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Configuration Control Process Benchmarking Project Summary

Explore the process, benefits, and outcomes of benchmarking to drive improvement and cost optimization in operations. Learn about successful implementation strategies, site selections, best practices, and key success factors.

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Configuration Control Process Benchmarking Project Summary

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  1. Configuration Control Process Benchmarking Project Summary Presented By: Vic Fregonese PSEG Nuclear, LLC 8th Configuration Management Benchmarking Conference October 29 – 31, 2001 Raleigh, NC

  2. Topics • Benchmarking Process and Approach • CC Project Details • Site Selection and Visits • Focus Areas • Process Map • Good Practices • Common Contributors

  3. Benchmarking • “The Continuous Process of MeasuringProducts, Services, and Practices Against the Toughest Competitors or Those Companies Recognized as Industry Leaders” • The Purpose of Benchmarking is to make CHANGE, resulting in IMPROVEMENT • By implementing Good Practices, plants optimize O&M Costs which maintains or increases their asset value

  4. Benchmarking Approach • Screen Candidates Using Peer Review Team • Identify Details via Survey • Plot Cost versus Performance • Electric Utility Cost Group - Cost Source • Transfer Best Practices- Report/Web/Workshops

  5. Benchmarking Process • Compressed Schedule- 90 Days • Single Implementing Peer Group • Planning • Data/Process Mapping • Site Selection • Visits • Report • Workshop/Forum

  6. Keys to Success • Standardization • Sharing Experience • Refining the Performance Model

  7. Project Team • Design Managers and Program Engineers/Managers • INPO • EPRI • NEI

  8. CCB Project History • CMBG Briefed 1998, 1999, 2000 • Task Force Formed by NEI Economic Points of Contact and CMBG members • Project Schedule: • Meeting 1 -4/24-25 • Meeting 2 - 5/15-17 • Visits - June • Meeting 3- 7/10-12 • Report - August • Workshop in with CMBG October 29-31

  9. Selection Criteria • Survey Score = CC Index • O&M Cost/ FTE’s for CC

  10. Site Selection Plot

  11. Sites Visited • Byron • Harris • McGuire • Palo Verde • Salem/Hope Creek • Sequoyah

  12. SIMPLER - Focus Areas • Self Assessment • Indicators • Modifications • Procedures/Process • Limit Backlog • Effective Translation Into Plant Operation Configuration • Records/Documents

  13. Process Map

  14. Featured Good Practices • Byron -Modification Closeout • Harris -Engineering Product Review • McGuire-DART Training • Palo Verde- System Teams • Salem/Hope Creek-Integrated Engineering Desktop • Sequoyah-Technical Review Committee

  15. Featured Good Practices • Byron – Testing Control • Harris – Change Management • Harris – Vendor Manual Software • McGuire – BEST • Salem/Hope Creek – Quality Scoring • Sequoyah – EIP

  16. Common Contributors • S: Product Quality • I: Goals Tied to Personal Performance • M: Mgmt. Review/Prioritization • P: INPO/EPRI and Common Procedures • L: Selection Criteria/Prioritization • E: T-Mod Control • R: Electronic Access and Indexing

  17. Other Thoughts • Integration of ERP Software with Engineering Data, Work Mgmt., and Document Retrieval/Control • Engineering Work Management • Interface with ER Process • Long Range Planning • Culture

  18. Future Direction • CMBG Conference • AP-929 Revision • Equipment Reliability Benchmarking

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