ML20086R911

Nuclear Operations 1992 Plan

ML20086R911
Person / Time
Site:	Crystal River
Issue date:	10/30/1991
From:	Beard P FLORIDA POWER CORP.
To:
Shared Package
ML20086R892	List: ML20086R903 ML20086R911
References
NUDOCS 9201020297
Download: ML20086R911 (22)

Text

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? I NUCLEAR OPERATIONS O 1992 PLAN O

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FOREWORD ............................... 1 O NUCLEAR OPERATIONS GOALS ....................... 2 NUCLEARPLANTOPERATIONS(NPO) GOALS ................. 4 O

NUCLEAR OPERATIONS SITE SilPPORT (NSP) GOALS . . . . . . . . . . . . . . 6 O NUCLEAR OPERATIONS TRAINING (NOT) GOALS . . . . . . . . . . . . . . . . 8 NUCLEAR OPERATIONS ENGINEERING AND PROJECTS (NEP) GOALS . . . . . ... . 11 O

NUCLEAR OPERATIONS MATERIALS AND CONTROLS (HMC) GOALS . . . . . . . . . 15 0 QUALITY PROGRAMS (QPD) GOALS ..................... 18 APPEN0!X A - 1992 PERFORMANCE INDICATOR G0ALS . . . . . . . . . . . . . 20 0

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O EQRWORQ O

This documents sets forth the liuclear Operations 1992 Plan that reflects and supports the fiuclear Operations Long Range Plan for Excellence. It consists of the liuclear Operations goals for 1992 and supporting goals for each department.

O Achievement of tiuclear Operations goals require continuing teamwork and integrated support by all within tiuclear Operations. Thus, they are to be considered team goals.

$" sere appropriate, dates for de)artment goal achievement are indicated by month with achievement due by tie last day of the month. Where a month is O not Indicated, it is understood that the goal is ongoing or achievement is due by the end of December.

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WCLEAR OPERATI ES G0ALS O 1. Complete the Refuel 8 Outage as scheduled and within budget.

2. Use resources in an efficient manner and strive to reduce costs as measured by:  !

a. Romaining within the 1992 operations and maintenance (0&M)

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b. Remaining within the 1992 capital budget,

c. Keeping permar *nt staffing less than or equal to 842.

d. Achtsving generation cost (0&M plus fuel) less than 24.5 mills /kwh.

O 3. Emphasize industrial safety and a safe work environn.ent by the personal actions and involvement of each manager and supervisor.

4. Upgrade and accelerate efforts to reduce radiation exposure and l radioactive waste generation including source term reduction.

O S. Continue to review Nuclear operations organizational functions and structure and implement actions to:

a. Reduce unnecessary layers of supervision,

b. Elimirate overlep and duplication of functions,

c. Assign personnel to best support and improve plant reliability O (including conduct of outages),

d. Streamline at least two work management systems.

6. Continue implementing the Nuclear Operations Succession Plan firic% ding developmental assignments).

O  : Prive to meet all job opportunity objectives in the Nuclear Sperations Affirmative Action Plan so that an overall job opportunity goal of 18'4 is achieved.

8. Demonstrate progress toward operational excellence by showing overall improvement in the INP0 evaluation compared to 1991 and by achieving O the 1992 performance indicator goals listed in Appendix A.

9. Maintain strong regulatory performance as measured by:

a. Showing improvement in the NRC Systematic Assessment of Licensee Performance (SALP) report compared to the last SALP report.

O b. Preparing for and conducting a successful NRC Electrical Distribution System Functional Inspection (EDSf t).

c. Having no vloiations of environmental discharge rer, irements,

d. Having no violations af OSHA requirements.

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O IB! CLEAR PLANT OPEMIl0liS_GQAL5 q

1. Achieve the Safety Systems Unavailability goals for 195, ./ December 1993 through an aggressive program to schedule / conduct ostem outages to reduce the backlog of corrective maintenance on tht> ystems.

2. Perform the Reliability Centered Maintenance evaluation for at least 2 9 systems and implement the Reliability Centered Maintenance ,

recommendations. Complete the transition to bring the vibration monitoring program in house by August 1992.

3. Improve the quality of maintenance procedures by ensuring ths.t each significant procedure change has a technical review by the craft 3 workers.

4. Effectively improve work scheduling and work performance so that each high pressure injection train will be unavailable less than 55 hours6.365741e-4 days <br />0.0153 hours <br />9.093915e-5 weeks <br />2.09275e-5 months <br /> per quarter, each emergency feedwater train will be unavailable less than 40 hours4.62963e-4 days <br />0.0111 hours <br />6.613757e-5 weeks <br />1.522e-5 months <br /> per quarter, and each einergency diesel train will be

, unavailable less than 30 hours3.472222e-4 days <br />0.00833 hours <br />4.960317e-5 weeks <br />1.1415e-5 months <br /> per quarter in 1992 due to preventative and corrective maintenance.

5. Improve the quality of maintenance by reducing maintenance rework during 1992 to less than 1.5%.

g 6. Implement the tool control program before Refuel 8 Outage.

7. Implement modular / turnkey m.intenance approach for outages and maintenance during operating periods by Refuel 3 Outage.

8. Initiate aggressive action to identify and reduce delays in field work g based upon the recently implemented delay codes in the Maintenance Activity Control System (MACS).

9. Implement the valve reliability improvement program and incorporate the program into the Master Schedule. (November 1992)

D '10. Identify and implement a plan to improve the material condition of the waterfront. (August 1992.)

11. Streamline the planning and work control process described in CP ll3 A. " Work Request Initiation anc Work Package Control" and CP ll3 B.

" Work Request Evaluation, Planning, and Scheduling." (November 1992)

12. Develop a method to handle car yover work from one schedule to the next week's schedule. (April 992)

13. Improve the quality of acciden' investigations on all minor and lost time accidents occurring at CR 3. Investigations will be chaired by

, the Director of Nuclear Plant Oierations, Nuclear Plant Maintenance Manager, or Nuclear Operations Ianager.

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14. Review selected Safety Training Observation Program (STOP) cards at one Area Manager meeting each month, and take actions to improve O safety,

15. Complete Si;P training for all permanent bargaining unit employees on the Plant Staff. (November 1,1992) 16, increase the weight of industrial safety accountability in performance o appraisals of all supervisor / management positions on Plant Staff.

17. Improve support of Corporate Safety to CR 3 by:

a. Showing the Director of Corporate Safety, first hand, the safety concerns in the reactor building during Refuel 8 Outage.

O b. Supporting the Central Safety Committee with two members, one of which will be a Plant area manager.

c. Obthining attendance by a Corporate Safety Specialist at accident investigation meetings and daily Plant Direction meetings on a O regular and frequent basis.

18. Implement source term reduction plans to be completed by:

a. Implementing the hydrogen peroxide treatment program during Refuel 8. .

b. Implementing the boric acid treatment program during Refuel 8 Outage. ,

c. Continuing impicmentation of reduction of makeup and purification filter pore sizes.

O d. Implementing the upgraded foreign material exclusion program by Refuel 8

19. Implement 100% of tLs " Plan of Attack - Radioactive Waste Reduction."

(November 1992)

20. For all pos'tions hired from outside the corporation, hire a female or minority if a qualified applicant is available.

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1 NUCLEAR OPERATIONS SITE SUPPORT GOALS

1. Develop a Regulatory and Institute of Nuclear Power Operations (INPO)

Communicattor. Strategy for Nuclear Operations. (March 1992) j

2. Re-initiate plant specific negotiations on Technical Specification improvement Program (TRIP) and have a plan in place for Mid-Cycle 9 Outage implementatiom % e 1992) f J

3. Have at least three submittals recognized by Nuclear Regulatory Commission (NRC) project management for high quality and thoroughness.

4. Perform the 1992 Radiological Emergency Response exercise using the

) CR-3 Training Simulator in a " static" mode.

5. Develop a Long Range Source Term Reduction Program and obtain Nuclear Operations Management approval. (June 1992)

6. Develop a system for trending radioactive release data and correlating

) adverse trends to plant evoluttors or events. (June 1992)

7. Cause to be implemented at least two changes that will result in decreasing the radioactiviiv released from the plant.

8. Cause at least two waste streams that produce hazardous or related

) waste to be significantly reduced (i.e., at least 10%).

9. Develop and have implemented at least three ideas that will reduce radwaste volume.

10. Implenent at least five actions that will improve persmne' safety in

) the piant.

11. Have no mgulatory issues that cause a delay in the completion of Refuel 8 Outage.

12. Have a regulatory Start-Up Restraint list in place before breakers

) open for Refuel 8 Outage. (March 1992)

13. Continue efforts that support reducing the duration of future planned or unplanned outages.

14. Ccnplete the Alternate Modes Probabilistic Risk Assessment (PRA) pilot

) by March 1992, and if pilot demonstrates benefit of project, have plan in place to have expansion of the project included in the 1993 budget.

15. Complete the technical analysis for the Individual Plant Examination (IP.E) in response to NRC Generic Letter 88-20, " Individual Plant Examinations for Severe Accident Vulnerability".

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16. Develop an aggressive strategy for reducing the cost of nuclear fuel including consideration of taking over the entire fuel cycle.

O 17. Maintain Nuclear Operations Site Support (NSP) spending within the approved 1992 budget.

18. Through participation with the Master Schedule committee and direct licensing support of capital projects, assist in maintaining spending

.O within the approved 1992 capital budget.

19. Complete a developmental plan for each employee in NSP. (March 1992)

20. Maintain NSP within our Affirmative Action targets.

O ' 21. Using the People Achieving Corporate Excellence (PACE) process, enhance at least one of the major processes (Licensee Esent Reports

[LERs), Nuclear Operations Programmatic Commitment System [NOCS),

Scenario Development, NRC submittals, etc.) within NSP to achieve a demonstrated reduction in administrative berden.

O 22. Develop the License Renewal / Life Cycle Management plan to reduce short term and long term operating costs. Obtain management approval for inclusion in 1993 budget and five year plan.

23. Obtain NRC approval for operation of reactor building purge in modes higher than Mode 5.

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EllCLEAR OPERATIONS TRAINING GOALS O-

1. Help assure that CR-3 is operated and maintained so as to achieve high standards of efficiency and reliability:

a. Have zero lost time accidents among Nuclear Operations Training (NOT) personnel and trainees attending classroom, laboratory, and O simulator classes.

b. Have no more than one minor injury among NOT personnel and trainees attending classroom, laboratory, and simulator classes,

c. Provide necessary training support to complete 1992 work within

.O the approved ALARA goal of 334 Person Rem,

d. Provide necessary training and personal involvement in plant and management staff activities to support achievement of a unit capability factor of greater than 80%.

g 2. Assist in meeting approved outage schedules, reducing the likelihood of forced outages, and s;pporting production goals through training support for conduct of mid-cycle and refueling-outages:

a. Provide necessary tr?ining support to complete the 1992 Refuel 8 Outage by the scheduied end date.

O Enhance the Step-Up Supervisor Training Program and complete b.

training for all stepped-up supervisors. (April 1992)

3. Conduct business to meet company financial-objectives and maintain a competitive nuclear cost advantage when compared to alternative power o options:

a. Maintain actual expenses within the 1992 operations and maintenance (0&M) spending limit,

b. Maintain department's permanent FPC staffing at 67 whiie

'g' responding to additional training requirements (implementing new guidelines, confined space entry training, etc.).

I. 4. Help assure compliance with regulatory requirements applicable to Nuclear Operations, including a positive, professional, and effective l relationship with regulatory and auditing agencies:

H N a. Provide necessary training support to show improved performance in Nuclear Regulatory Co.' mission (NRC) Systematic Assessment of Licensee Performance (SALP)-rated areas when compared to 1991 results.

lg- b. Achieve at least an 85% pass rate on individual operator requalification exams.

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c. Have no more than one failure on replacement operator exams.

O d. Implement the new proposed Institute of Nuclear Power Operations (INPO) Guideline for Engineering Staff contingent on guideline publish date-(due out December 1991). (Assistance from Operations and Engineering will be required.) (November 15,1992)

e. Perform a self-assessment in conjunction with the Maintenance, O Radiation Protection, and Operation's INP0 Guideline 91-006.

(October 15,1992)

f. Provide training for new Occupational Safety and Health Administration (OSHA) regulations on Confined Space Entry and Fall Protection within the time frames required by that standard.

O h. Participate in applicable INP0 meetings, peer evaluations, training, special projects, and industry groups to maintain a good working relationship with our INP0 counterparts.

5. Achieve more effective management of resources:

O a. Improve the quality, accountability, and communication of noals and objectives to all levels of exempt employees,

b. Review training indicators to monitor key activities in NOT and take action as indicated to maintain and/or improve the quality of training.

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c. Ensure that methods are in place to track needed actions in a

" visible" manner with clear assignment of responsibility and due dates.

9' d. Maintain a high visibility in training sessions by having supervision monitor at least one class per quarter per instructor (minimum of six per quarter).

6. Provide support for company activities and objectives:

O a. incorporate environmental responsibility in eppropriate jobs and recognize achievement in this area.

7. Promote a professionalism and a safe work ethic, emphasizing a " safety first" philosophy among Nuclear Operations personnel:

Oc a. Maintain a high visibility within the plant through frequent plant tours (on both a personal basis and through encouraging other members of the training s'iff) so as to provide prompt feedback and input to management self-assessment programs. (A minimum tour of one per month is required for all managers and supervisors.)

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8. Review the enhanced welder traiMng program and support the site welding engineer in generating char.ges to incorporate accreditation O guidelines. The review should be complete by February 1992 with changes complete by July of 1992.

9. Support and direct the Information Services Department (ISD) staff efforts to complete the scheduling module of the Nuclear Operations Training Information System (NOTIS), insuring interface with O Maintenance Activity Control Syste:a (MACS) and other information systems. (October 1992)

10. Implement the rotation of one training staff member with plant staff.

(November 1992)

D 11. Implement a computer-based training course for General Employee Training (GET). (June 1992)

12. Develop a training module for managers to cover outage management; develop by the end of the third quarter of 1992; complete the training l by the end of the fourth quarter of 1992.

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NUCLEAR OPERATIONS ENGINEERING AND PROJECTS GOAL 5 o Conduct Nuclear Operations Engineering and Projects (NEP) activities 1.

to improve personnel safety at CR-3:

a. Have all NEP badged personnel complete the Safety Observation Training Program (STOP) training program. (October 1992) n_

b. Have personnel, who are required to climb and/or work at elevated locations within CR-3 complete " working at heights" training.

(September 1992)

2. Help ensure that the Refuel 8 Outage is completed on time and within O budget by:

a. Assuring scheduled engineering activities do not adversely impact the critical path schedule.

b. Providing strong and effective on-site field support in O implementing modifications. Have St. Petersburg Project Engineers at CR-3 when their respective project is being installed.

c. Providing responsive engineering and technical support in other areas as needed by Nuclear Production.

d. Provide Nuclear Plant Systems Engineering (NPSE) and Site Nuclear Engineering Services (SNES) with staff augmentation using engineers from St. Petersburg in lieu of contractors.

.(July 1992) g 3. Conduct business to meet Nuclear Operations financial objectives, including:

a. Maintaining NEP (by RA) base and outage actual expenses within the 1992 operations and maintenance (0&M) spending limit.

.g b. Minimizing use of and releasing peak supplemental manpower as soon as possible.

c. Fill all vacancies within six (6) months of vacated date.

4. Conduct NEP business so that no 1992 activity results in a Nuclear g Regulatory Commission (NRC) violation.

5. Continue to support the 'uplementation of the recommendations from the October 1989 office automation study.

a. Assess NEP needs for personal computers (PCs), supporting hardware and software. Develop a plan and schedule which will

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b. Have at least fifteen (15) individuals participate in computer and software related training programs. (September 1992)

6. Implement at least one additional improvement towards better service for NEP customers, in each of the four areas reporting directly to the O Director, N0E&P. (Navember1992)

7. Support FPC employee goals by achieving the NEP affirmative action goal by hiring at least one (1) female and one (1) minority to fill an exempt NEP position.

O 8. Implement a succession plan for the next two (2) levels down from the Director, N0E&P (assumes Director position will be completed in 1991).

9. Continue effective engineering support for plant activities as measured by:

g: a. Timely resolution of recurring equipment problems. Prepare Engineering Action Plans for major projects within 60 days of the issue being identified.

b. Timeliness, accuracy, and completeness of modification packages such that the number of field change notices (FCNs) required to g resolve design errors is reduced.

c. Develop modification approval records (MARS) in a phased manner to support the Master Schedule such that installation of modifications with the plant on line is maximized.

d. Review the MAR process to assess the feasibility of developing a

-O. field constructable packa.je as an integral part of the design package. (November 1992)

10. Maintain an effective effort to identify'and ensure adherence to the plant's design basis as measured by:

O a. Timely resolution of issues arising from the design bases reviews,

b. Working with Nuclear Plant Operations (NPO) to complete the Equipment Qualification Enhancement Program consistent with the est blished plan.

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c. Continue the Electrical Calculation Enhancement Program.

d. Completing the implementation of the plan to improve the quality and maintenance of CR-3 drawings.

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11. Implement a program to reduce and/or eliminate the use of stellite in CR-3 valves. (October 1992)

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12. Accelerate efforts required to support the installation of the following key projects:

• Security System Upgrade e System Air Compressors o

e Condenser Retubing

• Auxiliary Feedwater Pump (FWP-7)

• Reactor Building (RB) Temperature Control e Emergency Diesel Generator (EDG) Monitoring System e Smart Automatic Signal Selector (SASS) e Safety and Performance Improvement Program (SPIP)

• Station Blackout (SB0) 3

13. Continue to implement the Configuration Management Program consistent with the established plan, schedule, and budget.

14. Achieve a participation level of at least two (2) engineers from

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Nuclear Operations Engineering (St. Petersburg) in the Institute of Nuclear Power Operations (INP0) accreditt.1 " Systems Training Program."

15. Provide engineering support needed to restore CR-3 ability to purge in operating modes higher than Mode 5.

16. Implement changes to the " Procurement" process to reflect the requirements of NRC Unresolved Safety Issue A-46, " Seismic Qualification of Equipment in Operating Nuclear Power Plants."

(October 1992)

17. Improve the operating efficiency and management of NEP by:

3 a. Develop and implement a plan for addressing the training needs of NEP personnel as identified in the 1991 NEP training survey dated October 4, 1991.

1. Obtaining the necessary training consistent with the g established budget constraints. (November 1992)

2. Complete project management training for NEP engineers.

(June 1992)

b. Issue at least four (4) engineering design guidelines to promote

, consistent application of design criteria by all groups in NEP.

(October 1992)

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18. Provide engineering support for the NRC Electrical Distribution System Functional Inspection (EDSFI) by:

() a. Establishing a dedicated team to interact with the NRC during the inspection. (January 1992)

b. Being responsive to issues raised by the NRC during the EDSFI such that there are no unanswered questions when the inspection c) is complete. (September 1992)

19. Participate .n the INP0 senior nuclear plant managers (SNPM) training program. (December 1992)

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• l tiUCLEAR MATERIALS AND CONTROLS GOALS

1. Conduct Nuclear Operations Materials and Controls (NMC) activities to strongly support achievement of performance reflected in the 1992 performance indicator goals and specifically:

a. Provide material and parts so at no time does a material

, shortfall cause: (1) CR-3 to be off-line; or (2) an extension to Refuel 8 Outage.

b. Conduct NMC activities with zero (0) lost time accidents.

2. Help ensure that Refuel 8 Outage is completed on time and within budget by:

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a. Accurately monitoring costs on a timely basis and J. omptly advising management of any problems.

b. Assisting all departments in managing the use of contract labor g and other services. In particular, assist in getting peak supplemental manpower released as soon as possible.

3. Continue to support Nuclear Operations with the development of high quality, tinely, and accurate financial reports and financial control procedures to include the following:

3 a. Developmmt of the 1993 operations and maintenance (0&M), other, and capital bcdgets. (July 1992)

b. Develop and maintain the five year forecast for 0&M and capital expenditures. (September 1992)

U c. Provide all necessary documents and financial information required for the 1992 rate case. (March 1992)

4. Enhance usability af the Activity Management System (AMS) by:

x a. Preparing daily cost tracking help screens for any enhancements.

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b. Continuing to train users in the functions and use of the daily cost tracking system. (April 1992)

, c. Implementing Gily cost tracking for WA contractors working on

" site. (April 1992)

5. Continue implementation of the recommendations from the Office Automation Study (0AS), and specifically:

a. Continue to update and maintain the Integrated Project Plan.

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b. Continue development of the Integrated Document and Record System (10RS) on schedule to meet September 1,1993, implementation.

O 6. Update all managers' and supervisors' personnel records to reflect the necessary information for succession planning, and identify specific training requirements to develop quality personnel. (October 1992)

7. Support the Nuclear Operations Affirmative Action goal of filling 18%

O of all opportunities affirmatively to include:

a. Continue to work closely with all Nuclear Operations directors and Corporate Human Resources Department to identify opportunities, maintain accurate records, and resolve conflicts and issues. (December 1992)

O Identify those specific areas of under-utilization in NMC,'and b.

target those areas to take advantage of specific opportunities.

(January 1992)

c. Identify and have 50% of all managers attend the specific O corporate course on Affirmative Action (dependent on course availability). (December 1992)

8. Develop a higher level of industrial safety awareness by having all managers and supervisors complete the supervisory Safety Training Observation Program (STOP) Program. (March 1992)

O 9. Continue to provide the leadership and coordination for the Nuclear Inf rmation Management Systems (NIMS) committee to achieve the following:

a. Coordinate the 1992 workstation plan for all of Nuclear

, Operations to achieve a systematic and cost effective direction to personal computer (PC) and local area network (LAN) technology. (June 1992)

b. Coordinate all the diverse issues and establish the priority of resources for the development, maintenance, and support

, activities necessary to achieve Nuclear Operations' requirements within the constraints of available technology and budget.

(December 1992)

c. Finalize all of the approved Human Resources Information System (HRIS) sof tware and related recommendations. (April 1992)

d. Revitalize the concept of Software Quality Assurance through validation and verification. (March 1992)

10. Continue to provide enhanced Material Control activities by:

, a. Establishing controls and improving procedures for the in-storage maintenance of inventory material. (April 1992) 15 9

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b. Fully implementing procedures for the new oil tank facility.

(September 1992)

O Develop and enhance on-going measures that determine the level of c.

user department support obtained from Material Control.

(July 1992)

d. Complete the necessary software and procedure changes to fully O implement staging / kitting of materials. (March 1992)

e. Support timely procurement of "new" inventory items which reduce outage duration, reduce duration of on-line work in LCO statements or power reductions, and reduce the scope of the outage " hostage" list (i.e., equipment which must be sent offsite O and returned before the plant can be restarted).

11. Support Nuclear Operations by providing quality material analysis functions to include:

a. Coordinating and conducting a study of low usage, and high value Fully Integrated Material Information System (FIMIS) inventory O items through application of the Rarely Used Inventory Logic (RUSL) program. (December 1992)

b. Providing a means to capture in MAR projects costs of FIMIS inventory support material rendered obsolete as a result of MAR o implementations. (July 1992)

c. Continuing to support the Corporate and belear Operations goal of identifying, scrapping, and replacing .3bestos materials with non-asbestos materials. (December 1992) 0 12. Continue to effectively support plant purchasing requirements.

a. Complete Refuel 8 Outage purchasing improvements based on Mid-Cycle 8 Outage critique. (March 1992)

b. Complete update of Nuclear Purchasing and Storage Manual (NP&SM) to reflect the Nuclear Management and Resources Council (NUMARC) o Procurement initiative. (June 1992)

c. Provide support activities necessary to resolve proposed scor expansion of the Long Term Maintenance Program with Babcock 4 Wilcox (B&W). (December 1992)

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OVAllTY PROGRAMS GOALS O 1. Plant Support. Demonstrate progress toward improving support to plant operations.

a. Ensure all Quality Programs Department (QPD) personnel implement a personal performance goal which addresses the means by which a g^ _

positive contribution will be made to improve support to plant operations,

b. Ensure QPD involvement in plant activities including housekeeping inspections, control room observations (Director), containment closeout inspections, and other areas as appropriate. Ensure each supervisor participates.

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2. Refuel. Help ensure that Refuel 8 Outage is completed as scheduled, within budget, and conforming to requirements,

a. Manage contractor resources and overtime within approved spending limits for refuel, O

b. Ensure that Procurement Quality Assurance activities are managed such that the outage schedule is not aaversely impacted.

c. Manage inspection and equipment calibration activities to m facilitate work progress, y

d. Ensure QPD personnel are available for temporary outage assignments.

e. Conduct verifications programs aimed at effectively identifying outage activities which, if not corrected, could be adverse to O quality.

3. Cost Control. Use resources in an efficient manner and strive to reduce costs.

a. Maintain expenditures below 1992 spending limit,

b. Maintain expenditures below 1992 capital spending limit.

c. Implement at least thret innovative measures to cut costs or improve efficiency in department.

O 4. Reculatory. Improve regulatory performance for QPD activities, i

a. Show improving trend for QPD activities in next Nuclear Regulatory Commission (NRC) Systematic Assessment of Licensee l

Performance (SALP) Report.

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b. Have no cited NRC violations for QPD activities.

O c.- Demonstrate improved performance in the next Institute of Nuclear Power Operations (INP0) evaluation for our operating experience trending program.

5. Efficiency /Prouuctivity. Provide recommendations that will enhance organizational efficiency and productivity.

O- a. Complete at least two process evaluations and offer recommendations-to improve the effectiveness and efficiency of these processes,

b. Complete review of all management directives in Quality  ;

Administrative Procedures and revise these to assure current O -- validity and efficiency.

6. Human Resourcer. Continue implementing the Nuclear Operations Succession Plan (including developmental assignments).

g a. Assess developmental needs for all exempt employees (define by June, begin implementing by year end),

b. Develop a Code of Ethics for Quality professionals.

7. Eoual Employment Oooortunities (EEO). Meet affirmativo action goals.

O a. Strive to achieve opportunity percentage targets provided by Human Resources group for all job classifications.

-b. Ensure all QPD personnel have an opportunity to participate in EE0 training.

O 8. Safety. Emphasize industrial safety and a safe work environment by the personal actions and involvement of each manager and supervisor,

a. Ensure that all- QPD supervisors and verifications personnel have been trair.ed and have implemented Safety Observation Training w Program (SiOP) Program. (Training complete and-program in use by u June.)

b. Each STOP trained employee document at least four STOP observations by year end.

c. Manage QPD personnel (including contractors) such that no more V, than one minor accident occurs (by year erd).

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9. As low As Reasonably Ar:hievable (ALARAI Radiation Exposure. Support efforts to reduce radiation exposure and radioactive waste generation, O including source term reduction,

a. Ensure that QPD personnel receive no more than 3.5 man rem during 1992.

b. Provide a representative to participate in the Radiation Safety /ALARA Committee and ensure attendance and meaningful O participation.

10. Qualtiv Proorg.!g. Implement meaningful improvements to the Quality Program.

a. Develop a recognition program which acknowledges quality O performance and workmanship by June,

b. Use the People Achieving Corporate Excellence (PACE) process at least twice to effect quality improvements.

c. Establish controls to ensure that Industry Operating Experience, O INP0 Guidelines, and NRC Irspection Criteria are effectively used for verifications programs by June,

d. Perform audits or evaluations which address the following areas:

e Effectiveness of follow-up on INP0 concerns O e Maintenance procedure upgrades

• Inspection planning effectiveness (audit)

• Implementation of procurement initiatives e Shutdown risk management measures O

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APPENDIX A O

1992 PERFORMANCE INDICATOLEQ315 O

Industry Performance Indicators Goal Unit Capability factor > 80 %

O Unplanned Capability loss Factor < 5%

Unplanned Automatic Scrams < l.2 per 7000 Hours Critical Safety System Performance O

(1) High Pressure Injection System < 0.030 (2) Emergency feedwater System < 0.025 (3) Emergency AC Power System < 0.015 O

Thermal Performance > 99.5%

Fuel Reliability < 0.012 pCi/g Collective Radiation Exposure < 334 Rem O

Volume of Low-level Solid Radioactive Waste < 167 m 3 Chemistry Index < 0.40 Industrial Safety Accident Rate < 0.30 0

Ether Performance Indicators Goal Capacity-Factor > 78.1 %

O Nuclear Operations (FPC) Safety Performance Index < 0.20 Nuclear Operations (FPC) Contractor Safety <.0.20 Performance Index 0

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