IR 05000280/1990040
| ML18153C524 | |
| Person / Time | |
|---|---|
| Site: | Surry  |
| Issue date: | 02/04/1991 |
| From: | Fredrickson P, Holland W, Tingen S, York J NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION II) |
| To: | |
| Shared Package | |
| ML18153C523 | List: |
| References | |
| 50-280-90-40, 50-281-90-40, NUDOCS 9102130081 | |
| Download: ML18153C524 (12) | |
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UNITED STATES NUCLEAR REGULATORY COMMISSION
REGION II
101 MARIETTA STREET, N.W.
ATLANTA, GEORGIA 30323 50-280/90-40 and 50-281/90-40 Licensee: Virginia Electric and Power Company 5000.Dominion Boulevard Glen Allen, VA 23060 Docket Nos.:
50-.280 and 50-281 Facility Name:
Sur*ry Units 1 and 2 License Nos.:
DPR-32 and DPR-37 Inspection Conducted:
November 11, 1990 through January 5, 1991 Inspectors:
£-r.= H~£f,Cnfa(R#,7~spector a1;/fl Date Signed *
~~ aL/CJ' el~
- i/lW; Hate' Signed il(/f1 Date' Signed SUMMARY Scope:
This special resident inspection was conducted* on* site for the purpose of ovefviewing Unit 1 refueling outage activitie Resu 1 ts: * The Unit 1 * refue 1 i ng/ma i ntenance outage was conducted between October 6 and December 17, 199 Major modifications and other work was accomplished that was implemented by over 4200 work,order The following attributes were noted:
Operation's performance was improved over past outages. Control of plant conditions during the outage and increased attention to detail were note (Paragraph 3)
The outage and planning. department I s performance during the outage was goo This new department which included dedicated outage coordinators, shift coordinators, and containment coordinators, was responsible for several improvements over past outage This restructuring of the department with, riew
.coordinating positions caused a refocusing of the planning
- effort, and better schedu 1 i ng of work ( 7 day and 1 anger schedules).
However, additional improvements in the planning of 9102130081 910204 PDR * ADOCK 05000280 G
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- work and assuring that required material is available to perform work would *allow for more effective use of craft personne (Paragraph 4) *
The maintenance department I s performance of outage related activities was goo Accountability for completion of tasks at the supervisory. levels was improved over past outages.. Also.
noted was a proactive involvement in future work activities to assure that jobs would start on schedul Maintenance engineering support of craft in resolving component technical prob 1 ems was a 1 so noteworth Some areas such as materi a 1 availability, procedure enhancement, and st'rategic planning could benefit from additional management attention. * This attention could eliminate problems that hindered the craft in their accomplishment of wor Upgrades in these areaa would allow a greater amount of time for monitoring of work by first line supervisio (Paragraph 5)
The site services department's performance in the areas of plant modification and implementation of design change packages was goo Contractor *craft were able to react to increased workload scope on several jobs (service water pipe inspection and cleaning, erosion corrosion ~ipe repla~ement~. component cooling water heat exchanger replacement) in a manner that minimized outage schedule impac Some areas, simliar to those identified in the maintenance department,. could benefit from addi.tional
.management attentio The schedule allowed only a minimal amount of time for the identification and resolution of unknown work problem This resulted in a perception during* the latter part of the outage that the schedule must be maintaine (Paragraph 6)
The engineering department's performance during the outage was goo System* engineering support of major activities was noteworthy. Also, other engineering support for special testing evolutions and resolutibn of technical problems was goo One area which could benefit from additional management attention is better strategic planning for major design projects to allow better engineering preparatio This preparation could eliminate some of the design field changes required to accomplish wor Also, additional engineering plant walkdowns during the design process and more project engineering overview during the outage could eliminate some of the problems encountere (Paragraph 7)
The radiological protection department's performance durfog the outage was commendabl Cumulative exposure for the outage was well below initial estimate even though high exposure scope jobs were added after the outage bega Preplanning for radiological work was extensive *. The performance of radiological contro activities by al 1 departments during the outage was noteworthy and is considered a strengt (Paragraph 8)
... * Station management involvement in. review of outage items*
resulted in some change in outage scope after the cutoff dat Management overview of outage activities was eviden Also,
- management review of readiness of the unit prior to restart was comprehensive ~nd provided the additional assurances that. al required activities were complete (Paragrap~ 9)
In summary, the Unit 1 refueling outage was accomplished in a manner which was much improved over past outages of the same duratio Si.gnificant work was completed; however, better strategic planning of the scope of future outages for the station could help to mini~ize so~e of the problems encountered during this outage;
. REPORr DETAILS Persons Contacted Licensee*Employees
, R. Allen, Supervisor, Shift Operations
- W. Benthall, Supervisor, Licensing
- R. Bilyeu; Licensing Engineer
- D. Christian, Assistant Station Manager
. *J. Downs, Superintendent of Outage and Planning
- D. Erickson~ Superintendent of Radiological Protection
- R. Gwaltney, Superintendent of Maintenance
- D. Hart, Supervisor, Quality
- M. Kansler, Sta.tion Man.ager
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T. Kendzia, Supervisor*, Safety Engineering
- A. Keagy, Superintendent, Materials
- J. McCarthy, Superintendent of Operations
- A. Price, Assistant Station Manager
- K. Sloane, Supervisor, Operations Support
- E. Smith, Site Quality Assurance Manager
- T. Sowers, Superintendent of Engineering
- W. Henry, Shift Supervisor, Operations
- R. Saunders, Assistant Vice President, Nuclear NRG Personnel
- W. Holland, Senior Resident Inspector S. Tingen, Resident Inspector
- J: York, Resident Inspector
- Attended exit intervie o*therlicensee employees contacted included control room operators, shift technical advisors, shift supervisors and other plant personne Acronyms and initialisms used throughout this report are listed in the last paragrap Unit 1 Refueling Outage Overview (71707, 62703, 61726, 37828)
On October 6, 1990, Unit 1 commenced a routine shutdown from power operation in order to conduct a refueling/maintenance outage which was
.scheduled to last 60 day Major evolutions which were accomplished during the outage included identification and replacement of leaking fuel assemblies, replacement of the C reactor coolant pump motor, SG tube inspections, SG secondary maintenance, special testing of the SW portion of the RS system, inspections of approximately 10% of the check valves in the check valve inspection program, modifications to the AFW pumps*
recirculation lines, replacement of the Unit 1 control room envelope air conditioning units, replacement.of the A and B CCW heat exchangers, replacement of several feedwater heaters and drain coolers, and completion of over 1400 -Outage related corrective maintenance work orders and over 1200 outage related preventative maintenance work order The following is a summary of some major work activities:
Preparation For Refueling - Significant containment work was required prior to refueling* including rework of cranes in containment (including the polar crane), installation of the reactor cavity seal, and major refurbishment of the fuel transfer cart. The licensee also scheduled several days for containment decontamination *at the begin-
. ning of the outag Refueling - Vessel head removal, core.off-1 oad, fue 1 i nspecti ans (including identification of two fuel assemblies with leaking fuel rods),* fuel insert change-out, and core reload arid vessel head reinstallation was accomplished as**scheduled. Most of the refueling activities were contracted to Westinghous Steam Generator Tube Inspections - Inspection of two of the three SGs were accomplished using normal eddy current (bobbin) technique No abnormalities were note Additional inspections of the tubesheet region of these generators were accomplished using a pancake eddy current coil and several indications were observe After the discovery of these indications~ the scope of this inspection was expanded to include all t~bes *in three SG These inspections.
- provided indications in all three SGs (39 in A, 31 in B, and 62 in C).
A decision was made to pull two tubes from C S The pulled tubes were analyzed by Westinghouse and it was determined that th indi~ations weie not a proble However, during unit heatup, after
discovered in SG C. * Inspections determined that one of the plugs that had been installed during this outage was leaking and required further repai The unplanned work resulted in an expansion of the scope of work in the SG tube inspection and repair program and also contributed to an increase iri exposure of 27.1 rem for the outag This work was contracted to Westinghous *
Steam Generator Secondary Maintenance -
This work inGluded replacement of the swirl vane moisture separators and sludge lancing of the tub~ sheet are The swirl vanes were replaced during this outa~e because of degradation that was identified during the last refueling outage. This work was also contract~d to Westinghous Special Testing of RS SW System - Early in the outage a special test was conducted to flow the SW side of the RS system through two RSHXs~
Jhe test results identified a flow rate that was significantly lower than expecte The flow reduction was determined to be associated with macrofouling of the SW flowpath through the RSHX from a buildup of debris (rust, shells, pipe protective coating, and marine growth)..
The identification of this problem on Unit 1 resulted in the licensee declaring the Unit 2 RS system inoperable *. This condition resulted in a forced outage of Unit 2. * The shutdown was discussed. in Inspection Report 50-280,281/90-3 The Unit 2 shutdown lasted over three weeks while corrective actions were accomplishe In addition to the Vnit 2 impact on the Unit 1 outage, the scope of corrective action for resolution* of 'this reduced flow problem significantly
- expanded the required effort to return the Unit 1.RS system to an operable statu Testing activities during this period were discussed in Inspection Report 50-280,281/90-39, paragraph 5.b.*
Also, Inspection Report 50-280,281/90-36 discussed inspection activities and potential enforcement associated with this activity.*
Check Valve Maintenance -
During this outage, the licensee implemented the first phase of the check valve program in response to SOER 86-03, Check Valve Failures or Degradatio Check valve maintenance activities during this period were discussed* in Inspection Report 50-280,281/90-39,*paragraph Modifications - Several modifications were implemented during thi outag These modifications included installation of new larger capacity recirculation lines for the AFW pumps which would allow for full flow testing, installation of new air handling units for the control room envelope air conditioning system, and.completion of installation rif additional reactor protection equipment which was required by 10 CFR 50.62 (ATWS).
Review of selected modifications during this period were discussed in Inspection R~port 50-280,281/90-39, paragraph 1 Heat Exchanger Replacements - Other major component replacements included two.of the four CCW heat exchangers, two drain coolers,-and four feedwater heater These components were replaced with comporients having tubes which wefe made of materials that did not contain coppe *
Work Orders - During the outage, the scope of work orders increased to over 520 Of this total, approximately 1780 work orders were safety-relate Approximately 900 work orders (including 179 safety-related corrective maintenance and 162 safety-related
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preventative maintenance work orders) were deferred from the outage scop The inspector noted that this number (341) represented a 19%
deferral rate from the total safety-related corrective and preventative maintenance backlog identified to be worked during the outag The deferred safety-related work orders received additional management reviews prior to unit restart to assure that all work which could affect safe operatiun of the unit had been complet~.
Operations Department During the outage period, the operations department maintained effective contrbl of plant condition Unit 1 was shut down and systems were placed I
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in a condition to support maintenance activities in a controlled manne Two reactor operators per shift were assigned to Unit 1 in the control room* in order to maintain effective control of plant conditions and *
Support plant and maintenance evolutions! During. the outage, the scope of work increased due to several additional work items (i.e. RSHX SW fouling corrective maintenance, Unit 2 forced outage due to RS system operability concerns, additional steam generator work requiring establishing plant conditions to inspect all three steam generator tubesheet areas, and reestablishment of plant conditions to repair a leak in C steam generator).
Unit 2 returned to power operations during the middle of.the Unit 1 outag Operations' performance during Unit 2 restart was goo Operator identification of a stuck rod during the startup and subsequent restricted un;t operation with the stuck rod indicated proper sensitivity and attention to detail in performance of dutie During the *latter part of the Unit I.outage, operations continued to maintain control of unit conditions a~ systems were returned to servic Operations input at daily outage meetings allowed for all jobs which required operations' support to proceed as schedule Operations supervisors provided projected impact information to other departments based on plant condition These projections.allowed for required adjustments by both the outage planning organization and other Also, after identification of leakage of reactor coolant in SG C, plant conditions were established for necessary SG repairs in a controlled manne The inspectors monitored the unit restart evolutions and noted that several of the startup procedures used were upgraded procedure The inspectors noted that the upgraded procedures appeared to be more logical and better organized when compared to older procedure Operator acceptance _of the newer procedures al so appeared to be good. The -
inspectors consider that operations' performance duririg this outage was much improved over past outage performance in thatattention to detail in everyday operations was goo However, there were some instances where.
operators had to temporarily change procedures due to ~quipment not being available when required by the procedure Also, several annunciators were. lit which indicated either equipment problems or incorrect information to operators during restar At the end of the inspection.
period the inspectors noted that eight Unit 1 annunciators were still li The licensee had also focused additional attention to these annunciators and was taking the required corrective actions in a priority manne.
Outage and Planning Department The Surry Unit 1 outage was the first outage which has been planned and scheduled utilizing the current outage management structure. The organi-zation was established in 1989, and a dedicated Unit 1 outage coordinator was assigned at that tim Control of preparation for the outage was*
outlined in a 11Plan of.the Plan 11 booklet. * This document outlined the management priorities in preparing for the outage and specified dates which would be used to assure that all parties worked toward a common goal
and that the scope of work was not allowed to continue to gro The 11Plan of the Plan" was rev.iewed by the inspectors and. it appeared to provide controls for scope of outage wor However, the inspectors were not able to determine how the licensee planned for the scope of outages in the future and was not able to obtain any strategic planning* documents for revie The inspectors discussed the planning and scheduling effort with supervision in the outage and planning departmen After these discussions and. based on overview of daily planning meetings during the outage, the inspectors concluded the following:
Earlier planning ~nd scheduling of outage activities would allow for additional improvements and eliminate some of the current problems encountere General foreman, foreman, engineers, etc. appeared to be more accountable for assuring that the work was being accomplished than had been -Observed in the pas The outage coordination group did not appear to be as active with regards to timely resolution of problems as was other departmen~ The introduction and use of the 7 day schedule by all departments allowed for better planning and preparation of work activities by lower level supervision. Additional improvement could be achieved by planning and scheduling of ~ctivities farther in advanc Additional emphasis on the material procurement process and continued procedures improvement wi 11 a 1 so improve outage performanc The use of outage shift and containment coordinators allowed for better outage performance than in the pas.
Maintenance Department During this outage period, the maintenance department conducted routine and outage related work activities in a satisfactory manne The inspec-tors discussed the outage maintenance activities with supervision in the maintenance departmen After these discussions and based on overview of daily planning meetings during the outage, the inspectors concluded th following:
The maintenance department staffing appeared adequate w*ith the exception of maintenance engineering ~hich appeared to be minimall staffe *
The mai~~enance groups (mechanical, electrical, and I&C) p~rformed
- day-to-day work in a satisfactory manne Supervisory control and accountability for work at the supervisors level was goo However, supervision in many cases spent much of ~heir time ~ssuring that
. known problem areas were being addressed (procedures, material
availability, work order release, coordination) and minimal time spent supervising at the job site Interaction between maintenance groups and maintenance engineering was goo Also interaction between other d~partments was improved over past outages; Maintenance department interface with other departments during daily planning meetings was goo Maintenance supervision was prepared to discuss the work status and" was proactively looking ahead for potential problem Maintenance department appeared to be taking responsibility for equipment and in doing the work right the first time Much rework has been noted during maintenance activities in the pas.. Site Seriices Department This department was responsible for installation of most of the plant modification packages including heat exchanger replacements ( component cooling water and feedwater heaters), ATWS modification, _AFW pump recirculation lines, erosion/corrosion inspections and required pipe replacements, control room ~nvelope air conditioning upgrades, and other The department o_utage work scope was approximately 50% of the total outage activities. * Most of the craft involved in this department's activities were contractor The inspectors discussed the planning, scheduling, and accomplishment of work with supervision in the site services departmen After these discussions and based on overview of daily planning meetings during the outage and routine observations of outage work, the inspectors concluded the following:
The planning process for outage related work was based on a 60-day schedule that identified work _windows to accomplish plant modifications* during the outag This approach appeared to place significant emphasis on scheduled windows for accoinpl ishment of mod.i fi cations and a 11 owed 1 ittl e room for expanded work scope or delays that either were or could be encountered during the outag Newer DCPs. and EWRs which were part of the outage scope accounted for more material procurement problems and required addi~ional supervisory and engineering resource~ to accomplish the wor Numerous changes were required in modification work packages in order to accomplish the wor Additional engin~ering involvement (additional plant walkdowns during the design process) and more project engineering overview during the outage could reduce these change.
Engineering Department
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During_ this outage period, the engineering department* conducted routine and outage related engineering* support activities in a satisfactory manne The inspectors discussed the engineering activities with super-vision in the engineering departmen After these discussions and based on overview of daily planning meetings during the outage, routine obser-vations of outage work, and review of several modifications which were accomplished by DCPs, the inspectors concluded the following:
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_ The engineering department (onsite design engineering, test engineer-ing, and system engineering) performed its day-to-day tasks in a good manner *.
DCPs generally provided adequate instructions to accomplish modifi- _
cation However, numerous design changes and CTRs were required in order to complete each modificatio Several of the DCPs which had been either scheduled or accomplished durin~ the o~tage required changes which could have been eliminated with better engineering preparation;*
The.inspectors consider that the engineering and technical support effort*
during the outage was good. - However, several areas were identified as having problems during installation (new cavity seal, new AFW recirculation line, new reactor.vessel head vent piping, new component cooling water h~at exchangers).
Engineering supervision and management also are actively reviewing engineering areas for future enhancement.
Radiological Protection Department_
During this outage period; the radiological protection department conducted routine artd outage related support activities in an excellent manne The inspectors discussed the radiological controls activities with supervision in the radiological protection department, monitored day-tci-day HP activities, and -observed HP controls in effect during routine* plant and containment tours. In addition, a region based inspection was performed in this area during the outage. That inspection was documented in Inspection Report 50-280,281/90-3 '
The inspectors noted that prior to the outage, significant planhing effort was accomplished in preparing SWPs to accomplish wor Approximately 65% *
of the*swPs had been prepared prior to outage commencemen rem had been estimated to be expended during the outag After the planning effort, the estimate was revised to 427 re At the end of the inspection period, approxim~tely 400 rem had been ~sed. This was below the projected rem expenditure -for the outag This rem expenditure_ was even more noteworthy since the work scope increased after the outage starte The inspectors also noted that the licensee scheduled for signifitant contain-ment decontamination prior to commencing outage wor This ~ffort also contributed significantly to the licensee's ALARA progra The perform-ance of radiological control activities during the outage by all depart-ments was considered a strengt.
Management The inspectors specifically focused on management (i.e. station manager and assistant station managers). during the planning process prior to the outage and during the outag The following items were noted with regards to this perio During the 90 day period prior to the outage, management changed some work scope due in part to material availability and also due to scheduled outage duratio The* inspectors consider that better strategic planning could have reduced these change Management involvement in day-to-day overview of outage activities was apparent; Necessary management decisions were timely and allowed for proper direction in*the accomplishment of new work activitie Management restart readiness assessment for both Unit 2 after corrective actions on service water*piping for RS system and for Unit 1 after completion of outage activities was comprehensiv However, the inspectors consider that restart readiness assessment meetings for Unit 1 were commenced earlier* than usual based on the outstanding*
work to be complete The first meeting was held on November 30, 1990; however, unit startup was not authorized until the meeting on December 14, 199 This late startup was due, in part, to a leak being identified from the RCS to the SG C secondary system on December In summary, the inspectors consider that the Unit 1 refueling outage was effectively~managed and accomplished in a satisfactory manne However, during the latter part rif the outage, several problems were identified which appeared to.be related to increased activity in trying to maintain schedul Although the outage lasted longer than scheduled, all required work was accomplished *and tested; Better strategic planning will allo for more successful outages in the futur.
Exit Interview The inspection scope and results were summarized on January 9, 1991, with those individuals identified by an asterisk in paragraph The licensee acknowledged the inspection conclusions with no dissenting comments. *The licensee did not identify as proprietary any of the materials provided to or reviewed by the inspectors during this inspectio *
1 Index of Acronyms amd In it i a 1 isms.
ALARA AFW ATWS ccw CFR AS LOW AS REASONABLY ATTAINABLE AUXILIARY FEEDWATER ANTICIPATED TRANSIENT WITHOUT SCRAM COMPONENT COOLING WATER CODE OF FEDERAL REGULATIONS
CRAFT TROUBLE REPORT DESIGN CHANGE PACKAGE ENGINEERING WORK REQUEST HEALTH PHYSICS INSTRUMENTATION AND CONTROL NUCLEAR REGULATORY COMMISSION PREVENTIVE MAINTENANCE QUALITY ASSURANCE REACTOR COOLANT SYSTEM RECIRCULATION SPRAY RECIRCULATION SPRAY HEAT EXCHANGER STEAM GENERATOR SIGNIFICANT OPERATING EXPERIENCED REPORT SERVICE WATER SPECIAL WORK PERMIT