Implementation of meso-scale radioactive dispersion model for GPU

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Development and Implementation of a Process Based Management System. IAEA Nuclear Energy Series No. NG-T-1.3, Published by the International Atomic Energy Agency 2015, ISBN 978-92-0-103215-7, 57 pp., 34.00 EUR.

A process based management system enhances traditional quality programmes, and, when properly implemented, enables the organization to satisfy external agencies and registrars for certification of management systems such as ISO 9001, ISO 14001, OHSAS 18001, and regulatory acceptance of security and safeguards programmes. It also ensures knowledge retention and the retention of all important aspects of existing programmes. As part of implementation, and to facilitate the same, organizations can develop maps, descriptions and other documents demonstrating how the certified quality assurance and quality management programmes have been addressed in the process based management system documents. Guidance comparing the requirements of GS-R-3 with ISO 9001, or with ASME NQA-1, may be used to help create such maps or documents.

A vendor provided management system delivered with a nuclear power plant to ensure safe operation is often a typical quality management system for operations and maintenance, which may, to a certain extent, integrate aspects related to safety and environmental protection. GS-R-3, however, requires the organization to identify processes of the management system needed to achieve all its objectives in all life cycle phases (siting, design, construction, commissioning, and operation and decommissioning), meet all requirements and deliver the outcomes of the organization. Furthermore, such processes must be planned, implemented, assessed and continually improved.

A management system complying with GS-R-3 must be tailored to meet the objectives and requirements of the organization. As a consequence, a quality assurance or quality management system needs to undergo the kind of transition indicated earlier. The guidance provided in this publication should be used in conjunction with IAEA guidance on continual improvement and on Managing Organizational Change in Nuclear Organizations. This publication contains information on how to make the transition from a quality management system to one aligned with IAEA requirements for management systems, thereby providing Member States and organizations wishing to adopt the new standards with guidance that facilitates such an undertaking. The guidance contained in this publication will enable Member States and organizations to introduce, apply and meet the new requirements in a planned and systematic manner, without negating any gains in safety performance or operational efficiency and effectiveness derived from their existing quality management system(s).

The publication focuses on the steps an organization can take to make the transition from quality assurance, quality control (QA, QC) and quality management (QM) to a management system meeting IAEA GS-R-3 requirements.

The objective of this Nuclear Energy Series Report is to provide good practice, practical examples, and methods that can be used to help organizations implement a process based management system as defined by IAEA Safety Standard GS-R-3.

Guidance provided here, describing good practices, represents expert opinion but does not constitute recommendations made on the basis of a consensus of Member States.

This publication provides guidance on implementing a process based management system to all life cycle stages of nuclear facilities and activities, including siting, design, construction, commissioning, and operation and decommissioning. As such, it can be applied to organizations implementing a management system for the first time, as well as to organizations wishing to make the transition from legacy management systems such as those based on QA and QM approaches.

This publication first presents general characteristics of implementing a process based management system in Section 2. Section 3 discusses the general starting point of management system development: evaluating business needs and preparing an implementation strategy. In Section 4, developing and managing the implementation plan for the management system is discussed, and Section 4 also presents the manner in which detailed processes can be developed. Finally, monitoring and follow-up are discussed in Section 5.

Appendices I–III and Annexes I–X provide further information on concrete aspects of the implementation process, and various examples.