1. Delivering the Nuclear Promise Overview
Terry Schuster
Manager, Engineering and Configuration Management INPO

2. Delivering The Nuclear Promise - Vision
Steadily improved safety and reliability
Promise we haven’t consistently delivered on yet is economic production of electricity
Must maintain:
Operational focus
Advance safety and reliability
Increase value and improve efficiency

3. Engineering Related Phase 1 Improvement Opportunities
ENG-001, PMP-003, WM-E-02 Critical Component Classification (Scot Greenlee) - Redefine “Critical Components” Eliminate low value PMs
ENG-002- Margin Management Program (David Czufin) - Eliminate formal margin management program requirement
ENG-001, PMP-003, WM-E-02 Critical Component Classification (Scot Greenlee- Sr. VP Engineering Exelon)- Redefine “Critical Components” Goal- Eliminate low value PMs
ENG-002- Margin management Program (David Czufin-Sr. VP Engineering TVA)- Implementation by June 30, 2016
ENG-003, Standardized Mod Process (Brad Adams- VP Engineering Southern)
ENG-004, Standardize SE Core Business (Mark Woodby- VP Engineering- Entergy )
ENG-005, Engineering Staffing Changes (Rich Wright-GM, Fleet Engineering Support NextEra)

4. Engineering Related Phase 1 Improvement Opportunities Continued
ENG-003, Standardized Mod Process (Brad Adams) - Standard Process, Training, and Software
ENG-004, Standardize SE Core Business (Mark Woodby) - Allow SEs to focus on their core business
ENG-001, PMP-003, WM-E-02 Critical Component Classification (Scot Greenlee- Sr. VP Engineering Exelon)- Redefine “Critical Components” Goal- Eliminate low value PMs
ENG-002- Margin management Program (David Czufin-Sr. VP Engineering TVA)- Implementation by June 30, 2016
ENG-003, Standardized Mod Process (Brad Adams- VP Engineering Southern)
ENG-004, Standardize SE Core Business (Mark Woodby- VP Engineering- Entergy )
ENG-005, Engineering Staffing Changes (Rich Wright-GM, Fleet Engineering Support NextEra)

5. Engineering Related Phase 1 Improvement Opportunities Continued
ENG-005, Engineering Staffing Changes (Rich Wright) - Primary focus is on programs, system engineers but will include standard design function
ENG-001, PMP-003, WM-E-02 Critical Component Classification (Scot Greenlee- Sr. VP Engineering Exelon)- Redefine “Critical Components” Goal- Eliminate low value PMs
ENG-002- Margin management Program (David Czufin-Sr. VP Engineering TVA)- Implementation by June 30, 2016
ENG-003, Standardized Mod Process (Brad Adams- VP Engineering Southern)
ENG-004, Standardize SE Core Business (Mark Woodby- VP Engineering- Entergy )
ENG-005, Engineering Staffing Changes (Rich Wright-GM, Fleet Engineering Support NextEra)

6. ENG-002 Your Actions Eliminate formal margin management program:
Validate that maintaining adequate margins is integrated in station processes

7. ENG-002 Your Actions Continued
Reinforce expectation through ongoing training and leadership interactions
Individuals understand:
their responsibility to monitor plant conditions to identify and advocate for correction of reductions in operating, design or safety margins.

8. ENG-002 Take-Away Points Blue Bulletin:
Action expected at all sites, but is not needed for broad industry viability
Due date is June 30, 2016
Ensure existing station engineering tools monitor and manage design and operating margins commensurate with the safety importance of the equipment
Margin actions are value and knowledge driven versus process driven

9. ENG-003, Standard Design Change Process Objectives
Red Bulletin: Standard Design Process Used As-Written by Every Utility
Expanding use of less complex modification processes
Shared Training and Qualifications
Standard Software to manage design changes

10. ENG-003 Executive Oversight Committee
 EOC Members:
SNC – Brad Adams (Executive Sponsor)
Duke – John Elnitsky
USA – Aziz Khanifar
NextEra – Joe Jensen
STARS – Jamie McCoy
TVA – David Czufin
Project Leads:
SNC – Paul Hayes
SNC – Rick McAdams

11. Steering Committee Roster
Name
Utility
Paul Hayes
SNC
Rick McAdams
Lenny Azzarello
Duke Energy
Denise Brandon
Columbia Generating Station
Pete Carlone
MPR (Responsible for representing other EOCs)
Brian Dunn
NextEra
Sudesh Gambhir
INPO
Rich Hall
Exelon
Colin Keller
First Energy (FENOC)
Sarah Kovaleski
STARS / Ameren
Bruce Montgomery
NEI
Mayo Oppenhimer
Dominion
Ashley Taylor
TVA
Jed Ruff              
V.C. Summer
Tom Czerniewski
Entergy Services, Inc.
Richard Zyduck 
USA / Xcel

12. Desired End State Process: Graded approach that improves efficiency
Standard modification process
Training & Qualification:
Common training material
Available to all stations and vendors through NANTeL
Enablers:
Behaviors at all levels support improved engagement of all stake holders including vendors
Culture of healthy technical conscience and risk awareness exists
Common software
A repository is created to enable all stations to contribute and benefit
A graded approach that improves efficiency without compromising regulatory compliance, safety and reliability is taken to develop station modifications.
A standard modification process, supported by a common software is used across the industry. This will enable development of common solutions to complex issues; such as Fukashima modifications, open phase modifications etc.
The behaviors at all levels support improved engagement of all stake holders including vendors. (See IER L Integrated Risk – Healthy Technical Conscience insights provided by engineering vendors.
A culture of healthy technical conscience and risk awareness exists to support reduced dependence on rule-based processes.
A repository is created to enable all stations to contribute and benefit from standard designs and plant design standards
Common training material is available to all stations and vendors through NANTeL.

13. Value Proposition-(Vision of Excellence)
Efficient use of Engineer of Choice (EOC)
Simplified oversight of vendors
Sharing of modifications between utilities
Industry-wide training applicability
Standardized process software
Standard industry guidance to allow expanded use of commercial changes
Standard industry guidance for commercial changes that may be accomplished outside the mod process will facilitate a defendable and efficient framework for quickly implementing plant improvements that promote safety and reliability.
A standard industry process will facilitate efficient Engineer of Choice (EOC) use of engineering resources by training to a single procedure.
The software product make implementation of the new procedure easier.
Establishment of the standard process will simplify oversight of vendor provided designs, facilitate industry-wide training and reduce changes to governance.
A standard process will facilitate sharing of modifications between utilities to reduce costs

14. INPO Actions
Update INPO AP-929, Configuration Management Process Description
Update Definition section, Appendix A, B and C as necessary
Revise Appendix D to be consistent with the new flow chart and screening criteria
Delete Appendix E Performance Indicators

15. INPO Actions Continued
Retire INPO , Good Practice, Plant Modification Control Program
Retire INPO , Guidelines for the Conduct of Design Engineering, Rev 3 – November 2012

16. INPO Actions Continued
Update INPO Temporary Configuration Changes, Rev. 0 (Good Practice) – October 2012
Update the following documents as necessary:
EN/CM Dept “How-to” for Evaluating Plant Modification Process
EDI-02, Performing Evaluation Activities
EDI-03, Assessment of Configuration Management

17. Ownership and Maintenance
Group similar to ERWG (Design Manager Owners Working Group)
Oversight by Engineering VPs
Revised AP-929, Configuration Management Process Description – Tier 2 document
Standard Mod Process / Procedure to be hosted on the INPO website similar to other ERWG documents

18. Milestones Finalize Standard Design Process 07/28/2016
Issue Bulletin - Fourth Quarter 2016
Complete Software Development 02/28/2017
Implement Standard Design Process for Industry 07/30/2017

19. Guiderails
INPO will continue to evaluate modifications in accordance with PO&Cs
If requested, INPO can conduct industry assisted review visits to evaluate adherence to CNO expectations for the Red Bulletin
Performance Indicators for monitoring early signs of decline (TBD)

20. Industry Performance

21. Industry AFIs and PDs

22. Configuration Management Industry AFI Performance Issues
Thoroughness of Technical Products & Decisions
Not verifying assumptions & inputs
Inadequate Oversight & Engagement of Vendor
Inadequate Post-Mod Testing
Time Critical Operator Actions
Missing validation records
Process of re-verifying not maintained
Plant Modified by Others - without Engineering review & approval
Operating
Maintenance

23. Questions