Work Management Procedure 0

Contents 1 WHAT 2 WHO 3 WHY 4 HOW 5 RESOURCES 6 REVISION HISTORY 7 Appendices 7.1 Appendix A - COO Work Management Process 7.1.1 Purpose 7.1.2 Program Elements 7.1.3 Administrative Implementation 7.2 Appendix B - COO Outage Planning and Management 7.2.1 Purpose 7.2.2 Program Elements 7.2.3 Administrative Implementation 7.3 Appendix C - Work Package Development 7.3.1 Purpose 7.3.2 Program Elements 7.3.3 Administrative Implementation

WHAT

The Chief Operating Officer (COO) Work Management functional area defines and describes the administrative controls necessary to ensure that where the same functions are performed across COO organizations, these functions are implemented the same way (i.e., expectations, requirements, tools, reporting, etc.)

WHO

All COO personnel are to take the appropriate actions to implement and adhere to the program requirements, policies, and expectations.

WHY

This supports both performance improvement and cost reduction through leveraging of company resources, rapid replication of best practices, and transportability of people, processes and hardware. It is expected that these controls will promote standardization of processes and tools across the COO organization to the extent they achieve an optimum business outcome. The cost benefit, including divisional-specific needs, must be considered in determining the appropriate level and timing of standardization.

HOW

This functional area includes the following major programs:

COO Work Management Process (Appendix A)

COO Outage Planning and Management (Appendix B)

Work Package Development (Appendix C)

The purpose, program elements and method of implementation of each of these programs are described in the appendixes of this document.

RESOURCES

• TVA Practices list
• TVA Procedures list

REVISION HISTORY

June, 2006

Appendices

Appendix A - COO Work Management Process

Purpose

The COO Work Management Process Program establishes the concepts, philosophies, and minimum requirements of work management in the COO. It applies to all functional areas involved in the operation, maintenance, and modification of COO assets in normal and abnormal operations, and when the assets are in planned, forced, or maintenance outages.

Work management is the process by which maintenance and modification work activities are planned, monitored, and completed.

The Work Management Process supports the following goals and objectives:

1. Improve equipment reliability and performance.
   
   
2. Improve industrial safety and environmental compliance performance.
   
   
3. Optimize durations for planned and forced outages and planned outage intervals.
   
   
4. Effectively manage maintenance backlogs.
   
   
5. Increase productivity and reduce costs through efficient use of resources.
   
   
6. Improve schedule development and performance.
   
   
7. Effectively plan the implementation of projects and outages.

Strategic business units (SBUs) will develop and implement standard work management processes and procedures that comply with the requirements of this COO-SPP including how work is identified and reviewed, planned, scheduled, and performed. COO organizations will utilize approved COO work management software in applications where COO standards have been established.

The Work Management Process includes the following:

1. Establishment of Program Elements required to manage work in a safe, reliable, environmentally conscious, and efficient manner.
   
   
2. Development of both long and short term plans that identify projects, modifications, and programs necessary to maintain desired asset condition and performance.
   
   
3. Evaluations of the effectiveness of implementation and improvement of the work management process including assessments per COO-SPP-1.0, Appendix D.

Program Elements

The process blocks shown below contain the elements of the COO Work Management Process. These program elements generally apply to the accomplishment of any work activity including the individual phases of projects. The following sections define the programmatic requirements for each of the program elements.

Identify Work

1. Scope
   
   This Program Element includes the activities necessary to identify, review, and prioritize work required to maintain, improve, or modify assets. This element collects output from other processes where needed work is identified. Examples of the outputs captured include:
   
   
   1. Results from analysis of equipment failures including actions required for immediate repair and prevention of future failures unless equipment is designated as run to failure.
      
      
   2. Industry improvements and regulatory requirements.
      
      
   3. Results from routine inspections and activities such as Operator rounds and process improvements.
      
      
   4. Results from predictive and preventive maintenance program tasks.
      
      
   5. Tasks identified from corrective action programs.
      
      
   6. Tasks identified from problem solving, experience reviews, and lessons learned.
      
      
   7. Tasks identified from performance plan gap analysis.
      
      
   8. Tasks identified from internal and external inspections, assessments, and audits.
      
      
2. Requirements
   
   
   1. Identified work items are reviewed in a timely manner to minimize further degradation or failure and ensure any necessary immediate actions are taken.
      
      
   2. Implementation of the work identification method is reasonably simple and available to all appropriate site and corporate personnel.
      
      
   3. Identified work is included in the COO standard work management system.
      
      
   4. The work management system includes and accurately portrays the asset equipment history.
      
      
   5. Written definitions of priorities, failure coding, work types, outage coding, and procedures for assigning each to work activities are available and used.
      
      
   6. Appropriate reviews and approvals occur before work items move to the Plan Work Element.
      
      
3. Output
   
   Prioritized listing(s) of identified work approved to be implemented.

Plan Work

1. Scope
   
   This Program Element includes those activities necessary to plan and estimate the resources required to accomplish the work and to develop the necessary work packages for scheduling and implementation.
   
   
2. Requirements
   
   As a minimum the following items are considered in determining the level of planning required:
   
   
   1. Quality and completeness of the definition of the problem and identification of the work scope including needed and available data for use in analysis of equipment problems.
      
      
   2. Identification of industrial safety concerns including any tag-out requirements.
      
      
   3. Identification activities needed to ensure compliance with TVA Environmental Management System.
      
      
   4. Risk to operating equipment, personnel, and safe operation of the facility.
      
      
   5. Identification and review of necessary procedures, drawings, design change notices (DCNs), vendor manuals, and maintenance history.
      
      
   6. Identification of necessary repair parts, materials, tools, equipment, and services along with any special staging requirements to support the required schedule dates.
      
      
   7. Assessment of skill required versus skills available considering plant and contractor personnel, with work instruction or work package detail tailored to the results of this assessment.
      
      
   8. Establishment of inspection or testing requirements.
      
      
   9. Need for special permits.
      
      
   10. Lessons learned and operating experience.
       
       
   11. Appropriate reviews and approvals occur before work items move to the Schedule Work Element.
       
       
3. Output
   
   Work plans and packages with resource and material requirements in sufficient detail to allow qualified people to safely, efficiently, and effectively perform the necessary work. Minor work, as defined by each SBU, may be assigned without formal work packages if there is not significant risk to employees or ongoing operations and it can be accomplished within the skills of the assigned employees.

Schedule Work

1. Scope
   
   This Program Element includes those activities necessary to schedule the work and, where appropriate, develop an integrated, resource-loaded schedule for identified operation, maintenance, or modification tasks.
   
   
2. Requirements
   
   
   1. The schedule process must allow for unexpected, higher priority emergent work requirements resulting from the Identify Work program element step.
      
      
   2. Scheduling tools available for development of integrated, resource-loaded work activities.
      
      
   3. Work Packages, where required, in sufficient detail to establish task instruction, sequence and duration.
      
      
   4. Review and approval process in place before proceeding to the Perform Work Element.
      
      
3. Output
   
   A schedule of work activities that appropriately considers asset and system conditions and is used as a tool for managing daily, weekly, planned/unplanned outage activities.

Perform Work

1. Scope
   
   This program element includes the management and monitoring of work execution to ensure completion of planned work in the most efficient manner practicable considering scope, schedule, and budget while ensuring adherence to health and safety, quality, and environmental requirements.
   
   
2. Requirements
   
   
   1. Execution will adhere to identified procedural requirements.
      
      
   2. Methods will be in place to ensure that work is assigned to individuals who have the necessary skills and training to safely and effectively accomplish the assigned work.
      
      
   3. Methods will be in place to document work accomplished, results of post-work tests, and for incorporating lessons learned into planning for similar future work.
      
      
   4. Methods will be in place to control non-plant personnel and contractors performing work to ensure they are held accountable to the same (or approved equivalent) policies and procedures as plant personnel.
      
      
   5. Process will be in place to ensure adequate turnover of maintenance or modification work performed to the appropriate operating organization.
      
      
   6. Work closure requirements will be met.
      
      
3. Output
   
   Completed and closed work including completion of required work management system activities and appropriate documentation of the work performed.

Assess Work

1. Scope
   
   This Program Element includes assessment of the work management process to determine extent of implementation, effectiveness and efficiency of execution of program elements, and the identification and management of specific improvements. It also includes the day to day monitoring of critical work management process metrics to ensure that process performance is being actively managed and improved.
   
   
2. Requirements
   
   
   1. SBUs will perform periodic assessments (both self and independent) of each major business unit per COO-SPP-1.0, Appendix D, to determine the extent of compliance with COO work management requirements contained in this and subordinate procedures, to evaluate the implementation and use of standardized COO work management tools including the computerized work management system, and to facilitate standardization and replication of best practices.
      
      
   2. SBUs will have identified metrics and data collection procedures in place for each of the program elements and will routinely monitor indicators to ensure performance is meeting desired levels.
      
      
   3. SBUs will ensure that specific action items resulting from deficiencies and areas for improvement identified by assessments and routine monitoring are assigned and tracked to completion per COO-SPP-3.1, “Corrective Action Program.”
      
      
3. Output
   
   Identification of areas for improvement and specific improvement actions to be implemented, and where appropriate, shared with other organizations.

Administrative Implementation

In order to meet the above program elements, administrative procedures and manuals have been established to describe the standard processes to be used. The following is a list of those procedures/manuals developed to ensure the prescribed elements of the COO Work Management Process Program are met. These procedures provide the detailed process requirements for all COO personnel to follow.

COO Standard Programs and Processes (COO-SPPs)

COO-SPP-1.0, “Appendix D - COO Assessment Program”

COO-SPP-3.1, “Corrective Action Program”

SBU Standard Programs and Processes (SPPs)

FPG-SPP.07.001, “Production Work Management Process”

RO-SDP 7.0, “Work Management System Policy”

TPS-SPP-07.000, “TOM Work Management System (WMS) Overview”

TVAN-SPP-7.0, “Work Management”

Manuals

None

Definitions

None

Appendix B - COO Outage Planning and Management

Purpose

Highly effective outage performance is an essential element in maximizing plant availability and reliability and for improving overall generation system performance. This appendix defines the expectations and minimum requirements for initiating, planning, scheduling, implementing, and controlling planned maintenance, and forced outages.

This appendix applies to those organizations that are responsible for planning and managing unit outages; organizations that recommend specific maintenance, modifications, and testing for an outage; organizations that are charged with performing the outage work; and organizations that provide outage support in the form of resources, materials, monitoring, and reporting.

Unit outages within the scope of this document are planned outages, associated with major maintenance and inspections, maintenance outages, and forced outages of extended duration.

Program Elements

Leadership

1. Plant/asset and outage management recognize that excellent performance requires innovation, exemplary performance, and establishing and maintaining an environment of high expectations.
   
   
2. Best practices are continually sought, refined, and consistently implemented.
   
   
3. TVA resources are effectively shared.
   
   
4. Senior plant/asset management support and participate in the development and implementation of communication plans.

Management and Organization

1. For each unit outage clear accountabilities and responsibilities are assigned to individuals for the planning and execution of the outage.
   
   
2. Every outage is led by an outage manager who reports to the plant or asset manager and who directs the planning, control, and implementation of activities that must be performed.
   
   
3. Except for small outages with narrow scope, the outage organizational structure usually consists of both hard-lined and matrix personnel all of whom are accountable to the outage manager for outage related activities.
   
   
4. Outage manager responsibilities include but are not limited to:
   
   
   1. Manage pre-outage, outage, and post-outage activities.
      
      
   2. Provide direction to outage participants regarding problems that may impact schedule performance.
      
      
   3. Brief plant or asset manager, and senior management when required, on work in progress, schedule adherence, budget, work quality, and risk issues.
      
      
   4. Screen all emergent work for possible inclusion in the outage work scope.
      
      
   5. Quickly develop, coordinate, and implement mitigation plans for significant schedule and cost threats that emerge during the outage.
      
      
   6. Conduct schedule review meetings with all involved organizations as required.
      
      
   7. Closely monitor, and where necessary, direct critical path activities including material acquisitions, identification of support organizations needed, delineation of management directions and focus, and coordination of engineering and technical organizations in conflict resolutions.
      
      
   8. Initiate corrective actions for activities and work not meeting approved scope, schedule, or cost parameters.
      
      
   9. Implement an effective communication plan.
      
      
   10. Maintain historical files for outage-related topics and compile outage critique.
       
       
5. Teams are assigned to review and improve specific work tasks that pose significant potential impact to successful outage completion or have the significant potential for outage performance improvement.
   
   
6. An Outage Risk and Contingency Plan is utilized during the planning, scheduling, and implementation of the outage to identify potential threats to outage success, actions to be taken to prepare for identified threats, and actions to be taken should threat materialize.
   
   
7. For planned outages the senior plant/asset manager conducts final review and approves the outage plan prior to review by senior management.
   
   
8. An outage control center, which provides a central location to optimize communication, expedite problem resolution, and process work documents, is in place and active for all planned outages.
   
   
9. Daily outage turnover and status meetings (which have structured agendas with time limits, designated attendees, and include review of assigned action items) are conducted in the outage control center.

Planning and Scheduling for Planned Outages

1. Outage planning begins at least one year prior to outage start with development of preoutage milestones which provide a logical progression of scope, schedule, and budget from general to the level of detail required to implement the planned work within schedule and budget limits.
   
   
2. An integrated outage plan which includes all significant site pre-outage and outage activities is developed consistent with pre-outage milestone requirements.
   
   
3. All organizations participating in the outage utilize approved COO scheduling software and provide updates and changes through their representative, linked databases, or by direct access.
   
   
4. All work in the outage is logically scheduled. The initial outage schedule is based on previous outage schedules and is developed in stages from a conceptual level 1 schedule near the start of outage planning to a detailed resource-loaded level 3 schedule at the start of the outage.
   
   
5. With appropriate consideration of risk and safety, work is scheduled with the philosophy that every task, sub-task, and logic tie reflects an aggressive approach to the work consistent with maximizing value to TVA.
   
   
6. Managers of performing organizations rigorously review their schedules and cost estimates to ensure they reflect excellent and improving performance.
   
   
7. The schedule is analyzed to identify schedule risk areas and necessary mitigating actions (“Pinch Point” analysis).
   
   
8. Contingency work is pre-planned, but is not included in target schedules unless a high probability (with justifiable basis) of occurrence exists.
   
   
9. Options to reduce or extend the duration based upon sound business reasons are examined and presented as alternatives for consideration by executive management (exact level determined by individual SBU based on potential risk and benefit).

Scope and Change Control

1. Scope control processes are used for all outages.
   
   
2. Potential outage scope is divided into three categories: (1) scope requiring the unit to be off line, (2) scope requiring a de-rate, and (3) scope that could be worked online at full power. Scope other than category 1 is approved for inclusion in the outage only when justified on an exception basis by the asset manager
   
   
3. Modifications and major maintenance activities to be performed during the outage are identified through the long-range planning process.
   
   
4. Modification scope is frozen well in advance of the projected outage start date.
   
   
5. Activities added after the outage scope freeze date are approved using a formal scope change request.
   
   
6. After the detailed outage schedule is approved and issued, the Outage Manager approves all logic changes that impact critical paths or agreed upon targets for deliverables.

Periodic Reporting and Metrics

1. Performance indicators are developed, implemented, and frequently monitored to assess the progress toward meeting pre-outage and outage goals.
   
   
2. Routine monitoring results are reported to site and corporate senior management and prominently displayed for viewing by plant/asset personnel.

Extended Short Notice Outages

1. Extended short notice outages (forced or short lead time maintenance outages) are managed by the assigned outage management organization.
   
   
2. Short notice outage work packages and schedules are prepared for the most likely types of work to be done during forced outages.
   
   
3. The Outage Manager ensures that planning for short notice outages incorporates the appropriate risk management considerations.
   
   
4. The Outage Manager, or designee, performs the following:
   
   
   1. Adds outage work items to the short notice outage schedule by ensuring planning is complete and that materials and equipment are available for use including prestaging, if practical.
      
      
   2. Indicates the priority of each item on the short notice outage schedule and the list of potential short notice outage work items.
      
      
   3. Approves and maintains the list of work items to be worked after the short notice outage duration is established.
      
      
   4. During normal unit operation ensures the short notice outage schedule is in order to support proposed outage work items should a forced outage occur.
      
      
   5. Maintains and issues the short notice outage work list for review by plant/asset management on a regular basis.
      
      
5. Upon notification that a unit trip has occurred or that a short notice outage is imminent, the Outage Manager coordinates with Maintenance, Operations, Technical Support, and other site organizations to complete development and finalize the definitive scope, plan, and schedule for the outage.
   
   
6. The Outage Manager, or designee, prepares a formal post-outage critique of the forced outage with documented recommendations and action assignments.

Outage Evaluation, Lessons Learned, and Final Reports

1. Planned outage results are evaluated and formally documented. The report indicates how effectively the outage was conducted and identifies opportunities for improving the planning and implementation of future outages.
   
   
2. As close to real time as possible, outage management conducts outage critique meetings with outage task owners, improvement teams, contractors, and other outage participants for lessons learned and other outage improvement suggestions.
   
   
3. Lessons learned are reviewed and appropriate actions assigned. A critique database of all suggestions and lessons learned as well as their disposition is maintained by the Outage Manager.
   
   
4. As a minimum, the Outage Report contains:
   
   
   1. Outage Goals and Objectives
      
      
   2. Outage Plan
      
      
   3. Review of all Boilerplate Schedule activities with an assessment of how future performance of these activities can be improved and outage duration reduced.

Administrative Implementation

In order to meet the above program elements, administrative procedures and manuals have been established to describe the standard processes to be used. The following is a list of those procedures/manuals developed to ensure the prescribed elements of the COO Outage Planning and Management Program are met. These procedures provide the detailed process requirements for all COO personnel to follow.

COO Standard Programs and Processes (COO-SPPs)

COO-SPP-7.1, “Outage Planning and Management for FPG and RSO&E Assets”

Standard Programs and Processes (SPPs)

FPG-SPP.07.001, “Production Work Management Process”

RO-SDP 7.0, “Work Management System Policy”

TPS-SPP-07.000, “TOM Work Management System (WMS) Overview”

TVAN-SPP-7.0, “Work Management”

Manuals

None

Appendix C - Work Package Development

Purpose

This appendix defines the expectations for development of routine and corrective maintenance and modification work packages where required in COO organizations. The work package is a document that defines what and where work is to be done. It may also define who is to do the work, how to do the work, and the planned schedule and duration of the work.

A work package may consist of as little as the base work order denoting a problem with a particular piece of equipment or feature to a detailed package adequate to perform high hazard maintenance on a critical plant component.

Work packages will be high quality and contain detail sufficient to perform work in a safe, effective, efficient, and environmentally acceptable manner. The level of detail and specific content of a work package is based on an evaluation of over-all risk of performing the task, plant and personnel safety, required skills, potential environmental impacts, and job complexity.

Program Elements

Application Requirements

Each strategic business and/or business unit in COO will develop specific guidelines with detailed requirements for work package development and use for all maintenance and modification work to be performed. Depending on the business unit these types of maintenance may include but are not limited to: minor maintenance work, high hazard, generation sensitive, troubleshooting, and testing.

Work packages will be prepared to the appropriate level of detail based on an evaluation of over-all risk of performing the work, plant and personnel safety, required skills, potential environmental impact, and job complexity using data from appropriate sources.

Work Package Contents

Work packages should contain or address the following as appropriate:

Basic Information

1. Equipment identification
   
   
2. Name of person initiating the WO
   
   
3. Date WO initiated
   
   
4. Description of the symptom, problem, or work requested
   
   
5. Work priority

Task Technical Details

1. Step text including reference to applicable procedures and specifications
   
   
2. Drawings, specifications, and manuals necessary to perform the work
   
   
3. Foreign material exclusion requirements
   
   
4. Quality control considerations including inspections, hold-points, and signoffs
   
   
5. Acceptance criteria
   
   
6. Pre and post maintenance testing requirements
   
   
7. Support activities (i.e., scaffolding, insulation removal, etc.)

Potential Safety, Environmental, and Generation Impacts and Mitigation Plans

1. Job safety analysis (JSA)
   
   
2. Pre-job briefing and post-job critique checklist
   
   
3. C. Environmental impact analysis and mitigation plans
   
   
4. Steps, hold points, and precautions if activity is generation sensitive
   
   
5. Equipment clearance requirements
   
   
6. Personnel protection requirements
   
   
7. Permit requirements (for example confined space, welding and burning, etc.)

Resource Considerations

1. Numbers of people and required skills
   
   
2. Special training requirements
   
   
3. Duration of the work
   
   
4. Tools
   
   
5. Parts and material

Administrative Implementation

In order to meet the above program elements, administrative procedures and manuals have been established to describe the standard processes to be used. The following is a list of those procedures/manuals developed to ensure the prescribed elements of the COO Work Management Process Program are met. These procedures provide the detailed process requirements for all COO personnel to follow.

TVA Standard Programs and Processes (TVA-SPPs)

TVA Practices and Procedures, Safety Procedure 5, “Plan Jobs Safely”

SBU Standard Programs and Processes (SPPs)

FPG-SPP.07.001, “Production Work Management Process”

RO-SDP-7.0, “Work Management System Policy”

TPS-SPP-07.000, “TOM Work Management System (WMS) Overview”

TVAN-SPP-7.0, “Work Management”

Manuals

None

Records

Work Package records, generated as a result of this procedure, shall have a minimum retention time of 90 days from record closure.