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Argonne | Nuclear Engineering Division | IAEA Programs | Training Courses

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

10 - 21 November 2014


PROSPECTUS

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 Outputs

The expected outputs of the training courses are:
  • Improved ability to address the challenges and issues relating to building a management system and establishing a safety culture in a nuclear power programme.
  • Enhanced understanding of management system design and implementation for NPP project management to enhance safety.
  • Better knowledge of integrated management system options as well as the milestone approach for introducing nuclear power.
  • 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
  • Enhanced networking opportunities among participants

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 processes for 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; including 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.

    As Argonne is located near several Nuclear Power Plants (NPPs), a visit to one NPP or training would be held (subject to authorization) and some structured discussions with the managers of these plants organized.

Materials

Passcode for opening these materials is posted in the classroom

Agarwal
Documentation-of-the-Management-System.pdf
Anderson
NQA.pdf
Boogaard
Excercise-Process-development.pdf
Improvement-cycle.pdf
Practicle-example-of-implementation-of-an-IMS.pdf
Chang
Sodium-cooled-Gen-IV-Reactors-and-Advanced-Fuel-Cycles.pdf
Cunningham
Regulatory-Assessment-of-Management-Systems.pdf
Use-of-Risk-Informed-Decision-Making.pdf
Danielson
NQA-1.pdf
Deb
L.6.4.pdf
L.7.1.pdf
L.7.4.pdf
Pack.pdf
Galles
Development-of-Integrated-Processes-and-SNPM.pdf
Managing-and-Controlling-Processes-Responsibility-and-Authority.pdf
Managing-Organizational-Change.pdf
Monitoring-measuring-and-assessing-performance.pdf
Exercise-Regulatory-process.pdf
Joey-s-Pizza.pdf
AP-928 WM Rev2 Nov 2007.pdf
Goodnight
Worforce-Planning.pdf
Haber
SBH-01.pdf
SBH-02.pdf
SBH-03.pdf
Hamilton
IAEA-MS-Poweria-Planning-Finance-LR1000-SMR250.pdf
Poweria-ADA-Planning-Finance-LR1000-and-SMR250.pdf
Majola
L.1.1.pdf -- 143MB
L.2.8.pdf
Senior-Management-Roles-and-Responsibilities.pdf
Grading-the-Application-of-Requirements.pdf
TECDOC-1740_web.pdf
Key-Success-Factors.pdf
Examples-of-Regulatory-Body-Process-Models.pdf
Examples-of-Other-Process-Models.pdf
Pence
Pence.pdf
Roschlova
Documentation-of-management-system.pdf
Example-of-IMS.pdf
Example-of-Safety-Culture-assesment.pdf
SE MNA 134 01_1v_EN.2.pdf
SE MNA 134 01_1v_EN.3.pdf
Sieracki
DJS.pdf
Van Drunen
Creating-a-Management-System.pdf
Leadership-Mgt-for-Safety.pdf
Watts
Management-Leadership-RR.pdf
Developing-and-Effective-Internal-Communication-Process.pdf
Assessment-of-Leadership-Styles-Potential-Supplemental.pdf
Poweria
PM-Remarks.pdf
GEN-ELEC.pdf
NEPIO.pdf
RB.pdf
Site-Selection.pdf

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