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Acronyms - doe-hdbk-3012-20030006
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Guide to Good Practices for Operational Readiness Reviews - index
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Prior to the Pre-Visit


DOE-HDBK-3012-2003
1.0 PURPOSE AND SCOPE
This guidance provides instructions, explanations and examples for the performance of all phases of an
Operational Readiness Review (ORR). Details pertinent to the Team Leader, Team Members, and
Review Coordinator are outlined. Appendices contain sample forms and correspondence, which are
typically used to initiate and perform the ORR.
2.0 APPLICABILITY
The document is written to be useful to both Contractor and DOE ORR Teams and Team Leaders. The
handbook is written to include considerations that result when the Team Leader or members travel to a
remote location. The specific actions that are the result of traveling to the site will not be required for
those individuals who are from the site. The handbook is also useful for Team Leaders of Readiness
Assessments (RAs) conducted in accordance with requirements of DOE O 425.1C. Lessons learned,
which are promulgated with this handbook, will benefit any line manager, particularly those preparing a
facility or process for startup or restart.
There are many challenges to leading an ORR or RA. The planning, selection of the review team, and
development of the Implementation Plan are the most difficult.
3.0 PLANNING AN ORR
3.1 ESTABLISH A TIME LINE
The following guidance is idealized, but neglecting any component of the preparation will complicate the
conduct of the remaining phases, and frustrate the review team in its efforts to be efficient and effective.
An Operational Readiness Review begins long before the conduct of the review at the identified site,
facility, or process. Once selected, the Team Leader has the responsibility for all aspects of the review.
The following list gives the Team Leader an idea of the time line he/she will need to be aware of and
ultimately manage to ensure a successful Operational Readiness Review.
1. The Startup Notification Report identifies the startup facility or activity and is initiated one year
prior to the ORR. It is the first step in the review planning process and establishes the
DOE/Contractor agreement regarding the startup review approach, including the Approval
Authority.
2. The Plan-of-Action (POA) is developed by the Contractor and DOE (a separate POA is prepared
for the DOE and the Contractor ORR) approximately six months before the conduct of the ORR
and provides the Authorization Authority=s (line management) expectations regarding the
breadth and scope of the ORR. The Team Leader is identified and prerequisites for startup
readiness are defined.
3. A Contractor Line Management Self-Assessment should be conducted prior to the Contractor
ORR giving the facility or activity=s line manager the confidence of readiness to operate safely.
It should be conducted by the facility/activity's management, should review Core Requirements
and prerequisites, should validate completed processes (reducing rework), and conclude with an
integrated wrap-up. The Management Self-Assessment should be completed and issues resolved
prior to starting the Contractor ORR.
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