|Litigation Support for First Energy Corp. Board of Directors
||FirstEnergy Corp. is the owner-operator of the Davis-Besse Nuclear Power Station (DBNPS) through its subsidiary FirstEnergy Nuclear Operating Company. Following a two-year extended shutdown of DBNPS, the Wass Consulting Group was hired by the Shareholders' Derivative Claim Review Committee (Committee) of FirstEnergy's Board of Directors to provide an independent evaluation of plaintiff allegations pertaining to the oversight of DBNPS that were contained in a shareholders' derivative lawsuit brought against FirstEnergy's Board of Directors.
|Benchmarking for Commonwealth Edison Company
||For the largest nuclear utility in the United States, we improved
the work control, maintenance, and system engineering functions. During
the conduct of this review, we benchmarked the functions against other
utilities, NASA, SATURN, and other non-utility companies (including
airlines and oil refineries) that are considered leaders in these
functional areas. The review results contained detailed recommendations
and an implementation plan that moved these areas forward through
significantly improved effectiveness.
|Corporate Restructuring for Public Service Electric and Gas Company
||Working with all senior executives, we provided advice and options
on how to best restructure the location of the nuclear organization
within the company. Issues encountered were reporting position, titles,
and regulator concurrence for the possible changes. The recommendations
included options on reporting relationships, new titles for the chief
nuclear officer, and a clear display on the benefits or disadvantages
associated with each option available.
|Jointly-Owned Nuclear Operating Company (JNOC) with Risk Sharing
for PECO Energy/PSE&G
||In a breakthrough project, we determined under what circumstances
a Jointly-Owned Nuclear Operating Company might provide the opportunity
for significant cost savings and plant operational improvements, and
whether production cost and energy output risk sharing arrangements
were feasible and desirable. The project encompassed seven nuclear
units at three locations owned by four co-owners. Through extensive
computer modeling, we established the feasibility of such arrangements.
We also developed the essential principles needed to support a strong,
commonly understood operating philosophy for the JNOC; identified
critical issues and/or barriers associated with forming the JNOC;
and developed an effective policy, operating, and governance framework
that could form the basis for a formal contractual risk sharing agreement
among the co-owners.
|Shared Savings Between Five Nuclear Plants
(Callaway, Comanche Peak, Diablo Canyon, South Texas Project, and
Wolf Creek), Implementation Arrangements, and Future Strategic Options
|In another breakthrough project, we determined the opportunities
available and implementation interface arrangements needed for five
different nuclear utilities to capture shared savings or increased
influence in three functional areas: outage management, supply chain,
and regulatory matters. We worked with four client teams in this project,
one for each functional area reviewed and a Strategy Team which tied
together the conclusions and created a strategic "glide path"
for implementing existing recommendations and for moving closer to
more formal cost-sharing arrangements. The project identified substantial
cost savings opportunities and determined the structure, responsibilities,
and timing of implementation. The project took only four short months
to complete, and implementation began almost immediately.
|Change Management, Organizational Design,
Technology Commercialization, and Cost
Reduction for U. S. Enrichment Corporation
|Beginning in 1995 shortly after USEC was formed, we conducted a
series of projects aimed at positioning USEC's operations for privatization.
Our first project reorganized each of its two gaseous diffusion plants
from a traditional cost-plus contractor arrangement into a modern,
private sector organization structure. Existing functions were streamlined,
and needed but absent functions were identified and provided for.
Subsequent reviews focused on improving effectiveness and efficiency
in the two plants, technology transfer, and cost reduction. The technology
transfer project determined the steps, organization, staffing, and
timing needed to bring a new AVLIS technology from the laboratory
to full field production. This project helped USEC to reach an eventual
cancellation decision on AVLIS. More recently we assisted USEC in
cost reduction projects, aimed at lowering product costs in a competitive
|Organizational Effectiveness for Centerior Energy Corporation
||In conjunction with an audit advisory panel, we conducted a comprehensive
organizational review to identify areas for operations and maintenance
cost savings. We provided management with recommendations on organization
structure, work process revision, and elimination of work and unnecessary
|Business Strategy and Merger of Associations for Nuclear Power Oversight
||Played a vital role in the consolidation of four Washington, D.C.-based
U.S. nuclear power industry associations into the new Nuclear Energy
Institute (NEI), a single organization to represent the industry.
We developed mission, goals, governance, by-laws, dues structure,
organization structure, and staffing for the new Nuclear Energy Institute.
We also subsequently conducted the executive search for a President
|Nuclear Regulatory Interface Impact for Nuclear Energy Institute
||Conducted a thorough review of nuclear power management's interface
with the Nuclear Regulatory Commission. Inputs were compiled from
all 44 nuclear utilities which were used to develop a report of the
current regulatory situation as reported by the industry. Worked in
concert with the Nuclear Energy Institute (NEI) and the Institute
for Nuclear Power Operations (INPO) during the course of this review.
The report was completed and discussed during a public hearing with
the NRC commissioners. The report is widely recognized as the beginning
of improved regulation by the NRC.
|Organizational Effectiveness and Cost Reduction
for PECO Energy
|Through a joint team effort, conducted a complete review of the
nuclear organization. Functional areas reviewed included engineering,
operations, maintenance, finance, training, human resources, planning,
and support activities. Recommendations to eliminate unnecessary work
and reduce associated staff positions with specific implementation
plans were developed. Follow-up studies were conducted afterwards
resulting in very lean nuclear organizations at the client company.
|Functional Area Reviews and Efficiency Improvement for Commonwealth
||With joint client-consultant teams, conducted functional reviews
of the Nuclear Organization's Chemistry, Health Physics, and Emergency
Planning areas. The reviews included site, nuclear support, and corporate
support functions. Results achieved included significant efficiency
improvements while maintaining the operational effectiveness of the
|Chief Executive Officer Search & Compensation
||Working with the Executive Committee of the Board of Directors of
an industry association, we conducted a comprehensive search for a
new Chief Executive Officer. Extensive sourcing and screening of possible
candidates resulted in an initial list of seven qualified individuals.
Of these, three finalists were presented for personal interview along
with a complete dossier of their life, career, and psychological profile.
Following selection, we conducted the compensation and benefits negotiations
between the Board committee and the selected individual to the satisfaction
of all concerned.