Tiger Team Assessment Of The Los Alamos National Laboratory

The Management Subteam conducted a management and organization assessment of environment, safety, and health (ES H) activities performed by the Los Alamos National Laboratory (LANL) and onsite contractor personnel. The objectives of the assessment were to (1) evaluate the effectiveness of management systems and practices in terms of ensuring environmental compliance and the safety and health of workers and the general public, (2) identify key findings, and (3) identify root causes for all ES H findings and concerns. The scope of the assessment included examinations of the following from an ES H perspective: (1) strategic and program planning; (2) organizational structure and management configuration; (3) human resource management, including training and staffing; (4) management systems, including performance monitoring and assessment; (5) conduct of operations; (6) public and institutional interactions; and (7) corporate'' parent support.

This report documents the Tiger Team Assessment of the Los Alamos National Laboratory (LANL) located in Los Alamos, New Mexico. LANL is operated for the US Department of Energy (DOE) by the University of California. The Tiger Team Assessment was conducted from September 23 to November 8, 1991, under the auspices of the DOE Office of Special Projects, Office of Assistant Secretary for Environment, Safety and Health. The assessment was comprehensive, encompassing environmental, safety, and health (ES H) disciplines; management; and contractor and DOE self-assessments. Compliance with applicable Federal, state, and local regulations; applicable DOE Orders; best management practices; and internal LANL site requirements was assessed. In addition, an evaluation of the adequacy and effectiveness of the DOE and the site contractors' management of ES H/quality assurance programs was conducted. This volume discusses findings concerning the environmental assessment.

This report presents a complete response to the Tiger Team assessment that was conducted at Oak Ridge National Laboratory (ORNL) and at the US Department of Energy (DOE) Oak Ridge Operations Office (ORO) from October 22, 1990, through November 30, 1990. The action plans have undergone both a discipline review and a cross-cutting review with respect to root cause. In addition, the action plans have been integrated with initiatives being pursued across Martin Marietta Energy Systems, Inc., in response to Tiger Team findings at other DOE facilities operated by Energy Systems. The root cause section is complete and describes how ORNL intends to address the root causes of the findings identified during the assessment. The action plan has benefited from a complete review by various offices at DOE Headquarters as well as review by the Tiger Team that conducted the assessment to ensure that the described actions are responsive to the observed problems.

This report presents a complete response to the Tiger Team assessment that was conducted at Oak Ridge National Laboratory (ORNL) and at the US Department of Energy (DOE) Oak Ridge Operations Office (ORO) from October 22, 1990, through November 30, 1990. The action plans have undergone both a discipline review and a cross-cutting review with respect to root cause. In addition, the action plans have been integrated with initiatives being pursued across Martin Marietta Energy Systems, Inc., in response to Tiger Team findings at other DOE facilities operated by Energy Systems. The root cause section is complete and describes how ORNL intends to address the root causes of the findings identified during the assessment. The action plan has benefited from a complete review by various offices at DOE Headquarters as well as review by the Tiger Team that conducted the assessment to ensure that the described actions are responsive to the observed problems.

This document contains responses and planned actions that address the findings of the Tiger Team Assessment of Brookhaven National Laboratory, June 1990. In addition, the document contains descriptions of the management and organizational structure to be used in conducting planned actions, root causes for the problems identified in the findings, responses, planned actions, schedules and milestones for completing planned actions, and, where known, costs associated with planned actions.