1. Configuration Control and the Standard Nuclear Performance Model
I’m here today to give you a brief NEI benchmarking overview and invite some of you to participate in a process benchmarking project in 2001.
But first lets start with why benchmarking is important.
“It’s Time for a Business Approach”
John Butler
Nuclear Energy Institute
September 26, 2000

2. The Big Picture
This drawing shows how benchmarking helps enhance a generating company’s asset value.
1. Benchmarking improves operating processes resulting in lower operating and maintenance (O&M) costs.
2. Individual plant asset values are based on:
Revenue as a function of market price
Less Life Cycle Management costs
Less decommissioning costs
3.Three asset values may be calculated:
Normal lifetime
Extended lifetime
Early shutdown
4. All plant asset values may be combined to form a generating company portfolio. So each CEO may determine whether to run each plant and for how long.
So benchmarking lowers O&M to kep plants running productively.

3. How Plants Will Survive
Benchmarking to lower O&M Costs
Look for opportunities to lower overhead by encouraging economy of scale
Opportunity to improve economics by license renewal
Maximize Plant Value
Summary of preceding slide

4. Standard Nuclear Performance Model
So this leads us to our theme for the meeting and an illustration as to how our benchmarking industry works model is formulated.
Benchmarking compares work practices in three ways
Process view
Cost view
Performance Indicator view
The picture illustrates how the industry works together on three axes for
PROCESSES
COST and
PERFORMANCE INDICATORS
Processes = How
Cost =How Much
Performance Indicators = How Well… we generate electricity
We have given each of you a mousepad as a reminder of how the industry is working together for improvement.

5. Tree Structure for Cost and Performance Indicators and Process Steps
Each dimension of the model can be further divided into four levels of detail.
Making comparisons among plants requires making measurements which can be consistently compared. .

6. Here is the industry standard performance model model, which consists of all activities needed to make electricity.
Eight overall processes
45 sub-processes and activities

7. Configuration Control
CC001- Provide Configuration Control
CC002- Provide Design Changes
CC003- Provide Design Basis Changes
CC004- Provide Fuel Management Services
CC005- Provide a Decommissioning Plan
The Configuration Control Process contains five activities.
Engineering design processes are contained within CC001, CC002 and CC003

8. CC001 Configuration Control
Process maintenance documentation scope:
Operational Configurations
Design Configurations
Design Bases
Design Requirements
FSAR
Inspection Records
As Built Data
Unit Specific Differences

9. CC002 Design Changes Development of changes: Justification
Within Design Bases
Additional Scope:
Alternate replacement items
Mods
Setpoint changes
Temporary plant alterations
Minor physical changes

10. CC003 Design Basis Changes
Process references to
Design Codes
Standards and conventions
Engineering analysis
Federal, State and Local requirements

11. Industry Level Performance Indicators
CC001- Engineering Rework
CC001- Open Work Requests
CC002- CC005- NONE
The industry collects standard performance indicators and currently there are only two for CC001. This has been unchanged since There are no indicators for any other CC areas. (Z)
These PIs are maintained in the KPI survey of EUCG and are directly associated with the Activity Based Cost data for the standard processes
(Y).

12. Benchmarking Approach
Screen Plant Candidates Using Peer Review Team
Identify Details via Survey
Plot Cost versus Performance
Electric Utility Cost Group - Cost Source
Transfer Good Practices- Report/Web/Workshops
In a benchmarking project we form an industry team that performs all project activities.
Each project takes about four months.
After the report is issued an industry workshop is held to transfer good practices.

13. Benchmarking Process Compressed Schedule- 90 Days
Single Implementing Peer Group
Planning
Data/Process Mapping
Site Selection
Visits
Report
Workshop/Forum
About 12 to 15 members per project

14. How to Get NEI Economic Reports
Web Address:
Call Paul Pleas ( ) if you need NEI password
Access Report via each activity “Technical Documents” Category in Standard Process model

15. 1998 Reports A Standard Nuclear Performance Model 10/98
Radiation Protection (WM007-8)
Emergency Planning (LP-005)

16. Reports 1999 2000 Business Services (SS-002) Self-Assessment (LP-002)
Information Technology (SS-001)
Materials and Services (MS-001 thru 6)
Trending Activities (LP-002)
Long Range Planning and Project Evaluation (SS-002)

17. Projects in Progress/Planned
2000
Process Computer (SS-001)
Corrective Action (LP-002)
Human Resources (SS-004)
Standard Process Model Update 12/00
2001
Configuration Control (CC-001 thru 3)
Human Performance (LP-002)
Document Services (SS-005) -after CC
Self-Assessment (LP-002)

18. Configuration Control Project
Solicit Volunteers Now
Send to Vince Gilbert or
Give name to John Butler at CMBG
Proposed to Start 4/01
Report about 8/01
Workshop - in conjunction with CMBG about 9/01
Follow-up Project -Interface to Document Services/NIRMA-TBD
Self-Assessment (LP-002)

19. INPO Interface
Gary Peet is INPO Economic Point of Contact ( ;
Many INPO/NEI joint projects
INPO member needed on many benchmarking teams
NEI Target is Economic Performance
Provide Input for INPO Working Meetings and Forums
Coordinates INPO attendance at industry meetings

20. What You Can Do Get involved in Benchmarking Project Processes Cost
Performance Indicators

21. NEI Reorganization 9/00
Consolidate all NEI functions related to business together under Marv Fertel
Electric Industry Restructuring
Business Services
Process Improvement/Benchmarking
Top Industry Practice Awards
New Plants
Fuel Processing/Used Fuel Disposal
Environmental Value

22. Keys to Success Standardization Sharing Experience
Refining the Performance Model