A9 INTEGRATED MANAGEMENT SYSTEMS AND DEVELOPING OF THE SAFETY CULTURE
ANL\ Nuclear Engineering Division\ IAEA Programs\ Training Courses

Training Course on Integrated Management Systems and Developing of the Safety Culture


PROSPECTUS

Organizers

International Atomic Energy Agency (IAEA) and the Argonne National Laboratory (ANL), USA
Argonne, Illinois, USA
5 - 16 November 2012

Purpose

The purpose of the training course is to help current or future owners/operators, regulators, suppliers and other organisations connected to nuclear facilities and activities establish management systems that meet IAEA requirements. The course should help Member States embarking on, or expanding, a nuclear energy programme, develop, implement, assess and continually improve management systems that incorporate international best practices, enhance safety and improve quality management and quality assurance in all the phases of developing a nuclear power plant, from feasibility studies, to siting, design, construction, commissioning, operation, and decommissioning.

Expected Output(s)

The expected outputs are:

  • CD ROM of PowerPoint presentations and other workshop documents sharing information on challenges or issues and good practices or solutions from around the world, relating to establishing management systems for nuclear energy programmes and nuclear power plant (NPP) projects.
  • Meeting participants with enhanced understanding of management system design and implementation for NPP project management to enhance safety.
  • Meeting participants with greater knowledge and comprehension of what safety-focused management systems are, how they work, their value and importance, and how they function or operate in the real world.
  • Feedback to help the Agency improve the guidance it provides through its publications and other services to Member States

Scope and Nature

The training course will consist of lectures, presentations, discussions and practical implementation exercises in work groups organized along the following themes:

  • The basic principles of nuclear power programme management and the role of management systems
    - Using the milestone approach to develop the national infrastructure for nuclear power
    - Principles of project management and key success factors
    - The roles and responsibilities of senior management and other stakeholders or interested parties

  • Establishing a management system
    - The benefits of management systems
    - Establishing or identifying management system requirements for the different phases of the developing a national infrastructure for nuclear power
    - Integration of requirements
    - Managing codes, standards and regulatory requirements, including licences (authorizations and permits), and matters relating to safeguards and physical protection
    - Using a graded approach

  • Leadership and organisational culture
    - Management commitment
    - Roles, functions and competencies of leaders and managers
    - Identifying and resolving issues before construction starts
    - Using the management system to establish, support and promote a strong safety culture throughout all the phases of a nuclear power plant project

  • Stakeholder communication and management
    - Internal and external project communications
    - Interface with regulatory bodies and local authorities
    - Maintaining contractual communications
    - Using the management system to assure effective interface arrangements between interested parties

  • Resource management
    - Managing long, global, supply chains
    - Human resource management and workforce planning for NPP construction
    - Human performance improvement
    - Providing a safe working environment
    - Knowledge management for the design and construction of a NPP fleet
    - Using equipment, work and material resource optimization (MRO), document, design change and materials/supply chain information systems to assure quality in NPP projects

  • Process management
    - Building quality into NPP project processes
    - Effective process management - challenges and solutions or best practices
    - Establishing robust procurement processes
    • Establishing procurement criteria;
    • Procurement planning;
    • Supplier qualification and selection (see also below under monitoring, measurement, assessment and improvement);
    • Bidding and bid evaluation;
    • Contracting;
    • Contract monitoring and enforcement;
    • Expediting of equipment and materials; and
    • Handling of warranty claims.
    - Using the management system to assure robust equipment and component manufacturing processes
    - Using the management system to assure robust plant construction, erection and installation processes

  • Monitoring, Measurement, Assessment and Improvement
    - Using the management system to monitor, measure, assess and improve the organisation, its processes, work and outcomes during all the phases of NPP projects, including:
    • Supervising the administration and execution of contracts
    • Supervising component manufacturing
    • Ensuring control and proper construction supervision at the plant site
    • Evaluating main contractor or subcontractors claims
    • Verifying compliance of design and manufacture with the established project requirements
    • Assessing the effectiveness of the equipment qualification programme
    • Establishing and using performance indicators for NPP projects
    - Conducting self-assessments, independent assessments, and management system reviews
    - Using the management system to learn lessons and improve safety and performance, particularly in the light of recent events in Japan

The training course also will discuss opportunities for participants to network and continue sharing information and good practices beyond the training event, as well as other potential future follow-up tasks and coordinated activities relating to management systems and improving quality management and quality assurance in nuclear power programmes and NPP project activities.

Background Information

A number of countries are either embarking on a new nuclear power programme and building their first nuclear power plant or expanding existing programmes. It is anticipated that, in spite of recent events in Fukushima, there will be a number of new nuclear power plants constructed around the world.

Many countries embarking on their first nuclear power programme do not fully appreciate the scope and complexity of such an undertaking. Furthermore, recent experience shows successfully managing nuclear power plant projects is a very challenging task, even for countries with existing nuclear power programmes and previous experience constructing and operating nuclear power plants.

There is a need to provide a forum for exchange of ideas, information, best practices, lessons learned, etc., on establishing effective, safety-focused management systems for nuclear power plant projects among the various interested parties in a given region and the world at large. Such exchanges or sharing offer Member States opportunities to learn from others, to enhance their capabilities, and hence to foster better and more successful nuclear power programmes and NPP projects that result in safe, operating nuclear power plants.

Course Calendar

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Social Calendar

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Course Materials

These files are password protected. The password will be given during the class.

Agarwal
Documentation of the Management System.pdf
Anderson
IAEA NQA at NPP.pdf
Bonner
IAEA Poweria.pdf
Boogaard
Comparasing GS-R-3 and NQA 1 2008 and ISO 9001.pdf
IMS and SC SS.pdf
Graded approach Man systems.pdf
IMS benefits and practicle examples.pdf
Vietnam Management of Safety and management system of NPP projects.pdf
Excercise Process development.pdf
Practical example of implementation of an IMS.pdf
Development of a Process Based Management SystePaciga m.pdf
Proc Management System Administration.pdf
Braun
Discovery of Fission and CP-1.pdf
L.1.1.2 (a) - Safety Culture in an Operating Organization.pdf
Stakeholder Management.pdf
Cunningham
Applications of Risk Analysis in Regulation.pdf
Considerations of Safety Culture in Regulation.pdf
Danielson
IAEA_NQA-1.pdf [Updated]
Deb
L.2.9B Argonne Training Pack.pdf
L.6.4 Argonne Training Pack.pdf
L.7.1 Argonne Training Pack.pdf
L.7.4 Argonne Training Pack.pdf
Falvo
PSA at Exelon.pdf
PSA.pdf
Frischknecht
0_Main.pdf
1_Quality.pdf
2_Management-Systems.pdf
3_ISO-9001.pdf
4_History_IAEA.pdf
5_GS-R-3.pdf
6_Properties_of_a_good_MS.pdf
7_Implementation.pdf
8_Conclusions.pdf
Assessment_fin.pdf
EFQM_1.pdf
Management-Systems_02.pdf
Safety_Oversight_fin.pdf
Galles
Implementation of IAEA GS-R-3 by ANAV.pdf
Managing and Controlling Processes - Responsibility and Authority.pdf
Managing Organizational Change.pdf
Monitoring, measuring and assessing performance.pdf
Processes assessment and improvement.pdf
Gilbert
6.4 Integrated Performance Imprv.pdf
L.5.3 Part A Adapt Std Process Models for NPP.pdf
L.5.3 Part B Adapting Sta Process Models for NPP.pdf
L4.4 Part IM and KM.pdf
3E_LP002Self-Assessment.doc
3EA_LP002TrendingActivities.doc
3EB_CorrectiveActionPrograms.doc
3ED_HumanPerformanceProcess.doc
MPLLC-EXCEL Nuc Bench.pdf
PDG01 Information Management Process Description.pdf
PDG02 Documents and Records Process Description.pdf
Lindley
SEMS.pdf
McIntry
ANL 2012.pdf
Schneider
1 WFP New Nuc.pdf
2 WFP Staffing.pdf
3 Partnerships.pdf
Van Drunen
Leadership and Management for Safety.pdf
CAP Program.pdf
CAP SL by Topic.pdf
Engineering Change Control.pdf
Watts
L.2.2 - Regulatory Oversight of Safety Culture.pdf
L.2.3 - Building a Framework for Assessing Safety Culture.pdf
L.3.1 - Management Leadership RnR.pdf
L.4.1. Human Resources and Organization Development.pdf
W.2.6 Identification of SC Characteristics n Attributes in Inspection Findings.pdf
W.3.2. Assessment of Leadership Styles n Potential.pdf

Course Evaluation

The information was available during the course.

Course Photo

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