present staff and within one year of hire date for new staff.
~
                        ~ Probabilistic Safety Assessment applications and awareness training for appropriate staff personnel, emphasizing safety significance rankings of systems. To be completed within one year for present staff and within one year of hire date for new staff.
Corrective action resolution training on root cause methods and effective corrective actions.
                        ~ Continuing training program that focuses on refresher training, lessons learned and special topics (e.g., industry events). Ongoing.
To be completed within one year for present staff and within one year of hire date for new staff.
Expected Results:   Minimization of errors associated with misunderstanding Plant interactions when implementing Plant design changes or performing post modification or maintenance testing or special test procedures.
~ Probabilistic Safety Assessment applications and awareness training for appropriate staff personnel, emphasizing safety significance rankings of systems.
Enhanced engineering safety perspective through a better understanding       of'how changes in Plant conditions and systems can affect Plant accident response.
To be completed within one year for present staff and within one year of hire date for new staff.
Improved quality of operability assessments   performed on degraded Plant systems, components and structures.
~
Improved interface between Engineering and Operations. With broader systems knowledge, the engineer will better understand the effect of degraded equipment on the ability of the operators to control the Plant during normal and off-normal conditions.
Continuing training program that focuses on refresher
: training, lessons learned and special topics (e.g., industry events).
Ongoing.
Expected Results:
Minimization of errors associated with misunderstanding Plant interactions when implementing Plant design changes or performing post modification or maintenance testing or special test procedures.
Enhanced engineering safety perspective through a better understanding of'how changes in Plant conditions and systems can affect Plant accident response.
Improved quality of operability assessments performed on degraded Plant systems, components and structures.
Improved interface between Engineering and Operations.
With broader systems knowledge, the engineer willbetter understand the effect of degraded equipment on the ability of the operators to control the Plant during normal and off-normal conditions.
Improved quality and timely completion of safety significant issues through better regulatory and risk-based Plant understanding.
Improved quality and timely completion of safety significant issues through better regulatory and risk-based Plant understanding.
Better and more timely support to Plant Operations and Maintenance on those initiatives, programs and projects of greatest impact to reliable and cost effective Plant operations.
Better and more timely support to Plant Operations and Maintenance on those initiatives, programs and projects of greatest impact to reliable and cost effective Plant operations.
Increased system engineering understanding and involvement with Plant systems to allow refocus of system engineering problem resolution performance to become proactive rather than reactive.
Increased system engineering understanding and involvement with Plant systems to allow refocus of system engineering problem resolution performance to become proactive rather than reactive.
Measurement Standanfs: 3.1.1.a     Use of Maintenance Rule criteria to monitor safety system availability and reliability.
Measurement Standanfs:
3.l.l.b     Number of LER/NOVs issued against safety systems.
3.1.1.a Use of Maintenance Rule criteria to monitor safety system availability and reliability.
3.1.l.c     WO backlog on safety systems.
3.l.l.b Number of LER/NOVs issued against safety systems.
3.1.l.c WO backlog on safety systems.
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3.1.1.d Timeliness, of closure of corrective actions on significant PERs.
3.1.1.d Timeliness, of closure of corrective actions on significant PERs.
3.1.1.e Monitor schedule effectiveness in focusing work activities on risk significant systems and issues.
3.1.1.e Monitor schedule effectiveness in focusing work activities on risk significant systems and issues.
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3.2     MANAGEMENTINVOLVEMENT Objective: 3.2.1   'ocus       Engineering on an end product that ensures safe, reliable and cost-effective operation of WNP-2.
3.2 MANAGEMENTINVOLVEMENT Objective:
IniMatives: 3.2.1.A     Define Engineering support in terms of Plant performance indicators related to safe, reliable and cost-effective system operation. Adopt a definition of "success" that meets the following criteria:
3.2.1 'ocus Engineering on an end product that ensures safe, reliable and cost-effective operation of WNP-2.
                          ~ End result oriented (i.e., fixed problem, enhanced Plant operation, reduced barriers, more effective maintenance).
IniMatives:
                          ~ Not based solely on definition of an Engineering product (i.e., do not use a criteria based solely on the engineering quality of the design package). 10/31/95.
3.2.1.A Define Engineering support in terms of Plant performance indicators related to safe, reliable and cost-effective system operation.
3.2.1.B     Continue to eliminate low priority discretionary issues from work scope through application of the Project Review Committee processes including PSA/PRA. Items that do not meet the corporate goals of safe Plant Operation improved reliability, cost effectiveness and willbe eliminated.
Adopt a definition of "success" that meets the following criteria:
~ End result oriented (i.e., fixed problem, enhanced Plant operation, reduced barriers, more effective maintenance).
~ Not based solely on definition of an Engineering product (i.e., do not use a criteria based solely on the engineering quality of the design package). 10/31/95.
3.2.1.B Continue to eliminate low priority discretionary issues from work scope through application of the Project Review Committee processes including PSA/PRA.
Items that do not meet the corporate goals of safe Plant Operation improved reliability, cost effectiveness and willbe eliminated.
Ongoing.
Ongoing.
3.2.1.C     Establish alignment between Engineering, Operations and Maintenance to identify process interfaces and define role, responsibility and accountability of each in the following activities: 12/29/95.
3.2.1.C Establish alignment between Engineering, Operations and Maintenance to identify process interfaces and define
                          ~ System walk-downs
: role, responsibility and accountability of each in the following activities:
                          ~ Design change implementation and testing,
12/29/95.
                          ~ Scope reduction control 3.2.1.D     Consolidate all technical resources under a single director. 7/31/95.
~
Expected Results:   Improved quality and thoroughness of all Engineering products with a focus on customer satisfaction-measured in ability to implement, amount of rework and cost-effectiveness.
System walk-downs
~
Design change implementation and testing,
~
Scope reduction control 3.2.1.D Consolidate all technical resources under a single director.
7/31/95.
Expected Results:
Improved quality and thoroughness of all Engineering products with a focus on customer satisfaction-measured in ability to implement, amount of rework and cost-effectiveness.
Enhanced ability to finalize design packages (error free).
Enhanced ability to finalize design packages (error free).
Decrease in long-standing/open issues.
Decrease in long-standing/open issues.
Improvement in teamwork, Better alignment between organizations with corporate expectations         and goals provides focus for prioritizing work.
Improvement in teamwork, Better alignment between organizations with corporate expectations and goals provides focus for prioritizing work.
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Line 778: Line 1,272:
Reduced maintenance costs and reduced operator burden.
Reduced maintenance costs and reduced operator burden.
Establishment and tracking of performance indicators will enhance directorate knowledge and ability to communicate performance level.
Establishment and tracking of performance indicators will enhance directorate knowledge and ability to communicate performance level.
Measurement Standanfs: 3.2.1.a   Reduction in work inventory age.
Measurement Standanfs:
3.2.1.b   Timeliness of engineering responses - turnaround time.
3.2.1.a Reduction in work inventory age.
3.2.1.c   Total design project costs defined in terms of engineering labor, implementation labor and capital costs within estimates.
3.2.1.b Timeliness of engineering responses
3.2.1.d   Planning and schedule effectiveness (i.e., completing work on schedule).
- turnaround time.
3;2.1.e   Individual system performance - monitor total Plant costs,         Plant efficiency, and total megawatts produced.
3.2.1.c Total design project costs defined in terms of engineering
3.2.l.f   Number of operator workarounds.
: labor, implementation labor and capital costs within estimates.
3.2.1.g   Number of Control Room deficiencies.
3.2.1.d Planning and schedule effectiveness (i.e., completing work on schedule).
3.2.1.h   Total maintenance manhours expended on system maintenance.
3;2.1.e Individual system performance
3.2.1.i   Total dose received.
- monitor total Plant
: costs, Plant efficiency, and total megawatts produced.
3.2.l.f Number of operator workarounds.
3.2.1.g Number of Control Room deficiencies.
3.2.1.h Total maintenance manhours expended on system maintenance.
3.2.1.i Total dose received.
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3.3               PROBLEM IDEN'HFICATION AND RESOLUTION 3.3.1       Identify and resolve operationally significant issues in a timely manner consistent with the corporate goals of continued safe Plant operation, improved reliability; and cost effectiveness.
3.3 PROBLEM IDEN'HFICATIONAND RESOLUTION 3.3.1 Identify and resolve operationally significant issues in a timely manner consistent with the corporate goals of continued safe Plant operation, improved reliability; and cost effectiveness.
InitiMves:           3.3.1.A     Increase and optimize staffing - See 3.1.1.C.
InitiMves:
3.3.1.B     Provide in-depth training to Engineering staff - see 3.1.1.D.
3.3.1.A Increase and optimize staffing - See 3.1.1.C.
3.3.1.C     Prioritize work and eliminate low priority discretionary items - see 3.1.1.B and 3.2.1.B.
3.3.1.B Provide in-depth training to Engineering staff - see 3.1.1.D.
3.3.1.D     Strengthen     management     expectations   for System Engineers to appropriately identify and categorize system weaknesses for resolution.
3.3.1.C Prioritize work and eliminate low priority discretionary items - see 3.1.1.B and 3.2.1.B.
The following information sources will be used to aid the System Engineers in identifying weaknesses: 9/15/95.
3.3.1.D Strengthen management expectations for System Engineers to appropriately identify and categorize system weaknesses for resolution.
                                  ~ PER Generation
The following information sources will be used to aid the System Engineers in identifying weaknesses:
                                  ~ Operating Event Reports
9/15/95.
                                  ~ Work Orders utilization
~ PER Generation
                                .~   Work History File utilization
~ Operating Event Reports
                                  ~ Risk significant component identification
~ Work Orders utilization
                                  ~ Operations and Maintenance (customer) feedback 3.3.1.E     Develop and implement system report card assessing               key system reliability characteristics. 12/30/95.
.~ Work History File utilization
3.3.1.F     Reassess   process for ensuring industry experience is reflected in system reliability, availability, and operability decisions - See section 1.1.2.
~ Risk significant component identification
3.3.1.H     Establish-management expectations among Operations, Maintenance and Engineering that defines the System Engineer as the focal point for system problem resolution. Include emphasis on immediate notification of System Engineers on any significant issues associated with their systems. 12/31/95.
~
Operations and Maintenance (customer) feedback 3.3.1.E Develop and implement system report card assessing key system reliability characteristics.
12/30/95.
3.3.1.F Reassess process for ensuring industry experience is reflected in system reliability, availability, and operability decisions - See section 1.1.2.
3.3.1.H Establish-management expectations among Operations, Maintenance and Engineering that defines the System Engineer as the focal point for system problem resolution.
Include emphasis on immediate notification of System Engineers on any significant issues associated with their systems.
12/31/95.
Erpected.'esults:
Erpected.'esults:
Decrease in long-standing/open issues.
Decrease in long-standing/open issues.
Line 809: Line 1,314:
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Improved cost-effectiveness   and reliability of systems as measured   by objective criteria.
Improved cost-effectiveness and reliability of systems as measured by objective criteria.
Establishment of a proactive approach to ensure industry experience is factored into maintaining safe, reliable, and cost effective system operations.
Establishment of a proactive approach to ensure industry experience is factored into maintaining safe, reliable, and cost effective system operations.
Measurement Standards: 3.3.1.a   Timeliness   of closure of corrective actions on significant PERs.
Measurement Standards:
3.3.1.b   Reduce work order inventory age.
3.3.1.a Timeliness of closure of corrective actions on significant PERs.
3.3.1.c   System report card - reflects key indicators on a system by system basis (e.g., Maintenance Rule criteria (risk significant actions), work order inventory age, PERs, overdue PTL items, failed tests, operator work-around, component performance).
3.3.1.b Reduce work order inventory age.
3.3.1.d   Results obtained from OER selective re-review effort (i.e., assessment of quality of reviews performed).
3.3.1.c System report card - reflects key indicators on a system by system basis (e.g., Maintenance Rule criteria (risk significant actions), work order inventory age, PERs, overdue PTL items, failed tests, operator work-around, component performance).
3;3.1.e   System availability.
3.3.1.d Results obtained from OER selective re-review effort (i.e., assessment of quality of reviews performed).
3.3.1.f   Equivalent system availability.
3;3.1.e System availability.
3.3.1.f Equivalent system availability.
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3.4 & 3.5     UNDERSTANDING DESIGN AND QUALITYOF ENGINEERING WORK Objective:t  3.4.1       Maintain an Engineering organization that has the appropriate qualifications, education, training and tools to successfully meet the corporate goals of safe, reliable and cost-effective Plant operation.
3.4 & 3.5 UNDERSTANDINGDESIGN AND QUALITYOF ENGINEERING WORK Objective:
Initiatives: '3.4.1.A     Optimize and staff the System Engineering group with highly qualified engineering personnel - see 3.1.1.C.
3.4.1 t
3.4.1.B     Provide in-depth training to Engineering staff - see 3.1.1.D.
Maintain an Engineering organization that has the appropriate qualifications, education, training and tools to successfully meet the corporate goals of safe, reliable and cost-effective Plant operation.
3.4.1.C     Re-engineer design change process to simplify procedures, making the cognizant Engineer accountable for a larger scope of the design inter-relationships (i.e., minimize special reviews performed by experts).
Initiatives:
'3.4.1.A Optimize and staff the System Engineering group with highly qualified engineering personnel - see 3.1.1.C.
3.4.1.B Provide in-depth training to Engineering staff - see 3.1.1.D.
3.4.1.C Re-engineer design change process to simplify procedures, making the cognizant Engineer accountable for a larger scope of the design inter-relationships (i.e., minimize special reviews performed by experts).
2/5/96.
2/5/96.
3.4.1.D     Improve interorganizational process interfaces by establishing clearly defined roles and responsibilities - see 3.2.1.C.
3.4.1.D Improve interorganizational process interfaces by establishing clearly defined roles and responsibilities - see 3.2.1.C.
Expected Results:     Minimize errors       associated with misunderstanding Plant interactions when implementing     Plant design changes or performing post-modification or -maintenance testing or special test procedures.
Expected Results:
Enhance engineering safety perspective through a better understanding           of how changes in Plant conditions and systems can affect Plant accident response.
Minimize errors associated with misunderstanding Plant interactions when implementing Plant design changes or performing post-modification or -maintenance testing or special test procedures.
Improve the quality of operability assessments performed on degraded Plant systems, components and structures.
Enhance engineering safety perspective through a better understanding of how changes in Plant conditions and systems can affect Plant accident response.
Measurement Standard:   Number of PER/LER/NOVs issued against system-related design implementation, post-maintenance testing and special test activities.
Improve the quality ofoperability assessments performed on degraded Plant systems, components and structures.
Measurement Standard:
Number of PER/LER/NOVs issued against system-related design implementation, post-maintenance testing and special test activities.
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3.6       PROGRAMS AND PROCEDURE Ensure that Engineering programs are closely coupled with the System
3.6 PROGRAMS AND PROCEDURE Objectives:
    ~  ~
3.5.1
Objectives:   3.5.1
~
                ~ ~
~
Engineer group such that the System Engineer is provided with the necessary tools and data to properly assess the health of the Plant systems.
~
~
Ensure that Engineering programs are closely coupled with the System Engineer group such that the System Engineer is provided with the necessary tools and data to properly assess the health of the Plant systems.
Maintain Engineering processes that provide high quality, efficient and responsive design products to maintain system health and support Plant operational needs.
Maintain Engineering processes that provide high quality, efficient and responsive design products to maintain system health and support Plant operational needs.
InMatives:   3.5.1.A     Review current program charters and realign, ifnecessary, to ensure that direct communication links are established with the System Engineers for data related to their system. 1/31/96.
InMatives:
3.5.1.B     Revise and streamline the design change process - see 3.4.1.C.
3.5.1.A Review current program charters and realign, ifnecessary, to ensure that direct communication links are established with the System Engineers for data related to their system.
3.5.1.C     Complete development     of Maintenance Rule Program -   see 7.1.1.F.
1/31/96.
Expected Results:   .
3.5.1.B Revise and streamline the design change process - see 3.4.1.C.
3.5.1.C Complete development of Maintenance Rule Program - see 7.1.1.F.
Expected Results:
Better use of programs to support System Engineers in maintaining their systems in a safe, reliable and cost-effective manner.
Better use of programs to support System Engineers in maintaining their systems in a safe, reliable and cost-effective manner.
Improved support and timeliness of Engineering products required to support Plant operations.
Improved support and timeliness of Engineering products required to support Plant operations.
Better Engineering versatility in addressing problems.
Better Engineering versatility in addressing problems.
Measurement Standards:   3.5.1.a     Performance indicators as defined on system report cards.
Measurement Standards:
3.5.1.b     Timeliness of Engineering   designs and implementation in the Plant.
3.5.1.a Performance indicators as defined on system report cards.
3.5.1.b Timeliness of Engineering designs and implementation in the Plant.
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PERFORMANCE IMPROVEMENT AREAS MAINTENANCE 4.0
4.0 MAINTENANCE PERFORMANCE IMPROVEMENTAREAS MAINTENANCE
                                ~ Overall: perlormanco ls avorago MAINTENANCE 4.1 OLIECTIVE SAFETY FOCUS         ~   Continual personnel errors Indicate safety focus Is weak       41 .1 4.1 .2 82.1 OBJECTIVE MAIJAGEMENT INVOLVEMENT:
~ Overall: perlormanco ls avorago 4.1 SAFETY FOCUS
                          ~   Increased supervisory field prosonco has been Ineffoctual       42.1 In reducing porsonnol errors
~ Continual personnel errors Indicate safety focus Is weak OLIECTIVE 41.1 4.1.2 82.1 MAIJAGEMENT INVOLVEMENT:
                          ~ Supervisory porfcrmance level noods Improvement                 4&t T.t.f
~ Increased supervisory field prosonco has been Ineffoctual In reducing porsonnol errors
                          ~   Need cantlnuod managomont emphasis on prccodural complhnco     42.1 6 neod to perform error. froo work                             62.1 43A OBJECTIVE PROBLEM IDENTIFCATION       ~ Prcbleln'Identlflcatlcn Is untimely and weak                     4AIL1 4DB OBJECTIVE PROBLEM RESOLUTION'       ~ Corroctlvo actions have nct boon offectlve In ellmlnatlng       4DB.1 procedural ncncomplhrnco 8 porsonnol errors 4.4 OBJECTIVE (PLANTI MATERIAL
~ Supervisory porfcrmance level noods Improvement
                        ~   Management'e goals for tho age of work ardors, number of       4.*1 CONDITION          backlogged work orders d tknoly ccmplotlon of PM's havo nct been met
~ Need cantlnuod managomont emphasis on prccodural complhnco 6 neod to perform error. froo work OBJECTIVE 42.1 4&t T.t.f 42.1 62.1 43A PROBLEM IDENTIFCATION
                        ~   Post.malntenanco testing ls woak                               44.1
~ Prcbleln'Identlflcatlcn Is untimely and weak OBJECTIVE 4AIL1 4DB PROBLEM RESOLUTION'
                        ~   Procedural norPccm plhrnco has nct been olknlnated             4&t OBJECTIVE QUAUTYOF MAINTENANCE       ~   Personnel errors 5 procedural nclPcompllanco continue to occur 42.1 WORK                                                                            4$ .1 82.1
~ Corroctlvo actions have nct boon offectlve In ellmlnatlng procedural ncncomplhrnco 8 porsonnol errors OBJECTIVE 4DB.1 4.4 (PLANTI MATERIAL CONDITION
                        ~
~ Management'e goals fortho age of work ardors, number of backlogged work orders d tknoly ccmplotlon of PM's havo nct been met
Foreign matorfal exclusion In both drywoll 6 wotwog Is weak    4.6.1 4.8 OBJECTIVE PROGRAMS ta PROCEDURES       ~   Procoduro upgrado effort slow to completo                       4.8.1
~ Post.malntenanco testing ls woak
                        ~   Work orders havo boon rovlsod without O.C. rovlew               4&1
~ Procedural norPccm plhrnco has nct been olknlnated OBJECTIVE 4.*1 44.1 4&t QUAUTYOF MAINTENANCE WORK
                        ~   Review of backlogged work requests has bosn untimely             4A.f EI     CXCCPttCNAL PCRFCRMANCC    ~
~ Personnel errors 5 procedural nclPcompllanco continue to occur
                          ~w       AVCRAaC PCRFORMANCC       ~     Msauuu PCRFCRMANCC
~ Foreign matorfal exclusion In both drywoll6 wotwog Is weak OBJECTIVE 42.1 4$.1 82.1 4.6.1 4.8 PROGRAMS ta PROCEDURES
~ Procoduro upgrado effort slow to completo
~ Work orders havo boon rovlsod without O.C. rovlew
~ Review of backlogged work requests has bosn untimely OBJECTIVE 4.8.1 4&1 4A.f EI CXCCPttCNAL
~w AVCRAaC Msauuu PCRFCRMANCC ~
PCRFORMANCC ~
PCRFCRMANCC


MAINTENANCE 4.1     SAFETY FOCUS Objective:   4.1.1       Improve the industrial safety consciousness and industrial safety performance of personnel involved in performing Maintenance activities.
MAINTENANCE 4.1 SAFETY FOCUS Objective:
Initiatives: 4.1 1.A
4.1.1 Improve the industrial safety consciousness and industrial safety performance ofpersonnel involved in performing Maintenance activities.
                ~        Continue monthly trending and evaluation of lost time and recordable accidents for Maintenance personnel by maintenance management.
Initiatives:
4.1
~ 1.A Continue monthly trending and evaluation of lost time and recordable accidents for Maintenance personnel by maintenance management.
Ongoing.
4.1.1.B Continue conducting routine safety meetings aimed at dealing with industrial safety issues for Maintenance personnel.
Ongoing.
4.1.1.C Continue monthly trending of errors by Maintenance personnel for management evaluation and action.
Current trending shows continued improvement in both the number and significance of errors by Maintenance personnel.
Ongoing.
4.1.1.D Evaluate the need for additional management actions (such as training, procedure revisions, establishing new management expectations, etc.) and implement them as needed based on performance.
10/15/95.
Erpected Result:
A sustained reduction in the number of lost time and recordable accidents.
Measurement Standard:
Representation oflost time and recordable accident trends and personnel. error trends for Maintenance personnel.
Objective:
4.1.2 Ensure decisions regarding the prioritization, scheduling, and implementation of maintenance activities (including the removal of Plant systems from service) are conservative from a nuclear safety perspective.
InMatives:
4.1.2.A Continue SRO review and involvement in the assignment ofpriorities for corrective maintenance activities.
Ongoing.
Ongoing.
4.1.1.B      Continue conducting routine safety meetings aimed at dealing with industrial safety issues for Maintenance personnel. Ongoing.
4.1.1.C    Continue monthly trending of errors by Maintenance personnel for management evaluation and action. Current trending shows continued improvement in both the number and significance of errors by Maintenance personnel. Ongoing.
4.1.1.D    Evaluate the need for additional management actions (such as training, procedure revisions, establishing new management expectations, etc.) and implement them as needed based on performance. 10/15/95.
Erpected Result:      A sustained reduction in the number of lost time and recordable accidents.
Measurement Standard:    Representation of lost time and recordable accident trends and personnel. error trends for Maintenance personnel.
Objective:  4.1.2      Ensure decisions regarding the prioritization, scheduling, and implementation of maintenance activities (including the removal of Plant systems from service) are conservative from a nuclear safety perspective.
InMatives:  4.1.2.A    Continue SRO review and involvement in the assignment    of priorities for corrective maintenance activities. Ongoing.
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4.1.2.B     Continue evaluating the removal of safety systems from service using a probabalistic safety assessment and tracking of safety system out-of-service times to ensure conservatism regarding safety system availability.
Zrpected Result:
4.1.2.B Continue evaluating the removal of safety systems from service using a probabalistic safety assessment and tracking of safety system out-of-service times to ensure conservatism regarding safety system availability.
Ongoing.
Ongoing.
Zrp ected Result:    Conservatively maintaining safety system availability and reliability consistent with the probabalistic safety assessment.
Conservatively maintaining safety system availability and reliability consistent with the probabalistic safety assessment.
Measurement Standard:   Routine tracking and evaluation of safety system availability and reliability.
Measurement Standard:
'
Routine tracking and evaluation of safety system availability and reliability.
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4.2     MANAGElVHWTINVOLVEMENT 4.2.1     Maintain a low personnel error rate (including cases of procedure non-compliance) by Maintenance personnel.
4.2 MANAGElVHWTINVOLVEMENT 4.2.1 Maintain a low personnel error rate (including cases of procedure non-compliance) by Maintenance personnel.
InMatives:   4.2.1.A   Increase the Maintenance management perspective of craft supervisors by including craft supervisors in periodic meetings. This should be. aimed at systematically communicating Maintenance management:expectations and perspective in the areas of procedure compliance and craft supervisor performance expectations. These meetings will begin no later than 9/15/95 and continue for as long as needed to accomplish their purpose.
InMatives:
4.2.1.A Increase the Maintenance management perspective ofcraft supervisors by including craft supervisors in periodic meetings.
This should be. aimed at systematically communicating Maintenance management:expectations and perspective in the areas ofprocedure compliance and craft supervisor performance expectations.
These meetings will begin no later than 9/15/95 and continue for as long as needed to accomplish their purpose.
Ongoing.
Ongoing.
4.2.1.B   Review current Maintenance management practices (including the Maintenance Observation Program) for evaluating and improving the effectiveness of Maintenance craft supervisors and implement corrective actions as needed. 10/1/95.
4.2.1.B Review current Maintenance management practices (including the Maintenance Observation Program) for evaluating and improving the effectiveness of Maintenance craft supervisors and implement corrective actions as needed.
4.2.1.C     Continue monthly trending of Maintenance personnel error rate and the number of Maintenance personnel errors per month for Maintenance management evaluation and action. Ongoing.
10/1/95.
Expected Results:   Improved understanding and embracing of Maintenance management expectations I            regarding craft supervisor performance expectations by craft supervisors.
4.2.1.C Continue monthly trending of Maintenance personnel error rate and the number of Maintenance personnel errors per month for Maintenance management evaluation and action.
Ongoing.
Expected Results:
I Improved understanding and embracing of Maintenance management expectations regarding craft supervisor performance expectations by craft supervisors.
A sustained reduction in the number and significance of human performance errors and procedure non-compliances for Maintenance personnel.
A sustained reduction in the number and significance of human performance errors and procedure non-compliances for Maintenance personnel.
Measurement Standard:   Monthly trending of human performance errors (inclusive of procedure non-compliance events) for Maintenance personnel.
Measurement Standard:
Monthly trending of human performance errors (inclusive of procedure non-compliance events) for Maintenance personnel.
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4.3A PROBLEM IDENTIFICATION I
4.3A PROBLEM IDENTIFICATION Objective:
Continued proactive problem identification by personnel involved in
~
    ~
I t 4.3A.1 Continued proactive problem identification by personnel involved in maintenance activities.
Objective:t 4.3A.1 maintenance activities.
Initiative:
Initiative: 4.3A.1.A Review with Maintenance staff and supervisory personnel Maintenance manager's expectations regarding identification and implementation of corrective actions. 9/15/95.
4.3A.1.A Review with Maintenance staff and supervisory personnel Maintenance manager's expectations regarding identification and implementation of corrective actions.
4.3A.1.B Further enhance the monthly maintenance performance indicators by implementing a maintenance performance indicator. for trending "rework" as a quality measure. 9/15/95.
9/15/95.
4.3A.1.C Corrective actions associated with LER 94-019-00, Gasket Missing From Main Control Room Air Handle WMA-AH-51B Preclude Associated Emergency Fan WMA-FN-54B From Sufficiently Pressurizing The Control Room, have been implemented to deal with the issue of inadequate problem identification surrounding the Control Room HVAC system. Completed.
4.3A.1.B Further enhance the monthly maintenance performance indicators by implementing a maintenance performance indicator.for trending "rework" as a quality measure.
Expected Results:   Timely and accurate identification of problems associated with maintenance activities and Plant equipment.
9/15/95.
4.3A.1.C Corrective actions associated with LER 94-019-00, Gasket Missing From Main Control Room Air Handle WMA-AH-51BPreclude Associated Emergency Fan WMA-FN-54B From Sufficiently Pressurizing The Control Room, have been implemented to deal with the issue of inadequate problem identification surrounding the Control Room HVAC system.
Completed.
Expected Results:
Timely and accurate identification ofproblems associated with maintenance activities and Plant equipment.
A sustained decrease in the number of repeat events/recurring problems associated with Plant equipment and performance of the Maintenance organization.
A sustained decrease in the number of repeat events/recurring problems associated with Plant equipment and performance of the Maintenance organization.
Measurement Standanf:   System reliability, number of operator workarounds, unplanned reactor trips, management observation.
Measurement Standanf:
System reliability, number of operator workarounds, unplanned reactor
: trips, management observation.
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4.3B     PROBLEM RESOLUTION I
4.3B PROBLEM RESOLUTION Objective:
Strengthen Maintenance management's effectiveness in monitoring for
~
    ~
I t 4.3B.1 Strengthen Maintenance management's effectiveness in monitoring for and evaluating opportunities to improve the effectiveness of corrective actions and equipment repairs.
Objective:t  4.3B.1 and evaluating opportunities to improve the effectiveness of corrective actions and equipment repairs.
Iriitiative:
Iriitiative: 4.3B.1.A Continue monthly trending of maintenance performance indicators such as trouble/breakdown work order inventory, work order inventory age, the number of Control Room deficiencies, the number of late preventive maintenance tasks and technical specification surveillance tests, personnel errors, schedule effectiveness, and personnel safety performance for management evaluation and action. Ongoing.
4.3B.1.A Continue monthly trending of maintenance performance indicators such as trouble/breakdown work order inventory, work order inventory age, the number of Control Room deficiencies, the number of late preventive maintenance tasks and technical specification surveillance tests, personnel
4.3B.1.B   Further enhance the monthly maintenance performance indicators by implementing a maintenance performance indicator for trending "rework" as.a quality measure. 9/15/95.
: errors, schedule effectiveness, and personnel safety performance for management evaluation and action.
4.3B.1.C   Continue monthly trending and management review of late corrective actions associated with PERs and regulatory commitments. Ongoing.
Ongoing.
4.3B.1.D Review Maintenance manager's expectations regarding identification and implementation of corrective actions with Maintenance staff and supervisory personnel. 9/15/95.
4.3B.1.B Further enhance the monthly maintenance performance indicators by implementing a maintenance performance indicator fortrending "rework" as.a quality measure.
4.3B.1.E   Continued participation by the Maintenance Manager in the PER Review Meetings. Ongoing.
9/15/95.
Expected Result:       A sustained decrease in the number of repeat events/recurring problems associated with Plant equipment and performance of the Maintenance organization.
4.3B.1.C Continue monthly trending and management review of late corrective actions associated with PERs and regulatory commitments.
Measurement Standard:     Track key word search "hits" that identify newly written PERs as repeat events.
Ongoing.
4.3B.1.D Review Maintenance manager's expectations regarding identification and implementation of corrective actions with Maintenance staff and supervisory personnel.
9/15/95.
4.3B.1.E Continued participation by the Maintenance Manager in the PER Review Meetings. Ongoing.
Expected Result:
A sustained decrease in the number of repeat events/recurring problems associated with Plant equipment and performance of the Maintenance organization.
Measurement Standard:
Track key word search "hits" that identify newly written PERs as repeat events.
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4.4     PLANT MATEMALCONDITION Objective:   4.4.1       Sustain a material condition for Plant components and systems which results in high levels of system availability and reliability and a low Plant heat rate.
4.4 PLANTMATEMALCONDITION Objective:
Initiatives: 4.4.1.A     Continue monthly trending of performance indicators associated with Plant material condition relative to established goals such as work order inventory, work order inventory age, the number of Control Room deficiencies, and the number of late preventive maintenance tasks for management evaluation and action. Current trending shows an overall positive improvement for these indicators. Ongoing.
4.4.1 Sustain a material condition for Plant components and systems which results in high levels of system availability and reliabilityand a low Plant heat rate.
4.4.1.B     Institute system engineer reviews of corrective maintenance work orders for safety-related, quality class 1 equipment to verify the adequacy of testing activities intended to ensure the equipment is operable prior to its return to service. 9/30/95.
Initiatives:
Expected Result:     Sustained high levels of system availability and reliability, a continued low Plant heat rate, and meeting goals associated with Plant material conditions.
4.4.1.A Continue monthly trending of performance indicators associated with Plant material condition relative to established goals such as work order inventory, work order inventory age, the number of Control Room deficiencies, and the number of late preventive maintenance tasks for management evaluation and action.
Measurement Standanf:   Graphical trends of system availability and reliability, Plant heat rate, and material condition performance indicators.
Current trending shows an overall positive improvement for these indicators.
Ongoing.
4.4.1.B Institute system engineer reviews of corrective maintenance work orders for safety-related, quality class 1 equipment to verify the adequacy of testing activities intended to ensure the equipment is operable prior to its return to service.
9/30/95.
Expected Result:
Sustained high levels of system availability and reliability, a continued low Plant heat rate, and meeting goals associated with Plant material conditions.
Measurement Standanf:
Graphical trends of system availability and reliability, Plant heat rate, and material condition performance indicators.
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4.5     QUALIIYOF MAINTENANCEWORK Objective:t 4.5.1       Sustain a high level of performance regarding the quality of maintenance work performed.-
4.5 QUALIIYOF MAINTENANCEWORK Objective:
InMatives: 4.5.1.A     Further enhance the monthly maintenance performance indicators by implementing a maintenance performance indicator for trending "rework" as a quality measure. 9/15/95.
4.5.1 t
4.5.1.B     Continue monthly trending of maintenance performance in the areas of preventive maintenance and technical specification surveillance testing for Maintenance management evaluation and action. Ongoing.
Sustain a high level of performance regarding the quality of maintenance work performed.-
Continue monthly trending of errors by Maintenance personnel for management evaluation and action. Current trending shows improvement in both the number and significance of errors by Maintenance personnel.
InMatives:
4.5.1.A Further enhance the monthly maintenance performance indicators by implementing a maintenance performance indicator fortrending "rework" as a quality measure.
9/15/95.
4.5.1.B Continue monthly trending of maintenance performance in the areas of preventive maintenance and technical specification surveillance testing for Maintenance management evaluation and action.
Ongoing.
Continue monthly trending of errors by Maintenance personnel for management evaluation and action. Current trending shows improvement in both the number and significance oferrors by Maintenance personnel.
Ongoing.
Ongoing.
4.5.1.D     Train appropriate personnel on the requirements and implementation activities associated with foreign material exclusion requirements.
4.5.1.D Train appropriate personnel on the requirements and implementation activities associated with foreign material exclusion requirements.
1/15/96.
1/15/96.
4.5.1.E     Continue   scheduled,   routine training of Maintenance
4.5.1.E Continue scheduled, routine training of Maintenance personnel.
 
personnel.
Ongoing.
Ongoing.
Erp ected Result:     Continued improved performance regarding the quality of maintenance work performed, continued reduction in the error rate by Maintenance personnel, and a minimization in the number of events involving inadequate foreign material controls.
Erpected Result:
Measurement Standard:   Graphical representation of maintenance rework, Maintenance personnel error rate, preventive maintenance, performance, and a reduction in the number of events involving inadequate foreign material exclusion, using a PER measure.
Continued improved performance regarding the quality of maintenance work performed, continued reduction in the error rate by Maintenance personnel, and a minimization in the number of events involving inadequate foreign material controls.
Measurement Standard:
Graphical representation of maintenance rework, Maintenance personnel error rate, preventive maintenance, performance, and a reduction in the number of events involving inadequate foreign material exclusion, using a PER measure.
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4.6     PROGRAMS AND PROCEDURES
4.6 PROGRAMS AND PROCEDURES
<gg Objective: 4.6.1     Provide technically accurate and usable maintenance procedures that can be used, as written, by Maintenance personnel in the field.
<gg Objective:
InMatives: 4.6.1.A   Continue monthly progress trending of the maintenance procedure upgrade effort for management evaluation and action. Ongoing.
4.6.1 Provide technically accurate and usable maintenance procedures that can be used, as written, by Maintenance personnel in the field.
4.6.1.B   Complete a re-evaluation of the current time table and scope     of the maintenance procedure upgrade effort from a value added,         cost-effectiveness and regulatory commitment standpoint. 10/15/95.
InMatives:
Expected Result:     Based on the re-evaluation, either continue the current or revised maintenance procedures upgrade effort on the existing or revised schedule, or discontinue the maintenance procedure upgrade effort.
4.6.1.A Continue monthly progress trending of the maintenance procedure upgrade effort for management evaluation and action.
Measurement Standard:   Graphical, monthly trending of maintenance procedure upgrade completions.
Ongoing.
4.6.1.B Complete a re-evaluation of the current time table and scope of the maintenance procedure upgrade effort from a value
: added, cost-effectiveness and regulatory commitment standpoint.
10/15/95.
Expected Result:
Based on the re-evaluation, either continue the current or revised maintenance procedures upgrade effort on the existing or revised schedule, or discontinue the maintenance procedure upgrade effort.
Measurement Standard:
Graphical, monthly trending of maintenance procedure upgrade completions.
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PERFORMANCE IMPROVEMENT AREAS PLANT SUPPORT 6.0
6.0 PLANT SUPPORT PERFORMANCE IMPROVEMENTAREAS PLANTSUPPORT
                            ~ Overall: porformanco ls average PLANT SUPPORT 6.1 OBJECTIVE SAFETY FOCUS MANAGEMENT
~ Overall: porformanco ls average 6.1 SAFETY FOCUS MANAGEMENT INVOLVEMENT OBJECTIVE
                            ~ Quality assuranco area needs Increased management Involvoment         RSA.1 52A2.
~ Quality assuranco area needs Increased management Involvoment RSA.1 52A2.
INVOLVEMENT OBJECTIVE ROBLEM       ~ PER process kr cumbersome 4 Inconsistently used
ROBLEM
    ,
, IDENTIFICATION 0~
0~
~ PER process kr cumbersome 4 Inconsistently used
IDENTIFICATION        ~  PER trending program lacks moaning to management BLEM RESO       N SPA OBJECTlVE bU)LIIYOF Q ALITY       ~ Problem rosolutlcn neods Improvement ASSURANCE
~ PER trending program lacks moaning to management OBJECTIVE BLEM RESO N
                            ~ Uso of slop work order authority has boon underutlllzod               SDA2
SPA bU)LIIYOF Q ALITY ASSURANCE
                            ~ Need to bo moro crltlcal 5 aggrosslvo w/emphasis on                   SDA.I prcblom rosclutlon                                                    SPA.2 6.38 PREPAREDNESS'BJECTIVE
~ Problem rosolutlcn neods Improvement
      ',
~ Uso of slop work order authority has boon underutlllzod
QUALITYOF, EMERGENCY SAC OBJECTIVE, bUALIIYOF FIRE         ~   Technical Rro Issues, thormolag and fire barrier soal Installation 7.5.1 PROTECTION            exists
~ Need to bo moro crltlcal 5 aggrosslvo w/emphasis on prcblom rosclutlon OBJECTlVE SDA2 SDA.I SPA.2 6.38 QUALITYOF,
                            ~   Fire Extinguisher Ins Factions and untroatod wood In protected       Comploto area wore noted as prcblom areas.
', EMERGENCY PREPAREDNESS'BJECTIVE SAC bUALIIYOF FIRE PROTECTION
OBJECTIVE QUALITYOF SECURITY
~ Technical Rro Issues, thormolag and fire barrier soal Installation exists
                            ~ Porlormanco has boon woak                                             6.3D.1 6.3OA
~ Fire Extinguisher Ins Factions and untroatod wood In protected area wore noted as prcblom areas.
                            ~ Noed to ollmlnate sonso cf complacency to stop docllno               SAD.1 In porlcrmance                                                      63DA OBJECTIVE 0vALITYOF        ~ Radlatlcn exposuro tor both routine   4 outage actlvtgos too high     SAE.1 HE Ab PHYSIC
OBJECTIVE, 7.5.1 Comploto QUALITYOF SECURITY
                            ~ Scurco term roductlon efforts lag behind Industry avorago             SM.1
~ Porlormanco has boon woak
                            ~ Personnol vlchtlcns aro oxcosslvo                                     SDE2 SA.I
~ Noed to ollmlnate sonso cf complacency to stop docllno In porlcrmance OBJECTIVE 6.3D.1 6.3OA SAD.1 63DA 0 ALITYOF v
                            ~ Apparent nogatlvo trond of porscnal contarnlnatlcn events             SAR.3 SA OBJECTIVE PR   RAMSA                                                                                 SNAB
HE Ab PHYSIC
    ,
~ Radlatlcn exposuro tor both routine 4 outage actlvtgos too high
PROCEDURES
~ Scurco term roductlon efforts lag behind Industry avorago
                            ~ Procedural adhoronco contlnuos as a slgnltlcant prcblom SABA SAE2 axcaenoNAL eanrorurANca
~ Personnol vlchtlcns aro oxcosslvo
                              ~w    AVEAAOK aanrorarANca     E     pcarorurANCK 0604704AAO AAY25, 100$
~ Apparent nogatlvo trond of porscnal contarnlnatlcn events OBJECTIVE SAE.1 SM.1 SDE2 SA.I SAR.3 SA PR RAMSA PROCEDURES
~ Procedural adhoronco contlnuos as a slgnltlcant prcblom OBJECTIVE SNAB SABA SAE2 axcaenoNAL ~
AVEAAOK eanrorurANca w
aanrorarANca pcarorurANCK E
0604704AAO AAY25, 100$


PERFORMANCE IMPROVEMENT AREAS PLANT SUPPORT 6.0
PERFORMANCE IMPROVEMENTAREAS PLANT SUPPORT 6.0 PLANT SUPPORT
                      ~ Overall: performance ls average PLANT SUPPORT 5.3A OBJECTIVE EQUALITY OF ai7AUTV   ~ Problem resolution needs Improvement                     6.3A.1 ASSURANCE
~ Overall: performance ls average 5.3A EQUALITYOF ai7AUTV ASSURANCE
                  ~ Use of stop work order authority has been underutlllzed 6.3A.2
~ Problem resolution needs Improvement
                  ~ Need to be more critical %aggressive wl emphasIs on     6.3A.1 problem resolution                                      6.3A.2 OQH704.0A JUNE 1N$
~ Use of stop work order authority has been underutlllzed
~ Need to be more critical %aggressive wlemphasIs on problem resolution OBJECTIVE 6.3A.1 6.3A.2 6.3A.1 6.3A.2 OQH704.0A JUNE 1N$


QUALI1YASSURANCE 5.3A QUALITYASSURANCE Objective:   5.3A.1   Attain a higher level of quality involvement and line management buy-in on issue resolution, human performance, procedural adherence, and the effectiveness of corrective action programs.
QUALI1YASSURANCE 5.3A QUALITYASSURANCE Objective:
Initiatives: 5.3A.1.A On 6/20/95 the Quality Directorate began     a 100% review of 'all PERS at the disposition and closure phase. This review focuses on the adequacy and completion of the corrective actions. Inadequate corrective actions are communicated to the appropriate line organization both verbally and in writing. This initiative will continue for a six-month period at which time it will be reevaluated. Ongoing.
5.3A.1 Attain a higher level ofquality involvement and line management buy-in on issue resolution, human performance, procedural adherence, and the effectiveness of corrective action programs.
5;3A.1.B Quarterly, Functional Area Engineers will meet with line management to determine the needs of the line organization as well as obtain an assessment of the performance of the Quality organization in supporting those needs. Ongoing.
Initiatives:
5.3A.l.c Each Quality Directorate Manager will rotate two individuals from the Quality Directorate per fiscal year. This applies to both inter- and intra-organizational rotations. Rotations for Operations personnel into the Quality Directorate to commence by October 1995. Ongoing.
5.3A.1.A On 6/20/95 the Quality Directorate began a 100% review of'all PERS at the disposition and closure phase.
5.3A.1.D The Line organization will participate as Audit Team Members in 50 percent of FY96 Quality audits. Ongoing.
This review focuses on the adequacy and completion of the corrective actions.
5.3A.1.E Outside utilities'ersonnel will participate    as Audit Team Members in 50 percent   of FY96 Quality audits. Ongoing.
Inadequate corrective actions are communicated to the appropriate line organization both verbally and in writing. This initiativewillcontinue for a six-month period at which time it willbe reevaluated.
5.3A.1.F Functional Area Engineers will use Quality Control inspectors in a "Coordinated Approach" to Plant walk-downs. Ongoing.
Ongoing.
5.3A.1.G Development and implementation of a training program for the Quality Directorate. The focus of this program will be on auditor performance and licensing basis requirements. Ongoing.
5;3A.1.B Quarterly, Functional Area Engineers willmeet with line management to determine the needs of the line organization as well as obtain an assessment of the performance of the Quality organization in supporting those needs.
5.3A.1.H Implement a shop-peer inspection program. This willinvolve a reduction in QC hold points and training   of craft personnel on how'to perform peer inspections. Ongoing.
Ongoing.
5.3A.l.c Each Quality Directorate Manager will rotate two individuals from the Quality Directorate per fiscal year. This applies to both inter-and intra-organizational rotations.
Rotations for Operations personnel into the Quality Directorate to commence by October 1995.
Ongoing.
5.3A.1.D The Line organization will participate as Audit Team Members in 50 percent of FY96 Quality audits.
Ongoing.
5.3A.1.E Outside utilities'ersonnel willparticipate as Audit Team Members in 50 percent of FY96 Quality audits.
Ongoing.
5.3A.1.F Functional Area Engineers will use Quality Control inspectors in a "Coordinated Approach" to Plant walk-downs.
Ongoing.
5.3A.1.G Development and implementation of a training program for the Quality Directorate.
The focus of this program willbe on auditor performance and licensing basis requirements.
Ongoing.
5.3A.1.H Implement a shop-peer inspection program. This willinvolve a reduction in QC hold points and training ofcraft personnel on how'to perform peer inspections. Ongoing.
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, Expected Results:     Effective communication between the line organization and the Quality staff should improve. An additional benefit is the expected alignment of goals for Quality and the line organizations.
,Expected Results:
A thorough review of all PERs at disposition and closure should foster a consistent and improved standard on the quality and effectiveness         of the corrective action process.
Effective communication between the line organization and the Quality staff should improve.
An additional benefit is the expected alignment of goals for Quality and the line organizations.
A thorough review of all PERs at disposition and closure should foster a consistent and improved standard on the quality and effectiveness of the corrective action process.
Through rotation of personnel, Quality staff will gain an appreciation for the performance requirements of the line organization and line organizations will gain an increased awareness for the license-based requirements of their activities.
Through rotation of personnel, Quality staff will gain an appreciation for the performance requirements of the line organization and line organizations will gain an increased awareness for the license-based requirements of their activities.
Increased awareness of the Quality staff on the problems, issues, workarounds, and failures in the Plant. The resource of Quality Control has not been fully utilized for its unique perspective.       This endeavor should transfer Plant awareness to all organizations.
Increased awareness of the Quality staff on the problems, issues, workarounds, and failures in the Plant. The resource of Quality Control has not been fullyutilized for its unique perspective.
This endeavor should transfer Plant awareness to all organizations.
Improve Craft personnel responsibility for delivering a quality product through involvement and exposure to PEER inspection.
Improve Craft personnel responsibility for delivering a quality product through involvement and exposure to PEER inspection.
Measurement Standards:   5.3A.l.a     The Quality Directorate will track and report on the number and the specifics of returned PERS as a result of the Corrective Action Review Board and Quality Directorate review efforts.
Measurement Standards:
              .5.3A.l.b Every quarter, the frequency of the Functional Area Engineer's-meeting with the line organization will be reviewed and reported in the Quality Directorate Quarterly Report.
5.3A.l.a The Quality Directorate will track and report on the number and the specifics of returned PERS as a result of the Corrective Action Review Board and Quality Directorate review efforts.
5.3A.l.c Organizational rotations will         be reviewed   and   in the Directorate Quarterly Report.
.5.3A.l.b Every quarter, the frequency of the Functional Area Engineer's-meeting with the line organization willbe reviewed and reported in the Quality Directorate Quarterly Report.
5.3A.l.d Line organization participation         on audit teams will be reviewed and reported in the Quality Directorate Quarterly Report. on this goal.
5.3A.l.c Organizational rotations will be reviewed and in the Directorate Quarterly Report.
5.3A.l.e Report frequency and value         achieved using the Quality/QC coordinated approach will be reviewed     and the administrative staff will track and generate a quarterly report for the Director's review.
5.3A.l.d Line organization participation on audit teams will be reviewed and reported in the Quality Directorate Quarterly Report. on this goal.
Objective:   5.3A.2       The Quality Organization will focus their resources on, timely and effective intervention dealing with issues having an impact on human performance, station safety and a reduction in repeat problems.
5.3A.l.e Report frequency and value achieved using the Quality/QC coordinated approach will be reviewed and the administrative staff will track and generate a quarterly report for the Director's review.
Objective:
5.3A.2 The Quality Organization will focus their resources on, timely and effective intervention dealing with issues having an impact on human performance, station safety and a reduction in repeat problems.
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Initiatives:   5.3A.2.A Quality Directorate Audits and Surveillances will have reports'generated within seven working days of the exit. Ongoing.
Initiatives:
5.3A.2.B Quarterly,       Functional Area Engineers will meet with the line management to determine the needs of the organization as, well as the performance of the Quality organization in supporting those needs.
5.3A.2.A Quality Directorate Audits and Surveillances willhave reports'generated within seven working days of the exit.
Ongoing.
5.3A.2.B Quarterly, Functional Area Engineers will meet with the line management to determine the needs of the organization as, well as the performance of the Quality organization in supporting those needs.
Ongoing.
Ongoing.
5.3A.2.C Use the Critical Attribute Database             to ensure a thorough and comprehensive coverage of the Functional Areas. Focusing on the fundamental aspects of the department's scope. Ongoing.
5.3A.2.C Use the Critical Attribute Database to ensure a
5.3A.2.D Track the    use of the "Stop Work" order by the Quality Directorate. This applies to both the formal and the consensus "Stop Work" order.
thorough and comprehensive coverage of the Functional Areas.
Focusing on the fundamental aspects of the department's scope.
Ongoing.
Ongoing.
5.3A.2.E Functional Area Engineers will use Quality Control inspectors in a "Coordinated Approach" to Plant walk-downs. Ongoing.
5.3A.2.D Track the use ofthe "Stop Work" order by the Quality Directorate.
Expected Results:     With Audit and Surveillance Reports in the customer's hands within seven (7) working days of the exit, the value and applicability of the information to line management should be enhanced.
This applies to both the formal and the consensus "Stop Work" order.
Effective communication between the customer organization and the Quality staff should improve. The additional benefit is providing a clear focus for both organizations on the areas requiring improvement.
Ongoing.
            .Aggressive and appropriate use of the "Stop Work" tool should increase the effectiveness of the Quality Directorate in raising the standard of human performance and procedural compliance, The focus of the line organizations and Quality Directorate should be on the same issues to identify potential and repetitive problems to management.
5.3A.2.E Functional Area Engineers will use Quality Control inspectors in a "Coordinated Approach" to Plant walk-downs.
Increased awareness of the Quality staff of the problems, issues, workarounds, and failures in the Plant. The resource of Quality Control has not been fully utilized for its unique perspective. This endeavor should transfer the unique perspective Quality Control has on Plant activities to all organizations via Quality Directorate products.
Ongoing.
Measurement Standards:   5.3A.2.a     The achievement of timely reports will be reviewed.         The Quality-Directorate will track this parameter.
Expected Results:
5.3A.2.b     Information from the Functional Areas Engineers meeting with the respective departments will be reported in the Quarterly Quality Directorate report.
With Audit and Surveillance Reports in the customer's hands within seven (7) working days of the exit, the value and applicability of the information to line management should be enhanced.
Effective communication between the customer organization and the Quality staff should improve.
The additional benefit is providing a clear focus for both organizations on the areas requiring improvement.
.Aggressive and appropriate use of the "Stop Work" tool should increase the effectiveness ofthe Quality Directorate in raising the standard ofhuman performance and procedural compliance, The focus of the line organizations and Quality Directorate should be on the same issues to identify potential and repetitive problems to management.
Increased awareness of the Quality staff of the problems, issues, workarounds, and failures in the Plant. The resource of Quality Control has not been fullyutilized for its unique perspective.
This endeavor should transfer the unique perspective Quality Control has on Plant activities to all organizations via Quality Directorate products.
Measurement Standards:
5.3A.2.a The achievement of timely reports will be reviewed.
The Quality-Directorate willtrack this parameter.
5.3A.2.b Information from the Functional Areas Engineers meeting with the respective departments will be reported in the Quarterly Quality Directorate report.
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5.3A.2.c Every six months, the scheduled due dates for the Critical Attributes Database will be queried to establish the percent completed.
5.3A.2.c Every six months, the scheduled due dates for the Critical Attributes Database willbe queried to establish the percent completed.
5.3A.2.d The number and value added for the Stop Work Order will be reviewed.
5.3A.2.d The number and value added for the Stop Work Order willbe reviewed.
A log will be maintained by the directorate secretary and reported in the Quarterly Quality Directorate Report.
A log willbe maintained by the directorate secretary and reported in the Quarterly Quality Directorate Report.
Page   4I
Page 4I


PERFORMANCE IMPROVEMENT AREAS PLANT SUPPORT 5.0 0 Overall: performance Is average PLANT SUPPORT 5.3B PREPAREDNESS,'BJECTIVE
5.0 PLANT SUPPORT PERFORMANCE IMPROVEMENTAREAS PLANT SUPPORT 0 Overall: performance Is average 5.3B
      .,QUALITY'OF EMERGENCY 050075.aas JUNE 1005
.,QUALITY'OF EMERGENCY PREPAREDNESS,'BJECTIVE 050075.aas JUNE 1005


EMERGENCY PREPAREDNESS 5.3B   FMERGENCY PLAN AND IMPLIMENI'INGPROCEDUEU<B Objective:   5.3B.1     Maintain and verify the current level of the Emergency Plan and Implementing Procedures.
EMERGENCY PREPAREDNESS 5.3B FMERGENCY PLAN AND IMPLIMENI'INGPROCEDUEU<B Objective:
Initiatives: 5-.3B.1.A Train Emergency Response Organization to the new plan and procedures.
5.3B.1 Maintain and verify the current level of the Emergency Plan and Implementing Procedures.
Initiatives:
5-.3B.1.A Train Emergency Response Organization to the new plan and procedures.
Completed.
Completed.
5.3B.1.B   Develop training for NUMARC-Emergency Action Levels. Completed.
5.3B.1.B Develop training for NUMARC-Emergency Action Levels. Completed.
5.3B.1.C   Complete WNP-2 Accountability Drill. Completed.
5.3B.1.C Complete WNP-2 Accountability Drill. Completed.
5.3B.1.D Complete Preparedness Drill for 10/95 Exercise. 9/95.
5.3B.1.D Complete Preparedness Drillfor 10/95 Exercise.
5.3B.1.E   Conduct 10/95 Exercise. 10/95.
9/95.
5.3B.1.F   Develop procedures and training for severe accident management. 1/97.
5.3B.1.E Conduct 10/95 Exercise.
Expected Result:     Successful evaluations during 8/95 NRC Inspection and 10/95 Exercise.
10/95.
Measurement Standard:   No major areas of concern revealed during 8/95 NRC Inspection and 10/95 Exercise.
5.3B.1.F Develop procedures and training for severe accident management.
Objective:   5.3B.2     Maintain Emergency Response Facilities and Equipment.
1/97.
Initiatives: 5.3B.2.A Develop Emergency Response         Facilities and Equipment Checklist.
Expected Result:
Successful evaluations during 8/95 NRC Inspection and 10/95 Exercise.
Measurement Standard:
No major areas ofconcern revealed during 8/95 NRC Inspection and 10/95 Exercise.
Objective:
5.3B.2 Maintain Emergency Response Facilities and Equipment.
Initiatives:
5.3B.2.A Develop Emergency
 
===Response===
Facilities and Equipment Checklist.
Completed.
Completed.
5.3B.2.B   Develop Emergency Planning Position Papers.     12/95.
5.3B.2.B Develop Emergency Planning Position Papers.
Expected Result:     All emergency   response centers and equipment maintained in a constant state of readmess.
12/95.
Expected Result:
All emergency response centers and equipment maintained in a constant state of readmess.
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Measurement Standard:   No identified areas of concern noted during weekly walkdown         of emergency response centers.
Measurement Standard:
Objective:   5.3B.3     Develop Departmental Guidelines and Policies by 12/31/95 that clearly identify functions of Emergency Planning Organization.
No identified areas of concern noted during weekly walkdown of emergency response centers.
Initiatives: 5.3B.3.A Develop instructional manual for drills and exercises. Completed.
Objective:
5.3B.3.B   Develop reference materials for various Emergency Planning roles and responsibilities. 12/95.
5.3B.3 Develop Departmental Guidelines and Policies by 12/31/95 that clearly identify functions of Emergency Planning Organization.
5.3B.3.C   Develop six-year planning schedule. 8/95.
Initiatives:
Expected Result:     Enhance the department's ability to maintain a high quality, effective Emergency Response Organization.
5.3B.3.A Develop instructional manual for drills and exercises.
Measurement Standard:   Reduce the number of findings from Quality audits, NRC Inspections and FEMA Reviews.
Completed.
Objective:   5.3B.4     Develop a Program Impro'vement Plan with State, Counties, and EFSEC by June 1996 to achieve program efficiencies.
5.3B.3.B Develop reference materials for various Emergency Planning roles and responsibilities.
Initiatives: 5.3B.4.A Conduct benchmarking with selected counties, states, and utilities.
12/95.
5.3B.3.C Develop six-year planning schedule.
8/95.
Expected Result:
Enhance the department's ability to maintain a high quality, effective Emergency
 
===Response===
Organization.
Measurement Standard:
Reduce the number of findings from Quality audits, NRC Inspections and FEMA Reviews.
Objective:
5.3B.4 Develop a Program Impro'vement Plan with State, Counties, and EFSEC by June 1996 to achieve program efficiencies.
Initiatives:
5.3B.4.A Conduct benchmarking with selected
: counties, states, and utilities.
Completed.
Completed.
5.3B.4.B   Use information obtained     from bench marking to identify work efficiencies. 12/95.
5.3B.4.B Use information obtained from bench marking to identify work efficiencies.
5.3B.4.C   Implement work efficiencies to achieve reduction in program costs without affecting quality. 6/96.
12/95.
Expected Result:     Achieve off-site cost savings.
5.3B.4.C Implement work efficiencies to achieve reduction in program costs without affecting quality. 6/96.
Measurement Standard:   Reduced expenditure for off-site emergency preparedness.
Expected Result:
Achieve off-site cost savings.
Measurement Standard:
Reduced expenditure for off-site emergency preparedness.
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PERFORMANCE IMPROVEMENT AREAS PLANT SUPPORT 6.0
PERFORMANCE IMPROVEMENTAREAS PLANT SUPPORT 6.0 PLANT SUPPORT
                    ~ Overall: performance Is average PLANT SUPPORT 6.3C OBJECTIVE bUALITYOF
~ Overall: performance Is average 6.3C bUALITYOF
          %RE       ~ Technical Fire Issues, thermolag and fire barrier seal       7.6.1 PROTEC I'ION    Installation exists
%RE PROTEC I'ION
                    ~ Rre Extinguisher Inspections and untreated wood In protected Complete area were noted as problem areas.
~ Technical Fire Issues, thermolag and fire barrier seal Installation exists
0504754.5C JULY 25, 1005
~ Rre Extinguisher Inspections and untreated wood In protected area were noted as problem areas.
OBJECTIVE 7.6.1 Complete 0504754.5C JULY 25, 1005


FIRE PROTECTION 5.3C FIRE PROTECTION Objective:   5.3C.1     Complete fire protection projects relating to thermo-lag, fire-rated penetration seals, and safe shutdown (Appendix -R) procedures.
FIRE PROTECTION 5.3C FIRE PROTECTION Objective:
Initiatives: 5.3C.1.A Establish projects to address fire protection issues.       Complete.
5.3C.1 Complete fire protection projects relating to thermo-lag, fire-rated penetration seals, and safe shutdown (Appendix -R) procedures.
5.3C.1.B   Complete plant modifications necessary to resolve safe shutdown fire barrier issues without reliance on thermo-lag. Spring 1999.
Initiatives:
5.3C.1.C   Complete walkdown     of essential fire penetration seals. 12/97.
5.3C.1.A Establish projects to address fire protection issues.
5:3C.1.D Revise safe shutdown analysis to incorporate necessary               changes.
Complete.
5.3C.1.B Complete plant modifications necessary to resolve safe shutdown fire barrier issues without reliance on thermo-lag.
Spring 1999.
5.3C.1.C Complete walkdown of essential fire penetration seals.
12/97.
5:3C.1.D Revise safe shutdown analysis to incorporate necessary changes.
Completed.
Completed.
Expected Result:     Resolve fire protection deficiencies.
Expected Result:
Measurement Standard:   Completion of initiatives in accordance with established   schedules.
Resolve fire protection deficiencies.
Measurement Standard:
Completion of initiatives in accordance with established schedules.
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PERFORMANCE IMPROVEMENT AREAS PLANT SUPPORT 6.0
PERFORMANCE IMPROVEMENTAREAS PLANT SUPPORT 6.0 PLANT SUPPORT
                  ~ Overall: performance Is average PLANT SUPPORT 6.3D OBJECTIVE QUALITYOF SECURITY
~ Overall: performance Is average 6.3D QUALITYOF SECURITY
                  ~ Some examples of poor performance Identified.                 6.3D.1 6.3D.4
~ Some examples of poor performance Identified.
                  ~ Need to Implement programs to remove complacency and Improve 6.3D.1 performance                                                  5.3D.4 050l746.0 D JVLY 19. 1005
~ Need to Implement programs to remove complacency and Improve performance OBJECTIVE 6.3D.1 6.3D.4 6.3D.1 5.3D.4 050l746.0 D JVLY 19. 1005


SEC URIZY 5.3D SECUMTY Objective:,5.3D.1       Eliminate complacency and improve human performance.
SEC URIZY 5.3D SECUMTY Objective:,5.3D.1 Eliminate complacency and improve human performance.
InMatives:   5.3D.1.A Ensure Security Procedure compliance through the following initiatives:
InMatives:
                        ~ Develop and implement in-house compliance             audits using representatives from all Security departments.       Development completed 2/95; Implementation Ongoing.
5.3D.1.A Ensure Security Procedure compliance through the followinginitiatives:
                        ~ Gain Security Officer feedback on procedure reviews, concerns, and suggestions. 12/1/95.
~ Develop and implement in-house compliance audits using representatives from all Security departments.
                        ~ Consolidate the number of Security procedures. Ongoing.
Development completed 2/95; Implementation Ongoing.
                        ~ Continue to communicate management expectations for procedural compliance. Ongoing.
~
5.3D.1.B Relieve boredom which contributes to complacency by adding duties relating to proper housekeeping and safety focus to ensure officers remain in a higher state of readiness. Ongoing.
Gain Security Officer feedback on procedure reviews, concerns, and suggestions.
Expected Result:     Continuation of improvement in performance which has been observed           since completion of Mid-Cycle Assessment.
12/1/95.
Measurement Standard:   Graphical representation of human performance errors against an established goal.
~
Obj ective: 5.3D.2     Optimize Security performance by using state-of-the-art equipment.
Consolidate the number of Security procedures.
InNatives:   5.3D.2.A Install Hand Geometry at protected area entry turnstiles to allow employees to gain efficiencies. 11/95.
Ongoing.
5.3D.2.B Relocate the EOFCC and related equipment to the Alternate Access Point Badge Issue Station as part of the equipment upgrade. 11/95.
~
Continue to communicate management expectations for procedural compliance.
Ongoing.
5.3D.1.B Relieve boredom which contributes to complacency by adding duties relating to proper housekeeping and safety focus to ensure officers remain in a higher state of readiness.
Ongoing.
Expected Result:
Continuation of improvement in performance which has been observed since completion of Mid-Cycle Assessment.
Measurement Standard:
Graphical representation of human performance errors against an established goal.
Obj ective:
5.3D.2 Optimize Security performance by using state-of-the-art equipment.
InNatives:
5.3D.2.A Install Hand Geometry at protected area entry turnstiles to allow employees to gain efficiencies.
11/95.
5.3D.2.B Relocate the EOFCC and related equipment to the Alternate Access Point Badge Issue Station as part of the equipment upgrade.
11/95.
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Page 45


Expected Result:     Reduction in badging errors.
Expected Result:
Measurement Standard:   Badging error rate.
Reduction in badging errors.
Objective: 5.3D.3     Increase availability and reliability of Security equipment.
Measurement Standard:
InMatives: 5.3D.3.A Increase     assessment of Alarm Station Operator (ASO) performance and increase     operator assessment       ability of Security equipment.
Badging error rate.
Objective:
5.3D.3 Increase availability and reliability of Security equipment.
InMatives:
5.3D.3.A Increase assessment of Alarm Station Operator (ASO) performance and increase operator assessment ability of Security equipment.
Implemented 4/5/95.
Implemented 4/5/95.
                        ~ Repair or replace 17" alarm monitors to improve picture resolution.
~ Repair or replace 17" alarm monitors to improve picture resolution.
Completed.
Completed.
                        ~ Train CAS operators on method to use the camera "template" for assessment purposes and methods for adjusting monitors. 9/1/95.
~ Train CAS operators on method to use the camera "template" for assessment purposes and methods for adjusting monitors.
5.3D.3.B Reduce excessive alarm rates on vital area doors. 12/19/95.
9/1/95.
                        ~ Implementation of multiple employee entries through card-reader doors. Ongoing.
5.3D.3.B Reduce excessive alarm rates on vital area doors.
                        ~ Issue informational articles to Plant employees stating expectations for door closures. Ongoing.
12/19/95.
                        ~ Continue to develop and trend door alarm rates, gathering more detail data for an in-depth analysis to determine ifthere is a maintenance or human error problem. 12/95.
~ Implementation of multiple employee entries through card-reader doors.
Expected Result:     Reduction in Security Systems'quipment failures.
Ongoing.
Measurement Standard:   Graphical representation of equipment failures against an established goal.
~
Objective: 5.3D.4     Strengthen the FFD     & CBO programs.
Issue informational articles to Plant employees stating expectations for door closures.
InMatives: 5.3D.4.A Maintain existing quality of work, pride, and skill of FFD staff.
Ongoing.
                      'Upgrade equipment, incorporate DOT FFD program. Streamline FFD outage processing. Ongoing.
~
5.3D.4.B Increase employee awareness and understanding of the Supply System's Continued Behavioral Observation Program. Ongoing.
Continue to develop and trend door alarm rates, gathering more detail data for an in-depth analysis to determine ifthere is a maintenance or human error problem.
12/95.
Expected Result:
Reduction in Security Systems'quipment failures.
Measurement Standard:
Graphical representation of equipment failures against an established goal.
Objective:
5.3D.4 Strengthen the FFD & CBO programs.
InMatives:
5.3D.4.A Maintain existing quality of work, pride, and skill of FFD staff.
'Upgrade equipment, incorporate DOT FFD program.
Streamline FFD outage processing.
Ongoing.
5.3D.4.B Increase employee awareness and understanding of the Supply System's Continued Behavioral Observation Program.
Ongoing.
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Page 46


Expected Result:    Maintain a drug-free and professional work force.
Maintain a drug-free and professional work force.
Measurement Standard: Graphical representation of FFD testing results.
Expected Result:
Objective: 5.3D.S     Maintain high level of readiness.
Measurement Standard:
:InMatives: 5.3D.S.A Benchmark other Security training and Security Force organizations.
Graphical representation of FFD testing results.
Objective:
5.3D.S Maintain high level of readiness.
:InMatives:
5.3D.S.A Benchmark other Security training and Security Force organizations.
Ongoing.
Ongoing.
5.3D.5.8 Participate in peer self-assessments     of the FFD/CBO and Security Programs. Ongoing.
5.3D.5.8 Participate in peer self-assessments of the FFD/CBO and Security Programs.
5.3D.S.C Prepare     for Operational Safeguards   Response Evaluation {OSRE).
Ongoing.
5.3D.S.C Prepare for Operational Safeguards
 
===Response===
Evaluation
{OSRE).
Scheduled by NRC.
Scheduled by NRC.
Expected Result:     An acceptable and working OSRE plan and increased Security Force efficiency.
Expected Result:
Measurement Standardt   List of on-going/planned activities.
An acceptable and working OSRE plan and increased Security Force efficiency.
Measurement Standardt List of on-going/planned activities.
Page 47
Page 47


PERFORMANCE IMPROVEMENT AREAS PLANT SUPPORT 6.0
PERFORMANCE IMPROVEMENTAREAS PLANTSUPPORT 6.0 PLANT SUPPORT
                  ~ Overall: performance ls average PLANT SUPPORT 6.3E OB JECTIVE 0 ALITYOF HEAb
~ Overall: performance ls average 6.3E 0 ALITYOF HEAb PHYSIC
                  ~ Radiation exposure for both routine b. outage activities too high 6.3E.1 PHYSIC  ~ Source term reduction efforts lag behInd Industry average         6.3E.1
~ Radiation exposure for both routine b. outage activities too high
                  ~ Personnel vlolatlons are excessive                                 6.3E.2 6.4.1
~ Source term reduction efforts lag behInd Industry average
                  ~ Apparent negative trend of personnel contamlnatlon events          62E.3 0504764.$ E JUNE 1&OS
~ Personnel vlolatlons are excessive
~ Apparent negative trend of personnel contamlnatlon events OBJECTIVE 6.3E.1 6.3E.1 6.3E.2 6.4.1 62E.3 0504764.$ E JUNE 1&OS


HEALTH PHYSICS 5.3E   HEALTH PHYSICS Objective: 5.3E.1   Reduce personnel radiation exposure         to a level consistent     with comparable Boiling Water Reactors.
HEALTHPHYSICS 5.3E HEALTHPHYSICS Objective:
InMatives: 5.3E.1.A Implement WNP-2 Business Plan (SOT2) concerning reduction of occupational and collective personnel radiation exposure. Ongoing.
5.3E.1 Reduce personnel radiation exposure to a
5:3E.1.B Improve and continue the plan for flushing high radiation dose rate components     to remove contaminants     causing increased   dose rates.
level consistent with comparable Boiling Water Reactors.
InMatives:
5.3E.1.A Implement WNP-2 Business Plan (SOT2) concerning reduction of occupational and collective personnel radiation exposure.
Ongoing.
5:3E.1.B Improve and continue the plan for flushing high radiation dose rate components to remove contaminants causing increased dose rates.
Ongoing.
Ongoing.
5.3E.l.c Identify   high radiation dose rate contributors (e.g., turbine blades),
5.3E.l.c Identify high radiation dose rate contributors (e.g., turbine blades),
evaluate for modification or removal and develop plans for implementation of modification in order to achieve lower dose rates.
evaluate for modification or removal and develop plans for implementation of modification in order to achieve lower dose rates.
Identification - by 9/96; Evaluation and Development - Ongoing.
Identification - by 9/96; Evaluation and Development - Ongoing.
(Piping, which was causing elevated dose rates in the Reactor Water Cleanup Holdup Pump Room, was removed in July 1995.)
(Piping, which was causing elevated dose rates in the Reactor Water Cleanup Holdup Pump Room, was removed in July 1995.)
5.3E.1.D   Continue the plan for shielding components         as evaluations   deem appropriate. Ongoing.
5.3E.1.D Continue the plan for shielding components as evaluations deem appropriate.
5.3E.1.E   Continue the publication of the status of departmental dose accumulation and dose budget comparisons in the Plant newsletter. Ongoing.
Ongoing.
5.3E.1.F   Implement an incentive compensation plan based upon an ALARAgoal.
5.3E.1.E Continue the publication of the status of departmental dose accumulation and dose budget comparisons in the Plant newsletter.
Ongoing.
5.3E.1.F Implement an incentive compensation plan based upon an ALARAgoal.
Completed.
Completed.
Expected Result:     Reduction of collective and occupational personnel radiation exposure.
Expected Result:
Measurement Standards: 5.3E.l.a   Annual dose accumulation and ranking on INPO quartiles.
Reduction of collective and occupational personnel radiation exposure.
5.3E.l.b   Departments assessed     based on monthly, outage and annual dose accumulation.
Measurement Standards:
5.3E.l.c   Results from standardized radiation survey points.
5.3E.l.a Annual dose accumulation and ranking on INPO quartiles.
t     t Objective: 5.3E.2     Continue to foster an environment which encourages           adherence   to radiological requirements.
5.3E.l.b Departments assessed based on monthly, outage and annual dose accumulation.
5.3E.l.c Results from standardized radiation survey points.
t t
Objective:
5.3E.2 Continue to foster an environment which encourages adherence to radiological requirements.
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InMatives: 5.3E.2.A Develop Advance Radiation Worker Training including practical exercise using the maintenance training skid and concurrent training of craft workers and health physics technicians. 1/96.
InMatives:
5.3E.2.B   Add industry events to include personnel violations of radiological requirements at WNP-2 to General Employee Training. Ongoing.
5.3E.2.A Develop Advance Radiation Worker Training including practical exercise using the maintenance training skid and concurrent training of craft workers and health physics technicians.
5.3E.2.C   Develop and communicate management expectations for worker accountability in radiological environments including work group supervisor accountability on all shifts. 10/95.
1/96.
5.3E.2.D   Enhance the RWP/ALARA planning process to improve exposure controls and provide improved information to workers. 9/95.
5.3E.2.B Add industry events to include personnel violations of radiological requirements at WNP-2 to General Employee Training. Ongoing.
Expected Result:     Reduction in personnel violations of radiological requirements.
5.3E.2.C Develop and communicate management expectations for worker accountability in radiological environments including work group supervisor accountability on all shifts.
Measurement Standard:   The measurement standard will be a reduction in personnel violations of, radiological requirements which result in PERs as compared to the total number of PERs written.
10/95.
Objective: 5.3E.3     Ensure proper emphasis on personnel contamination events.
5.3E.2.D Enhance the RWP/ALARA planning process to improve exposure controls and provide improved information to workers.
5.3E.3.A Develop criteria which indicates a significant personnel contamination event. 11/95.
9/95.
5.3E.3.B   Implement trending program using criteria for significant personnel contamination event. 1/96.
Expected Result:
5.3E.3.C   Use information from trending program to develop baseline and inform management. Ongoing.
Reduction in personnel violations of radiological requirements.
Expected Result:     Reduction in personnel contamination events trended and investigated.
Measurement Standard:
Measurement Standard:   The measurement standard will be determined as part of the development of the personnel contamination event program.
The measurement standard willbe a reduction in personnel violations of,radiological requirements which result in PERs as compared to the total number ofPERs written.
Objective:
5.3E.3 Ensure proper emphasis on personnel contamination events.
5.3E.3.A Develop criteria which indicates a significant personnel contamination event.
11/95.
5.3E.3.B Implement trending program using criteria for significant personnel contamination event.
1/96.
5.3E.3.C Use information from trending program to develop baseline and inform management.
Ongoing.
Expected Result:
Reduction in personnel contamination events trended and investigated.
Measurement Standard:
The measurement standard will be determined as part of the development of the personnel contamination event program.
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PERFORMANCE IMPROVEMENT AREAS TRAINING 6.0 TRAINING 6.1 OBJECTIVE OPERATIONS TRAINING     ~ Continue training that Improves and enhances oporator           6.1.1 porforma neo.
PERFORMANCE IMPROVEMENTAREAS TRAINING 6.0 TRAINING 6.1 OPERATIONS TRAINING
                      ~ Enhance knowledge of plant operations and impact on             6.14 operator performance 6.2 OBJECTIVE MAINTENANCE TRAINING     ~ Foster training environment emphasizing proper safety focus     6.2.1 6.3 OBJECTIVE ENGINEERING SUPPORT       ~ Ensure undorstandlng of Plant Systems and Operations             6.3.1 TRAINING 6.4 CHEMISTRY                                                                         OBJECTIVE AND HP TECHNICIAN     ~ Enhance and improvo chemistry and health technician             6.4.1 TRAINING        performs neo.
~ Continue training that Improves and enhances oporator porforma neo.
EXCEPTIONAL PERFORMANCE   W AVERAGE PERFORMANCE MINIMUM PERFORMANCE    ~
OBJECTIVE 6.1.1
                                                                      ~B   ADDED BY SUPPLY SYSTEM 0000704.0.0 JULY 10. 1005
~ Enhance knowledge of plant operations and impact on operator performance 6.14 6.2 MAINTENANCE TRAINING
~ Foster training environment emphasizing proper safety focus OBJECTIVE 6.2.1 6.3 ENGINEERING SUPPORT TRAINING
~ Ensure undorstandlng of Plant Systems and Operations OBJECTIVE 6.3.1 6.4 CHEMISTRY AND HP TECHNICIAN TRAINING
~ Enhance and improvo chemistry and health technician performs neo.
OBJECTIVE 6.4.1 EXCEPTIONAL PERFORMANCE AVERAGE W
PERFORMANCE MINIMUM
~B ADDED BY PERFORMANCE ~
SUPPLY SYSTEM 0000704.0.0 JULY 10. 1005


TRAINING 6.1     OPERATIONS TRAINING Objective:   6.1.1   Continue to provide quality training that is specifically .designed to enhance and improve operator performance in the Plant.
TRAINING 6.1 OPERATIONS TRAINING Objective:
Initiatives: 6.1.1.A Continue development and integration of the following performance issues and attributes into licensed and non-licensed operator training materials and simulator scenarios: Ongoing.
6.1.1 Continue to provide quality training that is specifically.designed to enhance and improve operator performance in the Plant.
                      ~ Attention to detail
Initiatives:
                      ~ Conservative decision-making
6.1.1.A Continue development and integration of the following performance issues and attributes into licensed and non-licensed operator training materials and simulator scenarios:
                    ~ Problem resolution and a questioning attitude
Ongoing.
                    ~ Self-checking
~ Attention to detail
                    ~ Component tagging practices
~
                    ~ Technical specification case studies
Conservative decision-making
                    ~ Pre-evolution or pre-job briefs
~ Problem resolution and a questioning attitude
                    ~ Understanding design bases
~ Self-checking
                    ~ Line management expectations
~
                    ~ Procedural adherence
Component tagging practices
                    ~ Three-way communication 6.1.1.B Continue implementation of these performance attributes in classroom and simulator training sessions. As an example, in the present training cycle (95-4), Operations Training is re-emphasizing conservative decision-making and problem resolution during simulator scenarios which are based on Abnormal Operations. Self-checking is being evaluated by instructors and Operations Managers/Supervisors using Job Performance Measures (JPM) training in the simulator and the formal communications policy is being reviewed in the classroom as well as in the Plant simulator. Ongoing.
~ Technical specification case studies
~ Pre-evolution or pre-job briefs
~ Understanding design bases
~ Line management expectations
~ Procedural adherence
~ Three-way communication 6.1.1.B Continue implementation of these performance attributes in classroom and simulator training sessions.
As an example, in the present training cycle (95-4),
Operations Training is re-emphasizing conservative decision-making and problem resolution during simulator scenarios which are based on Abnormal Operations.
Self-checking is being evaluated by instructors and Operations Managers/Supervisors using Job Performance Measures (JPM) training in the simulator and the formal communications policy is being reviewed in the classroom as well as in the Plant simulator.
Ongoing.
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6.1.1.C     Continuously evaluate ways to further enhance operator training programs, maintaining a "focus" on improved Plant and operator performance. Use Training Advisory Group (TAG) meetings to ensure Training alignment with Operations line management expectations and needs. Ongoing.
6.1.1.C Continuously evaluate ways to further enhance operator training
Expected Result:     Increased emphasis on good performance attributes and management expectations in operator training will result in improved operator performance and reduced error rate.
: programs, maintaining a "focus" on improved Plant and operator performance.
Measurement Standard:   Operations Training will use the Operations line management measurement standards as indicators of success.
Use Training Advisory Group (TAG) meetings to ensure Training alignment with Operations line management expectations and needs.
Objective: 6.1.2       Enhance knowledge of Supply System managers, supervisors, and key staff to enable them to have a better operational understanding of how the discharge of their responsibilities impact Plant operations and operator perform ailce.
Ongoing.
InMatives: 6.1.2.A     Continue presentation of the 13-week Management Certification training course into the foreseeable future to ensure that critical managers and supervisors receive this important training. Ongoing.
Expected Result:
6.1.2.B     Involve Plant personnel       from Operations, Maintenance, Technical Services and Engineering into this program as augmentation for the instructional staff in future management certification classes. 9/30/95.
Increased emphasis on good performance attributes and management expectations in operator training will result in improved operator performance and reduced error rate.
6.1.2.C     Evaluate increasing the student population of this class to effectively train and certify more people per unit of time. 10/I/95.
Measurement Standard:
Expected Result:     Providing SRO level training to managers, supervisors, and key staff will enable them to have a better operational understanding of the impact of their responsibilities on safe and efficient Plant operations.
Operations Training willuse the Operations line management measurement standards as indicators of success.
Measurement Standard:   Operations Training will use the Operations line management measurement standards as indicators of success.
Objective:
6.1.2 Enhance knowledge of Supply System managers, supervisors, and key staff to enable them to have a better operational understanding ofhow the discharge of their responsibilities impact Plant operations and operator performailce.
InMatives:
6.1.2.A Continue presentation of the 13-week Management Certification training course into the foreseeable future to ensure that critical managers and supervisors receive this important training.
Ongoing.
6.1.2.B Involve Plant personnel from Operations, Maintenance, Technical Services and Engineering into this program as augmentation for the instructional staff in future management certification classes.
9/30/95.
6.1.2.C Evaluate increasing the student population ofthis class to effectively train and certify more people per unit of time. 10/I/95.
Expected Result:
Providing SRO level training to managers, supervisors, and key staff will enable them to have a better operational understanding of the impact oftheir responsibilities on safe and efficient Plant operations.
Measurement Standard:
Operations Training willuse the Operations line management measurement standards as indicators of success.
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6.2
6.2 MAINTF22fANCETRAINING
  ~       MAINTF22fANCETRAINING
~
    ~   ~
~
Objective:     6.2.1
~
                ~  ~      Foster a training environment that emphasizes proper safety. focus.
~
'Initiative:   6.2.1.A   Reinforce management expectations when conducting training and evaluating performance by targeting the following attributes: Ongoing.
~
                          ~ Procedural adherence
Objective:
                          ~ Stop, Think, Act, Review (STAR)
6.2.1 Foster a training environment that emphasizes proper safety. focus.
                          ~ Work practices (e.g., attention to detail and conservative decision-making)
'Initiative:
                          ~ Industrial/Radiological safety All Maintenance  personnel have been through one cycle of this training.
6.2.1.A Reinforce management expectations when conducting training and evaluating performance by targeting the following attributes:
A second cycle with emphasis on these attributes will be completed by 4/96.
Ongoing.
Expected Result:       Reduction in performance errors.
~
Measurement Standard:     Maintenance Training will use the Maintenance line management         measurement standards as indicators of success.
Procedural adherence
~
Stop, Think, Act, Review (STAR)
~ Work practices (e.g., attention to detail and conservative decision-making)
~ Industrial/Radiological safety AllMaintenance personnel have been through one cycle of this training.
A second cycle with emphasis on these attributes willbe completed by 4/96.
Expected Result:
Reduction in performance errors.
Measurement Standard:
Maintenance Training will use the Maintenance line management measurement standards as indicators of success.
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Page 52


6.3     ENGINEERING SUPPORT TRAINING Objective: 6.3.1       Ensure technical and engineering professionals possess a broad scope understanding of Plant systems and operations.
6.3 ENGINEERING Objective:
InMatives:   6.3.1.A   Augment the Engineering Support Staff Training (ESST) Program participant population. This initiative is presently in progress and will be completed by 6/96.
6.3.1 SUPPORT TRAINING Ensure technical and engineering professionals possess a broad scope understanding of Plant systems and operations.
6.3.1.B     Institute training within the ESST Program to enhance the technical capabilities of the technical and engineering professionals on staff. This program will be in place by 1/97.
InMatives:
Expected Results:   Reduction in occurrences attributable to lack of understanding  of the potential impact of engineering activities on Plant operations.
6.3.1.A Augment the Engineering Support Staff Training (ESST)
Program participant population.
This initiative is presently in progress and will be completed by 6/96.
6.3.1.B Institute training within the ESST Program to enhance the technical capabilities of the technical and engineering professionals on staff. This program willbe in place by 1/97.
Expected Results:
Reduction in occurrences attributable to lack ofunderstanding of the potential impact of engineering activities on Plant operations.
Compliance with regulatory and procedural guidance.
Compliance with regulatory and procedural guidance.
Measurement Standards: 6.3.1.a     ESST-training will use the Engineering line organization measurement standards as indicators of success.
Measurement Standards:
6.3.1.b     Fewer issues surfacing in POC reviews of change documents.
6.3.1.a ESST-training will use the Engineering line organization measurement standards as indicators of success.
6.3.1.c     Reduction in PERs related to engineering activities.
6.3.1.b Fewer issues surfacing in POC reviews of change documents.
6.3.1.d     Fewer inadequate Corrective Actions involving engineering activities.
6.3.1.c Reduction in PERs related to engineering activities.
6.3.1.d Fewer inadequate Corrective Actions involving engineering activities.
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6 .4   CHEMISTRY TECHNICIAN AND HEALTH PHYSICS TECHNICIAN TRAINING Objective: 6.4.1     Continue to provide quality training that is specifically designed to enhance and improve chemistry technician and health physics technician performance in the Plant.
6.4 CHEMISTRY TECHNICIANANDHEALTHPHYSICS TECHNICIANTRAINING Objective:
InMatives: 6.4.1.A   Continue to provide continuing training based on identified needs such as PERs, LERs, in-house operating events and industry events.
6.4.1 Continue to provide quality training that is specifically designed to enhance and improve chemistry technician and health physics technician performance in the Plant.
InMatives:
6.4.1.A Continue to provide continuing training based on identified needs such as
: PERs, LERs, in-house operating events and industry events.
Ongoing.
Ongoing.
6.4.1.B   Continue to stress self-checking, procedure adherence, communications, questioning attitudes and conservative decision-making in all phases of training. Ongoing.
6.4.1.B Continue to stress self-checking, procedure adherence, communications, questioning attitudes and conservative decision-making in all phases of training. Ongoing.
6.4.1.C   Continue to use line management as subject matter experts (SME) during training to reinforce management's expectations for performance.
6.4.1.C Continue to use line management as subject matter experts (SME) during training to reinforce management's expectations for performance.
Ongoing.
Ongoing.
Expected Result:     Improved job performance.
Expected Result:
Measurement Standard:   Chemistry and Health Physics Training Group will use the line organizations measurement standards as indicators of success.
Improved job performance.
Measurement Standard:
Chemistry and Health Physics Training Group will use the line organizations measurement standards as indicators of success.
'I Page 54
'I Page 54


PERFORMANCE IMPROVEMENT AREAS ADDITIONALIMPROVEMENT INITIATIVES 7.0 ADDITIONAL IMPROVEMENT INITIATIVES 7.1 OBJECTIVE MAINTENANCE RULE       ~ Implement Maintenance Rule.                                         7.1.1 7.2 OBJECTIVE FSAR UPGRADE       ~ Improve the FSAR.
PERFORMANCE IMPROVEMENTAREAS ADDITIONALIMPROVEMENTINITIATIVES 7.0 ADDITIONAL IMPROVEMENT INITIATIVES 7.1 MAINTENANCE RULE
7.3 OBJECTIVE IMPROVED TECHNICAL     ~ Improve the Technical Specifications                               7.3.1 SPECIFICATIONS OBJECTIVE'.4.1 PLANNING AND CONTROL       ~ Develop business plan Inltlatlves supporting NRC Communlcatlon Document Implementation
~ Implement Maintenance Rule.
                        ~ Develop progress reporting for business plan Initlatlves           7.4.2 7.5 OBJECTIVE INTEGRATED PLANNING AND      ~ Improve overall Integrated planning and scheduling of work SCHEDUUNG 7.5.1'XCEPTIONAL PERFORMANCE ~
OBJECTIVE 7.1.1 7.2 FSAR UPGRADE
                        ~w   AVERAOE PERFORMANCE       ~     MINIMUM PERFORMANCE     ~
~ Improve the FSAR.
                                                                        ~B      AteED BY SUPPLY SYSTEM 05o0raxo.o JULY 25. 1005
OBJECTIVE 7.3 IMPROVED TECHNICAL SPECIFICATIONS
~ Improve the Technical Specifications OBJECTIVE 7.3.1 PLANNINGAND CONTROL
~ Develop business plan Inltlatlves supporting NRC Communlcatlon Document Implementation
~ Develop progress reporting for business plan Initlatlves OBJECTIVE'.4.1 7.4.2 7.5 INTEGRATED PLANNINGAND SCHEDUUNG
~ Improve overall Integrated planning and scheduling ofwork OBJECTIVE 7.5.1'XCEPTIONAL
~w AVERAOE MINIMUM
~B AteED BY PERFORMANCE ~
PERFORMANCE ~
PERFORMANCE ~
SUPPLY SYSTEM 05o0raxo.o JULY25. 1005


ADDITIONALIMPROVEMENT INITIATIVES INDEX
ADDITIONALIMPROVEMENT INITIATIVES INDEX 7.
                                                    ~a~~e
ADDITIONALIMPRO
: 7. ADDITIONALIMPRO                                    55-61 7.1 MAINTENANCERULE                                   56 7.2 FINAL SAFETY ANALYSIS REPORT (FSAR) UPGRADE       57 7.3 IMPROVED TECHNICAL SPECIFICATIONS                  58 7.4 PLAN5tING AND CONTROL                           59-60 7.5 INTEGRATED PLANNING AND SCHEDULING                 61 Page 55
~a~~e 55-61 7.1 MAINTENANCERULE 56 7.2 FINALSAFETY ANALYSISREPORT (FSAR) UPGRADE 57 7.3 IMPROVED TECHNICALSPECIFICATIONS 58 7.4 PLAN5tING AND CONTROL 59-60 7.5 INTEGRATED PLANNINGAND SCHEDULING 61 Page 55


MAINTENANCERULE 7.1     MAINIENANCE RULE Objective: 7.1.1       Implement the Maintenance Rule.
MAINTENANCERULE 7.1 MAINIENANCE RULE Objective:
Actions:   7.1.1.A     Scope SSCs within the Maintenance Rule.. Completed.
7.1.1 Implement the Maintenance Rule.
7.1.1.B     Determine SSC risk significance. Completed.
Actions:
7.1.1.C     Complete data collection. Completed.
7.1.1.A Scope SSCs within the Maintenance Rule.. Completed.
7.1.1.D     Draft performance criteria. Completed.
7.1.1.B Determine SSC risk significance.
7.1.1.E     Complete identification of all "a(1)" SSCs. Completed.
Completed.
7.1.1.F     Complete draft Program Plan. Completed.
7.1.1.C Complete data collection.
7.1.1.G     Draft goals for "a(l)" SSCs. Completed.
Completed.
7.1.1.H     Performance criteria review by Expert Panel. 8/31/95.
7.1.1.D Draft performance criteria.
7.1.1.I     Begin trial implementation of Maintenance Rule. Ongoing.
Completed.
7.1.1.J     Draft Annual Report-Program Review. 10/95.
7.1.1.E Complete identification of all "a(1)" SSCs.
Expected Result:     Implementation of Maintenance Rule will bring the Supply System in line with industry practices and NRC requirements.
Completed.
Measurement Standard:   Meet milestones on all Action Items.
7.1.1.F Complete draft Program Plan.
,
Completed.
i Page 56
7.1.1.G Draft goals for "a(l)" SSCs.
Completed.
7.1.1.H Performance criteria review by Expert Panel.
8/31/95.
7.1.1.I Begin trial implementation of Maintenance Rule.
Ongoing.
7.1.1.J Draft Annual Report-Program Review.
10/95.
Expected Result:
Implementation of Maintenance Rule will bring the Supply System in line with industry practices and NRC requirements.
Measurement Standard:
Meet milestones on all Action Items.
, i Page 56


FINAL SAFETY ANALYSIS REPORT (FSAR) UPGRADE 7.2     FINAL SAFETY ANALYSIS REPORT (FSAR) UPGRADE Objective:   7.2.1     Rewrite the FSAR to ensure the following:
FINALSAFETY ANALYSIS REPORT (FSAR) UPGRADE 7.2 FINALSAFETY ANALYSISREPORT (FSAR) UPGRADE Objective:
                        ~ It contains the minimum information required         by Regulatory Guide 1.70.
7.2.1 Rewrite the FSAR to ensure the following:
                                                                                          .'
~ It contains the minimum information required by Regulatory Guide 1.70.
                        ~ It accurately reflects existing design and operating procedures It can be relied upon for 10 CFR 50.59 safety evaluations.
Actions:
Actions:    7;2.1.A   Establish project scope and develop upgrade plan. Completed.
~ It accurately reflects existing design and operating procedures It can be relied upon for 10 CFR 50.59 safety evaluations.
7.2.1.B   Present upgrade plan to Project Review Committee (PRC). Completed.
7;2.1.A Establish project scope and develop upgrade plan.
7.2.1.C   Prepare bid documents for upgrade project. Completed.
Completed.
7.2.1.D   Receive and evaluate upgrade project bids. 8/20/95.
7.2.1.B Present upgrade plan to Project Review Committee (PRC).
7.2.1.E   Begin upgrade project. 9/15/95.
Completed.
7.2.1.F   Complete upgrade project. '6/97.
7.2.1.C Prepare bid documents for upgrade project.
7.2.1.G   Submit FSAR upgrade to the NRC. 8/97.
Completed.
Expected Result:     An upgraded FSAR will accurately reflect existing WNP-2 design, reflect aH information required by Regulatory Guide 1.70, and consolidate current. redundant data. This upgrade process will also allow for the development of an FSAR change process by which the future integrity of the document will be protected.
7.2.1.D Receive and evaluate upgrade project bids.
Measurement Standard:   Meet milestones on all Action Items.
8/20/95.
7.2.1.E Begin upgrade project.
9/15/95.
7.2.1.F Complete upgrade project.
'6/97.
7.2.1.G Submit FSAR upgrade to the NRC.
8/97.
Expected Result:
An upgraded FSAR will accurately reflect existing WNP-2 design, reflect aH information required by Regulatory Guide 1.70, and consolidate current. redundant data.
This upgrade process willalso allow for the development of an FSAR change process by which the future integrity of the document willbe protected.
Measurement Standard:
Meet milestones on all Action Items.
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Page 57


'  IMPROVED TECHNICAL SPECIFICATIONS
IMPROVED TECHNICAL SPECIFICATIONS
  '7.3     INIPROVED TECHNICAL SPECIFICATIONS Objective:   7.3.1       Convert the existing Supply System Technical Specifications to the Improved Technical Specifications in a manner similar to that described in NUREGs 1433 and 1434.
'7.3 INIPROVED TECHNICALSPECIFICATIONS Objective:
Actions:     7.3.1.A     Submit Improved Technical Specifications to NRC.       In the 4th quarter of 1995.
7.3.1 Convert the existing Supply System Technical Specifications to the Improved Technical Specifications in a manner similar to that described in NUREGs 1433 and 1434.
7.3.1.B     Obtain NRC approval. Scheduled by NRC.
Actions:
7.3.1.C     Implement Improved Technical Specifications.       In the 4th quarter of 1996.
7.3.1.A Submit Improved Technical Specifications to NRC. In the 4th quarter of 1995.
Expected Result:     Implementation of Improved Technical Specifications will result in improved operational safety, clearer understanding of the Technical Specification requirements, decreased administrative burden, and a six-month reduction in surveillance frequency ff ff R (18 to 24 months).
7.3.1.B Obtain NRC approval.
Measurement Standard:    Meet milestones on all Action Items.
Scheduled by NRC.
Page 58
7.3.1.C Implement Improved Technical Specifications.
In the 4th quarter of 1996.
Expected Result:
R (18 to 24 months).
Measurement Standard:
Meet milestones on all Action Items.
Implementation of Improved Technical Specifications will result in improved operational safety, clearer understanding ofthe Technical Specification requirements, decreased administrative burden, and a six-month reduction in surveillance frequency ff ff Page 58


PLANNING AND CONTROL 7.4     BUSINESS PLAN ALIGNMENTAND MONTHLYPROGRESS REPORTING PLAN ALT NMENT Objective:   7.4.1     Develop business plan initiative(s) to support key issues identified for performance enhancement (Reference Business Plan Initiative Form Attachment A).
PLANNINGAND CONTROL 7.4 BUSINESS PLAN ALIGNMENTANDMONTHLYPROGRESS REPORTING PLAN ALT NMENT Objective:
Initiatives: 7.4.1.A   Develop global business plan initiatives addressing the purpose, objective, expected results and major action items required to successfully develop, implement and monitor activities in support of performance enhancement. 8/15/95.
7.4.1 Develop business plan initiative(s) to support key issues identified for performance enhancement (Reference Business Plan Initiative Form Attachment A).
7;4.1.B   Review performance enhancement objectives and identify common issues across organizations which would warrant the development of business plan initiatives (e.g., creating an environment that encourages a proper safety focus). 8/15/95.
Initiatives:
7.4.1.C   Draft Business Plan Initiatives     as identified in Initiative 2 above.
7.4.1.A Develop global business plan initiatives addressing the
: purpose, objective, expected results and major action items required to successfully develop, implement and monitor activities in support of performance enhancement.
8/15/95.
7;4.1.B Review performance enhancement objectives and identify common issues across organizations which would warrant the development of business plan initiatives (e.g., creating an environment that encourages a proper safety focus).
8/15/95.
7.4.1.C Draft Business Plan Initiatives as identified in Initiative 2 above.
8/31/95.
Expected Result:
Alignment of performance enhancement objectives and initiatives and the Business Plan.
Measurement Standard:
Complete actions on schedule.
NTHLYPR R
REP TIN Objective:
7.4.2 Develop and implement monthly progress reporting for related business plan initiatives and other key actions.
Initiatives:
7.4.2.A Allbusiness plan related initiatives'tatus willbe reported on a monthly basis (reference Management Initiative Progress Report Attachment B).
~o: Only performance enhancement objectives and related business plan initiatives require monthly status reports.
Allother initiatives will continue to be reported quarterly.
8/31/95.
8/31/95.
Expected Result:      Alignment of performance enhancement objectives and initiatives and the Business Plan.
Measurement Standard:    Complete actions on schedule.
NTHLY PR      R    REP    TIN Objective:    7.4.2    Develop and implement monthly progress reporting for related business plan initiatives and other key actions.
Initiatives:  7.4.2.A  All business plan  related initiatives'tatus will be reported on a monthly basis (reference Management Initiative Progress Report Attachment B).
                        ~o:    Only performance enhancement objectives and related business plan initiatives require monthly status reports. All other initiatives will continue to be reported quarterly. 8/31/95.
Page 59
Page 59


7.4.2.8     All other key actions identified as performance enhancement objectives will require monthly status reports. 8/31/95.
7.4.2.8 All other key actions identified as performance enhancement objectives willrequire monthly status reports.
Expected Result:     Provide monthly status reporting for management review of progress and assessment of corrective actions.
8/31/95.
Measurement Standard:   Complete actions on schedule.
Expected Result:
Provide monthly status reporting for management review of progress and assessment of corrective actions.
Measurement Standard:
Complete actions on schedule.
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INTEGRATED PLANNING AND SCHEDULING 7.5     INTEGRATED PLANNING AND SCHEDULING Objective:   7.5.1     Improve overall integrated planning and scheduling of work (see 0;5. 1).
INTEGRATED PLANNINGAND SCHEDULING 7.5 INTEGRATED PLANNINGAND SCHEDULING Objective:
InMatives:   7.5.1.A   Implement a electronic work process. Completed.
7.5.1 Improve overall integrated planning and scheduling of work (see 0;5. 1).
7.5.1.B   Reorganize Planning and Scheduling organizations to combine similar functions. Completed.
InMatives:
7.5.1.C   Implement improved integrated daily scheduling process. Completed.
7.5.1.A Implement a electronic work process.
7;5.1.D     Create Fix-It-Now (FIN) process. 9/11/95.
Completed.
7.5.1.E     Create Work Teams. 10/13/95.
7.5.1.B Reorganize Planning and Scheduling organizations to combine similar functions. Completed.
7.5.1.F     Implement Work Teams. 10/30/95.
7.5.1.C Implement improved integrated daily scheduling process.
Expected Result:     Improved daily integrated schedule coordination, adherence,   accountability, and efficiency within involved departments..
Completed.
Measurement Standard:   Meet milestone schedule.
7;5.1.D Create Fix-It-Now (FIN) process. 9/11/95.
7.5.1.E Create Work Teams.
10/13/95.
7.5.1.F Implement Work Teams.
10/30/95.
Expected Result:
Improved daily integrated schedule coordination, adherence, accountability, and efficiency within involved departments..
Measurement Standard:
Meet milestone schedule.
Page 61}}
Page 61}}

Latest revision as of 04:40, 8 January 2025

Rev 22 to Operational QA Program Description
ML17291A927
Person / Time
Site: Columbia Energy Northwest icon.png
Issue date: 06/20/1995
From: Galen Smith
WASHINGTON PUBLIC POWER SUPPLY SYSTEM
To:
Shared Package
ML17291A926 List:
References
WPPSS-QA-004, WPPSS-QA-4, NUDOCS 9508020121
Download: ML17291A927 (119)
v • d • e


Text

Enclosure 2 OPERATIONAL QUALITYA.SS PROGRAM DESC (WPPSS-QA-004)

CE ION APPROVED:

Director, ualiry Date

+ective REVISION NO. 22 ORIGINALISSUE: May 10, 1978 WASHINGTON PUBLIC POWER C> svpprv svsTEM 9508020121 950718 PDR ADOCK 05000397 P

PDR

4> supp7i s7srz7i OPERATIONAL QUALITYASSU$MMCE PROGRAM% DESCRIFI'ION PACE ill I.I F EFFE

~PA E REMI~)RIQ 10 1V 1 1-21 2-1 4 3-1 -,3-3 4-1 & 4-2 5-1 6 6-3 7 7-4 8-1 & 8-2 9-1

&, 9-2 10-1 & 10-2 11-1 & 11-2 12-1 & 12-2 13-1 14-1 15-1 & 15-2 16-1 17-1 & 17-2 18-1 & 18-2 I I-3 II 11-21 22 15 10 10 10 968-25060 (4I92)

4Q SUPFLY SYSTEM OPERATIONAL QUALITYASSURANCE PROGRAMS DESCRIPTION, PhCE iv

'22 TABLE F

NTENTS N/A 2

10 15 17 18 APPENDIX I APPENDIX.II Approval Page Management Statement List of Effective Pages 7able of Contents ORGANIZATION QUALITYASSURANCE (QA) PROGRAM DESIGN CONTROL PROCURFMEN'I'OCUMENT CONTROL INSTRUCTIONS, PROCEDURES, AND DRAWINGS DOCUMENT CONTROL CONTROL OF PURCHASED MATERIAL,EQUIPMENT, AND SERVICES IDERIIFICATIONAND CONTROL OF MATERIALS, PARIS, AND COMPONENTS CONTROL OF SPECIAL PROCESSES INSPECTION TEST CONTROL CONTROL OF MEASURING AND TEST EQUIPMENT'ANDLING, S'IORAGE, AND'HIPPING INSPECTION, 'TEST, AND OPERATING STATUS NONCONFORMING MATER'~, PARTS, OR COMPONENTS CORRECTIVE ACTION QUALITYASSURANCE RECORDS AUDITS QUALIFtaTIQNRBQ~

"POSITION STATEMENTS"

4P SUPPLY SYSTEM OPERATIONAL QUALITYASSURANCE PROGRAM DESCRIPTION PAGE 22 1-R ANIZATI N This section provides a description of the authorities and responsibilities assigned to Supply System organizational units and individuals involved in establishing, implementing, verifying implementation, and measuring the overall effectiveness of the administrative controls and quality assurance program during the initial testing (pre-operationaL and startup testing) and subsequent operations phases of Supply System nuclear power plants.

1.2 R ANIZATI N The Supply System organization responsible for establishing, implementing, verifying implementation, and measuring the overall efFectiveness of the administrative controls and quality assurance program for its nuclear power plants is as depicted in Figures 1-1 and 1-2.

Portions of these activities may be delegated to external organizations qualified to the requirements of this Operational QA Program, hereafter referred to as QA Program; however, the responsibility shall remain with the Supply System.

1.3 A A EMENT RESP IBIL 1.3.1 The gnawn Direc o is. responsible for the establishment of policies and for overall management of Supply System operations.

The Managing Director has issued a Management Statement which commits the Supply System to design, construct, and operate its nuclear power plants without jeopardy to the health and safety of the public.

The Managing Director is the ultimate Supply System 1IIIS MANIIALIS CLASSIHED hS h LEVELZB DOCUMKCT.

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WASNINOTOII iOOLIC Fow\\R 4P SUPPLY SYSTEM OPERATIONAL QUALITYASS&RACE PROGRAM DESCRIPTION PAGE REV.

1-2 22 authority on matters involving quality. The Managing Director operates through the Vice President, Nuclear Operations; Director, Projects; Director, Information; and the Chief Financial Of5cer to provide for engineering, construction, procurement, quality assurance/quality control, and operations activities for Supply System nuclear power plants.

1.3.2 The Vice P iden Nuclear erati ns reports to the Mana~g Director and is responsible for.

a.

Safe and eQicient operation of Supply System nuclear power plants.

b.

Safe and successful completion of initial testing activities for WNP-2 (through 1

the WNP-2 Plant General Manager).

c.

Establishing and monitoring maintenance systems common to operational nuclear power plants.

d.

Training of nuclear plant staff and support personnel.

e.

Development of programs and procedures to ensure uniform application at operational nuclear power plants.

f.

Radiological protection, fire protection, plant security, emergency preparedness, and radioactive waste management.

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Maintaining cognizance of changing regulatory requirements and providing controlled interface between the Supply System and regulatory agencies to assure that commitment documents receive the necessary degree and depth of reviews prior to transmittal.

h.

Providing licensing support functions in such areas as acquisition and maintenance of nuclear power plant construction permits and operating licenses.

i.

Quality Assurance program definition,.implementation and effectiveness.

j.

Reviewing in-house and extexnal events for determination of cause and necessaxy corrective action to minimize potential for recurrence at Supply System nuclear facilities; k.

Engineexing design and analysis support for WNP-2.

1.

Appoint in writing the members to the Corporate Nuclear Safety Review Board (CNSRB) including the Chairman and Alternate Chairman.

To accomplish this role, the Vice President, Nuc1ear Operations operates through the Plant General Manager; Director, Engineering; Director, Quality; Director, Nuclear Training; Director, Support Services; Manager, Planning and Controls;

-Director, Regulatory and Industry Affairs; Corporate Chemist; and Corporate Radiological Health Officer.

968-25060 (4/92)

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4> ~47rz s7srm OPERATIONAL QUALHYASSU&WCE PROGRAMS DESCRD"HON PhCE 22 1.3.2.1 T~hD Si p

U Vi P 'd,N 1

Dg di directly responsible for the definition, direction, and effectiveness of the overall Quality Assurance Program during design, construction, and operation phases of all Supply System nuclear power plants.

Major functions of the Quality Assurance organization are:

a.

Establishing and maintaining assurance programs, Nuclear Operation Standards, and directorate procedures which incorporate nuclear safety considerations and comply with the Quality Assurance (QA) criteria delineated in Appendix B to 10CFR 50.

b.

Assuring through reviews, surveillances, assessments, inspections, and audits that Supply System and its suppliers'ctivities are being performed in a safe and legal manner in accordance with written and approved documents which comply with applicable requirements defined by the assurance programs and Nuclear Operation Standards.

C.

Assessing the overall effectiveness of assurance programs'mplementation, including evaluation of plant performance and reporting conclusions to the Managing Director.

d.

Stopping unsatisfactory work and controlling further processing, delivery, or.

installation of nonconforming material.

e.

Establishing and maintaining adequate and qualified assurance staSng levels based on workload analysis.

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4P surer'vsrm PACE 1-5 OPERATlONAL QUALITYASSURANCE PROGRAM DESCRH. TION 22 f.

Providing trending of deficiencies to identif'y areas where corrective actions have not minimized recurrence.

g.

Establishing, maintaining, and controlling the Operational QA Program Description (WPPSS-QA-004) and the Supply System Functional Manual for Nuclear Operation.

h.

Certying Supply System examination personnel for non-destructive examinations (NDE).

i.

Qualifying and certifying Supply System QC inspection and test personnel.

1 Acquiring and maintaining ASME Certificates of Authorization and/or Owners Certificates.

Ensuring that a written agreement with an Authorized Inspection Agency is obtained to provide for Authorized Nuclear In-Service Inspection Services.

l.

Establishing, mana~g, and administering the implementation and effectiveness of the Nuclear Safety Issues Program (NSIP).

The Director, Quality has effective communication channels with all Supply System senior management positions and has no duties or responsibilities unrelated to quality assurance.

To accomplish the above defined role, the Director, Quality operates through the Manager, Quality Support Services; Manager, Quality Services; Manager, Plant Quality Control; Manager, Supplier Quality; and %NP-1 Quality Assurance staff.

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vssoworoa rcrauo rowra i> sudan svsvam OPERATIONAL QUALITYASSURANCE PROGRAM DESCRIPI'ION PAGE 22.

The qualification requirements for this position are as described in Appendix I, Qualification Requirements.

A representative from the Quality Assurance Organization is a member of the Plant Operating Committee (see Chapter 13 of the FSAR) and has sufhcient authority and organizational freedom to identify problems; to initiate, recommend, or provide solutions; and to verify implementation of solutions.

The representative has no duties or responsibilities unrelated to quality assurance matters and has effective communication channels with all plant supervisory and management personnel.

1.3.2.1.1 The ana er uali ervices and the Mana er uali u

rt ervices report to the Director, Quality and are directly responsible for performing internal Supply System quality assurance functions that are necessary to verify that the QA Program is being effectively implemented.

This includes maintaining a sufhcient number of qualified auditors to perform QA audits, as required.

Each Manager has the authority and responsibility to stop unsatisfactory work and control further processing, delivery, or installation of nonconforming material.

When the unit is operating, either Manager may recommend that the unit be shut down; the Plant General Manager, however, has the final responsibility for the overall evaluation of aLL aspects and implications of shutting down the operating unit.

Qualification requirements for these two positions are described in Appendix I, Qualification Requirements.

The Managers, Quality Services and Quality Support Services, are specifically responsible for:

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WAlNINCTONtUSllC tDlftg 4> supp'cram OPERATIONAL QUALITYASSURANCE PROGRAdrI DESCRIPTION PhGE 1-7 ao Reviewing and concurring with documents affecting safety, including changes thereto, to assure that applicable qua1ity assurance requirements have been identified and specified therein.

Documents subject to review and concurrence by Quality Assurance reviewers inc1ude, but are not limited to the following: (i) procedures which address:

administrative controls, operations, maintenance, technical specifications, in-service inspection and testing, modifications, calibration, testing, and fuel handling; and nonconformance and corrective action reports.

b.

Reviewing and concumng with programs, procedures, and/or instructions (including changes thereto) of off-site Supply System organizations to assure that they are clear, address applicab)e quality assurance requirements, and are technicaHy acceptable prior to approval for release.

Verifying internal Supply System activities to assure that they are being conducted in a safe and legal manner in accordance with approved programs, plans, procedures, or instructions.

Such verifications willbe in the form of audits, technical assessments, or quality assurance surveiQances.

Included in the scope of these verifications are:

(i) control room operations; post modification/major maintenance testing and operational tests;.maintenance, modification, repair, and calibration; personnel training; and refueling activities; (ii) activities associated with satisfying technical specifications and in-service inspection and testing; (iii) activities associated with the implementation of security, fire protection, and radiological protection programs; (iv) activities including engineering, maintenance, modifications, operational problem resolution, technical support activities, and operational 960-25060 (4/92)

Scaioa1.PJ4VOQAPD1

i> supra 's7sTEM OPERATIONAL QUALITYASSURANCE PROGIU84 DESCRIPTION PAGE 22 analysis that acct plant nuclear safety and reliability; and (v) activities reIated to procurement, storage and issuance of parts, materials, and services to assure implementation of QA Program and management requirements.

d.

Performing independent design, functional, and safety evaluations.

e.

Performing quality assurance audits, surveillances, and technical assessments of Supply System organizations and on-site external organizations (e.g., the engineering and maintenance support contractors).

f.

Developing evaluation schedules and selecting qualified personnel to perform the activities of this function.

g.

Certifying Audit Team Leaders.

h.

Qualifying Quality Assurance personnel.

i.

Forwarding evaluation reports to the management positions responsible for the areas assessed and the Chairman of the Corporate Nuclear Safety Review Board for review, assessment, and/or correction of identified deficiencies.

j.

Maintaining QA verification records.

k.

Supply System initiated SSFL reviews and other similar plant safety system operability reviews.

Each Manager willbe responsible for performance of the above activities within certain functional areas.

968-25060 (4191)

Sccuooi.P&AlOQAPD1

C> si7iG sIl"sTm OPERATIONAL QUALrrYASSURANCE PROGKQN DESCRH. TION PAGE 1.3.2.1.2 e

ana e

lant uali n

reports to the Director, Quality and is directly responsible for performance of in-plant QC functions. In accomplishing this role, the Manager, Plant QC is responsible for:

a.

Evaluating procedures and instructions for accomplishing QC activities.

b.

Determnung and establishing hold points for inspections, examinations, and/or measurements to be accomplished during maintenance, modification, repair, and testing.

c.

Performing and evaluating the inspections, examinations, and/or measurements established.

d.. Assuring that proper stafBng is available to meet plant workloads; Qualification requirements for this position are described in Appendix I, Qualification Requirements.

96$.25060 (4l92}

}.PEA/OQAPD}

4i su7e7z s7sTEM OPERATIONAL QUALITYASSURANCE PROGRAIVl DESCRIPTION PAGE 1-10 1.3.2.1.3 The ana er u

lie uali reports to the Director, Quality and is primarily responsible for the definition and implementation of the source surveillance/audit program for verification of activities performed by Supply System vendors (including the Nuclear Steam Supply System vendors).

He is further responsible for assuring that items received for %NP-2 meet the required quality standards.

The Manager, Supplier Quality is responsible for:

a.

Establishing vendor witness points for inspection and release of material/

equipment for shipment.

b.

QC receipt inspection of materials and equipment received by the Supply System.

c.

Establishing and maintaining evaluated vendors list.

d.

Planning, coordinating, and performing source surveillances, source inspections, and external audits to verify implementation of vendors'A/QC

,programs.

e.

Reviewing and approving vendor furnished QA/QC procedures and programs.

f.

Reviewing for acceptance other utilityaudits furnished through the Nuclear Procurement Issues Committee (NUPIC) or Nuclear Energy Institute (NEI).

968-25060 (4/92)

~4oal.P&A/OQAPDI

i3 sUPFLY SYSTEM OPERATIONAL QUALITYASSURANCE PROGRAIVI DESCRY'TION PhGE 22 1.3.2.1.4 S

p U D', Q~IY d

P ~l' d

assuring that the records and equipment of the project are maintained such, that they may be shown to meet quality standards on restart.

1.3.2.2 e Plant ene ana er for WNP-2 reports to the Vice President, Nuclear Operations and is directly responsible for safe and efficient operation of the plant in accordance with the requirements of the Operating License, the Plant Technical Specifications, and the Plant Procedures Manual.

Some of the specific responsibilities of the Plant General Manager are:

a.

Planning, coordinating, and directing aQ test, operation, modification, inspection, maintenance, and refueling activities subsequent to the issuance of an Operating License.

b.

Authorizing all plant modifications subsequent to the issuance of an Operating License.

c.

Qualifying and training plant staff.

d.

Initiating and approving purchase requisitions.

e.

Controlling purchased equipment and materials intended for plant use.

f.

Ensuring calibrated measuring and test equipment {including instaQed instruments covered by the Plant Technical Specifications) is utilized at WNP-2.

g.

Dispositioning of nonconforming items.

9tiS-25060 (4/92) 1.P&A/OQAPDl

4i sv7~iz s7s7z7i OPERATIONAL QUALITYASSURANCE PROGRAdrf DESCRIPTION PhGE 1-12 h.

Implementing the in-service testing program.

i.

Developing, maintaining and implementing a fire protection program.

j.

Off-Site Dose Calculation Manual (ODCM).

k.

The Radiological Environmental Monitoring Program and Bioassay Program.

l.

Environmental sciences function which performs nonradiological monitoring and fitness for duty chemical analysis.

m.

The supply, engineering, and efficient in-core management of nuclear fuel.

n.

Transient analysis and licensing issue resolution to support technical specification changes and reload fuel licensing.

The Plant General Manager operates through the Operations Manager, Maintenance Manager, Technical Services Manager, Radiation. Protection Manager, Chemistry Manager, and Planning/Scheduling/Outage Manager.

The plant organization and-functional responsibilities of key plant personnel are described in Chapter 13 of the Final Safety Analysis Report for %NP-2.

1.3.2.3 e D t r Nucl T

nin reports to the Vice President, Nuclear Operations and is responsible for nuclear training policy and implementation, fire prevention and protection training, technical maintenance of the simulator to support operator training and testing, and training records management for nuclear plant operations.

968-15060 (4/92)

Social.PAAIOQhP91

4> s7i7en msrz7i OPERATIONAL QUALITYASSURANCE PROCESS DESCRIFI'ION PhGE 1-13 22 1.3.2.4 The Direct r u

ort ervic reports to the Vice President, Nuclear Operations and is responsible for the development aud implementation of policies and programs which support operation of Supply System nuclear power plants in the areas of safeguards and physical security, fitness for duty, emergency preparedness, and administration and records management.

To accomplish this role, the Director, Support Services operates through the Manager, Security Programs;

Manager, Emergency Preparedness; and Manager, Administration and Records Management.

1.3.2 4.1 e

ana er ecuri P

reports to the Director, Support Services and is responsible for overall Supply System security activities.

The Manager, Security Programs is specifically responsible for:

a.

Administering a security program which includes preemployment screening, physical security surveys and investigations, loss prevention, and fitness for duty.

b.

Managing the security force by assuring that physical security is consistent with needs and is maintained within individual plant safeguards security plans.

c.

Providing training, administrative, and technical support to the Plant General Manager in the area ofplant security.

1.3.2.4.2 a er amer enc P

aredne reports to the Director, Support Services and is responsible for developing and maintaining an emergency response program that includes plans, implementing procedures, training, and drills and exercises.

96$-25060 {4/92) ace>onl.P84VOQhPD1

CQ SUPPLY SYSTEM OPERATIONAL QUALHYASSURANCE PRO.GRAVC DESCRD'TION PAGE 22 I.3.2.4.3 The Mana er Administration and Record Mana ement reports to the Director, Support Services and is responsible for.

a..-

Developing and implementation of administrative controls for plant procedures, processes and systems to maintain nuclear, plant design, construction, and operating records.

b.

Providing program definition and policy development'for Supply System.

records management activities, which includes processing, retrieval, storage and dispositioning of records.

c.

Providing administrative support functions necessary for the maintenance of manuals and procedures.

d.

Managing an administrative process by which engineering-related activities and commitments are assigned, scheduled, tracked, and dispositioned.

I."3.2.5 The rate hemist reports to the Vice President, Nuclear Operations and is responsible for policy development, oversight, and integration of matters pertaining to chemistry at WNP-2.

's 1.3.2.6 The ra e i lo ical Health fficer reports to the. Vice President, Nuclear Opexations and is responsible for the development and oversight of radiation protection policies and programs which support operation of WNP-2.

The Corporate Radiological Health Ofhcer provides support to WNP-2 through coordination of radiation protection projects and long range planning, program oversite, audits and evaluation of the Radiation Protection Program.

Sccioa1. PCS/OQAPD1

4> Rp7iz s7sii7i OPERATIONAL QUALITYASSUWLNCE PROGRAM DESCRY'TION PAGE 1-15 22 1.3.2.7 e Direct r Re lat and Tndu Affai reports to the Vice President, Nuclear Operations and is responsible for:

a.

Acquiring and maintaining operating licenses of Suyyly System nuclear power plants.

b.

Dining and implementing programs which assure that licensing submittals

'eceive an adequate technical review from cognizant Suyyly System, NSSS,

.or AE personnel prior to transmittal.

c.

Tracking licensing commitments and taking action necessary to assure that they are being met in a timely manner.

d.

Providing coordinated development of responses and comments to new laws, regulations, regulatory guides, and other regulatory issuances.

e.

Administering the WNP-2 industry and in-plant operating experience programs f.

Providing the Independent Safety Engineering Group gSEG) functions for assessing programs, processes and activities of various areas and operations that affect plant nuclear safety and reliability.

0cr Administering the nonconforming condition and corrective action processing including assisting the cognizant organization in evaluation and determination of the root cause for plant-related events.

968-25060 (4/92)

Sccticel.P&A/OQAPD1

WASWIWCtON tCtltC tOWCC C> superz sxsTEM OPERATIONAL QUALITYASSURANCE PROGRAMME DESCRXPTION PhGE 1-16 22 h.

Reliability and availability analysis to improve plant performance,

safety, and maintainability.

The Director, Regulatory and Industry-Affairs operates through the Manager, Licensing; Manager, Regulatory Services; Manager, Regulatory Support; and Manager, Special Projects.

1.3.2.8 e Direct r En 'neerin reports to the Vice President, Nuclear Operations and is responsible for providing project engineering and design control, nuclear fuel supply, and maintenance/surveillance engineering support as required for WNP-2.

The Director, Engineering is specifically responsible for:

a.

Providing and implementing design control programs and processes by which plant design, and design changes, and modifications are defined, controlled, and verified.

b.

Implementing programs for pre-service inspection, in-service inspection, and nondestructive examinations and materials and welding engineering.

c.

Providing engineering support for technical resolution of nuclear safety and licensing issues.

d.

Maintaining a current engineering data base for WNP-2 including; Master Equipment List (MEL), Safety Related Material (SRM), Class 1 Electrical (C1E), Restricted Use Equipment List (RUEL).

e.

Implementing configuration control by establishing site-specific policy, procedures, and methods that allow control and accountability.

~25060 (4/92)

L.P&AIOQhPDI

l3 si7izii7rsTHM OPERATIONAL QUALITYASSUWLNCE PROGWAI DESCRIPTION PAGE 1-17 f.

Management of major plant modifications, maintenance tasks, and contractor support.

The Director, Engineexing operates through the Manager, Mechanical Design Engineering; Manager, Electrical/ISAAC Design Engineering; Manager, WNP-2 Projects; Manager, Engineering Programs; and Manager, Materials and Inspection.

The Engineezing organization and functional responsibilities of key personnel are desczibed in Chapter 13 of the Final Safety Analysis Report for WNP-2.

1.3.3 The Direct r P

'ects reports to the Managing Director and is responsible for providing pxoject management support for Supply System projects.

The Director, Projects is specifically responsible for.

a.

Providing project management and engineering for power projects under construction and preservation management and engineexing for mothballed power projects.

b.

Providing for site restozation for power project sites which are to be abandoned.

C.

Providing specialized project management for major construction projects which results in oC-line completion of major additions to operating plants and support facilities.

d.

Providing specialized project management for major procurement acquisitions for operating power plants.

968-25060 (4/92)

Seaioal.Pd4VOQAPD1

0> su7eir s7s7z7vi OPERATIONAL, QUALITYASSURANCE PROGRAM@ DESCRIPTION PhGE 1-18 22 The Director, Projects operates through the Manager, WNP-1 Project; Manager, Facilities Services and Construction; and Manager, Administrative Support Services.

1.3.4 e

hief inancial fficer reports to the Managing Director and is responsible for providing procurement and storage control services that. are required to support I

operation and maintenance. of Supply System nuclear yower plants and for the sale and demolition of Projects WNP-3, WNP-4 and WNP-5.

To accomplish this role, the Chief Financial Officer operates through the Manager, Procurement and

'aterials Management; and Manager WNP-3.

1.3.4.1 The Mana~er Procurement and aterials Mana~emerit reports to the Chief Financial Ofhcer and is responsible for:

a.

Development of Supply System procurement policies and.procedures.

b.

Procurement of items and services in response to approved.yurchase

. requisitions.

c.

Coding, cataloguing, handling, storage, shipping, and disposal of procured items.

d.

Providing project management for disposition of assets from terminated power projects and disposition of major assets surplus to operating power projects.

96$-25060 (4I92)

Scetioal PHD/OQAPDI

4> supp7z s7s7E7i OPERATIONAL QUALITYASSURANCE PROGRAM'N DESCRQ'TION PACE 1-19 22 1.3.4.2 e

ana er WNP-reports to the Chief Financial Ofhcer and is responsible for:

a.

Site restoration for the terminated project.

b.

Completion and closeout of all construction phase related license and permit commitments.

c.

Site management during restoration and sales activities.

968.25060 (4/92)

Sec6oal.P64VOQAPDI

44 SUPPLY SYSTEM OPERATIONAL QUALITYASSURANCE PROGRAM DESCRIPTION PAG'L 1-20 FIGURE 1-1 MANAGINGDIRECTOR DUALITY DIAECTOA VCE PRESIDENT.

NUCLEAR OPERATIONS ENGINEERING DIRECTOR CHIEF FINANCIAL OFFICER PROJECTS DIRECTOR OUAUTY SUPPOAT SERVCES MANAGER OUAUTY SEAVCES MANAGEA PLANT OC MANAGER WNP I OA STAFF

'SUPPLIER DUALITY MANAGER NUCLEAR SAFETY ISSUES PROGRAM SUPPORT SERVICES DIRECTOR SECURITY PROGRAMS MANAGER EMEAGENCY PLANNING MANAGER ADMINISTRATION ANDRECORDS MANAG'EMENT MANAGEA NUCLEAR TRAINING DIRECTOR PLANT GENEAAL MANAGEA PLANNINGAND CONTROLS MANAGER CORPORATE CHEMIST COAPOAATE RADIOLOGICAL HEALTH OFFICER REGULATORY ANDINDUSTAY AFFAIRS DIRECTOR MECHANICAL DESIGN ENGINEERING MANAGEA ELECTRICALIdC DESIGN ENGINEERING MANAGEA ENGINEERING PAOGAAM MANAGER MATERIALAND INSPECTION MANAGER WNP T PRCUECTS MANAGER PROCUREMENT d MATLS. MGMT.

MANAGER WHY MANAGEA WNP. ~

PROJECT MANAGER FACIUTIES SERVICE d CONSTRUCTION MANAGER ADMINISTRATIVE SUPPORT SEAVICES MANAGEA LICENS>NG MANAGEA REGULATORY SERvCES MANAGER REGUIATOAY SUPPOAT MANAGER 890853.1 SPECIAL PROJECTS MANAGER 968-25060 {12/93). Rev. 4/95 Section 1.PSIA/OQAPD)

~

~

~

a

~

~ ~

~

g

~

~ I 0

WAEWINCTOPS tSIEESC tOWRR 0> sUpprz mrs 2-1 OPERATIONAL ASSURANCE PROGRIAI UESCIIU IION 2-L A

2.1 This section provides an ovexaH description of the QA Program that willbe applied to initial testing and subsequent operation and maintenance activities throughout the life of Supply System nuclear power plants.

2.2 QQggML 2.2.1 The QA Program willbe imylemented through a sezies of Nuclear Operation Standards (NOSs) contained in the Supply System Functional Manual 'for Nuclear

. Operation.

In turn, these NOSs wiH be implemented by Supply System organizational procedures, programs, or plans which prescribe detailed methods for functional accomplishment.

The NOSs willaddress the applicable requirements of Apyendix B to 10CFR 50 and Sections 1 through 18 of the QA Program.

A matrix of Nuclear Operation Staadards cross referenced against each czitezia of Appendix B to 10CFR 50 is included in Table'2-1.

The NOSs and implementing procedures, programs, or plans willcollectively comply with the regulatory yositions of QA-related Regulatory Guides as identiQed and modified in Appendix 1X, Position Statements.

2.2.2 A list of safety-oelated items that wiH be subject to the applicable controls of the QA Progzam is included in the Final Safety Analysis Report (FSAR) for the applicable Supply System nuclear power plant.

Changes to this listing shaH be controlled by the Director, Engiaeezing,and approved by the Plant General Manager.

Soaioa2.P&A/OQAPD1

~ASN INGTOÃ PIISLIC ROWS%

'Ivg svppxz sE~M~vi fk OPERATIONAL QUASI% ASSU&LNCE PROGXUDf DESCRIPHON PhG<

2-7 2.2.3 Applicable provisions of the QA Pxogram shall be implemented by the eadiest of the allowing and shall remain in eftect for the life of Supply System nuclear power plants:

a.

Prior to inception of the activity.

b.

At the time of temporary/permanent transfer of system/component custody to Test and Staxtup or~uzation.

c.

Ninety (90) days pxior to initial fuel loading.

2.2.4 Revisions to the QA Program willbe made by the Quality Assurance organization as follows:

a.

Proposed changes to the QA Program willbe evaluated to dete~e whether or not they would result in a reduction of commitments previously ace~ted by the ¹clear Regulatory Commission (NRC).

b.

Changes that do not reduce the commitments may be implemented prior to forwarding such changes to the NRC.

However, all such changes shall be forwarded to the NRC at least annually.

c.

Changes that reduce commitments willbe forwarded to the NRC for their review and acceptance prior to implementation.

Such changes shall be regarded as accepted by the NRC upon rmipt of a letter from the NRC to this efi'ect or sixty (60) days after submittal to the NRC, whichever occurs first.

Seaiaa2.Pd4VOQAPDl

WSAERSSSSSEOSS RSSEESC ROARER 4> sUPPrz SrSn~m fk OPERATIONAL ASSURANCE PROSRA!R UESCSUPPSON.

PAGE 2-3 15 2.2.5.

Managers of Supply System organizations responsible for implementing the applicable provisions of the QA Program shall assure that activities that afFect

,safety-related functions of plant items are performed by personnel who have been indoctrinated and ttained.

The scope, objective, and method of implementing the indoctrination and tranung program. shall be documented.

Proficiency of personneL performing activities that affect safety-rehash functions of plant items-shall be maintained by retraining, re-examitmion, and/or recertifying, as applicable.

Methods shall be provided for documenting trannng.

2.2R6

,The scope, implementation, and effectiveness of the QA Program is routinely audited by the Quality Assurance or anization.

Copies of audit reports are presented to Supply System management to provide for assessment of the etFectiveness of the QA Program.

AdditionaHy, at'least one= per two (2) years, the Supply System management arranges for an independent evaluation of the adkquacy of the scope, implementation, and efFectiveness of the QA Program.

This is accomplished by Knowledgeable personneL outside of the Quality Assurance o~ization to assure achievement of an objective program assessment.

Results of these independent evaluations are reported to the Managing Director and Vice-President, Nuclear Operations.

968 25060 (V92)

Sectioa2.P84V~DI

4> sUpp7z s7s7z7i OPERATIONAL QUALITYASSURANCE PROGIU84 DESCRIPI'ION PACE 15

~TA8 E 2-1 OPERATIONAL gA PROGRAM DESCRIPTION IMPLEMENTING NUCLEAR OPERATION STANDARDS (Page 1 of 1)

Nuclear 0 eration Standards 10CFR50 A

endix 8 Criterion Number Title 1234 567 8 9 10 11 12 13 14 15 16 17 18 NOS-1 NOS-2 NOS-3 NOS-4 NOS-5 NOS-6 NOS-8 S-9 NOS-11 NOS-13 NOS-14 NOS-19 NOS-20 NOS-21 NOS-22 NOS-23 NOS-24 NOS-26 NOS-27 NOS-30 NOS-32 NOS-33 NOS-34 NOS-35 NOS-36 NOS-37 NOS-39 NOS-40 NOS =41 NOS-43 OS-45 Organizational Responsibilities/Changes Control of the Functional Manual for Nuclear Operation Operational gA Program Description Control Plant Operations and Maintenance Control Personnel Training, qualification and Certification Review Committees (CNSRB

& POC)

Nuclear Safety Assurance Assessment Program Procedures/Instructions Control Conduct of Licensing Activities Reporting of Incidents Operating Experience Review Plant gC Inspection Program guality Assurance Evaluations ASME Pressure Boundary Work g-List Control Plant 'Modification Control Control of Records Computer Software gA Procurement and Storage Control Control of Nonconformances and Corrective Action Configuration Management Program Inservice Inspections Inservice Testing of Pumps and Valves Nuclear Materials Control Chemistry Rad..

Environmental Mon. Program Fire Protection Program Radioactive Waste Management gA Program for Radioactive Materials Shipping Packages Nuclear Plant Security Simulator Certification X

X X X XXX XXX X X X X X

X X X

X X X

X X

X X X X X XXX X X X

X X

X X

X X

X 968-2S060 (4/92)

ScctioaZ.PChAI~D I

, ~

tl rS

'OklÃlWCTOktlkllCfOwM surprz svsram OPERATIONAL

. QUALITYASSURANCE PROGRAM DESCRIPTION PAGE'-1 7

7 -

NTR L F PURCHASED MATERIAL E MENT AND SERAC 7.1

~P~Q~E This section establishes controls to assure that safety-related items and services, whether purchased directly or through contractors and subcontractors, conform to proairement documents.

7.2 ENERAL 7.2.1 Procedures/instructions shall be established and implemented for the control of purchased'aterials, equipment, and services.

These procedures/instructions shall

'I clearly describe the actions to be accomplished and identify those positions or groups responsible for performing those actions.

7.2.2 Material, equipment, services and spare/replacement parts (other than commercial de items as defined in 10CPR 21) for safety-related structures, systems and components:

a.

Shall have a technical evaluation to assure that requirements for acceptable item(s) are specified in the procurement documents.

b.

Shall be procured from vendors whose quality assurance qualifications have been affirmed, either prior to or after award of the contract; by Supplier Quality, and S68-25060 (%92)

Scc&a7.P84VOQAPDi

WRRSSSECEOSA n.ESAC SNSrER 4p super@ srsxaz OPERATXONAL ASSURANCE PROGRAlll UESCIUP11ON PhCE 7-2 7

c.

Shall be subject to the quality assurance program controls and to technical requirements at least equal to the ozjpnal technical requirements or to revised controls that have been properly reviewed and approved.

Material, equipment, services and spar&replacement parts for safety-zeIated structures, 'systems and components that are commexcial grade items as deGned in 10CFR 21:

a.

Shall have a technical evaluation to assure that requirements for ~table item(s) are specified in the procurement documents.

b.

Shall have stance methods to provide reasonable amrance the item(s) received is the item(s) which was speciied..These may incIude one or more of the methods of Pazagzaphs 7.2.4., 7.2.5., or 7.2.6 as specified by the Technical Evaluation.

Evaluation of vendors, inctuding zeview and concurrence ofvendors'A

programs, shall be performed by QA using QA or Enginmriag personnel competent in deterinining the ability of vendors,to provide acceptable quality products.

Source selection willbe based on one or more of the following:

a.

We ability of the vendor to comply with those eIements of 10CFR 50 Appendix B applicable to the type of matexial, equipment, or servims being"

.procured.

b.

A review of previous record and performance of vendors who have provided similar articles of the type being procured.

Soaiao7ZdbVOQhPD1

>>aaeiCroa nsuC ro>>I>>

k3 sUpPKX SH>1.'EM OP%RATIONAL

~cz rROGmm DZSC>>srXON PhGE 7-3 c.

A suxvey of the vendor's facilities and QA program to determine his capability to supply a product which meets the design, manufacturing, and quality requirements.

7.2.5 Source veziication (vendor suxveQlance, inspection and audit) shall'be commensurate with the relative importance, complexity, and quantity of the items or service procured and the vendor's quality performanc=.

In-process and Qnal surveillance requirements of vendor products shaH be detexnnned in advance and pexformed to assure conformance with procurement document requirements.

Source vezification is not required to be performed where the quality of the item can be verified by review of test reports, inspection upon receipt, or other means.

Source verification activities shall include evaluation of vendor 5unished Certificates oi Conformance and/or vendor's Certification System.

7.2.6 Receiving inspection of vendor Sunished items shall be pexfoxmed to assure that a.

The item is properly identiGed and coxresponds to the identification on the procurement document and the receiving documentation.

b.

The item and the acceptance records satisfy the inspection instruction prior to relying upon the item to perform its safety unction.

c.

SgeciQed inspection, test, and other records are complete and available at the site pxior to relying upon the item to perform its safety function.

d.

Inspection status of accepted items is identi6ed pxior to their being released for

storage, use or further work, 968-25060 (V92)

Seaiaa7.P~OQhPD1

WISRIKTOAtlg4C /DE kP suppn amzaz QUALZITASKRAN OPS ~22ATIONAL CE PROGRABd: DESAUPXXON PhGE 7.2.7 Documentary evidence that the vendor furnished items conform to the procurement requirements shall be retained at the site for the life of the items.

T.pWUQQhPD I

0> sUppiV s7s7z7i OPERATIONAL QUALITYASSURANCE PROGRABrI DESCMPI'ION PAGE 10 APPENDIX I ALIFICATI N RE UIREME The minimum qualification requirements for key Quality Assurance personnel that willbe met at the time of initial core loading or appointment to the active positions are as follows:

I. 1 D~i a.

Education:

Bachelor Delve or equivalent in Engineering or a related science.

b.

Experience:

Ten (10) years experience in the field of quality assurance, or equivalent number of years of nuclear industry experience in a management position'or a combination of the two.

The requirement that the director have at least two years of experience in the administration-of and adherence to the Quality Assurance Program in a significant management role directly involving-nuclear power plants is being deleted.

Because the director's duties encompass a much broader range of responsibilities than administration of the QA Program, it is not considered desirable, nor appropriate, to limitthe choice of candidates to only those who have had detailed involvement in the administration of the QA Program.

L2 uali ervices and uali u

rt ervices Mana e a.

Education:

Bachelor Degree or equivalent~ in Engineering or a related science.

968-25060 (%92)

~OAPP.n~ai

~

~~

i 4S SUPPLY SYSTEM OPERATIONAL QUAIL'YASSUWkNCE PROGRAM DESCRXFHON PAGE I-2 10 APPENDIX b.

Experience:

Four (4) years expe6ence in the field of quality asm@ance, or equivalent number of years of nuclear plant expexience in a supervisory position, preferably at an operating nuclear plant, or a combination of the two. At least one (1) of these four (4) years of exgexience shall be nuclear power plant expexience in the implementation of the quality assuranc= program.

L3 Plant ualitv C ntro Manger a.

Education:

Bachelor Degree or equivalent" in Engineering or related science..

b.

Experience:

Four (4) year expeience in the fie1d, of quality assurance and/or quality control, or an equivalent number of years oi nuclear plant experience in a supervisory position-, preferably at an operating nuclear plant, or a combination of the two. At least one (1) year of this four (4) years expexience shall be in the implementation of the quality assurance/control program.

~Equivalency willbe deternuned based upon an evaluation of the following fitctors:

2.

-High school diploma or GED.

Sixty (60) semester hours of reiated technical education taught at the college level (900 classroom or instructor conducted hours).

3.

Qualified as an NRC senior opexator at the assigned plant.

4.

Four (4) years of additional expexience in his area of responsibility.

vaaswcrcw rmuc ~ia C> ~pmmmm OPERATIONAL QUALMYASSURANCE PROGRAM. DESCRXFI'ION I-3 10 Pour (4) years of mpervisory or management experience.

Demonstrated ability to communicate clearly (verbalIy and in miting).

CertMcation of academic ability and knowledge by corporate management.

Successful completion of the Engineer-I'n -Training exanunation.

Professional Engine@ License.

Associated degree in Engineering or a xelated science.

OQAPDAPP.GOQAPDI

9508140106 9'50810 PDR 4DOCK 05000397 P

PDR INDEX

~a~e.

INDEX SIGNA'IURE PAGE PURPOSE AND SCOPE IXIRODUCTION PLANNINGTREE 1V Vl"1X matrix only 0.

VICE PRESIDENT - NUCLEAR OPERATIONS OBJECTIVE 1-5 0.1 0.2 0.3 OA 0.5 Manager/Supervisor Performance Human Performance Corrective Action Administrative Procedures Work Processes 1.

LICENSEE CONTROL SYS'ITS 1.1 1.2 1.3 1.4 Problem Identification Through Self-Assessment Root Cause Analysis Trending and Evaluation Corrective Action Systems 6-7 8

matrix only matrix only 2.

OPERATIONS 9-20 2.1 2.2 2.3A 2.3B 2.4 2.5 2.6 Safety Focus Management Involvement Problem Identification Problem Resolution Quality of Operations Prognuns and Procedures Corrective Actions 9-13 14-15 16 17 18 19 20

3.

ENGINEERING

~Pa

~~e 21-29 3.1 3.2 3.3 3.4 & 3.5 3.6 Safety Focus Management Involvement Problem IdentiTication and Resolution Understanding Design and Quality of Engineering Work Programs and Procedures 21-23 24-25 26-27 28 29 MAINTENANCE 30-37 4.1 4.2 4.3A 4.3B 4.4 4.5 4.6 Safety Focus Management Involvement Problem Identification Problem Resolution Plant Material Condition Quality of Maintenance Work Programs and Procedures 30-31 32 33 34 35 36 37 5.

PLANT SUPPORT 38-49 5.1 5.2 5.3A 5.3B 5.3C 5.3D 5.3E 5.4 Safety Focus/Management Involvement Problem IdentiTication and Resolution QUALITYASSURANCE EINHKGENCYPREPAREDNESS HIMPROTECTION SECURITY HEALTHPHYSICS Programs and Procedures matrix only matrix only 38-41 42-43 45-47 48-49 matrix only

6.1 6.2 6.3 6.4 Operations Training Maintenance Training Engineering Support Training Chemistry Technician & Health Physics Technician Training 50-54 50-51 52 53 54 ADDITIONALIMPROVEMFKI'IVH.'IATIVESindex) 7.1 7.2 7.3 7.4 ANCE RULE FINALSAFETY ANALYSISREPORT (FSAR) UPGRADE IMPROVED TECHI.'6CALSPECIFICATIONS PLANNII'%GAND CONTROL 56 57 58 59-60 7.5 INIXGRATEDPLANNINGAND SCHEDULING 61

~ 0 ~

-lll-

Recommended for Approval by:t.

W'.

er Trainin Director P. R.

Regulatory Programs and Industry AGhirs Director J

. Burn Engineering Director G. O. Smith Quality As+mace Director J.

w le Plant ne er R. L. Webring Support Services Director F/z<<

Approved by:

. Parrish ice President-Nuclear Operations

PURPOSE AND SCOPE The purpose of this document is to identify, track, and trend initiatives that are being developed or implemented which have an affect on the Supply System's objective of achieving and sustaining superior regulatory performance.

Combining all such initiatives in one report demonstrates that issues affecting regulatory performance have senior management's attention and will receive appropriate resources to assure effective implementation.

This document includes initiatives from Operations, Maintenance, Engineering, and applicable support organizations.

Objectives and initiatives may be revised as appropriate to reflect changing conditions, or as necessary to assure the continued safe, reliable, cost-effective, and environmentally sound operation of WI%'-.2.

INTRODVCTION In early 1995, the Supply System performed a Mid-Cycle SALP Self Assessment (Self Assessment).

At the conclusion of this Self Assessment and as a part of its presentation of the results, the Supply System committed to provide the NRC with a document addressing the identified weaknesses within 45 days following the R-10 outage.

This document fulfillsour commitment.

This document serves as a vehicle by which the Supply System and the NRC may accomplish the following goals:

~

Develop a common understanding of the Supply System's weaknesses and strengths.

~

Identify plans,

programs, and initiatives designed to improve

. regulatory performance.

~

Track and trend corresponding performance over time.

During May through July 1995, a special team under the direction of Regulatory Programs and Industry Affairs worked closely with coordinators assigned by each WNP-2 functional organization to develop and compose this regulatory communication tool. Over the course of this period, functional coordinators were asked to develop objectives and corresponding actions which were either being undertaken or would be undertaken to address weak areas affecting their respective organizations which had been identified within the Self Assessment.

In addition, coordinators were asked to identify the results expected from their actions and establish standards by which these results could be measured to determine ifthey were accomplishing their intended purpose.

The initial input from the functional coordinators was also evaluated by an ad-hoc Review Committee.

The Review

~

Committee evaluation was to ensure that there were no conflicts between the goals of the various Supply System organizations and to confirm that the Self Assessment identified weakenesses were effectively addressed by the corrective actions.

Although coordinators were instructed to specifically address the weaknesses set forth within the Self Assessment, they were also instructed to document and address additional weaknesses or improvement efforts affecting regulatory performance.

This increase in scope was made with the intention of establishing this document as a central repository in which WNP-2 improvement measures related to the Self Assessment can be documented, updated, tracked and trended

in an effort to form a complete look at overall station health and improvement initiatives. The functional coordinators were asked to assure that a demonstrable connection existed between the identified weaknesses and the associated objectives, initiatives, and measurement standards.

For this document to be successful and effectively serve its stated purpose,.it must be institutionalized through use ofexisting Supply System programs and processes.

Therefore, this document, as well as issues surfacing from it which transverse functional lines (e.g., human performance errors), willbe captured and addressed as initiatives within the Supply System Business Plan.

This will ensure that the items receive proper resource allocation and management attention.

The status of each item will be provided on a routine basis.

In this manner objectives and initiatives willbe assigned to a responsible individual and willbe tracked, trended.

and monitored on a periodic basis, but no less than once each quarter.

The NRC willbe provided updates of this document in a timely manner.

This document is organized along the functional lines contained in the Self Assessment.

In addition, three sections were added based upon our review of our performance.

The functional areas included are listed below, with the new. areas added in bold type:

0.0 Core Vice President - Nuclear Operations (VPNO) Objectives 1.0 Licensee Control Systems 2.0 Operations 3.0 Engineering 4.0 Maintenance 5.0 Plant Support 6.0 Training 7.0 Additional Improvement Initiatives Detailed areas of coverage are graphically represented on a Planning Tree which may be found behind the next tab.

As an aid to reviewing this document, each functional area is preceded by a matrix containing a summary of the weakness identified in the Self Assessment and the corresponding objective designed to

address that weakness.

Not all issues identified in the Self Assessment continue today as weaknesses.

Items no longer requiring attention are identified as "complete" on the functional area matrix.

One or two areas are presently being assessed to determine what action, ifany, may be required to address the area of weakness.

Those items are identified as "evaluating" on the functional area matrix.

This document has strong potential to provide the Supply System and the NRC a common basis of understanding, interpreting, and assessing significant regulatory performance issues facing the Supply System.

Fundamentally,

however, this document is a management tool.

As such, it is expected that refinements and revisions will be necessary from time to time.

Its continued use will be based upon assessed needs and benefits internal to the Supply System.

REGULATORY PERFORMANCE ENHANCEMENT Preparation:

May 1995

- July 1995 Team Members:

J. Holder, Regulatory & Industry Affairs S. Barwick, Legal Department S. Foraker, Legal Department M. Hatcher, Legal Department J. Marboe, Legal Department Measurement Assistance:

D. Embree, Planning and Controls G. Godfrey, Planning and Controls Ehnctional Coordinators:

J. Gearhart, Operations S. Kirkendall, Technical Support D. Martin, Security/Emergency Planning T. Messersmith, Maintenance J. Muth, Quality Assurance R. Patch/R. Winslow, Health Physics M. Price, Planning and Controls W. Shaeffer, Training W. Waddel, Licensee Control Systems D. Whitcomb, Engineering Review Committee:

W. Barley, Radiation Protection J. Engbarth, Administrative Auditor P. Robinson, Outside Legal Counsel J. Streeter, Managing Director Staff C. Van Hoff, Communications and External Affairs

WNP-2 FINAL PERFORMANCE ASSESSMENT PLANNINGTREE A SESSLIEHT OFWNP-2 PERFORAA E

CORE VPHO OBJECTIVES LICENSEE SSYS IS OP NS ENG EERIHG LIADITENANCE 5.0 PLANT SUPPORT 0.0 TRAINING 7.0 ADDfAONAL IMPROVEMENT INITIATIVES 0.1 LIANAGERI SUPERVISOR PERFORMANCE PROBLEM IDEHTIRCATIOH THROUGH SELF-ASSESSMENT SA US MANAGELIENT DIVOLVEMENT SAFETY FOCUS LTANAGEMENT INVOLVEME MANAGEMENT INVOLVEMENT 5.1 SAFETY FOCUS MANAGEMENT DIVOLVEMENT 5.1 OPERATKHIS TRAINING 7.1 MAINTENANCE RULE HUMAN PERFORMANCE CORRECTIVE ACTION OA ADMINISTRATIVE PROCEDURES ROOT CAUSE ANALYSIS DIG AND EVALUAT N 1A CORRECTIVE AM N

SIST 2'ROBLEIJ IDENTIFICATION PROBLEM RESOLUTION OPERATIO PROBLELI mENTIRCAIION PROBLELI RESOLUTION SA NDERSTANDING DESIGN 4JA PROBLEM IDENTIRCATION 40B PROBLEM RESOLUTIOH (PULNT)

MATERIAL CONDITeN

~PROBLEM IDENTIFlDATION

~PROBLEM RESOMTIO QUALITYOF AA SOB SM DD 5>E SEC H

MAINTENANCE TRAINING ENGINEERING SUPPORT TRAINING eA CHEMSIRY AND HP TECHNICIAN TRAINIHG FSAR UPGRADE IMPROVED TECHNICAL SPECIFICATION 7A PLANHIHGAND CONTROL WORK PROCESSES QG EXCEPTIONAL PERFORLIAHCE AVERAGE PERFORMANCE Kl" PERFORLIANCE ADDEDBY SUPPLY SYSTEM PROGRAMS AHD PROCEDURES 2.0 CORRECTIVE ACTIOHS QUAUIYOF ENGIHEERIHG WORK PROGRAMS AND PROCEDURES QUAUIY OF LIAINTENANCE WORK PROGRAMS AND PROCEDURES SA WOGRAMS AHD PROCEDIIRES 7$

INTEGRATED PLANNINGAND SCHEDULIHG

PERFORMANCE IMPROVEMENTAREAS CORE VPNO OBJECTIVES 0.0 CORE VPNO OBJECTIVES 0.1 MANAGER/

SUPERVISOR PERFORMANCE

~ Improve manager supervisor performance.

OBJECTIVE 0.1.1 0.2 HUMAN PERFORMANCE

~ Improve human performance.

OBJECTIVE 0%1 0.3 CORRECTIVE ACllON

~ Improve effectiveness of corrective actions OBJECTIVE 0.3.1 0.4 ADMINISTRATIVE PROCEDURES

~ Simplify admlnlstratlve procedures.

OBJECTIVE 0.4.1 0.5 WORK PROCESSES

~ Simplify management, design change, and procurement work processes.

OBJECTIVE 0.5.1 EXCEPTIONAL

~w AVERAGE MNIMUM

~tt ADDED BY PERFORMANCE ~

PERFORMANCE ~

PERFORMANCE ~

SUPPLY SYSTEM 0504700.0.0 JULY0$. 1000

VICE PRESIDENT - XUCI.EAR OPERATIONS OBJECTIVES

't 0.1 MANAGER/SUPERVISOR PERFORMANCE (Reference Business Plan Management Initiative OP 6)

Objective:

0.1.1 Improve manager/supervisor performance by changing cultural behavior.

Initiatives:

0.1.1.A Implement Leadership Expectations-plan, lead, organize and control.

Completed.

0.1.1.B Assess manager/supervisor development needs assessment for key managers.

Ongoing.

0.1.1.C Develop initial and continuing supervisor/manager training program.

Training Advisory Group (TAG) formed in October 1994; completed training needs assessment in March 1995; conducted the first cycle of continuing training in March 1995.

Ongoing.

0.1.1.D Periodically survey the workplace to assess the effectiveness of performance improvement efforts.

Ongoing.

0.1.1.E Implement succession planning process.

Program evaluation complete with Senior Management approval of the revised process in 2/95.

Program is currently in process to identify candidates and their development needs.

12/95.

Expected Results:

Improvements in the performance and skills of Supply System managers and supervisors, identification and correction of Supply System issues through effective supervision, and improvement in the performance and the consistency ofperformance of Supply System workers.

Measurement Standard:

Feedback from employees through formal instruments and informal sessions.

Page 1

0.2 HUMANPERFORMANCE (Reference Business Plan Initiative OP 9)

~

~

~

~

~

~

Objective:,0.2.1 Improve human performance at WNP-2.

Actions:

0.2.1.A Approve Management Initiative to improve human performance.

Completed.

0.2.1.B Establish Human Performance Coordinator position reporting to VPNO.

Completed.

0.2.1.C Identify internal and external attitudes regarding human performance.

9/30/95.

0.2.1.D Identify current initiatives to improve human performance.

9/30/95.

0.2.1.E Assess devices being used to monitor human performance.

9/30/95.

0.2.1.F Assess effectiveness of each department's human performance and develop recommendations for enhancements e.g., site wide OI-9 and Gold Card program.

9/30/95.

0.2.1.G Integrate human performance improvement efforts.

Ongoing.

Expected Result:

Reduced number and significance of human errors.

Measurement Standards:

0.2.1.a Number/rate of PERs caused by human performance.

0.2.1.b Number/rate of significant PERs caused by human performance.

Page 2

0.3 CORRECTIVE ACTION Objective:

~

~

~

0.3.1 Improve the effectiveness of corrective actions in correcting and preventing the recurrence of significant deficiencies.

Actions:

0.3.1.A Form and implement a Corrective Action Review Board (CARB).

Completed.

0.3.1.B Review significant PERs and other PERs selected by CARB members to assess adequacy of corrective actions.

Ongoing.

0.3.1.C Provide CARB feedback to PER dispositioners on CARB lessons-learned.

Ongoing.

Expected Results:

Improved quality of PER dispositions.

Reduced number of recurring significant deficiencies.

Measurement Standards:

0.3.1.a Number/rate of recurring PERs.

0.3.1.b Number/rate of recurring significant PERs.

Page 3

0.4 ADMINISTRATIVEPROCEDUMB

~

~

~

~

~

~

Objective:

0.4.1 Simplify administrative procedures (Reference Business Plan Management Initiative OP 7).

Actions:

0.4.1.A 0.4.1.B Establish procedure hierarchy.

Completed.

Develop and implement a plan to simplify and clarify administrative procedures.

Completed.

Implementation in progress.

0.4.1.C Identify procedure requirements and commitments.

Completed.

0:4.1.D Develop tracking system for requirements and commitments.

Completed.

0.4.1.E Restructure administrative procedures.

12/96.

Erpected Results:

Simple, cost-effective and efficient procedures and improved employee compliance to procedures.

Reduced number of administrative procedures and reduced number/rate of PERs caused by administrative procedure complexity and other shortcomings.

Measurement Standards:

0.4.l.a Number of administrative procedures.

0.4.1.b Number/rate of PERs caused by administrative complexity and other shortcomings, Page 4

0.5 WORK PROCESSES Objective:

0.5.1

~

I t I

~

Simplify management

process, design change process, and procurement process (Reference Business Plan Management Initiative OP 7).

Actions:

0.5.1.A Form process improvement teams.

~ Work Management - Completed

~ Procurement - Completed

~

Design Change - 9/11/95 0.5.1.B Evaluate process and identify improvements.

~ Work Management - Completed

~ Procurement - 10/4/95

~ Design Change - 11/13/95 0.5.1.C Develop implementation plan for improvements.

~ Work Management - 7/28/95

~ Procurement - 11/I/95

~ Design Change - 12/29/95 0.5.1.D Implement improvements.

Expected Results:

~ Work Management - 10/30/95

~ Procurement - I/I/96

~ Design Change - 2/5/96 Simple, cost-effective, and efficient processes and improved employee compliance to procedures.

Measurement Standards:

0.5.1.a Staffing levels.

0.5.1.b Overtime.

0.5.l.c Work Order Inventory Age..

0.5.1.d PERs related to ineffective controls.

Page 5

1.0 LICENSEE C

CAROL SYSTEMS PERFORMANCE IMPROVEMENTAREAS LICENSEE CONTROL SYSTEMS

~ Overall: lese than average performance PROBLEM IDENTIFICATION THROUGH SELF-ASSESSMENT

~ Increased selfwssessment needed - particularly In areas with long standing problems OBJECTIVE 1.1.3

~ O.A. reviews have been too narrow 5.3A.1

~ POC performance Identified as weak Complete

~ OER noted as not timely or acted upon 1.1.1 1.1.2 1.2

'ROOT CAUSE ANALYSIS

~ Quantity of root cause analyses needs Improvement.

OBJECTIVE 1.2.1 1.3 TR NDING8a EVALIJh ON

~ PTL not used to fullest capacity despite slgnlflcant upgrade to PTL software OBJECTIVE 1.4 CO RECTIVE ACTION SYSTE

~ Actual or perceived complexity In Implementing corrective action process has resulted ln llmlted use of the system

~ O.A.IUne organlzatlon Interface requires Improvement to assure emerging problems are Identified OBJECTIVE Complete 5.3A.1 5.3A.2 EXCEPTIONAL AVERAGE MINIMuM PERFORMANCE W

PERFORMANCE PERFORMANCE QSOI76 I.O.O JULY2$. 100$

LICENSEE CONTROL SYSTEMS 1.1 PROBLEM IDENTIFICATIONTHROUGH SELF-ASSESSMENT Objective:

1.1.1 Improve the adequacy, timeliness, and efficiency of reviewing industry experience and applying it to WNP-2.

Initiatives:

1.1.1.A Revise PPM 1.10.4 (External Operational Experience Review).

Completed.

1.1.1.B Establish line organization commitment to perform reviews of OER, tracking process, and goals.

8/15/95.

1.1.1.C Provide training to line organization staff. 9/15/95.

1'.1.1.D Initiate line review of Operating Experience Reviews (OERs)

~ 9/30/95.

1.1.1.E Coach line staff on the adequacy and timeliness of review process.

Through 12/31/95.

1.1.1.F Review the process and results for quality and possible adjustments.

Ongoing.

Erpected Result:

OER information willbe reviewed in a thorough and timely manner with appropriate corrective actions resulting.

Measurement Standards:

1.1.1.a Monitorthe monthly report on OER reviews for timeliness and corrective actions implemented.

1.1.1.b Appropriate corrective actions reviewed and taken by line management.

1.1.1.c Screen the PER database on a periodic basis to see ifproblems contained within OER information have occurred at WNP-2.

Obj ective:

1.1.2 Evaluate the adequacy of original OER reviews.

InMatives:

1.1.2.A Establish a program to review selected OERs.

9/30/95.

Page 6

Expected Result:

Either confirm that the original review and corrective action implementation process was effective or identify additional corrective actions necessary.

Measurement Standard:

Monitor percentage of reviewed OERs that require new corrective actions.

Objective:

Improve the line organization's ability to perform self-assessments.

InMatives:

1.1.3.A Establish guidelines for the self-assessment process.

7/31/95.

1.1.3.B Staff a self-assessment specialist to coach line organization.

9/1/95.

1.1.3.C Begin first self-assessment with line organizations.

10/1/95.

Expected Result:

Line organization performance should improve.

Measurement Standardt Monitor line organization performance indicators.

Page 7

1.2 ROOT CAUSE ANALYSIS Objective:t 1.2.1 Increase the frequency and quality of root cause analysis.

Initiatives:

1.2.1.A Revise PPM 1.3.12A, Processing of Problem Evaluation Requests, to provide definitive guidance on when root cause analyses willbe used in the dispositioning of PERs.

8/31/95.

1.2.1.B Significantly increase coaching of PER dispositioners in root cause analysis techniques.

Beginning 9/1/95.

1.2.1.C Provide initial and continuing root cause analysis training to selected personnel.

Ongoing.

Expected Result:

The number of repeat problems should be reduced.

Measurement Standards:

1.2.1.a Trend the number of repeat problems on a periodic basis, and assess data results at the end of the period.

Trend the number of repeat problems due to incorrect or inadequate corrective action because a root cause analysis was not.performed.

.Page 8

PERFORMANCE IMPROVEMENTAREAS OPERATIONS OPE ONS

~ Overall: less than average performance 2.1 SAFE OCUS

~ Unsatisfactory Operator &Supervisor performance

~ Poor questlonlng attitude

~ Conservative decision making stillweak

~ Inadequate oversight of overall Plant Actlvltles OBJECllVE 2.1.1 212 2.1.1 2.14 2.1.3 2.1.1 2.14 2.2 MANAGEMENT INVOLVEMENT 2.3A PROBLEM IDENTIFICATION

~ Need to Increase management presence &expectatlons

~ Communlcatlon of management's expectatlons Is weak

~ Slgnlflcant PERs mostly self-Identified

~ Varied perception of when to Inltlate PERs OBJECTIVE 2.2.1 2.2.2 2&1 2~

OBJECTIVE Evaluating Evaluating 2.38 PROBLEM RESOLUTION 2.4 0 ALITYOF OPERATIONS

~ Poor questlonlng attitude

~ Inadequate oversight of Plant Activities

~ Incomplete compliance with Technical Speclflcatlon Requirements

~ Need to reduce personnel errors

~ Lack of formal process to evaluate effectiveness of work around fixes

~ Need to ellmlnate numerous performance errors

~ Attention to detail needs emphasized

'BJECTIVE 2.1.1 2.1.2 2.1.1 2.4.1 2.4.1 2.4.1

'BJECTIVE 2.1.1 PROGRAMS PROCEDURES

~ Procedural adherence rernalns a challenge

~ Need to complete procedure Improvements (remove amblgulty &streamline)

~ Crews need to request assistance with subtle Issues OBJECTIVE 2.5.1 2.5.1 2.5.2 CORRECTIVE ACTIONS

~ Foster operation staff acceptance of Issues.

OBJECTIVE 2.6.1 El EXCEP1IONAL PERFORMANCE AVERAGE PERFORMANCE MINIMUM PERFORMANCE ADDED BY SUPPLY SYSTEM 050lre-2.0.0 JULY 8, 1005

OPERATIONS 2.1 SAFETY FOCUS Objective:

2.1.1 Improve safety culture such that (1) staff members are constantly looking for subtle issues, (2) all staff members are actively. bringing safety issues to management's attention, and (3) management deals with the issues effectively such that they are resolved prior to significant affect on reliability.

InMatives:

2.1.1.A Implement a revision to the OI-9 Program enabling identified issues to be resolved effectively, including criteria dealing with issue identification and the use of Plant programs (PERs and WRs).

8/1/95.

2.1.1.B Implement the Management Oversight Program in the Control Room.

This program places experienced, non-operations managers in the Control Room for the express purpose of identifying positive and negative behaviors and providing immediate feedback to the Operations staff on-shift.

This allows human performance to be enhanced.

This program was authorized on 4/15/95 as a temporary program to improve department performance.

It continues through 8/5/95, at which time it willbe evaluated for continuation, revision or cancellation.

2.1.1.C Establish the expectation that either the Operations Manager or.the Assistant Operations Manager be involved in Technical Specification interpretations and that Licensing be contacted, as necessary, to develop consistent decisions.

Completed.

2.1.1.D Issue guidance on items to consider and criteria necessary for making judgements regarding applicability ofTechnical-Specifications.

9/30/95.

2.1.1.E Initiate changes in crew make-up to infuse new ideas, expectations and attitudes through a mixing of experience and personalities.

10/1/95.

2.1.1.F Develop a program which involves Operations staff in identifying areas for positive and improved implementation of management expectations relating to human performance (similar to Calvert Cliff's Gold Card).

Gold Card results willbe used in crew discussions to reinforce, clarify and revise management expectations as a regular portion of the Operations Crew Training Cycle. This discussion willoccur on a peer-to-peer level using real-life examples to reinforce behaviors in self-identification and assessment.

In addition, Gold Card Program results Page 9

which indicate a trend of performance issues willbe treated as a PER condition.

8/1/95.

2.1.1.6 Improve Operations'articipation in the Quarterly System Walk-down Program to expose other personnel to Operations'hilosophies and problems.

This program exposes Operations personnel to the views and problems of support organizations.

Ongoing.

2.1

~ 1.H Improve Operations staff participation on the PRG/PRC to help select project activities based upon operational needs.

Ongoing.

Expected Results:

Improved Safety Culture in which Operations is more able to recognize subtle trends and problems resulting in improved response to equipment and personnel issues prior to their having an affect on Operations.

This should be reflected in fewer and shorter forced outages and improved teamwork among WNP-2 organizations.

e Level Measurement

.I I I*:

~l 2.1.l.a Reduction in unplanned automatic scrams.

2.l.l.b Increase safety system reliability.

2.1.1.c Fewer unplanned safety system actuations.

2.1.1.d Increase emergency generator reliability.

2.1.1.e Increased Net Electrical Generation, Capacity

Factor, and Unit Capability Factor.

2.l.l.f Reduced Unplanned Capability Loss Factor.

2.1.1'.g Reduce the number of NOVs, LERs, and personnel errors.

ea men vl 2.1.1.h OI-9 summaries indicating fewer instances of failure to meet expectations.

2.l.l.i Management Oversight observations indicating improved performance.

2.1.1.j Fewer NOVs and LERs for technical specification violations with zero as a goal.

2.1.l.k Feedback from other WNP-2 organizations (i.e., Maintenance, Plant Support, Health Physics and Quality Assurance) indicating improved Operations performance and better working relationships.

Page 10

2.1.1.1 Increase in PER generation rate as issues are identified, followed by a PER reduction as those issues are corrected and do not recur.

Objective:

2.1.2 Create a

Management Oversight presence which (1) leads to identification of issues before they affect reliability, (2) reinforces management expectations, and (3) allows management to make decisions to the greatest extent possible based on fact and not opinion.

Initiatives:

2.1.2.A Implement the revised OI-9 Program as discussed in 2.1.1.A.

The observations required under this program for Operations management, especially the Operations Manager, Assistant Operations Manager, Day-Shift Manager and Shift Managers, provide an increased oversight presence.

8/1/95.

2.1.2.B Use the Management Oversight Program in the Control Room, as discussed in 2.1.1.B.

Ongoing.

2;1.2.C Develop additional trending capability within Operations, which will allow management to address individual and systemic problems quicker.

8/1/95.

2.1.2.D Implement a pilot program that willprovide managers and supervisors additional training on managerial techniques such as (1) pinpointing results and behaviors which support organizational goals, (2) developing measurement and feedback systems to communicate progress, and (3) managing and reinforcing desired behaviors and results, Pilot training to be completed by 9/1/95 followed by an implementation period.

Improvements in performance willbe monitored before additional staff.

management members receive the training.

Expected Results:

Operations management willbe more visible and active in reinforcing expectations.

This visibility and activity will enable management to recognize problems at an earlier stage.

This willresult in not only identifying the need.to improve behaviors, but also successfully coaching individuals towards desired improvements or making changes in personnel who do not adapt to expectations.

e Lev Measurement S

d d*:

~UI 2.1.2.a Same as 2.1.1.a - 2.1.1.g.

De men Level 2.1.2.b Non-shift management time in the Control Room willbe increased.

Page 11

2.1.2.c Operations management will rate the quality of the OI-9 observations made by the on-shift management complement (SM and CRS).

2.1.2.d 2.1.2.e The quality of the feedback from Shift Managers and Control Room Supervisors will be judged by individual contributors who have had interface with them each quarter.

This willhelp evaluate the coaching and reinforcement techniques practiced by management personnel.

Management Oversight observations are being reviewed for improved performance.

2.1.2.f Industry peer evaluations, e.g., INPO assist visits, will be performed periodically to evaluate the effectiveness of the Management Oversight Program.

Objective:

2.1.3 Foster an environment in which all individuals make conservative decisions when responding to issues.

Initiatives:

2.1.3.A Implement revised OI-9 management observations, as discussed in 2.1.1.A.

Ongoing.

2.1.3.B Implement revised Management Oversight Program, as discussed in 2.1.1.B.

Ongoing.

2.1.3.C Use simulator training scenarios during each training cycle which promote conservative decision-making.

These scenarios specifically address implementation of Technical Specifications.

Ongoing.

2.1.3.D Continue Boss Talks, which involve example discussions with Operations team members and are used to reinforce expectations for conservative decision-making.

Ongoing.

2.1.3.E Implement the Gold Card Program, as discussed in 2.1.1.F.

8/1/95.

Zxpected Results:

Additional training and coaching will result in improvements in conservative decision-making.

Response

to precursor problems willbecome more effective and thereby increase overall Plant reliability through fixing problems early, instead of waiting until they become challenges to current performance.

Page 12

Measurement s ~e: ~l 2.1.3.a Same as standards 2.1.1.a, 2.1.1.b, 2.1.1.d, 2.1.1.e, and 2.1.l.f.

De men Level 2.1.3.c Management Oversight observations should indicate improvement.

2.1.3.d NRC observations should indicate improvement.

2.1.3.e Management observations of the Gold Card Program should indicate that conservative decisions are being discussed and reinforced.

2.1.3.f Peer evaluations of performance will be conducted periodically to evaluate this area.

Page 13

2.2 MANAGEMENTINVOLVEMENT Obj ective:

~

I t 2,2.1 Create an environment in which Operations staff accepts, implements and reinforces management expectations at all times.

Initiatives:

2.2.1.A Hold confirmatory meetings with Operations staff to focus on the acceptance, development, and implementation of management expectations.

Beginning in the fourth quarter of 1995.

2.2.1.B Implement the OI-9 Program, as discussed in 2.1.1.A.

8/1/95.

2.2.1.C Continue Boss Talks in Operations, as discussed in 2.1.3.D.

Ongoing.

2.2.1.D Implement pilot management training, as discussed in 2.1.2.D.

This training will be used in conjunction with the regular performance appraisal program.

9/1/95.

Expected Results:

Confirmatory meetings will enhance commitment to management expectations, Completing the balance of the initiatives will further reinforce and validate implementation of the expectations.

Overall, the expectations should result in more effective personnel performance and increased reliability in Plant operations.

Measurement R dA:

v 2.2.1.a Same as the standards set forth in 2.1.1.a - 2.1.1.g.

2.2.l.b Same as the standards set forth in 2.1.1.h - 2.l.l.m.

2.2.1.c Performance appraisal results willidentify, in detail, the implementation of management expectations.

2.2.1.d Same as the standard set forth in 2.1.2.d.

Objective:

2.2.2 Use the Operations quarterly indicators to (1) reinforce management expectations, (2) facilitate identification of areas requiring additional work, and (3) facilitate identification of successes showing improvement from the'perspective of the Operations staff and WNP-2 management.

InNatives:

2.2.2.A Select and analyze key Operations processes (e.g.,

Clearance Order processing) to identify in-process performance indicators which would assist implementers and staff in evaluating the quality of process implementation.

Collect and chart data to allow improved performance Page 14

of a particular process.

After certain process level improvements are made and solidified, select another process for similar review and continue until all Operations processes have been analyzed.

Ongoing.

2.2.2.B Revise the Operations quarterly indicators to track human performance trends requiring improvement.

Assure these indicators have goals or control bands identified to focus management attention when necessary.

Beginning 8/1/95.

2.2.2.C Periodically review equipment trending data from Technical Staff to ensure Maintenance and Technical Staff personnel are focused on equipment trends which Operations believes require attention.

Validate equipment trends with operator workarounds and problem areas.

Beginning 10/1/95.

Expected Results:

Analyzing processes and tracking in-process performance willallow performers and management to identify process or implementation problems earlier and implement fixes prior to the problem affecting Plant reliability.

In addition, establishing performance indicators willreinforce expectations and allow standards to be revised for added efficiencies. At the same time, data gathering willallow a greater degree of management by fact, rather than by assumption.

These actions should translate into improved Plant reliability, better problem resolution and clearer expectations.

Measurement S

de*:

e Level 2.2.2.a Same as the standards set forth in 2.1.1.a - 2.1.1.g.

llgUKLal 2.2.2.b One process per quarter willbe tracked, trended and evaluated to ensure demonstrated improvement.

2.2.2.c Feedback from operators and shift crews willbe monitored to evaluate responsiveness to problems.

2.2.2.d Human performance PERs for Operations'rrors, related to Operations'rocesses, willbe monitored for reduction.

2.2.2.e Management Oversight observations willbe monitored for indications of improved performance.

Page 15

2.3A PROBLEM IDENTIFICATION Obj ective:t 2.3A.1 Increase the number of PERs generated as a'esult of Operations'involvement in Plant activities.

Initiative:

2.3A.1.A Coaching by the Operations Manager, via the on-going OI-9 reviews and on-going Management Oversight, has provided additional clarification and expectations.

As a result, the current threshold for generating PERs is considered adequate.

No further action willbe taken regarding this issue at this time.

2.3A.1.B Generate statistical data demonstrating that the current PER level is truly representative of existing problems. 3/96 Objective:

2.3A.2 Develop a common understanding among Operations staff regarding the need to document problems so that they can be properly characterized and fixed.

Initiative:

2.3A.2.A Coaching by the Operations Manager, via the ongoing OI-9 evaluations and in-progress Management Oversight observations, has provided additional clarification and improved consistency.

The current threshold for PER generation is consistent between shifts and is meeting management expectations.

No further action willbe taken, regarding this issue at this time.

Page 16

2.3B PROBLEM RESOLUTION Objective:

~

~

2.3B.1 Improve the system for reviewing chronic problems and operator workarounds to ensure it is based on sound technical facts and judgments.

Clearly communicate this system to Operations staff so that misunderstandings about station priorities are avoided.

InMatives:

2.3B.l.A Revise OI-14 Chronic Equipment Problems.

OI-14 documents the methods to track status and prioritize chronic equipment problems resulting in operator workarounds.

The revision will improve identification of issues for resolution.

Beginning 9/1/95.

2.3B.1.B Establish goals for reducing the number of workarounds.

9/1/95.

Erpected Result:

Improved focus will reduce the total number and duration of Operations workarounds, e Lev Measurement S de:

~l 2.3B.l.a Control Room deficiencies willbe monitored for improvement.

2.3B.l.b The number of operator workarounds willbe monitored for reduction.

2.3B.l.c The average time a work-around is in place will be monitored for reduction.

2.3B.l.d Observations from Management will be monitored for indications of improved performance.

2.3B.1.e Feedback from the Operations staff willbe monitored for indication of an improved ability to operate the Plant as designed.

Page 17

2.4 QUALITYOF OPERATIONS Objective:

2.4.1

~

t Improve the process and common understanding of issues among Operations staff which leads to preventing recurrence of minor events while they are precursors, rather than addressing them only when they become significant events.

InMatives:

2.4.1.A Reinforce management expectations for dealing with issues through the use of the OI-9 Program, as discussed in 2.1.1.A.

8/1/95.

2.4.1.B Monitor issues raised and resolution of those issues through conducting additional operator log reviews and Quality assessments and by assessing feedback from Management Oversight in the Control Room.

Oversight began in 5/95, log reviews began in 4/95 and Quality assessments are routine.

Ongoing.

2.4.1.C Use the quarterly human performance

'indicators for Operations (described under 2.2.2.B) to reinforce positive behaviors and correct weak behaviors.

This willbe done on an individual crew and manager basis.

Beginning 8/1/95.

2.4.1.D Use the Gold Card Program to reinforce human performance issue resolution at an early stage.

Beginning 8/1/95.

Zrpected Result:

Problems will be addressed before they become challenges to Operations.

This should result in improved reliability.

Measurement S

dR*:

e Leve 2.4.l.a Same as standards: set forth in 2.1.l.a - 2.l.l.g.

e men vl 2.4.1.b Feedback from Oversight personnel willbe monitored for indications of improved performance.

2.4.1.c Logs willbe monitored for indication that issues are consistently being resolved through an established corrective processes.

2.4.1.d Observations of the Gold Card Program implementation will.be monitored for indications that Operations staff is being more aggressive in fixing human performance problems early.

2.4.1.e The gross number of PERs willbe monitored for an increase, followed by a decrease as problems are corrected and do not recur.

PERS are also monitored for recurring trends of problem types or areas.

Page 18

2.5 PROGRAMS AND PROCEDURES Objective:

2.5.1

~

I t I

~

All staff members must strictly follow procedures unless they have reason to believe they should not, at which time they should secure their work area and seek procedural clarification or modification.

Initiatives:

2.5.1.A Implement OI-9 Program, as discussed in 2.1.1.A. 8/I/95.

2.5.1.B Operations staff members express a persistent belief that traps exist in procedures.

Survey the staff to determine whether this is an actual concern. Ifthe concern is validated, correct the procedures and revise the training program to ensure that all staff members are made aware of the procedure requirements.

This training should be prioritized around the most frequently cited procedures of concern.

8/1/95.

Expected Result:

Operations staff will strictly adhere to procedures.

Operations will demonstrate recognizable leadership in adherence to this standard.

ra e Level

'Measurement S ~N*:

~l 2.5.1.a NOV rate, LERs, and personnel errors willbe monitored for reduction.

n Lev 2.5.1.b Procedure compliance PERs willbe monitored for reduction.

2.5.1.c Feedback from Management Oversight and the NRC willbe monitored for indications of improvement.

Objective:

2.5.2

'nsure Operations management makes decisions regarding the need for procedure deviations in accordance with approved procedures.

Initiatives:

2.5.2.A Review of a sample of Operations'rocedure deviations will be completed by Quality. 8/1/95.

Expected Result:

2.5.2.B If a problem exists with inappropriate procedure deviations, develop appropriate corrective actions.

To be assessed once analysis is complete.

Operations staff willlead by example in implementing management's expectations regarding the use of procedure deviations.

Measurement Standanf:

Procedure deviations processed in accordance with approved procedures.

Page 19

2.6 CORRECTIVE ACTIONS Objective:

2.6.1

~

I t I

~

Ensure that Operations staff accepts issues brought to them by other station personnel in a manner that does not intimidate oi in any way demean the messenger.

Operations staff should hold personnel accountable forgathering and reporting facts in this same non-threatening manner.

InMatives:

2.6.1.A Perform a site-wide informational survey to determine whether station personnel elect to ignore issues rather than be subject to challenges associated with reporting them to the Control Room.

To be initiated 9/15/95.

2.6.1.B If a concern is validated, develop appropriate responses to the issues identified. To be assessed based upon survey results.

Expected Result:

A survey of station personnel willidentify whether a concern exists in this area and if so, action can be taken to improve Operations staff performance..

This should

'ultimately encourage station personnel to freely identify issues of concern so that they may be properly addressed.

Measurement Standard:

Subjective measure based on survey results.

Page 20

3.0 ENGI EERBIG PERFORMANCE IMPROVEMENTAREAS ENGINEERING

~ Ovoralk porfcrmanco less than average 3.1 SAFETY FOCUS

~ Problem rosolutlon ls Inoffectlvo OBJECTIVE 3.1.1

, ~ Safety focus needs further improvement action plans 4 priorities are lacking In key areas

~ Rect cause analyses aro Inadequate 3.1.1 3.1.1 MA AGEMENT INVOLgEMENT

~ Further Improvemonts are needed to managomont's Invclvoment withinonglnoorlng organizations

~ Managomongsuporvlscry sldlls neod Imprcvoment

~ Inadoquato support given to Involving supervisors In systom rnanagemont program

~ Need to continuo emphasis on bacldog managoment OLIECTIVE 32.1 3A.1 3$.1 3%1 PROBLEM IDENTIFICATION

'PROBLEM

, 'RESOLUTION 3A UNDERSTANDING DESIGN

~Tlmoly resolution of probloms contlnuos to bo weak

~ Nood to further Improve ofloctlvonoss of multl<lsclpllned toams conducting s atom walkdowns

~ Folhw through on romedhrl offcrts Is brcklng

~ Problems with rosolvlng long~ndlng lssuos persist

~ Soveral plant 4 Industry issues not dealt with ofioctively

~ Understanding of plant design 4 tho design chango rovtow process ls minimal

~ Inattention-to4etag errors Alack of appropriate proIect oversight problorns persist

~ Design reviews aro lacking In consbtency 4 quality

~ SlgnNlcant number cf deficiencies In Implomontatlcn of doslgn changes aro evident OBJECTIVE 38.1 3.3.1 38.1 33.1 39.1 OBJECTIVE 3A.t 3.5.1 6A.f 3A.1 3$.1 3.6.1

%2.1 OUALITYOF ENGINEERING WORK

~ Process controls are weak

~ System managomont program tacks adequate support

~ Design reviews 6 their Implementation aro weak

~ Attention to detail lacking

~ Poor Intordopartmont coordination 4 cooperation

~ Poor managomont Invclvomont 6 oversight OBJ ECTIVE 3A.1 3$.1 3A.1 3A.1 3$.1 33.1 3.1.1 T.f.f PROGRAMS KL PROCEDURES

~ Implemontatlon of 10CFR50.65 (aka "tho Maintonanco Rule )

legs significantly bohlnd most of the Industry

~ Ouarterly team walkdcwns nct always adequately supported by other organizations

~ Froquency of quarterly team walkdowns Is Inadequate

~ Prccoduros, Instructions, 4 standards aro cumbersome 4 unwloldy 3.1.1 32.1 3.2.1 3.6.1 H

I rr KXCKPTlONAL

~w AVKRAOK Mwuuu PKRFORMANCK ~

PKRFORMANCK ~

PKRFORMANCK erc4reeae BAY10, 1005

ENGINEERING 3.1 SAFETY FOCUS Objective:

3.1.1 Maintain Plant Nuclear Safety within the bounds of the Plant's license and the insights provided by the Probabilistic Safety Assessment.

InMatives:

3.1.1.A Develop and communicate, management expectations for conservative decision-making, stressing safe operation, Plant operability, quality, timeliness and thoroughness of work products.

Completed.

Update training to emphasize conservative decision-making by 6/96.

3.1.1.B Continue to prioritize initiatives, programs and projects through the Plant Review Committee process with a focus on maintaining nuclear safety and Plant support consistent with the Plant-wide prioritization process.

Ongoing.

3.1.1.C Increase and optimize staffing in the System Engineering group to provide better and more timely system support to Operations and Maintenance.

11/30/95.

3.1.1.D Update the Engineering Qualification Guides to provide in-depth qualification training to Engineering

staff, which will include the following: 10/31/95.

~ Senior Reactor Operator (SRO) level training to system engineers on their WNP-2 assigned systems.

To be completed within.one year for present staff and within one year of hire date for new staff.

~

Integrated systems training based on the SRO systems training program withintwo years for present staff and one year from hire date for new systems engineers.

~

Design and licensing basis training, including the development of the required design basis documents and training materials.

To be completed within two years (10/97) for present staff and within two years of hire date for new staff.

~ Train Engineering staff on Plant Technical Specifications.

To be completed within one year for present staff and within one year of hire date for new staff.

~ Provide Engineering staff with annual refresher training on performing operability assessments, specifically addressing GL91-18.

Page 21

~

Corrective action resolution training on root cause methods and effective corrective actions.

To be completed within one year for present staff and within one year of hire date for new staff.

~ Probabilistic Safety Assessment applications and awareness training for appropriate staff personnel, emphasizing safety significance rankings of systems.

To be completed within one year for present staff and within one year of hire date for new staff.

~

Continuing training program that focuses on refresher

training, lessons learned and special topics (e.g., industry events).

Ongoing.

Expected Results:

Minimization of errors associated with misunderstanding Plant interactions when implementing Plant design changes or performing post modification or maintenance testing or special test procedures.

Enhanced engineering safety perspective through a better understanding of'how changes in Plant conditions and systems can affect Plant accident response.

Improved quality of operability assessments performed on degraded Plant systems, components and structures.

Improved interface between Engineering and Operations.

With broader systems knowledge, the engineer willbetter understand the effect of degraded equipment on the ability of the operators to control the Plant during normal and off-normal conditions.

Improved quality and timely completion of safety significant issues through better regulatory and risk-based Plant understanding.

Better and more timely support to Plant Operations and Maintenance on those initiatives, programs and projects of greatest impact to reliable and cost effective Plant operations.

Increased system engineering understanding and involvement with Plant systems to allow refocus of system engineering problem resolution performance to become proactive rather than reactive.

Measurement Standanfs:

3.1.1.a Use of Maintenance Rule criteria to monitor safety system availability and reliability.

3.l.l.b Number of LER/NOVs issued against safety systems.

3.1.l.c WO backlog on safety systems.

Page 22

3.1.1.d Timeliness, of closure of corrective actions on significant PERs.

3.1.1.e Monitor schedule effectiveness in focusing work activities on risk significant systems and issues.

Page 23

3.2 MANAGEMENTINVOLVEMENT Objective:

3.2.1 'ocus Engineering on an end product that ensures safe, reliable and cost-effective operation of WNP-2.

IniMatives:

3.2.1.A Define Engineering support in terms of Plant performance indicators related to safe, reliable and cost-effective system operation.

Adopt a definition of "success" that meets the following criteria:

~ End result oriented (i.e., fixed problem, enhanced Plant operation, reduced barriers, more effective maintenance).

~ Not based solely on definition of an Engineering product (i.e., do not use a criteria based solely on the engineering quality of the design package). 10/31/95.

3.2.1.B Continue to eliminate low priority discretionary issues from work scope through application of the Project Review Committee processes including PSA/PRA.

Items that do not meet the corporate goals of safe Plant Operation improved reliability, cost effectiveness and willbe eliminated.

Ongoing.

3.2.1.C Establish alignment between Engineering, Operations and Maintenance to identify process interfaces and define

role, responsibility and accountability of each in the following activities:

12/29/95.

~

System walk-downs

~

Design change implementation and testing,

~

Scope reduction control 3.2.1.D Consolidate all technical resources under a single director.

7/31/95.

Expected Results:

Improved quality and thoroughness of all Engineering products with a focus on customer satisfaction-measured in ability to implement, amount of rework and cost-effectiveness.

Enhanced ability to finalize design packages (error free).

Decrease in long-standing/open issues.

Improvement in teamwork, Better alignment between organizations with corporate expectations and goals provides focus for prioritizing work.

Page 24

Engineering focus changes from internally defined measures of. success to measures that are directly measured in improved Plant performance, more effective maintenance and better Operations staff support.

Reduced maintenance costs and reduced operator burden.

Establishment and tracking of performance indicators will enhance directorate knowledge and ability to communicate performance level.

Measurement Standanfs:

3.2.1.a Reduction in work inventory age.

3.2.1.b Timeliness of engineering responses

- turnaround time.

3.2.1.c Total design project costs defined in terms of engineering

labor, implementation labor and capital costs within estimates.

3.2.1.d Planning and schedule effectiveness (i.e., completing work on schedule).

3;2.1.e Individual system performance

- monitor total Plant

costs, Plant efficiency, and total megawatts produced.

3.2.l.f Number of operator workarounds.

3.2.1.g Number of Control Room deficiencies.

3.2.1.h Total maintenance manhours expended on system maintenance.

3.2.1.i Total dose received.

Page 25

3.3 PROBLEM IDEN'HFICATIONAND RESOLUTION 3.3.1 Identify and resolve operationally significant issues in a timely manner consistent with the corporate goals of continued safe Plant operation, improved reliability; and cost effectiveness.

InitiMves:

3.3.1.A Increase and optimize staffing - See 3.1.1.C.

3.3.1.B Provide in-depth training to Engineering staff - see 3.1.1.D.

3.3.1.C Prioritize work and eliminate low priority discretionary items - see 3.1.1.B and 3.2.1.B.

3.3.1.D Strengthen management expectations for System Engineers to appropriately identify and categorize system weaknesses for resolution.

The following information sources will be used to aid the System Engineers in identifying weaknesses:

9/15/95.

~ PER Generation

~ Operating Event Reports

~ Work Orders utilization

.~ Work History File utilization

~ Risk significant component identification

~

Operations and Maintenance (customer) feedback 3.3.1.E Develop and implement system report card assessing key system reliability characteristics.

12/30/95.

3.3.1.F Reassess process for ensuring industry experience is reflected in system reliability, availability, and operability decisions - See section 1.1.2.

3.3.1.H Establish-management expectations among Operations, Maintenance and Engineering that defines the System Engineer as the focal point for system problem resolution.

Include emphasis on immediate notification of System Engineers on any significant issues associated with their systems.

12/31/95.

Erpected.'esults:

Decrease in long-standing/open issues.

Improved quality and timely completion of safety significant issues.

Better and more timely support to Plant operations and maintenance.

Page 26

Improved cost-effectiveness and reliability of systems as measured by objective criteria.

Establishment of a proactive approach to ensure industry experience is factored into maintaining safe, reliable, and cost effective system operations.

Measurement Standards:

3.3.1.a Timeliness of closure of corrective actions on significant PERs.

3.3.1.b Reduce work order inventory age.

3.3.1.c System report card - reflects key indicators on a system by system basis (e.g., Maintenance Rule criteria (risk significant actions), work order inventory age, PERs, overdue PTL items, failed tests, operator work-around, component performance).

3.3.1.d Results obtained from OER selective re-review effort (i.e., assessment of quality of reviews performed).

3;3.1.e System availability.

3.3.1.f Equivalent system availability.

Page,27

3.4 & 3.5 UNDERSTANDINGDESIGN AND QUALITYOF ENGINEERING WORK Objective:

3.4.1 t

Maintain an Engineering organization that has the appropriate qualifications, education, training and tools to successfully meet the corporate goals of safe, reliable and cost-effective Plant operation.

Initiatives:

'3.4.1.A Optimize and staff the System Engineering group with highly qualified engineering personnel - see 3.1.1.C.

3.4.1.B Provide in-depth training to Engineering staff - see 3.1.1.D.

3.4.1.C Re-engineer design change process to simplify procedures, making the cognizant Engineer accountable for a larger scope of the design inter-relationships (i.e., minimize special reviews performed by experts).

2/5/96.

3.4.1.D Improve interorganizational process interfaces by establishing clearly defined roles and responsibilities - see 3.2.1.C.

Expected Results:

Minimize errors associated with misunderstanding Plant interactions when implementing Plant design changes or performing post-modification or -maintenance testing or special test procedures.

Enhance engineering safety perspective through a better understanding of how changes in Plant conditions and systems can affect Plant accident response.

Improve the quality ofoperability assessments performed on degraded Plant systems, components and structures.

Measurement Standard:

Number of PER/LER/NOVs issued against system-related design implementation, post-maintenance testing and special test activities.

Page 28

3.6 PROGRAMS AND PROCEDURE Objectives:

3.5.1

~

~

~

~

Ensure that Engineering programs are closely coupled with the System Engineer group such that the System Engineer is provided with the necessary tools and data to properly assess the health of the Plant systems.

Maintain Engineering processes that provide high quality, efficient and responsive design products to maintain system health and support Plant operational needs.

InMatives:

3.5.1.A Review current program charters and realign, ifnecessary, to ensure that direct communication links are established with the System Engineers for data related to their system.

1/31/96.

3.5.1.B Revise and streamline the design change process - see 3.4.1.C.

3.5.1.C Complete development of Maintenance Rule Program - see 7.1.1.F.

Expected Results:

Better use of programs to support System Engineers in maintaining their systems in a safe, reliable and cost-effective manner.

Improved support and timeliness of Engineering products required to support Plant operations.

Better Engineering versatility in addressing problems.

Measurement Standards:

3.5.1.a Performance indicators as defined on system report cards.

3.5.1.b Timeliness of Engineering designs and implementation in the Plant.

Page 29

4.0 MAINTENANCE PERFORMANCE IMPROVEMENTAREAS MAINTENANCE

~ Overall: perlormanco ls avorago 4.1 SAFETY FOCUS

~ Continual personnel errors Indicate safety focus Is weak OLIECTIVE 41.1 4.1.2 82.1 MAIJAGEMENT INVOLVEMENT:

~ Increased supervisory field prosonco has been Ineffoctual In reducing porsonnol errors

~ Supervisory porfcrmance level noods Improvement

~ Need cantlnuod managomont emphasis on prccodural complhnco 6 neod to perform error. froo work OBJECTIVE 42.1 4&t T.t.f 42.1 62.1 43A PROBLEM IDENTIFCATION

~ Prcbleln'Identlflcatlcn Is untimely and weak OBJECTIVE 4AIL1 4DB PROBLEM RESOLUTION'

~ Corroctlvo actions have nct boon offectlve In ellmlnatlng procedural ncncomplhrnco 8 porsonnol errors OBJECTIVE 4DB.1 4.4 (PLANTI MATERIAL CONDITION

~ Management'e goals fortho age of work ardors, number of backlogged work orders d tknoly ccmplotlon of PM's havo nct been met

~ Post.malntenanco testing ls woak

~ Procedural norPccm plhrnco has nct been olknlnated OBJECTIVE 4.*1 44.1 4&t QUAUTYOF MAINTENANCE WORK

~ Personnel errors 5 procedural nclPcompllanco continue to occur

~ Foreign matorfal exclusion In both drywoll6 wotwog Is weak OBJECTIVE 42.1 4$.1 82.1 4.6.1 4.8 PROGRAMS ta PROCEDURES

~ Procoduro upgrado effort slow to completo

~ Work orders havo boon rovlsod without O.C. rovlew

~ Review of backlogged work requests has bosn untimely OBJECTIVE 4.8.1 4&1 4A.f EI CXCCPttCNAL

~w AVCRAaC Msauuu PCRFCRMANCC ~

PCRFORMANCC ~

PCRFCRMANCC

MAINTENANCE 4.1 SAFETY FOCUS Objective:

4.1.1 Improve the industrial safety consciousness and industrial safety performance ofpersonnel involved in performing Maintenance activities.

Initiatives:

4.1

~ 1.A Continue monthly trending and evaluation of lost time and recordable accidents for Maintenance personnel by maintenance management.

Ongoing.

4.1.1.B Continue conducting routine safety meetings aimed at dealing with industrial safety issues for Maintenance personnel.

Ongoing.

4.1.1.C Continue monthly trending of errors by Maintenance personnel for management evaluation and action.

Current trending shows continued improvement in both the number and significance of errors by Maintenance personnel.

Ongoing.

4.1.1.D Evaluate the need for additional management actions (such as training, procedure revisions, establishing new management expectations, etc.) and implement them as needed based on performance.

10/15/95.

Erpected Result:

A sustained reduction in the number of lost time and recordable accidents.

Measurement Standard:

Representation oflost time and recordable accident trends and personnel. error trends for Maintenance personnel.

Objective:

4.1.2 Ensure decisions regarding the prioritization, scheduling, and implementation of maintenance activities (including the removal of Plant systems from service) are conservative from a nuclear safety perspective.

InMatives:

4.1.2.A Continue SRO review and involvement in the assignment ofpriorities for corrective maintenance activities.

Ongoing.

Page 30

Zrpected Result:

4.1.2.B Continue evaluating the removal of safety systems from service using a probabalistic safety assessment and tracking of safety system out-of-service times to ensure conservatism regarding safety system availability.

Ongoing.

Conservatively maintaining safety system availability and reliability consistent with the probabalistic safety assessment.

Measurement Standard:

Routine tracking and evaluation of safety system availability and reliability.

Page 31

4.2 MANAGElVHWTINVOLVEMENT 4.2.1 Maintain a low personnel error rate (including cases of procedure non-compliance) by Maintenance personnel.

InMatives:

4.2.1.A Increase the Maintenance management perspective ofcraft supervisors by including craft supervisors in periodic meetings.

This should be. aimed at systematically communicating Maintenance management:expectations and perspective in the areas ofprocedure compliance and craft supervisor performance expectations.

These meetings will begin no later than 9/15/95 and continue for as long as needed to accomplish their purpose.

Ongoing.

4.2.1.B Review current Maintenance management practices (including the Maintenance Observation Program) for evaluating and improving the effectiveness of Maintenance craft supervisors and implement corrective actions as needed.

10/1/95.

4.2.1.C Continue monthly trending of Maintenance personnel error rate and the number of Maintenance personnel errors per month for Maintenance management evaluation and action.

Ongoing.

Expected Results:

I Improved understanding and embracing of Maintenance management expectations regarding craft supervisor performance expectations by craft supervisors.

A sustained reduction in the number and significance of human performance errors and procedure non-compliances for Maintenance personnel.

Measurement Standard:

Monthly trending of human performance errors (inclusive of procedure non-compliance events) for Maintenance personnel.

Page 32

4.3A PROBLEM IDENTIFICATION Objective:

~

I t 4.3A.1 Continued proactive problem identification by personnel involved in maintenance activities.

Initiative:

4.3A.1.A Review with Maintenance staff and supervisory personnel Maintenance manager's expectations regarding identification and implementation of corrective actions.

9/15/95.

4.3A.1.B Further enhance the monthly maintenance performance indicators by implementing a maintenance performance indicator.for trending "rework" as a quality measure.

9/15/95.

4.3A.1.C Corrective actions associated with LER 94-019-00, Gasket Missing From Main Control Room Air Handle WMA-AH-51BPreclude Associated Emergency Fan WMA-FN-54B From Sufficiently Pressurizing The Control Room, have been implemented to deal with the issue of inadequate problem identification surrounding the Control Room HVAC system.

Completed.

Expected Results:

Timely and accurate identification ofproblems associated with maintenance activities and Plant equipment.

A sustained decrease in the number of repeat events/recurring problems associated with Plant equipment and performance of the Maintenance organization.

Measurement Standanf:

System reliability, number of operator workarounds, unplanned reactor

trips, management observation.

Page 33

4.3B PROBLEM RESOLUTION Objective:

~

I t 4.3B.1 Strengthen Maintenance management's effectiveness in monitoring for and evaluating opportunities to improve the effectiveness of corrective actions and equipment repairs.

Iriitiative:

4.3B.1.A Continue monthly trending of maintenance performance indicators such as trouble/breakdown work order inventory, work order inventory age, the number of Control Room deficiencies, the number of late preventive maintenance tasks and technical specification surveillance tests, personnel

errors, schedule effectiveness, and personnel safety performance for management evaluation and action.

Ongoing.

4.3B.1.B Further enhance the monthly maintenance performance indicators by implementing a maintenance performance indicator fortrending "rework" as.a quality measure.

9/15/95.

4.3B.1.C Continue monthly trending and management review of late corrective actions associated with PERs and regulatory commitments.

Ongoing.

4.3B.1.D Review Maintenance manager's expectations regarding identification and implementation of corrective actions with Maintenance staff and supervisory personnel.

9/15/95.

4.3B.1.E Continued participation by the Maintenance Manager in the PER Review Meetings. Ongoing.

Expected Result:

A sustained decrease in the number of repeat events/recurring problems associated with Plant equipment and performance of the Maintenance organization.

Measurement Standard:

Track key word search "hits" that identify newly written PERs as repeat events.

Page 34

4.4 PLANTMATEMALCONDITION Objective:

4.4.1 Sustain a material condition for Plant components and systems which results in high levels of system availability and reliabilityand a low Plant heat rate.

Initiatives:

4.4.1.A Continue monthly trending of performance indicators associated with Plant material condition relative to established goals such as work order inventory, work order inventory age, the number of Control Room deficiencies, and the number of late preventive maintenance tasks for management evaluation and action.

Current trending shows an overall positive improvement for these indicators.

Ongoing.

4.4.1.B Institute system engineer reviews of corrective maintenance work orders for safety-related, quality class 1 equipment to verify the adequacy of testing activities intended to ensure the equipment is operable prior to its return to service.

9/30/95.

Expected Result:

Sustained high levels of system availability and reliability, a continued low Plant heat rate, and meeting goals associated with Plant material conditions.

Measurement Standanf:

Graphical trends of system availability and reliability, Plant heat rate, and material condition performance indicators.

Page 35

4.5 QUALIIYOF MAINTENANCEWORK Objective:

4.5.1 t

Sustain a high level of performance regarding the quality of maintenance work performed.-

InMatives:

4.5.1.A Further enhance the monthly maintenance performance indicators by implementing a maintenance performance indicator fortrending "rework" as a quality measure.

9/15/95.

4.5.1.B Continue monthly trending of maintenance performance in the areas of preventive maintenance and technical specification surveillance testing for Maintenance management evaluation and action.

Ongoing.

Continue monthly trending of errors by Maintenance personnel for management evaluation and action. Current trending shows improvement in both the number and significance oferrors by Maintenance personnel.

Ongoing.

4.5.1.D Train appropriate personnel on the requirements and implementation activities associated with foreign material exclusion requirements.

1/15/96.

4.5.1.E Continue scheduled, routine training of Maintenance personnel.

Ongoing.

Erpected Result:

Continued improved performance regarding the quality of maintenance work performed, continued reduction in the error rate by Maintenance personnel, and a minimization in the number of events involving inadequate foreign material controls.

Measurement Standard:

Graphical representation of maintenance rework, Maintenance personnel error rate, preventive maintenance, performance, and a reduction in the number of events involving inadequate foreign material exclusion, using a PER measure.

Page 36

4.6 PROGRAMS AND PROCEDURES

<gg Objective:

4.6.1 Provide technically accurate and usable maintenance procedures that can be used, as written, by Maintenance personnel in the field.

InMatives:

4.6.1.A Continue monthly progress trending of the maintenance procedure upgrade effort for management evaluation and action.

Ongoing.

4.6.1.B Complete a re-evaluation of the current time table and scope of the maintenance procedure upgrade effort from a value

added, cost-effectiveness and regulatory commitment standpoint.

10/15/95.

Expected Result:

Based on the re-evaluation, either continue the current or revised maintenance procedures upgrade effort on the existing or revised schedule, or discontinue the maintenance procedure upgrade effort.

Measurement Standard:

Graphical, monthly trending of maintenance procedure upgrade completions.

Page 37

6.0 PLANT SUPPORT PERFORMANCE IMPROVEMENTAREAS PLANTSUPPORT

~ Overall: porformanco ls average 6.1 SAFETY FOCUS MANAGEMENT INVOLVEMENT OBJECTIVE

~ Quality assuranco area needs Increased management Involvoment RSA.1 52A2.

ROBLEM

, IDENTIFICATION 0~

~ PER process kr cumbersome 4 Inconsistently used

~ PER trending program lacks moaning to management OBJECTIVE BLEM RESO N

SPA bU)LIIYOF Q ALITY ASSURANCE

~ Problem rosolutlcn neods Improvement

~ Uso of slop work order authority has boon underutlllzod

~ Need to bo moro crltlcal 5 aggrosslvo w/emphasis on prcblom rosclutlon OBJECTlVE SDA2 SDA.I SPA.2 6.38 QUALITYOF,

', EMERGENCY PREPAREDNESS'BJECTIVE SAC bUALIIYOF FIRE PROTECTION

~ Technical Rro Issues, thormolag and fire barrier soal Installation exists

~ Fire Extinguisher Ins Factions and untroatod wood In protected area wore noted as prcblom areas.

OBJECTIVE, 7.5.1 Comploto QUALITYOF SECURITY

~ Porlormanco has boon woak

~ Noed to ollmlnate sonso cf complacency to stop docllno In porlcrmance OBJECTIVE 6.3D.1 6.3OA SAD.1 63DA 0 ALITYOF v

HE Ab PHYSIC

~ Radlatlcn exposuro tor both routine 4 outage actlvtgos too high

~ Scurco term roductlon efforts lag behind Industry avorago

~ Personnol vlchtlcns aro oxcosslvo

~ Apparent nogatlvo trond of porscnal contarnlnatlcn events OBJECTIVE SAE.1 SM.1 SDE2 SA.I SAR.3 SA PR RAMSA PROCEDURES

~ Procedural adhoronco contlnuos as a slgnltlcant prcblom OBJECTIVE SNAB SABA SAE2 axcaenoNAL ~

AVEAAOK eanrorurANca w

aanrorarANca pcarorurANCK E

0604704AAO AAY25, 100$

PERFORMANCE IMPROVEMENTAREAS PLANT SUPPORT 6.0 PLANT SUPPORT

~ Overall: performance ls average 5.3A EQUALITYOF ai7AUTV ASSURANCE

~ Problem resolution needs Improvement

~ Use of stop work order authority has been underutlllzed

~ Need to be more critical %aggressive wlemphasIs on problem resolution OBJECTIVE 6.3A.1 6.3A.2 6.3A.1 6.3A.2 OQH704.0A JUNE 1N$

QUALI1YASSURANCE 5.3A QUALITYASSURANCE Objective:

5.3A.1 Attain a higher level ofquality involvement and line management buy-in on issue resolution, human performance, procedural adherence, and the effectiveness of corrective action programs.

Initiatives:

5.3A.1.A On 6/20/95 the Quality Directorate began a 100% review of'all PERS at the disposition and closure phase.

This review focuses on the adequacy and completion of the corrective actions.

Inadequate corrective actions are communicated to the appropriate line organization both verbally and in writing. This initiativewillcontinue for a six-month period at which time it willbe reevaluated.

Ongoing.

5;3A.1.B Quarterly, Functional Area Engineers willmeet with line management to determine the needs of the line organization as well as obtain an assessment of the performance of the Quality organization in supporting those needs.

Ongoing.

5.3A.l.c Each Quality Directorate Manager will rotate two individuals from the Quality Directorate per fiscal year. This applies to both inter-and intra-organizational rotations.

Rotations for Operations personnel into the Quality Directorate to commence by October 1995.

Ongoing.

5.3A.1.D The Line organization will participate as Audit Team Members in 50 percent of FY96 Quality audits.

Ongoing.

5.3A.1.E Outside utilities'ersonnel willparticipate as Audit Team Members in 50 percent of FY96 Quality audits.

Ongoing.

5.3A.1.F Functional Area Engineers will use Quality Control inspectors in a "Coordinated Approach" to Plant walk-downs.

Ongoing.

5.3A.1.G Development and implementation of a training program for the Quality Directorate.

The focus of this program willbe on auditor performance and licensing basis requirements.

Ongoing.

5.3A.1.H Implement a shop-peer inspection program. This willinvolve a reduction in QC hold points and training ofcraft personnel on how'to perform peer inspections. Ongoing.

Page 38

,Expected Results:

Effective communication between the line organization and the Quality staff should improve.

An additional benefit is the expected alignment of goals for Quality and the line organizations.

A thorough review of all PERs at disposition and closure should foster a consistent and improved standard on the quality and effectiveness of the corrective action process.

Through rotation of personnel, Quality staff will gain an appreciation for the performance requirements of the line organization and line organizations will gain an increased awareness for the license-based requirements of their activities.

Increased awareness of the Quality staff on the problems, issues, workarounds, and failures in the Plant. The resource of Quality Control has not been fullyutilized for its unique perspective.

This endeavor should transfer Plant awareness to all organizations.

Improve Craft personnel responsibility for delivering a quality product through involvement and exposure to PEER inspection.

Measurement Standards:

5.3A.l.a The Quality Directorate will track and report on the number and the specifics of returned PERS as a result of the Corrective Action Review Board and Quality Directorate review efforts.

.5.3A.l.b Every quarter, the frequency of the Functional Area Engineer's-meeting with the line organization willbe reviewed and reported in the Quality Directorate Quarterly Report.

5.3A.l.c Organizational rotations will be reviewed and in the Directorate Quarterly Report.

5.3A.l.d Line organization participation on audit teams will be reviewed and reported in the Quality Directorate Quarterly Report. on this goal.

5.3A.l.e Report frequency and value achieved using the Quality/QC coordinated approach will be reviewed and the administrative staff will track and generate a quarterly report for the Director's review.

Objective:

5.3A.2 The Quality Organization will focus their resources on, timely and effective intervention dealing with issues having an impact on human performance, station safety and a reduction in repeat problems.

Page 39

Initiatives:

5.3A.2.A Quality Directorate Audits and Surveillances willhave reports'generated within seven working days of the exit.

Ongoing.

5.3A.2.B Quarterly, Functional Area Engineers will meet with the line management to determine the needs of the organization as, well as the performance of the Quality organization in supporting those needs.

Ongoing.

5.3A.2.C Use the Critical Attribute Database to ensure a

thorough and comprehensive coverage of the Functional Areas.

Focusing on the fundamental aspects of the department's scope.

Ongoing.

5.3A.2.D Track the use ofthe "Stop Work" order by the Quality Directorate.

This applies to both the formal and the consensus "Stop Work" order.

Ongoing.

5.3A.2.E Functional Area Engineers will use Quality Control inspectors in a "Coordinated Approach" to Plant walk-downs.

Ongoing.

Expected Results:

With Audit and Surveillance Reports in the customer's hands within seven (7) working days of the exit, the value and applicability of the information to line management should be enhanced.

Effective communication between the customer organization and the Quality staff should improve.

The additional benefit is providing a clear focus for both organizations on the areas requiring improvement.

.Aggressive and appropriate use of the "Stop Work" tool should increase the effectiveness ofthe Quality Directorate in raising the standard ofhuman performance and procedural compliance, The focus of the line organizations and Quality Directorate should be on the same issues to identify potential and repetitive problems to management.

Increased awareness of the Quality staff of the problems, issues, workarounds, and failures in the Plant. The resource of Quality Control has not been fullyutilized for its unique perspective.

This endeavor should transfer the unique perspective Quality Control has on Plant activities to all organizations via Quality Directorate products.

Measurement Standards:

5.3A.2.a The achievement of timely reports will be reviewed.

The Quality-Directorate willtrack this parameter.

5.3A.2.b Information from the Functional Areas Engineers meeting with the respective departments will be reported in the Quarterly Quality Directorate report.

Page 40

5.3A.2.c Every six months, the scheduled due dates for the Critical Attributes Database willbe queried to establish the percent completed.

5.3A.2.d The number and value added for the Stop Work Order willbe reviewed.

A log willbe maintained by the directorate secretary and reported in the Quarterly Quality Directorate Report.

Page 4I

5.0 PLANT SUPPORT PERFORMANCE IMPROVEMENTAREAS PLANT SUPPORT 0 Overall: performance Is average 5.3B

.,QUALITY'OF EMERGENCY PREPAREDNESS,'BJECTIVE 050075.aas JUNE 1005

EMERGENCY PREPAREDNESS 5.3B FMERGENCY PLAN AND IMPLIMENI'INGPROCEDUEU<B Objective:

5.3B.1 Maintain and verify the current level of the Emergency Plan and Implementing Procedures.

Initiatives:

5-.3B.1.A Train Emergency Response Organization to the new plan and procedures.

Completed.

5.3B.1.B Develop training for NUMARC-Emergency Action Levels. Completed.

5.3B.1.C Complete WNP-2 Accountability Drill. Completed.

5.3B.1.D Complete Preparedness Drillfor 10/95 Exercise.

9/95.

5.3B.1.E Conduct 10/95 Exercise.

10/95.

5.3B.1.F Develop procedures and training for severe accident management.

1/97.

Expected Result:

Successful evaluations during 8/95 NRC Inspection and 10/95 Exercise.

Measurement Standard:

No major areas ofconcern revealed during 8/95 NRC Inspection and 10/95 Exercise.

Objective:

5.3B.2 Maintain Emergency Response Facilities and Equipment.

Initiatives:

5.3B.2.A Develop Emergency

Response

Facilities and Equipment Checklist.

Completed.

5.3B.2.B Develop Emergency Planning Position Papers.

12/95.

Expected Result:

All emergency response centers and equipment maintained in a constant state of readmess.

Page 42

Measurement Standard:

No identified areas of concern noted during weekly walkdown of emergency response centers.

Objective:

5.3B.3 Develop Departmental Guidelines and Policies by 12/31/95 that clearly identify functions of Emergency Planning Organization.

Initiatives:

5.3B.3.A Develop instructional manual for drills and exercises.

Completed.

5.3B.3.B Develop reference materials for various Emergency Planning roles and responsibilities.

12/95.

5.3B.3.C Develop six-year planning schedule.

8/95.

Expected Result:

Enhance the department's ability to maintain a high quality, effective Emergency

Response

Organization.

Measurement Standard:

Reduce the number of findings from Quality audits, NRC Inspections and FEMA Reviews.

Objective:

5.3B.4 Develop a Program Impro'vement Plan with State, Counties, and EFSEC by June 1996 to achieve program efficiencies.

Initiatives:

5.3B.4.A Conduct benchmarking with selected

counties, states, and utilities.

Completed.

5.3B.4.B Use information obtained from bench marking to identify work efficiencies.

12/95.

5.3B.4.C Implement work efficiencies to achieve reduction in program costs without affecting quality. 6/96.

Expected Result:

Achieve off-site cost savings.

Measurement Standard:

Reduced expenditure for off-site emergency preparedness.

Page 43

PERFORMANCE IMPROVEMENTAREAS PLANT SUPPORT 6.0 PLANT SUPPORT

~ Overall: performance Is average 6.3C bUALITYOF

%RE PROTEC I'ION

~ Technical Fire Issues, thermolag and fire barrier seal Installation exists

~ Rre Extinguisher Inspections and untreated wood In protected area were noted as problem areas.

OBJECTIVE 7.6.1 Complete 0504754.5C JULY 25, 1005

FIRE PROTECTION 5.3C FIRE PROTECTION Objective:

5.3C.1 Complete fire protection projects relating to thermo-lag, fire-rated penetration seals, and safe shutdown (Appendix -R) procedures.

Initiatives:

5.3C.1.A Establish projects to address fire protection issues.

Complete.

5.3C.1.B Complete plant modifications necessary to resolve safe shutdown fire barrier issues without reliance on thermo-lag.

Spring 1999.

5.3C.1.C Complete walkdown of essential fire penetration seals.

12/97.

5:3C.1.D Revise safe shutdown analysis to incorporate necessary changes.

Completed.

Expected Result:

Resolve fire protection deficiencies.

Measurement Standard:

Completion of initiatives in accordance with established schedules.

Page 44

PERFORMANCE IMPROVEMENTAREAS PLANT SUPPORT 6.0 PLANT SUPPORT

~ Overall: performance Is average 6.3D QUALITYOF SECURITY

~ Some examples of poor performance Identified.

~ Need to Implement programs to remove complacency and Improve performance OBJECTIVE 6.3D.1 6.3D.4 6.3D.1 5.3D.4 050l746.0 D JVLY 19. 1005

SEC URIZY 5.3D SECUMTY Objective:,5.3D.1 Eliminate complacency and improve human performance.

InMatives:

5.3D.1.A Ensure Security Procedure compliance through the followinginitiatives:

~ Develop and implement in-house compliance audits using representatives from all Security departments.

Development completed 2/95; Implementation Ongoing.

~

Gain Security Officer feedback on procedure reviews, concerns, and suggestions.

12/1/95.

~

Consolidate the number of Security procedures.

Ongoing.

~

Continue to communicate management expectations for procedural compliance.

Ongoing.

5.3D.1.B Relieve boredom which contributes to complacency by adding duties relating to proper housekeeping and safety focus to ensure officers remain in a higher state of readiness.

Ongoing.

Expected Result:

Continuation of improvement in performance which has been observed since completion of Mid-Cycle Assessment.

Measurement Standard:

Graphical representation of human performance errors against an established goal.

Obj ective:

5.3D.2 Optimize Security performance by using state-of-the-art equipment.

InNatives:

5.3D.2.A Install Hand Geometry at protected area entry turnstiles to allow employees to gain efficiencies.

11/95.

5.3D.2.B Relocate the EOFCC and related equipment to the Alternate Access Point Badge Issue Station as part of the equipment upgrade.

11/95.

Page 45

Expected Result:

Reduction in badging errors.

Measurement Standard:

Badging error rate.

Objective:

5.3D.3 Increase availability and reliability of Security equipment.

InMatives:

5.3D.3.A Increase assessment of Alarm Station Operator (ASO) performance and increase operator assessment ability of Security equipment.

Implemented 4/5/95.

~ Repair or replace 17" alarm monitors to improve picture resolution.

Completed.

~ Train CAS operators on method to use the camera "template" for assessment purposes and methods for adjusting monitors.

9/1/95.

5.3D.3.B Reduce excessive alarm rates on vital area doors.

12/19/95.

~ Implementation of multiple employee entries through card-reader doors.

Ongoing.

~

Issue informational articles to Plant employees stating expectations for door closures.

Ongoing.

~

Continue to develop and trend door alarm rates, gathering more detail data for an in-depth analysis to determine ifthere is a maintenance or human error problem.

12/95.

Expected Result:

Reduction in Security Systems'quipment failures.

Measurement Standard:

Graphical representation of equipment failures against an established goal.

Objective:

5.3D.4 Strengthen the FFD & CBO programs.

InMatives:

5.3D.4.A Maintain existing quality of work, pride, and skill of FFD staff.

'Upgrade equipment, incorporate DOT FFD program.

Streamline FFD outage processing.

Ongoing.

5.3D.4.B Increase employee awareness and understanding of the Supply System's Continued Behavioral Observation Program.

Ongoing.

Page 46

Maintain a drug-free and professional work force.

Expected Result:

Measurement Standard:

Graphical representation of FFD testing results.

Objective:

5.3D.S Maintain high level of readiness.

InMatives:

5.3D.S.A Benchmark other Security training and Security Force organizations.

Ongoing.

5.3D.5.8 Participate in peer self-assessments of the FFD/CBO and Security Programs.

Ongoing.

5.3D.S.C Prepare for Operational Safeguards

Response

Evaluation

{OSRE).

Scheduled by NRC.

Expected Result:

An acceptable and working OSRE plan and increased Security Force efficiency.

Measurement Standardt List of on-going/planned activities.

Page 47

PERFORMANCE IMPROVEMENTAREAS PLANTSUPPORT 6.0 PLANT SUPPORT

~ Overall: performance ls average 6.3E 0 ALITYOF HEAb PHYSIC

~ Radiation exposure for both routine b. outage activities too high

~ Source term reduction efforts lag behInd Industry average

~ Personnel vlolatlons are excessive

~ Apparent negative trend of personnel contamlnatlon events OBJECTIVE 6.3E.1 6.3E.1 6.3E.2 6.4.1 62E.3 0504764.$ E JUNE 1&OS

HEALTHPHYSICS 5.3E HEALTHPHYSICS Objective:

5.3E.1 Reduce personnel radiation exposure to a

level consistent with comparable Boiling Water Reactors.

InMatives:

5.3E.1.A Implement WNP-2 Business Plan (SOT2) concerning reduction of occupational and collective personnel radiation exposure.

Ongoing.

5:3E.1.B Improve and continue the plan for flushing high radiation dose rate components to remove contaminants causing increased dose rates.

Ongoing.

5.3E.l.c Identify high radiation dose rate contributors (e.g., turbine blades),

evaluate for modification or removal and develop plans for implementation of modification in order to achieve lower dose rates.

Identification - by 9/96; Evaluation and Development - Ongoing.

(Piping, which was causing elevated dose rates in the Reactor Water Cleanup Holdup Pump Room, was removed in July 1995.)

5.3E.1.D Continue the plan for shielding components as evaluations deem appropriate.

Ongoing.

5.3E.1.E Continue the publication of the status of departmental dose accumulation and dose budget comparisons in the Plant newsletter.

Ongoing.

5.3E.1.F Implement an incentive compensation plan based upon an ALARAgoal.

Completed.

Expected Result:

Reduction of collective and occupational personnel radiation exposure.

Measurement Standards:

5.3E.l.a Annual dose accumulation and ranking on INPO quartiles.

5.3E.l.b Departments assessed based on monthly, outage and annual dose accumulation.

5.3E.l.c Results from standardized radiation survey points.

t t

Objective:

5.3E.2 Continue to foster an environment which encourages adherence to radiological requirements.

Page 48

InMatives:

5.3E.2.A Develop Advance Radiation Worker Training including practical exercise using the maintenance training skid and concurrent training of craft workers and health physics technicians.

1/96.

5.3E.2.B Add industry events to include personnel violations of radiological requirements at WNP-2 to General Employee Training. Ongoing.

5.3E.2.C Develop and communicate management expectations for worker accountability in radiological environments including work group supervisor accountability on all shifts.

10/95.

5.3E.2.D Enhance the RWP/ALARA planning process to improve exposure controls and provide improved information to workers.

9/95.

Expected Result:

Reduction in personnel violations of radiological requirements.

Measurement Standard:

The measurement standard willbe a reduction in personnel violations of,radiological requirements which result in PERs as compared to the total number ofPERs written.

Objective:

5.3E.3 Ensure proper emphasis on personnel contamination events.

5.3E.3.A Develop criteria which indicates a significant personnel contamination event.

11/95.

5.3E.3.B Implement trending program using criteria for significant personnel contamination event.

1/96.

5.3E.3.C Use information from trending program to develop baseline and inform management.

Ongoing.

Expected Result:

Reduction in personnel contamination events trended and investigated.

Measurement Standard:

The measurement standard will be determined as part of the development of the personnel contamination event program.

Page 49

PERFORMANCE IMPROVEMENTAREAS TRAINING 6.0 TRAINING 6.1 OPERATIONS TRAINING

~ Continue training that Improves and enhances oporator porforma neo.

OBJECTIVE 6.1.1

~ Enhance knowledge of plant operations and impact on operator performance 6.14 6.2 MAINTENANCE TRAINING

~ Foster training environment emphasizing proper safety focus OBJECTIVE 6.2.1 6.3 ENGINEERING SUPPORT TRAINING

~ Ensure undorstandlng of Plant Systems and Operations OBJECTIVE 6.3.1 6.4 CHEMISTRY AND HP TECHNICIAN TRAINING

~ Enhance and improvo chemistry and health technician performs neo.

OBJECTIVE 6.4.1 EXCEPTIONAL PERFORMANCE AVERAGE W

PERFORMANCE MINIMUM

~B ADDED BY PERFORMANCE ~

SUPPLY SYSTEM 0000704.0.0 JULY 10. 1005

TRAINING 6.1 OPERATIONS TRAINING Objective:

6.1.1 Continue to provide quality training that is specifically.designed to enhance and improve operator performance in the Plant.

Initiatives:

6.1.1.A Continue development and integration of the following performance issues and attributes into licensed and non-licensed operator training materials and simulator scenarios:

Ongoing.

~ Attention to detail

~

Conservative decision-making

~ Problem resolution and a questioning attitude

~ Self-checking

~

Component tagging practices

~ Technical specification case studies

~ Pre-evolution or pre-job briefs

~ Understanding design bases

~ Line management expectations

~ Procedural adherence

~ Three-way communication 6.1.1.B Continue implementation of these performance attributes in classroom and simulator training sessions.

As an example, in the present training cycle (95-4),

Operations Training is re-emphasizing conservative decision-making and problem resolution during simulator scenarios which are based on Abnormal Operations.

Self-checking is being evaluated by instructors and Operations Managers/Supervisors using Job Performance Measures (JPM) training in the simulator and the formal communications policy is being reviewed in the classroom as well as in the Plant simulator.

Ongoing.

Page'0

6.1.1.C Continuously evaluate ways to further enhance operator training

programs, maintaining a "focus" on improved Plant and operator performance.

Use Training Advisory Group (TAG) meetings to ensure Training alignment with Operations line management expectations and needs.

Ongoing.

Expected Result:

Increased emphasis on good performance attributes and management expectations in operator training will result in improved operator performance and reduced error rate.

Measurement Standard:

Operations Training willuse the Operations line management measurement standards as indicators of success.

Objective:

6.1.2 Enhance knowledge of Supply System managers, supervisors, and key staff to enable them to have a better operational understanding ofhow the discharge of their responsibilities impact Plant operations and operator performailce.

InMatives:

6.1.2.A Continue presentation of the 13-week Management Certification training course into the foreseeable future to ensure that critical managers and supervisors receive this important training.

Ongoing.

6.1.2.B Involve Plant personnel from Operations, Maintenance, Technical Services and Engineering into this program as augmentation for the instructional staff in future management certification classes.

9/30/95.

6.1.2.C Evaluate increasing the student population ofthis class to effectively train and certify more people per unit of time. 10/I/95.

Expected Result:

Providing SRO level training to managers, supervisors, and key staff will enable them to have a better operational understanding of the impact oftheir responsibilities on safe and efficient Plant operations.

Measurement Standard:

Operations Training willuse the Operations line management measurement standards as indicators of success.

Page 51

6.2 MAINTF22fANCETRAINING

~

~

~

~

~

Objective:

6.2.1 Foster a training environment that emphasizes proper safety. focus.

'Initiative:

6.2.1.A Reinforce management expectations when conducting training and evaluating performance by targeting the following attributes:

Ongoing.

~

Procedural adherence

~

Stop, Think, Act, Review (STAR)

~ Work practices (e.g., attention to detail and conservative decision-making)

~ Industrial/Radiological safety AllMaintenance personnel have been through one cycle of this training.

A second cycle with emphasis on these attributes willbe completed by 4/96.

Expected Result:

Reduction in performance errors.

Measurement Standard:

Maintenance Training will use the Maintenance line management measurement standards as indicators of success.

Page 52

6.3 ENGINEERING Objective:

6.3.1 SUPPORT TRAINING Ensure technical and engineering professionals possess a broad scope understanding of Plant systems and operations.

InMatives:

6.3.1.A Augment the Engineering Support Staff Training (ESST)

Program participant population.

This initiative is presently in progress and will be completed by 6/96.

6.3.1.B Institute training within the ESST Program to enhance the technical capabilities of the technical and engineering professionals on staff. This program willbe in place by 1/97.

Expected Results:

Reduction in occurrences attributable to lack ofunderstanding of the potential impact of engineering activities on Plant operations.

Compliance with regulatory and procedural guidance.

Measurement Standards:

6.3.1.a ESST-training will use the Engineering line organization measurement standards as indicators of success.

6.3.1.b Fewer issues surfacing in POC reviews of change documents.

6.3.1.c Reduction in PERs related to engineering activities.

6.3.1.d Fewer inadequate Corrective Actions involving engineering activities.

Page 53

6.4 CHEMISTRY TECHNICIANANDHEALTHPHYSICS TECHNICIANTRAINING Objective:

6.4.1 Continue to provide quality training that is specifically designed to enhance and improve chemistry technician and health physics technician performance in the Plant.

InMatives:

6.4.1.A Continue to provide continuing training based on identified needs such as

PERs, LERs, in-house operating events and industry events.

Ongoing.

6.4.1.B Continue to stress self-checking, procedure adherence, communications, questioning attitudes and conservative decision-making in all phases of training. Ongoing.

6.4.1.C Continue to use line management as subject matter experts (SME) during training to reinforce management's expectations for performance.

Ongoing.

Expected Result:

Improved job performance.

Measurement Standard:

Chemistry and Health Physics Training Group will use the line organizations measurement standards as indicators of success.

'I Page 54

PERFORMANCE IMPROVEMENTAREAS ADDITIONALIMPROVEMENTINITIATIVES 7.0 ADDITIONAL IMPROVEMENT INITIATIVES 7.1 MAINTENANCE RULE

~ Implement Maintenance Rule.

OBJECTIVE 7.1.1 7.2 FSAR UPGRADE

~ Improve the FSAR.

OBJECTIVE 7.3 IMPROVED TECHNICAL SPECIFICATIONS

~ Improve the Technical Specifications OBJECTIVE 7.3.1 PLANNINGAND CONTROL

~ Develop business plan Inltlatlves supporting NRC Communlcatlon Document Implementation

~ Develop progress reporting for business plan Initlatlves OBJECTIVE'.4.1 7.4.2 7.5 INTEGRATED PLANNINGAND SCHEDUUNG

~ Improve overall Integrated planning and scheduling ofwork OBJECTIVE 7.5.1'XCEPTIONAL

~w AVERAOE MINIMUM

~B AteED BY PERFORMANCE ~

PERFORMANCE ~

PERFORMANCE ~

SUPPLY SYSTEM 05o0raxo.o JULY25. 1005

ADDITIONALIMPROVEMENT INITIATIVES INDEX 7.

ADDITIONALIMPRO

~a~~e 55-61 7.1 MAINTENANCERULE 56 7.2 FINALSAFETY ANALYSISREPORT (FSAR) UPGRADE 57 7.3 IMPROVED TECHNICALSPECIFICATIONS 58 7.4 PLAN5tING AND CONTROL 59-60 7.5 INTEGRATED PLANNINGAND SCHEDULING 61 Page 55

MAINTENANCERULE 7.1 MAINIENANCE RULE Objective:

7.1.1 Implement the Maintenance Rule.

Actions:

7.1.1.A Scope SSCs within the Maintenance Rule.. Completed.

7.1.1.B Determine SSC risk significance.

Completed.

7.1.1.C Complete data collection.

Completed.

7.1.1.D Draft performance criteria.

Completed.

7.1.1.E Complete identification of all "a(1)" SSCs.

Completed.

7.1.1.F Complete draft Program Plan.

Completed.

7.1.1.G Draft goals for "a(l)" SSCs.

Completed.

7.1.1.H Performance criteria review by Expert Panel.

8/31/95.

7.1.1.I Begin trial implementation of Maintenance Rule.

Ongoing.

7.1.1.J Draft Annual Report-Program Review.

10/95.

Expected Result:

Implementation of Maintenance Rule will bring the Supply System in line with industry practices and NRC requirements.

Measurement Standard:

Meet milestones on all Action Items.

, i Page 56

FINALSAFETY ANALYSIS REPORT (FSAR) UPGRADE 7.2 FINALSAFETY ANALYSISREPORT (FSAR) UPGRADE Objective:

7.2.1 Rewrite the FSAR to ensure the following:

~ It contains the minimum information required by Regulatory Guide 1.70.

Actions:

~ It accurately reflects existing design and operating procedures It can be relied upon for 10 CFR 50.59 safety evaluations.

7;2.1.A Establish project scope and develop upgrade plan.

Completed.

7.2.1.B Present upgrade plan to Project Review Committee (PRC).

Completed.

7.2.1.C Prepare bid documents for upgrade project.

Completed.

7.2.1.D Receive and evaluate upgrade project bids.

8/20/95.

7.2.1.E Begin upgrade project.

9/15/95.

7.2.1.F Complete upgrade project.

'6/97.

7.2.1.G Submit FSAR upgrade to the NRC.

8/97.

Expected Result:

An upgraded FSAR will accurately reflect existing WNP-2 design, reflect aH information required by Regulatory Guide 1.70, and consolidate current. redundant data.

This upgrade process willalso allow for the development of an FSAR change process by which the future integrity of the document willbe protected.

Measurement Standard:

Meet milestones on all Action Items.

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IMPROVED TECHNICAL SPECIFICATIONS

'7.3 INIPROVED TECHNICALSPECIFICATIONS Objective:

7.3.1 Convert the existing Supply System Technical Specifications to the Improved Technical Specifications in a manner similar to that described in NUREGs 1433 and 1434.

Actions:

7.3.1.A Submit Improved Technical Specifications to NRC. In the 4th quarter of 1995.

7.3.1.B Obtain NRC approval.

Scheduled by NRC.

7.3.1.C Implement Improved Technical Specifications.

In the 4th quarter of 1996.

Expected Result:

R (18 to 24 months).

Measurement Standard:

Meet milestones on all Action Items.

Implementation of Improved Technical Specifications will result in improved operational safety, clearer understanding ofthe Technical Specification requirements, decreased administrative burden, and a six-month reduction in surveillance frequency ff ff Page 58

PLANNINGAND CONTROL 7.4 BUSINESS PLAN ALIGNMENTANDMONTHLYPROGRESS REPORTING PLAN ALT NMENT Objective:

7.4.1 Develop business plan initiative(s) to support key issues identified for performance enhancement (Reference Business Plan Initiative Form Attachment A).

Initiatives:

7.4.1.A Develop global business plan initiatives addressing the

purpose, objective, expected results and major action items required to successfully develop, implement and monitor activities in support of performance enhancement.

8/15/95.

7;4.1.B Review performance enhancement objectives and identify common issues across organizations which would warrant the development of business plan initiatives (e.g., creating an environment that encourages a proper safety focus).

8/15/95.

7.4.1.C Draft Business Plan Initiatives as identified in Initiative 2 above.

8/31/95.

Expected Result:

Alignment of performance enhancement objectives and initiatives and the Business Plan.

Measurement Standard:

Complete actions on schedule.

NTHLYPR R

REP TIN Objective:

7.4.2 Develop and implement monthly progress reporting for related business plan initiatives and other key actions.

Initiatives:

7.4.2.A Allbusiness plan related initiatives'tatus willbe reported on a monthly basis (reference Management Initiative Progress Report Attachment B).

~o: Only performance enhancement objectives and related business plan initiatives require monthly status reports.

Allother initiatives will continue to be reported quarterly.

8/31/95.

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7.4.2.8 All other key actions identified as performance enhancement objectives willrequire monthly status reports.

8/31/95.

Expected Result:

Provide monthly status reporting for management review of progress and assessment of corrective actions.

Measurement Standard:

Complete actions on schedule.

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INTEGRATED PLANNINGAND SCHEDULING 7.5 INTEGRATED PLANNINGAND SCHEDULING Objective:

7.5.1 Improve overall integrated planning and scheduling of work (see 0;5. 1).

InMatives:

7.5.1.A Implement a electronic work process.

Completed.

7.5.1.B Reorganize Planning and Scheduling organizations to combine similar functions. Completed.

7.5.1.C Implement improved integrated daily scheduling process.

Completed.

7;5.1.D Create Fix-It-Now (FIN) process. 9/11/95.

7.5.1.E Create Work Teams.

10/13/95.

7.5.1.F Implement Work Teams.

10/30/95.

Expected Result:

Improved daily integrated schedule coordination, adherence, accountability, and efficiency within involved departments..

Measurement Standard:

Meet milestone schedule.

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