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Waste Isolation Pilot Plant Issues Management Program (WIPP Form Program)

Waste Isolation Pilot Plant Issues Management Program (WIPP Form Program). M. D. Keathley C.E. Nesser Washington TRU Solutions LLC. Issues Management Pyramid. WIPP Form Introduction. Developed to capture, evaluate, and track the resolution of issues and deficiencies

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Waste Isolation Pilot Plant Issues Management Program (WIPP Form Program)

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  1. Waste Isolation Pilot PlantIssues Management Program(WIPP Form Program) M. D. Keathley C.E. Nesser Washington TRU Solutions LLC

  2. Issues Management Pyramid

  3. WIPP Form Introduction • Developed to capture, evaluate, and track the resolution of issues and deficiencies • Includes issues of both high and low significance. • Includes conditions adverse to quality (CAQs), which require reporting by the quality assurance (QA) program to other regulatory entities (e.g., U.S. Environmental Protection Agency, U.S. Department of Energy). • Includes suggestion of process improvements.

  4. Program History • In 2004, WTS designed and implemented an improved program to capture, evaluate, and track the resolution of noted issues, deficiencies, and remedial actions. • This program: • Replaced the WIPP Corrective Action Request (CAR) Program • Replaced the existing WIPP employee suggestion program • Was woven into the Integrated Safety Management (ISM) culture at WIPP

  5. Benchmarking • Incorporates “best practices” from similar programs at nuclear facilities across the nation. • Ownership and control and of the program was moved from Quality Assurance to the WTS General Manager’s office, with QA as an integral member • Requires representation from critical management groups within the company • Involves all levels of personnel • Management Screening Committee reviews each WIPP Form and determines appropriate management for resolution. Reviewers from other impacted organizations are assigned to review developed corrective action plans.

  6. Process Flow The WIPP Form process provides the opportunity to identify and address issues at the key, lowest practical level of the organization, leading to more robust pre-planning of work, and follow up measures to prevent serious injury or damage to equipment.

  7. Lessons Learned • Process fairly easy to initiate and maintain. • Obtained buy-in from the work force with no-fault approach • Process currently is paper-intensive. • WTS is currently developing software to process issues electronically. • Large, initial influx of issues, then anticipated leveling-off of submittals

  8. Benefits • Well received by both management and employees • Created better communication between workers and upper management • Issues are reviewed and responded to by multiple organizations within the company – allowing a coordinated resolution • Allows upper management an awareness of both small and large issues, some of which may have been held “below the radar” with previous practices.

  9. Conclusion • Questions?

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