ML20059A850

Near-Term Performance Improvement Plan

ML20059A850
Person / Time
Site:	River Bend
Issue date:	12/23/1993
From:	Mcgaha J GULF STATES UTILITIES CO.
To:
Shared Package
ML20059A846	List: ML20059A850 RBG-39809, Forwards Rev 1 to River Bend Nuclear Station Near-Term Performance Improvement Plan, Per Operational Safety Team Insp Request
References
PROC-931223, NUDOCS 9401030165
Download: ML20059A850 (51)

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i RIVER BEND l

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NEAR-TERM PERFORMANCE j

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IMPROVEMENT PLAN j

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hJ. R. McGaha V. P. River Bend Station - 1)

Revision 1 l December 23,1993  !

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Table Of Contents 1

Ba ckg ro u nd . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .......... . . .

P u rpo se o f the Pla n . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Strategic Goals .... ............ ................ ....... . 2 Methodology . . . . . . . . . . . . . . . . ............................3 Monitoring Plan implementation ............................. ... 3 5

1.0 Material Condition . . . . . . . . ...............................

2.0 Management Processes . . . . . . . . . . . . . . . . . . . . . . ............ 8 2.1 Management Expectations, Ownership, and Teamwork . . . . . .... 8 2.2 Improving Work Control Process ........................ 14 2.3 Plant Modifications ....... ............. ... . . . . . 18 3.0 Strategic Planning . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . ... ... 20 4.0 Work Practices . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 5.0 Effective Corrective Action .............................. . 31 6.0 Human Performance Effectiveness ........................... 37 7.0 Engineering Support ..................................... 40 PAGEI l NEAR. TERM PERFORMANCE lMPROVEMENT Pt.AN u

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.. j RIVER BEND NUCLEAR STATION I

NEAR-TERM PERFORMANCE IMPROVEMENT PLAN BACKGROUND River Bend Station management has undertaken the development of a Near-Term Performance improvement Plan (the Plan) to address the underlying causes of certain significant performance issues at the station and to put in place immediate actions to achieve performance improvements. The planned performance-improvements are characterized as near-term in that they are intended to be '

implemerited over the next six months while the station Long Term Performance improvement Plan is being developed. The Long Term Performance Improvement Plan will address a broader range of issues over the longer term, which will help ensure that the root causes of River Bend's performance problems are corrected and the unit achieves a sustained level of excellent performance.

River 80nd management has identified certain performance attributes that it wants to achieve for the River Bend Station. These performance attributes, which are listed below, embody management's expectations for improving the performance t of the River Bend Station in the near term. Identification of these attributes was based on an analysis of the root causes of previous performance issues and the experience of the River Bend management team.

1. Establishment and reinforcement of high performance standards and expectations.

2. Establishing, reinforcing, and clarifying responsibility and accountability for personal performance at all levels of the organization.

3. Self assessment, corrective action processes, and root-cause techniques that contribute directly to effective identification, correction, and prevention of plant problems.

4. Increased management involvement and improved processes in support of leadership, oversight, resources, and direction to achieve sustained, good performance.

5. Excellence in human performance as measured by a reduction in personnel error.

6. Efficient work processes.

7. Emphasis on a high state of material readiness.

8. Improved processes, procedures, and procedural compliance.

Based on internal and external assessments of River Bend's recent performance, management identified five recurring performance issues. These are planning and management effectiveness, human resource effectiveness,' work effectiveness and efficiency, design information and engineering support, and organizational norms (problem solving). These performance issues were validated by an independent PAGE 1 ;

PEAR TERM PERFORMANCE ,

IMPROVEMENT PLAN

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, i assessment of River Bend's recent performance and capabilities which was undertaken in September 1993. The independent assessment helped River Bend management verify the significant performance issues needed to be addressed in the Plan.

The independent assessment and validation also assisted River Bend management in the characterization of performance issues into four root causes. These are (1) management skills have not kept pace with the level of change required, (2) planning, goal setting, performance monitoring, and management feedback have not been effective, (3) problem identification and problem solving methods have not been consistently applied to improve performance, and (4) critical station work processes are inefficient and have allowed backlogs of work to occur. The Near-Term Performance Improvement Plan addresses these root causes. ,

PURPOSE OF THE PLAN The purpose of the River Bend Near-Term Performance improvement Plan is to direct the actions necessary to improve station performance and begin a transition to more comprehensive, performance-based initiatives to be included in the Long Term Performace improvement Plan and future Business Plans. The Plan contains program initiatives and objectives intended to measurably improve the station's performance in the near term (next six months) as determined by associated performance measures.

To achieve these results, the River Bend organization must develop.the performance attributes identified by management. The short-term strategies for developing these performance attributes are contained in the program initiatives.

The Long Term Performance improvement Plan will focus on the development of these attributes over the long term.

The plan serves three purposes:

1. Addresses near-term challenges to achievement of station objectives.

2. Captures current improvement initiatives that are critical to near term 1 improvement and assures they are prioritized and integrated properly, I appropriate resources are allocated, and accountability for performance results is assigned.

3. Serves as an input to the Long Term Performance improvement Plan. ~i STRATEGIC GOALS i

This Plan is consistent with the long-term station strategic goals that will be more fully defined in the Long Term Performance improvement Plan. The achievement of near-term perforraance results contained in this Plan will measurably assist in ,

achieving the long term goals of*

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NEAR-TERM PERFORMANCE PAGE 2 IMPROVEMENT PLAN i

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1. SAFETY - High regulatory performance as measured by SALP scores.

2. PLANT PERFORMANCE - High operating performance as measured by capacity factor.

3. COST CONTROL - Low production cost performance as measured by mills / kwhr.

METHODOLOGY River Bend management developed this Plan by evaluating past assessments performed at River Bend including independent and line-management assessments, INPO evaluations, and NRC inspections. The findings, observations, and issues correlate to seven broad performance areas:

1. Material Condition

2. Management Processes 2.1 Establishment of management expectations, ownership, and teamwork 2.2 Work Contro!

2.3 Plant modification:

3. Strategic Planning

4. Work Practices

5. Corrective Action

6. Human Performance Effectiveness

7. Engineering Support Additionally, and separate from the inputs to this Plan, River Bend management initiated an independent validation of these performance areas.

For each performance area, objectives were established, and initiatives and action plans were developed. In addition each of the program initiatives of this Plan has been assigned to an executive sponsor who is responsible and accountable for Plan results. Each of the action plans has an associated schedule with responsibilities assigned to specific station managers. The action plans have been prioritized and resource-loaded and appropriate resources have been committed.

MONITORING PLAN IMPLEMENTATION River Bend management will monitor the Plan implementation through routine management reporting. In addition, the River Bend Vice President will receive monthly or more frequent reports from responsible managers during plant performance review meetings. Any deviations from Plan commitments will be approved by the Vice President.

NEAR. TERM PERFORMANCE PAGE 3 l lMPROVEMENT PLAN

The following sections delineate the breakdown of each performance area into program initiatives, objectives, performance measures, and action plans for the River Bend Near-Term Performance improvement Plan. The performance meesures that will be used by management to monitor the overall effectiveness of the implementation of the Near-Term Performance improvement Plan and separately provided. These measures are tied to the root causes of performance problems at the station and will be used by management to assure correction of underlying problems.

PAGE 4 NEAR-TERM PERFORMANCE IMPROVEMENT PLAN

1.0 Title of Programt Material Condition Executive Sponsor: M. Sellman River Band Goal Supporter'; High Operating Performance 1.0 MATERIAL CONDITION issue Description River Bend management is dedicated to providing plant personnel with a quality plant to operate by ensuring that plant systems and components are in conformance with design, are maintained in good working condition, and are readily and safely accessible by plant personnel. To this end, identification, prioritization, scheduling, and implementation of corrective maintenance and modifications for long standing problems and operator workarounds will be improved. The Maintenance Work Order backlog will be reduced, in addition, the current plans to improve housekeeping and plant and equipment painting will be assessed with enhancements made, as necessary, including the establishment of expectations and assignment of responsibility for completion of the actions.

Description of Program:

Implement near-term initiatives to measurably improve the material condition of River Bend. These initiatives will address high-priority actions for preservation, housekeeping, equipment identification, and correction of equipment problems.

Program Objectives:

This program contains three objectives to improve material condition at River Bend.

These are:

1. Prioritize, schedule, and assign resources, as necessary, to complete the high priority MWO backlog in the near term.

2. Identify, prioritize, schedule, and resolve recurrent or long-standing material condition problems that can affect safety and plant reliability, and hold people accountable to schedules.

3. Establish and implement near-term initiatives to ensure that plant preservation, housekeeping, and equipment identification meet the standards established by plant management.

NEAR-TERM PERFORMANCE PAGE 5 IMPROVEMENT Pt.AN

Action Plan:

Projected j Actions /Maior Activities / Deliverables Resoonsibility Date Comotete  !

l 1.1 Reduce the High-Priority MWO E. Ewing Backlog

1. Prepare a list of high-priority J. Venable 10/5/93 A l Maintenance Work Orders (MWOs) I required by Operations for i performance improvement. l

2. Establish an achievable schedule E. Ewing 11/5/93A l with Operations, Maintenance, System Engineering, Design Engineering and Procurement.

3. Complete the scheduled work on E. Ewing 1/31/94 the near-term list of MWOs and develop a program to ensure that all high priority 1 and 2 MWOs greater than 14 days old are worked and maintain a backlog of zero.

1.2 Long standing and Recurrent E. Ewing Equipment Problems

1. Utilize Operations input and J. Sc.,dppert 10/15/93A system performance data to assure the list of long-standing and recurrent equipment problems is complete.

2. Prioritize long-standing and J. Venable 10/22/93A recurrent eqsJipment problems by impact on plant operations and safety, and prepare a list of problems to be resolved in the near term and during RF5.

3. Establish an achievable schedule E. Ewing 11/5/93A with input from Operations, Maintenance, Design Engineering, System Engineering, Outage PAGE 6 NEAR. TERM PERFORMANCE ,

IMPROVEMENT PLAN

Management, and Procurement etc.

4. Complete the work on the E. Ewing End of RF-5 near-term list of equipment problems 1.3 Housekeeping, Preservation, Labeling J. Venable

1. Verify adequacy of schedule and J. Venable 10/15/93A resourcia for painting, preservation and insulation improvements to satisfy management expectations.

2. Upgrade and proceduralize the J. Venable 10/30/93 A plant labeling standard.

3. Implement the schedule for painting, L. Ballard 12/31/93 cleaning, insulation, and or preservation in the improvement areas.

4. Complete all labeling in the P. Barker 12/31/93 following improvement areas when painting is complete:

HPCS Diesel Generator Room, EHC skid, and Auxiliary Building Crescent area.

NEAR TERM PERFORMANCE PAGE 7 IMPROVEMENT Pt.AN

2.0 Management Processes 2.1 Tit /s c! Program: Improving Management Expectations, Ownership, and Teamwork i Executive Sponsor: K. Suhrke

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River Bend Goal Supported: All 2.1 Improving Management Expectations, Ownership, and Teamwork issue Description To be successfulin improving plant performance, River Bend management must establish effective processes for communicating expectations to the station staff.

In addition, management must continually foster ownership of plant problems and their solutions within the staff and promote teamwork to assure the station performs effectively.

Description of Program:

This program establishes the routine processes that allow management to:

o establish, communicate, and monitor performance expectations through a communications plan and monthly plant review meetings, e foster ownership results by improving the plant walkdown program, e instill teamwork among station organizations and e support interactions with the NRC through an effective regulatory communications plan.

Program Objectives:

1. Conduct monthly plant review meetings with senior management and functional-area managers to clarify expectations, review performance and hold managers accountable.

2. Expand and improve the program for plant walkdowns by station management to improve plant material condition as defined by operations, and strengthen the self-assessment process by observing selected plant activities, e.g., maintenance, operations evolutions, surveillance testing, and training.

3. Conduct management coaching and teambuilding activities to improve supervisory capabilities and the ability of departments to work together.

4. Develop and implement a communications plan to reinforce management expectations, employee ownership, and teamwork.

5. Establish an effective regulatory communications plan to enhance interactions with the NRC by assuring that communications are accurate, complete, and responsive and occur within the required time frame.

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NEAR TERM PERFORMANCE PAGE 8 IMPROVEMENT PLAN I

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Action Plan:

Projected Actions /Maior Activities / Deliverables Resoonsibility Date Comolete 2.1.1 Establish Plant Review Meetings K. E. Suhrke 1

1. Establish an objective state- K.E. Suhrke 10/20/93 A' ment and guidelines for meeting topics, format, presenters.

2. Conduct first monthly meeting, K.E. Suhrke 11/1/93A establish calendar / plan for future meetings.

3. Incorporate lessons learned from K.E. Suhrke 11/15/93A first meeting into objective statement.

2.1.2 Expand and Improve Station J. Venable Walkdown Program

1. Divide plant into inspection J. Venable 10/30/93A zones and develop inspection guidelines for monitoring material condition and selected activities.

2. Issue a procedure that assigns J. Venable 11/30/93A material condition responsibilities, identifies general inspection criteria, and t,pecifies inspection frequency. ,

3. Assemble inspection teams con- J. Venable 11/30/93A sisting of multi-discipline, supervisory personnel and conduct two zone inspections.

4. Review inspection team J. Venable 12/15/93A comments /results and modify inspection criteria as necessary.

NEAR. TERM PERFORMANCE PAGE 9 IMPROVEMENT PLAN

5. Modify plant observation program J. Venable 12/15/93A to continue _ management oversight of selected plant activities and material condition.

2.1.3 Conduct Management Coactiing and W. Beck Teambuilding

1. Conduct management development training focusing on coaching and Leadership,

a. Develop a coaching program S. Brawner B/31/93 A

b. Implement program with S. Brawner 11/15/93A first line supervisors in Operations, Maintenance, System Engineering and Radiation Protection,

c. Implement program with S. Brawner 12/31/93 remainder of Operations, Maintenance, System Engineering and Radiation Protection personnel (see 6.2.2 for remainder of plant staff supervisors). .

d. Implement program to S. Brawner 3/30/94 remainder of site personnel

2. Conduct management development training focusing on team building ,

a. Develop a program that enables K. Suhrke 11/15/93A senior management to facilitate team building seminars 1

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PAGE 10 IMPROVEMENT PLAN

b. Conduct team building seminars with managers and direct reports (1) V.P. Staff J.McGaha 12/17/93A (2) Plant Staff M.Sellman 1/14/94A (3) SA & QV J.Fisicaro 2/11/94 (4) Site Support K.Suhrke 2/11/94 (5) Engineering T. Leonard 2/11/94

c. Evaluate senior N. Spitzfaden 2/15/94 management team building seminars

d. Develop a program for N. Spitzfaden 1/21/94 supervisor / foreman team building seminars

e. Complete team building N. Spitzfaden 3/31/94 program for supervisors /

foreman 2.1.4 Implement the following T. Dickson communications plan

1. Communicate initial management T. Dickson 9/24/93A changes.

a. External News Releases

b. Internal announcements via newsleers and electronic bulletins

c. Face-to-Face employee meetings at the site

2. Communicate status of ongoing T. Dickson 12/31/93A merger process.

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a. Publish information on employee / human resources issues  ;

b. Assist site management _ j direct communications l efforts (letters to l employees Compliments /

Concerns meetings) i I

NEAR TERM PERFORMANCE PAGE 11 j IMPROVEMENT PLAN i I

3. Establish regular internal commu- T. Dickson 11/1/93 A nications activities,

a. Publish " Performance Notes" newsletter at least weekly

b. Establish executive luncheon meetings with departments featuring briefings on plant systems by the engineering staff and major activities such as MOV Test Program and Outa>Je Preparations

c. Establish (.ite VP/ Plant Manager luncheon meetings with first-line supervisors

d. Conduct Supervisor Communica-tions Training for site 2/28/94 l Supervisors as a model of the supervisor training course,

e. Conduct employee meetings 10/22/93A with Entergy Operations CEO

4. Establish regular external communica- T. Dickson 11/1/93A tions.

a. Coordinate media relations with plant management /GSU media spokesmen

b. Establish news bulletin process

c. Continue community reittions, tours and public affairs activities 2.1.5 Regulatory Communications Plan J. Fisicaro

1. Develop policy guidance for the J. Fisicaro 11/15/93A staff on expectations for communications with the NRC.

2. Develop guidance for routine D. Lorfing 11/30/93A communications with the NRC including expected subjects, periodicity, and expected level of interaction.

• Resident

• NRR

• Region IV NEAR. TERM PERFORMANCE PAGE 12 IMPROVEMENT PLAN

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3. Review and improve communications D. Lorfing 12/30/93 vehicles to assure that external and internal commitment due dates are high-li0hted to management to assure commitment dates are met.

4. Establish an effective technical J. Fisicaro 12/31/93 l and management review process for licensing submittals to assure that each document is reviewed for technical quality, is complete, accurate and appropriately addresses and resolves the issue, and accurately reflects management's position.

5. Evaluate the LER process to provide O. Bulich 2/1/94 more timely and quality submittals.

(This item will be accomplished in conjunction with Section 5.3 on root cause and item 4 of Section 2.1.5).

6. Review licensing procedures to O. Bulich 3/1/94 ensure that the items identified i in Section 2.1.5 are implemented. )

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b 2.2 Title of Program: Improving the Work-Control Process Executive Sponsor: M. Sellman River Bend Goal Supported: High Operating Performance 2.2 Improving The Work-Control Process lasue Description One of the principal measures of the station's performance is the material condition of the facility, as measured by maintenance backlogs, high priority Maintenance Work Orders, and operator work-arounds. These indicators are affected by the ability to complete maintenance work, which will be improved through improving the work control process. The station work-control process should be improved and streamlined to improve the productivity of maintenance work and allow more timely completion of work.

Description of Program:

Improve the work-control process at Riser Bend by centralizin0 responsibility for controlling plant work under a Work Management Center, completing near-term improvements to streamline the Maintenance Work Order (MWO) process, and improving the usability of and adherence to the maintenance priority system and plant schedules.

Program Objectives:

1. Assign responsibility and accountability for controlling plant work to Operations to ensure that required work is properly prioritized, planned, scheduled, and completed to support improvement in plant material condition.

2. Improve the MWO process to allow more efficient use of resources.

3. Develop and use plant integrated schedules to drive plant maintenance, testing, and support activities to assure that the required work gets done.

Action Plan: ,

5 Projected Actions /Maior Activities / Deliverables Resoonsibility Date Comolete 2.2.1 Work Management Center J. Venable

1. Establish a Work Management J. Venable 9/15/93A Center (WMC) outside the main control room.

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. 2. Designate personnel from plant J. Venable 9/30/93A i

staff organizations (Operations, Maintenance, Engineering, etc.)

to staff the WMC.  ;

3. Gain consensus among affected J. Venable 11/15/93A i departments and publish written .

guidelines that document the scope .l and intent of the Work Management Center and Assign  !

responsibilities regarding management of work activities within the center.  ;

4. Conduct performance analysis to J. Venable 12/15/93 A' assess effectiveness of the work management center during initial ,

operation.

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5. Incorporate lessons learned from J. Venable 1/15/94-performance analysis and other work control evaluations into written ,

guidelines.

2.2.2 Streamline MWO Process E. Ewing $

1. Modify existing procedures J. Simpson 11/15/93A to allow selective, corrective y

maintenance during PM activities.

2. Implement selected short-term E. Ewing 12/15/93A [

l recommendations from INPO Work Management Assist visit. l

3. Implement selected short-term E. Ewing 12/15/93 A -

recommendations from UESC maintenance evaluation. ,.

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4. Complete the Quality Action J. Simpson 1/31/94 i Team for Work Control and  ;

impitsment near-term changes. l i

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2.2.3 Simplify Priority System and E. Ewing Integrate Scheduling

1. Establisn Maintenance Work J. Venable 9/27/93A Order Review (MWOR) Group ,

to'prioritize those MWOs not already designated Priority 1 by Operations Departrnent.

2. Fully implement the Integrated S. Radebaugh 9/30/93A Management Schedule based on a 12-week rolling system schedule (RSS) concept using the surveillance test and preventive maintenance schedules as the basis, incorporate corrective (non-routine) maintenance, post-maintenance tests, and modifications into pre-defined maintenance windows.

3. Simplify the MWO tracking T. Fredieu 11/30/93A and prioritization systems by establishing written guidelines and conditions for classifying each priority level of MWO.

4. Initiate weekly reports to T. Fredieu 11/30/93A management detailing schedule

• deviations from previous week and explain why:

a. Items that were scheduled but not started

b. Items that were scheduled and started but not completed 5, implement a rolling 3-day schedule T. Fredieu 12/1/93A (POD) and a 7-day schedule, controlled by the rolling system schedule.

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PAGE 16 IMPROVEMENT Pt.AN

2.2.4 Improve Parts Support To R. Frayer Maintenance

1. Help Desk / Problem Trending R. Frayer

a. Establish a Material Help Desk R. Frayer 9/20/93A near Maintenance Department

b. Establish a method to trend R. Frayer 9/20/93A parts problems and root causes and delivery due dates to support MWOs

c. Temporarily reorganize the R. Frayer 9/23/93A department to focus on parts problems and root causes

d. Establish a steering council to R. Frayer 9/23/93A review workloads and prioritize problem solutions

2. Reduce Part issuance Delays by R. Hebert 3/1/94 developing a method to prove parts as part of the staging /

pledging process (Ref 7.4.2).

3. Material Quality Action Team

a. Complete the QAT for Material J. Hill 12/5/93A Configuration Control and submit changes for manager review / approval

b. Implement near-term changes J. Hill 2/14/94 from the QAT

c. Develop a plan for implementation J. Hill 2/28/94 of long-term recommendations from the "should map" process of the QAT I

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4 2.3 Title of Program Improving the Plant Modification Process Executive Sponsor: T. Leonard River Bend Goal Supported: High Operating Performance 2.3 Improving The Plant Modification Process issue Description One of the principal measures of the station's performance is the material condition of the facility. To support a high state of material condition and plant reliability, engineering processes must be in place to resolve design and engineering issues effectively and efficiently. The plant modification process should be improved and streamlined to allow more timely completion of engineering and design work to reduce operations and maintenance work-arounds and to enhance equipment reliability.

The plant modification process is one of three specific processes that need near-term improvement: the maintenance work-control process to increase maintenance productivity and effectiveness; the modification process to assure that plant operations and maintenance are supported through elimination of work-arounds and impediments; and routine management processes that address expectations, ownership, and teamwork.

Description of Program:

Improve the plant modification program to support improvement in plant material condition, eliminate operations and maintenance work-arounds, and eliminate unnecessary administrative burdens to operations, maintenance, and engineering.

Program Objectives

1. Implement the short-term recommendations of the Design Change Quality Action Team.

2. Implement an effective minor modification process.

3. Work off near-term minor modifications, as prioritized, to support plant operations.

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Action Plan:

Projected Resoonsibility Cate Comolete Actions /Malor Activities / Deliverables 2.3.1 Modification Control QAT, M. Stein J Short Term Recommendations:

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1. Improve the use of full M. Stein 10/26/93A  !

size drawings and adjust the ,

-i process as appropriate.  !

2. Streamline the minor modification - M. Stein 3/18/94  !

process. Issue new procedure 1 or revisions as appropriate to.

implement changes, j 2.3.2 Complete the Highest Priority Minor C. Miller Modifications

1. Develop a list of modification C. Miller 9/5/93A f

needs through ongoing solicitation of plant staff organizations.

2. Have the Assistant Plant Manager of S. Radebaugh 9/10/93A '  !

Maintenance evaluate and prioritize .

list.

3. Obtain System Engineering and J. Schippert/ 10/15/93 A . <

Operations approval of requested J. Venable ,

modifications.

4. Assign five Engineering personnel M. Stein 10/27/93A to Minor Modification Requests (MR)

Project for Design Applications

5. Publish prioritized minor MR C.- Miller 11/10/93A  ;

' list to responsible personnel  ;

6. Monitor progress of assigned C. Miller Ongoing Engineering tasks.

. incorporate planned minor C. Miller 12/10/93A .i 7.

modifications into the 12 week maintenance schedule PAGE 19 -  ;

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3.0 Title o/ Program: Strategic Planning Executive Sponsor: K. Suhrke River Bend Goal Supported: All 3.0 Strategic Planning issue Description For the past several years, various lists and methods have been used to identify and focus efforts on long-range issues critical to achieve overall success. The station is currently developing a Master issues List Program to approve, schedule and fund important station projects. However, the use of these strategic planning tools throughout the organization, as well as the discipline required to follow through and implement the defined actions, was not always effectively achieved.

The need to develop the Long Term Performance Improvement Plan and have that plan become the planning and monitoring tool for the future is a near-term, critical performance issue.

Description of Program:

Develop a Near-Term Performance improvement Plan; conduct an independent assessment and validation of plan actions and root causes of performance issues; expand and improve the Master issues List (MIL) Program; and integrate these activities to develop the River Bend Long Term Performance improvement Plan.

Program Objectives:

1. Develop a Near-Term Performance improvement Plan to improve station performance and provide a transition to the station Long Term Performance improvement Plan.

2. Validate plan actions and root causes of performance issues through parallel, independent assessment.

3. Improve the process for developing and complying with an integrated, strategic approach to station business planning.

4. Prepara Long Term Performance Improvement Plan. Provide a comprehensive framework for management and staff to achieve station performance objectives and ensure proper tools are used to establish station performance objectives and plans. Assure that the station staff is sufficiently involved in the development of the Long Term Plan to promote a high level of ownership and accountability.

NEAR-TERM PERFORMANCE PAGE 20 IMPROVEMENT Pt.AN

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Action Plan-Projected -

Actions /Maior Activities / Deliverables Resoonsibility Date Comolete 3.1 Near-Term Performance' Improvement D. Derbonne  ;

Plan  :

1. Identify near-term performance J. Curless 9/1/93 A areas

2. Draft Plan Objectives, Strategies J. Curless - 9/8/93 A and Performance Measures '

3. Issue Draft Performance J. Curless 9/15/93 A .

Improvement i

4. Prepare, Revise and issue Action Sponsors 10/1/93A Plans

5. Establish Performance Measure D. Derbonne 10/31/93 A Report for Near-Term Performance improvement Plan ,

6. Revise Improvement Plan per D. Derbonne 10/31/93A Validation Process, if necessary >

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7. Brief Senior Management on Near- J. McGaha 11/30/93A Term Performance improvement [

Plan T

8. Manage Completion of Action Plans D. Derbonne As' Stated in Action Plans 3.2 issue Validation D. Derbonne C

1. Project initiation - J. Curless 8/30/93A

2. Complete Document Reviews J. Curless 9/20/93 A .  :

3. Complete Station Interviews J. Curless - 9/24/93A .

4. Complete Systematic Assessment J. Curless 10/1/93A i

5. Integrate results with Near-Term. J. Curless 10/8/93A ,

Performance improvement Plan .

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IMPROVEMENT PLAN h

Input to Long Term Plan T. Murphy 12/15/93A 6.

3.3 Improve Master issues List D. Derbonne (Mll)

1. Hold High Performance Team T. Murphy 6/1/93A meeting to identify processes

& process owners

2. Initial consolidated list of P. Freehill 7/93A projects

3. Issue Strategic Planning Procedure D. Andrews 8/20/93A including Prioritization Process

4. Issue 1993-Cycle 5/RF 5 MIL P. Freehill 10/1/93 A Approved Project List

5. Incorporate Resource Loaded P. Freehill 11/10/93A >

NTPIP into Mll

6. Budget Submittal uses MIL as basis P. Holt 10/15/93A

7. Begin monthly progress reporting D. Derbonne 10/31/93A i

of MIL

8. Integrate MIL work items into P. Freehill 11/30/93A applicable Level 11 Schedules (eg. Quarterly Maintenance Schedule)

9. Develop an issue Management D. Derbonne 2/15/94 l process for emerging issues

10. Initial Quarterly review of MIL S.Radebaugh 2/15/94 by Strategic Planning Committee ,

3.4 Long Term Performance T. Murphy improvement Plan integration

1. Review the Entergy Business T. Murphy 9/30/93A Plan Methodology 4

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2. Develop Planning and Budget T. Murphy 11/3/93A Assumptions (Environmental Assessment)

3. Conduct Management Workshops T. Murphy 11/8/93A to:

- Develop Strategy and Objectives

- Agree on Critical Success Factors

- Develop Plan Objectives, ,

Strategies, Performance Indicators

4. Develop Long Term Action J. Fisicaro 2/15/94 l Plans

5. Submit Long Term Plan for J. Fisicaro 2/15/94 l final review and approval

6. Communicate Long Term Plan J. Fisicaro 2/28/94 l to site Personnel NEAR-TERM PERFORMANCE PAGE 23 '

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IMPROVEMENT PLAN

i 4.0 Title of Program: Improve Station Work Practices i Executive Sponsor: M. Sellman l River Bend Goal Supported: High Regulatory Performance 4.0 Work Practices l

issue Description ,

i Work practica' refer to employee effectiveness in controlling plant configuration and evolutions, as we;; as maintenance and other support activities, troubleshooting, and testing under the general cognizance of the Operations, Maintenance and Modification and Construction Departments. This issue involves enhancing the station work practices and control of work to assure that work is performed in accordance with established plans, schedules and procedures that are technically correct, easily understood, and are consistently used. Teamwork in the completion of operations and maintenance activities has not always been effective.

Further impro.cmnt is needed from workers in providing feedback on improving procedures, work packages, and techniques.

Description of Program:

This program enhances the station work practices and control of work to assure that work is performed in accordance with established plans, schedules, and procedures that are technically correct, easily understood, and consistently used, initiatives include setting management expectations for supervisors, improving work package and procedure compliance, enhancing management of high-risk activities, improving plant chemistry and radiological controls, and clarifying the roles of design and system engineers with respect to maintenance and operations.

Program Objectives:

This program initiative reinforces management expectations that work is properly planned, training is adequate to the task, support from interfacing groups is provided, supervisors are involved in monitoring and coaching workers to pre-defined levels of performance requirements; jobs, tasks, and evolutions are completed correctly the first time. Objectives include:

1. Establish supervisory expectations for plant workers.

2. Reinforce expectations for work package and procedure compliance and promote continuous improvement in the work documentation.

3. Improve the management of high-risk activities to minimize the potential for plant transients during maintenance and testing activities.

4. Improve communications of management expectations for plant chemistry control.

PAGE 24 NEAR TERM PERFORMANCE -

IMPROVEMENT PLAN

5. Clarify the roles of design and system engineers with respect to ,

maintenance and operations.

6. Reinforce radiological expectations to minimize radiological control problems.

Action Plan:

Projected Actions /Maior Activities / Deliverables Resoonsibility Date Comolete 4.1 Expectations and Management J. McGaha Leadership, Coaching

1. Hold communications meetings J. McGaha 9/24/93A .

with RBS personnel to reinforce management expectations.

2. Establish methods for G. Kimmell 11/15/93A supervision to increase their time in direct observation of work activities.

3. Update, gain Plant Manager S. Brawner 2/15/94 Approva!, and issue a revised training program for all supervisory personnel to ensure that management expectations regarding leadership, coaching, accountability and setting the proper ,

example to the worker are consistently applied and understood.

4. Review the ACAD-90-010 R. Findish 12/31/93 Maintenance Supervisor Training Program with the Assistant Plant Manager of Maintenance, update and issue a ,

revised program if required.

5. Develop a program, similar to P. Le Fort 3/30/94 Mechanical Maintenance, for Super-visor Training using ACAD 90-010,

" Guidelines for Maintenance Supervisor Selection and Development for (Chemistry and Radiation Protection).

l PAGE 25 NEAR TERM PERFORMANCE '

IMPROVEMENT PLAN  ;

4 4.2 Reinforce Procedure and Work Package E. Ewing Adherence

1. Conduct small group meetings with all S. Radebaugh Briefing maintenance workers and .wpe* visors to CompleteA stress procedure compliance, management expectations concerning job plans, procedures and work practices.

Periodic meetings will be held to reemphasize these Standards and Expectations.

2. Implement Near Term Performance D. Clymer 9/20/93A Improvement Observation program which will provide oversight and in the field coaching on items such as procedure adherence.

3. The worker feedback process to the Planner will be enhanced by including a feedback form in selected MWO's with a signoff step requiring completion and returning the form to Planning.

a. The feedback form will be J. Simpson 12/15/93 A revised to include disposition of comments back to the workers.

b. Critiques will be performed of J. Simpson 12/15/93 A major jobs with Planners and craft in attendance.

4. Increased feedback to Planning E. Ewing 12/1/93A will be provided by assigning workers to the Planning Depart-ment on a rotating basis.

NEAR. TERM PERFORMANCE PAGE 26 IMPROVEMENT PLAN l

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4.3 Improve Management of High Risk Work E. Ewing Activities

1. Brief all maintenance workers S.Radebaugh BriefingsA on the need for a questioning Completed attitude and attention to detail during high-risk activities.

Periodic reinforcement with maintenance craft will be undertaken via toolbox meetings.

2. Revise " Red Sheet" program to T. Fredieu 11/15/93A ensure an effective review for high risk categories.

3. Clarify the roles and responsibilities E. Ewing 11/15/93A of Maintenance, Operations, Modification and Construction,and System Engineering personnel, with respect to high risk activities.

4. Implement a program to critique E. Ewing 11/15/93A high risk activities for lessons learned.

4.4 Improve Plant Chemistry Control B. Burke

1. Chemistry will implement the B. Burke 10/15/03A chemistry monitoring program and keep plant operations informed of system chemistry transients and abnormal chemistry trends.

2. Develop with chemistry input, J. Venable 12/31/93 procedure which provides operations personnel appropriate guidance to comply with the EPRI Normal Water Chemistry guidelines.

3. Develop and conduct additional L. Woods 4/15/94 training for licensed operations personnel which will sensitize them to the impact of abnormal NEAR TERM PERFORMANCE PAGE 27 IMPROVEMENT PLAN i

chemistry on plant systems.

4.5 Clarify Design and System Engineering Responsibilities and Expectations 4.5.1 Clarify System Engineering Responsibilities J. Schippert and Expectations

1. Establish a high performance J. Schippert 11/15/93A team to define the role of the System Engineer.

2. Revise TSP-0033. J. Schippert 12/31/93

3. Conduct briefings on roles and responsibilities when working with System Engineers (revised TSP-OO33) and vendors.

a. Maintenance workers and E. Ewing 1/31/94 foreman

b. Operations workers and J. Venable 1/31/94 Supervisors

c. Chemistry workers and B. Burke 1/31/94 Supervisors

d. Design Engineering workers J. Hamilton 1/31/94 and Supervisors

e. Modification and Construction S. Radebaugh 1/31/94 workers and Supervisors

4. Conduct briefings with System J. Schippert 1/31/94 Engineering on their roles and responsibilities per TSP-0033.

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PAGE 28 NEAR. TERM PERFORMANCE *  !

IMPROVEMENT PLAN  !

4.5.2 Clarify Design Engineering Responsibilities J. Hamilton and Expectations

1. Establish a high perfor- J. Hamilton 11/15/93 A mance team composed of System and Design Engineer-ing, Maintenance and Operations to review the role and interfaces of Design Engineering.

2. Revise Design Engineering J. Hamilton 2/15/94 l standards and expectations.

3. Revise RBNP-02. J. Hamilton 2/28/94 l

4. Conduct briefings with M. Stein / 2/28/94 l Design Engineers and J. Miller customers on roles and responsibilities of Design Engineering.

4.6 Reinforce Radiological Expectations W. Odell of Plant Personnel

1. Perform an Alara Program W. Odell 11/20/93A assessment using Entergy corporate Health Physics.

2. Review and simplify rad worker W. Odell 2/28/94 handbook.

3. Develop rad worker supervisor W. Odell 2/28/94 handbook.

4. Review Policy Statement / Manage- W. Odell 3/31/94 ment Directive pertaining to Radiation Protection Violations in a tool box type session (PS/MD-044). .

5. Review Standard and Expectations W. Ode!I 3/31/94 l pertaining to radiation worker l work practices, number 2. ('To be i completed by first line supervisors PAGE 29 PEAR TERM PERFORMANCE ,

IMPROVEMENT Pt.AN i

in a tool box type session).

6. Review Standard and Expectation W. Odell 3/31/94 pertaining to ALARA Program.

('To be completed by first line supervisors in a tool box type session).

t e

NEAR TERM PERFORMANCE PAGE 30 IMPROVEMENT Pt.AN

5.0 T/tle of frogram: Effective Corrective Action Executive Sponsor: J. Fisicato River Band Goal Supported: High Regulatory Performance 5.0 Effective Corrective Action issue Description An effective corrective action process is needed to identify problems, determine problem significance, determine root cause, determine corrective action to prevent recurrence, and assure proper action is taken to track and effect closure of corrective actions.

Description of Program:

This program contains the River Bend corrective action processes for identifying and prioritizing currently open corrective actions for completion, improving the identification process for plant problems, upgrading the quality and effectiveness of the root-cause analysis process, streamlining the Condition Report (CR) process, clarification of independent assessment functions, and enhancing the audit and surveillance program.

Program Objectives:

The program objectives associated with improving the timeliness and effectiveness of the corrective action process including the following:

1. Identify, prioritize, and complete the most significant open corrective actions to reduce the current backlog.

2. Clarify and improve the methods for identification of plant problems to assure that significant problems are determined and resolved in a timely manner.

3. Enhance the root-cause analysis process to focus resources on the most significant problems and prevent problem recurrence.

4. Streamline the CR process to reduce administrative burden.

5. Clarify the roles and responsibilities of the station organizations responsible for independent assessment to assure that problems are correctly identified, management is appropriately notified, and timely and appropriate actions are taken to improve station performance.

6. Enhance the effectiveness of the station audit / surveillance program to provide more performance based audits / surveillance and problem identification.

7. Evaluate the station "50.59 Process" for effective implementation.

PAGE 31 i NEAA TERM PERFORMANCE '

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I

4 Action Plan:

Projected Resoonsibility Date Comolete Actions /Maior Activities / Deliverables 5.1 Focus Resources on Significant J. Leavines Corrective Actions

1. Develop a consolidated list of J. Leavines -

outstanding corrective action Post 1991 10/30/93A documents. Pre 1991 3/31/94

2. Set criteria for selection of J. Leavines significant conditions adverse Post 1991' 10/31/93A to quality and apply to con- Pre 1991 4/30/94 solidated list. Prioritize those documents meeting the criteria.

a. For significant issues J. Leavines adverse to quality, verify Post 1991 11/15/93A operability requirements Pre 1991 3/31/94 are adequate, i

3. Establish a schedule and assign J. Leavines ,

responsibility for working on Post 1991 10/31/93A root cause and corrective action Pre - 1991 - 4/30/93 for the priority list and gain consensus among affected departments.

Also establish a goal for reduction of the priority list, and monitor progress.

4. Review the balance of the J. Leavines originallist for further_. Post 1991 11/30/93A work or cancellation. Pre 1991 5/30/94 5.2 Improve Problem identification J. Leavines

1. Issue change notice to J. Leavines 10/22/93A -.,

RBNP-030 to assure nonconformances and significant adverse conditions are identified

2. VP letter from J. R. McGaha J. Fisicaro 1/31/94 l '

regarding policy for identification of problems / concerns.-

t Pt.AR. TERM PERFORMANCE PAGE 32 W.PMOVEMENT Pt.AN 1

3. Develop a procedure for the D. Wells 12/31/93 operating experience group to evaluate the corrective action database both for identifying trends and confirming corrective action effectiveness.

4. Conduct a review of the Corrective J. Fisicaro 12/31/93A Action Process previously employed to assure the NTPIP addresses all weaknesses.

5. Conduct a review of River Bend D. Wells 3/31/94 Station databases containing corrective action information (CR, HPES, etc.) Evaluate date for incorporation into the corrective action trending ,

program.

6. Conduct a review of nuclear safety J. Fisicaro 2/28/94 l concerns program.

5.3 Improve Accuracy of Root Cause J. Leavines Determinations

1. Establish an interim process J. Leavines 10/6/93A for screening CR's for significant conditions adverse to quality that will require a root cause.

2. Establish a core group of J. Leavines 10/6/93A personnel familiar with current industry standards / philosophy who perform or lead a team performing root-cause analysis for significant problems.

3. Establish an interim process J. Leavines 10/6/93A for management review and approval ,

of root causes and associated corrective action and the schedule for completion of the corrective action.

PAGE 13 NEAR TERM PERFORMANCE IMPROVEMENT PLAN

i

4. Revise appropriate procedures J. Fisicaro 12/31/93 l include the above actions and address expectations ,

to assure proper problem identification {a and incorporate into a final corrective action process.

5. Evaluate current root cause training J. Leavines 12/31/93A to determine if techniques cover human performance & component failure analysis techniques.

5.4. Streamline the Condition Report J. Leavines Process ,

1. Implement the initial recommendations J. Leavines 10/6/93 A of the Key Process Management Team j l

(KPMT) for Corrective Action / Root Cause Analysis for an ideal process. .

1 i

a. Establish interim screening J. Leavines 10/6/93A process as approved by the KPMT.  :

b. Establish core group to lead J. Leavines 10/6/93 A personnelin root cause deter-mination for significant problems.

c. Establish management review process J. Leavines 10/6/93A to approve proposed corrective action l

) and schedule.

2. Revise RBNP-030 to reflect the changes J. Leavines 12/31/93 and submit to affected organizations for review.

3. Participate in the check and adjust J. Leavines 12/31/93A process by submitting process measures to the KPMT as required and adjusting the process in conjunction with the KPMT.

5.5 Clarity Independent Assessment Roles C. Maxson and Responsibilities PAGE 34 NEAR-TERM PERFORMANCE '

IMPROVEMENT PLAN

t

1. Prepare a matrix description C. Maxson 11/15/93A and define expectations of independent assessment functions, roles, and responsibilities.

2. Conduct an analysis to determine C. Maxson 11/30/93A the improvements needed to assure that assessment results are affectively translated into corrective actions.

3. Prepare the necessary administrative C. Maxson 2/28/94 l-changes to clarify the expectation; 'or the independent assessment functions.

5.6 Enhance the Audit and Surveillance K. Gladrosich Program

1. Coordinate the Quality Assurance K. Gladrosich 11/31/93A Audit / Surveillance Schedule to provide more performance based audits /surveillances and

• problem identification.

2. Review the Audit / Surveillance K. Gladrosich 12/10/93A Program for potential improve-ment areas. Assure a focus on performance based objectives and production of effective reports which are " Customer" oriented.

3. Schedule and conduct Performance B. Biggs 3/30/94 l Base Training for Audit and Surveillance Engineers.

4. Two Auditors to conduct t'. Ciggs 3/1/94A Combined Utility, Audit Group /

Joint Utility Audit Group (CUAG/JUAG) Audits.

5.7 Evaluate the River Bend Station 50.59 Process

1. Evaluate the 50.59 process to L. Dietrich 1/31/94 FEAR-TERM PERFORMANCE PAGE 35 IMPROVEMENT PLAN l

ensure program ownership and proper implementation.

t PEAR TERM PERFORMANCE PAGE 36 IMPROVEMENT PLAN

l 6.0 Title of Prograrn: Human Performance Effectiveness Executive Sponsor: M. Sellman .

I River Band Goal Supported: All I

i 6.0 Human Performance Effectiveness issue Description River Bend has recently experienced a number of significant personnel errors attributable to human performance effectiveness. Human performance effectiveness is a function of personal accountability, proper supervision, training, and procedures in the working environment. People must have all necessary information to perform their tasks correctly.

Information can be provided through a balance of direct supervision, training, and procedures. People need to be trained, not only in the processes and technology they are to apply in their work, but also in the fundamentals of safety, performance expectations, attention to detail, day to day excellence, and effective use of resources in their work and in problem solving.

The organization needs to be equipped to accept change as a way of improving performance and as a way of becoming customer-and results-oriented. Line managers must be actively involved in the identification, analyses, and correction of the root causes of human performance errors. Management must establish standards and expectations, become active listeners, encourage feedback from all employees, and coach first-line supervisors to adopt a monitoring and coaching role with their people.

Description of Program:

These initiatives have been established to improve the effectivenass of the performance of stetion personnel. The initiatives systematically address personnel errors; enhance supervision, training, and procedure effectiveness; and establish expectations and monitor human performance.

Program Objectives:

The human performance effectiveness initiatives will reduce the incidence of personnel-error related events through the following program objectives:

1. Address short-term human performance needs and implement an observation program.

2. Improve coaching and the use of the STAR program.

3. Reduce the backlog of plant procedure changes and improve the change notice process.

NEAR-TERM PERFORMANCE PAGE 37 IMPROVEMENT PLAN

4. Provide clear management expectations for human performance.

Action Plan:

Projected Actions /Maior Activities / Deliverables Resoonsibility Date Comolete 6.1 Management Support and involvement J. Schippert

1. Implement stand-down to emphasize P. Graham 8/14/93A management's standard and expectation for human performance

2. Develop and implement interim J. Schippert 8/17/93 A work control plan to reduce human errors

3. Develop and implement 30 day J. Schippert 8/16/93 A observation program

4. Verify that current observed human J. Schippert 8/24/93A performance is at a level commensurate with safe and reliable power operation

5. Develop and implement near term J. Schippert 9/20/93A performance improvement observation plan to transition to final observation plan in the CBP (See program 4.0)

6. Implement improvements in root J. Fisicaro 12/31/93 cause analysis (see 5.3) 6.2 Supervision and Training to Achieve W. Beck Performance Results

1. Review STAR program with Plant J. Schippert 8/20/93A Staff

2. Implement coaching training S. Brawner 12/31/93 and complete instruction for all plant staff first line supervisors who report directly to the plant manager (see 2.1.3.1C). l

)

PAGE 38 l EAR. TERM PERFORMANCE i lMPROVEMENT Pt.AN l

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3. Conduct formal evaluation of C. Maxson 12/31/93 the STAR training program 6.3 Procedure Change Action Plan T. Murphy

1. Establish departmental QATs for K. Suhrke 10/21/93A procedure improvement.

2. Establish and communicate T. Murphy 4/15/94 l standards for level of detail in procedure content.

3. Improve the effectiveness of T. Murphy 3/1/94 new procedure and procedure change reviews by user department.

4. Reduce the Change Notico backlog Department 4/30/94 l and report and track status of Managers identified procedure weaknesses. T. Murphy

5. Implement procedure improvements T. Murphy 3/30/94 in Records Management Process.

6. Revise or change procedures T. Murphy 1/31/94 with correct responsibility titles (as organization appears 12/1/93).

6.4 Establish Clear Goals and Expectations J. Schippert on Human Performance

1. Conduct meetings to communicate J. Schippert 8/16/93A the standard for error free performance with plant staff.

2. Identify key human performance J. Schippert 10/29/93A standards and expectations.

3. Provide briefings on the application J. Schippert 12/31/93 of key human performance standards and expectations.

PAGE 39 NEAR. TERM PERFORMANCE ,

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7.0 Tit'; of Program: Engineering Support Execu.je Sponsor: T. Leonard River Bend Gosi Supported: All 7.0 Enginaering Support issue Description River Bend is committed to providing engineering support to the station in a timely and cost-effective manner. This includes responses to station requests as well as maintaining the station engineering documentation and databases current.

Improvements are required in the near term to address the backlog of engineering documentation updates, engineering support requests, and engineering deficiency and condition reports.

The Engineering Support initiative focuses on near-term strategies to achieve progress in reducing the backlogs and to determine the longer term process improvements required to continue to manage the workload successfully.

Description of Program:

This program includes the following initiatives:

^

1. Consolidate, prioritize, and complete high-priority engineering backlog items to improve plant performance by minimizing operator and maintenance work-arounds.

2. Improve the availability and quality of documentation to perform work and to improve plant operations support.

3. Enhance the management systems for the control of engineering workload to assure backlogs remain at acceptable levels.

Program Objectives:

The objectives of this effort include the following:

1. Drawing upgrade project: incorporate near-term, high priority drawing changes.

2. Vendor technical manuals: incorporate near-term, high priority changes to vendor manuals.

3. Plant support open items: reduce the open items in the following areas to improve plant support-

a. Maintenance Work Order information PAGE 40 PEAR TERM PERFORMANCE

• IMPROVEMENT PLAN

b. Condition Reports

c. Close-out of Field-Work MR's

d. Unprocessed NSSS drawings

e. Procurement requisitions

4. Design document usability and accuracy: improve the following design documentation-

a. Vendor Skid Equipment

b. Engineering bill of materlats

c. Engineering Operability memorandum

d. Loop Calibration Reports

5. Fire Protection open items: resolve open items associated with fire hazards analysis, structural steel fireproofing, and the penetration seals.

6. Engineering work management.

Action Plan:

Projected Actions /Maior Activities / Deliverables Resoonsibility Date Comolete 7.1 Drawing Upgrade Project T. Crouse

1. Establish organization and T. Crouse 10/1/93A appoint Project Manager and Lead Review Engineer.

2. Resources fully mobilized C. Jones 11/15/93A to support drawing changes.

3. Issue schedules of near- C. Jones 11/15/93A term, high priority drawing changes based on input from engineering, operations, and maintenance.

4. Complete the near-term, high C. Jones 3/31/94 priority drawings as determined by Operations and Maintenance.

7.2 Vendor Technical Manuals T. Crouse

1. Establish Organization. T. Crouse 6/93A

2. Resources fully mobilized to T. Crouse 8/93A support Vendor Manual changes.

3. Issue project procedures. A. Soni 10/1/93A NEAR-TERM PERFORMANCE PAGE 41 IMPROVEMENT PLAN

Issue a schedule of near term, A. Soni/ 11/30/93A 4.

high priority upgraded vendor J. Simpson manuals based on input from plant staff.

5. Review prototype vendor manual J. Simpson 12/15/93A product to ensure that it meets the need of the end user.

6. Complete the near-term, high priority B. Schoemer 4/30/94 vendor manuals as determined by Plant Staff.

7. Establish Vendor Manual C. Mermigas 3/31/94 Maintenance Program.

7.3 Reduce Engineering Backlog 7.3.1 Maintenance Work Orders A. Soni

1. Reduce the number of open MWOs C. Beaudet 11/20/93A by expediting the processing of Parts Verification Requests (PVRs) generated to complete a MWO and update the 5 X K screen in PMS to reflect the PVR response. This activity will eliminate current backlog (eight items as of 10/6/93) of PVR's.

2. Reduce the number of open MWOs B. Schoemer 3/30/94 by expediting the processing of Vendor Information Requests (VIRs) generated to complete a MWO. This activity will eliminate current back-log of VIRs (35 items as of 10/21/93).

3. Establish a method for prioritiza- C. Beaudet 11/30/93A tion, tracking and timely disposi-tion of emergent PVR's that affect material condition.  :

This will ensure backlogs I of PVR's are minimized.

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Pf.AR. TERM PERFORMANCE PAGE 42 )

IMPROVEMENT PLAN l l

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4. Establish a method for prioritiza- B. Schoemer 12/30/93 tion, tracking and timely disposi-tion of emergent VIR's that affect material condition. This will ensure backlogs of VIR's are minimized.

7.3.2 Condition Reports R. Stakenborghs

1. Resources mobilized for identifica- R. Stakenborghs 11/30/93A tion and prioritization of open .

CRs.

2. Issue a schedule of near term R. Stakenborghs 12/15/93A high-priority CR's based on input from plant staff

3. Establish a periodic review R. Stakenborghs 1/31/94 process including an aging critoia that outstanding CR's do not adversely offset plant operability issues.

4. Complete the Near Term R. Stakenborghs 4/30/94 high priority CRs based on input from plant staff 7.3.3 Close out of Field Work MRs G. Javaherian

1. Issue Production schedule G. Javaherian 11/15/93A for closecut of selected outstanding Modification Requests (MRs) based on plant staff prioritization.

2. Mobilize Resources. G. Javaherian 11/25/93A

3. Close out the highest priority G. Javaherian 3/31/94 field work MR's based on plant staff prioritization 7.3.4 Unprocessed NSSS Drawings C. Mermigas

1. Provide plan for resolution C. Mermigas 10/20/93A for NSSS drawing problems.

NEAR TEPM PERFORMANCE PAGE 43 j IMPROVEMENT PLAN ,

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7.3.5 Procurement Engineering Requisitions A.Soni .

1. Identify near-term, high R. Hebert 11/20/93A priority procurement requisitions.

2. Mobilize resources. A. Soni 12/1/93A ,

3. Complete procurement A. Soni 4/30/94' requisitions given highest .  ;

priority by Procurement Services and Materials.

4. Perform Root Cause for R. Ludwig 3/30/94 backlog and establish R. Hebert action plan to prevent T. Bagbey t recurrence. ,

7.4 Improve the Useability and Accuracy of Design Documents' 7.4.1 Upgrade P&lDs for Vendor Skids A. Soni .

1. Establish with Engineering, A. ti. m 10/15/93 A Maintenance, and Operations, the near-term, high priority >

P&lDs requiring additional mark numbers.

2. Resources Mobilized to upgrade B. Schoemer 10/29/93A <

vendor skid P&lD's.

3. Complete near term, highest A. Soni 3/31/94 -

priority vendor skid P&lDs.

i 7.4.2 Engineering Bill of Materials A.Soni .

1. Determine near-term maintenance A. Soni 9/30/93A l needs and issue schedule.

2. Mobilize resources - A. Soni 11/30/93A I

i PAGE 44 PEAR TERM PERFORMANCE

• IMPRO' AMENT PLAN P

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'd t

3. Software upgrade to improve B.' Beck 3/20/94 efficiency of Engineering Bill of Materials. .

4. Deliver per schedule near- R. Ludwig 3/31/94 .

term maintenance needs.

7.4.3. Revalidate Engineering Operability C. Mermigas Memos

1. Conducted a review of engineering C. Mermigas 6/93A correspondence to determine if any l correspondence identified ,

operability evaluations for plant systems or components.

2. Of those reviewed,12 memoranda C. Mermigas 8/93A were converted to Engineering's ,

Operability Tracking System (SDRD appendices). l 7.4.4 Loop Calibration Reports (LCRs) L. Brescher

1. Establish LCR priorities with L. Brescher 10/31/93A Maintenance. ,

2. Resources mobliized. L. Brescher 11/30/93A '

3. Provide schedule of completion L. Brescher 12/15/93A 1

4. Complete the near-term, L. Brescher 4/30/94 high priority LCRs as determined by maintenance prioritization.

5. Establish a method for prior- L. Brescher 2/15/94 tization, tracking and timely incorporation of outstanding changes to the LCRs. ,

If.AR-TERM PERFORMANCE PAGE 45 IMPROVEMENT PLAN ,

. I l

7.5 Upgrade Fire Protection Design Document 7.5.1 Update Fire Hazard Analysis R. Kerar l

1. Identify corrective action R. Kerar 7/1/93A for Fire Hazards Analysis (FHA) deficiencies.

2. Provide reformatted Safe R. Kerar 10/8/93 A Shutdown Analysis (SSA) with related databases.

3. Issue SSA ano associated R. Kerar 11/30/93A documents.

4. Issue USAR Licensing Change R. Kerar 11/30/93A Notice.

5. Identify and schedule modification M. Stein 11/30/93A required to implement recommendations of the SSA.

6. Develop criteria for aiming J. Schippert 1/31/94 emergency lighting 7.5.2 Structural Steel Fireproofing B.Lanox

1. Provide Engineering direction B.Lenox 10/28/93 A and support for Structural steel fireproofing drawing revisions.

2. Provide evaluation of B. Lenox 10/29/93A Structural steel fireproofing.

3. Provide safety evaluation B. Lenox 12/30/93 (50.59) for structural steel survivability for structural steel fireproofing

4. Verify and validate combustion B.Lenox 12/23/93 l loading calculations.

NEAR. TERM PERFORMANCE PAGE 46 IMPROVEMENT Pt.AN '

I based on the ILSP.

Action Plan:

Projected Resoonsibility Date Comolete Actions /Maior Activities / Deliverables 7.8 Evaluate Configuration Control Issues With Operations Critical Drawings

1. Review CRs against T.Crouse 2/15/94 operations critical drawing for the past two years to identify and catalog types of drawing deficiencies idcotified.

2. Review DCNs for the past T.Crouse 2/15/94 two years for non-design related changes to identify and catalog drawing deficiencies that indicate configuration control problems.

3. Review and catalog T. Crouse 3/1/94 any drawing deficiencies identified during the performance of SSFis.

4. Perform a root-cause T. Crouse 4/1/94 analysis of the types of deficiencies identified and establish a systematic corrective action program to address any configura-tion control issues.

5. Verify that the current T. Crouse 4/1/94 drawing upgrade initiatives would identify and correct the types of deficiencies identified.

NEAR TERM PERFORMANCE PAGE 48 IMPROVEMENT Pt.AN

N Action Plan:

Projected Resoonsibility Date Comolete Actions /Maior Activities / Deliverables 7.9 Improve the Quality and Depth of Engineering Evaluations

1. Establish an Engineering M. Stein 12/1/93A Review Committee to provide oversight for 10 CFR 50.59 evaluations, FCNs, selected design work activities, CRs for operability evaluations and the modification backlog to set and reinforce high technical standards.

2. Establish an appropriate M. Stein 12/1/93A feedback form the ERC to responsible groups on the quality of engineering products.

3. Evaluate and modify the 50.59 M. Stein 4/15/94 process to be consistent with the Entergy plants' process and/

or the EPRI SARA Program.

4. Trend 50.59 evaluation results M. Stein 4/15/94 to determine program effectiveness.

PAGE 49 NEAR. TERM PERFORMANCE IMPROVEMENT PLAN