INPO AP 928 PDF

Support for INPO AP Schedule Adherence. P6 Analytics provides out-of- the box support for the Institute of Nuclear Power Operations (INPO) Work. Support for INPO AP Schedule Adherence. INPO AP, Work Management Process Description. • INPO , Guideline for Excellence in Procedure and Work Instruction Use and Adherence. 7.

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Not for sale nor for commercial use. All other rights reserved. Neither INPO, INPO members, INPO participants, nor any person acting on the behalf of them a makes any warranty or representation, expressed or implied, with respect to the accuracy, completeness, or usefulness of the information contained in this document, or that the use of any information, iinpo, method, or process disclosed in this document may not infringe on privately owned rights, or b assumes any liabilities with al to the use of, or for damages resulting from the use of any information, apparatus, method, or process disclosed in this document.

The process provides the fundamental structure for efficient use of station resources as well as overall improvement of equipment condition. This is an evolutionary document that incorporates current best industry practices and that will be revised periodically to document process improvements as they are developed. This revision provides clearer definitions of work classification along with discerning examples —see Appendix H as well as defining why they are important and how inop are to be used.

It also provides updated guidance on industry initiatives to improve the work management process, such as work prioritization Appendix Drevised performance ibpo Appendix Egraded work package planning Appendix Fand graded work scheduling Appendix G.

The work management process is one of an integrated set of processes for the operation and support of nuclear plants. A number of standard definitions lnpo been developed to facilitate comparison and benchmarking among plants to improve overall industry performance. Likewise, a suggested set of core performance indicators is included to help measure zp monitor work management trends and process effectiveness. The work management process description reflects the experience gained from work management assistance visits to operating plants and benchmark trips to domestic and international utilities.

The description contains the elements considered essential to a wellfunctioning work management process, as well as options now being employed at a number of plants as their processes have matured. This process document revision was developed with the direct participation of a Work Management Working Group consisting of representatives from several utilities actively involved in improving and reengineering their own processes.

This information will be considered in a future revision to the document. Please direct comments to: This document will strive to establish understanding of the guiding principles for work management and how they are maintained and supported by the processes defined within.

To ensure nuclear safety by providing timely identification, selection, planning, coordination, and execution of work necessary to knpo the availability and reliability of station equipment and systems 2. To manage the risk associated with conducting work 3. To identify the impact of work to the station and work groups and to protect ipno station from unanticipated transients due to the conduct of work 4.

Proper characterization and prioritization of work are basic to this first principle. Characterization of work into Corrective, Elective, or Other maintenance will help stations understand the overall health of their systems and components. Not all corrective and elective maintenance is the same, so these classifications alone cannot sufficiently establish which work should be accomplished first.

Stations must not overly emphasize the significance of corrective maintenance, based solely on the classification of the work alone. True significance can only be ascertained when the work classification is used in conjunction with the system and operational significance of the equipment or system that the work is on.

The revised definitions for these three classifications of work, coupled with an effective prioritization process see Appendix Dwill define why and when work should be accomplished. The second principle deals with the management not the elimination of risk. This impact could be as simple as unanticipated control room alarms, to actual equipment or system impact that requires the entry into a limiting condition for operation LCOto plant transients and shutdown.

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It could also include the impact on station work groups based on unanticipated support needs. The last principle recognizes that station resources of material and people are a limited commodity and, as such, must be fully used to maximize the value of and minimize the cost of maintaining station equipment. The behaviors in this document embody the above principles. Appendix I provides specific details on each of these attributes and objectives.

An effective work management process should do the following: Promote and improve nuclear, industrial, and radiological safety performance. Improve equipment performance and system health. Increase productivity and reduce costs through the efficient use of resources. A determination of productivity and manpower use should be examined.

An effective FIN fix-it-now process and short-cycle process are part of this objective. Provide for a long-range plan to include major design changes and predictive and periodic maintenance activities. This should include provisions to address equipment obsolescence and asset management. Integrate all station organizations into the process, providing them with an understanding of the process, their contribution to the process, and the associated accountability and commitment to the process.

Integral to this culture is line ownership and accountability.

INPO (AP-928) Conference

Provide a proper methodology for work prioritization to ensure the right station work is done in the right time frame. Appendix D provides guidance in this area. Incorporate an effective feedback loop that promotes and ensures continual process improvement. This includes measurable and meaningful indicators and a culture that encourages feedback and capturing lessons learned. Appendix E provides industry standardized indicators to promote comparison of performance among stations, along with other recommended indicators that have proven useful app determine and improve the health of the work ipo process.

Provide a methodology for a tiered approach to planning and scheduling. This ensures the proper attention is placed on station activities.

Appendixes F and G provide guidelines that outline a graded approach to planning and scheduling. Provide 982 cyclic, repetitive process that incorporates a methodology to manage risk. A typical week scheduling process is illustrated in Appendix B.

The definition of Other maintenance has been expanded to include nondeficiency, proactive station equipment improvements and, as such, is reflective to some degree of active asset management at work. To provide better clarity, a new Appendix H has been added to provide specific examples of how distinctions between Corrective, Elective, and Other maintenance could be made. An SSC should be considered failed or significantly degraded if the deficiency is similar to any of the following examples: This normally includes any deficiency that requires a basis for continued operation as defined in NRC Generic Letterand should be considered as corrective maintenance.

Examples include the following: Examples are as follows: Emergent work is any a that is added to the station master work schedule after schedule freeze. This classification will not include FIN or short-cycle work process work.

The Functional Equipment Group FEG is the bundling of multiple equipment subcomponents around a major component with a common system isolation characteristic or out-of-service consideration. For example, a major pump FEG would consist of the motor or drive unit, the pump assembly, support or auxiliary systems such as oil cooling or seal cooling components, support instrumentation, and power supplies.

In that way, all work associated with all the individual subcomponents could be identified and scheduled at the same time. Some stations apply the concept of FEG to a broader range and include all the equipment that would be bounded by typical system clearance boundaries.

Fix-It-Now FIN Teams are special cross-functional work teams assembled as a selfsufficient work group capable of independently performing work without outside support. These teams accomplish work outside the normal schedule on a real-time and immediate basis. Stations establish work limitation guidance for the FIN teams to ensure that high-risk and complex work activities are subject to the full planning, preparation, and review process.

The minor deficiency monitoring MDM process is a process for the management of very low-level maintenance deficiencies whose significance is so low that it would not prudently warrant taking the equipment out of service to repair by itself.

Stations shall ensure that MDM items are clearly identified and tracked in such a manner such as functional equipment group FEG or formal tracking and monitoring programs to allow ready identification and consideration for inclusion if the equipment is removed from service for other reasons, or if further degradation would raise the significance of the deficiency. Stations must ensure that periodic cross-functional reviews are performed minimum annual review on the total inventory of MDM maintenance activities to ensure that the significance of these deficiencies, individually or in the aggregate, has not changed and that they are correctly grouped in this category.

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Minor maintenance is a methodology for implementing work that is minor in scope and does not affect nuclear safety functions or increase the risk of a plant transient. Normally, work implemented and processed under minor maintenance would not require significant station support for tools and consumables identification, station clearances, and radiological work permits or controls.

Little to no package planning would be required, as the work would be accomplished under what is characterized as skill-of-the-craft. Minor maintenance is not a characterization of work such as corrective, elective, or other maintenance and could be included within any of these characterizations.

On-line maintenance is maintenance that will be performed with the main generator connected to the grid. On-Line Material Condition Backlog The total on-line material condition backlog consists of all open corrective and elective maintenance tasks that will be worked with the unit on line.

This value should represent the total inventory of degraded conditions on power block station equipment.

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Stations should periodically perform cumulative effect analyses or reviews of this listing to ensure that station vulnerabilities are not masked by small issues that compound each other. Other maintenance is classification 9228 work not reflecting a material condition deficiency on station power block equipment. The following would be included in this classification: See Appendix D for an nipo. Because of 9228 broad and varied nature of the work in this grouping, some stations may choose to subcharacterize this grouping for more detailed assessment or management of the work.

The following tasks are examples of other maintenance: Power block equipment includes all SSCs required for the inpl and reliable operation of the station. It will include all safety-related and balance-of-plant system and components required for the operation of the innpo, including radioactive waste processing and storage and switchyard equipment maintained by the station. Systems, structures, or components required to maintain federal or state regulatory compliance should be included ijpo this grouping.

It is recognized that this distinction may vary among stations. This applies even if the station uses a preplanned preventive maintenance task to correct the deficiency. Grace period preventive maintenance is any preventive maintenance task that is to be performed beyond its original due date but prior to the late date for that activity.

Normally, this time period due date to late date is an additional 25 percent of the original schedule interval for the PM task. No engineering evaluation is required. The grace period is provided as reasonable flexibility to allow for alignment ipo surveillance activities and functional equipment group bundling zp to better manage the use of station resources.

A deferred preventive maintenance task is a preventive maintenance task that exceeds its original late date with an approved engineering evaluation determining the acceptability for extension to a new due date, prior to the original late date being exceeded.

A delinquent overdue preventive maintenance task is a preventive maintenance task that exceeds its late date grace period without an approved extension or deferral. The schedule development process is the multiweek process including work package preparation, walkdown, schedule development, risk assessment, and support coordination for example, parts procurement or engineering resolution prior to the schedule implementation week.

The short-cycle process is used for the management and implementation of work as defined in Appendix C of this document. Short-cycle work is included in the station integrated schedule.

Toolpouch maintenance is a methodology by which work is accomplished that requires no initiating work documents. See Appendix A for examples of work activities that can be worked under this process. Work management is the process by which maintenance, modifications, surveillances, testing, engineering support, and any work activities that require plant coordination or schedule integration are implemented.