QDT (QA development team) 5-Nov-2007 This is implementing the DOE order which is now in our contract. We will not do this with abunch of manuals but similar to the ES&H manual. this will take considerable time. Attendance: 3 guys from EG&G, 2 from site office, Pier, Bruce, Bob, reps from divisions and sections. (i think PPD is missing), Rich Karuhn Pier - Intro: we have had several issues over the last few years which raise the issue of whether we are doing suficient QA and are building things corectly. We have been reviewed by the dept and did not come out very well (perhaps worse than we deserved, since we do aot of QA but do it in our own way). QA audit. Lots of what we do is not uniform across the lab, and some places there is no program at all. We need to take credit for all we do by framing it in a way that is easily recognizable by outsiders. Drivers: contratual comitment; one of our top priorities; we are not alone in DOE complex. Pier is committing lab resources to implement DOE O 414.1C QA, and DOE 226.1A Contractor Assurance. Why are you here: chosen by your div/sec to represent your org, be a communication conduit, develop and tailor FNAL's QA program. Approved by Assurnace Council chair, relevant management experience, authorized to make decisions. Will be relying on lots of help from EG&G Expectations: rauise and reconcile issues openly with tghe team and your org; demonstrate leadership & commitment by attending all team meetings; be flexible; have some fun Bruce (chair of Assurance Council) QA development group responsibilities: QA program development and implementation (QDT and divisions and sections); development and implementatino oversight (OQBP); mgmt training and coaching (EG&G); guidance and sponsorship (Pier and Assurance Council) Assurance Council: advises director on integrated assurance for all terms of contract and all orders; representatino from al over lab; identifies adequacy and deficiencies, track significant items/committments to closure. You need to keep your division head informed QA Program ; Jed Hayes (EG&G QA manager assigned to FNAL) has been in QA whole career, almost 30 years, in a variety of industries been at FNAL since end of April Meeting etiquette: save questions for end Agenda: -introductions -attendance sheet -why you are here: to make decisions and committments; define and develop institutional QA plan, make iot your own, invite SMEs and others to QDT meetings -what is the QDT: pictograph of how QDT fits into lab's QA program (slide 13 question: lines are not descriptino of relationship) -why formal QA: we are not alone; we promisd (contractual committment); both orders imply stronger emphasis on best practice, assesments and continuous improvement; it's the right thing to do; improved customer relations [help prevent problems, methods to elf correct]; assist fnal community by improing internal processes [more programmatic success, higher DOE PEMP scores]; prepare fermilan for international projects (ISO 9001), support Fermilab's roadmap to the future. Formal QA shuld not be an added burden; we do these activities every day but not always formally and not usually called QA. Likewise we already do lots of QA activities in work areas' like FESHM, let's codify the QA we already do and get credit for them. improve processes and documentation (more predictable outcomes, more accuracy) -what you can expect: 2 phase plan human element: need to develop trust in teaming process. 4 stages: forming, storming, norming, performing Two phases: development (this team), and implementation (later) Looking to build siongle lab wide QA plan and implementing procedures; avoid duplication of effort; modeled after FESHM; graded approach tailored to lab's unique needs; only implement necessary controls; tailored by activity to control risk. -team process (Rich Karuhn) -Major QDT activities Activities: refine project executino plan (incl establishing metrics); complete baseline documents (EG&G already created drafts): QA plan; graded approach procedures (agree on gradation, def'n of risk, types of controls and levels of rigor); will do benchmarking against other labs (ANL, SLAC, JLAB) -first assignments review documents: approach doc, DOE orders, draft QAP, draft graded approach procedures and forms. be prepared to discuss requirements -one day workshop in two weeks brainstorming, team building, R2A2 (responsibilities and accountabilities); project specifics or scheudle, plan, deliverables. lessons learned from previous fnal projects. Assurance Council will be briefed at every milestone asite.nd will review key documents -graded approach -high level schedule and dates 26 Oct name QDT 31 Dec first draft of QA plan complete refine plan and implementing docs Oct 07-Qpr 08 perform assessments Jan 08Jul 08 gap analysis jan 08-jul 08 create implementation plan to close gaps create training plan implement training, assessment and QA progeam (transition to phase 1 and D team dissolves); I team will start with QARs from each division. Graded approach - Ed Vokoun (EG&G) lots of time in operation in industry -why graded approach: required and encouraged by DOE, provides way to identify risk and assign appropriate control; customized to site needs to meet programmatic requirements in 10 areas. matching risk with control -document structure: text procesure, process flow diagram; tables about consequence, frequency; tools for tracking and analysis -process summary: 6 steps, details in training -flowchart example -training agenda: team building, examples, process, feedback -questions Discussion: pier akss for people's expectations and concerns no meeting next week, all day workshop probably Monday nov 19 Binders full of documents handed out; tghey are also available electronically on Bob Grant's QA web site Bob repeats, this is a big job and an important job.