Nuclear Plant Journal Outage Management ... - Digital Versions

Planning & Scheduling...
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precedes theirs, what job follows theirs,
projected dose levels for those jobs and
the information is real time and up to
date, not a paper schedule several days
old. This allows the schedule to move
forward with fewer delays and fewer
potential dose issues.
10. What is the procedure to handle last
minute addition of projects to the outage
schedule to ensure minimum impact from
the predetermined outage planning due to
these contingencies?
We have occasions when work
must be added to an outage schedule.
That process at Callaway requires review
by several groups prior to the job being
evaluated. It requires budget review,
risk review, operations review, and work
group review before going to the Outage
11. What scheduling software is used
to prevent interferences and resources
(equipment and human resources)
confl ict? Describe briefl y (200 words
maximum) salient features of the software
indicating its subprogram.
We use P3E version 5 of the
Primavera scheduling software. It’s a
very powerful tool to look at resources
to determine whether we’re capable of
performing the work with the people we
have and rearranging schedules with that
information. We’re also capable of getting
additional data such as cost.
12. How does AmerenUE make the
personnel and the supervisors of the
contractors to take ownership about the
outcome of the refueling outage? What
are the organizational, administrative,
supervisor or contract administrator
responsible for that group works to
ensure that everyone understands our
expectations and goals and we emphasize
that they’re part of the team. They are as
important to us being successful as we
are ourselves.
One of the techniques a contractor
used during Refuel 16 to help accomplish
that mission was the implementation of
the “Green Stripe” program. All personnel
of this contractor new to nuclear or to
Callaway received a green sticker which
they applied to their hard hat and wore
for the first ten days on site. This alerted
experienced personnel to the fact they
were new, and enabled those workers
to provide coaching and opportunities
for the “green stripe” participants to
ask questions. At the end of the ten-day
period, we held a graduation ceremony
and treated everyone to ice cream. The
feedback was very positive as everyone
involved indicated the program benefited
them.
Contact: Rick Eastman, AmerenUE
Callaway Plant, Junction CC & Highway
O, P.O. Box 620, CA-40, Fulton, MO
65251; telephone: (573) 676-8932, fax:
(573) 676-4300, email: REastman@
ameren.com.
leadership team, or if the addition is
during the outage, going to the Outage
Shift Manager for review and if required,
approval to place the job in the schedule.
A corrective action document is then
submitted that must provide a recovery
plan to bring it to the level needed so it
doesn’t negatively impact the outage.
and motivational techniques used to
accomplish this objective?
At Callaway, we want everyone
involved in our outage to take ownership,
including our contractors and support
personnel. To do this we make sure there
are incentives in the contract. When
these folks arrive on site, an AmerenUE
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22 www.nuclearplantjournal.com Nuclear Plant Journal, May-June 2009