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Team Leader Responsibilities - doe-hdbk-3012-20030021
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Guide to Good Practices for Operational Readiness Reviews - index
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Items to Note Before Proceeding With an ORR


DOE-HDBK-3012-2003
members when such assistance will be needed. Section 5.7 of the ORR Standard provides additional
discussion concerning post-ORR activities.
Resolution of findings and approval of Corrective Action Plans are the prerogative of the line managers
responsible for facility operations and must not be usurped by the ORR Team. While the ORR team
members should provide information as requested concerning the meaning or basis for a finding and
render judgment, if requested, as to whether a series of corrective actions will be adequate, they must
avoid being placed in a position to approve or disapprove any actions that are the responsibility of line
management.
5.1.1.3 Review Coordinator Responsibilities
 Draft thank-you letters for Team Leader's signature.
 Collect, condense, index, and file pertinent ORR information to include:
- All correspondence related to the ORR;
- All final Forms 1 and 2 signed by the inspector and Team Leader;
- The Shift Evolution and Interview list and schedule;
- The approved Plan of Action;
- The approved Implementation Plan;
- The approved Final Report with all signatures from the team members and Team Leader; and
Facility basis documentation.
6.0 LESSONS LEARNED FROM PREVIOUS ORR/RAs
The following items were learned from conducting previous ORRs and RAs from which both line
managers and reviewers could benefit. An updated lessons learned file can be accessed on the ORR link
of the EH web page.
6.1 ACHIEVING READINESS
The successful completion of any ORR will be strongly influenced by the degree to which readiness to
start program work has been achieved prior to the start of the ORR. While it is the responsibility of line
management to achieve a condition of readiness, experience indicates that the ORR Team Leader can
influence the success of the process to gain readiness during his/her preparations for the ORR. In many
cases, the potential for the particular problem to occur will become evident during pre-visits or other ORR
preparations. The following lessons learned reflect areas in which the ORR Team Leader and team
members may improve the success of the ORR.
Experience shows that prerequisites should provide significant detail and be fully measurable in
order to permit line management to track each prerequisite to completion. The ORR/RA standard
stresses the fact that the prerequisites should be tied to the Core Requirements, which are what will
be evaluated in the readiness determination. So, ensure that the ORR Prerequisites specified in the
Plan of Action support achieving readiness.
A thorough Management Self-Assessment (although not required by DOE O 425.1C) to assist line
management in verifying that readiness has been achieved is an important final step in preparing for
the ORR. The Contractor ORR Implementation Plan should reflect an intention to review the results
of the Management Self-Assessment. The DOE ORR will review the results of the Contractor ORR.
Inadequate, incomplete, or undefined incorporation of the safety basis documentation into
procedures and policies has frequently resulted in delays in starting an ORR or in significant
findings during the ORR. This is frequently caused by late development and approval of the safety
basis documentation. Line management may not fully grasp the time and effort necessary to develop
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