ML20059H287

Rev 4 to Calvert Cliffs Nuclear Power Plant Performance Improvement Plan Implementation Program

ML20059H287
Person / Time
Site:	Calvert Cliffs
Issue date:	09/07/1990
From:	BALTIMORE GAS & ELECTRIC CO.
To:
Shared Package
ML20059H284	List: ML20059H281 ML20059H287
References
PROC-900907, NUDOCS 9009170091
Download: ML20059H287 (148)

Text

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l CALVERT CLIFFS NUCLEAR POWER PLANT

-O PEFORMANCE IMPROVEMENT PLAN IMPLEMENTATION PROGRAM Revlolon 4 September 7,1990 -

inalmations

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l Remove Pages insert Pages j

Front Matter 1

9/7/90 Transmittal Lottor i

All except Transmittal Letters All Front Matter Rev. 4 -

.1351.0 Introduction & Backoround l

All 1-1 thru 1 20 '- Rev. 4 j

Tab 2.0 Management Process Imorovements Ali 21 thru 2 Rev. 4 j

Tab 3.0 Organizational Dynamics Imorovements O

All 31 thru 3 26 - Rev. 4 Tab 4.0 Assessment Caoability improvements All 4-1 thru 4-27 Rev 4 Tab 5.0 Activity Control imorovements i

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- 51 thru 5 36 - Rev. 4 Tab 6.0 PIP Verification Processes All 61 thru 6 Rev. 4 Tab Anoendix A PIP Action Plan Schedgleg i

Page 4 of 5

. Page 4 of 5 Tab Aooendix B PIP Action Plan Resources t

5.3.4 Design Basis Consolidation 5.3.4 Design Basis Consolidation Tab Accendix C PIP Action Plan Pronress None

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9oo9170091 900907 Page 1 of 1 1

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CALVERT CUFFS NUCLEAR POWER PLANT 1

PERFORMANCE IMPROVEMENT PLAN IMPLEMENTATION PROGRAM i

Revision 4 - September 7,1990 i

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PREPARED BY I

NUCLEAR SAFETY AND PLANNING DEPARTMENT i

NUCLEAR ENERGY DMsloN i

BALTIMORE gas & ELECTRIC COMPANY t

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SUMMARY

Baltimore Gas & Electric Company BG&E) dated April 7,'1989. The PlP issued its Calvert Cliffs Peijerrrisrce improvement Plan (PIP) to NRC letter provided an overview of BG&E's assessment of needed to mance at Calvert Cliffs and to restore it to a top lcs in the nuclear also described efforts taken ove the management of Calvert Cliffs. prior to the formulaton of the PIP to BG&E committed to ing ion. of resources needed to implement each action, scheduling necessary activities associated with the action plans, and developing verification plans by July 31,1989.

The April 7,1989 PlP described the process of analyzing symptoms and ascribing appropriate root causes, it was found that dec'.aing performance at Calvert Cliffs could be attributed to 11 root causes, discussed in Section 1.

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

This PlP Implementation Program (PIP-IP) documents BG&E's plans and progress related to all of its PIP commitments..

O The eie ie is a comprehensive mechanism for the controi. ooordination.

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Implementation, monitor

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, verification and closure of various improvement initiatives originally asse und r the PIP. dated April 7,1989. Control of these initiatives (Action Plans)iples ensure the concurrence of the responsible groups on '

is provided through tite apphcation of project management principles. These princ the scope, schedule, and budget (man-hours) for each Action Plan. Any subsequent changes require approval by appropriate line management.

Coordination is provided by grouping the Action Plans into related functional areas (Sections 2 through and by an integrated schedule network i

( roject/2) to iduntify and pu h the magnit and timing of required resource ocations. Summary level schedules and r6 Sources are shown for all of the Action Plans in Appendices A and B, respectively.

Action Plan implementation is monitored and tracked on a biweekly basis to ensure progress toward milestones is achieved. Action Plan progress tracking is facilitated by cioar identifying the iverables for each Action Plan and-by ensuring that all liverables are = supported by appropriate - schedules - and milestones.

Variances are reported to ment for follow up..

Quarterly progress on Action Plans is summarized in Appe ix C.

When all of the scheduled milestones for a given Action Plan have b' oon achieved, implementation Verification commences, as described in Section 6. This ensures that all of the intended Deliverables are in place and provides insight as to whether they are adequate to accomplish the intended purpose of the Acton Plan.

O-in many cases, an Action Plan only puts tools" in ace, and the line organizations must use those tools in order to achieve the int performance improvement.

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Other elements of the Vermcetion process described in Section 6 are O

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focus on results and will be the bases for the determination that individual Action i

l Plans have been effective and that the PIP has been effective in addressing the 11 J-root causes docussed in Section 1. This determination is a key factor in the closure of individual Action Plans, as well as in the eventual closure of the PIP IP, t

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TABLE OF CONTENTS i

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Ust of Tables v

Ustof Acronyms vi q

1.0 INTRODUCTION AND BACKGROUND

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1.1 Management Expectations 1-4 1.2 PlP lmplementation Program Format 15 l

1.3 PIP Implementation Program, Schedule, Resources l

and Progress 1-8 j

1.4 Special Team inspection Long Term issues

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1.5 PIP Implementation Program Management Controls 1 10 i

k 2.0 MANAGEMENT PROCESS IMPROVEMENTS 2-1 i

2.1 Performance Standards 2-1 2.2 Communications Plan 23 2.3 NPP lasues Based Planning 2-6 2.4 Resource Allocation 2-8 l

2.5 Accountability improvements 29 2.5.1 Commitment Tracking System 29 j

2.5.2 Regulatory Commitment Management.

Process 2-12 3

l 2.5.3 Performance Objective l

Improvements 2 15 g

3.0 ORGANIZATIONAL DYNAMICS IMPROVEMENTS '

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3.1 -

Organizationalimprovements 3-1 j

3.2 Managing Organizational and Program Change '

3-2 3.3 Leadership Conferences 3-4 a

3.4 Teamwork and Interfaces 3 1 3.5 Project Management 3-8

, 3.6 Daily and Outage Work Control 3-11 3.6.1 Site integrated Scheduling 3 12 e

3.6.2 Maintenance Work Control 3 15 3.6.3 Operations improvement Plan 3 17 O

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TASLE OF CONTENTS (Continued)

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Section Illis Eage i

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3.0 ORGANIZATIONAL DYNAMICS IMPROVEMENTS (cont'd) i 3.7 Engineering Pimming 3 19 a

l 3.8 System Circles 3 21 l

3.9 Quality Circles Program 3 24:

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4.0 ASSESSMENT

CAPAmRT'Y IMPROVEMENTS 41 4.1 Operating Experience Review 41 4.2 Quality Controlimprovements 4-4

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4.3 Quality Assurance intomal Assessment improvements 47-l 4.4 independent Safety Evaluation 4 10 4.5 Safety Assessment 4-12 j

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Root Cause Analysis improvements,

4 15 4.7 Plant Operations and Safety Review 4-17 t

Committee 4.8 Off Site Safety Review Committee 4-20 j

4.9 Visiting Other Plants 4 23 l

4.10 issues Management System 4-25 j

5.0 ACTIVITY CONTROL IMPROVEMENTS.

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5.1 Auxiliary Systems Engineering Unit (ASEU) 51 5.2 Proceduralimprovements -

53 5.2.1 Procedure Upgrade Program 53-5.2.2 Surveillance Test Program 57 5.2.3 Post Maintenance Testing 5 10 5.3 Configuration Control improvements 5-12 l

5.3.1 Procurement Program Project 5 12-5.3.2 Equipment Technical Database &

l Maintenance Planning System 515 i

5.3.3 Technical Manualimprovements 5 n 5.3.4 Design Basis Consolidation 5 21 5.3.5 Records Management / Document Control 5 24 5.3.6 Information Resouroos Management -

Project 5 26-iv -

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TABLE OF CONTENTS (Continued)

Section 1 03 P. age O;

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ACTIVITY CONTROL IMPROVEMENTS (cont'd) 5,4 Technical Capability improvements 5 29 j

~5.4.1

. System Engineer Training 5 29.

j 5.4.2 Minor Modifications 5 31 1

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" Reliability _ Centered Maintenance 5 34 i

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6.0 PIP VERIFICATION PROCESSE9 61 '

1 6.1 Implementation Verification 62 i

6.2 Management Feedback Verification L6 3 -

l 6.3 PIP Effectiveness Verifcation 6-4 j

l APPENDICES A

PIP Action Plan Schedules

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B PIP Action Plan Resources -

C PIP Action Plan Progress j

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LIST OF TABLES i

t IAh!t 3 12 P.AQt 11 PIP implementation Program Action Plans versus 4/7/89 PIP l

Action Plans and Root Causes 11 1

12 PIP Long Term Commitments Associated with STI l

Unresolved items 1 14 13

. PIP Long Term Oommitments Associated'with STI Additional Concerns

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1-4 Root Causes Addressed by PIP' implementation Program-3 l-Action Plans and 4/7/89 PIP Action Plans 1 16 l

61 PIP Effectiveness Verification Matrix 67-C1 PIP Summary Report C :

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l UST OF ACRONYMS g-AGS Assistant General Supervisor -

j ANSI American National Standards institute l

ASEU Auxiliary Systems Engineering Unit l

l ASME American Society of Mechanical Engineers

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BG&E Baltimore Gas & Electric Company l

CCETS Calvert Cliffs Equipment Tracking System i

CCI Calvert Cliffs instruction CCNPP-Calvert Cliffs Nuclear Power. Plant CCNPPD Calvert Cliffs Nuclear Power Plant Department.

CFR Code of Federal Regulations ;

CMU Configuration Management Unit DES Design Engineering Section Dockret Document Retrieval E&C Electrical & Controls l

EPRI Electric Power Research inotitute EPU Engineering Planning Unit l

ETD Equipment Technical Database FCR Facility Change Request i

FSTC Functional Surveillance Test Coordinator GS General Supervisor HPES Human Performance Enhancement System INPO Institute of Nuclear Power Operations IREP Interim Reliability Evaluation Report.

ISEU Independent Safety Evaluation Unit

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ISI in-Service inspection JUMA Joint Utility Management Audit KT Kepner-Tregoe MO Maintenance Order e

MPS Maintenance Planning System MR Maintenance Request MSU Management Systems Unit

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NCR Non-Conformance Report NED Nuclear Energy Division NEDCP Nuclear Energy Division Control Procedure l

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LIST OF ACRONYMS (Continued) h NESD Nuclear Engineering Servioos Department NIPS Nuclear information Planning and Support NMS Nuclear Maintenanos System NOMD Nuclear Ot*v Managemen', Department NPP Nucisar Program Plan -

NS&PD Nucisar Safety & Planning Department NRC Nuclear Regulatory Commission O&M Operations & Maintenance OMC Outage and Maintenance Coordination - Operations and Malntenance Coordinator OPMD Outage & Project Management Department OSSRC Off Site Safety Review Committee-PES Plant Engineering Section PIP Performance improvement Plan PIP-IP Performance improvement Plan implementation Program PM Preventive Maintenance -

PMT Post Maintenance Testing.

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POSRC Plant Operations and Safety Review Committee -

POU Procurement Quality Unit PUP Procedure Upgrade Program P&PE Plant and Project Engineering-QA Quality Assurance QAP Quality Assurance Procedure-QASSD Quality Assurance and Staff Services Department QAU Quality Audits Unit QC Quality Control QV Quality Verification-RCA Root Cause Analysis RCM Reliability Centered Maintenance SALP Systematic Assessment of Licensee Performance SER Significant Event Report SOER' Significant Operating Event Report SSFl Safety System Functional inspection SSTC Site Surveillance Test Coordinator vil-Revision 4 - September 7,1990

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i UST OF ACRf>NYMS (Continued)

SSTPu Sao S-Trar.- moor O

ST Surveillance Test STI SpecialTeam inspection STP Surveillance Test Procedurt V?

Vice President 1

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1.0 INTRODUCTION AND BACKGROUND

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.O The April 7,1989 Performance improvement Plan (PIP) described the process I

of analyzing symptoms and ascribing appropriate root causes. It was found that j

declininD performance at Calvert Cliffs could be attributed to 11 root causes. These were:

1 Insufficient expectations and performance standards, 2.

Insufficient accountability,-

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Insufficient vertical and horizontal communications,

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

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Insufficient definition of interdepartmental roles, interfaces, and respon-f sibilities, i

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Insufficient planning, 7.

Insufficient depth of assessment and root cause analysis,

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Insufficient monitoring, follow up, and trending,;

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Insufficient issue discovery, O

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insufficient scheduiina and prioritization. and 11.

Insufficient resource allocation.

The PIP also outlined a number of initiatives, either. planned or underway, j

which would address the 11 root causes and/or their effects.

In that document, BG&E indicated that perfctmance improvement centered on I

management and organizational effectiveness. In addition, that report spelled out a-number of management polic'r and organizational leadership changes that had-i already occurred at Calvert Clif s. It further stated that the objective of the PlP is to t

develop and implement a manageable set of focused actions that will: -

Address previously unidentified causes of Calvert Cliffs' decline in i

performance.

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

Incorporate a process that will systematically identify and provide for timely resolution of performanr4 problems, including those addressed in this report, any protAem:; not yet identified, and tture problems as they arise.

L Incorporate a process that will systematically monitor the progress of i

.Q these actions; this process will also redirect e forts on those actions that

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fail to achieve the desired results.

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At the time the PIP was being developed, NRC was performing a Special Team inspection (STI). The STI report, dated May 23,1989, cited a number of l

porosived management defleiencies at Calvert Cliffs. We compared NRC's observa-tions of management defloiencies at Calvert Clllis with the PIP Action Plans. There 4 agreement between BG&E and NRC as to the nature of many of the perceived management problems. Many of these were already beirn addressed by BG&E.

Our June 21,1989 response to the STI identifies both the awet term and long-term 4

plans for resolving our mutual concems over management deficiencies. These are discussed further in Section 1.4. In addition, certain long-term issues arising from j

NRC inspection Report No. 50-317/89-81, " Readiness Assessment Team inspection",

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are also being addressed by the PlP IP (see Section 3.6.3).

BG&E reco nizes that ' the key to 4 sustained excellence is effective management.

Effective management encompasses both process and personal

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involvement. The process of effective management entails:

o setting appropriate organization goals, j

o clearly communicating management expectations for these goals to employees, o

developing an appropriate strategic plan which addresses the issues pertinent to nuclear plant operation, 4

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assigning responsibilities for executing the plan, and then holding responsible people accountable for resu ts, and o

allocating resources to effectively implement the plan.

1 This process must be dynamic and responsive. It requires effective feedback mechanisms to allow progress to be monitored by management and success to be measured. it must be foxible so that appropriate reveons can be made to the planning and implementation proceso.

j stocess are the heart of our ma(nage) ment process.The Nuclear Program Pla r

The NPP will be used to "ormalize and internalize the initiatives started under the PIP and new initiatives as they are defined. Responsibilities will be assigned and resources will be allocated based on the NPP. Development and refinement of each year's NPP will be based j

on:

o The issues Based Planning process, l

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Performance objective reviews, o

input from h4 pendent safety and quality monitoring entities such as NRC, INPC, and BG&E internal organizations-(e.g.,- QA, OC, Plant Operations and Safety Review Committee, Off Site Safety Review s

Committee, and independent Safety Evaluation Unit), and j

o issues that arise from industry (e.g., NUMARC)..

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

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' Just as important to effective management are the personal aspects, such as:

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o providng leadership, l

o mot!vating and encouraging,-

o allowing for personal and professional growth,

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o encouraging and accepting feedback, I

o developing and assuring open communications, and -

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eliminating fear and rewarding achievement.

i These as: sets play prominent roles in BG&E's overall management strategy as well j

as in the performance improvement Plan.

j The original PIP initiatives were further iefined and expanded with the initial i

issuance of the PIP implementation Program (PIP IP) on JuY 31,1989. The following

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sections provide additionalinformation concerning the philosophy and format of the c

PIPIP.

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1.1 MANAGEMENT EXPECTATIONS O

I To pedorm effectively, an or

's employees must know what is expected of them. Even the best perform below expectations if those expectations are not clearly understood roughout the employee's organization.

Declining performanos at Calvert Cliffs was due in part to insufficiently defined and understood management expectations. - It was not clear to all employees that a high level of oonoom for safety and quality was exposted, or that industry issues were to be tracked, evaluated, and acted upon. Of equal importance is for employees to know what they can expect of Mana

" Mutual Obligations" was developed:gement. To +:-:-:-Tf:P this, the following set of SAFETY AND QUALITY ARE MORE IMPORTANT THAN PRODUCTION:

o MANAGEMENT WANTS PROBLEMS IDENTIFIED o

A QUESTIONING A11jTUDE IS AN iMPORTANT PART OF SAFETY o

WHEN IN DOUBT, PROCEED CONSERVATIVELY o

PROCEDURES AND SAFETY PRACTICES MUST BE FOLLOWED o

RESOURCES WILL BE PROVIDED TO DO THE JOB RIGHT o

DO THE JOB RIGHT THE FIRST TIME o

PAY A1TENTION TO DETAIL l

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1 SAFETY AND OUALITY WILL LEAD TO EFFECTIVE PRODUCTION.

These " Mutual Obligations" have been issued to Calvert Cliffs personnel under the programs described in Section 2.2. We will continue to rginforce management expectations so that they will not be forgotten or misinterpreted 1

This area was assessed as part of the Management and Quality _ Assurance Assessment completed on April 27,1990; documentation on file. Inis area will be reassessed with respect to Performance Standards gion 6.3, T Sect!on 2 as Q.

rt of the Design and piemontation Assessment (see 6-1-4 Revision 4 - September 7,'1990 1

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1.2 PIP IMPLEMENTATION PROGRAM FORMAT j

i The presentation of the Action Plans in the PIP Implementation Program -

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signifloantly differs from the format used in the PIP The format changes reflect the evolving process of the PIP. The PIP im:dementation Program format has been chosen to show integration of Action Pens for cohesive, vertflable, long-term performance improvement, j

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Each Action Plan in the PlP implementation Program is formatted as follows:-

i BACKGROUND j

This includes a brief. summary of the events leading to or l

surrounding the creation of the Action Plan.

SCOPE AND OBJECTIVES

i This is divided into two parts, Action Plan and Overall Objectives. The former gives the direct results of the Plan and i

the attributes of those results; the latter states the overall improvement obective and indicates who. must do what with the Action Plan de'iverables in order to achieve that objective..in many cases, the i

Action Plan only puts tools in place, and others must'une twoe tools in order to achieve improvement. in some cases, however the desired improvement is achieved merely by putting the deliverable in place, i

O DEuvERAstES This is a listin I

several categories. gof the outputs of the Action Plan. They fall into' rhey may be tangible products, such as revised i

procedures, lesson plans, or computer software.

They may be i

corrective processes to fix existing deficiencies. They may be new or improved programs describing how we are going to do business from now on.

Twy may focus on correcting or preventing, specific deficiencies resulting from a root cause, or-they may focus on

- eliminating the root cause. Finally,' they may operate at the local or functional level, or they may operate at the Divisional or programmatic level.

MILESTONES These are key summary-level activkies, within the overall schedule for the Action Plan. Each corresponds to a milestone in the actual Proect/2 schedule, and each is supported by:a number of activities. Completion of all of the milestones in an Action Plan triggers the implementation Verification phase.

SCHEDDLEAND_RESODRCES 1

This usually includes a summary-level schedule and a resource i

histogram, which are wesented in Appendices A and B. Detailed sche-Q dules and resource adlocations are tracked by the individual Action Plan l

Managers and are not included here.

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. This indicates who is r::;-x *e for the satisfactory complet on i

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of the Action Plan Scope items.

VERIFICATION l

~ This section indicates the recommended verification methods to assess the Action Plan output and effectiveness and-the overall lwformance improvement effectiveness, as supported by that Action

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Due'to the diverse nature of the various Action Plans, a three-.

part verification process has been developed. The three parts are:

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o implementation verification - This provides assurance that the -

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inital requirements for performance of the Action Plan have been.

met.

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Feedback verification This contributes to an. on-going assessment of the performance of Action Plans.. This may utilize i

any of. several

methods, including trend monitoring, management observations, foodback from workers, and perfor--

mance appraisals.

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Effectiveness verification - This provides a thoro I

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assessment inaus modew up. NaC ver*ai-s&h overview sp.cti-techniques.

These assessments' will focus on performance improvement in the areas ef:-

t Management and Quality Assurance, j

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Self Assessment and Events Analysis, i

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Design and implementation Processes, and -

Interfaces and Support for Maintenance and Operations Functions, Correlation of PIP IP sections with April 7,1989 PIP Action Plans and asso - l clated root causes numbers defined above is shown in Table 1.1. Table 1.4 shows the same information sorted by root cause.

Within the body of the PIP IP, Action Plans are grouped by their functional relationships, rather than root cause, as follows:

j Management Process improvements (Section 2.0), including Action -

Plans related to setti goals and prorities, management planning, resource allocation, accountability, Organizational Dynamics improvements (Section 3.0), including' Action Q

Plans related to improving management skills, improving intergroup l

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communications, and performing work in BG&E's organization O

structure.

Assessment Capability improvements (Section 4.0), including Action Plans related to self-assessment of activities for safety significance, root cause ardic, improving effectiveness of quality assurance and quality control, and improvng BG&E's understanding of nuclear 3r,oustry i

- problems for application at calvert oss.

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Activity Control improvements (Section 5.0), including Action Plara related to improving technical capabilities, upgrading procedures, improving the procurement and maintenance processes, and improving -

j design basis eocument control.

PIP Verification Processes (Section 6.0), including the methods by 1

which PlP implementation and effectiveness will be verified using the verification methods described above.

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1.3 PP 1WPMMENTATION PROGRAM SCHFDum RESOURCES AND O

PROG 4 ESS The schedules for the Action Plans are shown in Appendix A.

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schedules were CW based on resource h% according to Action Plan priority. Since perfonnance improvement is intended to be, and expected to be, a dynamic prooses, additional prooram refinements are'Ikely and may result in schedule changes. We will factor these changes into our overall implementation and l

verification programs as they are identified, i

Overall resource requirements for the Action Plans are shown in Appendix B.

. Specific resource requirements for the development and implementation of individual Action Plans will be refined as necessary as the implementation Program proceeds.

A summary of pro is shown in Appendix C. press made on all Action Plans during the previous q his appendix will be updated periodically._

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1.4 SPECIAL TEAM INSPECTION LONG-TERM ISSUES O

BG&E's June 21,1989 response to the STI Report stated that certain term corrective actions would be addressed in the PIP.. We compared NR s observations of management de,iciencies at Calvert Cliffs with the PIP Action Plans.

There is agreement between BG&E and NRC as to the nature of many of the management problems. This provides BG&E with added confidence that the PIP Action Plans have a cound basis.

In preparing the PIP implementation Program, each of the res:xmses to the j

STI Report was reviewed and PIP

-term commitments were adcreased in the Action Plans contained in Sections 2.0 rough 5.0. Short term items from BG&E's Restart Commitments letter dated-23,-1989 and from BG&E's STI response letters dated June 21,1989 and July 1,1989 are addressed separately and are not

ert of the PIP 1The Action Plans,-as further developed herein, appropriate noorporate STI long-term commitments..

Tables 1.2 = and - 1.3 correlate Pi implementation Program section numbers to the appropriate

-term commitments '

related to STI Unresolved items and Additional Concerns, respect voly, t

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.m 1.5 PIP lMPLEMENTATION PROGRAM S".NAMMENT CONTROLS O

Because the PlP-IP is a lar scale, long-term program, a : number of

. management controis have boon inst

. To assure that the PlP IP is consistent BG&E with project management policies (see Section 3.5, Project Management formal change control process was implemented on November 8.,1999. Tw Chan),ge a

Control prooses requires appropriate management-level apyoval for any proposed changes to Action Pens which would affect scope, milestone, critical path schou's, or resources. This process is documented in the PIP Planning Manual, which was issued to all PIP Action Plan Managers.

A number of methods are used to monitor and control PlP implementation Program status. These include:

o Bi weekly Action Plan Manager' Status Reports. These are filled in by ~

each Action Plan manager to 'pive progrees apinst milestones. This is summarized for each Action Pan and issued t:, **ookly.

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Bi weekly PIP Status / Topical Meeti s - These nestings, run by the PIP.

Program Manager, normally inci

,. General Supervisors and Action Plan managers..The me.eg alternates between status meetings and topical meetings. Topical meetings are used to provide in depth discussion opportunities for plant management concerning specific improvement topics. Status meeti s are used to update Action Plan r7ress. The status meeting is structured to include biweek$ w:,on Plan progress, " heads up"isor expectations reports on items of common interest,- Manager and General Suoorv and overall program progress.- The minutes of those meetings,.

Including progress reports on each Action Plan are issued to the VP-NED and Managers.

PIP xogress ^ summarios also are issued l separately to the Chairman cd the Off-Site Safety Review Committee-and to the Chairman of NRC's Calvert Cliffs Assessment Panel, o

Daily Meetings - The PIP Program Manager, or his representative, attends the 8:00 A.M. daily plantL meeting' and discusses current concerns or items of interest as a standard agenda item at the meeting, o

Two Week "Lookaheads" - Action Plan managers receive a list of PIP activities and milestones scheduled within the following two weaks and at each biweekly PIP status meeting Mileenes-only versions of these reports are distributed weekly at the 8 AM daily plant meeting, o

Management Review Board - PIP is a standard agenda item' at the regular Management Heview Board meetings conducted by the VP-NED and Managers, o

Verification Activities - These are discussed in' detail in Section 6.0, PIP '

~ Verification Processes.

1 A " milestone" is an action statement contained in the Action Plan which is'l

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accomplished through certain scheduled activities.

Completion of - the scheduled activities constitutes meeting the " milestone."

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l Tabie 1.1 O.

pip imaie-.aisii.a Pr.orem meii.a Piaas 1

versus 4/f/89 PIP Aetion Plans and R t Causes I

4/7/89 i

PIP Implementation Program PIP Action Associated Root i

Section & Description Plan No.

Cause Numbers i'

SECTION 2.0 MANAGEMENT PROCESS IMPROVEMENTS i

2.1 Performance Standarda ll.B.9 -

1 l_

2.2 Communications Plan

!!.B.3 1,3,4 l.

t

^

II.B.4 2.3 NPP issues Based Planning II.B.1 6, 9,11 2.4 Resource Allocation

• IV.B.1

~11 I

2.5.1 Commitment Tracking II.B.6 2, 8 2.5.2 Regulatory Commitment J

Management Process 2, 8 O

2.5.3 eeriormance Osjective i

improvements ll.B.2 2, 8

?

• Not a PIP-lP ' Action Plan.'

SECTION 3.0 ORGANIZATIONAL DYNAMICS IMPROVEMENTS 3.2 Managing Organizational and IV.B.5.

5, 6 Program Change 3.3 Leadership' Conferences ll.B.11 '

3, 5 3.4 Teamwork and Interhes ll.B.7.

3, 5 l

l 3.5 Project Management ll.C.1 5

3.6.1 Site integrated IV.B.3-6,10

.s Scheduhng 3.6.2 Maintenance Work IV.B.3 6,10

'I Control j

3.6.3 Operations improvement IV.B.3-3,6,11

.Q Plan 1-11 Revision 4 - September 7,1990

?

l

)

i i

O Tobie i i PlP im piementation Program Action Plans I

versus 4/1/89 PIP Action Plans and Root Causes (Continued) 4/7/89.

PIP Implementation Program PlP Action Associated Root -

Section & Descriptigo Plan No.

Cause Numbers SECTION 3.0 ORGANIZATIONAL DYNAMICS IMPROVEMENTS (cont'd) i 3.7 Engineering Planning IV.B.2 6,10 3.8 Systems Circles ll.C.2 3, 5 '

]

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

4.0 ASSESSMENT

CAPABILITY IMPROVEMENTS l

4.1 Operating Experience Review '

lil.C.5 8, 9 l

O 4.2 Quay Contrer improvemonts Ill.C.3 8

l 4.3 Quality Assurance internal Ill.C.3 8

Assessment 4.4 Independent Safety Ill.C.2 7, 8 Evaluation Unit 4.5 Safety Assessment Ill.B.3

-7 4.6 Root Cause Analysis Ill.C.4 7

4.7 Plant Operations and Safety ill.B.2 -

' 8, 9 Review Committee 4.8 Off Site Safety Review 111.B.1 8, 9 Committee 4.9 Visiting Other Plants Ill.B.7 9

4.10 lasues Management System 8,10 0

1 12 Revision 4 - September 7,1990.

J u

-,,..-.,n,-e;

-+..n.

v i

l O'

T=*i 5 $

it PIP ImCx.-eei!on Program Action Plans versus 4/7/89 PIP Action Plans and Root Causes 1

(Continued)-

4/7/89 -.

.t PIP Implementation Program PIP Action Associated Root i

Section & Descrioton Plan No.

Cause Numbers y

SECTION 5.0 ACTIVITY CONTROL IMPROYEMENTS 5.1 Auxiliary Systems IV.B.4 11' Engineenng UnN 5.2.1 Procedure Upgrade Program ll.B.10

- 1,2,5

]

5.2.2

- Surveillance Test Program ll.C.5 5.

5.2.3 Post Maintenance Testing Ill.C.7

- 8 l

5.3.1 Procurement Program Project lil.C.6 1, 9

]

i 5.3.2 Equipment Technical Database -

l

& Maintenance Pianning:

-l O

system ii.B.S.

3, 5. s 5.3.3 Technical Manual l

Improvements ll.C.6 1, 5, i i 5.3.4 Design Basis Consolidation Ill.B.4 7'

l 5.3.5 Records Management /

Document Control

. 1,5,11 L

s 5.3.6 Information Resources 6,11:

j Management Project 5.4.1 System Engineer Training lit.B.5 5

5.4.2 Minor Modification Process improvements Ill.B.6 --

7

- 5.4.3 Reliability Centered Maintenance (RCM) lil.B.8 8

. o 1-13 Revision 4. September-7,' 1990

.i Y

o

-w a

v"-*-rde e

w e ve - e aw w

T-v ur m'yv%

e e

w&--+xv

-aw-varm

@e-edg--w-yo-

-er

• -mswg--si-m

• y ee br -,eer-s-w--++e'-"=e-6 e

32

.e o

9 PIP Long-Term Commitments with STI Unresolved items *'

in

- Unresolved PIP IP a

item No.

Description Section

- Ig!n -

L-Temporary Modifications -

4.5 ;

Safety Assessment 4

L 5:

%ad of Detailed Work-5.2.1 Procedure Upgrade 1' j

l Instructions '

Program 6-

. Incomplete Documentation

- 3.6.2.

Maintenance Work c? Completed Maintenance.

Control Id 5.3.2 Equioment Technical-Database and Main.

i

. tenance Planning System ^

7 Control of Vendor

. 5.3.3 :

Technical Manual Technical Manuals Improvements.

. 5.3.51 Records Management /

Document Control h

9 No Procedures for 4.2 l

!QC Improvements 1

Control of Q0..'

L Inspection Activities-10 No Site Writer's Guide -

5.2.1 -

Procedure Upgrade

}

for STPs Program a

5.2.2.

1 Surveillance Test =

' ~ ' Program T

14 No' Administrative.

5.4.2 -

. Minor Modification Mechanism td Handle -

R Process. improve--

+

?

Minor Modifications

-- men +s -

^~

y j

)

0 E

ly i

Q,o See BG&E ST) response letter dated June 2.1,1999.

t

+

i 1-14

. Revision 4 - September.7,q1990 c L.

rr -- + - -

e.,

e s w-

.-e em o

4, e-,

.,e-

.,, -...,, cme.m

--.re m sn n,

~

-w-,,-,

e o

es,.i,-

.v.,

a

i i

(Y

Table 1.3 I

U PIP Long Term Commitments Associated with :

STI AdditionalConcerns*

Additional

' Concern IP-IP :

J thk.

Description Section

' Itig -

3 Weaknesses in NED's -

4.0

- Assessment Capabil.

~

• Corrective Action

. ity improvements-Processes 6.0

' PIP Effectiveness !

4

+

Verification 4

System Engineering 5.4.1 System Engineer.

j Training 5

Post Maintenance '

3.6.2 Maintenance Work-

. Testing Deficiencies -

Control o

5.2.3 Post Maintenance

. Testing l

4 7-Procedural Upgrade 5.2.1 ~

Procedure Upgrade Project Weaknesses-

. Project 1

.O 8

Project Management.

3.5 Project Management i

Manual Fe..sonal '

improvements -

Responsibilities

}

]

9 Safety Grade Spsre 5.3.1 -

Procurement Program ei Parts inventory

_ Project, s

l 10-Communication of Goals, 2.0 Management Process Expectations and improvements -

Priorities -

h 12 Div: ad Responsibility 5'.2.2 Surveillance Test ~~

l for durveillance Test Program Program r.

l 5.2.1 Proceddre Upgrade c Project

?

[.

n i.

1 s

OD i

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

1 1-15

- Revision 4 - September 7,1990

. L... -..

?

t L

L Table 1.4 :.

-i 1

.O Root CouMs Addressed by PIP implementation Program -

Acuon P: ens and 4/7/89 PIP. Action Plans j

4/7/89-1 PIP Implementation Program,

PIP Action Section & Descriotion Pian No.

j h

1 ROOT CAUSE 1: ' insufAcient Expectations and Performance.

Standards-l 1

2.1; Performance Standards -

II.B.9 ~

r

- 2.2 Communications Plan ll.B.3 II.B.4 -

5.2,1~

Procedure Upgrade Program-II.B.10 '

5.3.1 Procurement Program Project Ill.C.6 L

5.3.3 Technical Manualimprovements-II.C.6 l

5.3.5 Records Management / Document Control 1

ROOT CAUSE 2:

Insufficient Accountability -

l 2.5.1 Commitment Tracking System

. II.B.6 i 2.5.2 Regulatory Commitment Management:

~

q Process.

4 2.5.3

~ Performance Objective improvement' I.B.2 ~

l:

ll s

4 5.2.1 Procedure Upgrade Program II.B.10 ROOT CAUSE 3:

Insufficient Vertical and Horizontal '

. Communications 2.2 Communications Plan-

II.B.3 '

'l ll.B.4 3.3 Leadership Conferences

~ ll.B.11 3.4 =

Teamwork and interfaces -

II.B.7 c 3.6.3 Operatbns improvement Plan-IV.~d.1 3.8 System Circles ll.C.4 O

f 1-16 Revision 4 - September 7,1990.

..J

--]'

r. '

F I

- Table'1.4 !

o

- O-Root Causes Addressed by&/89 PIP Action PlansPIP Implementation Pi L

Action Plans and 4 i

-(Continued)

'i 4R/89 :.

1 PlP implementation Program;

. PIP Action.

Section & Description

' Plan No.

,{

s ROOT CAUSE 3:

Insufficient Vertical 6.rd Horizontal.

. Communications (c c,r..'d).

3.9 -

Quality Circles Program II.B.8 -

5.3.2 Equipment Technical Database II.B.5 f,

- & Maintenance Planning System -

~

l COT CAUSE 4:

Insufficient Communication of Violon, Direction,' -

and Performance Expectation by Senist Management L

I 2.2 '

Communications Plan -

II.B.3

.l ~

II.B.4 7

t" n

ROOT CAUSE 5:

Insufficient Definition of interde partenental

~

U

- Roles, interfaces, and Rseponsibilities-l 3.2 Managing Organizsional & Program _

IV.B.'5 Change 3.3 -

Leadership Conferences ll.B.11 L.

l:

3.4 Teamwork and Interfaces lI.B.74 j

3.5 Project Management il.C.1 g

3.8 System Circles ll.C.2 ~

3.9 Quality Circles Program

> ll.B.8 -

,~

5.2.1 Procedure Upgrade Program

- II.B.10 5.2.2 Surveillance Test Program

il.C.5 -

l 5.3.2 Equipment Technical Database -

II.B.5.

& Maintenance Planning System.

5.3.3 Technical ManualImprovements ll.C.6' 5.3.5 Records Management / Document Centrol O

5.4.1 System EngineerTraining, ll.B.5 1-17.

Revision 4 - Sept' ember 7,1990 i

"~

.x

.. -. =.....= - - -

.i

Toble 1.4 -.

.O-aaat c.=

• • dr.

• **/7/89 PIP Action PlansPia i-Pi.=.at tiaa 1

Action Plans and 4 j

(Continued) -

2 4/7/89 PIP implementation Program.

PIP Action -

Section & Description Plan No.

ROOT CAUSE 6:

Ins'ufficient Planning.

2.3 NPP issues Based Planning II.B.1 3.2 Managing Organizational & Programf IV.B.5 Change 3.6.1 Site Integrated Scheduling IV.B.3 3.6.2 Maintenance Work Control

.IV.B.3 3.6.3

. Operations improvement Plan.

IV.B.3 3.7

' Engineering Planning

.IV.B.2 l

5.3.6 information Resources Management l

.0 1

ROOT CAUSE 7:

Insufficient Depth of Assessment and Root Cause

- Analysis L

4.4 -

Indeperident Safety Evaluation

Ill.C.2.

l 4.5 Safety Assessmenti

.Ill.B.3 -

4.6 Root Cause Analysis

. Ill.C.4 5.3.2 Ec uipment Technical Database ll.B.5 -

& Maintenance Planning System 5.3.4 -

Design Basis Consolidation.

Ill.B.4 -

5.4.2 Minor Modification Process improvemsnts lli.B.6 t

O 1-18 Revision 4 - Septemb9r 7,1990 i'

..x.

~

~

L

)

j 9

b j

~

Table 1.4 j

10:

a.ai c===

addr d av/7/39 PirAction Plans er==

Pia i=

aiatiaa *ra Action Plans and 4 (Contkued) -

4/7/89-PIP Implementation Program PIP Action-Section & Description Plan No.

1

. ROOT CAUSE 8:- Insufficient Monitoring, Follow-up, and Trending.

.l f'

2.5.1 Commitment Tracking System

ll.B.6 ~

2.5.2 Regulatory Commits :.1 Management Process i

2.5.3

' Performance Objective improvements ll.B.2.

4.1

_ Operating Experience Review

.Ill.C.5 4.2 Quality Controlimprovements ill.C.3 1

l Quality Assurance Internal Assessment

. Ill.C.3' l

4.4 --

Independent Safety Evaluation i Ill.C.2 il O

4.7 Piant Operations and Safety Review iii.B.2 4.8 Off Site Safety Rev;ew Committee' Ill.B.1' l

s l

4.10 issues Management System 5.2.3 Post Maintenance Testingi

. Ill.C.7 :

i li 4.3 Reliability Centered Maintenance A Ill.B.8 '

ROOT CAUSE 9:- Insufficient lasue Discovery L

2.3 NPP issues Based Planning -

II.B.1 )

4.1 Operating Experience Review-Ill.C.'5 h

4.7 Plant Operations and Safety Review

' ill.B.2 -

r Committee 4.8 Off-Site Safety Review Committee Ill.B.1 i

7 4.9 Visiting Other Plants Ill B.7 5.3.1 Procurement Program Project lil.C.6 0

1 19 Revision 4 - September 7,1990

L

l Table 1.4

- O.

a ai c===

adar

.d or/7/89 PIP Action Plans -Pia i-Pi = ai ii a t

- Action Plans and 4 l

(Continued).

4/7/89 4

PIP Implementation Program PIP Action

-i Section & Description Plan No, i

i i

o ROOT CAUSE 10:i insufficient Scheduling and Prioritization '

i 4

3.6.1.

Site integrated Scheduling :

. N.B.3.

1 3.6.2 Maintenance Work Control:

N.B.3 3.7.

Engineering PlanningL N.B.2 L

li 4.10 lasues Management System ROOT CAUSE 11: ~ Insufficient Resource Allocation -

2.3 NPP issues Based Planning II.B.1 -

^

2.4 -

Resource Allocation

• N.B.1 O

3.6.3 Operations improvement eian u.B.3 5.1 Auxiliary Systems Engineering Unit

. N.B.4 5.3.3 Technical ManualImprovemants

. II.C.6 5.3.5 Records Management /Doct ment Control-i 5.3.6 Information Resources Management

'j 1

Project i

• Not a PIP-lP ' Action Plan.'

i O

l I

1-20 Revision 4 - September 7,1990 -

o

...,n-

.,,,--..u-

,,,,,v,

-,.._,,......,...,n

.---,,cn..n

i

)

2.0 MANAGEMENT PROCESS IMPROVEMENTS

~

^.U 7

2.1 PERFORMANCE STANDARDS BACKGROUND

^;

in reviewing the list'of symatoms and root causes; datormined during-theI development of the PIP, it became oear that there were instances in which emplo i

were not sure of what was specifically expected of them by their supervisors. yees This finding was corroborated by the NRC STI Report.

)

SCOPE AND OBJECTIVES l

Action Plan Scope-This Action Plan develops a:performw:e management process;which uses performance ' standards,- appraisal sksis, and communication 'skillst to 3

improve the understanding of job expectations between supervisors.and their.

employees. The Operations, Chemistry, ar.d Planning and Support Sections will participate in a pilot program initiated by this Action Plan. Training (on-site or off-site) will be available to all Supervisors.

OverallObjective The une Organization will use performance standards for future aapraisal j

Criods. Expansion of Performance Standards to other Sections and Units will-R O

determined based on the value of Performance Standards as assessed by the pilot program.

l DELIVERABLES o

Performance management training, o

Performance Standards workshop.'

o Pilot program assessment..

MILESTONES I

1.

Complete Performance management training fer selectid supervisors.

2.

Conduct on site performance standard workshop for pilot Section/ Unit.-

3.

Assess pilot program for application to other Sections / Units.

SCHEDULE AND RESOURCES See Appendix A, PIP Action Plan Schedules.

See Appendix B, PIP Action Plan Resources.

O-r 2-1 Revision 4 - September 7,19901

yl.,

E 1

\\

• o RESPONSIBluTY The responsibility for this Action Plan is assigned to the following:.

i o

Pilot Section/ Unit Supervisors - determine performance standarcs.

os Supervisor, Training Support Unit e schedule Supervisor _ Training Course for Pilot Section/ Unit Supervisors..

l o-Su rvisor, Mana ment Systems Unit - schedule workshops and assess

'ap ication to othw Sections / Units, c

VERIFICATION I

Implementation VerHication 1.,

Verify Pilot i Program Supervisors receive _ Performance ? Management Training.

2.

' Verify Pilot Program Supervisors develop Performance Standards for their Sections / Units.

3.

Verify Pilot Program assessment results are documented.

Feedback VerHication 4.

Vc'!y program effectiveness by fincreased accountability : of 1 worker -

.O actions.

i

.t 5.

Verify program effecdveness through the Employee. Opinion Survey and:

other surveys which will indicate if detailed job expectations are effectivelyl communicated to employees.

EHectiveness VerHication 8

1 6.

See Section 6.3 Table 6-1.

i

+.

l i

r q

L J

e g

j.1 1

i f

'1 First Assessment completed on April 27,1990; documentation on file.

l-2-2 Revision 4 - September.7,1990 -

y

...~.- m

j 2.2 COMMUNICATIONS PLAN

,o BACKGROUND

)

-The management of Calvert Cliffs recognized in late 1988 the need to improve -

l both the contents and mechanisms of site-wide communications. A Communications; 1

Plan was subsequ developed and implemented to address this need. The NRC-STI Report also d a need to clearly communicate shared visions of goals and objectives.

l in order to clarify what Management expects of employees and what employees 1

can expect of Management, a set of " Mutual Obligations". was developed. It roads as follows:

)

SAFETY AND QUALITY ARE MORE IMPSRTANT THAN PRODUCTION: -

o MANAGE: MENT WANTS PRObtEMS IDENTIFIED -

o A QUESTIONING ATTITUDE IS AN'IMPORTANT PART OF SAFETY o-WHEN IN DOUBT, PROCEED CONSERVATIVELY.

o

' PROCEDURES AND SAFETY PRACTICES MUST BE FOLLOWED j

o RESOURCES WILL BE PROVIDED TO DO THE' JOB RIGHT o

DO THE JOB RIGHT THE FIRST TIME O

o PAY ATTENTION TO DETAIL -

SAFETY AND QUALITY WILL LEAD TO EFFECTIVE PRODUCTION.

The Communications Plan represents 'an ongoing program designed to ensure site goals and management-' expectations are consstently q communicated and reinforced at all levels in the organization, SCOPE AND OBJECTIVES Action Plan Scope This-Action Plan intends to1 address: ISoth. vertical : and L horizontal.

communications, it includes both written end verbal communications methods to fulfill that intention and enhances our existing efforts..'The Action Plan includes assigning a full-time communications professional to Calvert Cliffs responsible making communications rnore effective with employees, the local commun,for'_

ity, and the press. The Action Plan will establish Calvert Cliffs as a top priority In the Coraorate Communications;su port groups located off-site.~ The Calvert Cliffs stat will continue to work close with t7e off-site groups, sharing information and developing additional method - for providing ongoing. focus on Calvert Cliffs'.-

primary goals and expectations.

O j

2-3 Revision 4 - September 7,1990

---

___.-_m_s___,..,

,,.t,,.__

e ge

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.2 p o w.-gs4,g-m-

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,9 m

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1 F

~$

OveraH ObjecGro n

- Q' The ;line organization will maintain the Communications Plan; as an ongoing ogram to ansure that site goals and management expectations are consi communicated and reinforood at all levels in the organization'and 1

that the community and the press are kept informed.

DELDfERABLES

[

c_

~ Updates on the NPP and significant charges.

I o

NPP Goals and Ewpar**ns (" Mutual Obligations");

o ng bulletin boardH announcements featuring? the-NPP goals, 1

mance indicators, and information/ rumor control bulletins.1 o

Calvert Cliffs Newsletter-articles focusingEon performance and expec-l tations.

o A revised Calvert Cliffs Daily Report format focusing on our top' goals.

1 o

Quarterly Site Communications meetings.

I o

"On-Site insight" videotape o

Regular Community information Exchange meetings.

O MILESTONES 1.

Assign full-time communications professional 'o Calvert Cliffs. ;

2.

Revise Calvert Cliffs Daily Report format.

3.

Issue bulletin board announcements ' featuring ' the. NPP Goals,;

performance indbators, and information/ rumor ::ontrol bulletins.-

4.

~ Establish Calvert Cliffs as a top-priority'in the Corporate Communications Support Groups located off-site.

5.

Conduct issues-based meetings with Site Sections.

i-6.

' Implement quarterly site wide Communications Meetings..

7.

Develop and Issue Calvert ~ Cliffs Newletter articles focusing ;on performance and expectations.

8.

Develop and issue plan for 1990 NPP communications support, j

Implement kployee Luncheon Meetings program.uorterly Dep'anme i

9.

Manager /Er 10.

. Issue handouts of the NPP Goals and expectations to all employees.

i}'

11.

Implement Focus Meetings program.-

t 2-4 Revision 4 - September 7,41990 -

-.. =

. =.. -. -.

. :. L.--

i

~.

j

+

.i

]

i'

Q SCHEDULE AND RESOURCES See Appendix A,' PIP Action Plan Schedules.

See Appendix B, PIP Action Plan Resources.

l' RESPONSIBluTY The responsibility for this Action Plan is assigned to the following:

j

. o;

' Vice President, Nuclear Energy Division -~ ovarsit plan responsibility.

1 o

Managers '- vertical and horizontal communications.

j o

On-site Public 'infoimation Representative - recommending and_ imple-:

1 menting improvements.

1 Supervisor, Management Systems Unit.- maintainingland. updating'the o

b

. NPP.?

j i

VERIFICATION:

1 1

Implementation Verification

(

1.

Verify completion of actions designed to achieve communica+ ions goals.-

]

Q Feedback Verification l

2.

Verify. program effectiveness through-l periodic, formal surveys, and

)

~

l random sampling of plant employees concerning. communications-effectiveness.

Effectiveness Verification 1

3.

See Section 6.3, Table 6-1. -

l 1

O 1

First Assessment completed on April 27,1990; documentation'on file.

~ l-2-5 Revision 4 - September _7,1990 i

m3 s ~..

..-.....m.

+

2 f

2.3 NPP ISSUES BASED PLANNING O

2 BACKGROUND in ihe '

, BG&E cited a number of areas in planning which need improvement including

and imple a comprehensive nuclear. planning-process which aswres that prioritization of ies occurs and that opriate resources are 1

i allocated to +he highest priority activities. In addition, the STl port cited a number of concerns relabd.to planning effectiveness. including lack of comprehensive issue l-

' identification, ass nment o' responsibility. _ for E results, resource : commitments,.

implementation pia ing feedback and follow-up Planning Conferences assure that issues derived from Calvert Cliffs assessments.

i:

th internal and external) and emer ind issues have appropriate resources F

edicated to them to assure timely, ive resol under the Nuclear Program Plan 5

(NPP).

l SCOPE AND OBJECTIVES Action Plan Scope.

i This Action Plan develops and implements ari issues-Based Planning process for allocating resources to effectively address si nificant issues in each-year's NPP.~ This includes Calvert Cliffs issues as determi internal groups, 1

such as POSRC, Qual Control,-!SEU, Quality Assurance,-

SSRC, etc.', and evalu ons, as well as industry issues determined to-affect outside.

The process will use an annual spring planning conference to Calvert C s.

L O ze issues and an annuai summer Pannino conference to: set ooais. Tne i

an l-Acti n Plan will evaluate existing systems and new processes end techniques to make-the planning process more effective and responsive to changes in the-a

[

operational and regulatory environments. ' The planning process procedure will a so contain a provision to reconcile Performance Objectives against NPP goals.

Overall Objective J

t The Line Organization will maintain the; issues-Based Planning Process to a

achieve a comprehensive'and coordinated set of goals,' budgets, and human resource plans to proactively address issues facing Calvert Cliffs.

j DEUVERABLES

- )

o NEDCP-205, " Strategic Planning Process."

l o

NED Pla ining Calendar.

l' o

Calvert Cliffs input to Utility Strategic Plan.

MILESTONES-l Implement app $anning, NED Conferences,' Plann ng Calendar, andPro priate procedures for NED Plannin 1.

lasues-Based P Performance Objectives methodology. -

1

. 0 4

4 2-6 Revision 4 SeptembN 7,1990

~~i r

2.

Conduct Summer 1989 planning conference to' analyze strengths and

.h.

weaknesses, and incorporate items from the PlP as issues in strategic plans for.1990.~

Provide and NED planning calendar which incorporates the 3.

~ needs of

. Strategic-

- and NED.- Provide a' process for

-a a

to 4 '

ahead for cana.gement to foresee needs. -Issue' NE Planning Calendar wttn next revision.or update of NPP, 4.-

procedure for: reconciliation 'of1 Managers' : Performance with those of ' subordinates down through work leaders to traos accountabinty for achieving objectives.

5.

Conduct 1990 Spring Planning Conference to sinalyze' issues and to set 1991 goals.

SCHEDULE AND RESOURCES l

See Appendix A, PIP _ Action Plan Schedules.-

See Appendix B, PIP Action Plan Resources.

RESPONSIBILITY The overall responsibility for this Action Plan is assigned to the ' Supervisor, Management Systems Unit.

O 4

VERIFICATION Implementation Verification

)

i 1.

Verify that above Deliverables are in place.

9 2.

Verify implementation of NED Planning Process.

3.

Verify use of procedure for reconciliatiori of Performance Objectives-against NPP goals.

Feedback Verification 4.

Assessment of effectiveness of the NED planning improvements will be l

performe : as part of the feedback on the NED Planning Conferences and l

- l the issues-Based Planning Process; i

5.

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

Effetiveness Verification 1

6.

See Section 6.3, Table 6-1.

1 First Assessment completed on April 27,1990; documentation on file.

2-7

Revision 4 - September 7,1990

.i q

i

i i

)

i 2.4 RESOURCE ALLOCATION 1

.l BACKGROUND l

=

l-

- BG&E is coiwTMed to providing the funding and staffing required to attain the j

required level of performance lor Calvert Cliffs. The appointment of our Vce Chairman

)

l of the Board, whose primary' responsibility is Calvert Cliffs, underscores our corporateL commitment to the restorr n of outstanding performance and our determination to:

ensure that-this goal is h orained'in the entire 'nucisar orpanization. To achieve Corporate, Divisional, and Departmental goals, the availabe : resources must be allocated appr lately. Proper resource allocation depends on timely identification and -

prioritization of ues that must be addressed and activities that'must be performed.-

The tools that are being used to perform the identification and prioritization process are incorporated in the - Issues-Based Planning process, the NPP, and the Work i

M=agement Committee, as discussed below.-

The iss'ues-Based Planning process (see Section 2.3) defines the Nuclear Energy l 1

Division's goals, and the budget and staffing levels for the subsequent year, which are-incorporated into the Nuclear Program Plan (NPP). The NPP determines the issues and activities to be addressed for Calvert Cliffs and their priority, and provides input to the Utility Strategic Plan.

During the planning process, the Department Managers make recommendations.

for budgeting and staff!ag based on the issues and activities identified in the interactive l alanning. process. Other non-NED departments which support Calvert Cliffsr(e.g.,

Fossil Engineering Services, Facilities Management, Purchasing :and Materials Management, Employee Services, Staff Services, Communications &.Public Affairs, O

Transportation, and information Systems) are included in this planning process. The Vice President, Nuclear Energy Division, subsequently approves budgets and staffing levels for the Division.

The identification and prioritization of issues is an on-going effort that is being assimilated into our way of doing business at Calvert Cliffs. Specific issues are formally evaluated during the Spring and Summer Planning Conferences for possible inclusion in the NPP. Issues that are more exigent are identified, evaluated, anc incorporated into a

the budget and staffing process as needs dictate. The Work Management Committee is charged with evaluating proposed projects in response to issues so that they can be prioritized and incorporated into budget allocations and manpower projections.

In response to changing needs and identification of new issues, the Divisional l'

budget is reviewed semiannually. When extraordinary events and issues occur, budget forecasts and staffing requests are approved on a Corporate level as appropriate.

j t

.(

l

}~

First Assessment completed on April 27, 1990; documentation on file (see Section 6.3).

28

. Revision 4 - September 7,1990

< 2.5 ACCOUNTABILITY IMPROVEMENTS

.O Accountability improvements are being made to assure that commitments are met and that oEess performance objectives derived from the Nuclear Program Plan P) is measured. Action Plan 2.5.1,. implements a site-wide Commitment Tr ing stem. Action Plan 2.5.2, ory Commitment Management Process, develops a process for retrieving and tr regulatory commitments, and assures that ongoing commitments are appropriat included in the Commitment Tracking System. Action Plan 2.5.3, Performance improvements (previously

' Action Plan 2.5,- Accountability Improvements), improves.the process by which

'a e

Performance Objectives are developed, proposed, acknowledged, and tracked.

1 2.5.1 COMMITMENT TRACKING SYSTEM BACKGROUND l

l 1

The purpose of the Commitment. Tracking System (previously, Commitment l

Management System) is to provide a common repository of commitments that will-facilitate the tracking of reguhtory. and non-regulatory obligations and assure

- accountability. A centralized commitment tracking system is needed because:

o Site-wide priorities have not been consistently reflected in'tho' projects

[

selected for. implementation, o

Commitment expectations have not, been effectively and consistently communicated between commitment sources and the target supervisors, O

end o

Managers and General Supervisors often find it difficult.to isntify the-status of commitments and measure the performance of their uvartments.

or sections.

SCOPE AND OBJECTIVES Action Plan Scope This Action Plan develops a site-wide system to identify commitments from all major internal and external sources and replaces other tracking systems.. The '

information in the site-wide system for each commitment identifies commitment source, responsible individual, origination date, commitment l description,: site :

priority, action taken, user defined priority, and due date.

Development of the-Commitment Tracking System. commenced.with a' 3

project definition phase which confirmed the functional requirements of the system. ' During this phase, members of the target group were interviewed as well as the owners of existing tracking systems. ~ lt was determined that:the representatives of the commitment sources will be responsible for providing all data except for the responses generated by the General: Supervisors. -. The system development phase produced a working-prototype of the' system, operating procedures, training for appropriate. personnel, and installation of hardware.

O.

29 Revision 4 - September 7,-1990 t

..~.-e

>l m

and senior management's ~ endorsemen*._ oL the 'ystem development phase l

As a result of foodback received during the s L.=-

- Q' prototype, the site-wide 1

implementation phase began January 1990.

1 OverallObjective L

The Commitment Tracking :3ystem is' designed for. use by Managers, 0

General Superv'isors, commitmoret source personnel, and' selected unit -

1 personnel, it will allow General Supervisors to acknowledge and respond to commitments that have been ned to individuals in their section. It will also "

be used to alert Managers and_

neral Supervisors of impending regulatory H;

+t commitment due dates.

Maintenance of the site-wide Commitment Tracki enhancements, including consolidation into NUCLEIS unk System and fu Sections 5.3.2 and i

5.3.6, wi!! be performed by the line organization.

j DELIVERABLES o

Commitment Tracking System pnMotype.

o

. Training module for Commitment Tracking System use.

o Guidance documentation on the use of the tracking system and data entry.

a l

o VP-NED Commitment Tracking Sys*em' expectations.

O-o Performance Objectives:regarding commitment management responsi-bilities.

1 MILESTONES 1.

Design system.to - identify the: follow'ng fori each commitmed y

Commitment - Source, -Responsible ; individual,L Origination ! Dates, and Due Date.-

D l

Commitment Description, Site Priority, Action Taken, User-defined Priority, t-2.

Complete the system development phase including a working prototype of the system, oarating procedures; training for: appropriate personnel,.

and installation o' hardware.

3.

Implement the prototype system within the management level;at Calve l

- Cliffs (VP, Managers, GSs).

J l

4.

Expand pilot program to site-wide program.

SCHEDULE AND RESOURCES See Appendix A, PlP Action Plan Schedules.

See Appendix B, PIP Action Plan Resources.

i O

+

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m 2-10 Revision 4 - September 7,1990_

i I

J-RESPONSIBlu1Y L :Q' The responsibility for this Action Plan is assigned to the Supervisor, Management Systems Unit.

i VERIFICATION i

implementation vertNoetion.

}

Completed on June 21,' 1990; documentation on file. '

Feedback VertRostion

(

Monthly Commitment Tracking System performance report.

(

EWectiveness VertRoetion ;

1 l

. See Section 6.3, Table 61..

i i

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u i

i i

1 1

First Assessment completed on April 27,1990; documentation on file.

l 2-11 Revision 4 - September 7,1990

~

2.5.2 : REGULATORY COMMITMENT MANAGEMENT PROCESS BACKGROUND l

In order to strengthen BG&E's ability to identify, i ment, and maintain the regulatory commitments for Calvert Cliffs Nuclear Power

, this Action Plan will.

establish a formal process for managing regulatory commitments. This process will control how r ulatorr - commitments are mado - or identified, assigned,- _ tracked, documented, r

, cosed, and maintained;

)

SCOPE AND OBJECTIVES Action Plan Scope

, This Action Plan will develop opriate 4 policies,' procedures,-

a administrative controls, 4 and training.-

Management expectations and organizational responsibility and authority for managing commitments will be established.~ This Action Plan will specifically address maintenance of long-term and on-going commitments.

4 The Action PlanL will consolidate. and - organize our regulatory correspondence to allow ready retrieval of commitment source documents and facilitate research of regulatory topics. In addition the Action Plan will create a database of regulatory commitments.

In

. with Section ; 5.3.6, "loformation Resources Management Project", th Action Plan will coordinate with the NIPS Unit to place:the commitment database on the appropriate l computer platform to faciitate site-wide access.

O The Action Plan will develop the process and procedures, and review our regulatory commitments and take appropriate actions to assure compliance with_ l

_,1 open commitments.

1 OverallObjective b

When the commitment database is received, reviewed,. and comaleted,-

the line organization-will have -in place a1 complete, accurate listng. of commitments, both historical and ongoing. The Action Plan will support related improvement initiatives including the Commitment Tracking System, Procedure x

Upgrade Project, Design Basis Consolidation, Life Cycle Management, and FSAR upgrade.

q DELIVERABLES o

Regulatory Commitment Policy.

o Regulatory Commitment Management Procedures.

o Training Module for Regulatory Commitments.

o Regulatory Commitment Database.'

i l

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t 2-12 Revision 4 - September 7,1990-1

'q l:

i a

q MILESTONES' 10

.1.

Adopt Regulatory Commitment Policy.

l-2.-

Award Task 2 Contract, Licensing Correspondence System.

l 3.

' Award Tasks 3 and 4 Co.ntract, Historical.CoiT.Tiiiwers identification and Review..

4.

l Award Task 1 Contract, Regulatory COT.T.;igierit Management Process.

i i

- 5. -

Completa Source Document Processing. -

6.

Install Local Arou Network (LAN)(see Section 5.3.8). ;

7.

Approve Commitment Management Process Soops.

)

8.

Complete Task 2 Training and system operational, 9.

Accept Draft Procedures.

il

.l 10.

. Deliver Functional Specifications to NIPS (see Section 5.3.6).

-l 11 1.-

Develop Users' Manual.-

12.

Test Software Received from NIPS (see Section 5.3.6),

0 13.

Receive Completed Software from NIPS (see Sectiori 5.3.6).

~

14.

Approve New Commitment Management Procedures.

15.

Complete Commitment Management Training.'

i i

.16.

Implement Commitment Management Process.

SCHEDULf AND RESOURCES

.I See Appendix A, PIP Action Plan Schedules.

See Appendix B, PIP Action Plan Resources. +

c RESPONSIBILITY L

The responsibility for this Action Plan is assigned to the" Project Manager, I-

. Regulatory Commitment Management Project, Nuclear Regulatory Matters Section.

. VERIFICATION Implementation Verification 1.

Verify that a regulatory commitment management process with ro--

- priate licies, procedures,' administrative controls, and training has n

establi had.

2-13.

Revision 4 - Septembei 7,1990 t

~_

.i

2.

Verify that s' database containing Calvert Cliffs' regulatory commitments

,l o

-Q-has been created and'is avalab:a to; those individuals identified-as.

l requiring acoeas to the data.

Verify that reconciliation with Commitment Tracking System'(see Sec

=.

~

3.

2.5.1) has occurred.

4 Feedback Vertfleetion 4.

Verif'r that an administrative process capable.of. managing Calvert Cliffs' ~

regu atory commitments has been estabhshed. -

5.

Verify that the electronic document retrieval system meets the needs of the Project.

j

' Verify that the needs of the identified Action Plans and Projects have been L

6.

addressed..

l L[

l Effectiveness Vertfloation

)

7.

See Section 6.3, Table 6-1.

l' LO i

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1 12.5.3 PERFORMANCE OBJECTIVE IMPROVEMENTS BACKGROUND 1

. Performance objectives are used to strengthen accountability of Nuclear Energy personnel for, achieving assigned NPP Goals and related-activities.

- Division-(NED)bjectives for each Department are generated as part of the interac r

Performance o development of each year's Nuclear Program Plan (NPP), as discussed in Sections 2.3 o

and 2.4. The elements of this Action Plan were previously implemented under Action Plan 2.5, Accountability improvements, and are reformatter here for consistency.

SCOP _EAND_QBJECIMES

~

Action Plan Scope '

This' Action Plan is' intended to develop'~a database.of performance c

objectivos that traces accountability down to the work leader level for actions needed to achieve department performance objectives for the 1990 NPP. ihis c

Performance Objective Accountability (POA) database is to be used by Calvert j

Cliffs managers to evaluate implementation of individual performance objectives i

and verify performance on multi-department activities. : The POA database will allow Managers and GSs to keep track of performance objectives assigned to their groups and determine if the objectives are being met. The performance objectives generated by the GSs will be approved by their respective Manager who will verify that the implementation of the GS's performance objectives will

.[

lead to meeting the Department objectives. A similar process is used to assign 3erformance obectives'to Assistant General Supervisors-through the Work 4

O Leader level. Al Performance Objectives will then be entered into the POA-database.

OverallObjective A

To assure accountaollity for actions to meet Performance Objectives, the J

'Une Organization will develop appropriate Performance Objectives following

~

approval of each year's NPP and enter these into the POA database. The line 4

organization will update. and report on, progress - against Performance Obectives on a quarterly basis starting with the' 1990 NPP Performance Ob ectives which cannot be com aleted during the current year normally will be evaluated for inclusion in the "ollowing. year as part of the issues-Based Planning process.

DELIVERABLES o

POA database.

I a

L

'o POA procedures, la l

o POA quarterly updates.

l 0

2-15 Revision 4 - September 7,1990 -

1 L.. -.-.-

......2

MILESTONES y

E 1.

Upon approval of the 1990 NPP, the GSs within each de

y

. begin to generate Performance Objectives for their Sections.partment will g

2.

2.

All departmental Performance Objectives will be entered into POA by the Management Systems Unit (MSU).

SCHEDULE See Appendix A, PIP Action Pica Schedules.

i RESPONSIBILITY The responsibilities for this Action Plan are assigned. to the following:.

oJ The Supervisor, Management Systems Unit,.is responsible for the=POA database development and implementation.:

o The Vice President,' Nuclear : Energy - Division, is responsible' for-the.

l implementation of performance objectives that specifically meet the goals i

of the NPP.

o The', Managers, Nuclear Energy Division, are responsible for. defining.

i specific performance objectives for their departments and for ensunng l

that Performance Objective progress'is reviewed quarterly.

{

O All levels of supervision 1and:leadershi.) within the Nuclear Eriorgy

.o Division are resoonsible-for the success'ul completion of their specifc-performance objectives.'

]

VERIFICATION Implementation Verification:

Completed on April 13,1990; documentation on file.'

d Feedback Verification 1.

Progress against NPP Performance Objectives.

2.

Quarterly reports by Management System Unit.

n Etfectiveness Verification i

1 l

3.

See Section 6.3, Table 6-1.

e a

1 1

First Assessment completed on April 27,1990; documentation on file.

2-16 Revision 4.- September,7,1990 4

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D 3.0? -ORGANIZATIONAL DYNAMICS IMPROVEMENTS

. 3.1 ORGANIZATIONAL IMPROVEMENTS

. To improve the interface between the Maintenanes and Operations Sections, the two organization 3 were consolidated,.

with the Chemistry Section, into a -

. single Department under a single Manager in emberL1988 :This reorganization emphasizes the concept that. maintenance-is a " customer service" organization supporting the needs of operations.- M::;-w.tly, maintenance scheduling was assigned to operations to facilitate prioritization of maintenance efforts.7 in addition,.

O the number. of ~ rnaintenance planners, instrument ' and ; electrical technicians,E and mechanics was increased to cope with the increased volume of maintenance. Also, a:

Lnew position of Maintenance,.,uperintendent was created to oversee all maintenance '

efforts. - The two Maintenance General Supervisors report to the Superintendents Because; the System Engineers' primary customers', Operationsi and Maintenance,' were located within the protected' area, the System Engineers were 1

relocated to within the protected area'in June 1989. 'This change allows them to have J greater interaction with operations and: maintenance ' personnel,' and affords them ready access to the systems which they oversee.

In early 1988, the System Engineer job description was expanded to better:

H define the System Engineer's job and its relationship to other plant organizational y

units.~ Additionally,- the job description detailed what the System; Engineers.can y

expect from other p' ant organizational units.,and what the latter can ex3ect of the System Engineers., The job description ~ was' developed; collaborativey/ with the operations and maintenance organizations All System Engineers receive training to-fulfill the requirements of the job description.

1 On September 1,1989, a Nuclear Outage Management Department NOMD).

was formed to. improve outage = support planning, resource - allocation, s(chedule :

j quality, and schedule ' accountability. The effects of this!and related changes are-discussed in more detail in Section 3.6.';On April-1L1990, NOMD was reorganized and renamed - Outage - & Project Management, Department 1 (OPMD), to : reflect assuming responsibility for several major projects.- The objects of this restructuring were to devote A h!cher level of attention to outage management,Lto give greater 1

visibility and priority to the management of large projects,'and'to create a more-integrated scheduling system for b ED. OPMD consists of an Outage Management' Unit, the Procedures upgrade Project Unit, the' Diesel Generator Project Unit, the-

' Spent Fuel Storage Project Unit, and the Scheduling Section.

To emphasize a commitment to nuclear safety, the creation of the Nuclear-

' Safety & Planning Departmed (NS&PD) was announced effective February 1,1990.

1 The purpose of this Dep6thrient is to provide-direct ' staff support to the 'Vice -

President of Nuclear Energy'in. managing major corporate nuclear safety initiatives.

Responsibilities of the NS&PD include: the Performance improvement Plan, the Nuclear Program Plan, the independent Safety Evaluation Unit, a newly-established 1

Nuclear Regulatory Matters.Section, and Manager level representation on nuclear j

industry organizations. The Mana r of Nuclear Safety & Planning also will lead a r

comprehensive study of ~ the :n ar organization to determine the ~ appropriate structure to meet the demands of the 1990 s.

O 3-1 Revision 4 - September 7,1990 l

s 3.2 :

MANAGING ORGANIZATIONAL ANQ PROGRAM CHANGE o

0';

BACKGROUND l

' As noted in the PIP, Calvert Cliffs management has been aware of the need for.

- better management of change. The STI Report also corroborated this need, it was determined that a program tvas necessary to provide Calvert Cliffs managers with a framework for ;mp.eTer&,g assurin that organizational changes are developed and implemented effecti SCOPE AND OBJECTIVES l

Action Plan Scope This Action Plan will define the framework for Change' Management.

This consists of' problem identification, action for. g, communicating nin e:5+9':ris, garnering o commitment to the

, obtaining acco ance of change, and eetablishment of appropriate,ince systems.

Trai will' be provided to all levels of Management --and-Supervision.

concerning change in a matrix management environment.

A' management consultant will be used on an as-needed baals.' in addition, the Action Plan will develop a method to identify important Nuclear Energy Division change efforts i

and use internal and external' consultants to monitor and to coach those in i

leadership positions in implementing these important changes. :

OverallObjective h

The overall improvement objective to be achieved by this Action Plan, in d

conjunction. with Leadership; Conferences ;(Section ~ 3.3),' is to1 raise the awareness:of those in: leadership positions that Change Management is-a

-]e process with learnable skills and techniques. The line or ation will utilize :

the ' Change Management process to ensure organ and program.

changes. are efficie

_ implemented D (includi communication and.

H assignment of responsibi ) and effectively maintai j

DELIVERABLES 1

o Change Management Training _ modules.

o Change Management screening methods.

MILESTONES 1.

VP-NED conduct discussions on! critical leader'siilp sk' ills,- including.

- dealing with change, with those in leafership positions.

2.'

Provide training concerning change in a matrix environment, including 1

demonstration of Change Management. skills and. training those in

)

- leadership positions to set clear goals and expectations.;

3.

Utilize internal and external consuitants to monitor and coach those in leadership positions to implement important changes.

32

. Revision 4 - September 7,1990.:

~

i I

l u

e SCHEDULE AND RESOURCES 1

' See Appendix A, PIP Action Plan Schedules.

1 See Appendix B, PIP Action Plan Resources.'

BESEQNSIBlUIY J

The ' responsibility-for. this.- Action ' Plan L is assigned! to the Supervisor, Management Systems Unit.

1 1

VERIFICATION -

1

.Imple' entation Verification m

1.

Verify that the training program is in place, j

2.

-Verify process.to screen and identify areas for application'of C ge_

Management.

Feedback VerWication

- 3.

Use the Employee Opinion Survey, management feedback and informal l; surveys to confirm whether the:desirec changes;were implemented 4ffectively, c

Effectbjeness Verification u

O

~1 4.

. See Fection '6.3, Tabla 61.

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r

[

i.

1 l

l L

1 First Assessment completed on April 27,1990; documentation on file.

l

33 Revision 4 - September 7,1990 :

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3.3 LEADERSHIP CONFERENCES

^4O BACKGROUND l

- In early 1989, the new VP-NED sensed a need to improve leadership skills at.

1

- Calvert Cliffs. Also, there was al perception among some employees that. strong; leadership was in short supply.

l e

SCOPE AND OBJECTPES 4

^

Action Plan Scope i

Under this-Action. Plan, a series of Leadershio-Conferences,~ held' quarterly, were conducted in -1989_for Supervisors.and Key Employees..In addition, a 1990 i Leadership Conference schedule for : the : NPP - was -

determined. The conferences consist of half-day meetings corActed by the VP-NED, Managers, General Su:mrvisors, and others with leadership roles, to discias-leadership issues of1Importance to Calvert ' Cliffs. Management-consultants are used to support these< efforts as' appropriate. :The topics include _ communications, expectationar goals setting, the: NPP, customer.

service, and operationa! philosophies; Most importantly,' the VP-NED. shares-his leadership views andtinspires his; staff: to: use :their full" leadership capabilities. The Leadership Conference topics arsdischedule are flexible to H

address changing needs as they are identified by the line organization. '

Overall Objective LO Tne oversumpmvement eciwe'io be acnieved by tnnine organization using the products of Action Plan, inJconjunction witn the~

products ~ of - the Communications PlanU (Section 2.2) andJ Managing Organization and Program Change-(Section 3.2), is to improve the leadership skills of those employees who are in a position to directly influence others. : PIP L

' Action Plan managers and other key, task managers are also included in this -

l objective.

l

{

[

DELIVERABLES o-1989 Leadership Conferences.

o 1990 Leadership Conference schedule.

L MILESTONES 1

1.

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

2.

2 Determine and submit a 1990 Leadership' Conference schedule for the.

NPP.

f,I 3-4.

. ; Revision 4 - September 7,1990 '

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SCHEDUI.E AND RESOURCES l

_ See Appendix A, PlP Action Plan Schedules.

See Appendix B, PlP Action Plan Resources.

RESPONSIBILITY

. The ' responsibignit.for. this Actier Plan;ist assigned toi the Supervisor,.-

Management S ems VERIFICATION,

implementation Verifloation Complet6d on February 22,1990l documentation on file.,

'l.

Feedback Verifloation d

+

1.

Performance assessment ' will be; used -- tof verify accountabilityf of I-personnelin leadership positions.

n 2.

Use input from the various Quality Circle' groups to assess the level of -

1 leadership being provided to Quality Circles (See Section 3.9).

I 3.

Assess leadership skills exhibited by management and supervision via

~ j the Employee Opinion Survey, O-1 4.

Managers' and supervisors' perceptions that' leadership ~. skills-have a

indeed in. proved.

4-

'i ENeotiveness Verlfloation 1

5.

See Section 6.3, Table 61.--

-l

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First Assessment completed.on April 27,1990; documentation on file.

l 3-5 Revision 4 - September 7,1990g l

1

l

I A

3.4 TEAMWORK AND INTERFACES

~

BACKGROUND L

Most breakdowns in horizontal communications at Calvert Cliffs are felt to be i

attributable to poorly understood or iirined, and expectations' are not alw6 vs ois a

(" handoffs") are not always clearly def l

l com tunicated across the interfaces.

SCOPE AND OBJECTNES t

Acuen Non Scope

)

This Action Plan will identify team building techniques aplicable to

^

super /sy personnel and iriceipeir them into their prC::': a enrichment training, it will also provide in-house Rummier-Brache analytical capability as an in-muss servios which may be applied to define interfaces in specific' problem areas. This ic to be achieved through developnent of a Rummier.

Brache process awareness through training, provision of passive Rummier-l analysis,p ocess "on call" support to recuesting parties for Rummier-Bra i

Brache and ' provision of Process A

management.

OveraN ObjeoGro h

Line orpnization application of the techniques from this Action Plan are

, intended to achieve an impro.ved environment for - teamwork, improved l

t l

. O kan=en of orgar*a-

-and prx e s hfans,; lmpnad understandi of multi-group work processes, and improved ability to resolve real-world pr ms.

1; 3

DELIVERABLES t

o Rummier Brache Training modules for General Supervisors (GSs).

o Team building techniques training modules for professional enrichment.

o Process managament recommendations.

o Team building activities schedule.

MILESTONES

^

1.

Disposition of this Action Plan based on input received from the Q.tring 3

Planning Conference, r

t 2.

_ Develop team building events schedule.

g 3.

Identify team building technklues for supervisory personnel.

1' L

4.

Provide irshouse Rummier Brache at GS level.

L, i

Q 5.

Provide rsocess management recommendations to management.

36 Revision 4 - September 7,1990 y

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SCHEDULE AND RESOURCES l'

i O

See Appenda A PIP Action Plan Schedules.

l i

See Appendix B, PIP Action Plan Resources.

)

i RESPONSIBluTY l

The in : for this Action Plan is assigned to the Supervisor,.

Management Sy; stems 1[ nit

' I VERIFICATION j

i implementation VertNostion l

1.

Verify that above Deliverables are in place

. l J

l L

2.

Verify : in-hour-Rummier Brache expertise or other apxopriate 1

processes are being applied by Management to resolve derrJied 1

problems..

l Feedheck VeriNoetion 3.

Utilize weekly job observations to confirm that problems are being -

resolved through appropriate use of process analysis techniques,

- 1 EHectiveness VertNostion O

1 4.

See Section 6.3, Table 61.

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i O

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3.5 PROJECT MANAGEMENT O

BACKGROUND l

)

i To strengthen the management of at Calvert C'^

a comprehensive Pr Management Manual was in 1988.

Managers and the T

reporting to them received formal training at time, and copies of j

the Project t Manual were formally leeued to key

. The STI report stated that the Pr Management Manual did provide a readily l

l understandable definition functions responsibility and accountability at Calvert 4

Cliffs.

SCOPE AND OBJECTIVES

-i i

1 Ao00n Pien Soope

)

p As part of the evolution of the Project Management P

, the.

i description of responsibilities. and accountabilities will be en in a 1

revision to the Nuclear Energy Division Project Management Manual. Project' l

Managers and Task Managers will roosive further. traning to gain a better understanding of accou and roles;in the various organization 1

1 structures used at Calvert Cl In addition, senior management in the i

Nuclear Ener DMsion will attend workshops on Project Management, l

These work will provide hands-on examples of management of projects j

in accordance with the Project Management Manual, i

N Q

l The overall improvement objective to be achieved usi the products of this Action Plan is an improved understanding of the Pr process, includ functional respnnsi and a for ned projects in a lx organization. W orgatation wi ap:# pro'oct mansgement training and skills to migned projects to improve protect oor 'rol o

and accountability of project team members.

.i DELIVERABLES j

o Pro}nct Management workshop for senior management.

l o

Project Management training. modules for project managers and task managers.

Revised Project Management Manual' policy section.

{

o o

Revised Project Management Manual procedures section.

3 MILESTONES 1.

Enhanos description of responsibilities and accountabilities in a revision i

to the Nuclear Energy Division Project Management Manual as part of the evolution of the Project Management Policy.'

f Q-2.

Senior personnel in the Nuclear Energy DMalon to attend workshops on Project Management.

l 3-a Revision 4 - September 7,1990 c

.._.__7 l

,s 3.

Train project managers and task managers further in responsibilities

!o,h end sooountatmies.

i.

L 4.

Use a generic Facility Change Request (FCR) as a test case to validate the protect management procoes.

l-1 5.

Develop material for Project 'f- =-;=-~nent training. Conduct training sessions.

6.

Workshops to provide hands-on examples of management of projects in accorcance with the Project Managenent Manual.-

i 7.

Action Plan managers are project ner rs and are subject to the requirements of the Project Management 8.

Issue a new edition of the Pro',ect Management Mr.nual which includes l

a policy section.

9.

Issue a new edition of the Project Management Mr.liual which includes j

a procedures section.

SCHEDULE AND RESOURCES See Appendix A, PlP Action Plan Schedules.

See Appendix B, PlP Action Plan Resources.

O BESP.ONSIS"JIY

-l The overall responsibility for'this Action Plan is assigned to the Principal Engineer, Project Manager:1ent Jnit.

VERIFICATION o

I implementation VertNostion 1,

Verify that above Deliverables are in place.

l 2.

Verify that Project Management Manual hns been revised and appro.

priate issues from STI report have been ad :Iressed.

3.

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

-(

required training.

Feedback VertRostion.

\\

4.

Performance objectives will be developed forj designatsd Project-Managers to require compliance with the Pioject Management Manual on the r projects, wher applicable (e.g., high cost, high rok, etc.).

l O

3 9

39 Revisicn 4 - September 7,1990 i

,....._.,...-_.._..__,,3

1 i

j 5.

Project critiques win focus on, among other thirus, the effectiveness of

- O in ero.at==a ear = u or==a e - a rtems. in.

ork l

rihe lpe among project team members, and - overall results achieved.

EffecWreness VerfSostfon t

1 l

l.

6.

See Section 6.3, Table 6-1. <

i i

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1 L

i i

t i

i i

O

?

r

..t F

1 t

'r i

1 l:

l 1

First Assessment completed on April 27,1990; documentation on file.

l-i 3-10.

Revision 4 - September 7,1990 -

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?

3.6 DAILY AND OUTAGE WORK CONTROL, i

O i

. Since'the creation of Action' Plan 3.6 (PlP N.B.3), Daily and Outage Work ~

Control, a number of factors have indicated the need to expand and reshape the plan to better support our organizational c-ti=-f=,

j

'On September 1,1989, the Nuclear Outage Management Department l

'(renamed Outage and Project Management Department, OPMD, on April 1,1990) l was formed to support planning, resource allocation, schedule q

,and

. In November, this department was expanded to i

incl the existing Engineering Unit and specific major prof'.as.

The department's sched responsibilities were also sganded to inclur a projects.

i outside of those dir suppstiing outages, with development of Sitt integrated

' Scheduling intended as ultimate goal.

At the same time, the operations / maintenance coordination function-and.

i i

safety tagging function were reorganized, resulting in a split of the responsibilities I

originally consolidated under Sectic,n 3.6..

1 Final 4, following an internal assessment of our maintenance program conducted during the Summer of 1989, i plan was developed to address specific areas for maintenance improvement.

To accommodate the above developments, Section 3.6 was reconfigured into three separate sections. These are:

t o

3.6.1 Site Integrated Scheduling; o

3.6.2 Maintenanos Work Control; o-3.6.3 Operations improvement Plan.-

f All objectives originally in Action Plan 3.6 have been subsumed into the objectives in the three (3) new sections.

OPMD has responsibility for Action Plan 3.6.1, whereas Calvert Cliffs Nuclear ~

Power Plant Department (CCNPPD) has responsibility for. Action-Plans 3.6.2 and e

L 3.6.3.

p 4

t 0;

3 11 Revision 4 - September 7,1990

-. J.

. =.. - -, _

l l

3.6.1 SITE INTEGRATED SCHEDULING O

BACKGROUND Within the ~ Outage and Project __.-

. Department, the Scheduling Section was ::e::: -u to implement a pr am and organization for CM,g, j

and controlling the work at the Cliffs Nuclear Power Plant and ooordinating,he need for improved scheduling, pdorttization, resource allocation, l l addressing t interfacing, communication, and monitoring.

i The Site integrated Scheduling (SIS) project was established to address the i

above needs and will include engineering, modification < project, and maintenance work consideratinns.

W 4

SCOPE AND OBJECTIVES l

Action Man Scope The SIS Action Plan is intended to provide a strono base to support the long-term performance improvement goals for. CCNPP Sy accomplishing the following 1.

Develop an integrated Data Facility Work Breakdown Structure.

i

~

(IDF WBS), an ntegrated Data Facility (IDF) Process, a SIS Database, and the programs needed to transfer specific data between the databases (interim and NUCLEIS) and SIS.

2.

introduos expanood work prioritization on site, in conjunction i

O with the issues Management System (see Section 4.10),

3.

Estabuh :a work ~ identification-prooses,. develop resource optimization, and develop an. organization plan to address t

organizational changes,. staffing, position. descriptions, instructions, and training.

l 4.

Develop tools to allow the Scheduling Section to see trends and monitor performance in the process of scheduling as well as to a

allow those. organization: utilizing schedule data to analyze-l performance and take corrective action.

5.

Establish a consistent process to capture estimates (for those areas where estimating is currently taking place)ffort., and creating estimates for work identified as being not les J of e t

6.

Develop an appropriate Calvert Cliffs instruction (CCl) for scheduling.

This includes drafting.the CCI, submittal end l

approval cycle, and training.'

l OmaN Objecthe SIS, when fully staffed and im: demented by the line organization, will assure that appropriate planning anc prioritization have been performed for site work, it is expected that SIS will improve site work force communications, schedule periormance, sched'. ale coordination,. and accountability: for i

3 12 Revision 4 - September 7,1990 ~

--L.

-.....- ~

=

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=.-

t scheduled actMties.

SIS' win also improve availability of work and O

r:: -t.irm of schedules to site priorities, allocation of both critical and o

non-critical resources.

-term and scheduling cambility through SIS analysis, and - pr impr scheduling stancards, conduct documentation, and training of scheduling personnel.

DELNERABLES o

' integrated site-wide schedules showing activities, resource allocation, and level of effort.

l o

A process for utilizing information from various site unit schedules into an integrated reporting facility.

l all work which must be included in Methods for uniquely identifying _ies. (Interface with IMS, see Section i

o schedules and/or resouros prop 4.10).

o A means for utilizing work prioritization in the creation and reporting'of site schedules anc/or resource profiles.. (Interface with. IMS, see Section 4.10.).

l-o Interfacing programs for use of NUCLEIS information in the scheduling (Interface with process and providing). schedule data to NUCLEIS.

NIPS, see Section 5.3.6.

o, Analytical methods for determining corrective action required in order to e

O improve resource optimization, j

o An implemented organization plan for the long. term support of tne SIS process.

o Tabular. reports, plots, graphs, and written analysis for use by various management levels in understanding schedules and resource utilizaton, and in undertaking corrective action, The development and implementation of an estimating organization in o-support of the need for resource estimates for all scheouled activities.

o SIS Guidelines.

t MILESTONES 1.-

Establish estimating function.

1 L

2.

Establish interim database.

l 1

l 3.

Issue SIS Guidelines.

4.

Establish Resource Optimization Process.

5.

Es+ab!!sh Organization.

O 6.

Establish Work identification Process.

1 3 13 Revision 4 - September 7,1990 i

u..

u.

m

o i

il

Q 7.

Establish External Performance Monitoring.

8.

Establish internal Perforrnance Monitoring, i

i 9.

Establish integration Prooses.

10.

Estableh Work Prioritization Process.

i I

11.,

implement Site integrated Scheduling.

.l SCHEDULE AND RESOURCES ti See Appendix A, PlP Action Plan Schedules.

See Appendix B, Pl? Action Plan Resources.

]

RESPONSIBILITY l

1 The responsibility for this Action Plan is assigned to '.no General Supervisor,

.i Scheduling.

-t VERIFICATION r

Implementation VertNcation l

t l-l 1.

Verify that the above Delivertoles are in place.

O Feedback VerlNoation

)

2.

Weekly report of number and types of changes to the daily schedule.-

l 3.

Perform survey among users of daily schedule forl routine' feedback on.

a quarterly basis.

]

ENectiveness Verflication 1

4.

See Section 6.3, Table 6-1.

l

.tj 1

1 First Assessment completed on April 27,1990; documentation on file.

l

?

I 3 14-Revision 4 - September 7,1990 I

.a

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

i l

1 l

3.6.2 MAINTENANCE WORK CONTROL O

l RACKGRQUNQ l

A rooont evaluation of maintenanos identified the need for a comxehensive, 1

long-range maintenanos program to address various issues. As a resut, initiatives l

are underway to implement long-term improvements on a priority basis.

The Supcrintendent - Maintenance is overseeing a xogram to track, evaluate, and adjust these in!tiatives to ensure the long-term desroc effects are achieved.'

i i

i Those initiatives related to maintenance work control are induded in this Action Plan.

SCOPE AND OBJECTIVES l

Action Men Scope l

This Action Plan establishes a Maintenance strat and desired goals 1

to assura safe, qualitI workmanship. It establishes eria, requirements, experience, and quellfTtions *o support the conduct of maintenance planning activities. The Action Plan in 'udes reduction and control of the backlog of Maintenance activities, cnd improved tracking and trending of work activities.

in addition, it will consolidate ar.d formalize the preventive maintenance z

program and assign responsibilities.

OverallObjective O

uainionance work Control improvements,1when fully implemented by

[

the line organization, will improve overall quality of maintenanoe. They are expected to directir improve maintenance work control through better pro-t planr2.,g resulting n decreased rework and better allocation of resources.

I.

The maintenance. backlog will be reduced and controlled.

Regular maintenance status reports, including maintenance backlog indicators, will be issued to Management. These reports and accompanying indicators should change as tho needs of the plant and management change. A consolidated preventive maintenance Ixogram will be formally' implemented. Functional relationships between Ma ntenance and supporting groups will be defined and utilized to support scheduled activities. In addition, maintenance procedures will be improved through the Procedure Upgrado Program.' These activities will support the long-term performance improvement goals for. CCNPP by implementing an orderly progression of improvements toward good mainte-nance practices as outlined in INPO 85-038, Rev.1, " Guideline for the Conduct of Maintenance at Nuclear Power Stations."

[

DELIVERABLES o

Maintenance strategy and goals, o

Maintenance Planner guideline.

l o

A revision to Calvert Cliffs instruction.(CCl) 211, " Preventive Main-tenance (PM) Program," which transfers contiol of the PM Program to Q

Maintenance.

i 1

3 15-Revision 4 - September 7,1990

[

. =.

o..

i I

i j

o Mainteranos Planner training and err :=R-n program.

R O

o w.k o,. t,a.ngyeo.,g system.

.i o

Approved Lead Planner complement.

o A work control grouphi i;,e&,legy for processing MOs (MSG-03,06).

MILESTONES

.)

1.

Provide documents which improve the quality.of planning' by esta-blishing qualifications and planning requirements.

2.

Develop a long range maintenance strategy with goals.

3.

Develop comprehensive tracking and trending of data which provides a e

clear status of work activities.

4.

Consolidate and further develop the PM program to provide improved.

controls over PM's.

y SCHEDULE AND RESOURCES See Appendix A, PIP Action Plan Schedules.

See Appendix B, PIP Action Plan Resources, j

O RESPONSIBILITY

. The responsibility for this Action Plan'is assigned to-the' Superintendent, l

Maintenance.

r VERIFICATION Implementation Verification

'b 1.

Verify that the above Deliverables are in placei l

Feedback VertRostion l

l t

o l

2.

Regular renc2 to. Management showing progress made on the l L

Ms 6ionance backlog Elfectiveness VertRoetion 1

3.

See Section 6.3, Table 6-1.

l 9

l 1

First Assessment completed on April 27,1990; documentation on file.

l o

(,

3 16-Revision 4 - September 7,1990

=

-.-.....-.=.

.O -

3.6.3 OPERATIQNS IMPROVEMENT PLAN i

BACKGROUND l

l This Action Plan addresses a number of activities that are designed to improve

)

performanos of the. Operations Section. Althouch as principal intent is directed toward improving coordination and work schedulng between t'w Operations and Maintenance Sections, this Action Plan also encompastes the need for-physical changes to work areas, safety tagging improvements, and enhanood computer capasilities, immodate corrective actions related to safety tagging in response to NRC inspection Report 50-317/89 are, described in BG&r Letter " Readiness l

Assessment Team inspection," dated March 7,1990.

L SCOPE AND OBJECTWES l.

A50n Plan Soope k

This Action Plan includes an assessment' of the Safety. Tagging process, including the need for an automated safety tagging system, Operations work space and computer needs. In addition, shift crew staffing a

will be augmented.

1 Overall Objective Physical and organizational changes based on the above evaluations Will be the responsibility of the line organtr*.!cn. With appropriate follow up actions by the line organization, it is exr :;cted to achieve improved Operations O'

staffing commensurate with workload, improved safety tagging; improved working efficiency and improved interfaces between Maintenance, Safety Taggi

, and Outage Management. functions, and improved computer capabi

. This is expected to result in improved operations oversight, work off ciency, and use of plant schedules. Implementation of computer wrdware t

and software upgrades beyond those requiredt for the automated safety tagging system will be through the NED Electronic Data Processing (EDP) 5-l.

Year Plan (see Section 5.3.6).

1 DELNERABLES l

4 o

Operations crew and support staffing.

o SafetyTagging Program assessment.

o Automated safety tagging system.

j o

Operations space needs evaluation.

o Computer needs evaluation.

MILESTONES 1.

Evaluate computer needs for improved safety tagging and work control.

O-2.

Implement automated safety tagging.

a

)

3-17

. Revision 4 - September 7,1990.

j

- - -.... - -. =

. - - - - ~. -.

-.- -.. w. -

l l

i O'

3.

Assess the Safety Ta0ging Program.

4.

Implement physical changes to improve work control effectiveness, 1

5.

Strengthen Operations crew and Operations support staffing, j

SCHEDUI.E AND RESQURCES See Appendix A, PIP Action Plan Schedules.

See Appendix B, PIP Action Plan Resouroos

{

h RESPONSIBluTY a

l Responsibility for this Action-Plan is ' assigned to' the Assistant ' General

- Supervisor, Operations Support Master Unit.

VERIFICATION 4

Implementation Verification

]

1.

Verify appropriate operations staffing actions have been initiated.

l 2.

Verify assessment of Safety Tagging Program has been performed and appropriate actions have been intiated.

O verify imp ementation of an automated safety taooina system.

i 3.

4.

Verify space needs have been evaluated and thal appropriate changes, as approved, have been initiated.

5.

Verify. computer needs have been e"aluated and that appropriate changes, as approved, have been initiated. -

Feedback VerlRCsilon 6,

Utilize periodic communications with first level supervisors and staff l (e.g. communications meetings, plant tours,Vone-on-one discussions,-

job observations, etc.) to assess improvements.

7.

Monitor performance - Indicators (e.g. licensed : personnel shortage l reports, number of days since'last significant Operations incident, status of Operations commitments, etc.) and include in monthly report to the management.

EMoctiveness VertRostion l

1 8.

See Section 6.3, Table 61.

t 1

- E 1

First Asrassment complete on. April 27,1990; documentation on file.

-3 3-18

. Revision 4 - September 7,.1990

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3.7 ENGINEERING PUWNING O

BACKGROUND l

Engineering b.: 2g Planning Unit hEPU)in response: to. internal needs andwas The Er '-

Department N SD i

recommendations from external rev,e(ws an) studies. The EPU helped supervisors c

i d

j and managers to schedule work and allocate resources.

The EPU has been transferred-to the Outage and Project Management i

to the General Supervisor,(GS) gineering Scheduling Unit (ESU), reps 1,r direct Department and renamed the En

.Scheduliro. The ob octives.-

deliver-i ables were not affected; however, responsiblity for this

• lan now belongs to the GS - Scheduling.

SCOPE AND OBJECTIVES Action Plan Scope; This Action Plan extended the ESU function to'all NESD sections and

}

unds, and broadened the scope of ESU planni and scheduling respon-sibilities> to Faciilty Change Requests (FCRsN n-CG-Jormance Reports 1

(NCRs), Plant Engineering work lists, and other NESD activities.

OverallObjective e

The planni and scheduling improvements developed under this O

Actan rian wiii facTitate effective piannino and seneduiina of NESD activities consistent with published priorities, efficient allocation of resources required to

^

accomplish NESD work,-.and improved delivery of NESD committed work

{

items to all ' customers."

DELIVERABLES o

24-month tredefication schedule, o

Major engineering work schedule for NCRs, and POEAC and POSRC open items.

t o

Resource histograms.

o Elgineer work assignments.

l l

MILESTONES 1.

For Design Engineering:

a.

Create a 24-month modification schedule, b.

Schedule major engineering work items not related to' plant r

modifications such as NCR~, and POEAC.and POSRC open s

items:

O-c.

Schedule high-priority, quick tum around work items, and 3 19

. Revision 4 - September 7,1990:

i a

... a n

'Q d.

Determine resources and work assignments, and generated resource histograms on a "per engineer" basis.

2.

Prepare the plans and schedules for the Plant and Project Engineering Section of NESD. When these efforts eve been ed, ESU wR and edakJies for the T Engineering 3.

Extend ESU function to all NESD sections and units.

' 4.

Broaden the scope of ESU planning and scheduling responsibilities to j

FCRs, NCRs, PE work lists, and other NESD activities.

SCHEDULE AND RESOURCES j

See Appendix A, PIP Action Plan Schedules.

b See Appendix B, PIP Action Plan Resources.-

RESPONSIBluTY i

The responsibility for this Action Plan is assigned to the General Supervisor.-

l Scheduling.

VERIFICATION Q

Implementation Vertfloation l

Completed on March 23,1990; documentation on file.

l 4

Feedback Vertfloation Use trending of FCRs against the schedule success report parameters-as a long-term method to determine if adverse performance tiends are.

.t occurring, to assist in root cause analysis of adverse performance trends, and to evaluate overall program effectiveness.

Etfectiveness Verification i

See Section 6.3, Table 6-1.

l.

j 1

l 1

l O!.

i First Assessment completed on April 27,1990; documentation on file.

l.

3 20

, Revision 4 - Septembo' 7,1990 r

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i A

y 3.8 SYSTEM CIRCLES O.'

t BACKGROUND l

4 BG&E initiated a " System = Circle" program in August 1938 to provide < a f

framework for the system engineer to work with other system experts from other site organ!zations, such as Operations and Maintenenos, to +:-:-:-TCd a number of goals. Thet. Mais were:

l I

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

.l o

To work together developing system improvements, and o

To establish working relationships among people who are involved in operating, suppsii(>g, maintaining, and improving a system.

- An additional goal was to resolve a perceived inability of o#ganizations to l share functions in a common area of responsibility.

3' Realization that problem identification and resolution can be as ed by a diversity of views is a reason for the existence of the system circles. The system circle meets formally at least once per year to discuss current operati and material.

conditions, planned or recommended improvements, and any joint that are appropriate to improve the given system. The system circle may meet twice per year 1

depending on the state of tie system and its importance. Meetings will also include -

i a joint system walkdown. A report of the system circle meeting, which will normally I

f-(

be generated by the responsible system engineer,- will be-reviewed by the appropriate Supervisor and General Supervisor, Planned actions and accountability are documented SCOPE AND OBJECTIVES i

Action Plan Scope assigning designated system experts kom Electrical and Controls (g This Action Plan includes assi ning-system-responsible en t: & C),

Mechanical Mantenance, and Operations; scheduling system circle meetings; and develop /and conducting circle meetings..ing generic guidelines for' sy preparing for

(

1 OverallObjective j

Continual use of system circles by the line organization are intended to improve system performance and reliability through reviews-of-system operating characteristics, current configuration, and material condition; l

l improve communications through group discussion involving system l

L engineers, maintenance technicians, and ~ operators; increase definition and 1

understanding of departmental roles, interfaces, and responsibilities; increase system knodge of all participants; and improve plann ng through feedback of system circle members to their. planners. A report o' the system circle meeting, which will normally be generatedEby the respor'ible sys+t

-Q engineer, will be reviewed by the appropriate Supervisor ind. Geneidi Supervisor.

i t

3-21 Revision 4 - September 7,1990

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L O-To eocompiion inis obieceive. ine iine oreaniseiion is expeciso to l_

provide appropriate staff support for custom circle meetings.

PELIVERABLES l

I l

o System Circle meeting schedules.-

i i

o System Circle meeting minutes.

l o

System Engineer generic guidelines.

i j

L MILESTOfg3 i

i 1.

Hold independent meetings including a joint system walkdown.

l o

2.

Develop generic guidelinis: for system eng!neers to use when l

preparing for and conducting circle meetings.

3.

Establish an annual formal system circle meeting to discuss current operating and material conditions, planned. ;or. recommended improvements, and any joint efforts that are appropriate to improve the l

given system.

)

4.

Document planned actions and accountability.

l 5.

Hold scheduled meetings and issue meeting minutes to appropriate j

l distribution.

6.

Implement supervisory review of System Circle meetings.

SCHEDULE AND RESOURCES

.i See Appendix A. PIP Action Plan Schedules, f

See Appendix B, PIP Action Plan Resources.

RESPONSIBillTY e

j The_ responsibility for this Action Plan is assigned to the following:

o General E6porvisor, Plant Engineering overall responsibility;'

e o

Superintendent, Maintenance - staffing - of - E&C.. and Mechanical Maintenance and desigrwted systems experts; 4

o General Supervisor, Nuclear Operations - staffing of Operations Units l

and designated syste m experts.

VERIFICATION Implementation Verification O

Completed on April 6, im; documentation on file.-

l j

3 22 Revision 4 - September.7,1990.

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-I e

i l

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feedbook Vermeetkm i

and supervisors will look for positive indications of better.

i l

wwking r between groups working on a system, respect for the irt xdependency between work groups, and common effort towards common i

go tip ;n improving system reliabilty..

j

\\

ENeotkeness Vermoetkm i

1 See Section 8.3, Table 61.

l 1

l

.e i

'3 8

i O

i

-i i

n e

l'

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y i

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1 First Assessment completed on April 6,1990; documentation on file '

l' i

3 23 Revision 4 September 7,1990 -

1

=. --.-.

1 3.9 OUALITY CIRCLES PROGRAM

.O BACKGROUND 1

which employees can provide input into the way their jobs are performed. ThisThe B procase often results in the dn47,6ri and implementation of improved

/

xactices, better methods, increased efficionor, and higher quality.

Additional l aenefits include better communications, teamwor <, and morale.

groups. These representatives are askoc for their ideas for improving work methods l Circio meetings are held routino>r among representatives from interrelated and conditions.

This is done using: a structured format desired to maximize participation and to ensure problems are sufficiently identified, vor fled, and resolved.

The meetings are led by a trained Circle Leader from the group's respective field /discialine.. An independent, trained Facilitator attends the meetings to ensure the objeches of the Quality Circle Program process are met.

Efforts to implement Quality Circles some years ago at Calvert Cliffs-lost l' momentum due to insufficient management support and administrative controls, in addition, plant perce

, production concoms.ptions allowed the program to assume secondary status to Reorganizations also impacted the program, resulting in l circles being disbanded.'

The Quality Circle Program has been reinitiated under the authority of the Vce President Nuclear Energy Division (VP NED with an on-site coordinator to memitor the development and. progress of the Q)uality Circles at Calvert Cliffs.

Jer Improvements to ensure the program's success include assigning a higher priority to both regular meeting attendance and supervisory involvement than was given in the past and preparing periodic progress reports for management.

Quality Circle membership is voluntary. To promote participstion, BG&E's Quality Circle Recognition Pr ram will provide rooognition and monetary awards to Quality Circle members. E circle will be able to accumulate points based on-meeting attendance, training, superv.isory involvement, use of circle techniques, publicity, and management acceptance of Ideas.

A schedule for implementi circles 'and reinstating old _ circles was developed and approved in March 1 SCOPE AND OBJECTIVES Action Plan Scope The Action Plari continues the rejuvenation 'of the Quality. Circle program cy:

i 1.

Assigning employees with interrelated job functions to Quality Circle teams; 2.

Assigning supervisors. and work leaders as Quality Circle i

leaders, 4

0 3 Revision 4 - September 7,1990 1

i

)

1 3.

Assigning facilitators to focus on the probiom-edt.rg prooses

- O

=ad eraua dra==ia :

4.

Training Quality Circle members, leaders, and facilitators:

5.

Holding Cirolo " Kick Off Meetings and; establishind regular

.I meeting frequency and schedulo; and

6. -

Issuing follow-up reports to management.

Overs # OhieoWre Effective implementation of the Circle Program should result in I

higher morale, better teamwork, and-oved -communications and performance, in addition, the formation of interdepartmental circles should j

wip promote increased respect and trust between groups.

DELIVERABLES l

o Quality Circle training modules for members, leaders, and facilitators, j

o Progress Reports to management.

{

o Quality Circle mooting minutes.

'I o

Plant / Job improvement recommendations.

{

O uiteSTones t

1.

Assign Quality Circle facilitators.

2.

Assign supervisors / work leaders as Quality Circle leaders.

3.

Assign volunteer employees to Quality Circle groups.;

4.

Provkle training to Quality Circle leaders and facilitators.

l 5.

Establish weekly f Circle Meetings.among. representatives from 1

interrelated groups.

~

t 6.

Assign 'a higher priority to both regular.. meeting attendance and o

supervisory involvement.

7. '

Evaluate Circle effectiveness via progress reports.

8.

Conduct periodic surveys, j

SCHEDULE AND RESOURCES i

See Appendix A, PIP Action Plan Schedules.

See Appendix B, PIP Action Plan Resources.

.O

. t 3 25

. Revision 4 - September 7,1990

....-.---,..:.-,._.--_........,...=.-......--....-..-.~...-.-..>

s

+

RESPONS)SILITY O

Tho responsibility for this Action Plan is assigned to the Assistant to VP NED.

j YERIFICAI1QN l

Implementenon VerlRostion 1

1.

Verify Quality Circles teams are establiehod.

j i

2.

Verify training has been conducted.

1 3.

Verify meeting schedules has been implemented.

4.

Verify that circle ideas are being evaluated and implemented ;as-l appropriate.

Feedback VertNostion 1

5.

Circle effectiveness will be evaluated via progress reports, circle

.i presentations to management, and the results of the Quality Circle Recognition Program.

Also, periodic nion surveys will provide insight into the effectiveness of tw Quality ircles Program.

J ENectiveness VertRostion 6.

See Section 6.3, Table 61.

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3-26 Revision 4 - September 7,1990 t

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4.0 ASSESSMENT

CAPASluTY IMPROVEMENTS LO 1

1 4.1 OPERATING EXPERIENCE REVIEW

)

aAcKanouNo l

1 This section summarizes previous improvement efforts under Plant Operating consolidates them with Operating Experience Revo);w, former y Section 4.1.1.

Experienos Assessment Committee (POEAC. formerly - Section -4.1, and-

~?

l E

POEAC, serving as a subcommittee of the-Plant Operations and Safety

.l Review Comm!! tee (POSRC), is responsible for the analysis of industry operating i

experience rerv)tt (NRC Bulletins, Information Natioes,'INPO Significant Operating Experience Reports - (SOER), Significant Event Reports (SER), etc.)- and the l

e notificaron c' DOSP,0 when significant safety issues have boon found applicable to Calvert Cliffs Nuclear Power Plant. As such, it represents a key component of the Operatog Experience Review (OER) process.

The previous imr'ovement efforts under Action Plan 4.1 focused on the l

processes for accountahity and work control. Specific emphasis was placed on enhancing the SOER review process. The enhancements induded the following t

o single person accountability for. the management of operating j

experience evaluations, l

o supervisory concurrence for all POEAC operating experience reviewer O.

assignments and schedule deviations requested by the reviewer, and

)

o POSRC approval of all SOER responses.

l l'

Evaluation of the POEAC Action Plan 4.1 results duringthe BG&E Quality f

Audit (September 1989)'and the INPO SOER process aucit '(February 1990)-

indicated that further improvement and alignmeru with industry standards were necessary. The recommended actions included:

o Coordination and/or transfer of past POEAC responsibilities to'the Independent Safety Evaluation Unit,(ISEU).

o ISEU approval of SOER responses in lieu of POSRC approval.

j o

Subdivision of the OER process into industry and in-house review of

. i efforts. The latter will include Root Cause and Human Performance Enhancement System (HPES) analysis of plant events.

An action plan was developed to address these recommendations. The..

Ti i

elements of that Action Plan. descrbed below, provide a more complete integration t

of the improvements to the POEAC, OER, and ISEU functions.

h O

41 Revision 4 - September 7,1990 j

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SCOPE AND OBJECTIVES l

L; Q l

AcUon Non Soope

+

The scope of this Action Plan is to develop and implement an OER i

lrocess (monitoring, trendng, analysis, resolution, and follow-up) including i

• 0EAC function redefinition, improve sooountability and supervisor i

oversight, and to appropriately staff the OER program..

To resolve i

deficiencies in the SOER-process, the Action Plan will improve SOEM and resolvi Process :rocedures for. monitoring, analyzin3,be rooords.

industry events anc in-house ating event data wil Appropriate Root Cause (RCA) and' HPES training for-EU members will also be performed under this Action Plan to improve. event analysis capability.

i l.

OveraH ObjecUve Implementation : of. the Action Plan ' im organizaton willimprove Calvert Cliffs' monitteing,provements by the line follow-up, and trending of operating experience and will also improve awareness of industry events as

-l they may affect Calvert Cliffs.

DELIVERABLES

{

o Revised Calvert Cliffs Instruction (CCl).L 139,." Organization and r

Operation of the Plant Operating Experience Assessment Committee."

O o

New Caivert Ciiffs instructica (CCi> 1.s, Root Cause irs::r-e :os.-

n o

in-house effectiveness review procedure.

o Auditable SOER files.

o industry event files.

j a

o CCNPP event files.

o Training in event investigation techniques.

o

. Database for industry experience, i

l o

Database for in-house experience, y

o

" Lessons Leamed" from in-house experience review.

i o

" Lessons Leamed" from industry experience rev'mw.

o OER function and resouros responsibility matrix.-

MILESTONES i

'1.

Issue OER program procedures.

~

O 2.

Establish auditable SOER files.

f 4-2 :

Revision 4 - September 7,1990 J,

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j 4

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3.

Improve process for assessment of industry information, q

4.

Improve process for assessment of in-house information.

)

5.

Obtain adequate resouros commitments to staff OER functions.

l j)

SCHEDULE AND RESOURCES See Appendix A. PIP Action Plan Schedules.

See Appendix B,' PIP Action Plan Resources.

f RESPONSIBILITY si i

j E:::-:-MNity for this Action Plan is assigned to the Supervisor, independent i

Safety Eva untion Unit.

l l

VERIFICATIQfi i

Implementation VertRostion 1.

Verify that the above Deliverables are in place.

2.

Verify adequate staffing for OER program functions.

i Feedback Vertfloation 3.

Ma.W and Supervisory Job Observations.

4.

INPO evaluation results.

5.

Monitor repetitive plant events for implications to OER program.

l Ettectiveness VertRoation t

6..

See Section 6.3, Table 6-1.-

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J 4.2 QUALITY CONTROL IMPROVEMENTS O

1 BACKGROUND l

. In early 1989,'8G&E's Manager of QASSD started a series of improvements to the Quality Control (OC) organization.

for improvements started with l the assignment of a new General Supervisor, Assurance in February 1989.

3 Additional conoorns related to the effectheness of QC function have already been addressed by short-term corrective actions as discussed in BG&E's response to the STI report. Longer term improvements were committed to as part of the PIP. l j

in June 1989, ths Quality Control Mission Statement was issued._ lt states:

j The Quality Control personnel will independently' ensure j

that actMtles affecting Calvert Cuffs Nuclear Power Plant conform 5

with-Instructions, procedures,-and drawings.

They will verify-

)

adherence to - Quality Assurance Program requirements for i

des n,ds peration, and maintenance; and management's j

o r

for safety thoroughness, accuracy, timeliness,.

orderliness, and workmanship.

i

.The Qual Control organization will accomillah, this j

mission im nting a' Critical Characteristics Inepection.

process.-

1 Characteristic inspection plans and hole points will be controlled by Quellty Control Procedures which represent d

an integration of design, maintenance,fety, lure mode and Quality Control

(

criteria.

These criteria will include: sa probabHistic risk O

assessment, component ' safety function,.fai maintenance implications, effect on operations, and cost.

J Additionally, the Quality Control organization is responsible for establishing an NCR process which trends, evaluates,.and Calvert Cliffs.propriate action.to correct. nonconformances at monitors ap The Quality Control organization will be organized, trained, and augmented to accomplish this mission.

l The QC unit was reorganized and' expanded into a master unit. : This interim organization included functional roups para!!al to the related craft specialties and a new Quality Engineering Unit EU). The purpose of the reorganization was to j

irr. prove QC oversight, allow or supervision of QC personnel, increase direct i

L technical support o QC activities, and increase the techn' cal knowledge of the QC.

organization.

In June 1990, the QC Master Unit was formally apxoved and renamed the' Quality Verification (QF) Master Unit. This evolution estaolished four (4) separate QV units. This Actior '?lan has been revised to reflect this latest change ~

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AoNon Pian Soope j

The scope of this Action Plan is to provide procedures which clarify l

QV's role and o ed results, adop(t a critical characteristics program, improve the Non-mance Report NCR) prooses, and provide training for the QV staff.

Overen ObjeeGro y

The objective of this Action Plan is to improve the overall effectiveness i

of BG&E's OV Program by upgrading monitoring, follow-up and trending-i capability and by clearly defining the responsibilities of the QV organization (versus those of the line organizations).

i DELIVERABLES l

o Administrative / inspection procedures that clarify QV's role and results.

j o

Critical characteristics inspection pilot program (valves).

o Critical characteristics pilot program evaluation and lessons learned.

{

o Root cause and technical training, o

A process for forwarding QV concerns to issues-Based Planning for O

consideration at the Spring Planning Conference.

5 MILESTONES

'1.

Issue administrative and inspection procedures for QV activities.

i 2.

Develop and validaM a critical characteristics pilot program for valves.

1 L

3.

Evaluate the critical characteristics pilot program and develop ~~

recommendations for use in future full scale program expansions.

4.

Provide root cause analysis training and technical / training to inspectors.

l 5.

Input QV concerns to the Spring Planning Conference.

l SCHEDULE AND RESOURCES See Appendix A, PIP A' tion Plan Schedules.

c See Appendix B, PIP Action Plan Resources.

RESPONSIBILITY The res sibil for this Action Plan is assigned to the Assistant General-O S " ' '-

4-5 Revision 4 - September 7, _1.990L

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i VEBIE) CATION O

l Implementation VertNoetion t

l 5

l 1.

Verify that the above Deliverables are in place.-

l l

l Feedback Vertnoetion '

i l

2.

Analysis of NCR tronos.

i Ettectiveness VertNoetion 1

3.

See Section 6.3, Table 61.

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1 4.3 QUALITY ASSURANCE INTERNAL ASSESSMENT IMPROVEMENTS O

BACKGROUND l

in the April 7,1989 PIP, BG&E committed to impr the effectiveness of l i

the Quality Assurance (QA) function at Calvert Cliffs, imprnverr3nts included:

I o

increasing the involvement of managers and general supervisors in i

the audit process, incleding attendance at pre-audit and po6t audit.

j conferences to better assure " big picture" understanding of audit 1

L findings by~ management and to achieve more timely and j

i comprehensive corrective and preventive actions.

This action addresses weaknesses identmed by BG&E, JUMA, and the NRC.

o improving the k' and experience of auditors by means of

' i i

cross training, rotat assignments, and use of technical expetts where appropriate.

3 l

o iner the depth of audits, including use of deep-vertical slice inspections (ques in activities such as Safety System - Functional audit t ni SSFis),

j p

Each audit app opriately includes programmatic, technical,y including an SSFl.-

Currently, QA schedules about 25 audits per year, usuall and effectiveness i

components. Si nificant audit findings and trending based on audit results are 1

r ularly report to the Off Site Safety Review Committee e o^ durina its audits wiii de inciud,d in the issues Bassa(OSSRC). Issues found O

Piannina erocess (see 4

ion 2.3).

j i

[

SCOPE AND OBJECTIVES l

Action Plan Scope I

The scope of this Action Plan is to develop the process changes i

l necessary to increase management involvement in audit meetings and the resolution of audit findings, to improve the training of auditore, to focus the overall audit schedule, and to provide QA input into issues-Based Planning.

OverallObjective i

The overall improvement objectives are to increase the technical depth of audits, assure appropriate management follow-up on actions, and ensure that broader issues are identified in time for adequate planning.

q j

DELIVERABLES L

i o

Process changes'to require management attendance of pre-and post audit meetings.

i i

o Process changes to encourage manager / supervisor participation in the ranking and resolution of deficierdes.

o Auditor training in root cause analysis.

4-7 Revision 4 Sootember 7,1990 :

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o." An ald. schedule demonstrating periodic, focused assessments such

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o A procest, for providing QA input into issuoBased Planning.

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E MILESTONES 11 EncoureDe ial. and supervisory involvement in the ranking :

and resolution of in their areas of responsibility..

c o

[

2.

Input QA concerns tb _the issues-Based Planning process.

3.

Attendance of: Managers, Ger oral Supervisors,' 'and designated l

. OSSRC members to the pre; and post-audit rr eetings.

m, i

K 4.

Thain auditors in root cause e,ialysis and technical evaluation.'

5.

Provide auditor with cross-training.

6.-

Perform periodic focused assessments, s6 ih as SSFis, using " vertical _

slice" audit techniques.

,e 7.

Perform real-time surveillances. -

SCHEDULE AND RESOURCES j~

+

O See ^99endix A. eie Action eien scheouies.

i:

See Appendix B, pip Action Plan Resources.

d RESPONSIBluTY The responsibility for this Action Plan is assigned to thA following:-

4 n.

o Supervisor, Quality Audits Unit -loverall responsibility.

o Managers - support responsibility.

I afRlFICATION j

ev Implementation Verification 1

+

Completed on January 18,1990; documentation on file.

.l 4

Feedback Verification i

1.

. Quality Audits Unit (OAU) performs monthly trending of the number of open findings, average time open,' number of r ate: findings, and l

number of new findings. This'is reviewed periodically by the OSSRC. =

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pro-and post audit meet Attendance. trends ' are f reviewed M

periodcally by the VP NED,

and the OSSRC.

Erreathenen vermoetion.

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3.<-

See Section 6.3, Table 6-1.

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4.4 lNDEPENDENT SAFETY EVALUATION. '

L : o-

1 BACKGROUND

.]

Y independent Safety Evaluation Unit (ISEU) was established in early 1989 1'

!to provide a clearly defined, Independent capability. to. assess operations, maintenknoe, and insering activities that would affect safety and to determine

- the root' causes of deficiencies. These independent safety evaluation

' functions include:

I l

o:

Performing special safety investigatione, studies,: analysis,; trending, 1

etc., as requested.

~

o-

. Developing, and implementing-.NED nuclear safetyJperformance trending.

j

.' o Providing-input to lasues-Based Planning (see~ Section 2.3) based on ISEU trending and assessments of NED activities.

1 o-Providing reports to the Management..

U The'lSEU also provides direct' support for Operating Experience Review "q

activities (see Section 4.1)..

SCOPE AND OBJECTIVES

' Action Plan Scope i

O e

l-The scope of,this Action' Plan is to define, develop,' and implement methods by which independent appraisals of activities notentially affecting

. nuclear safety are performed and reported to the Plant Operations and 3

Safety Review Committee (POSRC), to the Off-Site Safety Review Committee

,y:

(OSSRC), and to BG&E Management.

~ '

it 7 OverallObjeot!ve The overall objective of this Action Plan, in conjunction with Operating i

Experience Review,;is to improveidopth of assessment and root cause j

analysis, it is also expected to improve the ability of management to respond '

to safety issues by providing improved monitoring, follow-up,' and trending.

DELIVERABLES

-j o

Assessment procedures.

o Trending procedures.

e r

o Quarterly trend reports.~

s O

i 1

'4-10 Revision' 4 - September 7,1990 l

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MILESTONES h

-t

-1.

Develop appropriate reporting mechanisms.

2.'

Establish program for root cause analysis of identified program and process deficiencies..

g q

1 3.

Establish program for root muse analysis _of trends.

SCHEDULE AND RESOURCES y

'o

~ See Appendix A, PIP Action Plan Schedules.

{

hW See Appendix B, PIP Action Plan Resources.

~

RESPONSIBluTY 1

~

?

= The; responsibility for this Action Plan t is assigned: to the nSupervisor, Independent Safety Evaluation Unit.

VERIFICATION 4

Implementation VertRostion, 1.

.Verliy that the above Deliverr.bles are in place.

a 1

1 g

~

j i-2.

Verify root cause analysis program established.- -

3 L

3.

Verify management = rearting ' mechanisms established,: including.

- trending, lasues-Based Planning input, and independent assessment ~

p reports.

-i Feedback Vertfication N

4.

Management and supervisory job observations.

L L

5.

OSSRC assessments.

t j

j Effectiveness Verification l

6.

See Section 6.3, Table 6-1; 1

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4.5 SAFETY ASSESSMENT

]

~ O'3 BACKGROUND' 1

y o

- In 1988, BG&E provided formal training for performing.~ improved 10CFR i

50.59 safety evaluations and screeniny for when a safety evaluation is required.

L L

-This training was provided to Design :ngineering, Piard and Project Engineering,-

and many personnel from other plant organizations, including the OSSRC and the POSRC. Similar training has been provided subsequently to employees entering l' these groups.

J

We are aware that a more rigorous safety assessment process is needed for -

the analysis of temporary modifications. To respond to this concern, a screening.

-[

o process was used to -identify potential nuclearc safety significance of temporary [

9 modifications.1

~

This Action Plan represents an enhancement and widening of the safety evaluation / assessment process and directly supports the temporary modification process. The intent of the Action Plan is to institutionalize site-wide nuclear safety'l awareness." The screening arocess methodol y is being formalized and will be.

(

applied to maintenance, mocifications. and troub hooting activities.

Use of the expanded screening process will assure that safety' ass'esements-

[

have been performed and'are adect.ately documented.- The process wille.use of progressive screening criteria :,y personnel at corresponding orgar. stional.

levels (i.e., personnel at appropriate levels will be provided with standard questions :

to be answered to ensure and dor.um6nt that an adequate assessment has been

( -

performed.).

t SCOPE AND OBJECTIVES I

Action Plan Scope

..The scoae of this Action Plan is to develop _ documented safety screening processes anc criteria for use by personnel at each -functional love to assess i

various activities and_to provide the necessary input to supporting procedures'and training.

~

Overall Objective The overall improvemerit objectives to be achieved using the products of this oration of site-wide nuclear safety practices, increased

' Action Plan are the incorp/ assessments and improved safety consciousness. Th depth of safety screening 3

line organizations are responsible for,thetincorporation of!these. products into appropriate activity control procedures.

i DELIVERABLES o

Documented safety screening processes for maintenance..

o Documentec, safety screening processes for procedures.

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'o Training in safety screening / assessment processes for maintenance.

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o-i Training in safety screeninO/ assessment processes for procedures.

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MLESTONES i

MAINTENANCE i

i 1.

Develop appropriate safety screening critoria for use in maintenance

. activities.;

I

' 2; Provide _ a consistent approach to and : documented' record of the safety l assessment-considerations prior ? to - the start of-the, implemontation activities. -

y 3.'

Refine screening criteria using trial runs for maintenance activities.-

'4.

Increase ~ plant personnel awarenest snce safety screening l i

. at all levels using' newsletters and aw

'*ings.

f

']

Provide management briefings at key milestones.

r F

5.

n l-6.

. Change? maintenance control ~ procedures to incorporate ; safety j

screening criteria.

f i

7.

Provide training in the use of meintenance screening criteria.

'[

LO eRoCEDuRES 8.

Jevelop appropriate safety screening briteria for;use in' procedural o

i.

activities.

l^

l 9.

Provide a consistent approach,to :and. documented. record ^of the' i

- safety - assessment considerations ~ pnor toi the start of the implementation activities.

, '9 10.

R6 fine screening criteria using trial runs.for procedure activities, j

11. -

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

12.

Provide management briefings at key milestones, j

13.

Change CCl 101 to incorporate safety screening criteria.-

4 14.-

Provide training in the use of procedural screening criteria..

SCHEDULE AND RESOURCES

}

See Appendix A, PIP Action Plan Schedules.

See Appendix B, PIP Action Plan Resources.

,OV-4-13 Revision 4 - September 7,1990 4

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3 RESPONSIBluTY L

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. The overall' responsibility. for this' Action Plan is assigned.to tm Generale 1

l Supervisor, Design Engineering. -

I

(

L VERIFICATION

=j n

. Implementation VertRostion

~

1.

Verify that the above Deliverables are in place.

ll 1

Verify:dology.- -completeness of s' aning criterit and safety ' assess 2.

metho 3.'

Verify that :nothodology is-able to be' translated appropriately:into implementing procedures.:

4.

Verify' appropriate safety assessment and screening criteria training

- has been performed.~

Feedback Verification 5.

. Supervisory / Management Job' Observations.

l j

- 6.

. Solicit feedback from personnel in awareness meetings.

Effectiveness Verification-7.

See Section 6.3, Table 61.

. l-L 8.'

Because this is a long term effort, these assessments will evaluate the -

continuing development and implementation process. ' Ultimately,- the -

t effectiveness of this Action Plan will be' verified through the ongoing.

Calvert Cliffs Quality Assurance Program.'

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FtQOT CAUSE ANALYSIS IMPROVEMENTS

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BACKGROUND As indicated by the April 7,1989 PIP, improvements in Root Cause Analysis i

were needed at Calvert Cliffs to address weaknesses in achieving timely, i

-(RCA) o corrective actions int response > to~ identified deficiencies.'

~ These offectw

[

weaknesses were also identified in the STI report.

j L

RCA techniques are used by the independent Safety Evaluation Unit,'and the h

root cause/ failure analysis technKlues> are used by System Engineers.

Other L

functions and work groups will receive appropriate RCA training for application _in

- their respectNo activities. -

f SCOPE AND OBJECTIVES l

h

}

' Action Plan Scope.

^

The scope-of this Action Plan is1to-develop'a root cause analysis program, establish supporting procedures, - and provide - the necessary 3

training. - RCA training includes Analytical Troubleshooting, Human Perfor-'

4 mance Evaluation ' System. (HPES), Failures L Analysis,E and Root - Cause j

Analysis Methodology.' Groups targeted for RCA training include:

o Operations o

Electrical & Controls Maintenance' o

Mechanical Maintenance

'i O

Assurance and Quality Verification -

.Qualitv$rgineering.

o Plant o

Nuclear :ngineering ing o

Performance Engineer o

a o

Chemistry / Water Treatment-o

Safety & : ire Protectioni o

' Radiation Safety

)i o

Design Engineering o

Technical Services Engineering -

1 Overall Objective i

The overall objectives to be achieved using the products of this Action _

Plan include:

l' l

o Improved problem soMng capability at worker level.'

o incorporation of root cause enalysis into daily activities.

l

'o Reduced events and repetitive failures.

DELIVERABLES

, New/ revised procedures for the RCA program.

[

/o RCA training lesa9n plans and schedules, l

Q 4-15 Revision 4 - September 7,1990

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MILESTONES

'l.

g

.]

L l

l1.

Analyze root cause analysis needs.

l 2.

Identify procedures that need to be changed.

j

~ 3.

Prepare and issue new/ revised procedures for RCA program.-

l; j

4.

Develop and conduct RCA training.

'~

L SCHEDULE AND RESOURCES

-l; cl Sse Appendix Ai. PIP Action Plan Schedulo.i 4

See Appendix B, PIP Action Plan Resources.'

4 RESPONSIB!LITY

. The responsibility for this Action Plan is assigned to the following:

}

o Project Manager, RCA Project - overall responsibility; q

' Supervisor,, independent Safety. Evaluation Unit"- procedure deve'--

'0 o

lopment.

~

4 General Supervisor, Nuclear Train'ing - training,.

i o

O VERIFICATION l

E Implementation VerWication

~

1..

Verify that the above Deliverables are in place.

j 1

2.

Verify training of target groups 1

3.

Assess program im'plementation, and review samp's'RCA inve'stiga-tions for thoroughness.

[

Feedback Verification b

4.

Periodically report on progress and effectiveness through routine:

N work progress reports (i.e., monthly progress reports)

Effectiveness Verification l

!:i.-

See Section 6.3, Table 6-1.

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O 4-16 Revision 4 ; September 7,1990 J

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m 4.7 PLANT OPERATIONS AND SAFETY REVIEW COMMITTEE c

.Q;:

~ 1:

1-BACKGROUND

' As stated in the Axil 7,1989 PlP; the Plant Operations"and 'SafetyLReview Committee (POSRC)f acvises the Manager-Calvert Cliffs Nuclear - Power Plant j

in.acoordance:with the Calvert:

i on all matters related to nuclear safety larification of expectations as to NP the role of POSRC members discussed in the PlP, other enhancements are be ical Specifications. in addition to the c implemented to improve the effectiveness-of the POSRCito better assure ~ that, important issues are dealt with in a complete, timely manner. These enhancementsi

_t are listed below under Action Plan Scope.

L 6

l SCOPE AND OBJECTIVES Aonon Plan Scope

{

The scope of this Action Plan includes::

additional guidance to POSRC members (. Revision' of Ca 1.'

+

2.

Creation of.a4 POSRC Procedure Review 3 SubcommitIee to 1 provide a safetya assessment of proposediprocedures and procedure changes. The subcommittee will review revisions' and changes to implementi

_ procedures.1 Summaries of the

. proposed procedures or anges,.

with recommenda-O t'one for ePProvei or rortion. wiii de ou itted to the eOSRC The subcommittee,' % currentlyt envisioned,uwilinconsist1of seven members (ar; their alternates). representing the follow-

-i ing disciplines:

~

j x

o Chem

/ Radiochemistry :

o Design E insering ; '

o Electrical Controls' o-Mechanical l

o=

Nuclear Engineering m

ations -

'y o

diation Safety 3.

Development of appropriate guidance for xesenters coming _

before POSRC to assure necessar'r and suff cient information is available for decisions to be made ay POSRC.

4 4.

Ensure that personnel-making-incomplete !or unsatisfactory I

oresentations to the-POSRC will receive immediate^ feedbrok -

1 dom their GS.

3 i

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4-17 Revision 4 - September 7,1990 w

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a OveraH Objectke

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1 The overall objectives of this Action Plan are as follows:

j y

1.

To clarify POSRC role for safety assessment.

2.

To improve efficiency of procedure review process.

3.

To assure adherence to presentation standards ~

4..

To reduce wasted time by POSRC caused by incomplete and

. fragmented presentations 1

5.

To ensure the enhanced ability of the full Committee to focus; H

on significant safet matters and concerns.

j 6.

.To ensure prompt dissemination of the results/recommenda--

i tions of Committee deliberations on significant safety matters to division ; management :- (not ' POSRC : members) ( and : OSSRC ~

i members -

g l 7.

To ensure proper. conservatism of safety _ recommendations by L the Committee.

j i

DELIVERABLES o

Revision to-CCl-103,'" Organizational and Progarn. Changes for O

eoSaC.-

s 1

.o.

POSRC ProccJure Review Subcommittee.

ri oJ A guidance; document for presenters.

o Training plans for new POSRC members'and Procedure'Meview Sub-committee members.

MILESTONES l

1.

Establish guidelines for POSRC presentation.

i 2.

Revise CCl-103 to incorporate new guidance.

3.

Develop and issue guidance for presenters.

4.

Establish Procedure Review Subcommittee / membership.

ll 5

+-

t 5.

-Comalete safety evaluation and :otner.. identified training a'.sociated

'with POSRC activities.

i i;

6.

. Perform a' job / task analysis (JTA) to identify continuing training needs.

F O e

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.' v SCHEDULE AND RESOURCES l-

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- See Appendix A,- PIP Action Plar: Schedules.

y See Appendix B, PlP Action Plan Resources.

t 3t:SPONSIBluTY

}

The responsibility for this Action Plan is assigned to the followingi o

POSRC Chairman.Meilicdoici;ry. implementation;'

a o

General Supervisor, Nuclear Training - job / task analysis. -

,~l.

j YERIFICATION g

implementation Verificotton n

1

'1.

' Verify that the above Deliverables are in place.

lj i

2.

Verify actablishment of Procedure Review Subcommittee with qualified.

-personnel.

J' 3.

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

y n

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i Feedback Verification..

l L O 4.

These changes will be:evaluatedLthrSugh: feedback from POSRC L

members, feedback from the OSSRC review of POSRC activities l

.Section 4.8), and reduction of number of challenges of 'P RC-Li e

y decisions by the Manager CCNPPD.-

i o

5.

General Supervisor feedback-tolpersonnel making incomplete or unsatisfactory. POSRC presentations. '

r Effectiveness Verification 6.

See Section 6.3, Table 6-1.

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~4.8 :

OFF-SITE SAFETY REVIEW COMMITTEE 1

hg.~,

j BACKGROUND l

j review and' audit of designated activities in the a(OSSRC)?provides in' depen ilho Off Site Safety Review Committee.

~

reas'of ations, engineeri i

and 1

chemistry, metallurgy,tinstrumentation and control, r ical safety,The consists of.13 members. Off site members constitute the majority. a assurance ir accorifance with Calvert Cliffs Technical licend representative from ~another. nuclear operating u'R ' ' as' well p i

p) - consultant :with ; extensive ' nucisar - experience, an. experienced, -

as.BG&Ew personnel witi environmental, metallurgy, operations, and engineer expertise.: In addition to thriciarification of the role of OSSRC members o in the April 7, J

lL 1989 PIP, other enhancements have been made to improve the effectiveness of the -

4 OSSRC. These enhancements are listed below under Action Plan Scope.

1

+

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SCOPE AND OBJECTIVES i

N

. Action Plan Scope.

^

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.e i

Yhe scope of this Action Plan comprises the following:

11; Reorganization of the standard agenda.to address significant L

- safety Jissues L first followed L by: he Vice President NED.xexecu preparation of recommendations to t l

12.

Training of OSSRC members includihg:,

O o

An initial OSSRC' member training; course and, periodic -

refresher courses, j

t 1

o.

Specialized training of membersLbased on upcoming 1 j

L uissues at the next meetinga ',

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'Other training. identified from periodic meetings of the" OSSRC Chairman and the; Genera! Supervisor-Nuclear Training to discuss training needs and resu:ts.

3.

Establishment of an orientation toward dealing 'with generic l i

issues that may affect safety and' quality at Calvert Cliffs rather.

J than becoming immersed in minor issues and technical details.,

x..

4.

Establishment of an orientation toward comprehensive assess-l.

]

ment of issues that may affect safe, reliable operation of.Calvert Cliffst rather than onlyidealing. with Fminimum1 regulatory

. requirements.

OverallObjective i

The overall objectives of this Action Plan are as follows:

1.

To assure that. members have time to propeily reviewJand.

i assess the most important items, that the OSSRC appropriately -

1 closes issues, and that any recommendations to.the Vice 4-20 Revision 4 - September 7,1990' i

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~ President, Nuclear Energy DMslon'are carefully considered and 1

y Q documented.

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- To improve the. ability.of the OSSRC:to; provide careful: and 2

a a

deliberate safety review oversight to Calvert Cliffs activities will.

H be enhanced.

1 3.

- To ensure that personnel who present items to the OSSRC will-l <.

1

better ' understand the 2 role ofJ the OSSRCiand - present information in a way which facilitates;the OSSRC's safety.

j oversight function. ~

~

j DELIVERABLES t

o' A reorganized standard agenda to. address safety issues first.

l t

oi Revised Chapter 2 to OSSRC Manual. '

L

'o

' Revised Chapter 3 to OSSRC Manual.'

o q

o"

= An OSSRC member training program.

~ '

o An OSSRC presenter's guide.

i MILESTONES 1.

Develop a self study treining guide stating the role of the OSSRC.

O L

2.

Imalement reorganization'of standar'd agedda:to address significant safety issue primarily.

3.

~ Ensure that an Executive Session-is held after each significant safety J

L ltem. presentation to assure that<the OSSRC apxopriately: closes a

l issues and-that recommendations 1 tof theLVP-hED are carefully

~

considered and documented.

l 4.

Establish a format that focuses on assessment of icsues that may-1 affect the safe, reliable operation of Calvert Cliffs.

-i id 5.

Develop "xesenter's guide" gMng general. types of information to be.

' aresentec to the OSSRC.

Each personL scheduled to present d

nformation to the OSSRC will complete the self-study training module -

and review the " presenter's guide" prior to presentation to the OSSRC.

I SCHEDULE AND RESOURCES l.

.I l'

See Appendix A', PIP Action Plan Schedules.

l See Appendix B, PIP Action Plan Resources.

0:

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4-21 Revision 4 - September 7,1990.1 t

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i RESPONSIBluTY The responsibility for this A: tion Plan is assigned to the following: ;

i 1

o

. Chairman, OSSRC - overall responsibility;.

o General Supervisor, Nuclear Training - training responsibility.-

VERIFICATION

~

implementation Verincation Completed on February'5,1990; documentation on file.

Feedback VertRcation

' The Chairman, OSSRC will solicit periodic feedback from the VP-NED ;

on OSSRC effectiveness.

EHectkeness Verlucation 1

.See Section 6.3, Table 6-1.

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LQ First Assessment completed on April 27,1990; documentation on file.

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4.9L VISITING OTHER PLANTS

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B6Cd(GROUND q

, BG&E has made steady improvements-in its' communication with other a

nuclear utilities.' Since 1987, BG&E has performed safety system technical reviews with the aid of; experienced outside consultants. BG&E recognizes the benefits

a

. brought to Calvert Cliffs by independent reviewers familiar with the practices'of-i

~

~ other utilities. We anticipate similar benefits will be obtained from key members of Eand resolution practicos and the use of alternate ine odology. problem id our staff visiting other nuclear plants where they can observe

-]

BG&E is becoming more involved with peer reviews'at other plants through"

~

a the institute of Nuclear Pcwor 03erations'(INPO). To widen the exposure of BG&E -

j personnel to industry practices, INPO has been asked to permit BG&E personnel to :

participate as observers on other reviews when it is not possible to participate as a; 3

peer evaluator.L m

in addition, BG&E.will Wrticipate:in inddpendent. review: efforts at~ other i

power lants during performance of utildy sp)onsored vertical-slice reviews, such j

l Safety ystem Functionel Inspections (SSFis, design verification reviews, and other l

p

' inspect ons.

This participation.may be as' either ~ participating reviewers orEas observers.

1

[]

. BG&E will develop guidance that will help participants to focus on objectives,

. preparations, and the need for distributing lessons-learned to other members of the :

Calvert Cliffs team upon their return.

j SCOPE AND OBJECTIVES Aotion Plan Soope l

The scope of this Action P!cn is to developLguidance documents forf participants visiting other plants and to involve managers (VP, Managers;.

and General Supervisors (G. S)) in peer review activities..

Overall Objeotive -

The overall improvement objectives to be achieved using the products 3

of this Action Plan are to improve awareness and' recognition of. issues, problems and good practices.within the nuclear industry, Land to document-l, applicable findings for consideration by Calvert Cliffs' line managemente DELIVERABLES

.s o.

' A guidance document for performing and documenting the results of-plant visits.

3 o

Schedule of INPO Peer Evaluator and Observer opportunities.

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L O-4-23 Revision 4 - September 7,1990

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4 MILESTONES ll g'

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EvaluatorJ andi Observer 1-I 1.

Promulgate' schedule' of INPO Peer opporturdties.

r r

2..

Prepare schedule of VP NED active participation in regional peer >

d meetings, INPO senior nuclear executive

- executive (scheduled)d), and NUMARC Board meetings (seneduled).

- conferences (schedule 3.-

Issue Guidance Document for performing-and documenting thel

E results of plant visit

,.-

,. 7 4J Establish INPO concurrence for BG&E personnel to participate as an observer,if not as a peer evaluator, and implement such pasticipation, in indepentjent reviews (such as SSFis) at other power plants.

SCHEDULE AND RESOURCES i

See Appendix A, PIP Action Plan Schedules.-

- See Appendix B, PIP Action Plan Resources j

RESPONSIBILITY The responsibil r this Action Plan is assigned to the. General Supervisor,>

Planning and support -

lon.

O VERIFICATION

}

Implementation Verification;

~

j Completed on July 23,1990; documentation on file.

~

Feedback Verification i

':L

. Performance reviews of appropriate supervisors f will include '

f

-verification that visits are being performed and that lessons learned are being -

forwarded for action.

(

l-

[.

Effectiveness Verification See Section 6.3, Table 6-1..

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- Revision 4 - September 7,1990 m

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s "4 10 ISSUES MANAGEMENT SYSTEM O

BACKGRol1NQ Yne issues System '(IMS) is the. outcome. of; an evolutionary goo 0ss to develop a le s em to capture, evaluate,- and resolve issues at-1

,.,aivert Cliffs. Or@nally within the scope of the QC i Action 1

Plan.as a revised process for non-conformance reports. N Rs it has been

{

expanded to replace all other issue processing systems at Cl a

f SCOPE AND OBJECTIVES Action Plan ScopeJ The scope of this Action Plan is to create a comprehensive IMS which

^

' w.ill assure uniform capture, analysis, and priodiketion of issues and provide.

1

, a mechanism for promptly identfying.and elevating'significant issues to the c

appropriate level of a management. '

IMS willLalso< select: and-initiate appropriate corrective. action.and: reporting-systems for each issue and1 j

maintain current status of all open issues; -

t Supporting activities include. defining " issue,"

.. - :all existing.

ef issue management processes, consolidating these into a s

, integrated arogram, developing the supporting programs and hardware.necessary for a

mplementation, anc implernenting the program.

OverallObjective -

The overall objective of the Action Plan is to improve BG&E's issue i

processing, monitonng, follow-up, and F trending " using c a r centralized, a

coordinated issue management;s om. The=IMS relies on several other activities to provide key supportin functions,'such as com.mitment tracking

- (see Section 2.5.1), task scheduling (see Section 3.6.1), etc.-

DELIVERABLES o

Definition of an " issue."

la o

identification of the existing issues management processes.

o-An issues management process flowchartc' which. consolidates /

J integrates all existing issue processes!

ij o

Detailed process flowcharts for, issue? capture, analysis, resolution /

reporting, and status monitoring.-

o

. Administrative controls and procedures supporting the1 consolidated issues management process.'

i o

An IMS implementation and change management strategy..

~O 1

4-25.

Revision 4 - September 7,1990

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MILESTONES l-J

,O!

1 1.

Describe the present issues management process.. This includes H

definition : of ' an " issue," identification. of. the issues. management 1

systems and corrective action systems presently in use, and definition 1

o ' their inputs,' outputs, and management interfaces.

3<

1 H

2.

DevelopLa conceptual flowchart 4(blueprint)!for the IMS.. ? This Q

includes models for the four (4) mapr processes within the IMS; an u

issue capture process, an issue a Wysis process, an issue resolution j

' and reporting process, and anuwe status monitoring process.

]

3.

Develop the details andinplementationLstrategy of the-Issue lC

Capture Process.-

4.

Develop the Aetails'and Implementation : strategy of the issue li il Arselysis Proceto. -This includes formulation of critena for the analysis' of issues,- the. 6dection ' of corrective. action H processes, ythe u

prioritization of isse", ikeelection of reporting ; mechanism ' and:

~

i trending, and: the f criteria - for : progressive - levels of management notification.

Develop the' details and Implementation strategy forJ the Issue.

Status Monitoring Process. This includes formulation of criteria fob 5.

. monitoring issues and progressive levels of management feedback.L g

6.-

Develop the details andcimplementation strategy for the issue ~ l h.

Resolution = and -. Reporting Process. This includes ? initiation of.

corrective action processes, initiation of reporting, and. issue closure '

2 l

. (from IMS) criteria, u

. 7.

Transition to full. use 'of the. IMS.. iThis ? includes tinitiating : the -

a

- implementatior strategies described above; identifying and eliminating duplicative s+4ps, identifying and developing the procedure changes,-

and verifyir'J and validating the transition. '

8.

Provide change management support to facilitate-the trarisition.

- This includes staff training and use of facilitators.

n i

SCHEDULE AND RESOURCES l

p See Appendix A, PIP Action Plan Schedules.

jy See Appendix B, PIP Action' Plan Resources.

>q li

+

L RESPONSIBILITY Responsibility for this Action Plan is assigned to the Project Manager, Issues e

Management System Project.

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4-26 Revision 4'- September 7,19M j

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' VERIFICATION

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Verify that the above Deliverables ar' in place. -

s 2.

Verify that a transition strategyLheis' been developed and implemented.

f.

c 3.

. Verify;that transition-supporting procedure modifications have been f

~ developed and issued.=

+

m Feedback Ve,tMontio,,

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' 4.

Provide feedback on the effectiveness of the change manage, ment-Ti L

techniques during transition to the IMS.

U

~.~

3 5.

Qualitatively evaluate the IMS' effectiveness as part of the 1991 Spring

and Summer Planning Conferences. =-

EWectiveness VertNcation>

l

6. -

~ See Section 6.3, Table 6-1.,

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5.0 ' L ACTIVITY CONTROL IMPROVEMENTS L

O-Jo t.

l AUXlLIARY SYSTEMS ENGINEERING UNIT (ASEU) 5.1 t-L BACKGROUND l

L L

ineers and Component Engineers, ystems Engineering Unit, comprising Syst in February 1988, the Auxiliary S was created to provide additional support to.

E enance and operations. The. Auxiliary Systems Engineers provide expertise.

o related to equipment common to.many systems (for example, centrifugal pumps -

i and motor operated valves)..

' ' ' ~

1

As originally envisioned, the System Engineer-would identify a component O

problem to a Component Engineer, who would then assume the responsibility, andi

- using in-de component ' expertise, ccordinate' the resolution of the problem.

Vendor ass ance would be used: on anD as-needed > basis. ' The, Component.

t o E inoer directs;the maintenance and testing required to resolve the component

.l pr lem, and acts as a repository for.information that.may be helpful in resolving.

titure componant problems.

SCOPE AND OBJECTIVES I

Action Plan Scope-The scope of this Action Plan (which was largely complete before the PIP was established) was to create the ASEU, establish its purpose.and a

Ol function, and fulfill the staffing requirements.

j Overall Objective.

The overall improvement : objective -~was to provide : specialized

- resolution (and prevention of imilar failures among similar components.'

resources directly addressi Root Cause.11, insufficient Resources).for the DELIVERABLES o

Organization Chart showing establishment of ASEU.

o Purpose and Function Statement.

j L

o; Adequately staffed Unit.

h MILESTONES

-u All milestones were complete prior to this revision.-

[

SCHEDULE See Appendix A,- Action Plan Schedules.

O 5-1 Revision 4= September 7,1990

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1 RESPONSIEluTY a

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D;'.

Theiesponsibility of this Action Plan'was assigned to the. General Supew!sor,.

~i Plant Engineering.'

VERIFICATION '

Implementation VertRoation 1

Completed on April 6,1'990'; documentation on file.

' Feedback VerificationL

~

.l

~

The a:m:dic effectiveness of the ASEU.in reducing resource-related component 1ailures will be assessed by the'line organizations as-part of C

. normal job interactions and Weekly Job Observations.' Other indications may --

t l:

be available through component failure trending, o

L Effectiveness VerlNoation; L

. See Section 6.3, Table 6-1.'

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5.23 x PROCEDURAL IMPROVEMENTS

~!

<Oe Several Action Plans-have 'significant11'

- on generation. and' use1 of j

procedures: at Calvert Cliffs!. These include

. Procedure Upgrade' Program,s m

Surveillance Test Procedures, and Poet-Maintenance Testing. These are discussed below;.

1 yj 4

L 5.2.1 ? PROCEDURE.. UPGRADE PROGRAM ;

j BACKGROUND a

The Procedure Upgrade : Program;(PUP)L is: ai long-term performance l

-improvement effort. There are several key benefits to be derived from this project.'

~

+

a.

First, operational qual and will be enhanced by emphasizing these aspects.

of ob performance in upg procedures. :Impr the qual :of Calvert, L

Clifs procedures will provide a higher level of efficiency h

.the.

inistrative

'and technical. forces. : Additionally, all personnel L willr be more aware 1of the

' importance of procedures in the performance of their jobs. > This awareness and the

-improved quality of procedures will: translate'to a h; her level of procedural compliance,' reduction in violations, and creation of a er and more productive a

environment.

i~

SCOPE AND OBJECTIVES i

4 i

ect Plan and l

The procedure upgrade process-is controlled by the PUP, Pro i

will be accomplished in three (3) overlapping Com letion'oi the: Phase.1

.1 i

activities will satisfy the scope and objectives this Action P n.

1.

Phase 1 consists of the activities required to produce PIP Action' Plan 1

s

.2.1) deliverables in accordance> with the: established milestones.:

i se activities are:

9 i

s; a.

De'velop.a single administrative. procedure: hierarchy proce'ss that will provide positive interface control throughout the BG&E l

[

Nuclear Energy Program.'

a L

b.

Develop a Maintenance Program procedure hierarchyjpilot in f

support of NUCLEIS implementation.

' ~

J!

A~

c.

Develop and institute consistent controls and standards for'

[

technical (CCl-101, Revision N) and: administrative (CCl-100, 1

Revision M) procedure development, review, and approval, m i.

d.

Develop-ddministrative Procedures _-Program Policy 3 a'nd j

[

. associated Level 1 procedure.

I 2.

Phase 2 consists of the activities necessary to implement the Phase 1 (Action Plan 5.2.1) deliverables in order to meet theLlong-term PUP

[

objectives. These activities are:

a.

Develop remaining program policies and directives necessary p-Q to implement the administrative procedure hierarchy _ in all q

{

program areas.

ei 5-3 Revision 4-September 7,1990 :

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Complete. technical procedure upgrades.

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Complete administrative procedure uagrades as necessary to Assurance = Wocedures - (QAPs) and.

1, supersede the Quality (CCis). '

-1 l

Calvert Cliff instructions 3.'

Phase' 3 is theidevelopment and implementation-of.a permanent procedure organization to manage the maintenance of existing procedures and to guide future procedure development efforts.

L DELIVERABLES j

PUP Phase =1-deliverablesithat will close out the PIP Procedures Upgrade-e 1

Action Plan will consist of the fo!)owing:

e Standardization and irbplimentation of the procedure development /

o

..-review, and approval -process -- resulting in improved Lquality,ofi 4

Calvert Cliffs procedures.

^

j

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1 j

i o

Development of a single procedure hierarchy '-H establishing a vehicle :

1 to communicate management expectations.

implementation of a project plan that includesSe guidance required I

o to accomplish implementation of tho' procedure ~ hierarchy:and site'

~:

' standards developed within the scope of this Action Plan - providing-s,:

centrslized management of the_ procedure upgrade process.

o.

' Establishment of realistic priorities and schedules and allocation of the L;

necessary resources -- meeting the schedules.1 t

o Development of a Qualified Reviewer Program - i establishing the -

standards for individual qualifications.

+

4 o-

- Implementation-of an= upgrade procedure!.validationi. process --

i providing - standardized methodology; for; performin

" hands on" technical and functional quality checks.

' g procedure

~

3 Support to related Action Plan iAction' Plan-4.5cSafety Assessment;;

l

- o

' Action' Plan 5.2.2, Surveillance Test. Program; and Action Plan,~ 5.3.1, E

a Procurement Program Project.

o CCl-101,. Revision' N, Calvert Cliffs F [ implementing. Procedure Development and Control.. '

l o

C01-100, Revision M Calvert Cliffs' instructions.

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o 5-4 Revision 4-September 7,1990:

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. shall

-corrpleted to satisfy the PIP-Procedures Upgrade Action-Plan are.as D

.follows:

^

31.

Develop and implement procedure. upgrade progress.. tracking'

-F system.

~

1

~ 2.'

Establish support for othof Action Plans..

3.

Revise procedures with respect to their impoitance and needs, h

4.

Establish artorganization to provide increased' procedure process "j

controls and Project Managernent controls.

L 5. -

Implement the technical procedure ~ writer's guide.

j 6.'

Implement CCI-101; Revision N,'Calvert Cliffs implementi Procedure d

l Deve ont and Control. : Revision N consolidates tec nical roco, i

dure velopment, review, and approval processes into a sin site standard.-

j r

7.

Develop NUCLEIS Maintenance Pilot schedule.

r n

8.

Define the<new administrative procedure hierarchy, program areas,

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i L

U and priorities.

H 9.

Complete OSSRC commitment.

a 10.

Complete schedule for development of technical' procedures.'

11.

Submit PUP Project Plan, Revision'3 for VP-NED approval.

12.

.lmplement CCl-100, Revision M, Calvert Cliffs Instructions.. Revision M consolidates administrative processes ? procedure development,-

review, and approval processes into a single site standard. T 13.

Implement the administ ative procedure writer's guide.-

14.

Upgrade technical procedure validation process.

15.

Present the NUCLEIS Maintenance Pilot to the Management Review q

l.

. Board.

SCHEDULE AND RESOURCES t.

See Appendix A, PIP Action Plan Schedules.

j-See Appendix B, PIP Action Plan Resources.

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55 Revision'4-SepterAber 7,1990 -

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' RESPONSIBILITY

' "OL

for this Action Plan is assigned to the General Supervisor,-

The responsibi Procedure Upgrade Pr VERIFICATION Implementation VertRostion; i 1. '

Verify implementation of the technichi procedure writer's guide.-

implementation of CCI-1bi, Revision N,'Calvert Cliffs Implemen-

[

2. '

~ Ver

'l ting rocedure Development and Control.-

t 3.c

. Verify development of the NULCEIS Maintenance Pilot schedulet 1

4e

Verify definition of new'adm.!tt

dive procedure hierarchy, prograni j

areas, and prioritiet.

m t

5.

Verify. submittal of PUP Project Plan, Revision 3 for VP-NED approval.

}1 r

6.

Verify. implementation f of CCl 100, ' Revision M,.Calvert < Cliffs' l'

E Instructions.

7.

Verify._ implementation of the administrative' procedure writer's guide.'

. 8.

. Verify upgrade of technical procedure validatbn process.,

i 9.

Verify presentation of' the'.NUCLEIS Maintenance! Pilot 1to. the.

Management Review Board.-

~ n Feedback Verification 1

l 10.

Project Manager and Task Managers'will monitor activities.

i 11.

User group survey.

Effectiveness Verification-12.

See Section 6.3, Table 6-1.

1t 13.

PUP Internal process and product quality evaluations.

14 Because this is a lon -term effort, ultimate effectiveness of the. Project will be evaluated by uality Assurance assessments.-

L 9,

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5-6 Revision 4-September'7,1990:

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. 5.2.2 SURVEILLANCE TMT PROGRAM L h.

L 4

EQKGROUND l.

L' In the past, surveillance test (ST) program responsibilities were divided among various gr ps at Calvert Cliffs'causingcyary

_ approaches and documentation-methods to used. This situation resulted in that varied in depth of detail fromt group to group, and variations in sign-off and data recordi requiremento. Plant-l ment and o j

wide improvements to the ST Program were difficult tothe; STe Program : re

. functional i

organizations for implementation., '

w j

in response to these' concerns,' a strong, centrally controlled surveillance test-program hae: been established with"a Site : Surveillance 1 Test Program Manager -

(SSTPM)' assuming overal! responsibility for the control and coordination of the ST/

Program. ;This position is supported with Functional Surveillance Test Coordinators!

-(FSTCs)~who are assigned to the SSTPM. The FSTCs will be responsible for the control and coordination of surveillance test activities, including review of ST results-related to specific disciplines at Calvert Cliffs.

w c

.q SCOPE AND OBJECTIVES Action Plan Scope The Scope of this Action Plan is to formalize a centralized Surveillance.

Test (S organization.with > upgraded ~. governing Jprocedures se>

compute ed scheduling and data trending. systems and to specify ?,;w t

procure contract services for the reconciliation,of-ST-Technical specification differences. The upgraded procedures are.to' provide for centralized controls-

?

and clear responsibtities, structured reviews of com ed STs,cand a formal:

process for follow-up on action items generated by S s.f Overall Objective y

The overall improvement L objectives! tof be achieved.by' the line s

organization using the-products:of'this Action Plan' include consistent ST l

review, approval, and recording;-better STcplanning,s scheduling,, execution,:

and lines of responsibility; uniform test data reports: priority-related-resolution and tracking of-ST open items; a' common ST procedure: format; and.

l technical correct STs which are consistent with appleable Vendor Technical:

Manuals, Technical ' Specification Bases, ~ and! Designs Bases.

? Activities -

associated.with' the incorporation of: Vendor Technical Manual information -

q s

7 must be coordinated.with the. Technical. Manual Improvements project (see' Section - 5.3.3)/

Activitiesi associated with the? upgrading of existin ST:

1 l

procedures will be in accordance with the Procedure Upgrade F oject, UP) schedule (see Section 5.2.1)..

.y DELIVERABLES o

.n o

-Revised CCl 104, " Surveillance Test Program."

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o Computerized ST scheduling system.

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o Computerised ST data tracking system.

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d oz Bid-Specification and Purchase Order for ST-Technical, Specification.

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' reconciliation project.

4 MILESTONES

'd 1.

Revise CCl-104,' Surveillance Test Program.

g i 2.-

Delegate responsibility to the FSTCs for the control and coordination of I

e

. the surveillance test activities.-

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, J

< - Implement a new' organization with clear cut lines of responsibility and, 3.

overall program control under one individual.

Ensurei usage Lof the newly revised governing procedure byLthe; e

~

4., ;

centralized ST program.

',3 u

t 5.

- Revise all STPs to a: common format-(part of-Procedure Upgrade

Program (PUP); intent is met when fully tracked in PUP);,

7 6.

- Develop and revise formal control procedures.

' 1,f 1

7.

Ensure that governing procedures for1ST will provide guidance.on'

- inclusion of vendor manual requirements.

s s

with the PU[ requirements when PUP is implemented.verning.and im 4

Revise ST-8.

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9.

Issue' Purchase ' Order for technical specification reconciliation proje6ti

'y 10..

Deuelop.a computerizer, schedule i

l 11.

Develop a computerized ST data tracking system.

]

SCHEDULE AND RESOURCES 9

See Appendix A,-PIP Action Plan Schedules.

See Appendix B, PIP Action Plan Resources.

J RESPONSIBILITY

t The overall responsibility for the Deliverables in this Action Plan is assigned to l 1

the Site Surveillance Test Program Manager.

VERIFICATION Implementation Ver fication

{

o

,1.

Verify that above Deliverables are in place.

J f

Q 2.

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

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v r* in i an aparopri i. sT proc.eur..en. oui. n== b a pr 9.r.d i

and is being implernented.

4.

Verify training of appropriate pt,rsonnel in the new ST contrci and l

preparation procedures.

Feedbeek VertRostion 5.

Verify the oor.sistent application and use of the new procedures.

6.

Verify the d*velopment of new consistent data reports.

l EtFeetkeness VertNoetion 7.

See Section 6.3, Table 61.

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5-9 Revision 4 September.7,1990 I

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5.2.3 PQ$7-MAINTENANCE TESTING

.O BACKGROUND Past BG&E audits have indicatwd that delkhneios existed in the Post-Maintenance Testing (PMT) Program at Calvert Cliffs. Following the performance of a i

maintenanos activity, lt was is.1 to the supervisor, the craft person performin;I the l maintenanos, and the planner to identify what, if any, post-maintenance actvities i

were to be performed and how they were to be documented. In many cases, there 1

was no means to verify that the maintenance activity achieved its desired results.

j i

in resmnse to thsse concerns, plant engineers from the various disciplines met to idently weaknesses and concerns associated with PMT, assess root causes, and propose recommendations to correct the deficiencies.

j SCOPE AND OBJECTIVES I

Action Plan Scope The scope of this Action Plan is the development of a comprehensive PMT progren) which includes the development of a P:lT Guide, PMT Training integration of PMT into the Nuclear Maintenance System (NMS) Process, and guidelines to address equipment specific PMT requirements for each type of major equipment.

i OverellOblective O

Tne overan immve-ni objecuve to be achaved by the. iine organization using the products of this Action Plan is the implementation of a Post Maintenance Testing Program which will provide ' assurance that corrective maintenance activities have been effe:,tive in resolving equipment dcficiencio3.

DfMY2RABLES

^

o PMT equipment specific guidelines.

o A revision to Calvert Cliffs instruction (CCl) 200, " Nuclear Maintenance System," to specify PMT requirements, o

Format Database, r

o PMT Training Lesson Plan, j

MILESTONES 1.

Develop the PMT Guide.

2.

Develop the format of the desired PMT Databaa and other~ NMS;

changes, O:

)

1 510 Revisioh 4-Coptember 7,'1990 i

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1 SCHEDULE AND RESOURCES l

s O See Appendix A, PIP Action Plan Schedules.

See Appendix B, PlP Action Plan Resources, j

1 RESPONSIBluTY The responsibility for this Action Pitn is. assigned to the Superintendent, Maintenance.

l VERIFICATION Implementation VerlNoetion j

Completed on October 24,1989; documentation on file..

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i Feedback VertNoetion

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Feedback verification will: be developed under Section 3.6.2, l Maintenance Work Control.

Ettectiveness VertNoetion t

See Section 6.3, Table 61.

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2 5 11 Revision 4 September 7,1990.

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5.3 CONFIGURAllON CONTROLlMPROVEMENTS

)

' o BACKGROUND.

l-Several Action Plans have significant impact on configuration control activities at Calvert Cliffs.

These include the Procurement Program Pr

, Equipment i

Technical Database Maintenance Pla

. System, T

ical Manual improvements, Design Basis Cor'solidation, ds Management / Document i

Control, and the information Resources Management Project. These a,s discussed below.

i

)

o 5.3.1 PROCUBEMENT PHQRRAM PROJECT l

L BACKGROUND i

l in recogr.: lion of procurement pr ram deficiencies identified by the NRC at other nuclear-plants in the mid-to-lat6, 980s and the development of the EPRI i

i l

Guideline NP 5652, " Guideline' for tiie Utilization of Commercial Grade items in Nuclear Safety Gelsted Applications NCIG-07)," BG&E established a Procurement Task Force. The Procurement Task F(orce charter was to evaluate curret regulatory.

interpretations, the results of internal audits, and the recommendations of an-l assessment conducted by industry expetts.. The Procuremen: Task Force evaluation led to the establishment of a full time P ocurement Program Project Team to develop -

1 l

and implement an action plan.

SCOPE AND OBJECTIVES O

Action Plan Scope The scope of this Action Plu is to develop the procedures, staffing and training requirements, and logistic support plans in order to:

i' (1)

Develop an integrated procurement program that provides items' acceptable for nuclear safety-related -use in accordance-.with established regulatory requirements and industry standards.

(2)

Upgrade the effectiveness of the procurement process.

l These ars achieved-through procedural upgrade in the - areas of l

replacement part technical evaluation and product acceptance. Also, this l

Action Plan will develop procuremont procedures, staffing, training, and plans r

for logistic support.

l L

OverallObjective t

l The overall improvement objective to be achieved using the products of i

l, this Action Plan is to improve the consistency and technical quality of the 1

procurement process. The line organization is responsible for implementing xocurement procedure revisions, staffing the procurement organization,-

e omdi the procurement database, attending procurement _ training, and prov logistic support.

1 L

O_

i 5 12 Revision 4-September 7,1990 -

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.7 DELIVERABIES O

n o

Revised procedures for technical evaluation of rep 5acement items, i

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Revised product acceptance procedures, j

rs Revised Calvert Cliffs Instruction (CCl) and attendant procedures to i

reflect the new procurement process.

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o A staffing plan for an integrated procurement process.

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o A centralized procurement database and tracking system.

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Procurement training modules.

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A logistics plan (facilities, offios equipment, software, etc.) to support implementation of the procurement process..

j i

MILESTONES t

i 1,

Upgrade existing technical. documents used in ' the procurement l

process, i

2.

Establish an -. Integrated precurement - organizationL. to. increase effectiveness and efficiency of the new procurement process.1 j

3.

Develop revised procedures for technical evaluation of replacement

[

O.

Items, f

4.

Develop revised procedures for product a.ceptance activities.

J 5.

Revised CCI and attendant procedures to reflect the new procurement

process, c

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6.

Develop and implement centralized procurement database and tracking l

system.

7.

Provide logistics support for the implementation of tho' procurement process.

-2 8.

Develop and conduct training on procurement.

9.

Implement Change Management.

SCHEDULE AND RESOURCES l

See Appendix A, PIP Action Plan Schedules.

l See Appendix B, PIP Action Plan Resources.

RESPONSIBILITY O-The responsibik'ty for this Action Plan is assigned to the Project Manager, l

Procurement Program Project.

5 13'-

Revision 4-September 7,1990_

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,T;::.T:. ^ ': ; VerMontion 1.

Verify that the above Deliverables are in place.

l 1

i Feedbeck VerMontion i

2.

Subject the developed procedures to a comprehensive internal review.

3.

Subject the developed procedures to a comprehensive review by i

industry experts to assura regulatory compliance and effectiveness.

4.

Prepare and use a feedback form for, users as well as personnel in direct and indirect procurement functions.

1 ENeotiveness VerMontion 5.

See Section 6.3, Table 61.

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First Assessment completed on April 27,1990; documentation on file

-l 5 14 Revision 4 September 7,1990 u

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i 5.3.2 EQUIPMENT TECHNICAL DATABASE & MAINTENANCE PLANNING SYSTEM j

O BACKGROUND This Action Plan implements the upgrade and integration of two existing computer *=h====.

The first is the Calvert Cliffs Equipment Tracking System 1

(CCETS) which was developed to capture equipment technical information and serve as a central referenos fro des n The second is the Nuclear Maintenanoo System (NMS)d documer'tation of to automate the initialization, planning, 1

which was processing, an ntenance orders.

7,e CCETS upgrade, via the Equipment Technical Database (ETD) project, is

)

intended to add equipment information associated with nameplate data, parts list, procurement, and-references to drawings, technical manuais, and proceduros.

Other enhancements, such as references to technical specifications, cable and ASME/ ANSI codes, and design basis will be considered at a later time raceways,NED 5 Year Electronic Data Processing Plan.

under the The NMS upgrade to an improved, integrated Maintenance Planning System I

(MPS) will improve t1e on-line access ability of supporting information, such as the ETD, in order to reduce time consuming, collateral searches for ANSI references, procedures, etc. Additionally, up0rades to orient this database toward the increasing a

planning needs of the maintenance section are contemplated.

SCOPE AND OBJECTIVES I

l Act!on Plan Scape The scope of this Action Pirin is to develop and implement a database l

that will support key maintenance activities (initiating, 3lanning, processing, and documenting maintenance orders) and provide ior the integration of equipment technical information presently contained in the CCETS. This is achieved through a series of deliverables that identify the existing maintenance 9

process needs, contrast them against software available within the industry, customize the software, and implement it for sit use. Lastly, the Action Plan

^ implements a series of training activities designed to address the human issues associated with system implementation.

Overall Objective i

The'overall improvement objectives of the Action Plan are to improve

. vertical and horizontal communications buy providing consistent equipment information among related work groups, and to improve depth of assessment and root cause analysis by documenting maintenance activities such that later l

trending and root cause analysis may be performed.

The line organization is responsible for implementing. procedures, completing training, and continuing site network development activities, t

O 5 15 Revision 4-September 7,1990 V

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DELIVERABIZE i

. O o

Preliminary NUCLEIS software installed on the corporate mainframe computer.

l o

' A unique equipment identifier rulebook.

}

o A listing of desired software enhancements and design spedfication.

i i

o Enhanood NUCLEIS software installed on the Nuclear Office Facility i

(NOF) mainframe computer.

i o

Enhanced NUCLEIS software installed on the corporate mainframe computer for training purposes, j

o Computer-based training modules for the NUCLEIS ETD and MPS.-

o Data dictionary and user's manual.

I o

Lesson plan for classroom training, o

Master equi:mnent list and bills of materials for equipment on the master equipment 1.st.

]

o A fully functional, integrated MPS (NUCLEIS).

f MILESTONES 1.

Devoicp screening criteria for candidate NMS and CCETS replacement l

software.

l 2.

Establish a project definition and planning study.

3.

Install preliminary NUCLEIS on the corporate mainframe computer.

4.

Develop a unique equipment identifier rulebook.

l 5.

Establish a list of desired software enhancements and sesociated design specifications.

6.

Install the enhanced NUCLEIS software. on Nuclear Office Facility mainframe computer.

]

7.

Install the enhanced NUCLEIS software on corporate' mainirame l

computer for training purposes.

l 8.

' Develop compu*er-based training modules for the NUCLEIS ETD and MPS.

J 9.

Develop a data dictionary and user's manual.

10.

Develop a lesson plan for classroom training.

l

- 0 11.

Implement the conversion of data from NMS to NUCLEIS.

2-5 16 Revision 4 September 7,1990 V

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impiement the conversion of da from CcETS to NUCLEiS.

13.

Establish a master equipment list and bills of materials for equipment on the master equipment list.

14.

NUCLEIS assumption of NMS and CCETS functions.

SCHEDULE AND RESOURCES l

See Appendix A, PIP Action Plan Schedules, f

I 1

See Appendix B, PIP Action Plan Resources.

RESPONSIBlUTY The responsibility for this Action Plan ~is assigned to the Project Manager -

ETD/MPS, Nuclear Information Planning and Support Unit.

VERIFICATION Implementation VertNostion l

1.

Verify that the above Deliverables are in place.

l l

L 2.

Verify turnover of NUCLEIS ETD/MPS software capabilities for line use.

O 3.

vemy trmining pian impiementation and assignment of individuai tasks.

l 4.

Perform periodic audits'to assure that procedures are being followed, l

FeedbecVu tNostion i

er i

this Action y of the computerized improvements implemented under The efficienc 5.

Plan will be assessed' by related improvemords in maintenance planning and work control (See bection 3.6.2).

[

Effectiveness Verification 6.

See Section 6.3, Table 61.

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r 5.3.3 TEQHNICAL MANUAL IMPROVEMENTS

- O BACKGROUND l

Technical Manuals include owner's manuals, maintenance recommendations,-

service schedules, factory service manuals, and other supfeling documentation, inci documortstion supplied by vendors as part the total package. To assist in known deficiencies in the review xi control of technical mar.uals, BG&E-corr a

estabi the Technical Manual !.7.Fe,4&o orn FrOgam:

SCOPE AND OBJECTIVES Acdon Plan Scope The scope of this Action Plan is as follows:-

1.

To identify deficiencies in the technical manual controls, assess the root causes, and propose corrective actions.

2.

Establish a procedural linkage or reference to technical Inanuals.

3.

Initiate pilot and full-scale pr rams ' for upgrading existing technical manuals and for contr future manuals.

4.

Implement supporting procedures.

OverallObjective

)

The overall objective of this A:: tion Plan is to improve the reliability of technical manuals through the adoption of remedial and control programs.

The line organization is responsible for implementation of procedures and completion of training, DELIVERABLES o

A detailed checklist for technical manual review.

j o

Procedures for technical manual review, c'nribution, and control o

A database process for cross referencing. technical manuals to procedures.

1 o

A process for remedial review and upgrade of existing technical manuals.

o A technical manual control pilot program, o

A technical manual control full-scale program.

~

1 o

Training modules on the new technical manual control program.

o l

5 18 Revision 4-September 7,1990

u

)

MILESTONES l

.O 1.

Establish project team.

i 2.

Assess current industry standards and review audit findings.

l

~

Develop detailed checklists to assist in the review of technical manuals. l f

3.

i 4.

Ensure the retum of the technical manut.ls to the Document Control-Center where they remain on file for.. plant personnel use-upon completion of the technical review process.

5.

Recommend corrective actions.

l 6.

Propose, evaluate, and review potential changes to improve effective.

I ness in managing technical manuals.

7.

Develop improved procedures and provide appropriate training.

- 8.

Conduct testing of pilot program. procedures.

9.

- Review backlog of vendnr tecnnical manuals..

i l

10.

Incorporate'the methods of Technical Manual improvement Program into formal plant procedures upon successful completion of: the technical review process.

1,.

Reuse pr= ram pr-edur-based on piiot proram.

O i

SCHEDULE AND RESOL'f1CES l

See Appendix A, PIP Action Plan Schedules.

i Seo Appendix B, PIP Action Plan Resov.rces.

- i RESPONSIBILITY i

e The responsibility for this Abtion Plan is assigned to the following:

I o

Principal

Engineer, Configuration Management Unit overall l

responsibility.

o General Supervisor, Plant Engineering - technical review.

{

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l VERIFICATION '

L 4

Implementation VertRostion l

1.

Verify that the above Deliverables are in place.

l 2.

Verify the establishment of a program to regain control over the existing technical manuals.

1 O

i 5 19 Revision 4-September.7,1990 j

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Verify the establishment of ~ procedures to review existing and new O

manuals.

Feedback Verincetion 4.

- Feedback verification will be developed under Section 5.3.5, Records i

Management / Document Control.

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Steetivenese Verincetion 1

5.

See Section 6.3, Table 61.

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5-20 Revision.4-September 7,1990 r-w..-

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5.3.4 DESIGN BASIS CONSOLIDATION O-BACKGROUND The Configuration Management Unit (CMU) was created wkhin the Design E

Secten in January 1P04 to cNwolidato and ove not.asibility of tie ign information and to coordinate tne resolution uration-related issues. Two areas addressed in this Action Plan inoi the Fire rotection Program Plan and the plant's design basis.

Fire Protection activities within CMU include the assignment of a Fire Protection Engineer to centralize the Fire Protection Psogram Flan and to provide technical review according to the guidance of 10CFR50, Appendix R.

Design Basis activities focus on consolidating design mis information and improving Hs accessibility. This wil! assist related efforts requiring design basis information (e.g., the preparation of desigr dange packages, events analysis, etc.)_

by providing a more consistent and officie 1 retrieval capab lity.

SCOPE AND OBJECTIVES Action Plan Scope The scope of this Action alan is to centralize the Fire Protection Program Plan and consolidate "as iconsed" pisnt des n basis. Additionally, databases and com uter products to improve de gn basis information accessibility will be d eloped.

OverallObjective The overallimprovement o ive to be achieved u the products of this Action Plan is to consolidate ant design basis, simal its retrieval, and assure the Fire Protection Program Plan remains in compiance with 10CFR50, Appendix R.-

The line organization is. responsible for implementing procedures, using the databases and reference libraries,. staffing - the organization, incorporating and maintaining the "as built" design basis, and maintaining the centralized Fire Protection Program.

DEUVEfMBLES o

A centralized Fire Protection Program.

-i o

Procedures for design basis consolidation, o

A reference document database.

o A library for selected design basis source documents.

j o

A prioritizcJ list of systems intended for design basis documentation, o

An organizational chart and approved complement.

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5 21 Revision 4 September 7,1990 e

q

MILESTONES O

1.

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

2.

Determine system prioritization criteria.

3.

Upgrade, review, and issue essential procedures for design, basis consolidation and obtain management approval.

4.

Process selected switchgear room heating,-

'entilation, and-air conditbning (HVAC) data to demonstrate database usability.

5.

Issue a detailsd schedule and resources for the 1991 detailed task :

continuation of the Design Basis Consolidation Action Plan.

6.

Finalize, design, program, and implement a reference dc.ument infor-mation databau.

7.

Obtain appropriate staff to support the fuel handling HVAC/ Instrument Air efforts.

8.

Obtain design basis documents for the switchgear room HVAC from Bechtel 9.

Obtain design basis documents and database for selected systems from Combustion Engineering.

10.

Establish a library for selected design basis source documents.

l 11.

Completely staff all allocated positions in the Configuration Manage-ment Unit.

SCHEDULE AND RESOURCES See Appendix A, PIP Action Plan Resources.

i See Appendix B, PIP Action Plan Resources.

RESPONSIBILITY The responsibility for this Action Plan is assigned to the following:

o Principal Engineer, Configuration Management Unit - Design Basis -

documents; o

Fire Prctoction Engineer, Configuration Management Unit. fire protection, l

l O

5 22 Revision 4-September 7,1990 i

a e t1

s VERIFICATION

~

O-AmplomordeUon Verf# canon i

l 1.

Verh that the above Deliverables are in place.

2.

Verh the acceptability of the am manual and proced' es for design basis consoldation and development.

3.

Verify that revisions have been prepared for the procedures associated I

with fire protection efforts and verify that a fire protection program plan i

e has been prepared and is adequate.

L Feedback VertNoeden 4.

Improvements in desion basis consolidation will be ' assessed as part of the Supervisory Job Gbservation process.

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Effec 0veness VertNoeNon 5.

See Section 6.3, Table 61.

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5 23 Revision 4 September 7,'1990

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5.3.5 [WCORDS MANAGEMENT / DOCUMENT CONTROL

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BACKQRQUND l

Records Management and Document Control activities on-site we the responsibility of a wide variety of organizations. Each oonoontrates on their function

- and often the interfaces tWween the responsible units is not well-defined.-

{

SCOPE AND OBJECT]yIS i

' Action Man Scope

\\

t l

The scope of this Action Plan is to evaluate, consolidate, and upgrade, as applicable, records management and document control functions in the area of Vendor. Technical information, Technical UbraryRraining Resource Center, Site Correspondence, and Drawing Control..

OverallObjective e

.The overall objectivt is to provide near term assurance of continued compliance with applicable requirements until further refinements are accomplished under the NED Electronic Data Processing (EDP) 5 Year Plan i

(see Section 5.3.6).

1 DELIVERABLES 7

o Define process for Vendor Technical Manual information, i.e., Service

}

O

^*i-t==rnochnicai informe-Buiimins.unciudino interfaces between Document Control, POEAC, and Plant Engineering, o

Consolidate Vendor Information for 1989/1990 'T Technical Ubrary, l

including tracking system.

l o

Evaluate Training Resource Center 6echnical Ubrary and recommend

~,

long term actions to improve resource availsbility.

o Upgrade Drawing Distribution and Control Process.

o Evaluate and specify upgrades to-imorove/ consolidate site corres-i pondence.

MILESTONES i

1.

Evaluate, develop, and implement upgrades-for Technical Ubrary/

i

- Training Resource Center and Vendor Technical information Control and distribution.

j 2.

Evaluate, develop, and implement upgrades for Site Correspondence i

and Files.

1 I

3.

Evaluate, develop, and implement upgrades for Drawing Distribution and Control.

O.

1 5 Revision 4-September 7,1990 l

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SCHEDULE AND RESOURCES l

l

.O-See Appendix A. PIP Action Plan Schedules.

See Appendix B, PIP Action Plan Resources.

M.$f UD' l

t The responsibility for this Action Plan is assigned to the Assistant General Supervisor Administrative Services, i

VERIRCATION j

t l

i implementation VertRostion 1.

Verify that the above Deliverables are in place.

f 2.

Verdy schedule and implementation of.' upgrades for drawing distri-i bution and control.

j t

3.

Verify schedule and implementation of upgrades for the Technical l

Ubrary, vendor technical information distribution and control.

4.

Verify schedule and implementation of ' upgrades for; site corres.

l pondence and files.

j Feedbeck VertRostion l

O i

5.

Trend Technical Ubrary distribution of vendor technical manua',ito measure it's efficiency.

ENectiveness VertRoation i

6.

See Section 6.3, Table 61.

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5 25 Revision 4-September 7,1990 -

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5.3.6 INFORMATION RESOURCES MANAGEMENT PROJECT O

BACKGROUND Several PlP Action Plans have identified thel nood for PC or mainframe computer applications to support their deliverables. These applications are typically developed under the scope of their r--me*he Action Plan using commercially available software to fulfill immediate computer needs.

A site-wide computer environment is being installed at Calvert Cliffs to meet the long-term nuclear departmental needs.

This system has.the advantage of networking users site-wide with large informational databases. This eliminates duplication of and assures interim hardware and software compatibility with the mainframe. Majority of the end-user applications will undergo conversion to this system under the Nuclear Ener;;y Division (NED) Electronic Data Processing (EDP) 5 Year Plan coordinated by Nucear information Planning & Support (NIPS).-

This Action Plan addresses the coordination and/or technical support of near-

-term Action Plan computer needs to assure the smooth transition to the site-wide system.

SCOPE AND OBJECTIVES Action Plan Scope The improvement scope of this Action Plan is to identify and evaluate the computer needs of the Action Plans listed below, provide fore the coordination and/or support of these needs, and develop a schedule for the implementation of the required deliverables for each Action Plan.

2.5.1 Cornmitment Tracking System 2.5.2 Regulatory Commitment Management Process 3.6.1 Site integrated Scheduling 3.6.2 Maintenance Work Control 3.6.3 Operations improvement -

4.1 Operating Experience Review l

4.4

- Independent Safety Evaluation 4.5 Safety Assessment 4.10 lasues Managemont System ll 5.2.1 Procedure Upgrade Program 5.2.2 Surveillance Test Program 5.3.1 Procurement Program Project -

5.3.2 Equipment Technical Database &

Ma.intenance Planning System 5.3.3 Technical Manualimprovements 5.3.4 Design Basis Consolidation.

5.b.5 Records Management /Docun ent Control

)

5.4.3 Reliability Centered Maintenance 1

5 26 Revision 4-September =7,'1990 y

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

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O overn owocae The overall improvement objective to be achieved by the line d

organization using the products of this Acth:m Plan is to improve the level of infomistion processing through coordinaterl planning and resource allocation.

1 J

l DELIVERABLES q

Database and process standards' to eseure Action Plan' end-user i

l o

applications are convertible to the site-wide system and are consistent with the NED EDP 5-Year Plan.

1 o

implementation procedures for QAP-24.

4 7

0 An assessment for occh Action Plan describing whether and/or how applications should be included in the NED EDP 5-Year Plan.

i c

o A schedule for NIPS activities supporting each identified Action Plan.

t MILESTONES 1.

Develop implementing procedures for QAP-24,- " Software-Quality Assurance," including process development and the Master Software 4

!ndex.

2.

Develop a model of the NED EDP 5 Year Plan review process for O

inclusion into each Action Plan that requires computer support..

3.

Perform reviews of the affected Action Plans to determine whether cad -

how - applications should be. included in the site-wide program--

environment under the NED EDP 5-Year Plan.

1 4.

Prioritize and schedule appropriate Action Plan applications for the site.

J wide program environment under the NED EDP 5 Year Plan.

I SCHEDULE AND RESOURCES l

See Appendix A, PIP Action Plan Schedules.

See Appendix B, PIP Action Plan Resources.

RESPONSIBILITY l

The responsibility for this Action Plan'is' assigned to the Supervisor, Nuclear Information Planning and Support.'

VERIFICATION 3

Implementation Verffication

.O

. l 1.

Verify thct the above Deliverables are in place.

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Verify appropriate implementing procedures are developed to address i

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QAP 24," Software Quality Assuranos."

3.

Verify affected Action Plans reviewed for inclusion in NED EDP 5 Year 1

1 Program and appropriate schedule priority assigned.

-l 2

reeeearvermoenn j

4.

Observations from affected Action Plan managers.

-]

5.

Consistency of end-user application databases with Site Data

i Dictionwy.

l 6.

Use of Master Software. Index and associated procedures for new database applications.

l ENectiveness VertNostion 7.

Effectiveness of end-user applications addressed under this Action Plan -

l i

will he evaluated as part of ~ assessments performed'of the. affected -

individual Action Plans.

8.

See Section 6.3, Table 61.

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5.4 TECHNICAL CAPABILITY IMPROVEMENTS

-Q BACKGROUND l

Several Action Plans address improvements in technical capabilities in key areas at Calvert Cliffs.

These include the System. Engineer Training, Minor Mcdtfications Process improvements, and Reliability Centered Maintenance. These are riiscussed below.

5.4.1 SYSTEM ENGINEER TRAINING

' i BACKGROUND

' System engineers provide resident expertise on particular: plant syst determine when systems sean&t is required from other organizational unks, ems, and assess the safety implications of minor and major. system modifications. In June 1988, a study by Duke Engineering and Services, Inc. ovaluated the Nuclear Engineering Services Department at BG&E and concluded that system engineers often were assigned without the necessary shills or background to give immediate response and support to plant personnel.

Shortly after this assessment, development of an Engineer & Technical Staff

- i Training Program was completed and implemented. This program provides system 1

Thermodynamics,. Fluid fundamernik, i.iding course work in Reactor Theory, Operations, Codes and Flow, Electrical Science,- Plant Systems, integrated Plant Standards.

l 0 l

This Action Plan develops system specific training for approximately_30 plant systems, including qualification standards. The Engineer & Technical Staff Training Program will help to improve the knowledge level of' system e inoers and, in conjunction with Quality Circles (Section 3.9) and Systems Circles (

tion 3.8), will miso help to improve system engineer offectiveness.

SCOPE AND OBJECTIVES

[

Action Plan Scope The scope of this Action Plan is as follows:

1.

To develop minimum qualification-criteria and provide 1

augmented systems training to improve the knowledge > of y

system engineers, t

2.

To develop a field familiarization program for added ' system engineer exposure to various system conditions.

j I

l OverallObjective i

The overal improver 9ent objective to be achieved using the products of

~

this Action Plan are to improve communications between system engineers

]

and sup> ort personnel (i.e., Operations, Maintenanco, etc.) by upgrading the 1

technica knowledge and qualifications system. engineers.'

The line j-5 29 Revision'4-September 7,1990 1

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I

-i organization is rz -yeb' for assuring that system engineers are trained and s

O-that the field familiarization program is DELfVERABLES o

Minimum Job qualification standards for system engineers.

~

o System-specific training for 30 systems.

o Field familiarization program.

MILESTONES j

1.

Institute formal training and minimum job qualification standards.-

f 2.

Institute program of field familiarizmion assignments.

SCHEDULE AND RESOURCES l

l l

See Appendix A. PIP Action Plan Schedules, j

See Appendix B, PIP Action Plan Resources.

RESPONSIBILITY The responsibility for this Action Plan is assigned to the General Supon/sor, i

Nuclear Training.

O VERIFICATION Implementation Vertfloation i

i Completed on January 15,1990; documentation on file.

l

}

l Feedback Vertfloation l

1.

Evaluate feedback on training program effectiveness from trainees.

2.

Perform biennial evaluation of the training program. _

Effectiveness Vertfloation 3.

Sao Section 6.3, Table 61.

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1 5.4.2 MINOR MODIFICATIONS O.

e BACKGROUND l

i in 1988, BG&E had Duke Eiiyi.__ "

S assessment of the-Nucisar Engineering bervices perform an independent Department.

One of the i

recommendanons of that review was that mirer modifications be handled differently i

than mehr plant modifications. - In response, this Action Plan was initiated to develop a minor modification process that centered around the Plant Engineering Section.

The following actMties were completed under this initial effort:

o Development and implementation : of' an administrative' control l

prooocure for performing minor modifications. This included making changes to supporting procedures to accomplish the required tasks.

o Conduct a pilot program to determine the feasibility of performing minor modifications in this manner. This included selection of participants, l

selection of minor modifications to be performed, development and

=

implementation of training for the partmipants, completion of three 4

minor modifications by each participant followed by completion of r

qualification as a Design Engineer, and evaluation to determine validity '

Evaluation of the pilot program indicated that' design engineers, in place of specially qualified plant engineers, were preferred.for desirn. support activities required by the new minoi modification process. This Action Pan has been revised l

accordingly.

3 O

SCOPE AND OBJECTIVES Action Plan Scope l

The scope of this Action Plan is to develop minor modification process, pilot validation program, supporting procedures, and to-identify training needs.

1 OverallObjective The overall improvement objective to be achieved using the product of.

this Action Plan is to improve the minor modifications process including clarification of interdepartmental roles, interfaces, responsibilities, and prioritizing/ scheduling as applicable to the modification process.-

DELIVERABLES o

Administrative procedure for performing the minor modification

- process.

o Pilot program.

l o

Assessment report of the pilot program and procedures, i

1 o

Conversion of the Technical Authority Guideline to a Calvert Cliffs h.

Instruction (CCl)..

+

5 31 Revision 4-September 7,1990 4

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t Revised procedures inocwpcishij lessons loamed from the ' pilot '

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o Complomont for's Plant Design Support Unit.

o

- Process for prioritizing and scheduling mirm modifications.

o Task / analysis study for unit training.

f l

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' Training assessment for CCI and procedure revisions.

MILESTONES I

1.

Establish an administrative. procedure for performing minor-modifications.

}

. 2.

Develop a pilot program.

3.

Issue an assessment report of the pilot program and procedures.

l i

4.

Convert the Technical Authority Guideline to a CCI.

j 5.

Establish revised procedures incorporating lessons learned from the i

d pilot program.

6.

Develop a complement for the Plant Design Support Unit.'.

O' 7.

impiement a procedure for prioritizing and scheduling minor j

modifications.

8.

Develop a task / analysis study for unit training.

9.

Develop a training assessment for CCI and procedure revisions.

SCHEDULE AND RESOURCES t

See Appendix A, PIP Action Plan Schedules.

See Appendix B, PIP Action Plan Resources.

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

L o

General Supervisor, Plant Engineering Section (PES) - p?ot program,-

i xioritization -

and

' scheduling

methods, developn:ent and

.mplementation of new CCl, other-procedure changes as required,.

t evaluate PES training needs and implement PES training, as regired; j

- need for OES General Suaervisor, Design Engineering Section (DES)ing needs,' and o

reorganizaton to support program, evaluate DES train implement DES train ng, as required; 0

5 32

. Revision 4 September 7,1990 4

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i General Supervisor, Nuclear Trainint-=Section - perform job task o

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t>araaram==raauirad-VERIFICATION l

ImplementeUen VertRoetion 1.

Verify that the above Deliverables are in place..

l-l

2. '

Verify procedures have been prepared, apxoved, and appropriately implemented to support minor modifications tanctions.

Verify appropriate act. ions taken in regard to need f6r DES. re-ll 4

3.

organization.

Verify General Sul:ervisor evaluations of training noods have beenj 4.

performed and tW - these evaluations have been appropriately responded to by Nucioar Training Section.

-i Feedback VertRostion

'i 5.

Use critiques from initial users of the minor modification procedure and l

process, incorporate comments into minor modification procedures.

ENectiveness Verification.

6.

See Section 6.3 Table 61.

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5.4.3 RELIABILITY CENTERED MAINTENANCE l

O-BACKGROUND l

j BG&E initiated the Re Centered Maintenance (RCM) program to closely i

F monitor the maintenance of plant systems in order to increase reliabil and orovide enhanood operability of those systems. RCM is a systematic method or the moet applicable preventive maintenanos tasks-that' focus on-maintaining system functions.

Information collected through the RCM i

program is to support the Plant Life Extension program.

f-Twelve (12) systems have been targeted for RCM analysis. Thes 7,1 ems -

were initially selected based on their importance to overall : dant risk % /uth In i

the Calvert Cliffs interim Reliability Evaluation Prograrr (13EP) rera.

ao A a i

completion of the first

8) systems (which soooun. for more is n8w overall risk), the selection cr la were changed to determine systet w@m bao on overall site needs including the Diesel Generator additions plannet r

• aat e Station Blackout requirements and individual Plant Examination (IPE) oM4md SCOPE AND OBJECTIVES i

Action Plsn Scope The scope of this Action Plan is to develop the techniques and supporting materials for the analysis of equ nt failure modes, to implement e

the analysis techniques on ke,y systems si nificant to plant safety, to provide the results to tho' preventwo maintenance orogram, and to develop O.

recommendations regarding further expansion o" the program to other plant systems.

OverallObjective The overall improvement obective to be achieved using' the products of i

this Action Plan is increased reliat>lity of systems critical to safety through the l

systematic determination and impementation of preventive maintenance activities as identified by the RCM process.

DELNERABLES 3

o RCM methodology (project handbook).

1 o

RCM supporting procedures, o

RCM training and support materials.

(

o RCM methodology validation pilot program (4 systems).

RCM program for significant safety). systems based on IREP core m o

risk estimates (8 additional systems o

Recommendation to management for-expansion of the program to l

other systems.

- O L

5 34 Revision 4-September 7,1990.

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'I MILESTONES q

O 1.

Develop the RCM ir i;,cdo;cgy (project handbook).

2.

Issue RCM suppoifvig procedures.'

l 3.

Develop the RCM training and support metodals.

l 4.

Establish the _RCM ir J,0do;ogy validation pilot program' (4 systems).

1 5.

Establish the RCM program for significant safety systems identified by IREP assessment (8 sysiems).

6.

Recommend to management program expansion to other systems.'

7.

Prioritize systems for application.

8.

Complete corrected maintenance data.

3 9.

Select Pm activities designed to mitigate identified critical failure modes.

SCHEDULE AND RESOURCES See Appendix A, PIP Action Plan Schedules.

See Appendix B, PIP Action Plan Resources.

O RESeOwSisiuTv The responsibility for this Action Plan is assigned to the following:

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

r o

Engineer, Reliability Engineering Unit - program manager..

VERIFICATION Implementation Vertfication 1.

Verify that the above Deliverables are in place.

l 2.

Verify appropriateness of the target system selections.

l 3.

Verify completion of appropriate training.

4 4.

Verify review ane.' appropriate incorporation of Vendor Technical Manual -

l recommendations.

5.

Verify incorporat'on of RCM recommendations into PM program.

6.

Verify development and implementation of appronriate procedures and h

administrative controls necessary for long-term, dynamic program.-

5-35 Revision 4-September 7,1990 1

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I l-4 Feedbeck VertRostion b

7.

Operational availability trends.

8.

Preventive maintenance to corrective maintenance ratio trends.

l.

9.

Plant trip initiator trends.

10 Forood outage trends associated with plant equip.7mnt.

Effectiveness VertRontion.

11.

See Section 6.3, Table 6-1.

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6.0 PlP VERIFICATION PROCESSES:

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We recognize the key to sustained long-term performance-improvement.is -

i

._ evaluating actual performance gP verification is a broad-based process performe q

j-appropriate corrective action.

by the Quality Assurance Section, independent assessment teams, and mid-andi upper-level management.

j The PIP Verification Processes hsve several purposes:-

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o To assure implementation of. Action Plans as described iri the PIP,-.

e o

o in the near term,:to monitor theiprogress of the Action Pians imple-mented under the PIP through feedback,-

a e

7.

o

. In. ther long ? term, to periodically 1 assess the effectiveness ? of improvements efforts initiated under the PIP. These essessments are to determine if % Wanded performance improvement is occurring. In' i

addition, they - will ' ir iicate ~ whether1. observed ~ performance

' improvements (ordeficits) were intended to be addrecsed by the PIP, and.

o To provide a model-for improved self-assessment processes as ani

! integral part of our management system.

~

Resulta of these' verification, processes will belused' as in Program Plan's issues Based Plannng Process (see Section 2.3)put to the N as well as for day.

+

tc:ay management control. : These processes - are. aimed at: achieving high standards of performance irr all areas and :an orientationitowerd progressive -

performance improvement at Calvert Cliffs.

With these goals in mind, three PIP verification processes -- Implementation Verification Management. FeedbackJVerification,- and Effactiveness verification" were devised.-

These processes;are described herein, along lwith the results-achieved so far.

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-The pur

- of implementation verification la to determine if the Action Plan:

1:

4 xograms are satisfactorily implernented (i.e., major program milestones haveL.

3 Men achieved ^

ocedures have boon developed, and approsnate traini has been i n

3erformed).11m ntation verification will assure that 1rxtydual Action have,

x,sn appropr oiy implemen cd or, if nut, that appropriate corrective action _will beit

~

. taken.

3 A procedure was: developed' and' is' being used for the. performance of implementation verifications by the; Quality Audits Unit, to assure; consistency _in=

assessment rre,odc40gy. This procedure permits the verifier the option ~of including.

'l concerns related to the Action Plan in addition to those items specifed in each Action -

Plan for verification. Typically, items subject to implementatiot, verification include:,

o

.. Program plan development 1

o Action Plan deliverables; J

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. Implementing procedures I

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Personnel training-j e

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6.2 '

MANAGEMENT FEEDBACKVERIFICATIQN

.O The purpose of management feedback verification is to provide feedback to 1

- the managers. and e supervisors related to1 progress in : attaining performance -

improvement so that appropriate action may be taken. These efforts form the most.

importret and sxtensive verification process in terms of cultivating a habit of closely l monitoring work activities and processes to assure that performanos expectations.

are being met. k is the responsibility of line msnagers and supervisors to perform this continual verification process. Feedback systems may, include trend analysis, l supervisory and management observations, performance appraisals, and surveys..

These systems are not now; however, they are being improved, omrahasized, Land 1more clearly focused at Calvsrt Cliffs. ~ '

Much of the near-term feedback ocess will be based upon"observationLby.

management and supervision.' The htened awareness that imxovement must occur will improve the effectiveness of is management m.thod. " rend analysis is,

being-improved or added to many of the existing plant information programs, such as surveIlance test results analysis and the planning systems. Adverse trends will; 1

H receive closer scrutiny to determine appropriate corrective actions.-

i The Employee Performance Objective and Appraisal systems are in effect.-.

Nuclear-Pr ram Plan elements are, reflected -in tletPerformance: Objectives of '

specific e ees. - These objectives include the Performance improvement Plan; initiatives.

ting these ' objectives (i.e.,' management ' expectations). is a key:

1 weighting factor In the performance appraisals for those. employees. The.Perfor-mance Objective Accountability ~ (POA) pocess, described,in Section. 2.ti.3, Performance Objective improvements, provicbs a method for. close monitoring of these objectives by management.

1

~

i Surveys will be used for items that 'are - noi readi!y - quantifiable but are-Important to assure organizational health. This includes determinng attitudes toward:-

1'

-l and H;ceptions of the importance of safety, the state of leadership, teamwork, and-quaitti.o Calvert Cliffs' operat ons and support efforts.

Supervisory and managerial job -observationsJ are Lbeing conductediand :

documented about weekly. The' forma are sent to the Managers, who are expected l to take appropriate action on performance deficiencies:noted.: In addition, those cbservations portsiningzto ' PIP, Act.'on Plans are complied /in r, PlP Feedback Summary. The Feedback Summary is periodicallyLprovided to management-and :

1 Action Plan managers for monitoring Action plan effectiveness.

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i 63 Revision 4 - September 7,11990l y

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6.3 '

PIP EFFECTIVENESS VERIFICATION L :o The purpose of offact!veness verification is to assess if-performance

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improvement is occurr in areas targeted under the PIP.2This effort can be used as -

S l

e yardstick of overail

_ improvement, j

PIP. effectiveness ~verifcation L will take the form of: sampling assessments c modeled after NRC inspection techniques. These assessments will be equivalent in terms of detail and auditors' quality and experience levels. Their focus will be on L

p management processes.and implementation processes. sThe level of improvement will be evaluated for acooptability in several areas:

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

,a Assessment - processes (e.g;, safety-- assessments,.and ' root fcausel l

o.

analysis), and o

Methods icipl&ni operation, maintenance, and erngineering.

O To provide better focus of the assessments, they are divided into the following l..

a areas (" vertical slicsa/):'

1 o

Management and Quality Assurance,.

if

~

1 o

Self-Assessment and Events Analysis, O

D-i n and impenten eroc--s as exempiified by the Faciiity 4

9 o

Change Request (FCR) Process, and I_

o interfaces and Suppnrt; for Main +enance/ Operations Functions i'

(including engineering functions)..

i Thee assessments will provide indications as to whether the underlying root causes related to performance problems are being neutraiized.

They are alce ;

expected to inoicate whether new performance problems have arisen The assessment areas were chos 7 such that observations of. performance-L improvement (or decline / stagnation) can us correlated to specific Action Plans. - For -

~*

example, the assessments of Design and implementation Processes, and interfaces and Support for Maintenance / Operations Functions, where work control and working relations play important roles, can be correlated to the objectives of the Action Plans -

for Teamwork and interfaces and Project Management improvements.i Many of the Action Plans are covered by two or more assessments, further. assuring;in-depth evaluation of effectiveness from different perspectives.-

i l

L 1-This assessment was conducted-during the period February 1-23,1990 and, L

L the final report issued April 27,1990. BG&E's response, dated June 1990, is '

Li p.

~on file.

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Table 6.1 provides our current correlation between the assessments and the O

Action Plans that will cover, Some revisions may occur based ori results from irnp!cmentation and back verifications or from the results of the " vertical-slice" h

process itself. Anaessment results will be evaluated to determine if the root causes of declining performance are being adequately addressed.

During the assessments, the scope will be ehended as needed to determine if appropriate, effective mdhodologies and procedures have been implemented if a.

problem is suspected, the assessment will. be expanded in the specific area of 1

concern until the generic problem (issue) can be adequately defined.

The assessments will cross organizational lines and will assess overall performance in related functional areas.

The goal 1will be to evaluate-the effectiveness of serformance improvement efforts,~ and to verify that plant programs and initiatives 4

lave, been revised-to _ incorporate and-implement concepts for continued improvement.

i 1

These assessments will be performed under the direction of the'-Quality l

Assurance Section. A _" building block" approach was employed to determine the 1

order in which the assessments are to be performed, starting with the Management -

and Quality Assurance assessment. Perfe 'ance improvement in-these areas is-fundamental to all other efforts; therefore, tt treas must be assessed first.

1 The Management and. Quality Au - nce Assessrnent was conducted'in-

~

February 1990 and is discussed below. The Self-Assessment and Events Analysis Assessment was conducted in August and September 1990 and will be summanzed '

l-

n a future revision of this document.

The remaining 1 two assessments.will:be

n aerformed sequentially with an appropriate interval between them. The assessment t,_)

ntervals are based on the Action Plan schedules, the. expected rate and order in which significant performance improvements can be expected to occur, our. Nuclear' i.

Program Planning cycle, and the timing of ot".or internal and external assessments.

i Some of the Action Plans will be implementec over long periods.' in these cases, the assessments listed it' Table 6.1 will gauge effectiveness of program development and

[

control efforts or of p.,ot programs, as appropriate. ;Their long term effectiveness will.

j be factored into our on-going Guality Assurance Program audits.-

1 a

a team'of seven investigators From February 1 through February 29,1990, assessed management and quality assurance activities' completed or in progress (see Table 6.1 for Action Plans assessed).

The specific purpose;for this first with management effectiveness performance is improving in those areas associa assessment was to -determine if i

s i

These. areas included setting and communicating Dmanagement expectationsi j

_ sponsorship and accountability, and control and oversight.

4 l

. Recognizing that such reliance

[

Heavy reliance was placed:on interviews.

f could invite biased and/or unsubstantiated views and criticisms, the team, whenever j

t aossible, obtained corroboration of the views expressed and the comments offered.

i n the final analysis, the team relied upon its collective work experience to judge the true condition.

Results indicated that overall~ performance at Calvert Ciffs is-improving and the improvement can be attributed, in part, to the effectiveness of j

completed and in progress management-and quality-related' PIP activities. Positive '

j results were observec from neariv every Action Plan, most of which contributed,:in i

varying degrees, to the observed improved ~ performance. This positive trend, given F Q' -

BG&E.

continued management attention, should attain the level of performance desired by -

i -

i;;

[

65-Revision 4 - September 7,1990 y

x i

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

,pc 6'

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A total of 36 recommendations and 2 significant observations from the first-.

10:

=

maat *er avaivaiad by maaaaamant 'ar aciian Ta diapaaition =um==ry i=

as follows::

o Eight (8) items were referred to.the Spring Planning Conference (see.-

Section 2.3) fer further action;-

't o.

Twenty (20) t items = were. cleared, 06t through development, implementation, or verification of related PIP Action Plans;

Tengitems were considered to be already satisfactorily addressAd) o BG&E responses to those recommendations ere maintained on' file'and'are'

updated periodically to reflect progress toward closure.

e O

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ll 1

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1 O'

66 Revision 4 - September 7,1990 -

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1

,1

. - Table 6.1 h Q-PIP Effectiveness Verification Matrix.

Legend:

Slice 1 -- Mane 1

Slice 2 -- Self bment and Quality Assurance Assessment ment and Events sis Assessment Slice 3-Design and im mentation (FCR Assessment-i Slice 4 - Maintenance /

rations Interfaces and Support Assessment ASSESSMENT SLICE =

AC"ON PLANS TO BE ASS ESSED =

1 2

3-4 MAKAGEME sT PROCESS APROVEMENTS 1

P.1 Performance Standards

- / -

/

l 2.2 Communications Plan

/

l 2.3 NPP issues Based Planning

"/

/

2.4 -

Resource Allocation *

/

- /:

/

1 2.5.16 Commitment Tracking System

/ -

c/;

2.5.2 Regulatory Commitment Management Process.

/

2.5.3 Performance Objective improvements'.

/

/

l ORGANIZATIONAL DYNAMICS IMPROVEMENTS 3.2 Managing Organizational and Program Ch nge

. /

/.

3.3 Leadership Conferences -

/

/x

'/

3.4

- Teamwork and interfaces

/

r 3.5 Project Management

/-

/f l

3.6.1 Site integrated Scheduling

- / -

/.~

j 3.6.2 Maintenance Work Control

- /

./

/

1 3.6.3. Operations improvemwnt Plan

. / -

/

/

l

' 3.7 Engineering Planning

/ -

/:

-/

" 3.8 System Circles

/

/'

.2 1

1 L

3.9 Quality Circles Program

/-

/

1' This assessment was conda et" Juring the period February 1-23,1990 and the final Jf report issued April 27,19% ';G&Fo response, dated June 1990, is on file.-

l

'O];

+

Resource ~ Allocation is not an "Ar. ion Plan" but will be (;;directly assessed.

J 6-7

. Revision.4 - September)7,1990' n{

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q Table 6.1

. Q, -

PIP Effectiveness Verification Matrix (Continued)

Legend:

q 1'

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

o Slice 3 - Design and (FCR) Assessr'ent Slice 4 - Maintenance /

rations interfaces and Support Assessment:

LASSESSMENT SUCE:

. ACTION PLANS TO BE ASSESSED 1

2 3

4:

1

-l ASSESSMENT CAPABILITY IMPROVEMENTS 4.1

. Operating Experience Review J/ !

l 4.2 OC Improvements J/,

/

/

/7 l:

1 4.3 -

QA Internal Assessment Process improvements;

/-

/

4.41 Independent Safety Evaluation

- /

/-

4.5 Safety Assessment

/-

- /

/

{

4.6 Root Cause Analysis Improvements :

/.

/

O 4.7 Plant Operations and Safety Revier~ Comrt r (POSRC) -

'/ -

' /

4.8 Off Site Safety Review Committee (OSSRC)

'/

/

4.9 Visiting Other Plants J.

- 4.10 Issues Management System

/

./ '

/ l

.g ACTIVITY CONTROL IMPROVEMENTS 5.1 Auxiliary Systems Engineering Unit

/

/

5.2.1 Procedure Upgrade Program

/.

/

'/

5.2.2 Surveillance Test Program

/

/

/

5.2.3 Post Maintenance Testing

^/

^/'

1 5.3.1 Procurement Program Project

/

/

'/

--I This assessment was conducted during the period February 1-23,1990 ar,d the final

..Q report issued April 27,1990.'BG&E's response, dated June 1990, !s on fi'e.

l G8

. Revision 4;- September 7,1990 d

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av s,

ym.,

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E Toble 6.1 h,

PIP Effectivenees Verificatfort Matrix (Costinued) l 1

. Legend:

1 Slice 1 -- Management and Quality Assurance Assessment l

Slice 2 - Self-Assessment and Events Analysis Assessment L

Slice 3 - Design and im mentation (FCR) Amessment.

Slice 4 -- Maintenance /.

rations interfaces and Support Assessment l

ASSESSM8ENT SLICE ~

d ACTION PLANS TO BE ASSESSED '

1 2'

3:

4-j ACTMTY CONTROL IMPROVEMENTS (cont.) -

]

5.3.2 Equipment Technical Database & Maintenance -

i Planning System

/

/,

5.3.3 -- Technical Manual improvements-

./.

J 5.3A Design Basis Consolidation

/I L/

i 5.3.5 Records Management / Document Cont ci

/

/-

j-

- 5.3.6 Information Resources Management Prchet

/

/

/-

3 5.4.1 System Engineer Training -

./

-/

/

2

.O.

5.4.2 Minor Modification Process improvements

/-

-/

i 5.4.3 Reliability Centered Maintenance

/

/c 1

l 1

p d

1 Q

- This assessment was conducted during the period February;1-23,1990 and the final-report issued April 27,.1990.. BG&E's response, dated June 1990, is on file.

l l

B 9 ~-

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