IR 05000397/1980020
| ML17275A852 | |
| Person / Time | |
|---|---|
| Site: | Columbia  |
| Issue date: | 01/08/1981 |
| From: | Dodds R, Toth A NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION V) |
| To: | |
| Shared Package | |
| ML17275A851 | List: |
| References | |
| 50-397-80-20, NUDOCS 8103040219 | |
| Download: ML17275A852 (12) | |
Text
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's"D ""'RC~~'iT R""CION V Report No. 50-397 80-20 Docket No. 50-397 License tlo.
CPPR"93 Saieguards Group Licensee:
Was in ton Public Power Su
S stem P. 0.
Box 968 Richland llashin ton 99352 Facility Namhlashin ton Nuclear Pro'ect No.
2 (MNP-2)
Inspection ablHP-2 Site Benton Count
, 'Washington Inspection conducted:
November 1-30, 1980 Inspectors:
~HA, D. Toth, Ress en'acror nspeczor D~te Sxgnea D te Signed 0~a Approved By:
~WR. T. Dod s, Section Chief Reactor Construction and Engineering Support Branch Sugary:
Date Signed Date Signed Inspection on November 1-30 1980 Re ort Ho. 50-397 80-20)
Areas Ins ected:
Routine, unannounced inspection of licensee and contractor actsvst es to re-evaluate and improve detailed work methods.
The inspection involved 75 inspector-hours on-site by the HRC Resident Inspector.
Resu1ts:
No items oi'oncomp1iance or deviations were identified.
!
RV Form 219 (2)
8 1 os 040gif
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DETAILS Persons Contacted:
Washin ton Public Power Su
S stem WPPSS)
~R.
G. Matlock, NNP-2 Program Director
- A. M. Sastry, Deputy Project Manager Systems Turnover
- R. I. Johnson, guality Assurance Manager D. C. Timmons, Director Contract 215 Engineering
- T. A. Gross, Management Systems Task R. T. Grant, Acting Supervisor Restart Phase I
- B. A. Holmberg, Special Projects
- W. C. Bibb, NHP-2 Project Manager
- R. M. Tanner, Director Contract 2I5 Quality Control L. J. Garvin, Manager OA Engineering and Systems G.
K. Ai'i'lerbach, Deputy Project Manager - Startup G. Wells, Deputy Project Manager - Construction h1. J. Parise, Special Projects Manager Burns and Roe En ineers BER)
R.
C. Root, Assistant Project Manager
- H. Tuthill, Assistant gA Manager R. Carmichael, Supervisor gA Engineering L. T. Harrold, Engineering Manager Bechtel Power Cor oration BPC)
- F. B.
Darner val, Reverification Manager D. Johnson, guality Control Manager Wri ht-Schuchar t-Harbor Boecon Cor
. General Ener Resources Inc.
WBG)
P. Garcia, Project Manager M. Houck, Manager - Engineering R. Clouse, Manager - Construction M. H. Brenner, Manager - guality Assurance R.
M. Uric, Supervisor guality Control P. Webster, Manager - gA Engineering M. Thompson, Manager - guality Assurance (Boecon)
Other eneral contacts and notes
- Denotes personnel present at monthly summary management meetin (
-2-Also, the WPPSS gA Manager met weekly with the resident inspector to discuss current status of licensee activities and NRC inspection findings.
In addition to the persons identified above, the inspector also routinely interviewed construction, engineering, and quality control staffs of various site contractor organizations.
Pro ect Personnel During this period the licensee implemented additional changes in site organization:
Nr.
R. Grant, has been assigned as manager of the Phase I (restart)
section of the Reverification of Completed Safety-Related Work (RCSM)
group.
Hr. Grant had previously been assigned as manager of the newly established MPPSS Construction guality group.
The project gA t1anager has delegated procedure approval authority to the individual team leaders in the RCSM organization, temporarily, until work restart is accomplished.
Hr. R. Vatlock, the recently assigned MHP-2 Program Director, has assumed the MPPSS approval authority for release of WPPSS stop work on the mechanical contractor.
General During this period, the inspector continued examination of licensee and contractor activities concerning efforts to re-evaluate and improve detailed work methods.
The inspector attended briefing sessions conducted by MPPSS and MBG personnel, examined documents provided by MPPSS or contractor personnel, examined documents filed in site files, and interviewed various MPPSS and contractor personnel.
The inspector toured various work areas on-site to ascertain the nature of work activities in progress.
Typical activities observed included:
gC inspectors measuring weld sizes on the containment wetwell ring-girder; LMT personnel preparations to perform liquid penetrant testing; WBG craft personnel performance of work status checks; JCI engineer's field dimension checks for pipe run interferences.
Pro,'ect Status The labor dispute had effectively stopped all construction work at the MNP-2 site between June 2, 1980 and about November 13, 1980.
In late November the site contractors resumed some work on items not subject to quality assurance program requirements.
No work commenced on any safety-related items.
Some reinspection activities and associated record reviews were conducted by contractors in addition to preventative maintenance and housekeeping, The mechanical contractor completed several procedure revisions and initiated training of management and staff.
This activity was subject
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P pi
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to surveillance evaluations by the WPPSS/B&R gA department.
Following the WPPSS stop work order in July 1980, many field engineers and quality control inspectors of the mechanical contactor were terminated or layed off.
The mechanical contractor's program requires hiring of such personnel and training prior to start of work.
An evaluation package has been prepared by the RCSW task force, and has been submitted to the WPPSS site gA organization and the WPPSS independent review team for review, for restart of work on the sacrificial shield wall (SSW) girth weld.
The review is in progress.
Establishment of WPPSS Task Forces The task force functions described in the licensee's July 17, 1980 reply to the NRC 10 CFR 50.54(f) inquiry continue to be in effect on-site.
Functionin of WPPSS Task Forces Task force II continues to function as described in the licensee's reply of July 17, 1980 to the NRC 10 CFR 50.54(f) inquiry.
Influence on contractor procedure reviews has been strengthened by delegation of approval responsibility directly to the RCSW team leaders.
The planning and scheduling group has provided contractors with scheduling formats which require identification of specific review tasks and responsible personnel.
These formats are to be used for control of the various restart activities, including all contractors involved in safety-related work.
Task II activities are still generally confined to review of contractors revised procedures and preparations for work restart.
Hardware reinspection activities and record reviews have not yet started.
Task force III has thus far functioned through non-structured ad-hoc activities.
Several of the specific commitments in the WPPSS reply to the NRC
CFR 50.54(f) inquiry have been implemented.
Some sharing of lessons learned, with other WPPSS projects, has been promoted by transfer of a lead gA surveillance engineer to the WPPSS corporate office.
That individual novi has participated in an audit of the mechanical contractor at the other WPPSS sites.
However, formal procedures for conduct of the Task III objectives have not yet been prepared and made operational.
WPPSS Work Restart Hang ement Control The WPPSS management controls for work restart are currently contained in Volume II of the RCSW manual.
This manual was provided to representatives of the site contractors on November I, 1980 in a training session attended by the inspector.
The details of the manual were described, but the document has apparently not yet been imposed as a contractual requirement
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-4 or a Project Management Instruction.
Also, the procedures in the manual are currently being revised.
The abbreviated instructions in the manual are augmented frequently by ad-hoc management decisions on how to implement required activities.
(e.g. this month WPPSS changed the approach to assure project implementation of SAR commitments, from checking procedures against the SAR to checking the specifications against the SAR and procedures against the specification.)
WPPSS Pro ect Mana ement Instructions Partly as a result of task force I and III functions, HPPSS has revised existing or prepared new instructions regarding interfaces with site organizations and contractors.
Many of the revisions are intended to strengthen quality assurance actions and increase involvement of project management and construction management in the resolution of quality deficiencies.
The inspector reviewed the following PMIs which have been issued since July 1, 1980:
PMI-2-000 PMI-4-2 PMI-5-3 PHI-5-13 PMI-11-2 Rev.
Rev.
Rev.
Rev.
Rev.
PMI-4-1 Rev.
PMI-4-4 Rev.
PMI-5-5 Rev.
PMI-5-14 Rev.
PMI-4-1.1 Rev.
PMI-4-11 Rev.
PMI-5-12 Rev.
PMI-7-5 Rev.
Instruction P2-000 establishes the WPPSS administrative department with responsibility to coordinate training for WPPSS/BAR personnel.
This area has been weak and understaffed and has taken increased significance with the recent turnover and increase in staff.
Instructions k4-2, 4-4, 4-11, 5-3, and 5-5 involve handling of nonconformance reports and identified deficiencies.
Increased attention to followup and escalation of management actions are provided.
Instruction k7-5 includes quality considerations as one basis for reduced or withheld payments to contractors for work.
Instruction <5-12 provides for construction management review of engineering directives, for construction impact, prior to transmittal to contractors for action.
Instruction
$5-14 provides overall management controls for repair of pipe whip restraints.
No significant deficiencies were identified.
Licensee Action on Previous Insoectin Findin s
Closed Noncom liance 397 80-08-01
- Or anizational freedom of ualit
assurance and ual it control ersonnel The inspector confirmed the actions described in the licensee's September 19, 1980 lette~ to NRC, including revie>v of the documents referred to therein.
An October 1, 1980 letter to contractors (PHNP1 MCL-F-80-143) restates the HPPSS policy on organizational freedom.
9.
Mana ement Veetin s
The inspector met with the HPPSS site gA manager on November 7 and 21, 1980 to discuss status of his inspection efforts and to receive a status report of principal NPPSS activities.
The inspector met ivith MPPSS and B&R site management personnel denoted (~) in paragraph 1, in conjunction vsith NRC regional inspectors'nspection exit meeting on December 5,
1980.
The inspector described the scope and results of his inspections as described in this repor DJ