Evolution of Management System Standards

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1 Evolution of Management System Standards IAEA TM Application of Different Management System Standards December

2 Canadian Nuclear Laboratories (CNL) CNL is a wholly-owned subsidiary of Atomic Energy of Canada Limited (AECL). CNL is a multi-mission science and technology organization, operating Canada s largest federal research and development complex. -2-

3 Canadian Nuclear Laboratories Our management system enables successful delivery of three diverse missions. Support government in its obligation to manage historic and legacy liabilities at CNL sites and other locations. Provide nuclear science and technology capabilities and services to federal government departments and agencies in support of public policy and advice to government. Support the nuclear industry s need for in-depth research and development and test and evaluation expertise. -3-

4 Management System Standards Our Management System is informed by many standards. IAEA GS-R-3, The Management System for Facilities and Activities ASME NQA-1, Nuclear Quality Assurance CSA N286-05, Management System Requirements for Nuclear Power Plants International Financial Reporting Standards (IFRS) Committee of Sponsoring Organizations of the Treadway Commission (COSO) Internal Control Integrated Framework ISO 9001, Quality Management System requirements ISO 14001, Environmental Management System WANO Performance Objectives and Criteria -4-

5 CNL Management System Framework Six Management Areas capture all aspects of our business. Program Health, Safety Security & Environment Alignment & Integration People Improvement Capability -5-

6 Quality Control Quality Management 50-C-Q Quality 1996 Assurance 50-C-QA 1985 Leadership & Management for Safety GSR Part 2 draft Integrated Management System GS-R

7 The evolution of nuclear Management System standards tells our story. -7-

8 Those who cannot remember the past are condemned to repeat it. George Santayana -8-

9 Technology -9-

10 Inspection does not improve the quality, nor guarantee quality. Inspection is too late. The quality, good or bad, is already in the product. As Harold F. Dodge said, You can not inspect quality into a product. Out of the Crisis W.E. Deming (1982) -10-

11 The one theme that runs through the conclusions is that the principal deficiencies in commercial reactor safety today are not hardware problems, they are management problems. Three Mile Island: A Report to the Commissioners and the Public January (1980) -11-

12 The 2002 discovery of degradation of the Davis-Besse Nuclear Power Station reactor vessel head highlighted problems that develop when the safety environment at a plant receives insufficient attention over time, problems crept in, often related to or a direct result of the culture at the plant. Principles for a Strong Nuclear Safety Culture Institute of Nuclear Power Operations (2004) -12-

13 The main objective of the requirements for the management system is to ensure, by considering the implications of all actions not within separate management systems but with regard to safety as a whole, that safety is not compromised. The Management System for Facilities and Activities GS-R-3, IAEA (2006) -13-

14 Process Technology Integration Quality Control Leadership Organization Quality Management 50-C-Q Quality 1996 Assurance 50-C-QA 1985 Leadership & DESCRIPTIVE Management for Safety Culture GSR Part 2 Behaviours draft Ownership Engagement Accountability Integrated Management System GS-R Outcomes Performance indicators Equipment PRESCRIPTIVE -14-

15 Going forward We need management system standards that are fit for purpose: captures critical knowledge and lessons learned, enables highly reliable and safe technology, facilities and activities, fosters within organizations the leadership, management and culture for success. Prescriptive quality elements are critical to building and sustaining safe, reliable facilities and activities. -15-

16 Thank you. Merci. Questions? Christina Van Drunen Director, Corporate Operations -16-