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Solid waste information and tracking system server conversion project management plan

Description: The Project Management Plan governing the conversion of Solid Waste Information and Tracking System (SWITS) to a client-server architecture. The Solid Waste Information and Tracking System Project Management Plan (PMP) describes the background, planning and management of the SWITS conversion. Requirements and specification documentation needed for the SWITS conversion will be released as supporting documents.
Date: April 12, 1999
Creator: MAY, D.L.
Partner: UNT Libraries Government Documents Department

Outsourcing of Training

Description: Several lessons are covered that has been learned at Fluor Daniel Hanford during their outsourcing effort. We have overcome problems because of our joint commitment to success. We continue to work our way through issues as they arise. On the positive side, several good things have happened as a result of outsourcing. Our training provider (EXITECH) has proven to be very responsive to our many different customers. We have been able to establish and support a 6-month training schedule for the first time. This has allowed the different facilities who send workers to training with more flexibility in planning their workers' time away from their jobs. In addition to the master training schedule, each facility on the Hanford Site has its own special or emergent training needs, and EXITECH has been very responsive in meeting these individual facilities' needs. Student and supervisor feedback on the quality and effectiveness of environmental, safety and health training provided by EXITECH has been very positive. Worker and supervisor feedback indicates the ''hands-on'' training serves their needs, and focuses on what they need to know to be able to perform work safely and efficiently. EXITECH strives very hard at presenting training so students can become successful in their training efforts. The workforce has noticed EXITECH's training philosophy is based on shared success with the trainee, not failure. Along the way, FDH has saved money as a result of this outsourcing. During our first year of the contract, we estimated a $400,000 savings. The decision as to outsource training is likely the most important you will make for your organization. In our situation, it fit the business goals we had established in our bid for the Hanford contract. However, if we were to begin again, we would factor some of the valuable lessons learned experienced during ...
Date: June 17, 1999
Creator: GAMIN, J.E.
Partner: UNT Libraries Government Documents Department

Hanford fire department FY 99 annual work plan WBS 6.5.7

Description: The mission of the Hanford Fire Department (HFD) is to support the safe and timely cleanup of the Hanford site by providing a full range of services at the lowest possible cost to customers. These services include fire suppression, fire prevention, emergency rescue, emergency medical service, and hazardous materials response; and to be capable of dealing with and terminating emergency situations which could threaten the operations, employees, the general public, or interest of the U. S. Department of Energy operated Hanford Site. This includes response to surrounding fire departments/districts under mutual aid and state mobilization agreements and fire fighting, hazardous materials, and ambulance support to Washington Public Power Supply System (Supply System) and various commercial entities operating on site through Requests for Service from DOE-RL. The fire department also provides site fire marshal overview authority, fire system testing and maintenance, respiratory protection services, building tours and inspections, ignitable and reactive waste site inspections, prefire planning, and employee fire prevention education.
Date: February 24, 1999
Creator: GOOD, D.E.
Partner: UNT Libraries Government Documents Department

Project Hanford management contract quality improvement project management plan

Description: On July 13, 1998, the U.S. Department of Energy, Richland Operations Office (DOE-RL) Manager transmitted a letter to Fluor Daniel Hanford, Inc. (FDH) describing several DOE-RL identified failed opportunities for FDH to improve the Quality Assurance (QA) Program and its implementation. In addition, DOE-RL identified specific Quality Program performance deficiencies. FDH was requested to establish a periodic reporting mechanism for the corrective action program. In a July 17, 1998 response to DOE-RL, FDH agreed with the DOE concerns and committed to perform a comprehensive review of the Project Hanford Management Contract (PHMC) QA Program during July and August, 1998. As a result, the Project Hanford Management Contract Quality Improvement Plan (QIP) (FDH-3508) was issued on October 21, 1998. The plan identified corrective actions based upon the results of an in-depth Quality Program Assessment. Immediately following the scheduled October 22, 1998, DOE Office of Enforcement and Investigation (EH-10) Enforcement Conference, FDH initiated efforts to effectively implement the QIP corrective actions. A Quality Improvement Project (QI Project) leadership team was assembled to prepare a Project Management Plan for this project. The management plan was specifically designed to engage a core team and the support of representatives from FDH and the major subcontractors (MSCs) to implement the QIP initiatives; identify, correct, and provide feedback as to the root cause for deficiency; and close out the corrective actions. The QI Project will manage and communicate progress of the process.
Date: March 25, 1999
Creator: ADAMS, D.E.
Partner: UNT Libraries Government Documents Department

FMEF Electrical single line diagram and panel schedule verification process

Description: Since the FMEF did not have a mission, a formal drawing verification program was not developed, however, a verification process on essential electrical single line drawings and panel schedules was established to benefit the operations lock and tag program and to enhance the electrical safety culture of the facility. The purpose of this document is to provide a basis by which future landlords and cognizant personnel can understand the degree of verification performed on the electrical single lines and panel schedules. It is the intent that this document be revised or replaced by a more formal requirements document if a mission is identified for the FMEF.
Date: November 11, 1998
Creator: FONG, S.K.
Partner: UNT Libraries Government Documents Department

An evaluation of the management system verification pilot at Hanford

Description: The Chemical Management System (CMS), currently under development at Hanford, was used as the ''test program'' for pilot testing the value added aspects of the Chemical Manufacturers Association's (CMA) Management Systems Verification (MSV) process. The MSV process, which was developed by CMA's member chemical companies specifically as a tool to assist in the continuous improvement of environment, safety and health (ESH) performance, represents a commercial sector ''best practice'' for evaluating ESH management systems. The primary purpose of Hanford's MSV Pilot was to evaluate the applicability and utility of the MSV process in the Department of Energy (DOE) environment. However, because the Integrated Safety Management System (ISMS) is the framework for ESH management at Hanford and at all DOE sites, the pilot specifically considered the MSV process in the context of a possible future adjunct to Integrated Safety Management System Verification (ISMSV) efforts at Hanford and elsewhere within the DOE complex. The pilot involved the conduct of two-hour interviews with four separate panels of individuals with functional responsibilities related to the CMS including the Department of Energy Richland Operations (DOE-RL), Fluor Daniel Hanford (FDH) and FDH's major subcontractors (MSCS). A semi-structured interview process was employed by the team of three ''verifiers'' who directed open-ended questions to the panels regarding the development, integration and effectiveness of management systems necessary to ensure the sustainability of the CMS effort. An ''MSV Pilot Effectiveness Survey'' also was completed by each panel participant immediately following the interview.
Date: November 12, 1998
Creator: BRIGGS, C.R.
Partner: UNT Libraries Government Documents Department

340 Facility emergency preparedness hazards assessment

Description: This document establishes the technical basis in support of Emergency Planning activities for the 340 Facility on the Hanford Site. Through this document, the technical basis for the development of facility specific Emergency Action Levels and Emergency Planning Zone, is demonstrated.
Date: November 25, 1998
Creator: CAMPBELL, L.R.
Partner: UNT Libraries Government Documents Department

Fiscal year 1999 Battelle performance evaluation and fee agreement

Description: Fiscal Year 1999 represents the third fill year utilizing a results-oriented, performance-based evaluation for the Contractor's operations and management of the DOE Pacific Northwest National Laboratory (here after referred to as the Laboratory). However, this is the first year that the Contractor's fee is totally performance-based utilizing the same Critical Outcomes. This document describes the critical outcomes, objectives, performance indicators, expected levels of performance, and the basis for the evaluation of the Contractor's performance for the period October 1, 1998 through September 30, 1999, as required by Clauses entitled ''Use of Objective Standards of Performance, Self Assessment and Performance Evaluation'' and ''Performance Measures Review'' of the Contract DE-ACO6-76RL01830. Furthermore, it documents the distribution of the total available performance-based fee and the methodology set for determining the amount of fee earned by the Contractor as stipulated within the causes entitled ''Estimated Cost and Annual Fee,'' ''Total Available Fee'' and ''Allowable Costs and Fee.'' In partnership with the Contractor and other key customers, the Department of Energy (DOE) Headquarters (HQ) and Richland Operations Office (RL) has defined four critical outcomes that serve as the core for the Contractor's performance-based evaluation and fee determination. The Contractor also utilizes these outcomes as a basis for overall management of the Laboratory.
Date: October 22, 1998
Creator: DAVIS, T.L.
Partner: UNT Libraries Government Documents Department

Site systems engineering fiscal year 1999 multi-year work plan (MYWP) update for WBS 1.8.2.2

Description: Manage the Site Systems Engineering process to provide a traceable integrated requirements-driven, and technically defensible baseline. Through the Site Integration Group(SIG), Systems Engineering ensures integration of technical activities across all site projects. Systems Engineering's primary interfaces are with the RL Project Managers, the Project Direction Office and with the Project Major Subcontractors, as well as with the Site Planning organization. Systems Implementation: (1) Develops, maintains, and controls the site integrated technical baseline, ensures the Systems Engineering interfaces between projects are documented, and maintain the Site Environmental Management Specification. (2) Develops and uses dynamic simulation models for verification of the baseline and analysis of alternatives. (3) Performs and documents fictional and requirements analyses. (4) Works with projects, technology management, and the SIG to identify and resolve technical issues. (5) Supports technical baseline information for the planning and budgeting of the Accelerated Cleanup Plan, Multi-Year Work Plans, Project Baseline Summaries as well as performance measure reporting. (6) Works with projects to ensure the quality of data in the technical baseline. (7) Develops, maintains and implements the site configuration management system.
Date: October 8, 1998
Creator: GRYGIEL, M.L.
Partner: UNT Libraries Government Documents Department

Fiscal year 1998 Battelle performance evaluation agreement revision 1

Description: Fiscal Year 1998 represents the second full year utilizing a results-oriented, performance-based contract. This document describes the critical outcomes, objectives, performance indicators, expected levels of performance, and the basis for the evaluation of the Contractors performance for the period October 1, 1997 through September 30, 1998, as required by Articles entitled Use of Objective Standards of Performance, Self Assessment and Performance Evaluation and Critical Outcomes Review of the Contract DE-AC08-76RLO1830. In partnership with the Contractor and other key customers, the Department of Energy (DOE) Richland Operations Office has defined six critical outcomes that same as the core for the Contractors performance evaluation. The Contractor also utilizes these outcomes as a basis for overall management of the Laboratory. As stated above six critical outcomes have been established for FY 1998. These outcomes are based on the following needs identified by DOE-HQ, RL and other customers of the Laboratory. Our Energy Research customer desires relevant, quality and cost effective science. Our Environmental Management customer wants technology developed, demonstrated, and deployed to solve environmental cleanup issues. To ensure the diversification and viability of the Laboratory as a National asset, RL and HQ alike want to increase the Science and Technical contributions of PNNL related to its core capabilities. RL wants improved leadership/management, cost-effective operations, and maintenance of a work environment, which fosters innovative thinking and high morale. RL and HQ alike desire compliance with environment, safety and health (ES and H) standards and disciplined conduct of operations for protection of the worker, environment, and the public, As with all of Hanford, DOE expects contribution of the Laboratory to the economic development of the Tri-Cities community, and the region, to build a new local economy that is less reliant on the Hanford mission, as well as enhancing the status of the Laboratory as a ...
Date: October 22, 1998
Creator: DAVIS, T.L.
Partner: UNT Libraries Government Documents Department