Nuclear Plant Journal Outage Management ... - Digital Versions

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Planning & Scheduling... Continued from page 21 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 www. nuclearplantjournal. com 22 www.nuclearplantjournal.com Nuclear Plant Journal, May-June 2009
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