IR 05000309/1990017
| ML20062A370 | |
| Person / Time | |
|---|---|
| Site: | Maine Yankee |
| Issue date: | 10/05/1990 |
| From: | Mccabe E NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION I) |
| To: | |
| Shared Package | |
| ML20062A369 | List: |
| References | |
| 50-309-90-17, NUDOCS 9010220032 | |
| Download: ML20062A370 (51) | |
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U.S. NUCLEAR REGULATORY COMMISSION
REGION I
MAINE YANKEE ATOMIC POWER PLANT (LICENSE DPR-36)
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INSPECTION REPORT 50-309/90-17 l
t JULY 31 - SEPTEMBER 18,1990
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Inspectors:
Charles S. Marschall, Senior Resident Inspector Richard J. Freudenberger, Resident Inspector
Peter P. Sena, Reactor Engineer
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foldTO Approved:
E. C. McCabe, Chief, Reactor Projects Section 3B Date
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t OVFRVIEW i
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Ooerations: Conservative actions were taken on increased reactor coolant activity. The plant
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shutdown after valve LD-M-2 failed shut also demonstrated safety conservatism. Three open items were closed.
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Radiological Controls: Management was involved in ALARA activities and worker attentiveness to radiological control practices.
Maintenance / Surveillance: Maintenance and engineering personnel took positive action to correct a failure and enhance reliability of the HPSI (High Pressure Safety Injection) header isolation -
valves. A fuel pool purification prc61ter was carefully replaced within the budgeted personnel t
exposure. Active management of repair of the letdown isolation valve contributed to successful completion of a difficult evolution. Four open items were closed.
Emergency Preparedness: An Unusual Event on August 14 was appropriately characterized. An open item on obtaining meteorological data was closed.
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Security: A maintenance technician appropriately initiated a "for cause" fitness-for-duty test involving a contractor. When a set of keys was misplaced, compensatory measures and reporting requirements were conservatively applied.
Engineering / Technical Support: Two open items were closed.
Safety Assessment /Ouality Verification:
During a management meeting, the licensee demonstrated their ability to be. con tructively self-critic 11. One open item was closed.
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l 9010220032 901009 I
PDR ADOCK 05000309
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SUMMARY
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Radiation Protection Program continues improvement-
Current challenge is to maintain strong performance while i
undergoing upgrade t
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MAINTENANCE / SURVEILLANCE
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Last Rating
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Minimal adverse impact o,n plant operations -
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Stable, dedicated staff
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Strong Management involvement
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High quality work
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STRENGTHS
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Maintenance Work Control Center Concept-Produces Quality Work Packages:
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Staffed, on rotating basis, with Maintenance workers to help.
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promote ownership of final product
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Self-Assessment Developed Code of Professional Standards ~
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Living Quality improvement Plan under development
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q Outage Management Org(inization I
OPIT
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Response to emergent work
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No plani trips due to Maintenance evolutions
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ALARA initiatives
Enforcement History No events resulting in enforcement action during current '
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SALP period
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Very few NRC open items
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i AREAS FOR IMPROVEMENT i-
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- Supervisor presence at work location
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Procedural culture
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Procedure quality I
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Communicating management expectations
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Worker attitude toward procedure. adherence
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Material control and traceability l
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Process to define qualification of Maintenance Technicians r
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Contractor oversight a
Monitoring rework, failure trending
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Management attention to plant material condition-
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IMPROVEMENT INITIATIVES-l
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DR/RO Procedure major rewrite I
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Computerized Maintenance Management System
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Increasing staff to relieve supervisor of administrative burden One Supervisor, two Facilitators to date.
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One Supervisor and three Facilitators planned'for 1991
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Developing Quality Improvement Plan witti focus on::
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Procedure quality
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Personnel training and adherence to preecribed standards-
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and procedures r
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Job planning
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Post Outage Management Retreat I
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Re-establishing Department Manager inspections :.
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Developing a formal plan l
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L STRENGTHS i
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The Maintenance Work Control Center (MWCC) was staffed.with an effective mix of Maintenance and contractor personnel prior to the outage. Utilizing work package ' development procedures and a ;
prioritization system, high. quality work packages were developed for all identified and emergent refueling work. Maintenance workers are assigned to the MWCC on a rotating basis in an effort to promote ownership for the final product and to help foster both respect and:
appreciation for good procedural guidance. -
In addition to the Maintenance Performance Assessment Program which a
has been in effect for a number of years, several new self-assessment
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initiatives have been undertake.n. A. Maintenance Code of Professional
Standards has been developed by Maintenance Department Supervisors
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at all levels to more clearly define expectations. A Maintenance Department Quality improvement Plan is in the final ~ stages of-l development receiving input from internal sources as well as from -
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Operational Support Engineering and an independent contractor -
commissioned by the Plant Manager. This plan is not designed as a "get well" plan, but rather a " stay well and get better" plan.
The Outage Management Organization was supplemented by an Outage Planning and Integration Team (OPIT). This team was formed about four months prior to the outage and was responsible to plan the schedule,-
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integrate, and coordinate inter-functional activities and be prepared to7
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respond to emergent problems. The result of their-effort was a schedule that was credible and sufficiently detailed to keep the overall effort on
track despite several major emergent problems.
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The Maintenance Department continues to be very responsive to supporting plant operations. Emergent issues are' reviewed at the Daily Morning Management meetings, and the Maintenance Department-addresses the emergent work as specified by.a clearly _ defined priority system with the priority set by the Plant Shift Superintendent.
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lz STRENGTHS - CONTINUED l
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l During the present SALP period to date, there have been no missed
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i surveillances, no plant trips, and no' lost time accidents within the '
l Maintenance Department.
There have been no events during the current SALP period that have resulted in enforcement action within the Maintenance area.. There are t
very few NRC open items (one for which action is complete, one action
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pending).
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In the ALARA effort at Maine Yankee, the Maintenance Department has'
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emerged as one of the most innovative and proactive. -initiatives have f
included development of a dedicated in-house ALARA group during the-
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outage and the Maintenance Department Manager serving as ChairmanL of the ALARA Committee. The results have been much heightened
sensitivity to ALARA by Maintenance workers and'a substantial reduction
in exposure from previous outages. The 1990, Outage was 239 man-rom:
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compared to 356 in 1988-and 571'in 1984 which was more comparable based upon radiological work performed.
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AREAS FOR IMPROVEMENT
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h Further improvements are needed in relieving supervisors from
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administrative tasks and increasing their presence at the job site.
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The procedural culture that has evolved within the Maintenance -
a Department warrants increased management attention; Communication '
of management expectations regarding procedural responsibilities, the;
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general quality of Maintenance procedursa, and the worker attitudes about procedural adherence are areas where improvement ' opportunities o
exist.
Material Control and traceability continues to be a problem in large part.
due to the lack of easy access,to pertinent data.
l The process currently used to qualify' Maintenance technicians to perform activities that are categorized as being "within tho' skills;of the trade," is informal and may not ensure that only adequately trained individuals perform work on equipment when 'using generic corrective
maintenance procedures.
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The trend toward increased reliance on contractors, particularly during-i outages, has resulted in problems with adequate contractor oversight.
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Monitoring rework, failure analysis trending, and other performance data management is done essentially by hand; Better data management
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capability is needed.
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IMPROVEMENT INITIATIVES
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The DR/RO Procedure whl:h is the main work control document has:
undergone approximately 1200 man-hours of evaluation and revision by-l a multi-discipline team ine'.uding Maintenance, Engineering, Operations,.
Quality Programs, Training, and Rad Controle representatives.
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l Engineering input to corrective maintenance has been enhanced and clearly defined.- Implementation is scheduled for October,1990.
The Maintenance Department is working in' concert with the Operational Support Department and Plant Management has developed a
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Maintenance Quality Improvement Plan that should be ready fori implementation in November of 1990. The major focus of this plan will l
be on procedure quality and adherence, personnel. training and work.
practices, and job planning and ALARA.-
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A computerized Maintenance System (MIPPS) has been procured and l's currently being fitted to the Maintenance Department processes. This -
system will be a significant enhancement over current manual search of -
hard copy files as necessary to identify rework issues and provide equipment trend analysis. The system'will also interface with the Stores
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Procurement Systems to greatly enhance material accountability land.
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traceability.
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The Maintenance Department Staffing is being increased to relieve _.
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supervisors of administrative burden. During the current SALP period,-
E one supervisor and two facilitators have been added to the Maintenance.
Department Staff. Another. supervisor and three facilitators are currently planned for 1991.
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IMPROVEMENT INITIATIVE!i - CONTINUED
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A post outage management retreat was held with key outage managers to discuss the outage and provide recommendations to corporate
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management on how to better handle outages _in the future. Two major
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recommendations resuited:
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Staff a permanent outage management group' consisting of the' key-
outage management paraonnel and continue to supplement tho'
outage staff with people from other departments;
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Develop a formal outage plan that captures all pertinent information under one cover. This should include everything from staff needs to parking lot assignments.
l A program is being re-impleme'nted for department manager inspections.
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This program involves having each department manager make an -
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inspection tour of a different area of the plant each week accompanied.
by a non-management member of a different department. -
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SALP HISTORY
RATED 2 A720 IMPROVING
PREVIOUSLY RATED 1-
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GOOD EMERGENCY RESPONSE CAPABILITY STAFFING PROBLEMS RESPONSE TO FEMA CONCERNS THOROUGH ~
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GOOD INITIATIVES l
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h STRENGTHS QUALIFICATION OF EMERGENCY RESPONSE ORGANIZATION!
QUALIFICATION OF EMERGENCY PREPAREDNESS STAFF
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CLOSE RELATIONSHIP WITH LOCAL COMMUNITIES AND
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STATE OF MAINE EXERCISE PERFORMANCE MANAGEMENT SUPPORT USE OF SIMULATOR FOR EXERCISES i
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f EMERGENCY PREPAREDNESS:
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AREAS OF IMPROVEMENT
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TRAINING l
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EOF EXERCISE PERFORMANCE
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LINE ORGANIZATION OWNERSHIP EP STAFF TEMPORARY ASSIGNMENTS.
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INITIATIVES
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IMPROVEMENT PROGRAM INCREASED STAFFING i
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UPGRADED ALERT AND NOTIFICATION SYSTEM.
REVISED IMPLEMENTING PROCEDURES-
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UPGRADED TRAINING PROGRAM-EMERGENCY PREPAREDNESS RETREAT-
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EMERGENCY RESPONSE ORGANIZATION D'EPTH AUTOMATED ERO NOTIFICATION-
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SALP HISTORY
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1988-89 2-
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1987-88
1988-87
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SUMMARY
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e FIRST THIRD OF ASSESSMENT PERIOD SECURITY:
PROGRAM DETERIORATING e
ESCALATED NRC ENFORCEMENT ACTION AFTER NOVEMBER 1988 INSPECTION e
SIGNIFICANT MANAGEMENT ATTENTION e
SIZEABLE EXPENDITURES OF CAPITAL RESOURCE e
GREAT DEAL OF. WORK ACCOMPLISHED BV LICENSEE MANAGEMENT AND STAFF -
RECOMMENDATIONS e
CONTINUE QUARTERLY SECURITY MANAGEMENT.
MEETINGS WITH THE NRC REGION RECENTLY REQUESTED SEMI-ANNUAL.
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MEETINGS e
EVALUATE THE ADEOUACY OF TRAINING OF SECURITY'
MANAGERS
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HIRED THIRD SECURITY TRAINED PROFESSIONAL
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e INSPECT SECURITY PERFORMANCE DURING THE NEXT REFUELING OUTAGE ACCOMPLISHED MAY 1990 - NO VIOLATIONS
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SECURITY PROGRAM -
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MANAGEMENT OVERSIGHT / INVOLVEMENT d
SECURITY / OPERATIONS INTERFACE
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SELF-ASSESSMENT PROGRAMS e-EVENT: REPORTING
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e CONTINGENCY DRILLS e
REFUELING SUPPORT
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o PREVENTIVE MAINTENANCE PROGRAM-e ENHANCED HARDWARE UPGRADE
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ACCESS CONTROL COMPUTER SYSTEM l
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HUMAN PERFORMANCE / HONING SKILLS
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INITIATIVES
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- IMPROVE CONTRACTOR TRAINING PROGRAM I
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ENGINEERING / TECHNICAL SUPPORT
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SALP HISTORY
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l CATEGORY 2 FOR PAST TWO SALP ASSESSMENTS
l ENGINEERING AND TECHNICAL SUPPORT - GENERALLY GOOD
l MANAGEMENT INITIATIVE AND INVOLVEMENT IN ROUTINE PLANT
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RESPONSIVENESS TO NRC INITIATIVES - FOR THE MOST PART TIMELY
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MARKED IMPROVEMENT IN PROCUREMENT AND DEDICATION OF
COMMERCIAL GRADE ITEMS
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STRENGTHS FIVE YEAR Pl.AN FOR MODIFICATIONS AND MAJOR TASKS
PREDICTIVE MAINTENANCE PROGRAM TO TREND AND FORECAST l
l EQUIPMENT PERFORMANCE i
DESIGN BASIS RECOVERY PROGRAM
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INTERNAL SSFI PROGRAM
CONSERVATIVE APPROACH TO RESOLUTION OF TECHNICAL ISSUES
i TECHNICAL SUPPORT TO PLANT
PROJECT ENGINEERING / PLANT ENGINEERING RELATIONSHIP
YANKEE NUCLEAR SERVICES DIVISION RELATIONSHIP
QUALIFICATION AND EXPERIENCE OF PERSONNEL
WORK PLANNING
STAFF SUPPORT DURING OUTAGES
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OVERSIGHT OF CONTRACTORS
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INDIVIDUAL PERFORMANCE
ENGINEERING PROGRAMS I
l PROJECT MANAGEMENT
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UPGRADED ELECTRICAL CONTAINMENT PENETRATIONS
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ELIMINATION OF COPF ER IN FEED TRAIN
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MOLDED CASE CIRCUlY BREAKER DATA BASE AND TEST PROGRAM
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INCREASED l&C SUPPORT TO PLANT
l SUPPORT OF PORC PROCEDURE REVIEW SUBCOMMITTEE
UPGRADED IST PROGRAM
FORMALIZE TRANSFER OF INFORMATION TO CONTRACTORS
USE OF ADVISORY ENGINEERS
FORMAL TRAINING PROGRAM - CONTRACTORS AND STAFF
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FORMALIZE LESSONS LEARNED
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PERFORM PERSONNEL SURVEYS
DEFINE EXPECTATIONS
CONTINUE DEVELOPMENT / DOCUMENTATION OF ENGINEERING
PROGRAMS DEVELOPMENT OF AN OPERATION PLAN
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SAFET( ASSESSMENT AND QUALITY VERIFICATION HISTORICAL PERFORMANCE
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SALP RATINGS OF 2 POR PAST TWO ASSESSMENT PERIODS,
" Key management oversight and involvement in plant activities continued to be proactive and aggressive, promoting a high level of safety-consciousness. Plant safety committees and managers' meetings were effective and promoted a high level of safety consciousness.
Management improvement initatives demonstrated the licensee's commitment to the pursuit of performance excellence. The QP Department provided technically sound I
audit and surveillance programs, but weaknesses in the i
identification of certain repetitive deficiencies (i.e., radiation
protection concerns) remain. The licensee's submittals in I
regard to licensing actions were generally sound and of
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good quality, although a noted disparity between the
quality of licensee-initiated licensing submittels and NRC--
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initiated licensing activities warrants management attention.
I Management attention to weaknesses identified by the NRC -
in emergency preparedness and physical security is warranted." - 1988-1989 SALP REPORT I-t
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SAFETY ASSESSMENT AND QUALITY VERIFICATION STRENGTHS
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Daily management of problems and resources j
Safety Review Committees
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Performance-based audits /surveillances
Environment encourages innovation
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Vigorous response to emergent issues
Implementing company-wide behavioral changes
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Strong management support for improvement initiatives
Reduced violation rate in 1990
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Experience level of personnel
Iarge number of degreed people
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05pth in degreed operators
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i AREAS FOR IMPROVEMENT
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Effective communication of policies to contracted personnel
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Recurring rad con problems
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Quality of plant procedures
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Corrective actions to prevent recurrence
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Apply lessons learned from NRC violations to similar
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activities
Close longstanding NRC open iterns
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Increasing reliance on contractors l
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ALARA planning for rad con support / valves b
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INITIATlyJ1
Ambitious ALARA goals
.
Outage management organizational changes
Use of technical specialists in surveillance program
Resolution of nuclear safety issue concerns procedure
Improved definition and control of licensing activities supporting responses to NRC initiatives
Increased communications with NRC Project Manager
Management of quality assessment
!
,
!
I