II. Maintenance Personnel Resources

A. INTRODUCTION

The size, organization and required skill sets of the maintenance organization should be adjusted to the specific mission of the organization. The organization should be described in terms of reporting structure, e.g., Organizations Charts, which depict reporting relationships and communication structures, and responsibilities and accountabilities of each position or category of worker. Knowledge and skills required by an individual to perform each of the defined jobs should be assessed, and methods developed to ensure that individuals possess the requisite knowledge and skills prior to being assigned to perform in an un-supervised manner.

Methods to develop the requisite skills and knowledge for new employees or newly promoted individuals may include:

· classroom training

· on-the-job training

· self-study

· apprenticeships

Methods used to assess the level of skills and knowledge includes, but is not limited to:

· written examinations

· oral examinations

· observations of simulated performance

· observation of actual performance under supervised conditions

Maintenance tasks may vary from very simple tasks performed routinely to those, which are very complex or are performed at very infrequent intervals. Personnel continuing training and re-qualification programs should be considered to sustain requisite performance competency, especially for complex, infrequently performed tasks. Management and personnel have unique knowledge and skills requirements. These should also be addressed for initial training and qualification process as well as on-going training.

In cases where the maintenance of requisite numbers or specific skills within the in-house organization is not economically practical, or unexpected demands on in-house resources are beyond their capability, use of contracted resources is often used. Appropriate methods should be employed to ensure that adequate controls are applied to the contractor(s) personnel and performance to ensure the desired outcome without personnel safety events or damage to systems, structures or components.

B. GUIDELINES

1. Organization, Responsibilities and Accountabilities

The maintenance organization should be developed around the defined mission. The mission should address such factors as:

· the number and type of assets to be maintained

· the geographical location of the assets to maintained

· the operational criticality of the assets to be maintained

· the company strategies for maintenance

· availability of supplemental resources

· availability of spare parts and replacement equipment

· capabilities of support services such as original equipment manufacturers or specialty service contractors

Task analysis should form the basis for initial resource requirements, and should account for:

· span of control for managers

· industry experience with operating and maintaining the equipment within the maintenance mission

· labor agreements

· geographical location of assets within the maintenance mission

· criticality of maintenance to the company mission

Performance measures should be established to provide feedback on organization size and structure.

2. Responsibilities and Accountabilities

Management expectations for the maintenance organization should be clearly communicated. Some methods available for this include:

· job or position descriptions

· annual performance contracts

Such documents should not only establish objective performance goals, but also define freedom to act in terms of decision-making and execution authorities, and expected communication thresholds when the incumbent should seek additional guidance.

Job and/or Position Descriptions should be used as a source document when performing job/task analysis for knowledge and skill requirements for training and qualification programs.

3. Maintenance Training Programs

The training and qualification program provides a foundation for the basic skills and knowledge (skill of the worker) that a worker (contractor and permanent staff) must possess to perform the job. This refers to any tasks that may be performed as part of a procedure or work order but are not described in detail. This could include such things as the ability to perform administrative duties, use of basic hand tools or proper use of basic measurement and test equipment. The level of detail included in the procedures and extent of management oversight will dictate knowledge and skill proficiency needs for workers.

Management, with assistance from training, establishes and maintains training and qualification programs that meet Maintenance Department needs. Management establishes qualification standards and evaluation methods to verify maintenance personnel (employee and contractor) competence for assigned functions. Specific accountabilities include but are not limited to the following:

· Design, develop, implement, evaluate, and modify training and qualification programs to meet the needs of maintenance personnel.

· Train managers, planners, schedulers, engineers, storekeepers, and craft and contractor personnel, as well as personnel in other positions deemed necessary by the company.

In the training and qualification program, include initial training to provide personnel with the knowledge and skills necessary to perform work and continuing training to maintain and enhance worker knowledge and skills.

2. Maintenance Personnel Initial Training and Qualification

Initial training and qualification verify that maintenance personnel possess the knowledge and skills necessary to perform job functions competently before independent job assignments. Topics in this training should include, as appropriate, the following:

· orientation training that acquaints the trainee with maintenance and site facilities, interdepartmental responsibilities, communications, and department philosophy

· industrial safety training to increase trainee awareness of industrial hazards at the station and adherence to safety precautions in the performance of daily activities

· regulatory limitations imposed on the types of activities to be performed, e.g., hazardous waste handling, OSHA, fire protection, asbestos abatement, ASME or IEEE codes, local or state building codes.

· fundamentals training in mathematics, physics, electrical science, and properties of materials to provide the trainee with the knowledge of technical concepts that are applied during daily maintenance activities

· tools and equipment skills training to provide the trainee with the knowledge and skills needed to select, inspect, use, and care for tools and equipment used in maintenance

· plant systems training to provide the trainee with an understanding of plant systems, including the purpose, major component functions, principles of operation, interface with other plant systems, and alarms and indications affected by maintenance

· specific system component training to provide the trainee with in-depth knowledge and skills required to maintain the equipment

· configuration control training to sensitize maintenance personnel to maintenance activities that could change the design configuration of the plant

· on-the-job training and task performance evaluation to teach and evaluate job-related knowledge and skills within the job environment and develop an understanding of management standards and expectations

· basic planning and scheduling skills used by maintenance to include familiarity with the content of work packages, scheduling tools, and computer-based information management systems

· cross-discipline/multiple task training to develop worker knowledge and improve productivity

3. Maintenance Personnel Continuing Training and Re-qualification

Continuing training verifies that workers' knowledge and skills needed to successfully perform assigned maintenance tasks are maintained and enhanced. This training includes changes in generating unit configurations and procedures, regulatory requirements, and applicable lessons learned from industry and in-house operating experiences. In addition, improvement in maintenance personnel job performance and development of broader scope and depth of job-related knowledge and skills also are goals of a comprehensive, continuing training program.

Continuing training topics address maintenance personnel needs identified through ongoing reviews of personnel job performance. Continuing training topics could include the following:

· observed problems or job performance weaknesses

· changes to processes, procedures, and equipment; industry and in-house operating experience

· lessons learned from outage critiques

· generating unit systems and component training for infrequently performed or difficult tasks

· fundamentals refresher training to maintain and improve maintenance personnel knowledge and skills of academic principles

· cross-discipline/multiple task training to enhance worker knowledge and improve productivity

· training to reinforce management standards and expectations, such as self-checking, procedure adherence, and tool use

Certain jobs, particularly those involving special processes, may require periodic re-qualification, or demonstration of skill at an acceptable level. Jobs that typically require re-qualification or re-certification would include, but not be limited to:

· welders

· quality control inspectors

· asbestos workers

· confined space entry watch

4. Training Program Records

Records of each individual's performance in the training and qualification program are maintained in an auditable manner. Typically these records document:

· the results of final written, oral, and practical demonstration examinations

· on-the-job training and task performance evaluations

In addition, records of program content and training effectiveness evaluations are maintained. Maintenance managers have access to qualification records as necessary to support the assignment of work to qualified individuals.

5. Training Program Approval, Effectiveness, and Feedback

Managers should monitor the performance of maintenance personnel to identify initial and continuing training program enhancements and emphasis. Results of self-evaluations should also be used as input to training program changes. Trainee's feedback on his or her perception of and suggestions for improving the training program, is a critical element in maintaining effective training programs.

When reviewing maintenance-training programs, consider any performance trends as a result of monitoring activities that indicate maintenance knowledge or skills need improvement.

Identify generic weaknesses that should have been prevented by effective initial training, perform appropriate cause analysis and take corrective actions to eliminate the training program deficiency.

6. Management Training

A structured program should provide the training needed to develop and maintain management skills. This training should:

· Address needs of new first-line managers to aid them in managing maintenance activities

· Accommodate plant staff serving as temporary managers or coordinators of maintenance projects to determine if management skills' training is needed.

· Use career progression planning to help customize the training program for personnel being considered for specific managerial positions.

7. Control of Contractor Personnel

Non-department and contract personnel should perform maintenance under the same controls as, and to the same high work standards expected of, maintenance personnel. Maintenance managers should hold non-department and contract managers accountable for the work of their personnel. Consideration should be given to training and qualifying non-department and contractor personnel who perform planning, scheduling, maintenance, or modifications independently on generating unit systems to the appropriate level on maintenance organization administration, safety, chemical control, quality control, and regulatory limitations.

Exemptions to these training requirements may be considered and allowed for:

· Experienced personnel through examination and demonstration of skill level.

· Those individuals for whom management reviews, of the individual's training records, and job history, provides acceptable confidence that the individual can perform competently.

· For those contractors or vendors with recognized specialized knowledge and skills beyond department expertise, the process may be limited to a review of work history and contact with prior customers.

When practical assign non-department and contract personnel who are not fully trained and qualified for the job to work with qualified personnel until training is available or until competency is obtained through on-the-job training.