# Presentation: 140364

## ISM at the Savannah River Site

**Department of Energy Best Practices Workshop**
**Work Planning and Control**
**Tim Flake, Principle Technical Advisor**
**Maintenance Services Department**
**Washington Savannah River Company****September 12-13, 2006**

**Notes:**
Within the last 15 years the nuclear industry has done a good job in implementing what is known as Human Performance. And as many in here know, many of these utilities have demonstrated dramatic improvements in performance resulting from these initiatives.  
As a result, many facilities here at Savannah River have developed programs intended on implementing Human Performance initiatives modeled after the commercial nuclear industry. And while I don’t know this for a fact, I suspect that these facilities have seen similar improvements in performance.
And so Human Performance is not new at SRS. Many of you have implemented Human Performance programs and could easily be up here presenting. What is new is the fact that the Site is ready to take Human Performance on and integrate it with many of our existing systems. The Site is ready to embrace the HP concepts and values and institutionalize them into our culture.
So let me briefly explain what Human Performance is and then describe what the Site will do over the next several months...

## Work Planning and Control Improvements

**Journey started with Maintenance****in 1995**
- 1995-1996 WSRC Maintenance was reengineered
**Incorporated best practices (Institute of Nuclear Operations (INPO), Commercial, etc.) and a standard electronic work control process****—Computerized Maintenance Management Systems**** (CMMS)**
**1Y Manual and the CMMS covers maintenance in all facilities (nuclear and non-nuclear)**
**1998 completed rollout of reengineered process including CMMS implementation across the Site **

- 2

## Work Planning and ControlImprovement Concepts

**Automated Work Order Entry**
**Up front screening and decisions**
**Ability to perform work via various prescribed methods from expedited to planned**
**Planner, worker, support group involvement in job planning**
**Work management centers, single point of contact**
**Schedule accountability, work window managers, schedule change control**
**Consistency across the Site**
**Organizational changes to support the process**

- 3

## 4

## Work Planning and Control Procedure

**Work Planning and Control Procedure**

**DNFSB 2004-1, Commitment 23**
- Requires site offices to develop site-level action plans to improve the consistency and reliability of work planning and work control at the activity level.

**ISM Work Planning & Control across the Complex needs improvement!**

- 5

## 6

## Work Planning and ControlCRAD Assessment Process

**DOE lead**
**Contractor supported**
**Performed field assessments against the 33 Work Planning & Control Criteria, Review, and Approach Document (CRAD)**
**Used recently completed assessments (i. e., Facility Evaluation Board, Organizational Assessment, DNFSB, etc.)**
**Evaluated all work planning and control processes at SRS (e.g. Decommissioning and Demolition, Research and Development, etc.)**

- 7

## Noteworthy practices
Safe Work Permit (SWP) included with Hazard Analysis process
Site Tracking And Reporting (STAR) and Performance Analysis
Point of Entry (POE) process for subcontractors
"Time Outs"  initiated for unsafe work and conditions (informal process) 

Opportunities for Improvement
Currently the primary area for assessing work planning and control is SCD-4 Functional Area 10, Maintenance. 
There are other functions that have processes for work planning and control that are not fully integrated with other applicable site procedures.  
WSRC could further integrate the various work planning and control processes into functional area assessments and site procedures.

**Noteworthy practices**
- Safe Work Permit (SWP) included with Hazard Analysis process
- Site Tracking And Reporting (STAR) and Performance Analysis
- Point of Entry (POE) process for subcontractors
- "Time Outs"  initiated for unsafe work and conditions (informal process)
**Opportunities for Improvement**
- Currently the primary area for assessing work planning and control is SCD-4 Functional Area 10, Maintenance.
- There are other functions that have processes for work planning and control that are not fully integrated with other applicable site procedures.
- WSRC could further integrate the various work planning and control processes into functional area assessments and site procedures.

**ISMS should map to all functional areas.**

- 8

## Institutionalize Work Planning and Control acrossSRS functional areas
QAP 9-4, Work Processes, Change Proposal
Changed procedure from maintenance focus to focus on all functional areas
Added elements derived from 2004-1 commitment #23 CRAD to the ISMS core functions and principles
Functional areas have mapped their work planning and control processes to the proposed QAP 9-4 elements to assess and validate compliance with Work Planning and Control CRAD requirements.

- QAP 9-4, Work Processes, Change Proposal
- Changed procedure from maintenance focus to focus on all functional areas
- Added elements derived from 2004-1 commitment #23 CRAD to the ISMS core functions and principles
- Functional areas have mapped their work planning and control processes to the proposed QAP 9-4 elements to assess and validate compliance with Work Planning and Control CRAD requirements.

**Work Planning and Control****CRAD Corrective Actions**

**CRAD requirements map to functional area implementing procedures.**

- 9

## SRID Functional Area ___ to QAP 9-4

**SRID Functional Area ___ to QAP 9-4**

- 10

## Validating Functional Area Crosswalks
Established a Work Planning and Control Improvement Team
Sponsored by Senior Management
Committed to improving Work Planning & Control processes for all functional areas
Identifying additional Work Planning and Control improvement opportunities

**Established a Work Planning and Control Improvement Team**
- Sponsored by Senior Management
- Committed to improving Work Planning & Control processes for _all_ functional areas
- Identifying additional Work Planning and Control improvement opportunities

**Work Planning and Control****Ongoing Improvements**

- 11

## Work Planning and Control Improvements in Other Functional Areas

**Upfront screening and decisions**
**Ability to perform work via various prescribed methods from expedited to planned**
**Planner, worker, support group involvement in job planning**
**Work management centers, single point of contact**
**Schedule accountability, work window managers, schedule change control**
**Consistency across the Site**
**Organizational changes to support the process**

- 12

## 13

## Flow-down of Work Planning and ControlRequirements to Subcontractors

**A,B,&C Subcontracts **
- “A” requires compliance with SRS procedures.
- “B&C” requires compliance with subcontractor safety program aligned with OSHA, subcontract specific and SRS procedures when specified.
**Point of Entry (POE)**
- POE process assures that 1) vendors and visitors work scope are reviewed for associated hazards and 2) appropriate controls are established prior to work beginning.
- Applies to all visitors/vendors without an established subcontract.
- Point of entry access and SRS briefing managed through Site Badge Office.
**All subcontractors must provided an Assigned Competent Person (ACP) to:**
- Analyze tasks and determine hazard level of their visitors/vendors.
- Conduct hazard specific briefings (documented) with visitor/vendor at site location.
- Conduct focused observations of high and medium hazard tasks.

- 14

## 15

## Subcontractor Safety Forum

**WSRC initiated SRS’s Safety Forum**
**Quarterly meetings began fall 2005**
**Targeted management and safety personnel from subcontractors**
**DOE and WSRC senior management provided opening comments**
**Presentations made on safety topics of interest**
**Positive feedback**

- 16

## Questions

**Tim Flake **
- tim.flake@srs.gov
- (803)725-1107

- 17