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CM HOW-TO

CM HOW-TO. GENERAL OVERVIEW AND DELTAS FROM E2 . OBJECTIVE. Upon completion of this training you will demonstrate an understanding of major differences between evaluating CM under the E2 and E3 processes. List five differences between E2 and E3 approaches to evaluating CM

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CM HOW-TO

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  1. CM HOW-TO GENERAL OVERVIEW AND DELTAS FROM E2

  2. OBJECTIVE • Upon completion of this training you will demonstrate an understanding of major differences between evaluating CM under the E2 and E3 processes.

  3. List five differences between E2 and E3 approaches to evaluating CM What should E3 AFIs identify as the FOPs if possible? What do the sites self-assess as part of the E3 process? How does the INPO exit with the utility CEO differ in the E3 process? How do margins relate to CM? REVIEW QUESTIONS

  4. CM OVERVIEW • basics are the same • review documents • field observations • Interviews • What we review, observe, & ask relates to CM/Margin management

  5. CM OVERVIEW • General High Level Overview of How-To • how-to based on pilots • concept validated on all pilots

  6. DELTAS • focus is on organizational weaknesses • fewer performance examples (less focus on knowing everything about an example) Just make sure the key point you are making is factual. • organizational weakness is the FOP

  7. DELTAS • more/better upfront analysis • limit scope of site work • early call on functional areas (design and reactor engineering) • why not evaluating some areas on site

  8. DELTAS • CM questionnaire • analyze • share with counterpart

  9. DELTAS • site self-assessment • functional areas • one pilot site did an OEO self-assessment

  10. CONTAINMENT WALKDOWN • coordinate with whoever does a containment walkdown • important for configuration control of containment

  11. DELTAS • management model (Larry to discuss later) • your input will be required • precursor AFIs • plants know performance problems • we look for the whys (organizational weaknesses)

  12. DELTAS • counterpart teams • expect a number of counterparts from different site organizations • CM counterpart team leader was the design engineering manager on two pilots

  13. CM MARGINS • must think of the relationship of margins to CM • margin model

  14. DELTAS • micro and macro approach • developed during pilots for accomplishing a credible CM evaluation • Lesson from long term shutdowns – identify latent issues • relate all information to enablers • suggest writing only an observation for each enabler (include only important information)

  15. DELTAS • identification of weak and strong enablers • 2ND Thursday (Larry to discuss later) • common Friday debrief (Larry to discuss later)

  16. assessment meeting delta sheet deltas for each enabler narrative for each enabler INPO now gives the utility CEO a status of each OEO and enabler DELTAS

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