IT | QUALITY MANAGEMENT


Leonid Letchford


Head of Quality Management department, Rosatom State Corporation


Dmitry Petrenko


UIS-Quality project manager,


Rosatom State Corporation


Yulia Puzyreva


Quality specialist, Rosatom State Corporation


Dmitry Vashrkin


Deputy head of Quality Management department, Rosatom State Corporation


Safety first!


Russia’s State Atomic Energy Corporation Rosatom has developed an industry-wide information system for quality management. Leonid Letchford, Dmitry Petrenko, Yulia Puzyreva and Dmitry Vashrkin share more details


THE NUCLEAR INDUSTRY HAS A large number of quality management, assurance and control processes. Rosatom’s purpose in developing an industry-wide quality management information system, known as UIS-Quality, was to create a universal tool for managing quality processes across all organisations, within the State Corporation and its external partners (customers and suppliers). The system design includes features that allow regulatory authorities and authorised inspection organisations access to relevant data and business processes. Two business processes were chosen to form the core of


the system. The first is planning and recording of control operation


results. This includes quality control of products, works and services, which includes incoming inspection, supervision inspections during manufacturing and construction, regulatory inspections, audits and other control activities. The second is the nonconformity management process,


standardised at an industry level based on relevant federal regulations, IAEA recommendations and 8D methodology.


This process is important for several reasons: ● It has significant impact on the timely execution and cost of contracts for construction of a nuclear power plant.


● There is a strong correlation between quality and safety. ● It helps prevent nonconformities recurring at later stages of the plant product life cycle.


● It is required to improve and strengthen the efficiency of ‘horizontal interaction’ between the with suppliers and contractors engaged in a power plant construction project.


The ultimate goal and the measure of success of this digitalisation project were to reduce the time and complexity of business processes.


22 | November 2021 | www.neimagazine.com


Organisation, methodology, development and implementation Starting the digitalisation project required lot of preliminary


work. That included: ● Developing functional and technical requirements for the IT tool itself.


● Defining the budget and duration of the project. ● Search and examination of existing best practices. ● Preliminary assessment of the project risks. ● Forming a team that included information security


experts, IT project managers, process analysts and — most importantly — future users from the business.


The stages of the development process were: ● Thorough description and deep re-engineering of


business processes, so they are harmonised and standardised.


● Verification and validation of system requirements. ● Design and development of IT solutions. ● Trial operation. ● Refining of the system. ● Transfer to commercial operation.


Developing unified data models ensured the integration of UIS-Quality with other existing Rosatom systems (such as the parts and suppliers directory and Rosatom’s procurement system) and the possibility of easy integration with other IT systems. Developing and describing data models allows the final user to configure all kinds of printed forms and create new ones easily, to define rules for information input, and to determine mandatory completion of certain fields on data input forms. The completeness of the data model underpins the analytical capabilities of the system, as it allows users to design all kinds of reports.


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