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Jerry Cohen wrote:
...
On the contrary, ALARA doesn't really improve safety
performance. More likely, it causes the squandering of limited resources
toward solving non-problems; resources that could be beneficially applied
elsewhere.
I used to believe that myth, which is generally broadcast by those
who have limited practical experience.
On the contrary, experience at nuclear power plants generally shows
that an effective ALARA program also promotes good work practices, more
efficient utilization of resources, and high quality work.
The two major aspects of an ALARA program are:
1. ALARA for collective dose - A program for managing collective
dose also promotes:
a. work planning - The attention to detail required to perform
a job with ALARA also results in more efficient work practices.
b. training - dry runs on mock ups results in more efficient
work and fewer errors.
c. lessons learned - Jobs must be reviewed and lessons learned
incorporated into planning for future work. This also reduces errors
and results in more efficient work.
d. job scheduling - The optimum frequency must be determined
for high dose jobs, to avoid underscheduling, with resulting breakdowns,
and overscheduling, which generates unnecessary dose.
2. even distribution of dose within work groups - This promotes
the more efficient utilization of the work force. Management no longer
has the luxury of letting a few workers carry the load and ignoring
nonperformers.
In fact, the lessons learned from ALARA programs are being used to promote
improved work practices in the non-nuclear side of utilities.
The opinions expressed are strictly mine.
It's not about dose, it's about trust.
Curies forever.
Bill Lipton
liptonw@dteenergy.com
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