ML18101B306

Provides Update on Changes to Plant Restart Action Plans

ML18101B306
Person / Time
Site:	Salem
Issue date:	03/26/1996
From:	WARREN C C Public Service Enterprise Group
To:	NRC OFFICE OF INFORMATION RESOURCES MANAGEMENT (IRM)
References
LR-N96018, NUDOCS 9604020231
Download: ML18101B306 (71)

Text

' ' -e Public Service Electric and Gas Company P.O. Box 236 Hancocks Bridge, New Jersey 08038-0236 Nuclear Business Unit MAR 2 6 1996 LR-N96018 United States Nuclear Regulatory Commission Document Control Desk Washington, D.C. 20555 Gentlemen:

UPDATE OF SALEM RESTART PLAN SALEM GENERATING STATION UNIT 1 AND 2 DOCKET NOS.: 50-272 AND 50-311 The purpose of this letter is to provide an update on changes to the Salem Restart Action Plans. Previously, in PSE&G's letter LR-N95211 dated November 24, *1995, we provided you with a copy of the Salem Restart Plan and the detailed action plans. We discussed these plans at a public meeting with you on December 11, 1995. Your letter dated February 18, 1996 indicated your review of the restart plan and subsequent closure of CAL items 2 and 3. In addition, you noted that Emergency Preparedness issues were not addressed in our plan. Attachment 1 is the latest version of the nine Restart Action Plans. Most of the plans have had minor, or no changes. Those plans with significant changes include: (1) Conduct of Operations (section added on Emergency Preparedness, line item added for accelerated operator training, and other changes based on assessment results);

(2) Human Performance (augmentation of the communications plan); (3) Work Control (more detail provided in this version);

and (4) Corrective Action (separate section added on Operating Experience Review) . The Salem Restart Plan and associated Action Plans are living documents.

We track progress on a weekly basis and update the plans based on experience and emerging issues. We are also developing restart performance indicators to measure our readiness for restart. As of the date of this letter, the Action Plans are approximately 70% complete.

Please note that the Action Plans are currently undergoing further revision to align with the shift in restart focus from Unit 1 to Unit 2; we will provide you these changes once they are finalized.

9604020231 960326 PDR ADOCK 05000272 p PDR The power is in your hands. 95-2168 REV. 6/94 Document Control Desk LR-N96018 2 MAR 2 6 1996 We will continue to inform the NRC Salem Assessment Panel of any other changes to the Restart Action Plans, and their completion status. Warren General Manager -Salem Operations C Mr. T. T. Martin, Administrator

-Region I U. S. Nuclear Regulatory Commission 475 Allendale Road King of Prussia, PA 19406 Mr. L. N. Olshan, Licensing Project Manager -Salem U. S. Nuclear Regulatory Commission One White Flint North 11555 Rockville Pike Rockville, MD 20852 Mr. C. Marschall

-Salem (X24) USNRC Senior Resident Inspector Mr. K. Tosch, Manager, IV NJ Department of Environmental Protection Division of Environmental Quality Bureau of Nuclear Engineering CN 415 Trenton, NJ 08625

• ATTACHMENT 1 -RESTART ACTION PLANS OPERATIONS HUMAN PERFORMANCE ENGINEERING MAINTENANCE WORK CONTROL SELF ASSESSMENT CORRECTIVE ACTION SYSTEM ENGINEERING AND EQUIPMENT RELIABILITY TRAINING *

• * : --OPERATIONS O.ions Restart Action Plan

• Introduction The Salem Operations Department has not been effective in providing adequate oversight of plant activities to ensure minimization of events and controlled plant operation.

Operation's standards for equipment condition, communication and training are not adequate.

This Is evidenced by the current materiel condition of the plant and the status of the operator training program accreditation.

The fundamental conduct of operations must be restored through a comprehensive restructuring of our people and business processes to ensure safe and controlled operation of the Salem units. Reactor safety must be clearly established as our number one priority.

Objective The objective of this action plan is to provide an operating philosophy and environment that breeds sustainable operational excellence.

Expected Results Upon the completion of the Operations Action Plan, the following results are anticipated:

1. Clear expectation established that Operation's first responsibility is reactor safety. This responsibility will be met with safe and controlled operation of the plant. 2. Appropriate Standards for the Conduct of Operations established and effectively implemented.

3. Operation's leadership role in plant activities and ownership of plant equipment established.

This will be evidenced by Operations' identification and prompt pursuit of plant problems and work arounds that interfere with or threaten safe and controlled operation of the plant. 4. Programs, Procedures, and Policies are adequate to support plant startup. 5. SNSS and NSS assume ownership of their crew's knowledge, skill level and training.

Operator training program enhancements and departmental involvement result in the removal of the INPO probationary status from the program. Existing operator proficiency independently verified prior to plant startup. 6. A long term plan for maintaining adequate department staffing levels and qualifications is in place. Adequate short term measures in place to support plant startup.

• 7. The Emergency Response Organization provides assurance that the Emergency Plan for Salem can be effectively implemented.

Page I O.ions Restart Action Plan

• Problem Statement 1 The Salem Operations Department's leadership in plant activities is deficient.

Direct supervision of plant operations both in the Control Room and in the plant is weak. Action 1. Establish shift resources for adequate IQng-term plant oversight.

2. a. b. c. d. e. f. . g. h. i. j. k. I. m. n. (Deleted)

Identify Department organization for Unit 1 restart. Implement Department organization for Unit 1 restart. Develop a long-term Department organization plan. Provide staffing for an interim STA position.

Implement accelerated operator training classes to support staffing needs. Obtain sufficient personnel to meet long-term organizational plan. Assess crew composition and compatibility.

Ensure adequate crew balance for Unit 1 restart. Identify Department organization for U11it 2 restart. Implement Department organization for Unit 2 restart. Ensure adequate crew balance for Unit 2 restart. Develop a checklist for indoctrination of new OPS personnel which can be used as a guide by new personnel through their first few days in the Department.

Provide flexibility so that it applies fo any new hire. . Establish policies, practices, and expectations for NEOs to become ROs or SROs. Establish policies, practices, and expectations for ROs to become SROs Develop leadership skills for crew management.

a. Senior Vice President's expectations communicated to shift management

b. Peer visits at INPO 1 and SALP 1 plants for selected shift members. c. Provide a minimum of 4 shift mentors to assist in leadership development.

Up to 8 mentors may be provided based upon industry resource availability.

Mentors are to be available through Unit 1 restart, and may be used, as necessary, through Unit 2 restart. d. (Deleted)

e. * (Deleted)

f. Complete operator restart training for Unit 1 restart. g. Complete operator restart training for Unit 2 restart. h. Evaluate using senior NCOs & NEOs as mentors for less experienced personnel.

i. Pe.er visits at INPO 1 and SALP 1 plants for selected shift members. Page 2 Restart No Yes-S1 Yes-S1 No Yes-S1 Yes-S1 No Yes-S1 Yes-S1 Yes-S2 Yes-S2 Yes-S2 No No Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S2 No Yes-S2 --

O.tions Restart Action Plan 3. Re-establish control of plant activities and Control Room. a. Shift crews and OPS Management evaluate current shift duties and then transfer appropriate duties to Operations Staff and Work Control Center, or other departments.

b. (Moved to 3.3.h) c. Restructure initial review of Action Requests (CR/CM) to a support staff function.

d. Provide Operations support and direction of Outage Control Center 24 hrs. a day. e. Provide event investigation.and root cause evaluation organization.

f. (Moved to 2.1.1) g. (Moved to 2.1.m) h. (Deleted)

i. (Deleted)

j. Revise turnover process. k. Identify and remove operator burdens. 4. Assess improvements in plant leadership.

a. Perform self assessment of Departmental leadership performance.

b. Present assessment results from 1.4.a to MRC. c. Perform self assessment of Departmental leadership performance.

d. Present assessment results from 1.4.c to MRC. Problem Statement 2 Operations Management's standards for plant and personnel performance are deficient.

Action 1. Establish and implement Operations Standards Document a. Develop initial Operations Standards Document.

b. Communicate management's expectations for adherence to standards.

c. Put standards into effect by reviewing OPS standards with crews during shift turnovers and startup training.

• d. Provide periodic focus areas for evaluation of adherence to standards.

e. MARC training performed and implemented.

f. Implement method for bench marking Salem to current and future Industry leaders. g. Provide for periodic self assessments to monitor and verify adherence to standards.

h. (Deleted)

i. (Deleted)

j. Revise OPS Standards Document to incorporate items 2.1.k -2.1.r. k. Establish clear roles and responsibilities for operating crews. Page 3 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S2 Yes-S2 Restart Yes-51 Yes-51 Yes-51 Yes-51 No Yes-51 Yes-51 Yes-S1 Yes-S1

• Op.ons Restart Action Plan 2. I. m. n. 0. p. q. r. s. Establish clear expectations of Control Room priorities.

Establish expectations for supervisory presence in the field. Communicate management expectations for ownership of systems. Develop Work Control Center roles and responsibilities.

Communicate management's expectations for adherence to schedule.

Establish clear guidelines for communication of plant problems and priorities.

Communicate expectations for Operations' role in resolving plant problems.

Obtain crew comments on revised Standards Document, and incorporate changes into Standards Docu.ment as necessary.

Assess implementation of OPS Standards

a. Perform self assessment of Departmental adherence to standards.

b. Present assessment results from 2.2.a to MRC.' c. Perform self assessment of Departmental adherence to standards.

d. Present assessment results from 2.2.c to MRC. Problem Statement 3 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S2 Yes-S2 Operation's ownership of plant equipment, communication of priorities and leadership in problem resolution needs improvement.

Teamwork between Operations, Maintenance, Engineering and Planning is in need of enhancements.

1. 2. Action Establish Operation System Managers and ownership of systems. a. Establish Operations System Managers, align with Technical Department and Maintenance System Managers, identify operators, and publish joint list. b. Communicate Management expectations for ownership of systems. Moved to 2.1.n c. Implement Operation's System Manager program. d. Provide line item signature by Operations System* Manager indicating their system is ready for station startup. e. Independently measure Operator ownership of system manager I readiness review program Moved to 3.6.d f. Verify planned DCP training meets line management's expectations.

g. Evaluate outcome of DCP training.

Moved to 3.6.b Establish and implement quality operability determinations

a. Revise and implement Operability Determination process to address GL 91-18 issues, and require SORC review of ODs within 24 hours2.777778e-4 days <br />0.00667 hours <br />3.968254e-5 weeks <br />9.132e-6 months <br /> of OD generation.

b. Conduct training on GL 91-18 issues. c. (Deleted)

Page4 Restart Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1

• O.ions Restart Action Plan 3. 4. 5. d. e. (Deleted) (Deleted)

Enhance Operation's involvement in scheduling

• and control of appropriate work activities.

a. Develop Work Control Center roles and responsibilities.

Moved to 2.1.o b. Develop Work ContrQI Desk Top Guides to implement new program. c. Communicate management's expectations for adherence to schedule.

Moved to 2.1.p d. Implement new Work Control desk top guides. e. Measure each shift's adherence to schedule.

f. Develop and issue ac:Jministrative procedure addressing operator work arounds. Moved to 3.5.a g. Revise Retest program and work document process.

• h. Review and streamline Work Control Center processes.

Establish mechanisms to improve communications and teamwork.

a. Develop a plan to redesign the Control Room into a common controls area. b. Establish SNSS and NSS group meeting schedule.

c. Furnish voice mail and computer network access for operators.

• d. Develop program to enhance teamwork and communications between operating crews, maintenance, and technical personnel.

e. Establish clear guidelines for communication of plant problems and priorities.

Moved to 2.1.q f. Communicate expectations for Operations' role in resolving plant problems.

Moved to 2.1.r g. (Deleted)

h. Provide full crew simulator and classroom startup training sessions for Unit 1 restart training sessions.

i. (Deleted) . j. Provide full crew simulator and classroom startup training sessions for Unit 2 restart. k. Develop computer-based required reading program. I. Establish group meeting schedule(s) for represented employees in Operations.

m. Train crews on Mainframe and LAN use for Unit 1 restart. n. Train crews on Mainframe and LAN use for Unit 2 restart. Improve plant configuration controls.

a. Develop and issue administrative procedure addressing operator work arounds. b. Evaluate and revise, as necessary, configuration controls related to TRIS+. c. Evaluate and revise, as necessary, configuration controls related to job information tags. d. Establish individuals responsible for eliminating operator work arounds, Control Room deficiencies, and Temporary Modifications.

e. Ensure operators are familiar with current work arounds, installed Temporary Modifications, and Control Room deficiencies.

f. Review and revise, as necessary, station guidance on control of Temporary Modifications.

g. Evaluate and implement, as necessary, improvements in the use of EMIS tags. Page 5 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 No Yes-S1 Yes-S1 Yes-S2 Yes-S1 Yes-St. Yes-S1 Yes-S2 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1

• O.ions Restart Action Plan 6. Assess Operations Department ownership.

a. Perform self assessment of Departmental ownership of plant equipment, communications, and leadership in problem resolution.

b. . Evaluate outcome of DCP training.

• c. Present assessment results from 3.6.a to MRC. d. Independently measure Operator ownership of system manager I readiness review program. e. Perform self assessment of Departmental ownership of plant equipment, communications, and leadership in problem resolution.

f. Present assessment results from 3.6.e to MRC. Problem Statement 4 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S2 Yes-82

• Operations procedures and policies need to be strengthened to support long-term operational excellence and plant startup. Crew ownership of procedures is lacking. Page6

• rations Restart Action Plan

• 3. 4. 5. Review and revise as appropriate the Condition Reporting, Root Cause and Corrective Action Programs.

a. Establish and staff a group to process Condition Reports, root cause and corrective actions. b. Perform coordinator training on root cause and corrective action. c. Provide event investigation and critique training to appropriate personnel.

d. Identify additional resources required to reduce backlogs.

e. Reduce root cause evaluations backlog and maintain a 7 day tum around. f. Assess effectiveness of the Corrective Actions Program and recommended corrective action implementation.

Moved to 4.8.d g. Develop Operations Department guidelines for* event critique I investigation.

Reduce the operation procedure backlog and establish threshold for backlog. a. Establish SCOPE of backlog, identify revisions required for restart b. Implement plan to reduce backlog with contractor support. c. Establish plan to control backlog to allow technical revision incorporated prior to schedule use. d. Provide specific shift operator owners for each operating procedure.

e. Implement plan to maintain backlog. Review and revise, as appropriate, Operations' Department Directives and develop policy for procedure implementation.

a. Identify Operation's Directives requiring revision I deletion.

b. Establish schedule for revision completion and incorporate items into action plan. c. Complete identified revisions.

6. Establish actions to delete Technical Specification Interpretations and reduce Technical Specification reportable occurrences.

a. b. c. d. e. f. g. h. i. j. k. Determine low value Technical Specification Interpretations and delete. Incorporate Technical Specification Interpretations into appropriate documents.

Identify Technical Specification LCOs which result in routine reportable events. Ensure appropriate corrective maintenance activities are planned for equipment identified in item c. Initiate License Change Requests to correct Tech Spec deficiencies resulting from item c as required. (Deleted)

_ Eliminate the use of Engineering Memos used to control plant operations.

Review Tech Spec surveillances and ensure adequate surveillances are being scheduled and performed. (LER 311/95-006 commitment 5/1/96) Develop Tech Spec matrix for surveillances.

Establish shift ownership of surveillances.

Evaluate and implement, as necessary, improvements in surveillance scheduling and accountability. . Page 7 Yes-S1 Yes-S1 Yes-S1 Yes-S1 No Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1 Yes-S1

• O.ions Restart Action Plan

• 7. Establish actions for verification of procedure readiness to support a safe and controlled startup. a. Review and validate station startup procedures on simulator.

Yes-S1 b. Validate and correct AOP discrepancies (less safe shutdown Yes-S1 procedures covered by item 4.7.f). c. Validate and correct EOPs to WOG guidelines.

Provide basis for deviations.

Yes-S1 d. Review and revise all Department logs, as necessary, to promote more Yes-S1 effective turnovers and to provide for better trending of equipment parameters.

e. Validate and correct all Control Room alarm response procedures.

Yes-S1 f. Validate and correct safe shutdown procedure.

Yes-S1 g. Perform simulator and classroom training on procedure revisions for Unit 1 restart. Yes-S1 h. Identify the scope of procedures required for the Auxiliary Yes-S1 Alarm Summary, and identify which procedures are needed prior to restart. i. Develop Auxiliary Alarm Summary procedures identified as required for restart. Yes-S1 j. Develop Auxiliary Alarm Summary procedures identified as not required for restart. Deleted k. Verify operator aids, including procedure field copies, are current, necessary, Yes-S1 and properly controlled (includes simulator).

I. Review procedure(s) for water-solid recovery and verify that INPO Yes-S1 SOER 94-1 findings are adequately addressed.

m. Review procedure(s) for temperature stabilization and verify that INPO Yes-S1 SOER 94-1 findings are adequately addressed.

n. Review procedure(s) for rapid power reduction and verify that INPO Yes-S1 SOER 94-1 findings are adequately addressed.

o. Review procedure(s) for turbine protection and verify that INPO Yes-S1 SOER 94-1 findings are adequately addressed.

p. Perform simulator and classroom training on procedure revisions for Unit 2 restart. Yes-S2 q. Evaluate Procedure Writer's Guide for enhancement.

No r. Provide additional training to procedure writers. No 8. Assess Operations Department procedures and policies.

a. Perform self assessment of Departmental procedures and policies.

Yes-S1 b. Present assessment results from 4.8.a to MRC. Yes-S1 c. Perform self assessment of short-term Safety Tagging Program corrective actions Yes-S1 d. Assess effectiveness of the corrective actions program and Yes-S1 recommended corrective action implementation.

Page 8 O.ions Restart Action Plan *

• Problem Statement 5 Operation's ownership for skills, knowledge, attitude and training of operators needs significant improvement.

Action Restart 1. Establish Operations' ownership of training program. a. Establish SNSS and NSS as accountable for knowledge, skill, attitude of their crew members. Yes-S1 b. Identify Operation's representative for daily interface with training for resolution of probation Yes-S1 related findings.

c. Establish a single responsible SRO for each operator in training.

Yes-S1 d. Establish crew review of lesson plan quality prior to instruction.

Yes-S1 e. Implement Operations Management's feedback for crew simulator performance.

Yes-S1 f. Perform self assessment of training.

Moved to 5.3.a g. Review qualification cards and ensure appropriate tasks Yes-S1 are included and selected for actual performance.

h. Establish peer review board program for final qualification of operators.

Yes-S1 i. Establish Training Review Group to oversee training activities.

Yes-S1 j. Review NEO training program to ensure adequacy of program. Yes-S1 k. Select Training Review Group members to ensure consistent Yes-S1 representation of operating crews. I. "The Industrial Operator's Handbook" training completed by each shift. Yes-S1 m. "The Industrial Operator's Handbook" training completed by each shift. Yes-S2 2. Assess Operator readiness for restart. a. Conduct Licensed Operator annual Requal Exam for Unit 1 restart training.

Yes-S1 b. Conduct Nuclear Equipment Operator readiness evaluation for Unit 1 restart. Yes-S1 c. (Deleted)

d. Conduct Licensed Operator annual Requal Exam for Unit 2 restart training.

Yes-S2 e. Conduct Nuclear Equipment Operator readiness evaluation for Unit 2 restart. Yes-S2 f. Verify that SOER 94-1 issues have been properly addressed site-wide.

Yes-S1 3. Assess Operations ownership of operator training.

a. Perform self assessment of training.

Yes-S1 b. Present assessment results from 5.3.a to MRC. Yes-S1 Page 9 O.ions Restart Action Plan

• Problem Statement 6 Weaknesses ih the emergency preparedness function resulted in an ineffective emergency response organization (ERO) response during the October 5, 1995 Salem Alert_.

• 1. 2. 3. 4. Action Improve ERO responsiveness.

a. Conduct quarterly unannounced callout muster drills. b. Revise EP overview lesson plans to include response expectations

c. Enhance callout system by correcting deficiencies and capturing time inefficiencies.

d. Define and promulgate criteria for ERO personnel training, availability and participation.

e. Develop methodology to identify/correct inadequate callout responses.

f. Provide letter to ERO addressing roles, responsibilities and cultural attitudes.

Enhance Emergency Plan and Procedures

a. Revise ECG to incorporate NUMARC EAL criteria.

b. Develop three team ERO duty roster.

• c. (Deleted)

d. Establish acceptance requirements.for duty team personnel.

Enhance communications practices

a. Develop a clear understanding of emergency communication expectations with offsite emergency management officials.

b. Establish quarterly expectations communications with ERO. Implement effective self assessment program a. Develop self assessment criteria to validate effective implementation of the Emergency Plan. b. Establish self assessment schedule.

• c. *Perform self assessments.

d. Conduct quarterly simulator and Emergency Response Facility Drills with station personnel.

e. Critique graded exercise of 5/29/96 and define necessary actions. Page IO Restart Yes Yes *Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

• HUMAN PERFORMANCE

• Salem Human Performance Management Restart Action Plan

• Introduction Personnel performance at Salem Station has not been effective in achieving event free operations because management has not held Station personnel accountable for performance results. This has resulted in reduced capacity factors due to extended forced and refueling outages and significant NRC enforcement actions. Objective To assure that Salem has the required leadership to achieve the NBU's goals for a top performing nuclear plant by: 1. Having the right people in supervisory positions

2. Developing and communicating clear departmental goals & responsibilities . 3. Setting realistic expectations and holding individuals accountable . 4. Leaming and using new leadership skills and behaviors (i.e. meeting effectiveness, identification and communication of safety issues, conservative decision making, teamwork)

Expected Results

• A strong, stable, Salem Management Team having clear mission and goals with demonstrated teamwork/ownership, high skills and knowledge, and a self improvement culture. 1. The Salem Management and Supervisor positions are filled with the right people who have demonstrated competencies in Organizational Leadership, Business Focus, Conservative Decision Making and Performance Results. 2. High Standards and expectations are established, communicated, understood and demonstrated by employees who do the 'right thing the first time' and there is an upward trend in the Safety Culture Index Survey. 3. Leaders of all levels throughout the NBU are working together as evidenced in meetings and plant performance.

4. There is increaseQ number of people on Performance Improvement Plans, turnover of employees and new hires. 5. Incident reports due to human error show a consistent decreasing trend. Problem Statement 1 Those in supervisory position at Salem (first line to general manager) are ineffective thus failing to achieve performance improvement goals. 1. Action Staff and maintain a Salem superi.tisory team that has the leadership qualities necessary to improve Salem Station performance

a. Add temporary "industry mentors" for key Salem managers _b. Assess key station line management (Tate Assessment)

c. Provide feedback from Tate assessment

d. Salem GM select Management Team e. Salem Management Team construct development plans based on Tate assessment

/BLD/ etc. Page 1 Restart No Yes Yes Yes Yes S. Human Performance Management Restart Action Plan 2. f. Salem Management Team begins team building g. Develop a: plan to assess thos.e in first line supervisor positions who have previously not been assessed through SAS. h. . Salem Management Team uses performances ranking on their direct reports and other supervisory staff i. All in supervisor positions construct development plans based on ranking feedback /BLD/etc.

j. RCs and I or smaller units begin team building sessions k. Develop "bench strength" within the NBU and Salem by identifying Critical Positions, identifying, assessing, developing potential successors for CPs as well as high potential females and minorities.

I. Develop implement a rotation plan for Salem Develop three year Departmental Strategic Plans for each Salem Station Department Problem Statement 2 Yes Yes Yes Yes No No No Yes

• Salem department roles and responsibilities are not clearly defined leading to confused work processes and inconsistent human performance measures.

Action 1. Identify and communicate Salem's Vision, Mission, Goals, departmental roles and responsibilities and align goals to hold station personnel accountable for results Restart a. Begin discussion at team building . . Yes b. Fina!ize discussion, develop and communicate clear, concise departmental goals (vision, mission, practices, Yes conducts)

• c. Check within departments re: clarity, understanding of various roles and Yes responsibilities (self assess success of r&r definition)

d. Set clear, realistic performance expectation with employees Yes e. Roll out performance.

feedback review worksheet (for quarterly reviews and soliciting input from others) Yes f. Evaluate performance against expectations using quarterly reviews and annual appraisals Yes g. Alignment of results oriented performance standards Yes h. Evaluate quality of annual appraisal on monthly basis using Salem Standards of Quality Appraisals Yes i. Evaluate quality/quantity of data collected for pre-Performance Improvement Plans to ensure bottom 10% of Yes Salem population is identified

j. Implement the first Culture Safety Index Survey to identify leading indicators re: performance (repeat 3/96) Yes k. Use data analysis from 2j to redefine and/or validate key areas of focus in human performance Yes* I. Department

/Station continual self assessments to reinforce a self assessment culture (see Salem Self Yes Assessment Restart Action Plan) Page2 A .

• Salem Human Performance Management Restart Action Plan Problem Statement 3 Those in supervisory positions (first line to general manager) at Salem I NBU (all) do not have or use consistent and effective leadership skills and behaviors.

1. Action Develop, implement, support learning experiences for those in supervisory positions to enhance I change their leadership skills and behaviors in order to get the performance results necessary in the NBU a. Create "Leadership Qual Card" for those in all supervisory positions (enhancement of TP 900 for all) to include required and desired learning experiences for success in the NBU (i.e. BLD, MARC, Dale Carnegie Training, Human Error Reduction)

• b. Plan and schedule BLD, MARC, Dale Carnegie before restart with the least amount of impact on station resource and align with other training requirements (such as Employee Concerns, Standards of Integrity

c. Support station attendance (increase participation of Operations, Maintenance), communicate expectation of new skills and behaviors learned at BLD, MARC, Dale Carnegie, Human Error Reduction and hold participants accountable for their learning d. Observe I Coach I Provide feedback to BLD graduates I participants to support application of new skills and behaviors; provide evaluation of key BLD skills to both the graduate and his I her supervisor

e. Self Assessment skills will be imported to those in supervision and employees through doing self assessments (see Plan 7), and learning Performance monitoring/trending and Common Cause Analysis (see Cap Plan) f. Salem Management to identify short term station training needs to provide tools to use for improved results . oriented performances

g. Design focused training to meet short term station needs (key areas identifies in 3e. were conflict Resolution, Listening, Feedback, Performance Planning and Appraisal Time Management) available to be given to all NBU employees (except PPA), 2-4 hrs, in the work place *Page 3 Restart No Yes Yes No Yes No No

• Salem Human Performance Management Restart Action Plan Problem Statement 4 Inconsistent messages and lack of communications within the NBU (and Salem) adversely impact morale and cause rumors. 1. Action Implement recognition I communication efforts to keep station personnel informed and improve morale a. Publish results (even small successes), key progress of restart, and other important messages in Weekly Update, on bulletin boards throughout station, Nuclear Today b. Conduct monthly meetings with union representatives . c. Conduct meeting for employees on a regular basis to provide input into department I station issues, communicate key messages and acknowledge results to date d. Implement Communication Exchange Process (CEP) with Salem Management Team and Supervisors

e. Conduct audit of effectiveness of Communication Exchange Process. Repeat quarterly for the following nine months. f. Include selected CEP processes in BLD Training to enhance CEP application.

g. Increase department manager/supervisory field presence to observe, coach communicate, "catch people doing things right". Page4 Restart Yes Yes Yes Yes Yes Yes Yes *

• ENGINEERING Sal Engineering Restart Action Plan *

• Introduction Engineering performance must be improved to support reliable station operations and maintenance.

Engineering management, processes and. programs must be more effective and proactive in identifying and resolving long standing equipment problems.

Objective The objective of this restart action plan is to improve engineering support to Salem by: 1. Improving engineering organization management, leadership and safety focus 2. Upgrading engineering programs and procedures

3. Improving the quality of engineering activities

4. Identifying and reducing engineering backlogs . 5. Implementing and anchoring a continuous improvement process that includes self assessments, performance indicators and other means of identifying needed improvements in engineering products and services Expected Results 1. The engineering organization will be restructured and staffed to provide more effective and proactive support to Salem Operations and Maintenance.

2. The work processes will be improved and the engineering backlog reduced and maintained within the established goals. 3. Critical engineering programs and processes will be upgraded to provide more effective Operations and Maintenance support with improved baseline, tracking and trending information.

4. The Engineering interface with station organizations will be improved.

• engineering involvement fully integrated with day-to-day Operations and Maintenance

• quality and timeliness of engineering products and services to support safe and controlled station operations.

5. The engineering organization will be utilizing a continuous improvement process to:

• improve engineering quality

• perform root cause analysis as a normal part of engineering

• self assess performance

• verify improvements

• use performance indicators to continuously assess performance

6. Validate that the actions to upgrade the engineering organization, programs, processes and safety culture are effective and anchored in the engineering organization.

Page 1 *. * ---------------------------------------------------------------

e Salem Engineering Restart Action Plan * : Problem Statement 1 Performance expectations, roles and responsibilities are not clearly defined or understood by the engineering staff and interfacing organizations.

Action Restart 1. Establish goals of the engineering organizations.

yes 2. Define and communicate expectations, roles and responsibilities for Nuclear Engineering Design. a. Establish organizational goals. yes b. Establish and communicate

• expectations, roles and responsibilities.

yes c. Provide documented evidence that the engineers understand their roles, responsibilities and accountabilities.

yes d. Evaluate effectiveness of communication of the department roles and responsibilities internally and externally . yes through documented self assessments.

e. Monitor that performance expectations are met by conducting customer surveys, personnel appraisals, and yes performance indicators trends. 3. Define and communicate expectations, roles and responsibilities for System Engineering.

a. Establish organizational goals. yes b. Establish and communicate expectations, roles and responsibilities. . . yes c. Provide documented evidence that the engineers understand their roles, responsibilities and accountabilities.

yes d. Evaluate effectiveness of communication of the department roles and responsibilities internally and externally yes. through documented self assessments.

e. Monitor that performance expectations are met by conducting customer surveys, personnel appraisals, and yes performance indicators trends. 4. Define and communicate expectations, rotes and responsibilities for Plant Engineering and Projects.

a. Establish .organizational goals. yes b. Establish and communieate expectations, roles and responsibilities. . yes c. Provide documented evidence that the engineers understand their roles, responsibilities and accountabilities.

yes. d. Evaluate effectiveness of communication of the department roles and responsibilities internally and externally yes through documented self assessments. . e. Monitor that performance expectations are met by conducting customer surveys, personnel appraisals, and yes performance indicators trends. Define and communicate expectations, roles and responsibilities for Nuclear Fuel Group. a. Establish.

organizational goals. yes b. Establish and communicate expectations, roles and responsibilities. . yes c. Provide documented evidence that the engineers understand their roles, responsibilities and accountabilities.

yes d. Evaluate effectiveness of communication of the department roles and responsibilities internally and externally yes through documented self assessments.

e. Monitor that performance expectations are met by conducting customer surveys, personnel appraisals, and yes performance indicators trends. Page 2

• Salem Engineering Restart Action Plan Problem Statement 2 Engineering is not proactively identifying, determining root causes or solving technical issues in a timely manner. Action Restart 1. (Deleted) no 2. Establish a Root Cause Analysis (RCA) group. yes 3. Train root cause analysis group in RCA techniques and methodology.

yes 4. Nuclear Engineering Design issues identification, analysis and.solutions implementation.

a. Conduct system configuration control walkdowns and initiate resolution of identifed issues .. Unit 1 yes Unit 2 yes b. Strengthen Engineering Assurance Group staffing levels. yes c. Establish and implement a process for identification of emergent technical issues. yes d. Perform self assessment of implementation of technical issues solutions.

yes e. Perform independent third party verification of technical issues identification, analysis and solutions.

yes f. Train a significant percentage of engineering staff in the basic root cause analysis philosophy and techniques.

yes g. Complete system configuration control walkdown for remaining Unit 1 electrical yes components and initiate resolution of identified issues. 5. Plant engineering technical issues identification, analysis and solutions implementation.

a. Prioritize and schedule DCPs required for Restart. Unit 1 yes Unit 2 yes b. Develop and implement an action plan to assure the quality of DCPs. yes c. Prepare management tools to proactively manage Design Change Package (DCP) production and quality. yes d. Perfonn self assessment of implementation of technical issues solutions.

yes e. Perfonn independent third party verification of progress in technical issues solution.

yes f. Train a significant percentage of engineering staff in the basic root cause philosophy and techniques.

yes 6. Salem System Engineering issues identification, analysis and solutions implementation.

a. Establish an interim operability assessment group and supplement operability assessments.

yes b. Assemble system readiness review teams and conduct system walkdown.

(*Action Item 3) Unit 1 yes Unit 2 yes c. Identify issues, analyze and implement solutions.

(*Action Items 3, 4, & 5) yes d. Perform self assessment of implementation of technical issues solutions.

• (*Action Items 2 & 3) yes e. Perform independent third party verification of progress in technical issues solution.

(*Action Item 3) yes f. Train a significant percentage of engineering staff in the basic root cause philosophy and techniques.

yes 7. Nuclear Fuel issues identification, analysis and solutions implementation.

a. Identify issues, analyze and initiate implementation of solutions.

yes b. Perform self assessment of implementation of technical issues solutions.

yes Page 3 * ,;

• • Salem Engineering Restart Action Plan

• c. Perform independent third party verification of progress in technical issues solution.

d. Train a significant percentage of engineering staff in the basic root cause philosophy and techniques.

Note *See Salem System Engineering and Equipment Reliability Restart Action Plan Problem Statement 3 yes yes

• Several engineering programs and procedures do not meet some regulatory requirements and/or are not effective.

Engineering backlogs are not maintained at acceptable levels. Action 1. Characterize engineering backlog and initiate restart backlog reduction.

2. Perform baseline Self Assessment of selected Engineering programs, processes and procedures and identify corrective actions required.

3. Develop and implement new engineering programs, processes, procedures and/or upgrade as required. (check valves, MOV [89-1 O], IST, Maintenance Rule, etc.) 4. Complete restart backlog reduction effort. Unit 1 Unit 2 5. Communicate new and upgraded programs and/or procedures to Engineering/Operations/Maintenance.

6. Perform organizational (Department Level) Restart Readiness Assessments.

7. Perform third party validation of selected engineering programs effectiveness and of corrective actions. 8. Implement corrective actions identified in self assessments and/or validations.

9. 1 OCFR50.59 Program issues identification, analysis and solution implementation

a. Perform self assessment of 1 OCFR50.59 Program b. Implement corrective actions identified in self assessment Problem Statement 4 Restart yes yes yes yes yes yes yes yes yes yes yes The engineering staff is not adequately trained to assure high quality of work. Engineering staff qualification requirements are not clearly established or maintained.

Action 1. Initiate third party assessment of Engineering Support Personnel training program. 2. Baseline training and qualification of Engineering Support Personnel.

3. Benchmark Engineering Support Personnel qualification to solve problems. (Engineering Quality Survey) 4. Complete Engineering Support Personnel job analysis. (see accredited Training Restart Action Plan, Item 6.e.2) 5. Develop Training matrix & update. (see Accredited Training Restart Action Plan, Item 5.j.1) 6. Upgrade the qualification of training staff members. (see Accredited Training Restart Action Plan Items 5.c & d) Page 4 Restart yes yes yes yes yes yes

• m Engineering Restart Action Plan

• 7. Revise/establish job qualifications guides for accredited Engineering Support Personnel. (see Restart Action Plan, Item 5.i.) 8. Revise/establish a task-oriented training program fo*r engineering staff. (see Accredited Training Restart Action Plan, Item 5.j.2) 9. Evaluate training effectiveness of the training program. (see Accredited Training Restart Action Plan, Item 5.1) Note:

• see Salem Accredited Training Restart Action Plan Problem Statement 5

• yes no no The engineering organization safety culture needs to be improved and anchored in the organization.

Engineering management has not provided . the leadership to implement a continuous engineering improvement and effective self assessment process. Action Restart 1. Improve management leader5hip.

a. Perform assessment, develop organizational strategy.

yes b. Implement organizational changes. (Directors, Managers and Supervisory Level) yes 2. Implement an organizational structure to support safety culture. a. Reorganize engineering and better define work scope and division of labor i.e. system manager, component yes specialties technical programs, root cause analysis group, etc. b. Establish and implement training program to sensitize engineering to: yes (1) Safety concern focus * (2) Root cause analysis application (3) Error free design and installation

c. Implement elements of the Salem Human Performance Management Restart Action Plan to anchor safety and yes excellence culture in engineering organization. . d. Shift reactive engineering work load to an interim engineering group to allow system managers to ensure system yes readiness.

e. Train personnel in Action Request procedure NAP-06 to allow for ease in identifying problems and tracking the yes corrective actions. 3. Improve proactive engineering.

a. Upgrade system managers capability to support proactive engineering.

yes b. Implement system walkdowns and system problem database to capture past, current and future problems yes (SIDS). ( -Action Item 3) 4. Implement continuous Engineering Improvement..

a. Implement restart performance indicators to measure status and effectiveness of engineering corrective actions. yes b. Evaluate 1995 INPO Assessment of Hope Creek, identify areas for improvement at Salem, and develop plan to yes address them. c. Assess whether engineering products and services meet requirements/expectations.

yes d. Develop and implement a continuous engineering improvement program.

• no Page 5 s1 Engineering Restart Action Plan

• e. Develop post restart performance indicators.

5. Benchmark Engineering Performance to raise standard of performance

• a. Benchmark engineering staff, organization, functions against industry and develop recommendations plan for solutions.

b. Review programs, processes of highly successful industry counterparts and develop a plan to incorporate the best practices.

c. Implement changes required to bring station within industry norms. 6. Perform self assessment to lower thresholds for failure rate. a. Performs self assessments of engineering organization, management, leadership and safety culture. b. Utilize results of self assessments to gauge performance of engineering against established levels of performance.

c. Adjust acceptable failure rate as required.

7. Balance Engineering Work Loads. a. Distribute work load to allow for proactive engineering.

b. Assess organization changes and staffing to determine if work loads are properly distributed.

c. Adjust organization and engineering staff work load based on assessment results. Note:

• Status in accordance with Salem Human Performance Management Restart Action Plan -See Salem System Engineering and. Equipment Relaibility Restart Action Plan Page 6 * ' . no . . no no no no no no no no no

• *

• MAINTENANCE

• Maintenance Restart Action Plan *

• Introduction Salem maintenance has not been effective in achieving reliable equipment performance and materiel condition attributes of the station. Degraded performance in this area is resultant from weaknesses in other maintenance areas such as corrective action programs, management oversight and controls, work management system and the preventive maintenance program. These weaknesses have been developed into six problem statements within this action plan. These weaknesses were identified through a comprehensive review of plant documentation and reports including:

NRC SALP Reports (1989 -1994), NRC Special Investigation Team Report, INPO Evaluation Findings (1983 -1995), INPO Assist Report (1995), QA Maintenance Audit Report (1995), Regulatory Issue Matrix, Comprehensive Self-Evaluation of Maintenance Training Report (1995) and other internal problem reports .. The NRC and INPO documents provided the basis for the review, with the INPO Performance Objectives providing a framework to categorize problem areas. Recurrent themes or problems became evident in several areas. These themes were compared to the context of the other documentation to

• ensure all major problem areas were identified.

This examination revealed six major themes, that if addressed, would yield desired improvements in the execution of maintenance at the station. The Maintenance leadership team reviewed on-going corrective actions in current . action plans to determine whether those actions would be sufficient to resolve the problems and preclude their recurrence.

The leadership team then determined what additional actions would be required to resolve the problems noted. Corrective actions were developed and validated against the problem statements.

The actions found herein are the result of several iterations of "what ir analysis and validation of corrective actions against the problem statements . . Objective The objective of this action plan is to identify, correct and assess those deficiencies in maintenance to improve equipment reliability and materiel condition at the station. Expected Results 1. The conduct of maintenance effectively supports reliable equipment performance, improved materiel condition and safe event-free operations.

2. Maintenance self-assessment and corrective action initiatives, and management oversight and follow-through effectively supports the continual improvement culture of the station.

• 3. Maintenance department ownership of the training program results in a highly qualified work force to promote safe and reliable operations.

Page 1

• Maintenance Restart Action Plan *

• Problem Statement 1 Maintenance corrective actions and management follow-through have been less than sufficient to identify problems, to determine root causes of equipment and personnel deficiencies, to implement appropriate corrective actions, and to assess and monitor these actions for effectiveness.

Action Restart 1. Establish and communicate standards and expectations for equipment and personnel performance.

Yes a. Review and incorporate INPO Performance Objectives and Criteria, b. Perform benchmarking against industry leaders, c. Solicit employee input for*standards and expectations, d. Continue assessment and upgrading of standards and expectations.

2. Establish accountability for behavior changes within the Maintenance process. Yes a. Reinforce questioning attitudes among employees, b. Establish performance indicators, c. Routine self-assessment and follow-through per station guidance, d. Continue reinforcement of standards and expectations.

3. Improve in-depth evaluation and analysis of identified problems.and develop corrective actions. Yes . a. Perform root cause analysis in accordance with NAP-6, b. Review problems for generic impact, c. Establish a performance review process to review and evaluate human performance issues. d. Establish department review committee for review of Maintenance corrective action process. 4. Establish expectations for implementation of effective corrective actions. Yes a. Plan and implement corrective actions per schedule, b. Develop actions to preclude recurrence (i.e. training, lessons learned, coaching/counseling, procedure/process changes), c. Develop measures for follow-through assessment of corrective actions, d. Develop and monitor performance indicators for ensuring effectiveness of corrective actions. 5. Establish objectives for continuing Maintenance self-assessment in accordance with station assessment programs.

Yes a. Utilize department review committee, b. Develop, monitor and trend performance indicators, c. Reinforcement of standards and expectations.

Page 2

• Maintenance Restart Action Plan Problem Statement 2 The work management system and processes have been less than sufficient to effectively identify, prioritize, schedule, plan, execute, return to service, and close-out equipment deficiencies.

• Action Restart 1. Implement new work management program. Yes 2a. Provide initial training to Maintenance personnel on the roles, responsibilities and accountabilities as defined in the Yes . "new* work management process. 2b. Follow-through with feedback and additional training during implementation phase as necessary.

Validate that this Yes training is consistent with' the other work management system partners.

3. Develop and implement team building sessions for the partners in the work management system (i.e. Operations, Yes Maintenance, Work Control, Engineering) to strengthen department relationships.

4a. Review and revise the rework/repetitive maintenance program to identify and monitor rework and repetitive Yes problems.

Use NAP-6 process to evaluate and correct noted problems.

4b. Based on results of self-assessment, reconcile in criteria for identifying repeat maintenance for Yes performance indicator.

5. Establish standards and expectations for the conduct of maintenance and establish accountability for adherence to Yes those standards and expectations.

• 6. Reorganize the Maintenance department to establish clear lines of authority and accountability to assist with the Yes development of Maintenance personnel and communication internal and external to the department.

7. Review the implementation of the WIN Team and develop a plan to enhance this application of resources.

Yes 8. Establish objectives for continuing Maintenance self-assessment in accordance with station assessment programs.

Yes a. Utilize department review committee, * *' b.

• Develop, monitor and trend performance indicators, c. Reinforcement of standards and expectations . . Problem Statement 3 Maintenance management has been less than sufficient in establishing and enforcing standards and expectations for the conduct of maintenance and in developing and adhering to maintenance programs.

Action Restart 1. Establish standards and expectations for the conduct of maintenance and establish accountability for adherence to Yes those standards and expectations.

Publish "Common Sense Guide to Maintenance." 2. *Reorganize the Maintenance department to establish clear lines* of authority and accountability to assist with the Yes development of Maintenance personnel and communication internal and external to the department.

Page 3 M .. nance Restart Action Plan 3a. Benchmark Maintenance organization and programs against industry leaders. Yes 3b. Revise organization and programs as required based on performance monitoring, benchmarking and continuous No Maintenance self-assessment.

4. Evaluate current supervisory and management training and professional development programs to ensure No personnel are prepared to perform their functions.

Problem Statement 4

• The preventive maintenance (PM) program has not been completely effective in ensuring appropriate scope definition and completion of PM activities to support reliable plant operation.

Action Restart 1. Establish ownership and overall responsibility of PM program in Maint. Yes 2: PM Program and procedures

a. Revise program and procedures to clearly define roles and responsibilities..

Yes b. Train personnel on roles and responsibilities of revised PM program. Yes 3. Engineering PM Program self-assessment

a. Evaluate results of Engineering PM program self-assessment.

Yes b. Develop corrective actions to address programmatic weaknesses, Yes c. Implement restart required corrective actions. Yes d. Implement non-restart required corrective actions. No e. Develop performance indicators, Yes f. Monitor and assess effectiveness of corrective actions. No 4. Identify plant components not evaluated for inclusion or exclusion from the PM program. Prioritize analysis review Yes of these components to support restart. 5. Evaluate PM program status and define required PMs in conjunction with system readiness reviews to support safe Yes* reliable operation post-restart.

• Problem Statement 5 Maintenance management has not been effective in oversight of non-station personnel performing maintenance o.n plant equipment.

Action Restart 1. Review and revise (as appropriate)

Maintenance department program and procedures for control of contractors Yes and non-station personnel.

2. Establish point-of-accountability to ensure non-station personnel are qualified to perform maintenance tasks on Salem plant equipment.

Page4 e Maintenance Restart Action Plan a. Develop Plan to ensure maintenance oversight of qualifications of non-site personnel.

Yes b. Implement Plan. No 3. Establish accountable Maintenance oversight and coverage of non-station personnel performing maintenance Yes activities.

' 4. Review contractual terms and conditions and develop improvements in work methods to optimize flexibility and No productivity.

5. Establish objectives for continuing Maintenance self-assessment in accordance with station assessment programs.

Yes a. Utilize department review committee, b. Develop, monitor and trend performance indicators,

• c. Follow-through reinforcement of standards and expectations.

Problem Statement 6 Maintenance management ownership of the Maintenance Training Program has been less than sufficient to ensure communication of clear expectations for the conduct of training and qualification activities, and job performance standards.

Action Restart 1. Review and evaluate reports for areas of weakness.

Yes 2. Establish standards and expectations for the conduct of maintenance training and establish accountability for Yes adherence to those standards and expectations.

Reinforce use of continuing training as a forum for these standards and expectations.

3. Develop and implement corrective actions. Yes 4. Establish objectives for continuing Maintenance self-assessment in accordance with station assessment programs.

Yes a. Utilize department review committee, b. Develop, monitor and trend performance indicators, c. Reinforce standards and expectations.

Other Issues The following action items are considered important to resolve and monitor through the Restart Process. Action 1. Maintenance Department Self-Assessment:

a. Perform Maintenance Department Self-Assessment, b. Develop corrective actions.

• c. Implement corrective actions 2. Address and support completion of system walkdown identified Restart items. Page 5

• Restart Yes Yes Yes Yes *

• *9 Maintenance Restart Action Plan 3. Reduce and monitor backlogs of the following:

Yes a. PRs and DRs,* b. ATS items, c. Corrective actions, d. Control room indicators out-of-service, e. Maintenance department procedure backlog. 4. ICD card issue. a. Develop plan to address Yes b. Implement plan No 5. Operator Workarounds

-Evaluate existing operator workarounds to determine required maintenance actions. Yes Ensure a method is in place to regularly assess the maintenance implications of operator workarounds.

6. Review engineering plans for program development and implementation (i.e. AOV, MOV, predictive maintenance)

No and establish interface and responsibilities

7. Establish objectives for continuing Maintenance self-assessment in accordance with station procedures.

Yes a. Utilize department review committee, b. Develop, monitor and trend performance indicators, c. Follow-through reinforcement of standards and expectations.

8. Long-Term Strategic Plan: a. Develop Draft plan -to GM-SO Yes b. Final version of plan approved Yes 9. Instrument valve lineup procedures, lineup sheets & labeling of valves a. Develop project plan Yes b. Implement project for Unit 1 (46 identified "restart systems")

Yes c. Implement project for Unit 2 (46 identified "restart systems")

Yes 10. Maintenance Rule Effectiveness Assessment:

a. Develop plan for Maintenance Rule effectiveness assessment No b. Perform Assessment No Page 6 *

• *

• WORK CONTROL I*

• *

• Salem Work Control Process Improvement Restart Action Plan Introduction Emergent work, work package content, and process inefficiencies have limited work control effectiveness.

Objectives

1. Develop and implement an improved Work Control Program which effectively supports operations and reliable maintenance.

2. Identify and eliminate work control process backlogs.

3. Identify and correct work control interface areas inhibiting effective schedule implementation and productivity.

4. Identify weaknesses and upgrade the utility of work control support systems. 5. Improve process performance indicators for monitoring routine functions, backlogs, and process effectiveness.

6. Utilize an effective self-assessment process as an input for sustaining and enhancing the Work Control Program. Expected Results 1. A functioning work control program in place which establishes ownership, responsibility and accountability for all process functions, and emphasizes the strong role of the-Operations Department in driving the process. The program should implement a Minor Maintenance process which provides an effective and controlled method of promptly accomplishing minor work outside the normal planning and scheduling process. 2. Work control process backlogs eliminated and process flows monitored and controlled to preclude accumulation of future backlogs.

The corrective maintenance backlog validated, prioritized, updated to reflect Operations, Engineering, Maintenance and MRC screening for restart, and scheduled.

3. Work Control program interfaces between Planning and Scheduling, Maintenance, Operations, Engineering, Procurement and Material Management, Radiation Protection, and other groups controlled and functioning to support efficient schedule implementation.

4. Work Control process functions and management controls enhanced by effective support systems including the Management Maintenance Information System (MMIS) and scheduling hardware and software support. 5. A set of hierarchical Performance Indicators in place to monitor Work Control process functions and information flows which provides for timely identification of functions needing management attention or process enhancement.

6. An effective process control function in place which includes periodic self-assessments of the Work Management Program and the Planning and Scheduling Department as inputs for identifying and implementing process enhancements.

Problem Statement 1 The existing work control process requires better definition, structure and discipline.

Delays in equipment repair and return to service result from a lack of schedule adherence and work control process deficiencies such as insufficient work planning, inappropriate scheduling and coordination, and ineffective problem identification and resolution.

Lack of schedule adherence has been attributed, in part, to poor quality work packages.

A large percentage (in the 30% range) of work packages received by Maintenance are either corrected in the field or returned to Planning.

Work packages are not issued to first line supervisors with adequate lead Page 1

• Salem Work Control Process Improvement Restart Action Plan time to ensure planning is correct and packages are ready to work as scheduled.

Package changes suggested by craft and supervisors are seldom incorporated into future work packages.

• 1. 2. 3. 4. 5. Action Establish ownership, responsibility and accountability for the Work Control Program. a. Assign a Work Control Program Manager; b. Establish a Work Control Team with representatives of all involved departments.

c. Establish goals, objectives and attributes of an effective Work Control Program: d.-Establish a working charter and schedule for the Work Control Improvement Team. e. Institutionalize process controls in a Work Control Program Manual. Develop a Work Control Process Model identifying functional area interfaces.

a. Develop a flow chart of the existing work control processes.

b. Identify process weaknesses, ineffective functions, backlogs, interface problems.

c. Structure process model, use existing tools, build on strengths, correct weaknesses.

d. Obtain management approval of the Work Control Process Model. Establish organizational requirements to support the Work Control Program. a. Draft Work Control Program Manual which includes organizational responsibilities.

b. Develop work category and priority scheme to clarify and simplify work scheduling.

c. Obtain management approval of work category scheme and revised priorities.

d. Obtain working level approval of the Work Control Program Manual. e. Draft a change to NoC.NoA-AP .ZZ-0009(0) to remove applicability to Salem Station. f. Develop training materials to implement Work Control Program. Redefine functions of reporting, screening and validating corrective maintenance.

a. Draft and obtain working level concurrence of process functions.

b. Reassign WIN team responsibilities to include screening and validation of corrective maintenance.

c. Develop materials and train WIN Team personnel to accomplish validation and screening.

d. Start SRO review, validation, SRO screening and prompt WO initiation for corrective maintenance.

e. Incorporate process functions in draft Work Control Program Manual. Establish an effective Minor Maintenance Program. a. Draft and obtain working level concurrence of Minor Maintenance Program process and criteria.

b. Develop training materials for implementing Minor Maintenance Program. c. Incorporate Minor Maintenance Program in draft Work Control Program Manual. Page2 Restart Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes* Yes Yes Yes Yes Yes Yes Salem Work Control Process Improvement Restart Action Plan 6. Revise the process for reporting and resolving work-in-progress problems.

a. Incorporate processes for resolving generic work-in-progress problems in draft WC Program Manual. b. Develop training materials for implementing revised problem reporting and resolution process. 7. Establish a process for planning and scheduling on-line LCO maintenance.

a.

• Draft and obtain working level concurrence of LCO maintenance planning and scheduling process. b. Develop training materials for implementing the LCO maintenance planning and scheduling process. c. Incorporate LCO maintenance plan and scheduling process in draft Work Control Program Manual. 8. Redefine the integrated scheduling process to include the Work Week Manager concept. a. Obtain services of personnel with working knowledge of scheduling processes at successful plants. b. Develop process description for implementing the Work Week Manager concept of schedule control. c. Identify/initiate internal Planning Dept organizational changes to support revised scheduling process. d. Initiate staffing requests and establish Work Week Managers and Unit Coordinators.

e. Incorporate Work Week Manager concept in draft Work Control Program Manual. 9. Upgrade the planning and work package development process to improve work package quality. a. Draft and obtain working level concurrence of an interim directive to establish "task ready" planning.

b. Incorporate the "task ready" planning process in the draft Work Control Process Manual. 10. Establish a controlled process for work package, review, approval and release. a. Draft and obtain working level concurrence of work package approval and release process. b. Incorporate the approval and release process in the draft Work Control Process Manual. c. Develop training materials to implement the process. 11. Establish a controlled process for work package completion, retest, review and closure. a. Draft and obtain working level concurrence of an improved completion, retest and closure process. b. Incorporate the revised completion and closure process in the applicable Desk Guides. 12. Develop an improved POD which promotes understanding of plant conditions and work-in-progress.

a. Obtain sample formats from other plants. b. Develop "user friendly" formats for displaying current Work Week schedule and other information.

c. Identify sources and assign responsibility and timing for input of POD information to Scheduling.

d. Accomplish programming required to produce the POD and present information in the desired format. e. Develop materials and train managers and supervisors utilizing the POD in the revised process. f. Implement the improved Plan of the Day. 13. Implement the revised Work Management Program a. Complete 5 key Department functional Work Management Program Desk Guides I Page 3 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes *

• Salem Work Control Process Improvement Restart Action Plan b. Complete training of Maintenance, Engineering and Operations personnel on WM Manual c. Complete training on 5 key Departmental functional WMP Desk Guides d. Complete training and implement Lead ShQp Concept in Planning

• e. Complete training and implement Lead Shop Concept in Maintenance

f. Complete implementation of an effective feedback process from Maintenance to Planning Problem Statement 2 Yes Yes No No Yes

• Low staffing levels and process inefficiencies have contributed to an accumulation of functional area backlogs which contribute to material and performance deficiencies.

The existing backlogs should be eliminated or reduced to levels which permits the application of available resources to the resolution of real time conditions.

The material deficiency identification and resolution function has receded from real time. A backlog of corrective maintenance exists which is not clearly defined, evaluated, planned and scheduled.

It includes a large number of minor and questionable deficiencies which inhibit effective review and identification of important equipment problems.

Long-standing equipment performance and material deficiencies exist, some of which have caused or complicated plant transients.

The backlog includes Work Orders on hold for parts and Engineering.

Operations does not have an Integrated process to prioritize technical issues, plant modifications, a.nd corrective maintenance.

Action 1. Review process data and support activities and identify process backlogs.

a. Establish baseline data to measure backlog reduction.

b. Establish data reporting process to measure progress in reducing backlogs.

c. Initiate tracking and report progress in reducing/eliminating all identified backlogs.

2. Validate the backlog of about 6,500 Corrective Maintenance AR/WO's. a. Establish* an ad hoc team to check duplication and field validate the entire AR/WO CM backlog. b. Develop validation guidelines, checksheet, training materials and train the validation.team.

c. Commence validation of the corrective maintenance AR/WO backlog.

• d. Complete validation of 50% ofthe AR/WO CM backlog. e. Complete validation of the AR/WO CM backlog. (31 % reduction actually achieved)*

f.

• Initiate Work Order's for all validated CM AR's not assigned to the Minor Maintenance category.

g. Quantify and*track backlog of validated CM WO's not included in current outage work!ists.

3. Reduce the backlog of 6,500 Completed Work Orders not entered into history to normal throughput.

a. Borrow and assign resources to enter completed WO's into history. b. Identify the backlog of field complete WO's not turned in by shops for closure. . c. Identify the backlog of WO's not entered into history which are responsibility of other departments.

d. Initiate action with other departments to support work package closure process. Page4 Restart Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No No No No

• Salem Work Control Process Improvement Restart Action Plan e. Reduce backlog to below 1,500 or about three weeks of the average Work Order throughput.

f. Track WO closure with appropriate performance indicators which identify responsible departments.

g. . Ensure resources and priorities are sustained to maintain WO closure backlog at less than 1,500. 4. Eliminate the backlog of 300 unplanned mechanical work packages for 1R12. a. Hire and train three contractor planners.

b. Complete work package planning for the identified backlog. c. Establish parameters for measuring and tracking Planner workloads and adjusting Planner resources.

d. Track unplanned backlog by Planner and maintain backlogs within established goals. 5. Eliminate the backlog of 2,400 pending Preventive Maintenance changes (upgrades).

a. Assign and train resources to process changes. b. Reduce the backlog by 25% to 1,800 changes. c. Reduce the backlog by 50% to 1,200 changes. d. Reduce the backlog by 75% to 600 changes. e. Maintain the backlog of changes less than one month old. 6. Eliminate the backlog of 12,000 planned PM's in need of upgrading (D page upgrades)

• a. Identify and assign resources to review low frequency PM's perform necessary upgrade action. b. Complete upgrade of low frequency PM's. c. Establish requirement for Planners to upgrade high frequency PM's before T-4 schedule date. d. Implement method to code upgraded PM's so that the upgrading review is performed only once. 7. Initiate action with the responsible organizations to eliminate backlogs of Work Orders on hold. a. Establish and implement policy to identify material requirements shortly after a WO is initiated.

b. Implement process to monitor Planner performance in meeting early ordering policy. c. Clarify organizational responsibilities for identifying and resolving restrained Work Orders. e. Review restrained WO's, identify issues and reschedule and/or resolve WO's on hold for parts. f. Evaluate interface between the schedule and completion of Engineering work to support schedule.

g. Identify Engineering;schedule support issues and initiate action to reschedule and/or resolve issues. h. Evaluate WO's on administrative hold, identify causes, and determine need for corrective action. i. Initiate action with the responsible organization to resolve administrative hold issues. j. Establish process to monitor rescheduling actions and to identify the reasons for reschedules.

k.

• Establish goals for each major reschedule reason and maintain reschedules within these goals. I, Page 5 No No No Yes Yes Yes Yes No No No No No No No No No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes **

• Salem Work Control Process Improvement Restart Action Plan Problem Statement 3 Organizational functions interfacing with and supporting the Work Control Process need improvement.

Support of the Work Control Center is often insufficient to support the work control process. Changes to the station's configuration have been made without changes in design documents or requirements.

Problems exist with implementation of the station tagging program, some of which have contributed to station events. There has been inadequate focus or enforcement of the schedule by support organizations.

Engineering has not resolved a number of equipment problems, some of which are long standing.

Work is delayed, rescheduled or postponed due to availability of parts. Action 1. Assist Operations in upgrading the tagging process to more effectively support the work schedule.

a. Assist in reviewing tagging process and interface with schedule and work package structure.

b. Review proposed changes to the tagging process to ensure work control issues are resolved.

2. Coordinate action with Operations to upgrade facilities and consolidate Operations WC functions.

a. Determine optimum staffing of a Work Control Center which consolidates Operations WC functions.

b. Identify space near the Control Rooms which could accommodate the upgraded wee. c. Identify space for relocating incumbents in the identified space and develop a relocation plan. d. . Complete relocation of personnel and preparation of new Work Control Center. e. Realign organizational responsibilities and establish new Work Control Center. f. Revise procedures and desk guides to reflect new Work Control Center. 3. Coordinate action with Maintenance to expand the use of Composite Teams. a. Establish a process for identifying Composite Team work before work is planned. b: Identify and implement requirements for planning work packages for Composite Teams. 4. Coordinate action with Engineering to improve the process of replacing obsolete plant components.

a. Establish process to identify if parts causing reschedules are non-stock or inventory items. b. Determine and correct causes of stocking levels being too low to support scheduled requirements.

c. Identify number of Priority 1 Work Orders (PM's and ST's) rescheduled due to parts restraints.

5. Coordinate action with Procurement to eliminate material holds due to low stock levels. a. Establish process to identify if parts causing reschedules are non-stock or inventory items. b. Determine and correct causes of stocking levels being too low to support scheduled requirements.

c. Identify number of Priority 1 Work Orders (PM's and ST's) rescheduled due to parts restraints.

Page 6 Restart Yes Yes No No No No No No No No No No No No No No

• Salem Work Control Process Improvement Restart Action Plan Problem Statement 4 The Managed Maintenance Information System (MMIS) needs to be enhanced to support a comprehensive work control process. Action 1. Implement priority MMIS software enhancements needed to support process functional changes. a. Identify changes needed for revised priority system, work categories, and material planning flags. b. Develop and test Phase I program changes. c. Prepare materials and train WIN Team personnel in use of new MMIS fields. d. Implement Phase I program changes. e. Implement revised priority system after startup, ie, work categories and material planning flags 2. Implement MMIS software enhancements needed to support process and performance indicators.

a. Identify changes needed for SRO and shop approvals of work packages.

b. Develop and test Phase II program changes. c.

• Prepare materials and train Ops, Maintenance and Planning personnel in use of new MMIS fields. d. Implement Phase II program changes. e. Revise Work Control Program Manual and Desk Guides affected by the changes. 3. Implement long term enhancements to MMIS to improve user interface and simplify WC functions.

a. Develop proposed reformatting of AR/WO screens to put high usage (common) data on.Screen

1. b. Identify complete set of data fields needed to support all Work Control process functions.

c. Identify new data fields needed to support performance indicators and to manage backlogs.

d. Review proposed changes with Methods and Systems and develop implementation schedule.

e. Develop and test Phase Ill program changes. f. Prepare materials and train station personnel in use of new MMIS screens and data fields. g. Revise Work Control Program Manual and Desk Guides affected by the changes. h. Implement Phase Ill MMIS changes. i. Evaluate proposed Phase Ill changes for cost effectiveness based on plans to upgrade system. Problem Statement 5 Restart Yes Yes Yes Yes No Yes Yes Yes Yes Yes No No No No No No No No No

• The performance indicators used to monitor and track work control.process functions do not provide sufficient visibility of process weaknesses.

Action 1. Establish a set of performance indicators to track backlog reduction to meet plan dates. 2. Establish a set of performance indicators to track current status of Unit 1 Refueling Outage planning.

Page 7 Restart Yes Yes

• Salem Work Control Process Improvement Restart Action Plan 3. Establish a set of performance indicators to track current status of Unit 2 Forced Outage planning.

4. Establish a set of performance indicators to track schedule stability and adherence. (On-Line Schedule)

5. Establish a set of performance indicators to track the routine flow of work through the process. Problem Statement 6 Yes Yes Yes A systematic, structured Self-Assessment process is needed as part of the Work Management Program process control function.

Action Restart 1. deleted 2. Conduct a self-assessment of the Work Management Program after implementation and prior to startup. Yes 3. Conduct a self-assessment of the Planning Department prior to startup. Yes 4. Incorporate appropriate actions resulting from the self-assessments into short term and long term action plans. Yes Page 8 *

• *

• SELF ASSESSMENT

• Salem Self Assessment Restart Action Plan *

• Introduction . Salem has not been effective in establishing self assessment as part of normal business practice and culture. When self assessments have been performed, they have not been consistently effective in identifying problems, processes or programs that need to be .improved.

This is measured by the number of weaknesses found by outside groups and by plant performance.

Objective The objective of this action plan is to develop the capability and acceptance of the Salem organization such that self assessment is used effectively and routinely to improve performance continually.

Expected Results 1. A new culture is established at Salem whereby 'self assessment' is an automatic and explicit step of every action by each employee.

2. Procedures are established to improve the usage and effectiveness of self assessments at Salem. They address day-to-day management and the peer observation program, organizational self assessments to support restart and annual self assessment plans for all Salem departments.

3.

• The Salem Station has comprehensive organizational self assessments that document its major performance weaknesses and the completed actions that address these weaknesses.

The assessment documents will support the goals of a safe startup and reliable power operation.

4. The trends in Level 1 and 2 Condition Reports demonstrate an increased percentage of self identified issues and an increase in issues being identified due to raising standards and expectations.

• ,. Page 1 e Salem Self Assessment Restart Action Plan Problem Statement 1 The existing self assessment program is limited in scope and the results do not accurately identify the root causes of Salem performance weaknesses.

• Action Restart 1. Revise Self Assessment Program for Salem Station a. . Develop Self Assessment Procedure for routine operations (Present to SORC) b. Develop Self Assessment procedure for restart following outages (SORC) c. Identify departmental assessors and conduct training d. Conduct Self Assessment Program training (except Ops) e. Conduct Self Assessment Program training (Ops) f. Communicate self assessment expectations to all hands g. Implement Procedures

2. Establish a Salem Station Self Assessment Coordinator

a. Develop job scope for the self assessment coordinator

b. Staff the position with temporary support to establish program c. Select !i permanent individual for the position Page 2 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes ..

Sa. Self Assessment Restart Action Plan Problem Statement 2 Generally, the Salem work force at all levels rarely perform Self Assessments.

When Self Assessments are performed, they are done so inconsistently.

• Action Restart 1. Implement Departmental Self Assessments Program a. Develop departmental assessment scope and objectives (except Ops) b. Develop departmental assessment scope and objectives (Ops). c. Conduct Initial Departmental Self Assessment (except Ops) d. Conduct Initial Departmental Self Assessment (Ops) e. Present initial self assessment results to MRC (except Ops) f. Present initial self assessment results to MRC (Ops) g. Present status of self assessment identified actions to MRC h. deleted i. Incorporate lessons learned into Self Assessment procedure

j. deleted k. deleted I. deleted m. deleted n. Conduct Self Assessment to determine the effectiveness of the Self Assess. Program 2. Implement Management and Peer Observer Program a. Identify and schedule manager observations (Nov. & Dec. 1995) b. Identify and schedule peer observers (Nov. & Dec. 1995) c. Schedule observation training for designated observers

d. Commence implementation of management observations

e. Commence implementation of Peer Observation

f. Present initial management observation results to MRC g. Present initial Peer Observation results to MRC h. Incorporate lessons learned into self assessment procedure Page 3 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes -*

• -* CORRECTIVE ACTION L_

• Salem Corrective Action Restart Action Plan *

• Introduction The Corrective Action Program (CAP) Implementation has been ineffective in providing lasting problem resolution and precluding recurrence of similar or related problems.

Specific problems include lack of timeliness, no program manager, lack of performance indicators, lack of or poor operability determinations, multiple processes, corrective actions not tracked to completion, threshold for entry is too high, inadequate use of trend data, poor quality of root cause analysis, inconsistent SNSS/NSS in.volvement in processes, lack of ownership and inadequate management oversight.

THE CORRECTIVE ACTION PROGRAM IS COMMON TO SALEM AND HOPE CREEK STATIONS.

IMPROVEMENTS DESCRIBED IN THE SALEM RESTART PLAN ARE BEING IMPLEMENTED THROUGHOUT THE NUCLEAR BUSINESS UNIT. Objectives

1. Establish a consolidated corrective action program with low threshold for entry. 2. Establish organizational point of accountability for CAP oversight, with strong line management support. 3. Stabilize total number of corrective action documents.

4. Sustained performance of timely evaluations and corrective action implementation.

5. Sustained performance of high quality 'apparent cause' and 'root cause' evaluations and selection of corrective actions. 6. Establish effective trending program. 7. Improve organizational performance.

Expected Results Process Perfonnance

1. Conditions Adverse to Quality (CAQ) entered into CAP, as appropriate.

2. Evaluations consistently completed in prescribed time. 3. Timely completion of corrective actions with minimal extensions and overdue items. 4. Manageable number of CAP documents.

5. Acceptable quality of Apparent Cause and Root Cause Evaluations.

6. Selection of effective Corrective Actions. 7. Timely identification and reversal of negative trends. 8. Timely dissemination of lessons learned to PSE&G & the industry.

Organizational Perfonnance

1. Reduction in repeat events . 2. Reduction in LERs 3. Elimination of significant events . 4. Reduction in Personnel Error Rate 5. Aggressive reversal of negative trends Page 1

• Salem Corrective Action Restart Action Plan 6. CAQs are self-identified before becoming self-evident (events, failed components, etc.) or identified by others Problem Statement 1 Various elements of the Corrective Action Program are distributed among several separate processes.

The individual processes lacked important controls.

1a 1b 1c 1d Action Initial process consolidation/improvement

1. Lower the threshold for entry into CAP, implement improved Operability .Oetermination controls, and consolidate IR, QA AR, and DEF processes.

Issue Revision to NAP-6. [Rev 9, 7/2/95] 2. Make SERT the single root cause analysis/corrective action activity when convened Improve understanding and implementation of CAP 1. Develop guidelines for CA Group implementation of NAP-6. 2 .. Develop guidelines for other groups where required.

[deleted, see 1.d] 3. Provide training on guidelines.

[deleted, see 1.d] 4. Conduct training on MMIS system and data input requirements Note: Requires use of computer training room currently occupied full time by system readiness review teams. 5. Clarify roles, responsibilities, and expectations.

SEE ITEM 2 d Incorporate Deficiency Report process into CAP (NAP-6) [deleted, see 1.d] 1. Identify Salem, Hope Creek, QA, Sys. Engr. , & Meth/Sys.

team members (1 each) to work with CA Group developing and implementing the revision.

2. Draft of NAP-6 Revision distributed to appropriate managers 3. Present NAP-6 Revision to SORC 4. Communicate changes and expectations of NAP-6 Revision through training and management roll down. Target population

-Planners, Maint Supvs, SNSS/NSS, and Sys. Mgrs. 5. Modify MMIS as required to support change. (avail for training)

6. Implement NAP-6 Revision (Implementation at H.C. may be delayed until after the outage) Further consolidation/improvement of CAP and CAP procedures. (Note -Phased to allow for Hope Creek refueling outage 11111195 to 12111195)

NOTE: THIS ITEM REQUIRES INTERFACE WITH OTHER EFFORTS TO CONSOLIDATE WORK MANAGEMENT SYSTEMS Restart Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes 1. Identify Salem, Hope Creek, Nuc. Engr., & Meth/Sys team members (1 each) to work with CA Group Yes developing and implementing changes. 2. Perform a self-assessment of CAP implementation.

Evaluate and identify changes to be made, including:

Yes -Incorporate SERT into NAP-6 and NBP-2 (delete NAP-61) -Incorporate other problem reporting systems into (MMIS discrepancies, TRIS changes, EWRs, MCRs, ... ) -Evaluate/clarify significance level guidelines.

Page2 ,.

• e Salem Corrective Action Restart Action Plan 1e 1f 1g 1h -Revise NAP-6 to be more "user friendly".

Develop lower tiered procedures or guidelines as appropriate.

-Strengthen operability determination interface

3. Draft NAP-6 revision and other procedures distributed to appropriate managers for review. 4. Comments due. 5. Present NAP-6 Rev. and other procedures (if reqd) to SORC 6. Modify MMIS as required to support changes. (Avail for training)

7. Communicate changes and expectations via training and manager roll down. 8. Implement changes. Develop and implement CAP communications tools. 1. Begin publishing monthly CAP newsletter.

2. Develop Feedback Program (Internal OEF) [Coord w/ OEP imp. -act 7] Modify MMIS to improve efficien.cy of CAP administration.

1. Develop scope and schedule for initial system improvements

2. Implement changes 3. Evaluate and revise MM IS/CAP database management, controls, and structure to make user friendly and provide for easier generation of management reports. NOTE: THIS ITEM REQUIRES INTERFACE WITH OTHER EFFORTS TO CONSOLIDATE WORK MANAGEMENT SYSTEMS Perform an independent assessment of CAP performance.

Improve the Effectiveness of the Operating Experience Program. Act 1.h deleted. OEP improvements included in Act. 7. Problem Statement 2 Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No Yes Yes

• Corrective Action Program has no single point of accountability with respect to management ownership and oversight.

Roles, authorities and responsibilities for administration of the program are not clearly defined. 2a 2b 2c Action Establish a single point of accountability for CAP program development and implementation Staff the QA/NSR CA Group and assume responsibility for program administration.

Review, clarify, and communicate roles, responsibilities, and authorities of CA Group, Dept. Managers, Root Cause specialists, and Station QA in CA Program. Aspects to be considered include, but are not limited to: SIG. level determination, assignment of evaluation manager, assignment of corrective actions, monitoring quality/effectiveness of problem reporting/

individual RCA&ACA evaluations/corrective action, data entry, monitoring closure, trending, SERT, Root Cause Analysis procedures and training, 1. Review existing procedures/documents and identify required changes and/or clarifications.

2. Develop/revise written definition of roles, responsibilities and authorities.

Incorporate into NAP-6, if required. (coincident w/ Rev for DRs) 3. Managers review roles, responsibilities, authorities, and expectations with their organizations.

4. Managers address staffing levels and/or job assignments, if necessary.

I Page 3 Restart Yes Yes Yes Yes Yes Yes Sal Corrective Action Action Plan

• 2d 2e Implement program to monitor departmental performance.

1. Develop program to assist department managers monitor performance of their departments.

2. Implement departmental monitoring program. 3. Develop and implement independent review of departmental performance.

4. Develop and implement feedback to NBU senior management.

Perform a self-assessment of Corrective Action Group performance Problem Statement 3 Salem has a significant backiog of Corrective Action Program documents.

3a 3b 3c 3d 3e Action Corrective Action Team (CAT) provide interim support to station depts. INCIDENT REPORTS 1. Identify backlog of open IRs 2. Develop and initiate reporting of IR status 3. Develop schedules to complete the evaluation of backlogged Incident Reports 4. Complete evaluation of all Incident Reports 5. Review all open IRs to confirm corrective actions tracking 6. Establish tracking items where necessary

7. Complete all IR corrective actions. (See note below) QA ACTION REQUESTS and DOCUMENT EVALUATION FORMS (DEF) 1. Implement monthly reports to track status 2. Close documents (See note below) DEFICIENCY REPORTS 1. Implement monthly reports to track status 2. Close Documents (See note below) Other document types which are incorporated into NAP by action 1d. 1. Develop methodology to close 2. Implement monthly reports to track status. 3: Close Documents (See note below) Yes Yes Yes Yes Yes Restart Yes Yes Yes Yes Yes Yes Yes No Yes No Yes No Yes Yes No NOTE: Open items are to be reviewed by Department Managers to determine if the particular item is required to be completed prior to restart

• Page 4

• e

• Salem Corrective Action Restart Action Plan Problem Statement 4 Completion of evaluations and corrective actions has not been timely. Due dates are frequently missed or extended.

4a 4b 4c 4d 4e 4f Action Publish expectation that evaluations be completed in 30 days and that CR/IR extensions be eliminated Develop performance indicators for timeliness of evaluations and corrective actions Establish controls over due date extensions:

1. Condition Reports (Short Tenn) 2. Incident Reports (Short Tenn)

• 3. Address software security issue for selected fields, i.e., due date restricted to CAP personnel only. (Long Tenn) Publish daily list of upcoming and overdue evaluations Publish weekly lists of upcoming and overdue corrective actions. Publish monthly list of upcoming and overdue effectiveness reviews. Problem Statement 5 Root cause analysis skills and procedures are weak. Corrective actions are often not effective at preventing recurrence.

Sa Sb Sc Sd Se Sf Sg Action Conduct initial training on Organizational and Programmatic Root Cause Analysis and Human Error Analysis (FPI) Implement process to measure quality of Level 1 CR/IR evaluations

1. Develop and publish interim guidance 2. Sample completed evaluations and report results Develop and publish expectations for content and format of Level-1 (root cause) and Level-2 (apparent cause) evaluations Implement monitoring program for quality of Level-1 evaluations.

1. Begin review of evaluations by Corrective Action Review Board 2. Develop Performance Indicator of CARB review results Implement independent assessment of quality of Level -2 evaluations.

1. Develop criteria 2. Communicate to organization

3. Develop performance indicator QA perform independent assessment of Level-3 & 4 evaluations Implement Dept Manager evaluation of effectiveness of corrective actions 1. Establish and communicate expectation

2. Develop performance indicators

/reports on effectiveness reviews I Page S Restart Yes Yes Yes Yes No Yes Yes Yes Restart Yes Yes Yes Yes* Yes Yes Yes Yes Yes Yes. Yes *

• Salem Corrective Action Restart Action Plan

• Sh 51 Sj Sk Develop department root cause specialists.

1. Identify candidates.

2. Review/revise job assignments as appropriate.

3. Evaluate and address impact on department resources.

4. Schedule and conduct root cause engineer training.

C.A. Group provide mentors for Root Cause Specialists.

Improve Root cause Procedure

1. Identify Sys. Engr. Dept. member to work with CA Group developing and implementing revision to Root Cause Procedure.

2. Develop and issue revision to Root Cause Procedure

3. Review/train on revision with Root Cause Specialists.

Implement procedure.

Improve existing and develop new training programs.

Transfer FPI technology to PSE&G. Courses to include: -Root Cause Analysis and Decision Making (Root Camp) -Root Cause Analysis Refresher

• -Organizational

& Programmatic Analysis -Human Error Analysis -Component Failure Analysis for Engineers

-Advanced Component Failure Analysis for Engineers

• -Component Failure Analysis for Technicians and Supervisors

-Root Cause Team Leader Problem Statement 6 Corrective Action Program trending does not effectively support NBU needs. Action 6a Review and Improve Trending Program for Corrective Action Process. 1. Identify Maint Rule and Sys Engr team members (1 each) to work with CA Group improving the trending programs.

2. Assess current trending capabilities

3. Assess other utility (model) programs 4. Determine data to be trended. (establish interface with M-Rule, NPRDS) 5. Establish who will be identifying trend data (inputting codes) and who will be performing trend analysis.

6. .Define CAP trending process (Develop written guidance)

7. Publish trend data on a quarterly basis 6b Conduct common cause analysis of Salem (and Hope Creek) performance.

• 1. Initial Analysis by FPI.

• Page 6 Yes Yes Yes Yes Yes Yes Yes No Restart. Yes Yes Yes Yes Yes Yes Yes Yes *

• Salem Corrective Action Restart Action Plan 2. Initiate periodic analysis by PSE&G Root Cause Specialists (Initially supported by FPI) Problem Statement 7

• Yes The Operating Experience (OE) Program has been ineffective at preventing events which have occurred in the industry from occurring NBU

• nuclear facilities.

7a 7b 7c 7d 7e Action Clarify Roles, Responsibilities, and Expectations

1. Clearly define scope and expectations of the OE program. 2. Identify optimized organization and reporting structure for the OE program. 3. Eliminate redundant screening efforts. 4. Establish issue ownership and accountability for each OE issue. 5. Modify tracking methods to align with ownership roles. Enhance Standards of Performance and Work Standards.

1. Upgrade the effectiveness of the system for prioritizing OE. 2. Upgrade the criteria for assigning due dates

• Improve Monitoring and Trending of Performance and Expectations

1. OE will monitor the quality of responses and escalate as necessary.

2. Develop trend parameters to effectively monitor and assess the program. 3. Implement trending.

Improve Communications, Coordination and Management Commitment Across Functional Areas 1. Develop and implement a senior management monthly status report 2. Deleted Strengthen Self Assessments

1. Complete a baseline assessment utilizing industry support 2. Develop guidelines for performing self assessments;

3. Schedule and perform periodic assessments.

4. Complete an assessment of the upgraded program. Page 7 Restart Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No No Yes

• SYSTEM ENGINEERING AND EQUIPMENT RELIABILITY I.

Sy! Engineering and Equipment Reliability Restart Action Plan

• Introduction System Engineering has not functioned proactively to assure that systems are established and maintained in a reliable state of readiness where. they can be operated, maintained, tested, and modified in accordance with their design basis. Equipment problems have not been prioritized.

nor appropriate engineering attention applied to resolve long standing issues. Objectives:

Improve system engineering and equipment reliability by: 1. providing management expectations and System Manager roles and responsibilities

2. achieving System Manager accountability and ownership for system performance

3. improving System Manager assessment of system performance

• 4. identifying and addressing equipment performance issues 5. assessing and documenting system readiness

6. improving System Manager monitoring of corrective action implementation and effectiveness Expected Results 1. As a minimum, System Managers are proactively monitoring and trending system performance and assuring plant systems are in a state of readiness whereby they are operated, maintained, tested, and modified in accordance with their design basis. 2. System Engineering Department processes and methods are revised and improved to facilitate:

• understanding the licensing/design basis

• implementing system performance standards and monitoring

• documenting system attributes in system notebooks

• performing scheduled system walkdowns

• processing data into information for trending and analysis 3. The System Engineering culture and environment are changed to establish a proactive work environment which ensures:

• the assertive identification of unacceptable or degrading equipment performance

• the consistent use of industry experience in problem solving

• the routine management of corrective actions

• the consistent application of root cause techniques to solve problems , 4. The System Managers are equal team members with Operations and Maintenance in decision making concerning system schedules and system performance.

5. The System Readiness Review methods are adopted and become a permanent "Way of Life" for the System Managers.

Page 1 -..

Sy!, Engineering and Equipment Reliability Restart Action Plan

• Problem Statement 1 System Engineering roles and responsibilities are not clearly defined or understood by system managers and interfacing organizations.

NOTE: addressed in Engineering Restart Action Plan Problem Statement

1. Problem Statement.2 System Engineering processes do not facilitate intrusive performance monitoring and analysis to support the identification of system and component reliability problems and improve Salem's performance.

• Action Restart 1. Re-engineer System Engineering Functions/Processes

a. Benchmark System Engineering methods and practices being performed within the industry b. Establish and benchmark system standards of performance

c. Develop system performance monitoring methods and problem identification

d. Assess and develop troubleshooting and root cause analysis methods e. Assess and develop corrective action implementation and following methods f. Assess and develop system notebook methods and maintenance

g. Assess and schedule periodic, integrated system walkdowns

h.

and develop methods for measuring and communicating System Readiness

i. Assess and implement methods for utilization for operating experience feedback to enhance system readiness.

j. Perform Department Self-Assessments and integrate results into daily operations

k. Define and establish interaction with system maintainability programs (e.g. spare parts, PM) I. Assess and optimize methods for coordination and review of DCPs m. Establish a plan for process upgrade to support System Engineering roles and responsibilities

n. Establish and implement measures for identification of incipient equipment failures.

o. Document the re-engineered System Engineering functions/processes in Department directives Problem Statement 3 Yes No No Yes Yes No Yes Yes Yes Yes Yes No No No A lack of system "ownership" by system managers and recognition of system managers by site departments results in long standing system and component reliability issues not being addressed in a timely manner.

• Action 3. System Readiness Review Program (Evaluations

& Walkdowns)

a. Develop System Readiness Review Plan b. Develop guidelines for implementing System Readiness Reviews c. Develop the restart review criteria for system readiness

d. Determine the systems that should be included in the System Readiness Review Program (SRRP) e. Develop a System Index Database System to retrieve & manage system corrective action requirements

& Page2 Restart Yes Yes Yes Yes Yes

• *

• System Engineering and Equipment Reliability Restart Action Plan performance data in support of system readiness reviews required for restart f. Obtain computer aided system readiness reports that are available in the near term & provide to System Mgrs. Yes g. Determine

& implement the best method for prioritizing, implementing

& tracking system deficiencies that should Yes be resolved prior to restart h. Assemble System Readiness Review Teams and secure resource requirements Yes i. Assess currently compiled System Engineer Notebooks Yes j. Supplement System Engineer Notebooks through System Readiness Review Program Yes k. Define & establish criteria for conducting system walkdowns Yes I. Conduct walkdown of Safe Shutdown (Mode 5) components Yes m. Conduct wa.lkdowns of systems in SRRP -Unit 1 Yes n. Conduct walkdowns of systems in SRRP -Unit 2 Yes o. Retrieve & review relevant documentation for system deficiencies that should be corrected prior to restart -U1 Yes p. Retrieve & review relevant documentation for system deficiencies that should be corrected prior to restart -U2 Yes q. Integrate the Top 10 Critical Equipment List action items into the system readiness reviews & prioritize resolution Yes accordingly

r.

• Initiate corrective action to identified system deficiencies in accordance with restart review criteria -U1 Yes s. Initiate corrective action to identified system deficiencies in accordance with restart review criteria -U2 Yes t. Establish

& implement a management level System Readiness Review Board for engineering assessment of all Yes

• systems included u. Self Assessment:

Establish a Third Party Assessment of Selected SRR Systems for Unit 1 and 2 Yes v. Phase I -Present Initial System Readiness Reviews to MRC for Unit 1 Yes w. Phase I -Present Initial System Readiness Reviews to MRC for Unit 2 Yes x. Designate System Teams with Operations and System Engineering Yes . y. Establish System Teams Yes z.

• Phase II,-Assess MRC approved/in-process/Completed work activities and perform system walkdowns for Unit 1 Yes aa. Phase II -Assess MRC approved/in-process/Completed work activities and perform system walkdowns for Unit 2 Yes bb. Phase II -Assess new work and perform incremental MRC for necessary scope additions for U1 Yes cc. Phase II -Assess new work and perform incremental MRC presentations for necessary scope additions for U2 Yes dd. Develop the Startup Test Plan for Unit 1 Yes ee. Develop the Startup Test Plan for Unit 2 Yes ff. Review the non-46 systems for Unit 1 Yes gg. Review the non-46 systems for Unit 2 Yes hh. Phase Ill -Present final system readiness reviews to MRC for Unit 1 Yes ii. Phase Ill -Present final system readiness reviews to MRC for Unit 2 Yes jj. Phase IV -Startup and power ascension reviews/walkdowns for Unit 1 Yes kk. Phase IV -Startup and power ascension reviews/walkdowns for Unit 2 Yes Page 3 Syt Engineering and Equipment Reliability Restart Action Plan

• Problem Statement 4 Hardware issues are not accurately identified or properly prioritized thereby impacting event-free operations.

4. Action Develop & Implement Project to Prioritize Backlog of Hardware Issues a. Identify existing backlog of significant hardware issues that challenge Operations

b. Develop method & prioritize significant hardware issues for resolution Issue results & develop a reliability re'port c. Ensure that all recommended actions and open issues identified in the Hardware Intervention Action Plan Report have been addressed and/or are being tracked to closure. Problem Statement 5

• Restart Yes Yes Yes Yes A lack of engineering rigor in root cause analysis has resulted in long standing recurring equipment problems not being addressed and corrected in a timely manner.

• 5. Action Address High Priority Long Standing Equipment Performance Problems a. Identify Targeted Equipment (1) Assemble team for evaluation (2) Interview operators, mechanics, technicians and gather published data (3) Identify specific components experiencing recurring failures or long-standing degradation (4) Present the selected equipment list to the MRC (5) Dep mgrs assign lead personnel in their areas as points of contact for each "select" component

b. Review and Analyze Relevant Documentation (1) Retrieve relevant site documentation for "select" components such as work history records, operability determinations, root cause analyses, T-Mods, DCPs, DEFs, etc. (2) Assemble team to review documentation.

(3) Summarize current status and results of previous attempts to achieve performance improvements.

(4) Identify historical activities and characterize why attempts to correct problems were not successful.

(5) Determine corrective actions that, if taken, will likely lead to improved root cause analyses for each "select" component; carry out new root cause analysis.

(6) Identify action plans to address individual "select" component problems (7) Present action plans for each "select" component to CARB c. Implement and Monitor Corrective Actions for "select" components for U1 d. Implement and Monitor Corrective Actions for "select" components for U2 e. Correct generic weaknesses in equipment root cause analysis methods (1) List and prioritize programmatic weaknesses Page 4 Restart No No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No No No Sy!, Engineering and Equipment Reliability Restart Action Plan . e (2) Develop action plans (3) Present action plans to MRC (4) Implement and monitor effectiveness of programmatic corrective actions *Pages No No No

• DNINIV1LL

• Sal Accredited Training Restart Action Plan *

• Introduction In seeking accreditation renewal for the Operations Training Programs, several weaknesses were identified that resulted in the programs being placed on probation.

Improvements in line and training management of training and qualification activities are required to assure that personnel are adequately trained and qualified and-that all training programs meet accreditation standards.

Objective The objective of this action plan is to recover the Operations Training.

Programs from a probationary to a fully accredited status by: 1. Establishing clear expectations and accountabilities for training programs.

2. Ensuring that the Training Department's resources and capabilities are adequate to meet expected performance levels. 3. Ensuring that training materials and facilities support required training and are of high quality. 4. Ensuring that training instructors are effective and meet performance standards.

5. Verifying that all work activities are performed by appropriately qualified and trained personnel.

6. Upgrading the self-assessment process for training to emphasize line management participation.

Expected Results Upon completion of the Accredited Training Action Plan, the below listed results are anticipated.

Specific performance standards exist to measure progress toward the end goals. 1. Line managers consistently demonstrate ownership of their respective training programs and use their training programs to improve plant and personnel performance through: -providing critical observations of training/qualification activities in all settings -leadership as chairmen of their respective Training Review Groups (TRGs) -participation in Comprehensive Self-Evaluations (CSEs) of their respective accredited training programs -participation in lesson plan and training development

2. Instructor performance is consistently rated as effective and training materials are consistently rated as clear and accurate.

Exceptions are addressed promptly.

3. The CSE process demonstrates a critical, in-depth proficiency that identifies training weaknesses, root causes and effective corrective actions. The CSE process also contains means to verify corrective action effectiveness following implementation.

4. The Nuclear Training Department is adequately staffed to conduct effective training.

5. The simulator is maintained current, as evidenced by trainee/management feedback and completion of software and hardware changes in accordance with established standards.

6. Applicable actions within the Restart Action Plan are incorporated into the training programs and reinforced in training sessions for sustained improvements.

7. Full accreditation of the Salem Operations training programs has been renewed. Page 1 -.

• Salem Accredited Training Restart Action Plan *

• Problem Statement 1 Senior management has not established and reinforced clear expectations for line and Training Department ownership and accountability for the training programs and processes.

This has led to a degradation of the operator training programs.

1.a 1.b. Action Promulgate expectations regarding ownership of training and qualification to line and training management.

1. Issue written expectations for (1) line management ownership of their respective training programs; (2) line management responsibility for ensuring work activities are performed by qualified personnel; and (3) training management responsibility for maintaining training and qualification processes that meet industry standards.

2. Conduct sessions to convey expectations to Operations staff. Reinforce expectations for ownership, observation and participation in training activities and qualifications of staff. 3. Training manager meet with training staff to define his expectations for the conduct of training programs.

• Conduct rolldown meetings with staff to reaffirm expectations at monthly staff meetings.

• Conduct TSD seminars for NTD staff. 4. Conduct initial TSD seminar for line and training management to improve understanding roles and responsibilities for training programs.

5. Conduct two additional TSD seminars for line/training management with INPO 6. Conduct overview of accredited programs and expectations for continuing training for all personnel.

7. Revise training for new supervisors to include overview of accredited training programs and reinforce expectations.

8. Meet with Training Manager, GM-Salem, and Operations Manager to reinforce expectations and resolve any issues. 9. Conduct sessions to convey expectations to Engineering Staff. Reinforce expectations for ownership, observation and participation in training activities and qualifications of staff. 10. Establish a line manager/supervisor check-in procedure requiring review of training responsibilities with their immediate supervisor.

Set standards for training observations in all training settings (classroom, simulator, lab and in-plant).

1. Issue written expectations to line managers for observations of training activities including instructor skills and training materials quality. Implement modified observation forms. 2.

• Specify recommended minimum frequencies of observations to GM -Salem. 3. Provide monthly summary of observation results to line managers and GM -Salem. 4. Provide weekly schedules of in-plant training activities and observation targets to assist line managers to schedule their observations.

5. Develop training for line managers and supervisors on how to conduct training observations.

6. Provide training to line managers and supervisors on how to conduct training observations.

7. Incorporate into supervisory training a topic on how to conduct training observations.

Page 2 Restart Yes Yes No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No Sal Accredited Training Restart Action Plan e

• 1.c. Set standards for the conduct of simulator training.

1. Meet witt:i simulator instructors to detail expectations.

2. Revise SSP-201 to provide guidance to instructors on briefing the crew on simulator discrepancies and use of simulator freeze function.

3. Revise SSP-208 to provide guidance for scenario guide validation.

4. Conduct special training session for simulator instructors on procedure revisions.

1.d. Develop training performance indicators and monitor pertormance against defined indicators.

1. Review and finalize performance indicators (Action Plan). 2. Review and finalize performance indicators (NTOC). (Responsibility assigned to TRGs by NTOC.) 3. Review and finalize performance indicators (TRGs). 4. Submit Nuclear Network item for performance indicators, review input for incorporation into d.2. 1.e. Conduct bi-monthly training performance reviews with Training Manager and Salem line managers through 12131/95.

1.f. Review and implement changes to training oversight function.

1. Revise the membership and charter of the Nuclear Training Oversight Committee based on review of industry practice. NTOC to review performance indicator results, the status and effectiveness of corrective actions for licensed/non-licensed operator training and lessons learned for other Salem programs (at least monthly for the remainder of 1.995 3. Revise Training Review Group (TRG) charters to put focus on assessment of training effectiveness and management oversight of training.

TOC member attend first TRG meeting under new charter. 4. All TRGs to meet monthly through 12131/95.

5. TRGs meet quarterly following 12131/95 in accordance with NAP-14. 1.g. Evaluate change in operator requal schedule from current two weeks per requal segment to one week. 1. Operations management to meet with class each requal session. 2. Implement schedule changes. 1.h. Evaluate changes in requal schedules for balance of accredited training programs.

1.i. Rework Nuclear Training Department processes and procedures Problem Statement 2

• Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No No No No* No Line and Training Department management may have not identified all of the root causes of the training program deficiencies associated with the Salem Operations Accreditation renewal issues. 2.a. 2.b. 2.c. Action Perform Training Department root cause analysis of issues associated with the Salem Operations Accreditation Renewal; Conduct independent root cause analysis by combined NBU/industry team. 1. Develop team charter 2. Kick-off team review 3. Complete review Modify action plan as necessary based on root cause results. Page 3 Restart Yes Yes Yes Yes Yes ...

• Salem Accredited Training Restart Action Plan ** 2.d. Forward independent root cause response to INPO. Yes Problem Statement 3 *Open management, supervisory, and instructional positions have adversely impacted the quality of training.

Performance problems with selected incumbents has compounded the impact. 3.a. 3.b. 3.c. 3.d. 3.e. 3.f. 3.g. Action Perform assessments of key managers and supervisors.

Identify positions to be filled or replaced.

1. Fill NLO Training Supervisor position.

2. Fill Simulator Supervisor position.

3. Fill Manager -Nuclear Training position by external recruit. 4. Fill Salem Licensed Operator instructor position. (One position has been filled; a second position will be filled by a person currently serving as a Shift Supervisor by 2/96). 5. INPO Reverse Loanee. 6. Fill Salem NEO Instructor positions.

Implement performance improvement programs for individuals, reevaluate performance, take additional actions as necessary.

Evaluate resources needed to conduct required training and revise instructional materials through end of 1995. Bring in contract assistance as necessary.

1. Supplement an instructor work force to compensate for unfilled vacancies and recently filled positions being certified (3 people). 2. Resources needed to revise training materials (6 people). 3. Additional instructor for initial NEO class (due to size of class). 4. Designate evaluators for NEO task qualification.

5. Clerical Resources required to support training material revision.

Assess trainee feedback from the current initial NEO and licensed operator classes to assess need for additional actions. Delay start of initial NEO training program to allow for training material revision and instructional skills improvement Problem Statement 4 Restart Yes Yes No Yes Yes No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Quality of training materials has had an adverse impact on classroom instruction.

Failure to property prioritize simulator deficiencies and configuration issues may adversely affect simulator training.

Action 4.a. Ensure simulator configuration management supports required training.

1. Revise SP-203 to address documentation and prioritization of proplems and communicate to simulator staff. 2. Separate hardware and software deficiencies and categorize for resolution.

Page 4 Restart Yes Yes Sal Accredited Training Restart Action Plan 4.b. 4.c. 4.d 3. Establish simulator inoperable instrument log. 4. Re-prioritize all open simulator deficiencies.

5. Monitor close-out of deficiencies in accordance with prioritization categories; monitor via pert. indicators.

Upgrade training materials.

1. Identify materials requiring revision and prioritize.

2. Combine lesson materials so there is common set for licensed and non-licensed training.

3.

• Evaluate training material quality utilizing trainee, line management and training management observations.

4. Review and revise, as necessary, the training materials revision process. Provide additional method of identifying new or significantly revised tasks by revising the purchasing process to require notifying Training Department of new equipment or test equipment and including vendor training in the bid specification.

Create Simulator Review Panel as part of Operations TRGs. 1. Salem Panel in place 2. Hope Creek Panel in place Problem Statement 5 Yes Yes No Yes No No No No Yes

• Instructor performance weaknesses reduce the effectiveness of classroom and simulator training.

Task performance evaluations conducted by evaluators do not sufficiently evaluate student mastery of the task prior to independent performance.

5.a. 5.b. Action Upgrade qualification instruments to industry standards.

1. Provide interim guidance to incumbent evaluators to ensure all trainees complete system knowledge checkouts before they are allowed to obtain a task evaluation.

2. Evaluate existing instruments against industry standards for the use of follow-up questions and revise as necessary.

3. Train designated evaluators prior to performing additional evaluations.

4. Use observation results to identify topics for evaluator refresher training and as a basis for coaching individual evaluators (first quarterly review).

• Letter to Operations Manager detailing trends in training and qualification activities performed in-plant.

(2nd quarter, 3rd quarter, 4th quarter) 5. Review remaining accredited programs for OJE/OJT process.

• Identify current process/practice.

• Evaluate against ACAD 91-006.

• Modify as required.

6. Standing item for TRGs to verify evaluator training and revised QCE Program is effective via observation of qualification activities.

Upgrade current performance levels of instructors as necessary.

1. Revise instructor observation process including immediate feedback of observation results. 2. Observe instructor performance by industry peers. 3. Obtain current feedback from INPO review visit on instructor perf9rmance.

Page 5 Restart Yes Yes Yes No Yes No No Yes Yes Yes ' I

• Salem Accredited Training Restart Action Plan 5.c. 5.d. 5.e. 5.f. 5.g. 4. Perform quarterly performance reviews of instructor personnel and hold accountable for meeting expectations.

5. Use observation results to identify topics for instructor continuing training and as a basis to coach individual instructors (first quarterly review). Instructor continuing training scheduled for third quarter 1995 based on observation deficiencies.

• Questioning Techniques

• Preparation of Transparencies

• Classroom Management

• Reinforcement of Work Standards

6. Conduct instructor initial training program utilizing lessons learned to complete program modifications.

7. Implement Instructor TRG. 8. Create individual instructor development plans (Item #35). Upgrade Qualification Card Evaluator Program 1. Revise TP-101 (qualification procedure).

2. Letter of changes to TP-101 and expectations to each line manager and evaluator

3. Deleted from Plan 4. Revise initial and refresher generic QCE programs into separate courses. 5. Generic QCE made specific for each discipline

6. PTS sessions with instructor on specific QCE 7. PTS present specific program at respective TRG meeting 8. Deleted from Plan 9. Implement new QCE program Upgrade Initial Instructor Training Program 1. Evaluate T and Q level of instructional staff and match new to old tasks. 2. Update Instructor Task-to-Training matrix -input new job analysis.

3. Update Qualification Tracking System. 4. Complete Instructor Job-Task Analysis.

5. Revise Instructor Training Procedure (TP-2911).

6. Revise Exemption Process Procedure (TP-0102).

7. Develop instructor specific exemption process. 8. Identify topics and implement training sessions.

9. Develop instructor training program materials.

10. Conduct instructor training as necessary (Item #35). Operations OJT Action Plan 1. Propose to Operations Managers.

2. Finalize OJT plan with stations.

3. Revise Training Procedures

4. Revise Qualification Guides. 5. Finalize procedures and qualification guides with stations.

6. Implement new process. Develop an orientation program for new principal training supervisors.

Establish qualification cards for NTD supervisors/managers.

• 1. Develop qual cards .. Page 6 No No Yes Yes Yes No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No Yes Yes Yes Yes Yes Yes No No No No No No No No

• Sa!

Training Restart Action Plan 5.h. 5.i. 5.j. 5.k. 5.1. 5.m. 2. Complete incumbent reviews. Revise ESP training program description (Item #24). Develop Job Qualification Guides (JQGs) for each accredited ESP discipline (Item #26). Revise/develop initial and continuing ESP Training (Item #27). 1. Select tasks/topics for training.

2. Develop self-study guides/lesson plans for selected topics.

• Plant Operations Orientation

• Other Orientation

• Position Specific Orientation

3. Develop fourth quarter OEF Training.

4. Schedule 1996 training for selected courses. Conduct fourth quarter OEF Training (Item #29). Evaluate training effectiveness for ESP Program (Item #33). Conduct Qualification Guide Evaluator Training for ESP (Item #32). Problem Statement 6 Personnel have performed work activities for which they are not appropriately trained and qualified.

6.a. 6.b. 6.c. Action Conduct sessions for operating shifts to reinforce expectation that all personnel are trained and qualified to perform work activities.

Assure that SNSSs meet full qualification standards.

1. Develop SNSS succession plan encompassing both temporary replacements and promotions.

2. Revise VPN-12 to prohibit temporary upgrades to SNSS prior to completion of full qualification program, except in defined, extreme circumstances.

3. Revise NAP-14 to prohibit temporary upgrades to SNSS prior to completion of full qualification program, except in defined, extreme circumstances.

4. Operations Manager will verify that all personnel who fill the SNSS position temporarily are qualified.

Assure that non-licensed operators are qualified.

1. Interview incumbent NLOs trained since the last accreditation renewal to identify any knowledge or skill deficiencies and remediate as necessary.

Boric Acid Evaporator operation evaluation/remediation

2. Repeat selected task qualifications for a sampling of recently qualified personnel. (One individual failed and was successfully remediated.)

3. Perform verification of qualification for all non-licensed operators.

a) Audit training records for Salem NLOs. b) Audit training records for Hope Creek NLOs. c) Resolve discrepancies identified for item 3.a. d) Perform qualification activities for NLO classes 0301.094.01 and 0301.001.01.

e) Resolve discrepancies identified for item 3.b. Page 7 No Yes No Yes No No No Yes No Yes No No Restart Yes Yes Yes Yes Yes Yes No Yes Yes Yes Yes Yes Yes

• Sat Accredited Training Restart Action Plan 6.d. 6.e. 6.f. 6.g. 6.h. 4. Deleted -duplicate activity to item c.3. 5. Perform verification of qualification for all licensed operators.

6. Perform qualification activities associated with discrepancies identified for item c.5. 7. Assessment of operator performance associated with discrepancies identified for item c.5. 8. Systematically review the NLO qualification cards to identify those tasks that must be actually performed prior to qualification.

Revise the qualification cards based on the review results prior to use.

• Primary

• Secondary

• Outside Identify any other situations where non-qualified personnel may be performing work and take appropriate action. Assure that Engineering Support Personnel are qualified.

1. Identify population in program (Initial, Item #1). 2. Complete job analysis (Item #4). 3. Supervisors/managers complete incumbent review forms. 4. Complete incumbent review board (Item #19). 5. Report incumbent training and qualification status to managers/supervisors (Item #20). Assure that shift technical advisors (STAs) are qualified.

1. Develop additional evaluation material for qualifying ST As during initial training and evaluating during continuing training.

2. Revise STA training procedures, task lists, qual cards; and identify core of "must perform" tasks. 3. Review "present state" evaluation methods for incumbents.

• Performance appraisal items/expectations relative to STA duties. *

• Evaluation of ST As on the simulator.

4. Conduct root cause evaluation/recommend corrective actions for STA Program weaknesses. . 5. Evaluate incumbent ST As. Add Operations qualifications to "Qual Tracking" system. 1. Input/verify qualifications.

2. Train Operations supervision/management on use of system. Conduct Salem licensed operator readiness exam. Problem Statement 7 Yes Yes Yes No Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes

• The current self-evaluation process has not provided critical assessment of the training prograr:ns.

This has contributed to the probationary status of the Salem Operations programs.

7.a. 7.b. Action Compare results of industry peer observations of training activities to observations conducted by Salem line and training personnel; evaluate the need for any adjustments in the observation process.

• Evaluate current trainee feedback process. 1. Compare against industry practices.

Implement any needed changes. 2. Determine method to ensure feedback to trainees on the dispositK>n of their course evaluations.

Page 8 Restart Yes Yes Yes s! Accredited Restart Action Plan

• 3. Revise Training Feedback process .. 7.c. Review and revise comprehensive self-evaluation process. 1. Include line management participation.

2. INPO visit, semi-assist

3. Incorporate INPO comments from semi-assist visit. 4. Pilot revised process on RP/Chemistry training programs.

5. Make revision to Self-Evaluation procedure based on pilot (TP-0105).

6. RP/Chem Self-Evaluation results presented to NTOC by line managers (Program Owners). 7. Develop plan to retain Operations accredited training program to support Salem Restart 8. Conduct comprehensive self-evaluations.

• HC Ops. Programs *

• Engineering Support Programs 9. Conduct comprehensive self-evaluations.

• Controls Programs

• Mechanical Programs 1 o. INPO Self-Evaluation Review Visit 11. RP/Chem Self-Evaluation follow-up review 12. Make final revision to self-evaluation procedure based on completion of CSEs, including ongoing assessment to conduct follow-up assessment on completed corrective actions. 7 .d Present completed CS Es to NTOC. 1. ESP CSE results presented to NTOC by program owners. 2. Hope Creek Operations CSE results presented to NTOC by program owners. 3. Maintenance CSE results presented to NTOC by program owners. 4. Deleted from plan. 5. Revised RP/Chem CSE to NTOC by program owners. Problem Statement 8

• Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No Yes No Yes Yes Nuclear Training Department personnel may not be identifying training weaknesses objectively.

Use of other internal oversight personnel and industry peers must be utilized to ensure the recovery actions are completed and effectively implemented.

8.a. Action Assign PSE&G Recovery Team. 1. Designate project management team members. 2. Project management team in place and functional. . 3. Maintain project plans for each problem and accrediting board concern.

4. Develop utility comments for each problem and board concern. 5. Develop and maintain document "notebooks" current with weekly status and update INPO Probation Manager. 6. Develop and maintain documentation for NTOC/TRG and INPO recovery/review team. 7. Maintain weekly status of updates to actions, completed and overdue, and results. Page 9 Restart Yes Yes Yes Yes Yes Yes Yes sal Accredited Training Restart Action .Plan

• 8. Report to TRGs and NTOC monthly, and Training Manager weekly. 9. Educate line and training personnel on how to go through a probation period and interact with INPO teams. 8.b. Request Peer Review Team involvement.

1. Obtain commitments from utilities.

2. Peer review team periodically observe, assess and comment on effectiveness of corrective actions and training staff performance.

• Peer team visit -second quarter

• Peer team visit -fourth quarter

• Problem Statement 9 The NBU management team must concur with readiness for accreditation renewal and be prepared for the Accrediting Board. 9.a. 9.b. 9.c. 9.d. 9.e. 9.f. Action Accreditation Review Team Manager visit Accreditation Review Team First visit Accreditation Review Team Second -Fifth visit Prepare management team for return visit to Accrediting Board 1. Educate team on TSO, accreditation; etc. 2. Assure intimate knowledge of problems, corrective actions and results 3. Develop strategy for board meeting 4. Practice board 5. Practice board 6. Salem Accreditation Board Deleted -not applicable to Salem. Provide monthly status to CNO and CEO on accreditation recovery activities.

Page 10

• Yes Yes Yes Yes Yes Restart Yes Yes Yes No No No No No Yes No * . I