Westinghouse Advanced Power Systems Electric Corporation .../67531/metadc695833/m2/1/high_re… ·...

Westinghouse Advanced Power Systems Electric Corporation Divisions

WMCO - P. 0. BOX 398704 CINCINNATI, OHIO

WMCO:MBB:85-003

December 4 , 1985

Mr. R. E. Lynch Mr. J. A . Reafsnyder Department of Energy Site Manager Procurement C Contracts U. S. Department of Energy Federal Building, Room 1028 P. 0. Box 39158 Oak Ridge, TN 37831 Cincinnati, OH 45239

SUBJECT: WESTINGHOUSE MATERIALS COMPANY (WMCO) OF OHIO BI-WEEKLY REPORT FOR CONTRACT NO. DEAC05-860R21620

Gentlemen:

Forwarded herewith are copies of the WMCO Transition Action Report No. 2, dated December 4 , 1985, covering the period November 15, 1985 thru November 29, 1985, for Contract No. DEAC05-860R21620. The report is arranged to the following index and covers detail accomplishments, planned activities for the next report period and perceived problems:

1. Operations and Maintenance 2. Human Resources 3 . Community Involvement 4 . Environment, Safety and Health 5. Security and Safeguards 6. Finance 7. Legal and Contracts Management 8. Engineering and Construction 9. Management Control Systems 10. Quality Assurance 11. Waste Management 12. Productivity Retention Program 13. Purchasing 14. Liaison with Customers of FMPC (Users) and DOE 15. Develop Definitive 9-Month Program Plan (Jan-Sept, 1986)

The Bi-Weekly Work Task Status Sheets (attachments A ) detail the percent of time remaining on each work task and WMCO reported percent completion.

If there are any questions on the material presented in thi report, please contact me.

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DISCLAIMER

This report was prepared as an account of work sponsored by an agency of the United States Government. Neither the United States Government nor any agency thereof, nor any of their employees, makes any warranty, expnss or implied, or assumes any legal liability or responsibility for the accuracy, completeness, or use- fulness of any information, apparatus, product, or process disclosed, or represents that its use would not infringe privately owned rights. Reference herein to any spc- cific commercial product, process, or senrice by trade name, trademark, manufac- turer, or otherwise does not necessarily constitute or imply its endorsement, recom- mendktion. or favoring by the United States Government or any agency thereof. The views and opinions of authors expressed herein do not necessarily state or reflect those of the United States Government or any agency thereof.

DISCLAIMER

Portions of this document may be illegible electronic image products. Images are produced from the best available original document,

WMCO:MBB:85-003 December 4, 1985 Page 2 of 2

bcc: G. Beecher L. 3ogar W. 3. Boswell W. Britton H. Christiansen L. Elikan C. Gross J. Grumski J. Koetting A. Macaulay L. North A. Reynolds R. Watts P. Weddle W. Weinreich L. Wood P. Woods A. Workum

1. OPERATIONS & MAINTENANCE

STATUS AND FUTURE PLANS

o Evaluate Operating Procedures

Reviews have continued including discussions with QA, Production Technology and the Operations Engineering Support group. Interim milestones are being revised to reflect current findings: the task will remain on schedule for a mid-February completion.

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Preliminary conclusions are that responsibility for s.0.P.'~ should be consolidated in the operations group and upgrading the existing S.O.P. system and documents will likely require the temporary addition of outside expertise to accomplish promptly.

Capability/Yield Assessment

This phase of the transition effort is essentially complete, on schedule. By 12/09/85 a summary of current capacity estimates vs. recent performance history will be available to use as a baseline for the Restoration Plan Review Task below.

o Review Condition of Site and Equipment, and Prioritize E.S.& H. Corrective Actions

These tasks are being conducted in parallel and will be addressed collectively in this and all future reports.

As noted in the WMCO/DOE meeting of 11/22/85, this effort will extend beyond the current scheduled completion. A revised plan has been developed and completion is now scheduled for 01/20/86. Intermediate events .include completion of on-going in-situ reviews, 12/23/85; first draft of recommended priority action list, 01/06/86: and final report, 01/27/86.

o Restoration Plan'Review

Work continues on compiling an integrated facility plan. This effort is critical to assure that existing plans will satisfy FMPC's future production needs. At present, no such plan exists or was comtemplated. This effort is now targetted for early February completion. Detailed milestones are being developed to measure intermediate progress and will be available 12/16/85.

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Training

This program is currently on schedule. A staffing problem has developed which could delay completion: however, the situation is being addressed and will be resolved by 12/09/85.

Preventative Maintenance Proqram and Assess Maintenance Program

These efforts are being carried out jointly and will be so reported. Reviews of existing FMPC programs have been completed as well as an assessment of the PM development program. Development of recommended program changes based on industry experience has begun. Milestones for the balance of the maintenance transition effort are as follows:

o Identify a proposed PM plan based on industry experience - 12/09/85

o Evaluate FMPC's plans against this standard - 12/23/85

o Recommend actions to upgrade FMPC's maintenance programs - 01/13/86

PERCEIVED PROBLEMS

0 The lack of an integrated facilities plan leads to uncertainty whether the future production needs have been properly addressed, This uncertainty is magnified by the knowledge that much of this "Facility Plan" was keyed off regulatory need. The study noted earlier to be completed in early February should relieve the uncertainty but could identify short-term production problems which have not been addressed.

o The role of operations personnel; below the staff level, in facility planning has been largely nil. is imperative that the role be expanded and in a fashion to provide timely input without impeding production,

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o Short-term production planning must become more structured. Present methods will not be able to cope with the major facility upsets which may result from upgrade over the next several years.

o It is likely that considerable "team building" will be required to erase the maintenance/operations barrier. This could necessitate the use of outside consultants to expedite the process.

2. HUMAN RESOURCES STATUS REPORT

ACCOMPLISHMENTS

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The Trades Council settlement has not been signed off due to language interpretations of several articles. This has delayed our review of the total contract as well as the intent of the language. Sign-off is anticipated by NLO during the week of December 2; our review will immediately follow, as well as the communication to Management of the language and intent.

Our first meeting with the Union officers will take place on December 5th during dinner. This "get acquainted" meeting will include several key Westinghouse staff as well as the Union officers.

Initial meetings with the NLO PR Department have been completed, including discussions with each associate. Identification of the new Human Resource Department will be completed during the week of December 2nd.

The Transition Safety Committee will be identified (management members) by December 6th. Health & Safety issues will be examined as an on-going project.

The WMCO team was presented to the Fernald employees via all-employee meetings as well as in the November issue of "Atom Briefs".

To faciliate internal communications on an on-going basis, the Manager - Communications in the Community Affairs Group will report dotted line to the WMCO HR Manager.

Relocation of Westinghouse staff continues on schedule.

Excellent progress was made on Appendix A during meetings with Russ Morrel (DOE) and Gordon Beecher (WMCO) and Bill Quinn (Westinghouse Nuclear Center HR Manager) on November 21st and 22nd. We anticipate that the ADDendix will be sianed earlv in December.

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RE r i w of th hi rce needs continues on man res schedule. Several transition members will be brought in during the week of December 2nd to assist in t h e employment/recruiting, organizational development and benefits areas. We continue close coordination with the NLO Training Supervisor regarding supervisory/human resource training.

Our review of Union/Management Relationships continues on schedule. During the next period, we will concentrate on grievance history, first line supervision involvement, grievance handling, etc.

Coordination of Benefits among NLI, Metropolitan and Westinghouse continues. Transfer of all benefits appears relatively straightforward except for the Savings (Thrift) Plan over which there are on-going negotiations regarding the method by which the Plan will be set up, issuance of NLI stock, assumption of Westinghouse stock, etc. Resolution of all benefits questions is scheduled for end of December with communiques to all employees before that date.

We are assisting the Training Supervisor in setting up a pilot group for a management developmental series. We continue to work with the NLO Training Group in their overall plans and development.

Still to be resolved is the overall organization strategy for technical skills training. NLO has previously (early 1985) identified the Personnel Division's Training Department as having total coordination responsibility for all training, including management development, trainer certification, record keeping, etc. A contract for an outside consultant to conduct a job task analysis study is due to be released in early December.

WMCO plans to place technical skills training responsiblity within the Production Operations Division. During December we will coordinate all these efforts to insure an effective transition with as little interference as possible.

All work tasks in the Human Resources area are on schedule.

MAJOR TASKS FOR FUTURE TWO WEEKS

o Efforts during the next two weeks will focus on continuation of the activities discussed above.

o Prepare outline for final phase-in report.

PERCEIVED PROBLEMS

o None, other than those indicated above.

3 . COMMUNITY INVOLVEMENT

ACCOMPLISHMENTS

o A near term Community Action Plan was completed and transmitted to DOE. It contains a detailed schedule for planned meetings with site neighbors; local, state and federal officials, community leaders and the press. As the FMPC employees will be the first to observe improvements introduced by WMCO, the near term plan emphasizes employee communications so they can better serve as FMPC ambassadors in their communities.

o Initiated a design study to recommend general interior and exterior site building color/painting treatments. Particular attention was directed at improvements to the cafeteria, administration building and overall site appearance as viewed from the road.

o Completed WMCO stationery and business card production.

o Completed design for FMPC road signs and reviewed with DOE. Will be released for fabrication and erection by 01/02/86.

o All activities are proceeding as scheduled with the exception of the community visits which have been delayed.

MAJOR TASKS IN FUTURE TWO WEEKS

o Conduct key community leader meetings with Jim Reafsnyder and Bruce Boswell to include visits to DOE-HQ key staff; U.S. Congressmen Glenn and Metzenbaum, Luken and Kindness; and selected local leaders.

o Meet local neighbors whose property serves as environmental monitoring points.

o Meet with hospital, sheriff and fire department personnel who support FMPC during emergencies.

o Prepare an outline for final phase-in report.

PERCEIVED PROBLEMS

o None

4 . ENVIRONMENT, SAFETY AND HEALTH

ACCOMPLISHMENTS

o Completed reviews of in-vivo, bioassay and external exposure dosimetry procedures and data.

o Completed reviews of 1985 Incident Investigation Reports

o Completed reviews EPA & DOE correspondence relative to environmental issues

o Completed review of ORAV Environmental Review and Geotrans Report

schedule. o Reviews of other areas are continuing and remain on


o Complete review of FMPC Emergency Plan

o Indoctrinate WMCO Staff on their roles in the Emergency Plan.

o Initiate development of WMCO E.S. & H. plan for nine-month contract.

o Review December, 1985 M C & A inventory.


PERCEIVED PROBLEMS

o NLO is planning to initiate voluntary self-monitoring on December 9, 1985. WMCO will assess preparedness for this effort. It will be man power intensive f o r NLO .

5. SECURITY AND SAFEGUARDS

ACCOMPLISHMENTS

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Inventory of all weapons including automatic weapons has been completed and copies on file signed off by NLO Training Sgt.

Department of Energy Chief Instructor of the Security Central Training Academy conducted a one day seminar on Limited Arrest Authority and Deadly Force to eleven supervisors of the Security Office, one member of Health and Safety and Mr. John Greulich from Legal Counsel. All 41 security inspectors will receive the same training from NLO Training Sgt. in the near future. NLO video taped complete session.

Have finalized recommendation for new organization structure for Security and Safeguards Office which will be similar to other DOE and Westinghouse facilities.

Contacts with Westinghouse Corporate Security Officer and other Westinghouse DOE facilities continue as it pertains to WMCO security operations.

On site contact with DOE Security Specialist from Oak Ridge. Security policy and procedures discussed. An effort is being made by DOE Oak Ridge to expedite WMCO security clearances.

All work tasks in the Security and Safeguards area are on schedule.


o Determine access control badge procedure to include state of the art Weigand wire principal for potential computer use at a later date.

o Design new badge format, as well as new security patch for uniforms, using - W and WMCO letters,

o Continue assessment of plant protection and include Sandia/DOE recommendation, if appropriate.

o Identify WMCO Managers to meet and discuss April 15, 1984 FMPC Emergency Plan NLCO-1129 and update.


OPERATIONAL REQUIREMENTS

o Change policy to include inspection of Security Inspectors prior to post assignment and maintain written log of information to pass on to next shift Sergeant.

6. FINANCE

ACCOMPLISHMENTS

o On Friday, November 15, met with OR0 DOE representatives in Finance, Budget, Property, and Management Information Systems to discuss their perceptions of FMPC. All comments were favorable with the exception of the Budget Department where significant weaknesses were pointed out by the DOE representatives.

o A preliminary review of the budgeting process at FMPC reinforced the concern expressed by DOE at ORO. The budgeting process currently in use at the FMPC appears to be on a total plant basis with no detail at the division or department level. A detail review of the budgeting process will begin on 12/02 and will be completed by 12/16. At the completion of this review, an action plan will be developed to institute budgeting and cost collection at a level of detail to allow management visibility of the financial status at FMPC.

o Meetings were held with individual managers in the finance organization to review existing policies and to develop an understanding of the existing accounting systems. As a result of these meetings, it is apparent that much computerization of existing tasks is needed. Examples are the use of a manual subledger in cost accounting and the hand signing of accounts payable checks.

o A review of the FMPC limits of authority revealed that no site wide LOA exists. A procedure will be developed and a master LOA will be instituted.

o A review of property and inventory records which was scheduled for 11/25-12/09 has been rescheduled for completion by 12/15.

o All necessary interfaces between WMCO and Westinghouse Headquarters have been established. A Federal indentification has been applied for and a11 required forms for state taxes, unemployment Compensation, etc. are being prepared.

o Existing payroll procedures and programs have been reviewed and determined to be adequate. Improvements, such as use of computerized checks, will be considered for implementation after take over.

o A six-month supply of check stock for hourly and salary payroll and general use has been ordered with delivery scheduled for 12/19. A check signature plate has been ordered by Westinghouse Treasury.

o Meetings were held with the FMPC Budget Department to review overhead rates, year to date expenditures versus budget, and plans for the remainder of fiscal 1986. This meeting further confirmed the inadequacy of the budget process as discussed in the second accomplishment with the following observations:

1. FMPC does not have rates: costs are accumulated on an actual basis.

2. Budgeting is on a total year basis.

3 . Current cost reporting and budget system do not allow for quick determination of financial status.

o All work tasks in the Finance area are on schedule


o The major effort in the next two weeks will be the detail review of the budgeting system. This review will require coordination with Program Control to ensure that cost can be budgeted and reported in a level of detail that will provide adequate financial visibility.


PERCEIVED PROBLEMS

o No major perceived problems at present time.

7. LEGAL AND CONTRACTS MANAGEMENT

STATUS AND FUTURE PLANS

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70% complete in review of existing organization; development of a contract reporting structure should be completed by the last week of December.

Met with DOE on November 12th to negotiate the contract and will meet again with DOE on December 10 to conclude negotiations; currently the personnel appendix for the contract is virtually complete.

Met with NLO and DOE Counsel on November 24; will meet again with DOE and NLO on December 3 to discuss all outstanding litigation action; anticipate complete debriefing of NLO background file by 3rd week of December.

Will review patent regulations and po1icie.s of NLO by middle of December and make any necessary recommendations associated there with by December 31.

Met with Kellogg-Rust on November 26 to negotiate the definitive subcontract; will meet with DOE on December 5 to explain current status of negotiations; will receive Rust's cost proposal no later than December 13 at which time will review and submit appropriate cost figures to DOE by December 16.

Met with NLO Counsel on November 24. Westinghouse General Counsel will again meet with NLO Counsel at Fernald on December 5; visits to Westinghouse headquarters will be scheduled after December 5 meeting.

All work tasks in the Legal and Contracts Management area are on schedule.



PERCEIVED PROBLEMS

0 There are no perceived problems.

8. ENGINEERING AND CONSTRUCTION

ACCOMPLISHMENTS

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DOE Engineering would like to discuss with us our plans for buildup and upgrading of the FMPC Engineering staff.

Westinghouse will assume full responsibility for the conduct of independent design reviews.

The Westinghouse Project Managers should have full responsibility and authority to act as the integrating manager on all line item projects. Recognition of this role within Westinghouse and the DOE is required for them to be effective.

Improvements are needed in change control, cost establishing, the preparation and implementation of Integrated Systems Test Plans, utilization of State-of-the-Art technology, and the effectiveness of our use of engineering subcontractors.

The current system for initiating and controlling construction work was outlined by the head of DOE Construction. The need for DOE guidance in setting up the process to be utilized by Westinghouse and Rust was recognized. Significant progress was made in defining the future interface between Westinghouse and Kellogg-Rust in carrying out construction work at FMPC. A draft contract was prepared and is currently being reviewed. A list of construction projects anticipated to be carried out by Kellogg-Rust in the January to September 1986 time frame was prepared in conjunction with NLO. These projects totalled $18.9 million. Work on further defining the split between procurement and direct labor for these construction activities is in progress.

All work tasks in the Engineering and Construction area are on schedule.


o A draft of the proposed Westinghouse/Rust Contract will be forwarded to the DOE.

o A draft 9-month plan for engineering, construction, and technical service activities will be prepared.


PERCEIVED PROBLEMS

o A significant amount of direct interaction with current engineering personnel is essential to determine their areas of expertise and problems affecting their productivity. Such contact does not seem prudent at this time, since it would detract from their ability to carry out their on-going projects. Recommendations for significant changes from the existing DOE/NLO plans for organization, staffing, and training for Projects and Technical Services should, therefore, be delayed until the first calendar quarter of 1986.

9. MANAGEMENT CONTROL SYSTEMS

ACCOMPLISHMENTS

o Program Control and the Controller's Department will be developing an integrated Management Control System that budgets and collects cost at a more detailed level than currently available. A small review committee of selected Westinghouse personnel will be requested to prepare a recommendation on what the Management Control System should do and how to design and implement the system. A work breakdown structure of all work will be available as a result of identifying manageable work tasks for the 9-month Program Plan. Refer to Item No. 15.

o Attended the FY 1988 Budget meeting with OR0 and NLO Personnel.

o All work tasks in the Management Control Systems are on schedule.

MAJOR TASK IN FUTURE TWO WEEKS

o Identify the review committee for identifying the Management Control System required at FMPC.


PERCEIVED PROBLEMS

o None at this time.

10. QUALITY ASSURANCE

ACCOMPLISHMENTS

o Completed basic interviews with key NLO QA management and supervisory personnel to develop understanding of charters, authorities and responsibilities of the FMPC QA organizations.

o Completed review of the NLO Quality Assurance Program Manual and various QA/QC Department status reports relative to NQA-1 requirements to determine the effort needed to bring the NLO Program into compliance.

o Completed reviews of WINCO, WVNS, and WHC QA Programs to develop bases for recommendations to upgrade the NLO QA Program. A report to describe the extent of rework that is required will be completed after discussions with K-R QA personnel in early December. .

o Started review of 1984 DOE Task Force Report and the associated NLO responses. Copies of selected audit documentation have been requested from the NLO QA/QC Department for review.

o NLO quality improvement initiatives were reviewed. Some task teams have been formed to resolve critical quality problems. However, no formal quality improvement program exists.

o All work tasks in the Quality Assurance area are on schedule.


o Complete discussions with K-R QA personnel and issue a report on the extent of rework required to upgrade the NLO Program to NQA-1 compliance.

o Complete reviews of QA audit reports and 1984 DOE . Task Force Report with NLO responses. Determine characteristics of NLO audit program.

o Develop recommendations to design WMCO Quality Assurance Program and Manual.


PERCEIVED PROBLEMS

o A systemmatic corrective action program to analyze trends and root causes of minor events and deviations does not exist at NLO.

o Evidence exists that procedural violations are overlooked to maintain favorable departmental relationships.

o Operating procedures for the QA/QC Department do not exist, but some methods of operation have been directed by individual letters.

o No formal quality improvement program exists. However, task teams have been established to resolve critical quality problems (e.g. dust collector bag committee).

o No work place meetings have been conducted at any level in QA.

11. WASTE MANAGEMENT

ACCOMPLISHMENTS

o A meeting was held with the DOE and the A/E on 11/25/85 for preliminary discussions on the LLWPSS.

o The A/E report on the structural condition of the silos was reviewed this week. An immediate action plan has been developed (to deal with anticipated snow loads this winter) as well as an intermediate plan (approximately 3 to 4 years) for assuring that the material in these silos does not become a more difficult environmental problem. The long term solution to this waste problem will be identified this year.

o Preliminary assessment of the required.Waste Management budgets for FY86 as compared to funding is about 50% complete.

o All work tasks in the Waste Management area are on schedule.

o A Project Manager position has been identified and the position described. Some potential candidates for these positions have been identified.


o Continue working Waste Management milestones and proposed budgets.

o Attend a DOE Environmental Safety & Health Planning & Budgeting Workshop the 3rd and 4th of December.

o Prepare an outline for the final phase-in report.

PERCEIVED PROBLEMS

o The A/E contract for Title I, I1 and I11 design of the Low Level Waste Processing and Shipping System is currently being negotiated by DOE. The work is expected to begin in January, 1986. A preliminary review of the Project Management Plan (which should define the procedures and interfaces between the FMPC, the A/E and the DOE and other project participants) indicates a substantial amount of work remains before this document can perform its intended function.

12. PRODUCTIVITY RETENTION PROGRAM

ACCOMPLISHMENTS

o The data gathering phase of this activity is nearing completion. Information, project definitions, schedules, funding and staffing levels have been received. Eight of the subprograms within Package I and Package I1 have been reviewed based on interviews with the NLO Project Engineers, DOE Project Engineers, Jacobs Engineering Project Engineers, Martin Marietta personnel, and current NLO management.

o A list of 40 steps involved in approving and completing Line Item Projects at FMPC has been prepared. A review of the NLO Project Engineering Procedures Manual is currently in progress to determine areas where current procedures are inadequate or inconsistent with how the DOE and Westinghouse would like to carry out future projects.

o An outline for the Phase-in Report on Productivity Retention has been drafted.

o A l l work tasks in the Productivity Retention Program are on schedule.


o We will continue to attend NLO/DOE meetings related to Productivity Retention (PRP) Subprograms. A short written status summary (one to three pages) will be requested from the responsible NLO Project Engineer on each PRP subprogram.

o Draft recommendations for improving the process for implementing PRP subprogram will be reviewed with appropriate Westinghouse, DOE, and NLO personnel.

PERCEIVED PROBLEMS


13. PURCHASING

ACCOMPLISHMENTS

o Received DOE approval of the form of Assignment Letter to be utilized for all NLO purchase orders and subcontracts.

o Completed detailed review of NLO Purchasing system. Instituted use of the telephone bid system for all orders under $500.

o Completed review of the NLO subcontract manual; review assessment is that few changes are required at this time.

o Finalized draft of subcontract for Rust Engineering; discussions with DOE continue.

o All work tasks in the Purchasing area are on schedule.


o Begin written report on entire Procurement system.

o Recommend final organization format for Administrative Services.

0 Issue Assignment Letter to suppliers.


PERCEIVED PROBLEMS

o Identification and transfer of qualified procurement personnel to support subcontract administration.

0 Identification of new management personnel required for the reorganization of Administrative Services

14. LIAISON WITH CUSTOMERS OF FMPC (USERS) AND DOE

ACCOMPLISHMENTS

o As previously reported, the interfacing disciplines between the FMPC and the users have been identified. The key FMPC personnel and their corresponding counterparts for the users and the Department of Energy have also been identified. The interfacing disciplines key personnel counterparts will be published to the WMCO staff by the 4th of December.

o The initial review of the needed policies and procedures was completed. The basic policy will be that formal correspondence with regulating agencies will go through the DOE Site Manager.

o The review user needs, such as product delivery and quality requirements, have been completed., WMCO will continue to participate in regularly scheduled user meetings or as necessary if a quality problem arises.

o The WMCO staff have been requested to identify, based on our review during the phase-in, critical administrative and technical areas requiring attention. This review has been initiated and is expected to be completed by December 13. For those critical areas identified, necessary corrective actions and work tasks will be specified in the 9-month program. The other part of this task is to obtain from the FMPC users their views on critical administrative and technical areas at the FMPC which require attention. Meetings with the Site Managers of the user groups will be scheduled, and if possible, held during the phase-in period. Meetings will also be held with DOE Site Managers at the user locations.

o The priority administrative and technical efforts and required milestones will be identified in the 9-month program to be submitted for DOE concurrence by the end of December.

o Initial discussions with cognizant DOE personnel to obtain their opinions and priorities have been completed. All meetings to obtain DOE opinions and priorities are scheduled to be completed by December 13, 1985.

o The review of users short and long term plans was completed on November 15, 1985.

o All work tasks related to Liaison with Customers of FMPC are on schedule.


o Efforts during the next two weeks will focus on continued liaison with customers of FMPC and DOE,


PERCEIVED PROBLEMS

o No major perceived problems at present time.

15. DEVELOP NINE-MONTH PROGRAM PLAN

ACCOMPLISHMENTS

o Issued an informational memo to initiate action for preparing the Program Plan. The information identified budgetary data for use in planning the January to September work.

o All work tasks for the Nine-Month Program Plan are on schedule.


o Will initiate preparation of the Program Plan data with a meeting on December 3rd. Program Control will use six temporary people to assist in documenting the resources and schedules for all the subtasks that are required during the nine months.


PERCEIVED PROBLEMS


(ATTACHMENT " A " )

REPORT DATE: H I -1JEEk'LY IdIORK TASK STATUS SHEET

04-DOC-85 WII..L CONT INlJE OEYOND 75 DAY PHR'3E- I N DA'lS PERICENT

DAYS LEFT TIME REPORTED START STOP I N I N f?EMAINING PErRCtfNT

DIIFART MENT MRNAGER WORK TASK DATE DATE TASK TASK I N TASK COMPLETION - ---- -- - ___---

1 OPITRATION BRITTON A.EUALUATE OPERATING PROCEDURES 06-Nou-85 10-Feb-86 * 96 68 7 0 . ax 5 0 . 0 %

MAINTENANCE B.ASSESS UNIT OPERATIONS FOR 08-Nou-85 11-Dec-85 3 3 7 21.2% 7 5 . 0 % b OPERAT I ON & I I A I NTENRtKE )

CAPACITY AND Y 1EI.D

AND EQUIPMENT

PI2 IIIP I T I ZE E S W 1,:ORPECT I IJE

C.REUIEW CONDITION OF FMPC SITE ne-Nav-85 27 -Jan -86 * 8 0 54 67 .5% 3 3 . 3 %

D. ASSESS UNIT OPERATIONS TO COMBINED WITH C

ACT I ON E. REI) I EW RESTORTAT I ON PI.. ANS AND 18-Nov-85 03-Feb-86 * 77 6 1

HE-PPIIIRIZE -ru i ) P l I M I i l E LOAD RRMP ATTAINMENT

CONTROL PLAN

TRR I N I NG R k ' W I RMENTS AND @EVELOP PL AN FOR I MPLEMENT I N 6 TREI I N I NG

PRrlGPAM I JS I Ni; S VAT I ST I ( IAL ANALYSIS TECHNIQUES ( MA I NTENANCE SlHATFGY HEU I EW 1

F.DEUELOP INTEGRATED MANAGEMENT COMBINED WITH ACTIU NO. ' 9

G . EUAL.UATE QUAL IF 1 CAT I ON AND 06-Nou-85 13-Jan-06 * 6 U 40 5 8 . 8 %

H.PLAN PREUENTATIUE MAINTENANCE

I.ASSESS MAINTENANCE PROGRAM J . MA I NTANIIE ASSE5SIIEt4T PROGRAM

11-NOV-85 02-Dee-85 21

07-Nuv-85 02-Dec-85 * 25 0 9 - b c - 8 5 13-Jan- I j6 * 35

0

0 40

7 9 . 2 % 3 3 . 3 %

0 . 0 %

0.0% 100.0%

40.0%

i n n . 0%

100 .0% l o o . 0%

(ATTACHMENT "A" )

81-WEEKLY WORK TASK STATUS SHEET

* WILL CONTINUE BEYOND 75 DAY PHASE-IN fimm r oATri : 0 4 - l J ~ ~ - f 3 5

DFPAP'rMFNT MANAGER WORK TASK

2 HUMAN BEECHER A: UNION CONTRACT- I F SETTLED ------- - --

PESOIJRCES REFIWE WEST 1 NGHOU'X TAKED0k.R 1.REUIEW SETTLEMENT

2.COMMUNICATE TC) MANAGEMENT

3.MEET WITH UNION MEMBERSHIP

4.MEET WITH INDIISTRIAL RELAT I ON TEAM

5 . IDENTIFY HEALTH/SAFETY I55UES

E. I N I T A L NLO CONTACTS

HUMAN RESOURCES B COHMUNICATE RELATlONS

1,ESTABLISH INTERFACE BETWEEN

2. CQMMUNICATE THE NF 1J WEST I NGHOUSE TF AM TO FERNALD EMPLOYES

3.MANAGEMFNT TEAM GETS INTO WORK AREA

4 .FAMILIAHIZATION OF WF ST I NI~HOIJSE 1 NTO FERNALD

C.RFLOCATION PROCESS

1.MAKE CONTACT WITH RELOCATION POEPI-E AT WEST I bI!';HOUSE HEADQUARTERS

2.BEGIN RELOCATION PROCESS

D.DOE INTERFACE

E. HUMAN NEEDS

F . UNION MANAGERMENT RELAT 1 ONSH I PS

G.BENEFITS

H.TRAINING

START STOP DATE DATE

08-No~J-85 2 6 - D ~ c - 8 5

1 1 -Nou-85 3 1- DOC - 85

0 3 - ~ o u - 8 5 ~ ~ - D ~ C - B F ~

t18-Nou -85 31-Dac- 85

11 -NOW- 85 3 1 -Dsc- 85

1B -Nov-85 16- De c-85

07- NOW-85 19-OCC- 85

11-NOW-85 29-NOU-85

06-NOW-85 31-OCC-85

OB-NOU-B~ 31-D0c-85

06-NOV-85 31-DBC-A5

04-NOU-85 31-DOC-85

10-Now-85 31-Dec-85

06-NOW-85 31-DOC-85

1 0 - NOV -05 3 1 - D O C - 85

DAYS PERCENT DAYS LEFT TIME I?EPOHTED

I N I N RFMAINING PERCENT TASK TASK --

48

5 0

40

53

50

28

42

5 7

10

55

53

55

5 7

5 1

5 5

5 1

22

2 7

9

27

2 7

12

15

2 7

0

2 7

27

2 7

27

2 7

2 7

27

I N TASK COMPLETION -

45.8%

54. o x 2 2 . 5 %

50.9%

5 4 . 0 %

42.9%

35.7%

47.4%

0 . 0 %

49.1%

5 0 . 9 %

49.1%

47.4%

5 2 . 9 %

49.1%

5 2 . 9 %

5 0 . 0 %

5 0 . 0 %

0. 0%

100.0%

4 0 . 0 %

5 0 . 0 %

6 6 . 7 %

50.0%

1 0 0 . 0 %

66.7%

66.7%

t33.3%

5 7 . 1 %

4 0 . l ) %

6 0 . 0 %

5 0 . 0 %

(ATTACHMENT " A " 1

RWORT DATE: HI-WEEKLY WORK TASK STATUS SHFET

* WILL CONTINUE BEYOND 75 DAY PHASE-IN 04-Dec-85

DEPARTMENT MANAGER WORK TASK -.______-_-__I_ ~ - - .

3 COMMl IN I TY WOODS A. I NTRODUCT I ON TO COMMUNI TY U I A I t+Jlll .WNENT PRESS CONFERENCE

B. DEUELOP WMCO COMMI.IN I TY

C.MEET WITH LOCAL SlJPPORT AGENCIES I NCJOLUEHENT POL I CY

TO W G I N i lR CONTINIJF: COOPERATIUE AGREEMENTS

D I ShUSS I SSI JKS AND THE I R NEEDS

ISSLJANCE OF NEWS REL.EASES ON WHcO A C T l U I T l E S AND UET(::'I?M I NE PROPER CHANNEI-S AND CLEARANCE PROCEDURES

D.MEET KEY COMMUNITY LEADERS AND

E. ESTABI.. I SH A PROGRAM FOR

F.ESTAELISH INTERFACE BETWEEN WMOO AND WE^ r I NI;HO{JSE CORP. COMMUNICATIONS

I NTERFHCES W I TH DUE

PRACT I f:ES TO I)ATEFIM I NE IF COST EFFICIENCIES CAN RE EFFECTED

REI .AT I UNS POL. I C I L'S HNO PROGRAMS WITH PARTICULAR EMPHASIS ON COOHD 1 NAT 1 ON OF RESPON'jE WITH DOE

J.CREATE NEW POSITION OF MRNAGER (IF COMMIJN I TY I NCJOL.EMENT

K.REUIEW COMMUNITY INUOLEMENT f3I JOGET AND PRiIJEC: TED RIJDGET NEEDS

L.PREPAHE COMMLJNITY INUOLEMENT PROGRAM AND SlJEMIT TPO DOE

G.REUIEW PERSONNEL ASSIGNMENTS &.

H . A11D I T COMMUN I TY REI .AT 1 ONS

I.REUIEW NLO COMMMUNITY


- _ I ~

07-Nou-65 01-Nov-65

07-N0u-89 3 1 - D ~ c - 6 5

0 8 -No V- 85 04- De c - 65

04-Nou-85 22-Nou-85

08 - Nou- 85 13 -Nou- 65

11-NOU-65 13-DCC-65

02-Dec-64, 20-Doc-65

11-Nov-85 22-NOU-85

0 3-Now- 85 18-Dec-85

11-Nou-85 31-Dec-65

02-Dec-65 31-Dec-85

DAYS PERCENT DAYS LEFT TIME REPORTE13

I N I N REMAINING PERCENT TASK TASK .~ .-

-6

5 4

26

18

3 5

5

32

18

1 1

45

50

29

0

2 7

0

0

9

16

0

14

2 7

2 7

I N TASK 'COMPLET I ON --

0 . 0 % 1 0 0 . 0 %

5 0 . 0 % 5 0 . 0 %

0 . 0 % 40.0%

0 . 0 %

2 5 . 7 %

0 . 0 %

33 .3%

0.0%

2 8 . 1 %

88. 9%

0.0%

100.0%

3 3 . 3 %

0 . 0 %

100.0%

31.1% 3 3 . 3 %

54 .0% 3 3 . 3 %

9 3 . 1 % 0 . 0 %

(ATTACHMENT "A" 1

r2EPhRT DATE : E I -WEEKL.Y WORK TASK STATIJS SHEET

* WILL CONTINUE BEYOND 75 DAY PHASE-IN 04-DOC-85

DAYS PERCENT DAYS LEFT TIME REPORTED

START STOP I N I N REMAINING PERCENT DEPARTMENT MANAGER WORK TASK DATE DATE TASK TASK I N TASK COMPLETION

- --- I ~ - . . - - --_- ._-._I____ 4 ENIJIRONMENTAL ROGAR A.REUIEW DOCUMENTATION RELATING

'.iHFETY, AND TO ADEQUACY OF THE HEALTH, HEAI-TH SAFETY, AND ENVIRONMENTAL

PROTECTION PROGRAM (INCLUDING) WORKMEN'S COMPENSATION CASES, RADIOLOGICAL MONITORING RECORDS PERSONNEL EXPOSURE RECORDS, OUTSTfiND I NG ON I ON AND NE I GHBQR

A T I NG nCCURANCE REPORTS ) 1.OUTSTANDING UNION

2. OlJTSTAND I NG NE I GHOR COMPLAINTS 3 . UNLJSLJAL OPERAT I NG

COIIPLA I NTS AND UNlISlJAL OPER-

COMPLA I NTS

ilCUIJRANCE REPORTS

B.REUIEW STATE OF O H I O AND WITH NLO C.REUIEW OPERATIONAL B MAIN- TENANCE PRACT I CES TO I DENT I FY ANY HIGH RISKS, UNACCEPTABLE PRACT I CE5, ACID EQIJ I PMENT DEFICIENCES RELATIVE TO RADIALOGICRL/INDIJSTRIAL SAFETY B HYGIENE D. REU I EW DOE ENU I RONMENT , ATIONS AND DETERMINE STATUS OF REStJLT I NG NLO Al?T IONS E.REUIEW NLO CRIT ICAL ITY (:ONTHTIL PROGRflM I NCI..IJD I NG PROCEDURES, TRA I N I N& PPOCEDURES , EMERGENCY ACT I i)NS AND H I STORY

SAFETY, 8. tllZAL.TH RECWWIEIWJ-

06-NOU-85 18-Drc-85 4 2 14 3 3 . 3 %

04-NOU-85 16-DEC-BI; 4 2 1 2 28 .6%

18-NOU-85 31-DOC-05 43 27 6 2 . A%

04-NOU-85 16-DeC-85 41 12

04-N0&~-85 31-DEC-85 57 2 7

19 11-Nou-85 23-Dec-85 42

. . 18-NOU-85 16-DOC-85 2 8 12

2 8 . 6 %

47.4%

45.2%

42.9%

0. 0%

1 0 0 . 0%

100.0%

5 0 . 0 %

3 3 . 3 %

6 6 . 7 %

50 .0%

F.CONDUCT TRANSFER OF ESRH INFOR- 04-NOU-85 31-DEC-85 57 2 7 MAT I ON AND RECnPDS ON EMPL IIYEES

1. EXPOSIJRE REPOR r s 2. ENU I RONMENTAL REPORTS 3.INDUSTRIAL SAFETY 4.GENERAL SAFETY

47.4% 1 6 . 7 %

(ATTACHMENT " A " )

8 1 -WEEKLY WORK TASK STATLIS SHEET

* WILL ClIlNT INUE BEYOND 75 DAY PHASE- I N 0 4- Dec -85

DAYS PERCENT DAYS LEFT TLMF

Sl ART. STOP I N I N REMAINING PERCENT I~f~F'APTI?I'bJJT t1ANAM.R WORK TASK DATE DATE TASK TASK I N TnSK COMPLETION

-._-_I_ --___ -- --- ~ __ .--

4 E N ~ I RONIIENTRI.. mtw? G. REU I EW AND REU I SE NL a SAFETY, AND EMERGENCY PI .AN TO I Ni70RPi3RATE kIEAI..TH WESTINGHDUSE KEY PERSONNEL

nND I NDOCTR I NATE STAFF MEMHEHS AS TO THEIR ROLE I N THE PLAN

1. REVIEW EMERGENCY PLAN TO

DOE MANLIAI. CHAPTER ASS1 JKE C:IIMPI_ I ANiX W I TH

R E W I REIIENTS CiND fVWJ I IK WR I TTEN REPORT

2. INDOCTRIATE STAFF MKhB6:RS AS 'TO THEIR ROLE I N THE EMERGENCY faLAN

04-NOW-85 1 2 - D ~ c - 8 5 38 8 ' 2 1 . 1 % 50 .0%

02-Drc-85 31-Dec-85 2 9 2P 9 3 . 1 % 0 . 0 %

H.RFUIEW NL.0 HE-ALTH AND SAFETY

HEALTH AN0 SAFETY TRAIN I NG D 1 0 I S I ON PROGPAM I NCI-IJD I NG THE

0 2 - D ~ c - 8 5 3 l - D ~ c - l ? ~ , 2 9 2 7 9 3 . 1 % 1 6 . 7 %

1 . EUAI..llATE AI..ARA PRClGPAM

. I . ASSFSS EX I ST I NG ENlJ I I?C7tWlENTAl- MANAGEMENT PLAN AND PROUIDE RECOMMENDAT I QNS F13R NO[) I F I - CAT I ON AND I MPLEMENTAT I ON

02-Dsc-85 23-Dec-85 2 1 19

i i - ~ o ~ - - a 5 23-uec-e5 4 2 19

9 0 . 5 %

45.2%

5 0 . 0 %

3 3 . 3 %

(ATTACHMENT " A " )

B I -WE.EKLY WORK TASK STATUS SHEET

WILL CONTINUE BEYOND 75 DAY PHASE-IN WPOPT DA rE : 04-Dec-Y5

ClEPARTMFbIT MANAGER WORK TASK - - ___-_I _- --___

5 SF CUP 1 TY , WEDDLE A. BFCOME F A M I L I AR W I TH 5AFEGIJARDS, IS IIHGAN I -/AT I IIN fjND IIPFRAT I ONAL ACTOIINTAB I L 1 TY PROCEDURES OF THI- SECIJR I TY

DFPARTMFNT

B.ASSESS CAPABILITY WITH RFGFiRT, TO PL ANT PROTECT I ON, FMPl.OYFE ACCESS, UISITOP CONTPOL , I% PER I IlETFR 5f-Cl IP I T Y , TPANSFER CH AND RfiOIO LICENSE ro w-w I NGHOUSE

C . ASSESS CAPAP 1 1 I TY OF TtlF NIJ13L ERR M A W R 1kl.S TOtITPIlL WITH RFSPFCT TO PHYS I CAI- PPOTFCT 1 ON AND Rl-COl INTAH I L I TY OF tIUC1 EAR MATERIAIS. CONDUCT INDOCTRIN- ATION ON SNM SAFEf;IJAROS AND ACCOUNTABILITY.

0. CQNDl ICT I NDOCTR I NAT I ON AN13 ON

SYSTEMS

E. RFU I SE EIIFRGENCY ORGAN I ZAT I ON TO INICLIJUE I.IE5-f I ttGliOl6E CIND DOE

F . CONDUCT AN I NI3EPENDFNT ALJD I T

SYSTEM

S I I E SCIW I ry tw- i iwi~w:~ AND

I F ACCOUNTAH I I_ I ry RECORDS &

G . I NTERFACE W I TH SEClJR I TY PERSONNEL FROM WEST I NI;HOI.JSE HEADQUARTERS ANri OTHER WASTE MAIWGEMENT FAC 11. I T I ES WHO H A W EXTENSIVE EXPERIENCE WITH PRECAUT I ONS UGA I NST ADVERSE SITUATIONS

H. REV I EW SAND I A NAT I ONAL- I-AHORATORY & OAK R I M E OPERAT 1 ONS STAFF EOAL IIAT IONS OF FMPC SAFEGUARDS AND SEClJR I TY AND EVALUATE NLO CORRECT I IJE A(3TIONS TO DATE. BASED ON THE.SE EVALUATIONS, PFCOMMEND REO I S I ONS OR Ci3NT I NUAT I ON OF NI.O ACTION PLAN

DAYS PERCENT DAY9 I.EFT TIME PEP~RTEIJ

START STOP I N I N RFMAINING PERCENT DATE DATE TASK TASK

06-Nou-65 3 1 - D e ~ - 8 ~ ; 55 2 7

OB-NCJU-B~ 1 3 - D ~ c - 8 5 35 9

08-NOU-85 2 0 - D ~ c - 8 5 43 16

TO BE PERFORMFD LlNClFR I' E"

0 4 - N 0 ~ - 8 5 ~B-Nou-BF. 2 4 0

~ R - N c J u - ~ ~ 20-DEC-85 3 2 16

I N TASK COMPLETION --

34.9%

49 .1%

49.1%

2 5 . 7 %

3A. 1%

0.0%

so. o x

66.7%

50.0%

4 0 . o t

2 5 . 0 %

3 5 . 0 %

5 0 . 0 %

2 5 . 0 %

, (ATTACHMENT " A " )

El-WEEKLY WORK TASK STATUS SHEET

* WILL CONTINtJE BEYOND 75 DAY PHASE-IN RC:PORT DATE: 04- Dec -85

DFPAPTMENT MANAGER WORK TASK --...-..-_------ ----___

6 FINANCE REYNOLDS A.ASSESS BUDGET PLANNING PROCESS

6. ESTABI.. I SH WORK I NG RELAT ION- SHIPS WITH DOE

C . REV I EW BLJDGFT PL ANN I NG AND FIJNDING OF FMPC

D . REU I ECJ EX I ST I NG ORGAN 1 ZAT I ON, POL I C I E5, ANI? FMPC HCCOliNT I NG SYSTEM

E.REUIEW EXISTING L I M I T S OF AI JTHUR I TY AND l?EU I SE AFTER ADEQUATE REV I EW & APPROUAL.

F . REU I EW PROPERTY AND 1 NUENTORY RFCOPDS AND ISSlJE REPIIRT TO PRESIDENT OF WMCO

G. ESTABL. I SH NECESSARY INTERFAI-ES HFTWEEN WMl:O AND WESTINGHOUSE HEADQUARTERS

H . REV I EW THE ACCOUNTS PAYABLE FLJNCT I ON

I . ESTARI.. I SH PAYROL. 1. FOR NLO EMPl .I.lYEES WHO ACCEPT WFSTINGHOUSE OFFER

J.REUIEW TIME REPORTING AND MAKE RE!J I S I ilNS 1 F NECESSARY AFTER RECEIVING APPROUAL

K.TRANSFER EXISTING LETTER OF Cl?EI! I T TO WEST I NWOIJSE AND PROCURE CHECK STOCK

L.REUIEW STATUS OF F Y 1986 PROGRAMS

STClP DATE DATE

START

-- --- COMRINED WITH "C"

00-Nov-85 31-Dsc-85

l l - N 0 v - 8 5 16-DOC-85

O4-No U-85 13- D ~ c -R5

1 1 - N < ~ ~ - 8 5 31-DOC-85

1 1-Nov-E5 13-Dec-E5

08-NOV-85 19-Dsc- 85

OR-Nov-85 0 4 - Dsc - 85

08-N0u-85 31-DOC-85

11-Nou-85 31-Dec-85

11-Nov-85 23-Dec-E5

DAYS PERCENT REPORTEI) DAYS LEFT TIME

I N I N REMAINING PERCENT

53

35

39

50

3 2

4 1

2 6

5 3

5 o

3 5

42

27

12

9

2 7

9

1 5

0

2 7

2 7

12

19

TASK TASK - --

I N TASK CDMPLETION -_

5 0 . 9 %

3 4 . 3 %

2 3 . 1 %

54.0%

28.1%

3 6 . 6 %

0 . 0 %

5 0 . 9 %

5 4 . 0 %

34 .3%

45 .2%

3 3 . 3 %

3 3 . 3 %

3 3 . 3 %

33 .3%

0 . 0 %

75.0%

1 0 0 . 0 %

25 .0%

0 . 0 %

6 6 . 7 %

25 .0%

, I (ATTACHMENT "A" )

BI-WEEKLY WORK TASK STATUS SHEET r14-~ec-e5

* WILL CONTINUE BEYOND 75 DAY PHASE-IN DAYS PERCENT DAYS L.EFT TIME REPORTElj

START STOP I N I N REMAINING PERCENT Dl-PAR'rMf:NT MANAGFR WORK TASK DATE DATE TASK TASK I N TASK COMPLETION

---___- .-- - -- ~__._^_-_._I-- --- -- 7 LFGAL. AND HULL.. A. DEVELOP A SAT I SFACTORY 04-Nou-85 31-Dec-B9 57 27 47.4% 66 .7%

CONTRACTS CONTACT RtlP!IIIT I NG M&NQFF.MENT STRUCTLJRE TO ENSURE

CCIMPL. I ANCE W I TH ALL GOVERNMENT REOUIREMENTS

. 8.NEGOTIATE'A CPFF CONTRACT FOR FIRST N I t E MONTHS PERIOD AFTER TAKEOUER

C.REUIEW AND EUALUATE ANY OUTSTAND I Ni; 1. I T I GAT I ON

D.REUIEW PATENT REUJLATIONS AND POL.ICIE'3

E. NEGOT I ATE A CONTRACT

CONSTRLJCTORS TO BE

OUER DATE

MEET WITH NLU PEKEjONNEL

l J l T H KELLOGG RUST

EFFECT I I.JE A T n iF: TRU'E-

F . WEST I NGHOUSE LEGAL PERSONNEI-

04-Nou-85 16-Dec-85 42 12

31-Oct -85 23-Oec-05 5 3 I 9

1 8 - N 0 ~ - 8 5 16-Dee-85 28 12

04-Nou-85 12-Dec-85 38 8

25-Nou-85 14-Dac-85 19 1 0

28.6% 66.7%

3 5 . 8%

47.9%

2 1 . 1 %

3 3 . 3 %

5 0 . 0 %

24. o x

5 2 . 6 % 3 0 . ox

(ATTACHMENT " A " )

91-WEEKLY WORK TASK STATtJS SHEET

* WILL CONT1NI.IE BFYOND 75 DAY PtlASE-Ibi R!-:PI)RT OA'I-E : 04-Dec - 8 5

START STOP ISF3'ARTHFNl IIAIIAGER WORK TASK DATE DATE

-- ----- -_I-----

8 EN6 INFER I NG ROGAR A. DEF I NE METH0T:JS OF I NTERFAC I NG 0 7-NOV-85 1 3-NO V-85 ANT? S0NSTRUi:T ION IjETGIFXN TECHN I CAL L? I U I S I ON

PERSONNEL AND THE I R COIJNTER-. PfiRTS I N THE DOE FMPC OFFICE

B.PRFPARE A CAD IMPLEMENTATION 1 1 - N 0 ~ - 8 5 31-DOC-85 PIAN IifJSED IIN OHkW I NG SlhlUS , USE, AND NEEDS

i: . TAKE hilCRE7S I VE R W E I N MAV I NG RECOMMENDATIONS TO DOE: BASED ON WE'3T I NI;HOU'iE MANAIX3lFNT & ENGINEERING EXPERENCE. NOTE: THIS WILL HE CARRIED OIJT AS PART OF TASK 8R,8E,BF WELL AS

HCTIUITY N12

D.REUIEW ENGINEERING PERSONNEL EXPERTISE AND RECOMMEND APPROIATE ORGANIZATION AND TRAINING PRnGRfiMS FOR ANT I C I PATED DESIGN EFFORTS.

NOTE: THIS WILL RE CARRIED OUT AS PART OF TASK BG.

E. SURlJEY ENG I NEER I NG STAFF FOR DETERMINATION OF PRIIHL.EMS 1JH I IIH hFFEr:T THE I R PRODUCTIVITY.

NOTE: THIS WILL RE CARRIED OUT AS PART OF TASK 8G.

F.REUIEW LIAISON PROCESS AND 11-Ncrv-85 30-Jun-8Co W P E P I E N i F W I Tt i FMPC PRODIJCT USERS CY-12 OAK RIDGE, THE SAVANNAH ROVER PLRNT, imcKY FLATS, AND HANFQRD)

G.AE;SESS STATUS AND WnRK LOAD 11-Nov-85 3 1 - D ~ c - 8 5 8, STAFFING FOR A1.L IIF ENGIN- EERING AND CONSTRUCTION AND TECHNICAL SERUICES A C T I V I T I E S

H.CONSTR1JCTION MANAGEMENT- 11-Nov-85 13-Dec-85 DEI JEIJIP PPOCEDIJHES/ I NTFRFRCE BETWEEN WEST I NGHOUSE AND K(EI-LDGG RIJST

6

5 rt

23 1

5 0

32

DAYS PFRCFNT REPDPTFO DAYS LEFT TIME

I N IN RFMAINING PFRCFtJT TASK 1ASK I N TASK COMPLETION -- - -- -_ --

0 0 . 0 % 5 0 . 0 %

27 5 4 . 0 % 3 3 . 3 %

2 08 90.0% 50.0%

27 5 4 . 0 % 2 5 . 0 %

9 28.1% 66.7%

(ATTACHMENT "A" )

REIWRT DATE : BI-WEEKLY WORK TASK STATUS SHEET

* WILL CONT INUE BEYOND 75 DAY PHASE- I N I) 4 - De c - 8 5

DFPARlMFNT MANAGER WORK TASK

9 MANAGEMENT NORTH A.EUALUATE COST B SCHEDULE -I_ - --_-

l31NTROL CONTl-?r)L P?YSTEM SOFTWARE AND SYSTEM HARDWARE CllRRENTLY I N PI ACE

AT FMPC. INTRODtlCE , IF REQUIRED, FAMILIARIZATION WITH

STANDARD LOTUS SOFTWARE HEWL ETT-PACKARD PC , A N 0

B.REUIEW EXISTING ORGANI- .?AT I ON I 5 STAFF I NI; , P IIL. I C I €3, PROCEDURES, AND EQIJ I PMENT Rt3.A.Tf<D TO MANAGEMENT CONTROL SYSTEMS AND EfFECT CHANGES AS HEOll I RED

C . EUAI..UATE EX I ST I NG COST AND %I IFDUI. E CONTfWIL SYSl17M FOR COI?PLIANCE WITH DOE CRITERIA AND EFFECT CHANIXS AS REQIJ I RED

D . DEUEL OP A PLAN, WITH

A UAL.IDATED C/SCSC SYSTEM AT M I I.ES rows FnR I MPI EMFNT I NG

wMrm

E.REUIEW, STUDY, AND UNOEPSTAND T I E nOl'UI?ENT " F Y 8 7 I NFQRPIAT ION

RANGE S ITE PLANS" DATFO 01/25 /85 , WHICH Rt-FLFCTS ADP SYSTEM AT FMPC

TFCHNOLOGY RCSOtJRCES, LONG-

F . I N I T I A T E PLANNING O F A WORK UHEAKDOLJN STRI IL'TURE. T I i I S PI-ANN I NG WILL BE SYNCHRON I ZED WITH DEUELQPMENT/IMPLFMENTATIQN OF C/SCSC SYSTEM

G.STAFF REQMTS FOR PROG CNTRL. a INTERG.

DAYS PERCENT tmfs LFFT TIME RI'PORTEl3

START STOP I N I N RFMAINING PERCENT DATE DATE TASK TASK IN TASK COMPLETION -- -

04-NOU-85 2 2 - D ~ c - 8 5 48 1EI .37.5% 33.396

04-NOU-85 13-Dec-85 3Y 9 23.1% 37.3%

l l - N 0 ~ - 8 5 1 6 - D ~ c - 8 5 35 12 3 4 . 3 % 25.0%

25-Nou-8F; 23-DBC-85 20 15 6 7 . 9 % 20.0%

16-Nnv-85 13-Dec-8% 25 9 3 6 . 0 % 33.3%

14-Nnv-85 16-Dec-85. 32 12

04-NOV-85 16-Drc-85 42 12

H. DEUELOPE INTEGRATED MANAGEMENT 06-Nou-85 31-Dec-85 55 . 2 7 CIINTROL PLAN

37.5%

2 8 . 6 %

49.1%

4 0 . 0 %

2 5 . 0 %

16.7%

1

(ATTACHMENT " A " 1

BI-WEEKLY WORK TASK STATUS SHEET SEIWHT DATE: 0 4 - DC c - 8 5

* WILL CONTINUE BEYOND 75 DAY PHASE- I N

DEPARTMENT MANAGER WORK TASK s7 ART STOP

DATE DATE ----.....c---.- _^_I_--

QlJAl YTY GRUMSK I A. STUDY AND-EUALUATE THE 11-Nou-85 31-Dec-85 AC;3URANUE CHARTLHS , PF SPi3NLj I R I L. I T I E5

AUTHORITIES, AND INTERFACE OF UAR I OUS Q1 JHL I TY ASSUHClNZE ORGANIZATIONS AT FMPC INCLUDING KELLOGG RlJST

R.RFCOMMEND A PROGRAM TO 11-Nou-85 15-Dec-85 I JPGRRDE TIiE N l 0 QIJAL I T t ASSLIRANCE PPQGRAM TO MFET

DOE 5700.6 R E W I REMEN TS OF NUA- 1 AND

C.REUIEW QUALITY ASSURANCE AUDIT 01-Dec-85 16-Dac-86 REPORTS FOR T I E PilST 12 MONTHS AND QUALITY ASSURANCE RELATED FINDINIX OF THE 1984 TfiSK FORCE REPORT.

QUAL I TY I Mk'ROIJFMtNT PROGRAMS UEPSUS WEST I NGHOUSE STHNOARDS FOR QUAL I T Y EXCELLENCE

D . I N I T I A T E AN ASSESSMENT OF THE NLO 03-N0u-85 31-Dcc-BL.

5 0

3 4

15

58

DAYS PERCENT HI'POHTED DAY'S LEFT TIME

I N I N REMAINING PERCENT TASK TASK I N TASK COMPLETION - --- -- -

2 7 54.0% 57.1%

1 1 3 2 . 4 %

12 8 0 . 0 %

27 46.6%

5 0 . 0 %

5 0 . 0 %

5 0 . 0 %

(ATTACHMENT "A" )

BI-WEEKLY WORK TASK STATUS SHEET RIIP~JHT DATE: 0 4- De c - 8 5

* WILL CONTINUE BEYOND 7 5 DAY PHASE- I N

DF PAR I MENT MANAGFR WORK TASK

1 3 WASTE WATTS A.HEET WITH DOE AND REUIEW - --- _-- __-

MANAGEMI:NT WASTE MANAGEMENT PROGRAMS AND I SSLJES

hCID WASTE MANAGEMFNT PLAN T I E I N CAPITAL EWll I PMENT REOU I REMENTS & PERSONNEL EXPOSLlRf- H I STORY

FYPC PROCESS LJASTE fiND OTHER HA7ARDOLIS MATER I A L

DOE, EPA, ANI, OHIO STATE REGULAT I (INS

MANAGEMENT OF S17L I D LIQCIID PRODUCTS AND OTHER STORED HAZARDflIJS MA TER I A L INTO COMPLIANCE

CJASTE MANAGEMENT. CONOLJCT ON-S I TE I NTEPU I EWS AND DEUELOP ORGANIZATION FROM NLO PERSONNEL

F.WATER POLLUTION CONTROL PPiIJECT GOUFD 11/7/85 1

G . PROPFR STORAGE OF THORIA hT FMPC.(ADDED 11/7/05)

B.REUIEW THE COMBINED ES&H

C.EUALUATE THE HANDLING OF

AS RELATED TO cnMPi IANCE WITH

D . I N I T I A T E PLAN FOR BRINGING THE

€.IDENTIFY STAFF MEMBFRS FOR


07-NOV-85 3 1 - D 0 ~ - 8 5

OB-NCOU- 85 23 -Dec-85

18-Nou-85 31-Dec-85

18-Nou-85 23-Dec-85

08-NoU-85 23-Doc-85

11-Nou-85 31-Dec-85

11-NOU-85 3 1 - D ~ c - 8 5

DAYS PERCENT DAYS LEFT TIME REPORTED

I N I N REMAINING PERCENT TASK TASK

2 7 --

5 4

45

43

35

45

5 0

5 0

19

27

19

19

2 7

27

I N TASK COMPLETION -

50.0% 5 0 . 0 %

42.2% 3 3 . 3 %

62.8% 3 3 . 3 %

5 4 . 3 % 33.3%

42.2% 3 3 . 3 %

54.0% 1 0 0 . 0 %

54.0% 3 3 . 3 %

(ATTACHMENT "A" )

BI-WEEKLY WORK TASK STATUS SHEET

WILL CONTINUE BEYONO 7 5 DAY PHASE-IN HFPOlJT OATI::: 0 4 - D ~ c - 8 5

DCPAR'TMFNT MANAGER WORK TASK START STOP

DATE DATE - _ - - . - _ I - _ ~ --- - --- --

1 ? PRnfNJCT I V I TY EL I KAN A. REV I EW AND EVALUATE THE 07-Nov-85 2R-Oec-85 EXISTING RCTIUIT IES CI)MPRISING

PROGRAM THE PRnDUCTlUITY RETENTION PROGRAM

I?? TENT I [IN

B.REUIEW THE STATUS OF EACH 07-Nou- 85 1 0- Dec -85 FAC 11. I TY I MPROVFME.NT OR RESTOFAT I ON PROJECT CURRENTLY IINOFPCJAY TO I DFNT If Y PRESENT OF POTFNTIAL PRORIFMS. MANAGF- MENT PIANS FOR ADDRFSSING THE PROBLFMS W I I-L BE DEUEL OPED

C . REV I EW THE POL IC I ES AND 11-Nov-85 1 7 - D ~ c - B s PRWEOURFS OF NLO CClljERItIG THE PLANNING, ESTIMATING, .311ST I FY ING , APPRQU I NG , AND ACQUISITION AND CONSTRUCTION OF NEW OR MODIFIED FACI I . IT IES (PER DOE-FERNALD HIGH PRIORITY)

D.PREPARE RFP0RT:STATUS 8, PLANS 09-De c - 85 3 1 -De c - R 5 I-OR PRr)l)lJCT I V I TY RETt-.NT I I IN PROGRAM

5 1

3 3

3 6

22

DAYS PERCENT REPORTED DAYS LEFT TIME

I N IN REMAINING PERCENT TASK TASK I N TASK COMPLETION - -I_ -

2 4 47.1% 33.3%

6 18.2% 25.0%

13 36.1% 37.3%

2 7 100 .0% 0.0%

, (ATTACHMENT " A " )

01-WEEKLY WORK TASK STATUS SHEET

* WILL CONTINUE BEYOND 75 DAY PHASE-IN REPlIRT 0 A T E : 0 4 - 0 0 c - ~ 5

DEPAHTMFNT MANAGER WORK TASK I --- .-_.__II-----. -..- ----

13 PURCHASING WEDDLE A.ENSURE PREPARATION FOR wiSIr;NMF:NT OF NLO P i ) lS ro WMCO

R.REUIEW EXISTING ORGANIZATION, POL IC I €5, ANTI PROUEUIIPES

C.REUIEW L I M I T S OF AIITHOHITY I 'LOA) AND PECJISE AS NECESSARY

D.REUIEW THE STATLIS OF MAJOR F Y 1905 PROCUREMENT ACTIUI r Y

E.REUIEW THE BACKLOG STATUS

F . R W IEW PR0I;RdM CrJNTPill-S FOR ACTUAL SPEND I NG AND COMM I TMENTS

G.ESTABI-ISH INTERFACES BETWEEN

QUARTERS TO ENSURE THAT I NFOPMAT 1 ON IS EXCHANGED BFTWEEN GROUPS THAT COULD LEAD TO COST IMPROUEMECITS I N WMCO PURCHASING DEPARTMENT

WMCO AND WEST I NCHOLJSE HEAD-

H.REUIEW 7 EVALUATE ENTIRE PPOCUREMENT SYSTFtl

I . EUALUATE NLO SOC 1 0-ECONONI C PHflGRAM


07-Nou-85 31-Jan-86 -

07-Nou- 85 13- De c -85

04-Nnu-85 04-Dec-85

04-NOU-E5 02-Dec-H5

0 4 -t4ou-85 20-Dec-85

18-NOU-85 01-Dec-85

11-NUU-85 31-Dec-R5

1 FJ-NcIu- 85 2 0- D ~ c -85

DAYS PERCENT REPOPTED DAYS LFFT TINE

I N I N REMAINING PERCENT TASK TASK I N TASK COMPLETION -- -

a5 5 8

36

36

3 0

2H

46

13

5 0

32

9

9

0

0

16

0

2 7

16

- 6 8 . 2 %

2 5 . 0 %

2 5 . 0 %

0.0%

0 . 0 %

3 4 . 8 %

0 . 0 %

54 .0%

50.0%

60.0%

66.7%

66.7%

100.0%

1 0 0 . 0 %

33.3%

100 .0%

6 6 . 7 %

6 6 . 7 % .

\ (ATTACHMENT " A " )

E I -WEEKLY WORK TASK STATUS SHEET wpim r DATE : 04-De c - 85

it WILL CONTlNUE BEYOND 75 DAY PHASE-IN

DEPARTMENT MANAGER WORK TASK - _____-

14 L IA ISON WEINRCICH A.DEFINE INTERFACING DISCIPLINES GI I Ttl $IPiTOMEfZS OND KEY PEPSl3NNEl

OF FMPC B.ESTABLISH POLICIES; AND PROCEDURES AN@ DOE COWERING WORKING WITH DOE &

REGULATORY AGENCIES

PROUIJCT DEI- I I.KRY AND QIIAL. I TY REQUIREMENTS

C.REUIEW OF USER NEEDS,SUCH

D. DEFINE CR 1T I CAI.. A @ t l I N. OND TECHN I CAL Aw:As REIIU I R I NG ATTENT 1 ON

PRI 0 I TY ADM I N. AND TECHN I CAI- EFFORTS ANI) REQUIRED MILESTONES

PRIORITIES

LONG TERM PLANS

. . E.OBTAIN CONCURRENCE,IN

F.OBTA1N DOE OPINIONS &

G.REUIEW OF USERS SHORT AND


-___I- __-- 07-NOV- 85 2 2 - N o ~ - 05

07-Nou-85 20-Dec-65

07-Nou- 85 04-Dec-85

18-Nou-85 06-Jan-86

07-Nuu-85, 06-Dec-85

18-Nou-85 13-Dec-85

DAYS PERCFNT DAYS LEFT TIME REPORTED

I N I N REMAINING PERCENT TASK TASK I N TASK COMPLETION

- -- --_ - 1'; 0 0 .0% 33 .3%

4 3 16 37 .2% 66 .7% . .

27 0 0.0% 1 0 0 . 0 %

43 16 37 .2% 3 3 . 3 %

49 39 67.3% 3 3 . 3 2

29 2 6 . 9 % 66 .7%

25 9 36.0% 100 .0%

C ATTACHMENT " A " )

B I -WFEKLY WORK TASK STATLJS SHEET RI-:PI)RT DATE : 0 4 - h ~ -85

* WILL CONTINUE BEYONI) 75 DAY PHASE-IN DAYS PFRCFNT DAYS LEFT TIME PFPORTE[)

STOP I N I N REMAINING PERCENT S rAHT DFPARTMFNT MANAGER WORK TASK DATE DATE TASK TASK I N TASK COMPl.ErION

- -- --- ---...-- I- ---- -.---- --- ____c_ -_ - 15 NlNt MONTH NORTH A.ASSESS ANNUAL BUDGET O ~ - N O V - B ~ 3 1 - D ~ c - 0 5 57 2 7 47.4% 3 3 . 3 %

PROGRAM Pf OLJIR~-MFNTS PL AN R.DEUELOP FYH6 BCIDGETS 8, l l - N o ~ - B C i 31-D~c-85 5 0 27 54.0% 2 5 . 0 %

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