Effective Outage Management

1. Cheryl Gayheart Work Management Director Effective Outage Management Responsible for Online and Outage Management at Braidwood. Outage Manager reports directly to me. Braidwood Dual Unit 4 Loop Westinghouse PWR-Located 60 miles So. Of Chicago 1200 net MW each enough power to support electricity needs of 2 million average American homes Commercial Operation July and October 1988 respectively 18 month refueling cycle Exelon Fleet is comprised of 7 plants in the Midwest (Illinois) and 3 plants in the Mid Atlantic (Penn, NJ); Soon to include 2 additional plant is NJ Braidwood has completed 12 refuel outages on Unit 1 and 11 on Unit 2. Last Unit 1 Outage April 2006, Next Unit 2 Outage October 2006 Of the top 10 outage durations in USA less than 20 days Braidwood has 5 Last U1 Outage in April 2006 16 days, 23 hrs, 19 min Shortest Braidwood refuel outage Unit 2 Nov 2003 15 days, 14 hours, 15 minutes Responsible for Online and Outage Management at Braidwood. Outage Manager reports directly to me. Braidwood Dual Unit 4 Loop Westinghouse PWR-Located 60 miles So. Of Chicago 1200 net MW each enough power to support electricity needs of 2 million average American homes Commercial Operation July and October 1988 respectively 18 month refueling cycle Exelon Fleet is comprised of 7 plants in the Midwest (Illinois) and 3 plants in the Mid Atlantic (Penn, NJ); Soon to include 2 additional plant is NJ Braidwood has completed 12 refuel outages on Unit 1 and 11 on Unit 2. Last Unit 1 Outage April 2006, Next Unit 2 Outage October 2006 Of the top 10 outage durations in USA less than 20 days Braidwood has 5 Last U1 Outage in April 2006 16 days, 23 hrs, 19 min Shortest Braidwood refuel outage Unit 2 Nov 2003 15 days, 14 hours, 15 minutes

2. Overview Topics to discuss for Effective Outage ManagementTopics to discuss for Effective Outage Management

3. High Impact/Project Review Teams Each High Impact Team consists of: Hit Sponsor Provides oversight of HIT progress, deliverables, and actions Eliminates barriers that impede HIT progress Ensure HIT goals are measurable and consistent with pre-outage milestones and Outage execution goals Hit Leader Pre-outage Outage Multidiscipline team that provides a systematic approach to planning, scheduling and execution The teams are selected based on the impact the team has on outage goals A HIT provides a method to challenge personnel to think “outside the box” and promote questioning attitude and continuous improvements Each High Impact Team consists of: 1) Hit Sponsor Provides oversight of HIT progress, deliverables, and actions Eliminates barriers that impede HIT progress Ensure HIT goals are measurable and consistent with pre-outage milestones and Outage execution goals 2) Hit Leader Pre-outage Ensure HIT associated pre-outage work is executed as scheduled Chairs HIT meetings, providing an agenda and action item list Assembles a multi-discipline HIT team by name and function Coordinates plans to ensure strong performance in the fundamental areas of Human Performance, ALARA, and Safety Outage Monitors work, investigate potential problems and oversee actions Act as a single point of contact for HIT execution Develop recovery plan for any schedule slippage or new issues Meets Shiftly with designated Outage Manager during outage to report progress Multidiscipline team that provides a systematic approach to planning, scheduling and execution The teams are selected based on the impact the team has on outage goals A HIT provides a method to challenge personnel to think “outside the box” and promote questioning attitude and continuous improvements Each High Impact Team consists of: 1) Hit Sponsor Provides oversight of HIT progress, deliverables, and actions Eliminates barriers that impede HIT progress Ensure HIT goals are measurable and consistent with pre-outage milestones and Outage execution goals 2) Hit Leader Pre-outage Ensure HIT associated pre-outage work is executed as scheduled Chairs HIT meetings, providing an agenda and action item list Assembles a multi-discipline HIT team by name and function Coordinates plans to ensure strong performance in the fundamental areas of Human Performance, ALARA, and Safety Outage Monitors work, investigate potential problems and oversee actions Act as a single point of contact for HIT execution Develop recovery plan for any schedule slippage or new issues Meets Shiftly with designated Outage Manager during outage to report progress

4. High Impact/Project Review Teams 44 Teams are utilized Examples include: STEAM GENERATOR PROJECT POLAR/TURBINE BLDG CRANE STARTUP CHEMISTRY PRIMARY DRAIN TEAM FAC PIPING REPLACEMENTS SAFETY CRDM VOLUMETRIC INSPECTION VALVES MAJOR SURVEILLANCE TEAM CRDM VOLUMETRIC INSPECTION CONDENSER STEAM GENERATOR PROJECT SECONDARY DRAIN TEAM CONTAINMENT COORDINATION STARTUP MODE 4 TO 100% ISI WELD INSPECTIONS/SCOPE EXPANSION CAF WS VALVE REPLACEMENT TEMP POWER   LEAD SHIELDING SWITCHYARD CAVITY DECON  EXCESS L/D HEAT EXCHANGER RX HEAD FAC PIPING REPLACEMENTS SANDBOX /NOZZLE INSPECTIONS HYDRANUT   POLAR/TURBINE BLDG CRANE ODEN/BUS 143 OUTAGE DEMOBILIZATION LLRT'S STARTUP CHEMISTRY   OPS DEPT REVIEW   TURBINE PROJECT  MAINT DEPT REVIEW DIVERS  SAFETY NI REPLACEMENT VENTURE DEPT REVIEW FORCED OXIDATION AND C/U RF SUMP CONTAMINATION CONTROL FAC INSPECTIONS INPROCESSING ENG DEPT REVIEW PRIMARY DRAIN TEAM RP DEPT REVIEW LOOP STOP VALVE REFUELING/ROVS RCP 10 YR INSPECTIONS SHUTDOWN TO MODE 5 The teams are selected based on the impact the team has on outage durationVALVES MAJOR SURVEILLANCE TEAM CRDM VOLUMETRIC INSPECTION CONDENSER STEAM GENERATOR PROJECT SECONDARY DRAIN TEAM CONTAINMENT COORDINATION STARTUP MODE 4 TO 100% ISI WELD INSPECTIONS/SCOPE EXPANSION CAF WS VALVE REPLACEMENT TEMP POWER   LEAD SHIELDING SWITCHYARD CAVITY DECON  EXCESS L/D HEAT EXCHANGER RX HEAD FAC PIPING REPLACEMENTS SANDBOX /NOZZLE INSPECTIONS HYDRANUT   POLAR/TURBINE BLDG CRANE ODEN/BUS 143 OUTAGE DEMOBILIZATION LLRT'S STARTUP CHEMISTRY   OPS DEPT REVIEW   TURBINE PROJECT  MAINT DEPT REVIEW DIVERS  SAFETY NI REPLACEMENT VENTURE DEPT REVIEW FORCED OXIDATION AND C/U RF SUMP CONTAMINATION CONTROL FAC INSPECTIONS INPROCESSING ENG DEPT REVIEW PRIMARY DRAIN TEAM RP DEPT REVIEW LOOP STOP VALVE REFUELING/ROVS RCP 10 YR INSPECTIONS SHUTDOWN TO MODE 5 The teams are selected based on the impact the team has on outage duration

5. High Impact/Project Review Teams Roles outage organization for reviews The Outage Organization used for execution provides the team that reviews each project The Shift Outage Manager/Shift Outage Director: Overall responsibility for outage execution and decision making Outage Manage: Overall responsibility for the outage plan Each Major department has an Outage Manger: Ops, Maint, Engr, Rad Protection, Chemistry The Outage Organization used for execution provides the team that reviews each project The Shift Outage Manager/Shift Outage Director: Overall responsibility for outage execution and decision making Outage Manage: Overall responsibility for the outage plan Each Major department has an Outage Manger: Ops, Maint, Engr, Rad Protection, Chemistry

6. High Impact/Project Review Teams – outage organization for reviews Shift Outage Mgr - Chair Shift Outage Director Outage Rad Protection Mgr Outage Eng Mgr Outage Ops Mgr Outage Issue Team Mgr Outage Maint Mgr Site VP/Plant Mgr Outage Mgr Business Ops Mgr Two teams comprised of Outage Execution positions provide the challenge reviews for each project team Typical team consists of positions listed SVP, PM, Outage Mgr and Business Ops Mgr attend HIT reviews for overall Outage safety, human performance and cost controlTwo teams comprised of Outage Execution positions provide the challenge reviews for each project team Typical team consists of positions listed SVP, PM, Outage Mgr and Business Ops Mgr attend HIT reviews for overall Outage safety, human performance and cost control

7. High Impact/Project Review Teams Align HIT Teams with outage goals Scope Schedule Personnel needed Equipment/Material FME Procedures Lessons Learned In-processing Challenge reviews are conducted 2 months prior to the start of the outage HIT and PRT plans are submitted in advance to allow proper review Standard questions exists to ensure each team is challenged on the same fundamental outage properties Sampling of questions provided on next two slides Highlight some important questionsChallenge reviews are conducted 2 months prior to the start of the outage HIT and PRT plans are submitted in advance to allow proper review Standard questions exists to ensure each team is challenged on the same fundamental outage properties Sampling of questions provided on next two slides Highlight some important questions

8. High Impact/Project Review Teams ALARA/Safety Training Budget Communications New Processes/Equipment “What If” Planning Out-of-the-Box Ideas Technical Human Performance Human Performance Technical Risk/Rigor Technical Human Performance and Risk/Rigor differ from Human Performance in that it involves a higher cognitive level of thinking about the tasks you are about to performTechnical Human Performance and Risk/Rigor differ from Human Performance in that it involves a higher cognitive level of thinking about the tasks you are about to perform

9. High Impact/Project Review Teams HIT Examples – RCP Project Description 2B Reactor Coolant Pump 10 Year Motor Inspection Goals Complete project by 4/29/05 Have zero accidents Have zero FME events Achieve dose goal of 0.902 rem or less Sample from 11th refueling on Unit 2Sample from 11th refueling on Unit 2

10. High Impact/Project Review Teams HIT Craft Involvement – RCPs Personnel Engaged mechanics in the planning and preparation phase of the work Involve them in the HIT Team review with upper management Utilizes their previous experiences on the job Engages the work force to take project ownership During RCP work HIT reviews craft that actually works on the equipment participated in the planning and development of the project and attended the HIT challenge review Engaged craft to ensure that workforce has project ownershipDuring RCP work HIT reviews craft that actually works on the equipment participated in the planning and development of the project and attended the HIT challenge review Engaged craft to ensure that workforce has project ownership

11. High Impact/Project Review Teams – Contingency Planning Contingency Planning is the most important part of the HIT and PRT Contingency Plans are developed and planned to ensure successful outage performance. High, Med and Low probability of occurrence, affect on outage duration and cost are the major factors Contingency Plans are formally documented and are part of training the Outage execution team receives prior to the outage Explain Contingency Plan for Turbine/Generator HITContingency Planning is the most important part of the HIT and PRT Contingency Plans are developed and planned to ensure successful outage performance. High, Med and Low probability of occurrence, affect on outage duration and cost are the major factors Contingency Plans are formally documented and are part of training the Outage execution team receives prior to the outage Explain Contingency Plan for Turbine/Generator HIT

12. High Impact/Project Review Teams Project Reviews/Contingency plans are available in the OCC during outage execution. Specific Reviews are conducted during outage execution to ensure they are tracking as planned. Contingency plans are implemented if necessary and Problem Resolution Teams are utilized. Highlight reviews conducted during each shift of the outage to ensure the project team is on track Problem Resolution team is a multidiscipline team of Engineers and Maintenance that help solve problems and implement contingencies that would otherwise distract the Shift Outage Managers from driving the outageHighlight reviews conducted during each shift of the outage to ensure the project team is on track Problem Resolution team is a multidiscipline team of Engineers and Maintenance that help solve problems and implement contingencies that would otherwise distract the Shift Outage Managers from driving the outage

13. Pre-outage Milestones 47 Pre-outage Milestones, examples include: Pre-Outage milestones based on best industry practices Adherence is essential for successful refueling outage preparation and execution Outage Manager determines successful completion of milestones Outage Manager coordinates actions to ensure milestone requirements are known Milestones are graded using green for milestone met, yellow for improvement needed on meeting the milestone and red for a significant weakness in meeting the milestone Milestone durations set in months prior to the outage and assigned a specific Manager as the owner Highlight Work Package PreparationPre-Outage milestones based on best industry practices Adherence is essential for successful refueling outage preparation and execution Outage Manager determines successful completion of milestones Outage Manager coordinates actions to ensure milestone requirements are known Milestones are graded using green for milestone met, yellow for improvement needed on meeting the milestone and red for a significant weakness in meeting the milestone Milestone durations set in months prior to the outage and assigned a specific Manager as the owner Highlight Work Package Preparation

14. Pre-outage and Outage Milestones Graph of Work Package Preparation Discussed weekly at the Outage Meeting Work down curves generated to ensure the milestone is on trackGraph of Work Package Preparation Discussed weekly at the Outage Meeting Work down curves generated to ensure the milestone is on track

15. Pre-outage and Outage Milestones Scope stability is milestone that is continually tracked until day 1 of the outage to ensure that outage goals are not met by discarding major outage workScope stability is milestone that is continually tracked until day 1 of the outage to ensure that outage goals are not met by discarding major outage work

16. Outage Goals Outage goals for the 12 refueling outage on Unit 1 Milestones and HIT’s are designed around the outage goals Outage Goals are selected to be both challenging and realisticOutage goals for the 12 refueling outage on Unit 1 Milestones and HIT’s are designed around the outage goals Outage Goals are selected to be both challenging and realistic

17. Outage Milestones Once the outage start specific milestones are targets to ensure that overall outage goal for duration is met Slide shows a sampling of outage milestones that are tracked by the Shift Outage Mgrs and Outage Manager Milestones include critical path to complete the outage durationOnce the outage start specific milestones are targets to ensure that overall outage goal for duration is met Slide shows a sampling of outage milestones that are tracked by the Shift Outage Mgrs and Outage Manager Milestones include critical path to complete the outage duration

18. Pre-outage and Outage Assessments The highest number of red pre-outage milestones were recorded for Braidwood Station for A1R11. This resulted in cascading pre-outage milestones not meeting their due dates. This resulted in a Common Cause Assessment (CCA) being done. Improvements were needed after the 10th and 11th refueling outages at Braidwood Red milestones (I.e significant weakness existed to achieving the preoutage milestone) existed Common Cause Assessment done to find the cause and direct corrective actionsImprovements were needed after the 10th and 11th refueling outages at Braidwood Red milestones (I.e significant weakness existed to achieving the preoutage milestone) existed Common Cause Assessment done to find the cause and direct corrective actions

19. Pre-outage and Outage Assessments Corrective Actions as a result of the CCA have been implemented: All Owners will meet quarterly under the Outage Manager to discuss expectations and any issues Owners are to meet with the Outage Manager starting one month prior to their window to discuss status/expectations Milestones in deviance or at risk require owners to meeting weekly to discuss status Milestones in deviance will require the milestone owner to report out daily to Senior Management Will require a completed recovery plan with actions to all successor milestones Corrective actions included assigning milestone owners to meet with Outage Manger, report to Sr. Management and develop recovery plans for each milestone in varianceCorrective actions included assigning milestone owners to meet with Outage Manger, report to Sr. Management and develop recovery plans for each milestone in variance

20. Pre-outage and Outage Assessments Additional Outage Manager’s Expectations Accountability for owners is included in their annual evaluations Milestones are included in outage issues database for discussion at outage meeting Discuss with their peers for feedback in future procedure revisions Successful results followed implementation of Expectations A1R12 – 0 red milestones A2R12 – 0 red milestones Additional expectations were set forth by the Outage Manager to ensure success including inclusion of milestones in performance reviews Since inclusion of these corrective actions there have been zero red milestones (I.e milestones that show significant weakness to meet)Additional expectations were set forth by the Outage Manager to ensure success including inclusion of milestones in performance reviews Since inclusion of these corrective actions there have been zero red milestones (I.e milestones that show significant weakness to meet)

21. Pre-outage and Outage Assessments Outage Self Assessment (FASA) Review of outage readiness is performed by a multi-disciplined team of peers prior to an outage Methodology The team reviews Each departments readiness using pre-outage indicators Schedules Action items Technical human performance Attend outage related meetings Conduct interviews of High Impact Teams to obtain status To ensure the site is ready both in outage preparation and execution and self assessment is done two month prior to each outage Multidiscipline team form Exelon Team reviews outage and preoutage milestones and interviews and participates in project reviews to determine project statusTo ensure the site is ready both in outage preparation and execution and self assessment is done two month prior to each outage Multidiscipline team form Exelon Team reviews outage and preoutage milestones and interviews and participates in project reviews to determine project status

22. Pre-outage and Outage Assessments Outage Self Assessment (FASA), continued… A final Outage Self Assessment document is presented to Station Senior Management upon their exit. Final assessment is presented to Station Senior Management to gauge the sites readiness to execute the upcoming refueling outage Corrective actions developed and executed prior to the refueling outage These actions together ensure the sites ability to effectively plan, prepare and execute the refueling outageFinal assessment is presented to Station Senior Management to gauge the sites readiness to execute the upcoming refueling outage Corrective actions developed and executed prior to the refueling outage These actions together ensure the sites ability to effectively plan, prepare and execute the refueling outage

23. Closure Questions?