IR 05000397/1992038

Mgt Meeting Rept 50-397/92-38 on 921015.Major Areas Discussed:Current Operations Issues,Including Performance During Recent Refueling Outage

ML17289A999
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Site:	Columbia
Issue date:	11/06/1992
From:	Johnson P NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION V)
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ML17289A998	List: IR 05000397/1992038 ML17289A996
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50-397-92-38-MM, NUDOCS 9212010052
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Text

U. S.

NUCLEAR REGULATORY COMMISSION REGION V

Report No.:

License No.:

50-397/92-38 NPF-21 Licensee:

Facility Name:

Meeting at:

Washington Public Power Supply System P. 0.

Box 968 Richland, Wa 99352 Washington Nuclear Pr'oject No.

(WNP-2)'RC Region V Office Walnut Creek, California Date of Heeting:

October 15, 1992 Prepared by:

D.

E. Corporandy, Project Inspector, Projects Section

Approved by:

o son, ie Reactor P ojects Section

(~(

ate sgne ana ement Pectin on October

1992 Re ort Ho. 50-397 92-38 An open Management Meeting was held to discuss current operations issues,

, including performance during the recent refueling outage and the August 15, 1992 core instability event at WNP-2.

Discussions also covered licensee management expectations, oversight, and standards for performance, including efforts to improve procedural compliance.

92120i0052 921106 PDR ADOCK 05000397

PDR

DETAILS Meetin Parti ci ants Nuclear Re ulator Commission J.

B. Hartin, Regional Administrator B. H. Faulkenberry, Deputy Regional Administrator K.

E=. Perkins, Director, Division of Reactor Safety and Projects F. A. Wenslawski, Deputy. Director, Division of Radiation Safety and Safeguards S. A. Richards, Deputy Director, Division of Reactor Safety and Projects L. F. Miller, Chief, Reactor Safety Branch J.

W. Clifford, Project Manager, Nuclear Reactor Regulation P. H. Johnson, Chief,'eactor Projects Section

P.

P. Narbut, Team Leader, Region V

W. P. Ang, Acting Senior Resident Inspector, WNP-2 D. E. Corporandy, Project Inspector, Region V

Washin ton Public Power Su l

S stem A. L. Oxsen, Deputy Managing Director J.

Y. Parrish, Assistant Managing Director for'perations J.

C. Gearhar t, Director, quality Assurance J.

W. Baker, Plant Manager G. C. Sorensen, Manager, Regulatory Programs R. L. Koenigs, Manager, Design Engineerin'g R. L. Webring, Technical Manager D. J. Pisarcik, Manager, Radiation Protection J.

E. Wyrick, Outage Manager D. S. Feldean, Assistant Manager, Maintenance Bonneville Power Authorit R. F. Mazurkiewicz, Chief, Operations Branch Mana ement Meetin of October

1992 On October 15, 1992 an open meeting was held at the Region V office in Walnut Creek, California, with the individuals identified in section 1.

The purpose of the meeting was to discuss current operations issues, including performance during the recent refueling outage and the August 15, 1992 core instability event.

The meeting also covered licensee management expectations and standards

'for performance including efforts to improve on procedural compliance.

0 enin Remarks Hr. Oxsen noted that nuclear power generation was very people-intensive compared to most other types of power generation.

He stated that, in response to increased pressure to compete with other power generation sources for cost effective power, the Supply System was taking steps to increase the effectiveness of their technical resources over the next

five years.

Mr. Oxsen expected that the Supply System could meet their goals to maintain WNP-2 as a cost effective source of electric power.

Backlo of Plant Activities Mr. Baker-addressed the backlog of various action items which included corrective actions and requests for technical assistance.

According to Mr. Baker, the Supply System's goals are to reduce the backlog for all departments to about 3 to 6 months effort, and these are performance goals for each supervisor.

Backlogs now undergo a monthly review and closure priority. is set based on the age of the item, safety significance, and other considerations.

The Supply System is still studying how to use their probabilistic risk assessment (PRA) results to best identify safety significance.

Core Instabilit Event Mr. Baker summarized the following factors which he felt contributed to the core instability event:

~

The Supply System did not take full advantage of generic information on similar events or precursor events at other facilities.

Mr. Baker attributed this to an attitude of "why events won't happen at WNP-2" versus the need to focus on the question of "why can't it happen at 'WNP-2."

~

Procedures for establishing control rod patterns were broadly defined in a qualitative manner.

They should have been quantitatively defined with specific boundaries.

In discussing how the reactor core design was controlled, Mr. Martin commented on the need for close interaction between the fuel design groups and the plant operators.

Mr. Perkins pointed to the need to closely assess the performance of outside contractors, such as the fuel vendor, and noted that extensive experience in an area did not necessarily provide assurance of adequate contractor performance.

A discussion of reviewing industry experience followed.

Mr. Baker stated that the Supply System was looking into ways to improve their review pro-cess for generic information.

Mr. Richards emphasized the importance of defining responsibilities for review and disposition of generic informa-tion.

Mr. Martin emphasized the need for accountability and the import-ance of taking the time to understand the technical issues and to ensure that the more significant issues are promptly and adequately addressed.

A discussion followed regarding the Supply System's responsibility for the design of the core and the organization within the Supply System specifically responsible for the work.

The Supply System representatives stated that clearly the Supply System Engineering organization is responsible.

They noted that several different work groups were involved in coordinating the overall effort and in ensuring that procedures were adequate, and that the coordination between these groups was weak.

Mr.

Parrish stated that one of the Supply System's program goals is to clarify responsibilities and to define lines of communication between

0

-3-departments to better facilitate their interaction with each other, as well as with their industry counterparts.

At the conclusion -of the discussion on the core instability event, Hr.

Oxsen informed the NRC participants that the Supply System was preparing a written response to the augmented inspection team report on the event.

Presentation b

the Su

S stem Supply System representatives then provided presentations on the topics outlined in the enclosed agenda.

A copy of the slides used during the licensee's presentations is enclosed as Attachment A to this report.

During Hr. Baker's presentation, NRC management representatives expressed concern regarding an observed

'need for improved adherence to procedures.

Hr. Baker stated that increased accountability for procedure 'compliance was being established, and 'that appropriate action will be taken when procedures are not followed.

Hr. Oxsen confirmed that Supply System management understands the critical importance of procedure adherence and overall procedure quality improvement.

Closin Remarks After completion of the licensee's prepared presentations, Hr. Perkins noted that the Supply System has had recent success in some areas, including outage scheduling and coordination.

He emphasized the need to maintain close attention to other areas.

He stressed three recurring themes, which indicate a need for the licensee to:

~

Properly capture and assess industry experience

~

Continue to upgrade procedure quality and adherence

~

Assure sound engineering and technical work is being performed.

Hr. Hartin stated that the meeting had provided a good exchange of infor-mation, and noted that much licensee effort is being directed to program and performance improvements.

He stated that he was still troubled about why significant problems such as the core instability event occur at NNP-2, and that senior licensee management should consider seriously the need for additional emphasis on personal responsibility and accountability.

Hr. Oxsen responded that Supply System management is bringing in several new managers to get a fresh look at problems, and that accountability and personal responsibility are being stressed.

Mr. Hartin concluded the meeting by encouraging continued management attention to fundamental issues, such as procedure compliance and attention to technical issues, so that they do not undermine other accomplishments or contribute to problems in other areas.

The meeting adjourned at 2: 10 ATTACHMENT A OVERVIEW Travel/benchmarking Procedure adherence

.

Organizational changes Expectations/standards performance plans

OVERVIEW

~

Travel/benchmarking

~

Procedure adherence

~

Organizational.changes

~

Expectations/standards performance plans

SIGNIFICANT ASSESSMENTS IN 1992 Containment atmosphere control-SSFI (assessment)

~

Shutdown safety assessment Maintenance in'the Ashe Substation (surveillance)

~

MQV in-situ DP testing (surveillance)

~

RRC chemical decontamination (surveillance)

~

Instrumentation maintenance and calibration audit Radiation protection program audits (Phases 1 and 2)

QA IMPROVEMENT OPPORTUNITIES

~

Consistency of focus on problem areas

~

Timeliness of report issuance

~

Flexibilityin assessing developing issues I

~

Training and personnel development

I

~8=

'

REFOCUS ON FUNDAMENTAL RESPONSIBILITY II

~

Assessment (audit, surveillance, technical assessment)

~

Clarify quality requirements

~

Define and communicate expectations

~

Hold personnel accountable

~

Root cause analysis

~

Operational event. review

WASHINGTON PUBLIC POWER SUPPLY SYSTEM WNP-2 PLANTORGANIZATION J.W. Baker PLANTMANAGER D.J. Plsarcik RADIATION PROTECTION N~h~t&k'&iÃfk~Sl Operations Health Physics Health Physics Planning Radwaste LT. Harrold MAINTENANCE DIVISION Maintenance Production Maintenance Programs Maintenance PlngJEng.

G.O. Smllh OPERATIONS DIVISION Operations Outage Management Work Control Chemistry A.L. Webrlng TECHNICAL DIVISION Plant Technical Plant Administration 920579.10 SEPTEMBER 30. 1992

C

0

ENGINEERING/TECHNICALSUPPORT EOP UPGRADE PROGRAM STATUS

~

Engineering design bases analyses complete

~

EOP calculation overview complete

~

EOP technical document complete

'wc art restructurin corn ete

~ 'OP/ESP V8zV complete

~

Human factors review complete

~

EOP training document willcomplete in Oct.

~

EOP maintenance program willalso complete in October

.

ENGINEERING/TECHNICALSUPPORT EOP UPGRADE PROGRAM STATUS (Continued)

~

New license training with revised EOPs will commence in December

~

Requal training with revised EOPs will commence in January evise s pvi e

im emente in May

ENGINEERING/TECHNICALSUPPORT NUMARC PROCUREMENT INITIATIVE IMPLEMENTATIONSTATUS

~

WNP-2 fully implemented program in July 92

/

~

Recent joint utility assessment conducted in Sept. confirmed adequate implementation

~

Audit results:

~

tren th

~

Procurement manual/classification procedure are solid program documents

~

Quality of procurement evaluations and associated receipt inspection plans

~

Considerable receipt inspection testing capability

ENGINEERING/TECHNICALSUPPORT NUMARC PROCUREMENT INITIATIVE IMPLEMENTATIONSTATUS (Continued)

~

ren th:

(Continued)

~

On-going training by Procurement Engineering

~

Procurement Engineering involvement in commercial grade survey audits

~

Wekne e.

~

Piece-part safety function determination keyed to component safety function; No formal evaluation done unless a change in quality class is executed

~

Collection of critical characteristic information into a single location would facilitate simpler audits of evaluation packages

ENGINEERING/TECHNICALSUPPORT NUMARC PROCUREMENT INITIATIVE IMPLEMENTATIONSTATUS (Continued)

~

Findin

~

No procedure exists to control

- commercial grade surveys

~

Annual surveys of CG suppliers needs improvement

~

Purchase requisitions for CG procurements don't reference approved supplier Q/A programs C nclui n:

I Program generally acceptable; findings willbe addressed

ENGINEERING/TECHNICALSUPPORT ENGINEERING'S PROCEDURE

.

COMPLIANCE INITIATIVES

~

Procedure adherence self assessment completed

~

Awareness of requirements willbe improved-through training sessions

~

. Clearly communicate expectations on compliance

~

Review Engineering's procedures and improve direction

~

Ensure sufficient time allotted to perform tasks properly

SYSTEM ENGINEERING

~

System walkdown program

~

Program implementation ongoing with monthly monitoring statused to the Plant Manager all s i

Results I,

~

Outage specific walkdowns performed on ystems as part of the R-7 restart review

~

Improvements of 14 MWe in turbine cycle performance through component evaluation/repair/ modification

~

Identification and resolution of numerous deficiencies in MSRV wiring in the DW during R-7

SYSTEM ENGINEERING (Continued)

~

Results (Continued)

~

Recommendations for SRM/IRM drive replacement upon review of ongoing maintenance activities

~

Implemented cleaning methods of all SW cooled heat exchangers through ongoing monitoring efforts

~

LPCS instrumentation tubing problems identified and corrected

MOV PROGRAM UPDATE R-7 Outage Goal

~ MOV Refurbishment

~ MOV Baseline Tests

~ MOV DP Tests

46

ccom is ments

~

Successfully implemented direct measurement of thrust using:

MOVATS torque thrust cell Stem mounted strain gage Yoke mounted strain gage

~

Successfully performed DP tests at under-voltage conditions

MOVPROGRAM UPDATE (Continued)

~

R-7 Accomplishments ( Continued)

~

Resolved significant bolting issues on Limitorque upper housing covers and resolved valve to actuator bolting concerns

~

Design basis review and MOV weak link analysis willbe completed by December for all 89-10 valves

~'hallenges

~

Outage scheduling coincident with other ongoing divisional activities

~

Productivity and contractor oversight

~

MOV procedure complexity Resolution of issues addressed in IEN 92-23

PREVIOUS ISSUES AND CURRENT CHALLENGES Reportability backlog reduced below the goal of 10 The post-CAC team evaluations are on schedule with the MSLC and Process Radiation Monitoring systems completed

~

Reorganization of the Technical Sta'ff and

. separation of the System Engineering and Project Engineer function is ongoirig

~

Procedure compliance traimng and sensitization to site wide procedure requirements

~l

R-7 PERFORMANCE

~

Duration

~

Goal:

~

Actual:

75 days 95 days total 80 days (startup)

15 days (SRV + testing)

~

Scope

~

Goal:

90% of planned work,.

75% of emergent work

~

Actual:

86% of planned work 96% of emergent work

~

Licensee Event Reports Goal:

Actual:

~ 6 total

< 2 personnel related 5 total 2 personnel related

R-7 PERFORMANCE (Continued)

a ALARA Goal:

600 man-rem 188 'contamination events

~ 5200 cubic feet radwaste

~

Actual:

469 man-rem 319 contamination events 4137 cubic feet radwaste

~

Safety

~

Goal:

< 4 recordable injuries no lost-time injuries

~

Actual:

9 recordable injuries 1 lost-time injury

R-7 MAJOR ACTIVITIES

~

Replaced 3 low pressure turbine rotors

~

Reactor recirculation system chemical decontamination

~

Main steam relief valve setpoint tester/valve position indication

~

Inspect 20 of 26 reactor pressure vessel to

. nozzle welds

~

Inspect 25 of 26 nozzle to safe-end welds Drain/inspect service water spray pond

~

Remove/rebuild/install 30 control. rod drives

~

Full core offload

R-7 MAJOR ACTIVITIES (Continued)

~

Motor-Operated Valve Program (105 refurbishments/57 tests)

~

Modified reactor recirculation pump discharge valves

~

Replaced 250 VDC battery

+

. Replaced 4 local power range monitor strings

~

Performed 25,000 man-hours of drywell work

~

Main condenser eddy-current inspection

~

Replaced control/service air compressors

R-7 MAJOR EMERGENT WORK

~

Standby service water cooler cleaning

~

Local leak rate test failures

~

Relief valve test failures

~

Motor-operated valve overthrustlbolting

~

Containment-instrument air check valve

. failures

~

RFW-MO-65A MS-RV-38

R-7 OUTAGE SAFETY J

~

Forrnal policy on shutdown safety

~

Incorporated into plant procedures

~

Training provided

~

Included in Outage Handbook

~

Shutdown safety assessment Compared R-7 plan to NUMARC'uidelines

~

Provided recommendations (short-term/long term)

~

Limited scope PRA

R-'7 OUTAGE SAFETY (Continued)

~

Benefits

~

No challenges to Shutdown Safety Policy

~

Increased pre-outage planning effort

~

Identification of High-Risk Evolutions/Contingency Plans

~

Recognition of systems requiring

"protected" status Review of changes to outage plan

li f tl

~

.

PERSONNEL PERFORMANCE Outage

~

Complex outage tasks planned and executed

~

Tasks evaluated for shutdown cooling isolation impact

~

Rad worker practices improved

~

Post outage

~

Procedure quality and usage expectations

~

Conduct of maintenance procedure Craft and supervisor training

PERSONNEL PERFORMANCE (Continued)

~

Challenges

~

Complex processes

~

Sustaining personnel performance

~

Managing organizational change

. 25

PLANT MATERIALCONDITION Outage

~

Needed corrective and preventive maintenance completed

~

Housekeeping and radwaste challenges met

~

Plant reliability increased

~

Post outage

~

Bacldog reduction

~

Condition monitoring

~

Painting and decontamination efforts

~

Challenges Housekeeping Component reliability

R-7 OUTAGE PERFORMANCE RADIATIONPROTECTION

~

ALARAchallenges

~

Radiological occurrence report trends

~

Skin/clothing contamination events ummar

R-7 ALARACHALI.ENGES

~

ISI

~

MSRV setpoint testers

~

RRC-V-67AKB modification

~

Snubber optimization

+

. CRD maintenance

~

LPRM replacement

~

Chem decon

~

RRC nozzle flush

~

Refueling activities

R-7 IN-SERVICE INSPECTION gSI)

~

Exposure summary

~

Estimated.....

156.3 man-rem

~

Actual........

84.7 man-rem

~

ALARAbenefit....71.6 man-rem

~

Extensive shielding Sac-shield door mock-up

'I

~

Torque requirement evaluation

~

Nozzle flushes

R-7 MSRV SETPOINT TESTER INSTALLATIONK MODIFICATION

~

Exposure summary

~

Estimated......

70.2 man-rem

~

Actual........

41.5 man-rem

, ~

ALARAbenefit...

28.7 man-rem

~

Extensive shielding

~

Effective work planning

R-7 RRC-V-67 AKB MODIFICATION

~

Exposure summary

~ Estimated........

36.6 man-rem

~

Actual........

31.7 man-rem

~

ALARAbenefit....

4.9 man-rem

~

Chem decon of RRC loop

~

Contact dose rates reduced by a factor of 10 (average)

~

GA dose rates reduced by 20%

~

Hydrolazing and flushing prior to work

~

Effective shielding

R-7 CRD REMOVE/REBUILD/REPLACE EVOLUTIONS

~

Exposure summary

~

Estimated......

52.7 man-rem

~

Actual........

62.8 man-rem

~

"HOT" spud-end filters

~

Average exposure rate = 133;5 R/hr

~

40% increase in average contact exposure rate since R-5 (1990)

~

13 out of 30 drives ) 200 R/hr

R-7 LPRM REPLACEMENT

~

Exposure summary

~

Estimated.......

8.0 man-rem

~

Actual.........

1.0 man-rem ALARAbenefit....

7.0 man-rem Effective shielding

~

ALARAshields

~

EDR heat exchanger shielded

~

Water shielding in under-vessel sump (8 to 10 in)

~

Remote cameras Remote ARM 33,

'

~

'I i ~

~

Oi R-7 CHEMICALDECON

~

Exposure summary

~

Estimated........

9.8 man-rem

~

Actual.........

9.3 man-rem

~

AI.ARAbenefit....

0.5 man-rem vera avera e

Average valve DF

~

RRC-V-67A = 10

~

RRC-V-67B = 6

~

GA dose rates reduced by a factor of 2 Exposure savings = 231.man-rem

k

)

R-7 RRC NOZZLE FLUSH

~

Exposure summary

~

Estimated.......

0.5 man-rem

~

Actual.........

0.3 man-rem I

~

ALARAbenefit....

0.2 man-rem

~

. Average nozzle DF = 3.4

~

Exposure savings = 30 man-rem 35 '

R-7 REFUELING ACTIVITIES

~

Exposure summary

~

Estimated......

58.7 man-rem

~

Actual........

39.6 man-rem

~

ALARAbenefit...

19.1 man-rem

~

. Effective planning

~

Detailed evaluation of prior outages

~

RWP scope assessment Personnel access control Cavity decon prior to RPV reassembly WEPA unit used in equipment pool

RADIOLOGICALOCCURRENCE REPORT 5-YEAR TRENDING

ID

2 O

1988 R-3 1989 R<

1990 RH 1991 R~

1992 R-7 i

31 RORs in R-7

~

R-7 root cause. frequency

~

Loss of contamination control...

43%

~

Failure to adhere to HP Program Control.................

19%

~

Poor radiological work practices

.

13%

ontamination contro issues

~

Radiological work practices training

A

0

~

~

~

R-7 SKIN/CLOTHINGCONTAMINATION

. ~

Bargaining-unit acceptance of R-7 goals

~

Goal vs actual

~

R-7 goal;.;........

188 events F

~

R-7 actual.........

319 events

~

Based on 75-day outage

~

"Isolated-Speck" event trending (events per 10,000 RCA man-hrs)

~

1989 R-4..........

8.5

~

1990 R-5..........

4.7

~

1991 R-6..........

3.2 o 1992R-7.......

38

r~

R-7 OUTAGE PERFORMANCE RADIATIONPROTECTION

~

Radiological significance

~

Proactive approach Management initiative

~

QA oversight

~

Station challenges

~ 'ource term reduction

~

Contamination control

~

Continual improvement

Individual performance

~

Planning/scheduling integration

MANAGEMENT MEETING WASHINGTON PUBLIC POWER SUPPLY SYSTEM'ctober 15, 1992 GENOA Opening Remarks, Purpose 'of Meeting J.

B. Hartin, Regional Administra-tor, and A. L. Oxsen, Acting Managing Director 2.

Issues of-NRC Interest

~

August 1992 Core Instability Event 3.

~

Procedure Compliance Issues (To Be Addressed During Supply System Presentations)

Presentations by Supply System Staff

~

Overview

=

~

gA Observations

~

Pl'ant Activities

~

Engineering/Technical Support

~

Outage Management

~

Haintenance (Outage Performance)

~

Radiological Controls 4.

Other Discussion 5.

Concluding Remarks J.

B. Hartin, Regional Administrator