IR 05000220/1988001
| ML17055D723 | |
| Person / Time | |
|---|---|
| Site: | Nine Mile Point  |
| Issue date: | 03/23/1988 |
| From: | Chaudhary S, Kaplan H, Strosnider J, Winters R NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION I) |
| To: | |
| Shared Package | |
| ML17055D722 | List: |
| References | |
| 50-220-88-01, 50-220-88-1, NUDOCS 8804050074 | |
| Download: ML17055D723 (20) | |
Text
U.S.
NUCLEAR REGULATORY COMMISSION
REGION I
Report No.
Docket No.
50-220/88-01 50-220 License No.
DPR-63 Licensee:
Nia ra Mohawk Power Cor oration 300 Erie Boulevard West S racuse New York Facility Name:
Nine Mile Point Nuclear Station Unit
Inspection At:
S racuse New York Inspection Conducted:
Januar 11 - 15 1988 Inspectors:.
y S
Chaud ary, Lead Reactor Engineer, MPS,
,
DRS, Region I date H. Kaplan, Lead Reactor Engineer, MPS, EB DRS Re on r
R W. Winters, Reactor Engineer, MPS, EB, RS Reg'
I Approved by:
date g/z~hv date z/zoll J
Strosnider, Chief, Materials
& Processes date ection, Engineering Branch, DRS, RI Ins ection Summar
Routine announced ins ection on Januar ll 15 1988 50-220/88-01
~l:
i <<E Nine Mile Unit 1.
Areas inspected included organization and staffing, quality assurance, training, and management support and communications.
The inspection focused on the programmatic aspects of the Engineering Organization.
The effectiveness of implementation of the Engineering programs is covered by other routine NRC inspections.
Results:
No violations or deviations were identified.
8804050074 880330 PDR ADOCK 05000220 C<
DC DETAILS 1.0 Persons Contacted Nia ra Mohawk Power Cor oration NMPC J.
Bebko, Manager, Nuclear Compliance and Verification
"M. Brause, Lead Compliance and Verification Engineer
- D. Cifonelli, Licensing Engineer R. Eastham, Project Engineer, Design
"P. Francisco, Lead Licensing Engineer D. Goodney, Project Engineer, Design J. Kroehler, Jr.,
Manager, Quality and Reliability Engineering
- C. Mangan, Senior Vice President
- C. Terry, Manager, Nuclear Engineering and Licensing
- S.
Wilczek, Jr.,
Manager, Nuclear Technology
'. Williams, Nuclear Training Coordinator
"A. Zallwick, Jr.,
Manager, Nuclear Licensing New York State Public Service Commission
- P. Eddy, Site Representative
- Denotes those attending the exit meeting.
The inspectors also contacted other administrative and technical personnel during the inspection.
2.0 References/Re uirements
CFR 50, Appendix B, Criterion III, Design Control Nine Mile Point Company, Quality Assurance Topical Report NMPC-QATR-11, Revision 2, Section 3.0, Design Control 3. 0 INSPECTION SCOPE The scope of this inspection included engineering activities performed at the Niagra Mohawk Power Company, Corporate Engineering office in support of activities at Nine Mile Point Nuclear Generating Station Unit 1.
4.0 ORGANIZATION AND STAFFING Document/Activities Reviewed Current organization charts for the Engineering, Quality Assurance and Compliance and Verification Departments Engineering Procedures Manual
Administrative Procedures Manual Site, Administrative Procedure AP-6.0, Revision 4, Procedure for Modification and Addition Administrative Procedure AP-6. 1, Revision 3, Procedure for Modification and Additions Unit 2 Details of the Review The inspector reviewed the above documentation and held discussions with engineering management personnel to determine the organization and the adequacy of the staffing level of the department.
The inspector also reviewed training, qualification and experience levels of assigned personnel in various positions, and interviewed the staff engineers and managers to assess their.ii.nowledge of and familiarity with their assignments.
The procedural control of work in the department also was reviewed to assess the adequacy and effectiveness of engineering procedures and control of design interfaces.
The procedures were reviewed for detail and clarity of requirements, and levels of responsibility and authority assigned to various groups and positions.
~Findin s
Based on the above review and discussions, the inspector determined that the licensee's engineering department is organized by
'disciplines.
Each discipline group is headed by a manager who reports
'o the Manager, Nuclear Engineering and Licensing, who in turn reports to the Senior Vice President.
The inspector determined that the licensee's staff was adequate for routine and scheduled work.
On an as needed basis this staff is augmented by consultants and engineering contractor s for highly specialized or manpower intensive work.
This policy appears to be effective.
The adequacy of the staffing level was evident by almost no backlog of work for priority 1 and 2 projects.
The licensee's policy is to provide expertise for approximately half the engineering projects within the organization.
Projects such as piping and electrical modifications are done by the in house engineering group.
Specialized projects, such as the design and construction of the refueling bridge are subcontracted to vendors with experience in the particular field.
The refueling bridge project was controlled by frequent visits by engineers'and quality control inspectors to the vendors plant during the design and fabrication stages.
In addition, the refueling bridge was assembled and tested in the manufacturers facility prior to shipment.
This testing was witnessed by licensee personnel.
Vendors and contracted engineers are controlled by the engineer responsible for the particular project, and
monitored by guality Assurance and guality Control.
The permanent inhouse staffing has been maintained at an acceptable level to support
'the above policy.
The vacancies in the organization have been kept to a minimum.
Conclusions The licensee's recent efforts to upgrade the engineering services to support plant, operations is evidenced by increase in the scope and responsibility of corporate engineering.
The engineering department has been expanded to include the plant operational support group located on site.
In addition, the inservice inspection program and implementation has also been assigned to the engineering department to increase technical evaluation of identified problems to assure plant safety.
The licensee's effort to improve engineering support to the plant is evident by the frequent visits'f engineering personnel to the site.
Almost all of the engineers are permanently badged at the site for access.
No violations or deviations were identified.
5. 0 TRAINING Document/Activities Reviewed Administrative Procedures Manual Training Manual Course Titles and Descriptions gA Program Overview
CFR 21 Workshop Health Physics Calculation Workshop ASME Nuclear Component Support Piping Design and Fabrication Practical Piping Fundamentals Details of the Review The inspector reviewed the documentation, held discussions with management personnel of the Training Department to determine the organization, responsibility, and resources of the department to provide original and refresher courses to engineering personnel.
The inspector reviewed listings and contents of randomly selected courses available for current training.
Criteria for eligibility to attend
these courses also were reviewed.
Records of training for individuals in various positions in the organization were reviewed.
~Findin s
Based on the above reviews, discussions, and interviews the inspector determined that the licensee has established a well staffed training department to develop and implement a'ell coordinated training policy for technical and nontechnical personnel.
'The licensee has developed a comprehensive training policy for individuals at all levels in the organization.
The permanent training staff is supplemented by individuals from various disciplines assigned as instructors.
Training commensurate with the individuals responsibilities is provided for all levels in the organization including management personnel.
If required, consultants are retained for specific courses.
With regard to the continuing training of engineering personnel, the engineering department managers are responsible for determining the necessary training for individuals on their staff.
The licensee has established a guideline of training requirements for various levels of personnel in different organizations.
The guideline is documented in matrix form and is kept current in the training department.
The courses and lesson plans are developed in house by the training department or contracted to other organizations if necessary due to the complexity and need for specialized instruction.
The training department maintains records of training provided to personnel, either inhouse or by consultants/contractors, to document the training given to each individual.
Conclusions The licensee has developed a well organized and documented training policy to assure all members of the engineering staff receive training as appropriate to maintain and upgrade their skills.
No deviations or violations were observed.
6.0
- "
'ocument/Activities Reviewed Audit SY-RG-IN-87002, Modification Clo'scout, March 9, 1987 Audit NM-SP-IN-87004, Corrective Action Requests, April 8, 1987 Audit SY-RG-IN-87004, Joint Quality Assurance and Safety Review and Audit Board, Audit F Deficiencies, May 12, 1987
Safety Review and Audit Board, Audit C, Training and Staffing, July 10, 1987 Audit SY-RG-IN-78007, Inspection Program (NMP-1), August 31, 1987 Safety Review and Audit Board, Audit, A, Quality Assurance, Maintenance, and Testing, September 29, 1987 Audit 87022-RG/IN, Safety Review and Audit Board, Audit F-Deficiencies, September, 30, 1987 Audit 87027, Joint Audit, Nine Mile Point Company Quality Assurance and Stone ahd Webster Engineering Corporation, Modification and Design Control, November 10, 1987 Audit 87026-RG/IN, Safety Review and Audit Board, Audit I-Annual Fire Protection, December lg, 1987 Details of the Review The inspectot observed that the Quality Assurance and Reliability Engineering offices were located in the building with the engineering offices.
The inspector interviewed the Manager, Quality Assurance and Reliability and the Manager, Nuclear Compliance and Verification to assess their their involvement in assuring quality and adequacy of work performed by the engineering department.
To verify the scope and involvement of these organizations in evaluating the quality of engineering work the inspector reviewed the audit reports generated by the independent audit group.
In addition, the inspector interviewed quality assurance and engineering personnel to assess the involvement of quality assurance in the performance of the engineering projects.
The inspector reviewed the scope of requirements to determine the adequacy of management controls provided by policies and procedures.
The inspector specifically reviewed the above requirements to verify that:
Computer programs used for design and modification projects are appropriately documented, verified, certified for use, and properly controlled.
Materials, parts and processes are selected and specified on the basis of the requirements of appropriate codes and standards.
Exceptions, waivers to, or deviations from engineering requirements are reviewed, approved, and documented.
Modification involving design interfaces with internal or external design organizations across technical disciplines are controlled.
These include reviews and approval to assure that structures, systems, and components are geometrically and functionally compatible to the requirements of modifications and fulfillthe process and environmental qualificatio Lines of communications are established for interfaces, including changes to information as work progresses.
Modification design document packages are subject to audits by the guality Assurance department to verify that the documents have been prepared, reviewed and approved in accordance with approved procedures.
Also, that the design documents include inspection and test requirements, quantitative and qualitative acceptance criteria and any other quality assurance requirements.
~Findin s
The inspector verified that the computer programs used for design and modifications were verified and approved for use.
A master log indicated the status of each program.
The Nuclear Compliance and Verification group also had audited the'ontrols and found these controls to be acceptable.
The inspector reviewed the design for the replacement refueling bridge to ascertain that the materials, parts and processes were selected and specified on the basis of appropriate codes and specifications.
The inspector 'reviewed the data and determined that this design had been reviewed and "approved by guality Assurance for materials, components parts and processes.
In addition, since this bridge was subcontracted, the inspector reviewed the results of field inspections made by the guality Control inspectors in the vendors plant.
These inspections included review of the welding procedures, visual inspection of crane weldments, and review of radiographic reports for the upper and lower walkways.
The inspector also reviewed the, seismic analysis report for this modification.
This modification was performed to support the current outage.
Interfaces between design organizations both internal and external also were reviewed by the inspector during the review of the crane modification package.
This modification required extensive cooperation between the Electrical, Mechanical, Structural, Instrumentation, guality Assurance and the equivalent interfaces in the plant.
External interfaces included a consultant and the crane fabricator, and included several visits to the fabricators facility.
The communications between the various organizations was established by the formation of an interdisciplinary Modification Team with member s from the various affected groups, both in the engineering office and from the site.
The inspector reviewed the records for the team established for the crane modification and observed that that appropriate disciplines were represented.
The inspector reviewed the design for the Alternate Rod Insertion Modification package and observed that there was a Modification Team for this modification of adding a set of solenoid valves to vent air to the scram solenoid valves.
Interfaces for this modification included the original equipment manufacturer, guality Assurance for an
approved valve vendor and Electrical, Mechanical and Instrumentation groups, as well as the plant operations groups.
This modification was planned for the current outage.
Conclusions Based on the above review and observations the inspector concluded that (}uality Assurance is actively involved within the engineering organization, and performs the functions required by management.
The control of design interfaces depends on a Modification Team consisting of member s from the affected disciplines and when required outside vendors or consultants.
This system appears adequate.
No deviations or violations were observed.
7.0 MANAGEMENT SUPPORT AND COMMUNICATIONS Document/Activities Reviewed Administrative Procedures Manual Weekly Staff Meeting Minutes Management Directives Details of the Review The inspector reviewed the documentation, held discussions with engineering personnel, and interviewed the engineering management to assess management involvement in the routine operations of the engineering department.
The inspector discussed the bases for engineering department policies regarding the staffing, workload and budget.
The inspector also reviewed the engineering departments long term plans and workload projections.
The inspector discussed the policy and procedures implemented for internal and external communications and interfaces with various organizations.
Particular emphasis was placed in reviewing the interface between the engineering organization and the plant staff.
~Findin'
Based on the above review and discussions the inspector determined that the management was well aware of the engineering workload, staffing needs and priorities established within the department.
Management stated they have an open door policy and encourage the technical staff to bring any problem or suggestion to supervisory and management personnel for resolution.
The Manager, Nuclear Engineering and Licensing conducts a weekly meeting with department managers and other supervisory personnel to discuss work status.
In addition he also is advised of any non-routine work requests or scheduling
problems within the department.
He also holds department meetings with the technical staff to inform them of the department goals, project status and to receive any direct feedback from the staff regarding technical and administrative policies and procedures.
These meetings are held so that each individual in the department has the
,
opportunity to attend at least one meeting every six months.
However, each individual is encouraged to bring any problems,,concerns, or suggestions to management's attention at any time for review and resolution.
The inspectors reviewed the meeting agenda to verify the above.
The licensee has established a priority system whereby all safety significant projects are priority 1 and other work which affects safety systems is priority 2.
The inspector noted that there was a
significant backlog of Priority 3 and 4 projects.
Priorities 3 and
are projects which do not affect the sa'fety or operability of the plant.
All priority 1 and. 2 projects were on schedule.
The engineering manager reviews the status of each project in his weekly staff meeting.
Section managers are authorized to engage consultants on short notice for projects for which in house technical expertise is not available, or is engaged in other priority work.
However, the consultants are closely monitored and controlled by the assigned project engineer who is responsible the technical adequacy of the consultants work.
Based on a review of training records the inspector determined that the engineering management supports a comprehensive training policy
~ for individuals at all levels in the department.
Training commensurate with the individuals responsibilities is provided for all levels in the department including management personnel to maintain and upgrade technical and administrative capabilities of the personnel in the department.
The licensee also supports various owners groups such as INPO and EPRI and sends representatives to national meetings and conferences (See Section 5.0).
Conclusions Based on the above the inspector concluded that management support for engineering is adequate.
The policies and procedures as implemented within the department are effective in assuring technical resolution and any identified problem receives sufficient engineering review and timely resolution.
No violations or deviations were identified.
8.0 Mana ement Meetin s
Licensee management was informed of the scope and purpose of the inspection at the entrance interview on January 11, 1988.
The findings of the inspection were discussed with licensee I
representatives during the course of the inspection and presented to licensee management at the January 1S, 1988 exit interview (see paragraph 1 for attendees).
At no time during the inspection was written material provided to the licensee by the inspector.
The licensee did not indicate that proprietary information was involved within the scope of this inspectio ~
'