In 2010, the Utilities Service Alliance (USA) Site Leadership Team (SLT) and USA staff developed a process through which various plant functions are being evaluated through their corresponding Alliance Teams comprised of a subject matter expert from each of the stations. Alliance Teams have been established for the following functions: Chemistry, Emergency Preparedness, Engineering, Maintenance, Operations, Performance Improvement, Radiation Protection, Security and Training.
The Alliance Teams have conducted performance analyses for each member station using common Key Performance Indicators (KPIs.), and INPO AFI and APS information. Based on this analysis, each Team has developed Improvement Plans with actions to be taken by the plants ranked in third and fourth quartiles to improve overall performance among USA member plants. Resources from plants ranking in the two top quartiles will be shared with third and fourth quartile plants to bring about improvements. Carl Parry, President and CEO of USA, Inc. stated, “This new process provides a structure for alignment within the Alliance and for true peer accountability . It will allow us all to measure improvement across the alliance fleet and against the entire industry.
The SLT, under the leadership of Monticello Nuclear Generating Plant’s Site Vice President Tim O’Connor, will study the analysis and improvement plans and present them to the USA Board of Directors later this month. In April, USA Board, SLT and STARS Steering Committee Members will meet with INPO to discuss the improvement plans in an effort to proactively identify deficiencies and share best practices across the U.S. nuclear power industry.
The plans, ultimately, will be engrained into each site’s improvement plans and incorporated into actions being taken to self-identify and address Areas for Improvement (AFIs.) According to Casey Bough, the Chemistry Manager at the Prairie Island Nuclear Generating Plant, “The process of developing our USA improvement plan has helped our department identify focus areas and a strategy for addressing issues.” The peer group process has fostered a networking environment in which team members have developed resources across the industry to leverage as questions or challenges specific to their departments arise.