IR 05000348/1990032
| ML20024F918 | |
| Person / Time | |
|---|---|
| Site: | Farley  |
| Issue date: | 12/05/1990 |
| From: | Blake J, Julian C, Kleinsorge W NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION II) |
| To: | |
| Shared Package | |
| ML20024F900 | List: |
| References | |
| 50-348-90-32, 50-364-90-32, NUDOCS 9012270153 | |
| Download: ML20024F918 (7) | |
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[pQ800 UNITED STATES o
NUCLEAR REGULATORY COMMissl0N
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REGloN il o
3-y 101 MARIETTA STREET,N.W.
't ATLANTA, GEORGI A 30323
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t Report Nos.:
50-348/90-32 and 50-364/90-32 Licensee: Alabama Power Company Power Company 600 North 18th Street Birmingham, Al 35291-0400 Docket Nos.:
50-348 and 50-3641 License Nos.:
NPF-2 and NPF-8 Facility Name: - Farley 1 and 2 Inspection'Co u d:
mber.5-9, 1990
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cx/ 28; / N Inspectors:'/
' insorge, P.
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Dat 5i~gned
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J 'J./ rake, Chief Date Signed B
tofials-and Processes Section=
a ngineering Branch Div.ision of'Rea tor Safety'
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Approved by:
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Caudle_A. Julian, Chief C.J.
Mate. Signed Engineering Branch Division of Reactor Safety SUMMARY
' Scope:
This special,. announced. inspection was _a fol_lowup assessment.of issues identified during the special maintenance team inspection conducted in the Spring of 1989, (as reported in Report No. 50-348,'364/89-10).
Results:
The assessment showed that the licensee has made a concerted effort to address the concerns _ identified by the maintenance inspection team.
Increased emphasis in the area of engineering support for maintenance; trending of maintenance related information; an't improvements in post maintenance testing programs were noted.
The only area of concern that did not appear to have changed significantly is the role of QC in maintenance.
9012270153 901220 PDR ADOCK 05000348 O
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REPORT DETAILS 1.
Persons Contacted Licensee Employees
- S. Casey, Systems Performance Supervisor D. Champion,MaintenanceEngineeringSupportGroup(MESG)
- M. Coleman, Plant Modifications Manager
- R. Hill, Assistant General Manager, Plant Operations
- J. Johnson, Senior Engineer
- M. Mitchell, Health Physics Superintendent
- R. Monk, GPE Supervisor, MESG
- 0. Morey, General Manager, Operations
- J. Osterholtz, Operations Manager
- L. Stinson, Assistant General Manager, Plant Support
- J. Thomas, Maintenance Manager W. Ware, Supervisor QC Engineering L.. Watson, MESG Support Engineer M. Windham, MESG I&C Procedure Writer Other licensee employees contacted during this inspection inc'luded craftsmen, engineers, security force members, technicians, and administrative personnel.
NRC Resident inspector
- G. Maxwell, Senior Resident inspector
- M. Morgan, Resident Inspector
- Attended exit interview 2.
Maintenance Assessment Inspection (TI 2515/108)
This inspection was conducted to assess the effectiveness of corrective actions taken as a result of Maintenance Team inspection (MTI) conducted during April and May 1989, at the Farley Nuclear Plant as reported in Report No. 50-348,346/89-10. This reinspection of the Farley maintenance program was performed by a two-man team during November 1990 utilizing the guidance given in TI 2515/108.
The inspectors concentrated the assessment in the following areas:
1) Material Condition of the Plant; 2) Maintenance Areas that were evaluated as poor, or missing, during the original inspection; and 3) Areas-that were not evaluated during the original inspection.
The Maintenance Inspection Tree used during the original inspection is included as tigure 1 to this report.
The Maintenance Inspection Tree For this reinspection is included as Figure 2 to this report.
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Material Condition of the Plant is reflected in block No.1.2 of the Maintenance Inspection Tree, " Perform Plant Walkdown Inspection."
Maintenance areas that were evaluated as poor, or missing, during the original inspection were:
Section III. Management Support of Maintenance - Poor Program.
Section 4.0. Technical Support - Poor Program.
Section 4.2. Engineering Support - Poor Program.
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Section 4.3.
The Role of -Risk in the Maintenance Process -
Poor / Missing Program and Poor / Missing Peri ~ormance.
Section 4.4. The Role of Quality Control - Poor Program.
Section 5.9. Conduct Post Maintenance Testing - Poor Program.
Section 6.4. Perform Maintenance Trending - Poor Program with Poor
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Performance.
Areas not evaluated during the original inspection that were assessed this time included tne following:
Section 4.~7. Integrate Regulatory Documents.
Section 5.9. Conduct Post Maintenance Testing -' Performance.
3.
Previous Inspection Finding The following adverse findings were identified by the MTI -conducted at the Farley site during April and May'1989:
-(Closed)
Violation 50-348.354/89/10-01i " Failure to Provide and Follow Maintenance Procedures" This item was examined and closed in NRC Inspection Report 50-348,364/89-25 (Closed)
-Unresolved Item 50-348,364/89-02: " Vendor Drawing / Manual Control Program" This item was examined and closed in NRC Inspection Report 50-348,364/90-04-(Closed)
Inspector Followup I tem 50-348.364/89-'10-03: " Adequacy of Actions to Protect End Use Devices From Poor Quality Instrument Air"
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This item was examined and closed in NRC Inspection Report 50-348,364/90-04.
(Closed)
Inspector Followup Item 50-348,364/89-10-04: " Lack of Operability Requirements for Emergency Air Compressor" This item was examined and closed in NRC Inspection Report 50-348,364/90-04.
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(Closed)
Inspector Followup Item 50-348.364/89-10-05: "ASME Section XI Procedure Interface" This item was examined and closed in NRC Inspection Report 50-348,364/90-04.
4.
Maintenance Assessment Results Section 1.2. Per form Plant Walkdown Inspection.
The inspectors conducted a walkdown inspection of the vital plant areas includir.g the Auxiliary building and the Service Water intake structure.
Although the inspectors noted some missing threaded fasteners, some inoperative lighting, and a couple of. leaks, the plant housekeeping has improved.
A significant improvement was noted in the Service Water intake structura.
The licensee indicated that they corrected the specific examples, of inadequate thread engagement, that were identified by the MT! team and issued three procedures (one for each discipline) which include guidance for bolting thread engagement requirements for future work.
No-investi-gation ras made by the licensee to determine the extent of existing thread engagement discrepancies.
The licensee expects to correct any thread engagement problems.when encountered.
During the plant walkdown inspection the inspectors noted no-examples of inadequate thread engagement.
Section III. Management Support of Maintenance.
As.shown in the following paragraphs, management support has improved in several of the areas identified by the maintenance team inspection.
Section 4.0. Technical Support.
During the evaluations af the subsections of this part of the tree, the inspectors found enough areas of improvement in areas of technical.
support to change the program rating to ' satisfactory.
A number of the programs were too new, and therefore too fragile, to support a higher rating.
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Section 4.2. Engineering Support.
During this assessment, the inspectors found that-the licensee still does not subscribe to the system engineering concept that has been recommended by INPO.
Despite this reluctance, the licensee has made programmatic changes to the engineering support of maintenance with the formation of a-new engineering organization in the maintenance department.
This organization, Maintenance Engineering Support Group (MESG) has several specif.ic functions that provide engineering support to maintenance.
These functions include Procedure development and. maintenance; direct engineering support to maintenance disciplines; specialized services such as vibration analysis and motor operated valve testing;.and trending of maintenance indicators.
The MESG also provides a bridge between the-existing systems performance engineering group and maintenance.
The inspectors assessment is that the newly formed organization is chartered with the performance of a significant number of the functions -
that could be expected from a systems engineering group.
The MESG is well intentioned, and appears to be doing a number of things well, but the group is new and a number of the key members are relatively inexperienced.
With proper guidance and support from management, MESG should move towards providing a good program of engineering support.
Section 4.3. The Role of Risk in the Maintenance Process.
The use of " Risk"'in the prioritization of maintenance is still missing at Farley, but indications are that they are in the process of correcting that.
The licensee is in the process:of preparing a PRA for-the station and in support of the use of the PRA, and for the Configuration' Managemcnt System, the licensee is reviewing the Maintenance Work Requests (MWRs) for 24 systems to assure that the maintenance _ history for these systems is correct.
The licensee is also working-on the-MWR system to-assure that future-MWR information is complete and accurate.
Section 4.4. The Role of Quality Control.
Through reviews of the internal licensee documents responding to the MTI, and a discussion with the supervisor of QC engineering, the inspectors were left with the impression that this was one area that had not changed significantly since the original inspection.
Section 4.7. Integrate Regulatory Documents.
The inspectors reviewed the activities of the Systems Performance Engineering organization and noted that they perform the function of reviewing.and evaluating information provided by the NRC in the forms of Bulletins, Information Notices, Generic Letters, etc.
The inspectors also' noted that the MESG support organization has been developed to provide a conduit so that information developed by System Performance Engineering can be used in the maintenance process.
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-5 Section 5.9. Conduct Post Maintenance Testing.
The inspectors learned that the licensee has written and issued 32 Post Maintenance Testing (PMT) procedures and has an additional 55 procedures in the review cycle, to address the PMT issue.
This is considerable improvement over the total absence of documented guidance for PMT noted in the MTI.
For areas not covered by the new-procedures the selection of PMT is still 'left up to the Operations department experience to specify what PMT is appropriate.
Section.6.4. Perform Maintenance Trending.
The inspectors found that the newly formed MESG is doing a significant amount of trending of maintenance information.
The inspectors reviewed maintenance reports which dealt with assessment of rework, and outstanding MWO status.
Discussions with members of MESG revealed that trending of electric motor perforrance, Motor operated valve testing, and vibration analysis were the responsibility of MESG.
While a number of these programs are relatively new, they are providing good information for the licensee maintenance management.
The inspectors did note that some programs, such as the rework review program, tended to stop with the decision to provide input to the next training for_ the affected maintenance personnel; it would arpear that an additional review by the people responsible for procedure development, and revision, should be involved to see if a procedure enhancement might be needed to permanently correct a recurring rework problem.
5.
Planning Staff staffed and The MTI identified that maintenance -planning-was marginally (TCNs) while does not research all outstanding Temporary Change Notices planning a job 'but---leaves that function to the crafts.-
The licensee has added.three craftsmen (one for each discipline) to the Daily Planning staff'on loan for one year to perform the research to
' assure that all TCNs applicable to each drawing for each Maintenance Work Request (MWR) is included in the work packages.
In addition the licensee indicated that they plan to add three additional planners to the Daily Planning staff.
6.
Overtime The MTl identified that FNP maintenance staff worked a lot of overtime during outages and appears to exceed the intent of the NRC guidance in Generic Letter (GL) 82-16.
The licensee indicated that as a result of NRC Violation 50-348,364/89-22-02, overtime is now administered in strict accordance with procedure FNP-0-AP-64 and GL 82-16.
The licensee had Circadian Technologies In _ _ _ _ _ - _ _ _ _ _ - _ - _ _ _ _ _ _ _ - _ _ _ - _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ - _ _ _ _ _ - _ _ _ _ _ _ _ _ - _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
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of Boston MA conduct an audit of overtime and shif t work.
This audit I
concluded that FNP was in compliance with GL 82-16.
The inspectors reviewed the audit and reviewed Farley Nuclear Plant FNP pay records and found no indication of deviation from the GL 82-16 guidelines.
7.
Heat Exchanger Monitoring The licensee indicated that the Heat Exchanger monitoring Program, as examined during the MTl conducted in April-May 1989, was in the i
developmental stage. They have since changed the method of measuring and evaluating heat exchanger performance.
The licensee expects to have instrumented all the room cooler heat exchangers in Unit 2 by the end of the fall 1990 outage and the same for Unit 1 by the end of the spring 1991 outage.
Currently if the rooms exceed the 104 F FSAR temperature the System Performance organization evaluates the effects of temperature and time on the EQ equipment in that environment and adjusts the equipment life as indicated.
8.
Exit Interview The inspection scope and results were summarized on November 9,1990, witn those persons indicated in paragraph 1.
The inspectors described the areas inspected and discussed in detail the inspection results.
Although reviewed during this inspection, proprietary information is not contained in this report.
Dissenting comments were not received from the licensee.
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