NEI Business Update

1. NEI Business Update Presented By: Vince Gilbert Director, Business Services Nuclear Energy Institute

2. 2 Objective … To highlight recent NEI activities NEI Benchmarking Update Standard Nuclear Performance Model Update Industry-wide benchmarking process Communities of Practice CMBG projects and Issues Process Congress Concept

3. 3 Performance Improvement The objective of performance improvement is to continuously explore ways to: Increase business efficiency Lower operating cost Maintain or improve safety The US nuclear power industry has made significant improvements in performance by taking the opportunity to improve processes as we approached de-regulation. At the same time our costs were also reduced to create an overall unit production cost today of about 2 to 3 cents per kilowatt-hour. Achieving this objective was possible in part because of the improved regulatory environment, reduced regulatory burden and our ability that levels of safety were maintained or enhanced. The centerpiece of our business tools to coordinate benchmarking and improvement activities is the Standard Nuclear Performance Model. This report documents our high level processes together with their associated cost and performance indicator definitions. The results of our learning, in terms of the model structure is captured in a model revision each year. Our benchmarking projects identify good practices across our member companies and we share the results so all companies have an opportunity to change. We have also begun to work more closely to help teach them how to apply change management techniques that make our industry performance even better. We also are helping to create and coordinate industry peer groups, called Communities of Practice (CoPs), to work on establishing process excellence and to teach new managers what the group knows. These CoPs can them improve their responsible portions of the SNPM in a coordinated fashion. They can also carry out industry-wide benchmarking projects of their own with some help from NEI.The US nuclear power industry has made significant improvements in performance by taking the opportunity to improve processes as we approached de-regulation. At the same time our costs were also reduced to create an overall unit production cost today of about 2 to 3 cents per kilowatt-hour. Achieving this objective was possible in part because of the improved regulatory environment, reduced regulatory burden and our ability that levels of safety were maintained or enhanced. The centerpiece of our business tools to coordinate benchmarking and improvement activities is the Standard Nuclear Performance Model. This report documents our high level processes together with their associated cost and performance indicator definitions. The results of our learning, in terms of the model structure is captured in a model revision each year. Our benchmarking projects identify good practices across our member companies and we share the results so all companies have an opportunity to change. We have also begun to work more closely to help teach them how to apply change management techniques that make our industry performance even better. We also are helping to create and coordinate industry peer groups, called Communities of Practice (CoPs), to work on establishing process excellence and to teach new managers what the group knows. These CoPs can them improve their responsible portions of the SNPM in a coordinated fashion. They can also carry out industry-wide benchmarking projects of their own with some help from NEI.

4. 4 Performance Improvement This is accomplished by: Focusing on process management Maintaining a Standard Nuclear Performance Model Conducting benchmarking projects Understanding Change Management Developing and Maintaining “Communities of Practice” in each process area The US nuclear power industry has made significant improvements in performance by taking the opportunity to improve processes as we approached de-regulation. At the same time our costs were also reduced to create an overall unit production cost today of about 2 to 3 cents per kilowatt-hour. Achieving this objective was possible in part because of the improved regulatory environment, reduced regulatory burden and our ability that levels of safety were maintained or enhanced. The centerpiece of our business tools to coordinate benchmarking and improvement activities is the Standard Nuclear Performance Model. This report documents our high level processes together with their associated cost and performance indicator definitions. The results of our learning, in terms of the model structure is captured in a model revision each year. Our benchmarking projects identify good practices across our member companies and we share the results so all companies have an opportunity to change. We have also begun to work more closely to help teach them how to apply change management techniques that make our industry performance even better. We also are helping to create and coordinate industry peer groups, called Communities of Practice (CoPs), to work on establishing process excellence and to teach new managers what the group knows. These CoPs can them improve their responsible portions of the SNPM in a coordinated fashion. They can also carry out industry-wide benchmarking projects of their own with some help from NEI.The US nuclear power industry has made significant improvements in performance by taking the opportunity to improve processes as we approached de-regulation. At the same time our costs were also reduced to create an overall unit production cost today of about 2 to 3 cents per kilowatt-hour. Achieving this objective was possible in part because of the improved regulatory environment, reduced regulatory burden and our ability that levels of safety were maintained or enhanced. The centerpiece of our business tools to coordinate benchmarking and improvement activities is the Standard Nuclear Performance Model. This report documents our high level processes together with their associated cost and performance indicator definitions. The results of our learning, in terms of the model structure is captured in a model revision each year. Our benchmarking projects identify good practices across our member companies and we share the results so all companies have an opportunity to change. We have also begun to work more closely to help teach them how to apply change management techniques that make our industry performance even better. We also are helping to create and coordinate industry peer groups, called Communities of Practice (CoPs), to work on establishing process excellence and to teach new managers what the group knows. These CoPs can them improve their responsible portions of the SNPM in a coordinated fashion. They can also carry out industry-wide benchmarking projects of their own with some help from NEI.

6. 6 Benchmarking Projects Recently Completed Equipment Reliability 9/02 Computer Software 3/03 In Progress Work Management Role in Nuclear Asset Management In Planning (Five new projects on list)

9. 9 Support for Communities of Practice was unanimous … Participants get value from networking with peers, involvement in projects to address high priority industry needs within their process area. Alignment with the Standard Nuclear Performance Model leads to efficient interfaces among related process areas. CoPs provide a strategic focus in a process area previously lacking among the large number of uncoordinated special issue groups in the industry.

10. Definition

11. 11 Functions

12. 12 Functions

13. 13 Characteristics

14. 14 Characteristics

15. 15 Characteristics

16. 16 CMBG Issues and Objectives Continue to Drive the CM process and Interfaces CMBG projects Key Performance Measures CM Process Description and Process Description Interfaces (IM, IT) Help us Resolve Issue from CoP of SS003 Information Management Issue: Ownership for Procedures Methodology and Content

17. 17 CMBG Issues and Objectives Help us complete as much work as possible in time for SNPM Revision 4 deadline (October 2003) Continue Dialogue with INPO until revised AP-929, Revision 1 is issued Your group is doing a great job-keepit up!

18. 18 NEI CoP Web Tool Is coming Identify personnel who are willing to work in small groups as either: Internal business consultant development – for management of projects later To work on a specific project now via the Web tool after tool is available

19. 19 Process Congress Concept Industry Business Meeting in Washington, DC Representatives from: NEI, INPO and EPRI All Communities of Practice Steering Teams NEI member suppliers and consulting companies Special Issue Group leaders To discuss important issues and develop integrated improvement plans

20. 20 For further information … On NEI initiatives in benchmarking and process improvements, contact Adrian Heymer, aph@nei.org Vince Gilbert, jvg@nei.org Amy Barreiro, alb@nei.org