ML102120050
| ML102120050 | |
| Person / Time | |
|---|---|
| Site: | Prairie Island  |
| Issue date: | 11/11/2009 |
| From: | Travieso-Diaz M F Northern States Power Co, Pillsbury, Winthrop, Shaw, Pittman, LLP, Xcel Energy |
| To: | Atomic Safety and Licensing Board Panel |
| SECY RAS | |
| Shared Package | |
| ML102120039 | List: |
| References | |
| 50-282-LR, 50-306-LR, ASLBP 08-871-01-LR-BD01, RAS 18336 | |
| Download: ML102120050 (14) | |
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Updated 7/26/2010Human Performance Improvement Plan Actions Human Performance Fundamental MadjerichCAP01177422 Behaviors LashCAP01177420 Management Engagement Oversight NorthardCAP01177417Effective Solutions ClewettCAP01177415 Risk Management WomackCAP01177385Improve Human Performance RyanDeleted: 11/11/2009Deleted: 10/7/2009 Updated 7/26/2010Focus Area: Risk Management CAP01177385 Attribute: Identify risk in job planning, recognize risk at the jobsite, and take appropriate actions to mitigate, reduce or eliminate risk. Focus Area Owner PINGP Randy Womack Strategy R-1 Immediate Actions Actions Owner Due Date 1. Establish risk management principles 2. Develop and deliver message to station personnel that includes eye-opening examples, significance of plant standing with regulator and outside agencies and importance of good risk assessment. a. SVP Meeting with Site (Stop all work) b. Define risk to the site ie, paint picture of Risk Assessment i. Do NOT assume success ii. Risk=Likelihood X Consequences 3. Communicate to the site the risk Management Principles and Behaviors Note: Needs to be responsive to : "Conduct site wide stand down to establish significance of human performance issues facing the station" from ACE 01159262 M. Wadley M. Wadley M. Wadley Complete04/22/09 Complete07/09/09 Complete 5/29/09Strategy R-2 Short Term Actions Actions Owner Due Date 1. Develop / Revise existing tools of PJB and RUE to include: a. What is the most significant error that we can make during this task: i. How reduce Likelihood ii. How reduce Consequences B. Flynn Complete 06/15/09Deleted: 11/11/2009Deleted: 10/7/2009 3b. What assumptions are made during this task: i. What are the consequences of the assumptions ii. What steps need to be taken to validate assumptions iii. Assumptions will align terms with complex work procedure. c. Reinforce expectations for use of PJB vs. RUE d. Add assignment to highlight Error Likely Task review and identification of critical steps to 1400 daily meeting, and review which HU tools will be used at next day 0645 production meeting e. Provide "Critical Step" stamps to every PI Supervisor along with expectations for their use in marking procedures and work orders, and identify which Human Performance tools is to be applied to prevent errors in execution. f. Publish a D15 article discussing the Critical Step stamps and their use, to be communicated in the Face to Face portion of the D15.
B. Flynn M. Schmidt/ Len Clewett Northard Northard Northard Complete 06/15/09 Complete 05/01/09 Complete 4/15/09 Complete 4/15/09 Complete 4/13/092. Implement process changes that improve risk identification and risk management of station scheduled work orders. Lappegaard Complete 05/26/093. Evaluate use of Type I ODMI Process for daily activities a. Implement Type I ODMI process Schimmel/
Kettering Completed with action 1141755 07/01/094. Develop / Identify metrics for Station and Department implementation of short term actions a. Develop risk attributes for inclusion into existing observation cards b. Observation data, criticality of observation, commentsFlynn Complete 5/28/09 5. Revise PERG Agenda to include review of metrics J. Erickson Complete 2/1/096. Integrate project work with cycle schedule to allow resource leveling of work to be performed. K. Albrecht Complete 07/08/09 4Strategy R-3 Long Term Actions Actions Owner Due Date 1. Incorporate risk management into Training activities for initial and continuing training. (Pre outage and Post outage)
Sternisha Complete06/01/092. Revise Pre-Job-Briefs to include risk attributes. Flynn Complete06/15/09 3. Implement Fact Based Decision Making Process for risk-based decision making a. Determine Model to be utilized b. Paint the Picture of Decision Making c. Develop tool d. Set expectations for use of Decision Making Tool e. Communicate Picture, Tool and expectation for use to organization Womack Complete 06/10/094. Review RUE against Industry standard (SAFER). G. Anderson Complete 08/18/09Performance Measures Goals Site/Department clock reset rates Reduce plant events PJB Observation noteworthy comments Improved pre-job briefs # Significant/Noteworthy events Fewer risk significant events 5Focus Area: Effective Solutions CAP01177415 Attribute: Human Performance issues are recognized, with causes understood, and effective corrective actions are implemented. Focus Area Owner PINGP Len Clewett Strategy S-1 Immediate Actions Actions Owner Due Date 1. Restructure attendance at the Corrective Action Screening Meeting to place Managers into roles of determining AR level and level of effort S. Northard Complete 06/17/092. Reinforce procedure requirements for CAP program (model behavior of Procedure use) a. For A & B level ARs related to Human Performance, perform independent review of all closed ARs by the HUIT (use TRP guidance in Att 10 of FP-PA-ARP-01) Flynn Complete 4/29/09 Strategy S-2 Short Term Actions Actions Owner Due Date 1. Prioritize workload beginning with the AR backlog a. Develop specific set of criteria for determining low value work for closure b. Supervisors meet with individuals to identify low value work c. Managers and supervisors meet to determine what work will not be completed (document reasons and close action)
Petersen PetersenClewett Complete 04/14/09Complete 04/27/09 Complete 08/20/09 6Strategy S-3 Long Term Actions Actions Owner Due Date 1. Utilize lessons learned from Prairie Island PRIDE initiative Sorensen Complete 07/08/092. Develop "Diagonal Team" to provide feedback to Senior Management on effectiveness of communications Albarado Complete 12/01/08Performance Measures Goals Open CAP actions, age of open CAPs Reduce CAP backlogs No missed department and site clock resets Properly screen CAPs for significance 7Focus Area: Management Engagement and Oversight CAP01177417 Attribute: Managers understand that Human Performance is core business as demonstrated by clearly communicating what is expected, reinforcing why it is core business, and oversight of the effectiveness of Human Performance in their respective organizations. Focus Area Owner PINGP Scott Northard Strategy E-1 Immediate Actions Actions Owner Due Date 1. Assign a Senior Manager as the champion for HU at the site until performance improvement has measurably improved (i.e. Plant Manager) From ACE 01159262 M. Wadley Complete 4/30/092. Utilize forcing functions of the PARB, PERG to return to basic principles, line ownership of issues a. PARB used as HU Steering Committee per PARB procedure b. Use PERG to monitor actions associated with this plan including change
management plans NOTE: This action is also responsive to "Reinstitute HU program oversight controls. Develop standard PARB and PERG updates for oversight and implement IAW FP-PA-HU-01" From ACE 01159262 Bert Flynn Bert Flynn Complete 2/1/09Complete 4/15/093. Restructure Leadership Alignment Meeting to focus on case studies and correct behaviors S. Northard Complete 4/30/09a. Complete Site VP facilitated rollout of station performance and expectations per XPAR 01168145. M. Wadley Complete 4/30/09 Updated 7/26/2010Strategy E-2 Short Term Actions Actions Owner Due Date Strategy E-3 Long Term Actions Actions Owner Due Date 1. Human Performance Improvement Team membership and actions not up to expectation, line ownership of Human Performance improvement required a. Develop roles and responsibilities for HU Team Member b. Each Manager meet with HU Improvement team leader to discuss their group's HUIT member assignment for each group c. Each Manager meet with chosen HU Improvement Team Member to set expectations d. Provide training and mentoring to HU Team Members to develop true Subject Matter Experts e. Each Manager Develop and maintain department HU improvement plans based on trends identified in DRUM f. Each Manager review department observations & provide coaching to individuals that performed less than critical observations as part of DRUM process. g. HUIT to provide cross functional approach to analyze data.
Northard B Flynn NorthardDept Mngrs NorthardDept Mngrs G Anderson Northard B Flynn NorthardDept Mngrs G Anderson HUIT Complete 09/02/09 Complete 04/21/09 Complete 05/29/09 Complete 06/01/09 Complete 07/23/09 Complete 07/09/09Complete 07/30/09 Complete 08/30/093. Conduct snapshot evaluation for implementation of HUIT team charter as described in FP-PA-HU-01 Rev 8 G. Anderson Complete 8/30/09Deleted: 11/11/2009Deleted: 10/7/2009 Updated 7/26/2010Performance Measures Goals Department, site clock resets Reduce plant events # Human performance cross-cutting violations Reduce employee errors No substantive NRC cross-cutting issues Improve Regulatory Standing Deleted: 11/11/2009Deleted: 10/7/2009 10Focus Area: Behaviors CAP01177420 Attribute: Use of fundamental Human Performance tools becomes a habit. Positive behaviors are reinforced, negative behaviors are coached, and a healthy uneasiness exists during task performance.Focus Area Owner PINGP Jim Lash Strategy H-1 Immediate Actions Actions Owner Due Date 1. Supervisors and Managers model behaviors a. PERG Meetings have agendas, procedures are followed, action items are created and tracked. b. Managers and supervisors reinforce procedure usage on a daily business by asking "What process are we in?" c. Expectation for why question must be reinforced for observations d. Set expectations and reinforce for field presence of key managers Erickson Clewett J Anderson M. Wadley Complete 01/1/09 Complete 01/15/09 Complete 01/10/09 Complete 04/27/09 11Strategy H-2 Short Term Actions Actions Owner Due Date 1. Improve in-field coaching by managers and supervisors a. Use "Paired Observations" (Manager) to reinforce expectations (Specific time, supervisor, place) (Note our action did not call for Specific time, supervisor, place ) (Also note needs to be responsive to Implementation of Paired Observation program. From ACE 01159262) b. Provide coach the coach feedback at leadership forum.
Northard Albarado Complete 02/27/09 Complete 04/24/092. Expand good catch program to include recognition of near misses (Especially self reported)
B Flynn Complete 5/04/09 Strategy H-3 Long Term Actions Actions Owner Due Date 1. Review workforce plans with leadership team. 2. Coordinate with hiring leader assignment of a departmental contact to assist with integration of new employees into site organization R Zebro R. Zebro COMPLETE 08/03/09COMPLETE 08/03/09Performance Measures Goals # Good Catches for HU Tool Usage Improve HU Tool Usage Quantity/Quality of HU Tool Usage Observations(paired, other) of HU Tools 12Focus Area: Human Performance Fundamentals CAP01177422 Attribute: Entire organization is grounded on fundamental knowledge of human performance, and individual contribution to site excellence. Focus Area Owner PINGP Rick Madjerich Strategy F-1 Immediate Actions Actions Owner Due Date Strategy F-2 Short Term Actions Actions Owner Due Date 1. Develop and implement 2009 Site Human Performance Improvement Plans From ACE 01159262 Bert Flynn Complete 07/09/09 2. Implementation of Paired Observation program. From ACE 01159262 Bert Flynn Complete 01/26/09 3. Develop specific 1R26 HU plan to include the following elements: a. Supplemental worker training b. Jamboree time and format (plan) c. Observers in field (plan) (from previous revision of HU improvement plan) Tom Wadley Complete 06/05/094. Create centers of excellence for each of the most important HU tools. The center of excellence sets the standards for that tool, monitors its execution, and coaches others to the standards. From ACE 01159262 Kevin Ryan Complete10/15/09 5. Re-establish the use of peer teams with Corporate sponsorship to assist with maintaining support and providing oversight of learning opportunities from the fleet and the industry From ACE 01159262 Bert Flynn Complete 06/26/09 USA/ STARS alliance Deleted: ACC/ASG 136. Develop and pilot program within maintenance department to Identify Critical Steps during the Prejob Briefs and stamp them in the procedure.
These require extra verification and oversight during the step completion. Pilot the program until March 2009, then evaluate for effectiveness and continuance and site wide implementation From ACE 01159262 Mike Schmidt Complete 05/01/09 7. Create HU tools pocket guide (from original draft of Site HU improvement plan) Bert Flynn G. Anderson/
HUIT Complete 07/27/098. Develop and implement Human Performance Improvement plans for each of the following departments as a minimum: Mechanical Maintenance, Electrical Maintenance, I&C Maintenance, Special Construction, Day and Zimmerman, NPSA, Operations, and Planning and Scheduling, TRNG, ENG, Security, RP/Chem From ACE 01159262 Department HeadsComplete 06/26/09 9. Site wide reinforcement of Human Performance fundamentals (Defense in Depth) (Re-baseline of HU Tools and expectations) a. Classroom (based on needs analysis), including labs and DLAs. b. Train personnel in use and expectations of Risk Tools, incorporate training into initial and continuing training programs. Note: This action also needs to be responsive to: Develop and deliver comprehensive HU info sharing on fundamentals using Jamboree or EXPO concept. Conduct benchmarking of plants that effectively use similar tools for improving HU. Incorporate centers of excellence in delivery. From ACE 01159262 Sternisha Complete 07/07/09 10. Complete supervisory skills assessment. Albarado Complete 4/21/09 11. Develop specific HU goals for Manager and Supervisor IPADS to make improvements identified in supervisory skills assessment.
R Zebro Complete 05/01/09 12. Identify for 2009 critical positions that can be temporarily filled with contract support. M Schmidt Complete 07/09/09 Updated 7/26/2010Strategy F-3 Long Term Actions Actions Owner Due Date 1. Staff site to approved levels a. Evaluate and develop plan to fill top priority positions b. Develop retention strategy for key positionsBrad Sawatzke M Wadley Complete 07/08/09 Complete 08/03/09 c. Establish appropriate standard organization staffing levels Len Clewett Complete 06/29/09 d. Identify top priority positions that can be temporarily filled with contractor supportM Schmidt Complete 07/28/09 Performance Measures Goals # Temporary Tags hung Employees STOP when Unsure # PCRs due to labeling issues Intolerance for Lack of Labeling #/Age of Vacant Positions Critical Positions are Filled Deleted: 11/11/2009Deleted: 10/7/2009