IR 05000245/1994018

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Summarizes 941021 Meeting W/Util in King of Prussia,Pa Re Addl Actions Planned to Address Performance Concerns Noted in Insp Repts 50-245/94-18,50-336/94-17 & 50-423/94-16
ML20149H276
Person / Time
Site: Millstone  Dominion icon.png
Issue date: 11/10/1994
From: Durr J
NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION I)
To: Opeka J
NORTHEAST NUCLEAR ENERGY CO.
References
NUDOCS 9411220091
Download: ML20149H276 (31)


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November 10, 1994 Mr. John Executive Vice President-Nuclear Northeast Nuclear Energy Company P.O. Box 270 Hartford, Connecticut 06141-0270 SUBJECT: OCTOBER 21, 1994, MANAGEMENT MEETING HELD TO DISCUSS THE PERFORMANCE CONCERNS NOTED IN MILLSTONE COMBINED INSPECTION 50-245/94-18, 50-336/94-17 and 50-423/94-16

Dear Mr. Opeka:

On October 21, 1994, a meeting was conducted 1.' Region I with your staff to discuss the additional actions you plan to take to address the performance concerns noted in Millstone Combined Inspection 50-245/94-18, 50-336/94-17 &

50-423/94-16. Specifically, these performance concerns include the frequency of procedural violations and the poor quality and timeliness of the corrective action programs at the Millstone Station. The handout your staff provided at the meeting is enclosed.

We appreciate you informing us of your corrective and preventive actions.

However, as discussed during the meeting, we are concerned that your September 21, 1994, written response to NRC Inspection Report 94-18/17/16 was inadequate in that it failed to address the broader root cause(s) of your performance issues pertaining to identifying and correcting problems. It is our understanding that you will provide a supplemental response in writing before November 30th to address these concerns. It is also our understanding that yoc will include in that supplemental response the review of your first response by your Events Group as well as your comments on how and why this inadequate response was issued. In addition, a discussion of the adequacy of operator knowledge and control of the implementation of Technical Specification and other regulatory requirements will also be provided. If you have any further questions regarding this matter, please contact Larry Nicholson of my staff at (610) 337-5128.

Sincerely, Original Signed By:

Jacque P. Durr, Chief Projects Branch No. 4 Division of Reactor Projects Docket Nos. 50-245; 50-336 and 50-423 O 00 S OI

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Mr. John cc: -

G. H. Bouchard, Nuclear Unit Director F. R. Dacimo, Nuclear Unit Director H. F. Haynes, Nuclear Unit Director R. M. Kacich, D'.ic; tor, Nuclear Planning, Licensing and Budgeting D. B. Miller, Senior Vice President, Millstone Station S. E. Scace, Vice President, Nuclear Operations Services J. M. Solymossy, Director of Nuclear Quality and Assessment Services :

cc w/ enclosure: j L. M. Cuoco, Esquire l Nicholas Reynolds, Esquire K. Abraham, PA0 (2)

Public Document Room (PDR)

local Public Document Room (LPDR)

Nuclear Safety Information Center (NSIC)

State of Connecticut SLO Designee NRC Resident Inspector l

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Mr. John bcc w/o enclosure:

Region I Docket Room (with concurrences) - Note: Letter also constitutes the reply letter to irs 94-18/17/16 J. Anderson, NRR R. Barkley, DRP W. Dean, OEDO L. Nicholson, DRP P. McKee, NRR/Pd I-4 M. Shannon, NRR/ILPB J. Stolz, NRR/PD I-4

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DOCUMENT NAME: G:\ Branch 4\l021 Meet.YRB To recome a copy of this document. Indicate in the box: "C/"/= Copy without attachment / enclosure *E" = Copy with attachrnent/ enclosure "N" - No copy //

OFFICE Rl/DRP W Vl RI/4RV RI/DRP l l NAME Barkley

$'1-NicKolson Durr ber#"

DATE 11/07/94 11/7 /94 11/ 9 /94 0FF'ICIAL RECORD COPY

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MILLSTONE STATION l

NRC MANAGEMENT MEETING

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OCTOBER 21,1994

,, KING OF PRUSSIA, PA

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Overview .

+ Meeting Focus Don Miller, Jr.

+ Specific Actions Being Taken Harry Haynes

+ The Future State at Millstone

+ Procedure Compliance Rich Laudenat

+ Corrective Actions Mark Venable

+ Sununary Don Miller, Jr.

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Goals of This Meeting ,

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+ Commumcate specific actions that NU management has taken and describe plans to address the four areas identified for improvement at our most recent SALP Management meeting.

+ Discuss actions that we are taking to improve our performance such that we demonstrate to ourselves and the NRC that sve have a sense of urgency and have got the message.

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Millstone Station is Committed to the Operational Excellence Objectives

+ Be a Recognized Industry Leader

+ Rebuild Regulatory Confidence

+ Improve Communications and Morale

+ Improve Teamwork Among All Five Units

+ Improve Our Ability to Conduct Work Successfully

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l Millstone Station Performance is Less Than l Expected

+ Procedure Compliance Issues Continue to Occur

+ Lack of Prompt and Effective Corrective Actions

+ Personnel Errors Continue to be Higher Than Desired

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Six Actions Are Being Taken in the Near Term '

to_ Improve Performance

+ Afternoon Meetings on Monday, Wednesday, and Friday Will Not Be Held to Allow Additional Time for Supervision in the Field

+ Listen to Employees Concerns and Ideas

+ Continue to Support the STAR Program

+ Focus on the Five Operational Objectives

+ Communicate Behavioral Expectations

+ Demonstrate Management Ownership of Technical Training

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Six Actions Are Being Taken in the Near Term to Improve Performance (Cont'd)'

+ Cut Controlled Routings by 25 Percent

+ Institute Minor Maintenance Process in the Near Term

+ Stop Routine Exit Searches

+ Remove Metal Detectors

+ Eliminate Property Passes and the Program That Allows the Use of Company Assets for Personal Use ,

+ Finish 1995 Budget Process to Arrive at the Target; Use the Newly-Defined Process for Future Budget Efforts

+ Reduce Contractor Population

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Our Attention is Focused in Three Areas .

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+ Effective Corrective Actions

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Suspend Afternoon Meetings on Monday, Wednesday, and Friday

+ Cut Controlled Routings by 25 Percent

+ Institute Minor Maintenance

+ Establish and Implement an Events Team Concept

+ Ensure Clarity in Who 1s Responsible for Corrective Actions on a Particular Problem

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+ Action Item Tracking and Trending Will be Used to Reinforce This 2

+ Address Underlying Cause; Not the Symptom

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m Our Attention is Focused in Three Areas

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(Cont'd)

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+ Reduce Personnel Error and Procedure Noncompliance

+ Increased and More Productive Plant Tours

+ Continue with Procedure Upgrades

+ Take a Page out of the Industrial Safety Program, e.g., Tracking of Manhours Without a Personnel Error, Heightened Organizational Awareness, etc.

+ Put a PRA Engineer on Shift During Mid-Loop Operation at Millstone Unit No. 2

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Our Attention is Focused in Three Areas (Cont'd)

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+ Plant Tours

+ Ensure That First Line Supervisors Monitor the Training as Part of Increased Face-To-Face Contact with Employees

+ Ensure That Qualifications and Training Are Complete as per the Matrix Before Assigning Work

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l Specific Actions Being Taken I

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I Harry Haynes

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Specific Actions are Being Taken at Millstone Unit No.1 '

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+ Event Critiques at Management Team Meetings

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+ Management Associated Results Company Training Follow-up

+ Procedure Traveler

+ AWO Traveler

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Specific Actions are Being Taken at Millstone Unit No.1 (Cont'd)

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+ Northfield Mountain Initiative

+ Technical Requirements Manual Initiative

+ Technical Specification Review Initiative

+ Personnel Changes

+ Training

+ Reactor Engineer / Operations Self-Assessment

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Specific Actions are Being Taken at '

Millstone Unit No.1 (Cont'd)

Maintenance

+ Daily Meetings and Briefings

+ Work Control Re-training (Selective Basis)

+ Rotation of Personnel Into Work Planning and Control (WPC)

+ Workshop to Discuss Problems and Identify Solutions Being Planned

+ Personnel Changes

+ Discipline Instrumentation and Control

+ Worker Participation in Daily Meeting to Discuss Lessons Learned From Previous Day

+ Increased Emphasis on Pre-Job Briefings

+ Surveillance Briefing Sheets / Department Instruction on Briefings

+ 3-Day Team Building & Communication Workshop l + Nominal Group Exercise to Look at Personnel Errors j + Cross-Unit Work Obsevations

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Specific Actions are Being Taken at Millstone Unit No.1 (Cont'd,) ,

Work Planning and Control

+ AWO Feedback

+ Communication with Work Groups

+ Clarified Expectations within WPC

+ Daily Work Planning and Feedback Meetings with First Line Supervisors, Operations, and Eiigineering

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+ Overall Program Process Simplification

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Ellgineering

+ System Engineers Have Been Substantially Cleared of Responsibilities Other Than System Engineering

+ Formal Allocation of Time to Ensure Operational Focus

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The Future State at Millstone

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Procedure Compliance

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Rich Laudenat

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Actions Are Underway to Improve Procedure Compliance

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+ Understand the Problem

+ Develop and Communicate Clear Management Expectations

+ Identify Cultural, Structural, and Technical Barriers to Change

+ Evaluate Effectiveness of the Current Procedure Upgrade Project

+ Implementation

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An Evaluation of the Effectiveness of the

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Procedure Upgrade Pro,iect is Underway

+ Objectives:

+ Are the Revised Procedures Meeting the Goals Established for the Program?

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+ Are the Revised Procedures Meeting the Needs of the People Performing the Work?

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What Is Needed from Procedures and Other Processes to Achieve Successful Task Accomplishment?

+ How Are We Going To Achieve This Goal?

+ How Do We Measure Our Performance Against This Goal?

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An Evaluation of the Effectiveness of the Procedure Upgrade Project is Underway (Cont'd?

+ Major Themes:

+ Process Management

+ People And Culture

+ Compliance

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There is More To Do .

+ Develop And Imp ement " Focused" Recommendations

+ Communicate With Procedure Users

+ Work Observation

+ Self-Assessment Of Resultant Changes

+ Long-Term Procedure Maintenance 21 ,

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The Future State at Millstone I

Co1Tective Actions

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Mark Venable

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Corrective Action Program Needs Further Improvement

+ Our Weaknesses Include:

+ Ability to Identify Recurring Problems from a Site Perspective

+ Ability to Identify and Act on Adverse Trends

+ Timeliness for Implementation of Corrective Actions

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Events Group Approach to Operating Experience / Corrective Action Being Establishrd

+ Establish Single Point of Accountability for Problem Reporting and Corrective Action Management

+ Central Group Will Identify Previous Events and Related Industry Issues

+ Unit Leads Will Support Unit Director Determination of Significance

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Events Group Approach to Operating Experience / Corrective Actions Being Established (Cont'd)

+ Events Group Will:

+ Assure Quality with Consistent Close-out Reviews

+ Improve Cioss-Unit Integration of Operating Experience

+ Monitor Corrective Actions for Timeliness and Adequacy

+ Coordinate Event Review Team Resources

+ Goal is to Assess Trends and Recurring Problems in "Real

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Events Group Approach to Operating Experience / Corrective Actions Being Established (Cont'd)

+ Status:

+ Plan Approved by Millstone Senior Vice President

+ Events Supervisor Named

+ Program Services Department Transformation

+ Some Additional Key Individuals Are Being Selected

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Millstone Station Management is Taking Action to Address F>requency of Procedural Violations and to Improve Timeliness of Corrective Action.s

+ Immediate Actions Have Been Taken

+ We Are Implementing Our Long Range Plans

+ Performance Issues Have Our Highest Attention

+ We Are Committed to the Cultural Changes Need to be Recognized as a Performance Leader

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