ML023220078
| ML023220078 | |
| Person / Time | |
|---|---|
| Site: | Davis Besse  |
| Issue date: | 11/13/2002 |
| From: | Myers L FirstEnergy Nuclear Operating Co |
| To: | Office of Nuclear Reactor Regulation |
| References | |
| Download: ML023220078 (53) | |
Text
Davis-Besse Nuclear Power Station Return to Service Plan Update November 13, 2002 1
Diane Bergendahl Director FENOC Bill Pearce Generation Business President Vice President Services Bob Saunders Oversight Todd Schneider Manager Fred FredGiese Giese Communications Manager ManagerHuman HumanResources Resources FENOC FENOC Chief Operating Exec. Vice President Officer Gary Leidich Lew Myers Mark Bezilla Bill Kanda Lew Myers (acting)
Vice President Vice President Vice President Beaver Valley Perry Davis-Besse Fred von Ahn Dave Eshelman George Kuehn Jim Lash Tim Rausch Randy Fast Director Director Vice President General Manager General Manager General Manager Life Cycle Management BV Nuclear Engineering Saxton Marc Pearson John Messina Bob Schrauder Tom Lentz Jeannie Rinckel Jim Byrne Director Director Director Director Director Vice President V Services & Projects Support Services Support Services PY Nuclear Engineering Nuclear Fuels TMI2 Tom Cosgrove Kevin Ostrowski Mike Stevens Jim Powers Ken Pech Director Director Director Director Director Work Management Nuclear Maintenance Nuclear Maintenance DB Nuclear Engineering Nuclear Services Bob Donnellon Director New to Position Maintenance 2
VICE PRESIDENT - FENOC CHIEF EXECUTIVE VICE FENOC OVERSIGHT OPERATING OFFICER PRESIDENT - FENOC L. William Pearce Lew W. Myers Gary R. Leidich MANAGER -
Quality Assessment Steven A. Loehlein VICE PRESIDENT -
NUCLEAR MANAGER -
Lew W. Myers Operations Effectiveness Michael J. Ross PLANT DIRECTOR - NUCLEAR DIRECTOR - SUPPORT DIRECTOR - NUCLEAR MANAGER MAINTENANCE SERVICES ENGINEERING J. Randel Fast Michael J. Stevens Robert W. Schrauder James J. Powers, III MANAGER - CHEMISTRY MANAGER - MANAGER - MANAGER -
AND RADIATION MAINTENANCE REGULATORY AFFAIRS PLANT ENGINEERING PROTECTION Peter D. Roberts Patrick J. McCloskey Joseph W. Rogers Robert W. Pell MANAGER -
MANAGER - WORK PERFORMANCE MANAGER -
MANAGER - PLANT CONTROL/OUTAGE IMPROVEMENT DESIGN BASIS OPERATIONS ENGINEERING Michael J. Roder MANAGEMENT David T. Gudger Gregory A. Dunn John J. Grabnar MANAGER -
MANAGER - NUCLEAR QUALITY SERVICES TRAINING Linda M. Dohrmann William A. Mugge MANAGER - SECURITY Gary A. Skeel MANAGER - 3 New to Position HUMAN RESOURCES Deanna L. Haskins
Introduction Lew Myers FENOC Chief Operating Officer 4
Desired Outcomes
- Demonstrate the value-added by our Quality Assessment organization
- Demonstrate progress on key Building Blocks
- Provide plan for addressing lower vessel penetrations
- Describe actions being taken to address design questions
- Review the schedule 5
Quality Assessment Value-Added Steve Loehlein Manager - Quality Assessment 6
Quality Assessment Value-Added Major Responsibilities
- Ensure the plant is ready to restart and operate safely
- Ensure the staff is ready to restart and sustain safe performance
- Ensure effectiveness of the Quality Assessment organization so that we are ready for sustained performance 7
Quality Assessment Value-Added Plant and Staff Readiness Assessments
- Alignment with Building Blocks
- Three-Step Approach
- Confirm acceptability of Building Block Plans
- Provide oversight of the plans
[Includes independent parallel efforts to measure effectiveness
- Evaluate effectiveness of the plans, based on the results 8
Quality Assessment Value-Added Reactor Head Resolution Plan
- Concerns with contractor QA regarding qualification of rebar cad-welding
- Stop Work issued by contractor
- Oversight provided on remediation plan 9
Quality Assessment Value-Added Containment Health Assurance Plan
- Identified containment Design Basis issues
- Provided feedback to line early in development of plan
- Independent field walkdowns
- Identified minor differences
- Identified issues with qualifications and work packages related to the valve contractor
- Verified conditions of the reactor vessel by video review and direct observation 10
Quality Assessment Value-Added Program Compliance Plan
- Independent Phase 1 Program Readiness Baseline Assessment completed for the 6 selected programs
- Observed 49 Program Review Board presentations for the Phase 1 reviews
- Observed all Phase 2 program presentations to-date
- Confirmed intrusive, effective reviews by Program Review Board 11
Quality Assessment Value-Added System Health Assurance Plan
- Operations Readiness Reviews
- Generated condition reports to document failure to properly capture follow-up items from the review meetings
- System Health Readiness Reviews
- Independent review complete for 3 systems
- Identified that line reviews of commitments and condition reports needed to be more extensive 12
Quality Assessment Value-Added Management and Human Performance Excellence Plan
- Case Study Involvement
- Provided feedback throughout development
- Assessed effectiveness of Case Study through observation
- Shared Case Study with Perry and Beaver Valley Quality Assessment organizations
- Management Observation Program 13
Quality Assessment Value-Added 3rd Quarter Assessment
- Noteworthy Issues
- Issued a stop work order on nuclear fuel movement due to spacer grid strip damage during fuel movement
- Ineffective corrective action by Radiation Protection for access control of locked high radiation areas
- Issued a stop work order for inadequate work documentation and work execution for feedwater heater
- Non-destructive examination for the new Caldon feedwater flow meters was inadequate 14
Quality Assessment Value-Added Strengthening Quality Assessment
- What weve done
- Organizational changes
- Management changes
- Taking Action
[Stop work orders
[Independent, Intrusive Assessments
[Case Study involvement with site
[Case Study sharing with other FENOC sites
- Quality Assessment Program Review in progress 15
Reactor Head Restoration Bob Schrauder Director -- Support Services 16
17 Reactor Vessel Bottom Head Plan
- Thoroughly clean bottom head
- Raise Reactor Coolant System to Normal Operating Pressure and Temperature
- Hold for 3-7 days
- Lower temperature and pressure
- Perform bare metal inspection prior to restart
- Perform bare metal inspection at Mid-Cycle Outage.
- Install on-line leak detection system 18
(Unchoked Flow) 100% Deposition Rate For a Given Number of Days 7 Day n 1000.000 n 100.000 Acid Deposits (in3) n 10.000 n 1.000 nBoric n 0.100 n 0.010 n 0.001 n 1.00E-06 n 1.00E-05 n 1.00E-04 n 1.00E-03 n 1.00E-02 nLeakage Rate (gpm) 19
Reactor Head Resolution Plan 20
System Health Assurance Jim Powers Director - Technical Services 21
System Health Assurance Collective Significance Assessment
- Combines results of individual evaluations
- Determines areas requiring improvement
- Considers significance of findings Inputs to Collective Significance
- Latent Issues Reviews
- System Health Readiness Reviews
- Self Assessments of Design Basis calculations
- Inspection results 22
System Health Assurance Collective Significance Assessment
- Latent Issues Review results (5 systems):
- 31 topical areas checked for 5 systems
- 14,898 individual checks performed
- 777 discrepancies identified (5%)
- 447 discrepancies classified as restart (3%)
23
System Health Assurance Collective Significance Assessment
- Topical areas with collective significance:
- Electrical calculations/analysis
- Instrumentation & Control calculation/analysis
- Mechanical and Structural calculation/analysis
- System Descriptions
- Configuration Management 24
System Health Assurance Collective Significance Assessment
- Common attributes with collective significance:
- High Energy Line Break
- Environmental Qualification
- Appendix R
- Seismic Qualification
- Temperature Effects on System Operability
- Natural Phenomenon
- Summary
- Evaluation phase for collective significance review of the Latent Issues Review discrepancies 25
Design Issues Resolution John Grabnar Manager - Design Basis Engineering 26
Design Issues Resolution Functionality Review Design Basis Validation Program
- Developed historical timeline
- Started in 1997 in response to industry letter on Design Basis
- Validated System Descriptions and Design Criteria Manual
- Performed for risk significant systems 27
Design Issues Resolution Latent Issues Reviews
- A number of Design Basis questions raised
- Preliminary investigation suggests many are previously identified or are non-issues
- Several potentially important issues were not previously identified 28
Identified Design-Resolution Approach Related CRs Determine potential to impact system function Complete corrective action for No Affects Safety the individual CRs Function/
after restart. Operability?
Yes Prior to restart, complete corrective action for the Were the safety Yes significant identified conditions and similar discrepancies conditions identified by the DBVP. addressed by the DBVP?
No After restart, evaluate the results of the restart actions and Prior to restart, complete the determine whether to perform corrective actions for the safety EOC reviews for other systems. significant conditions, and identify Implement improvement plan and correct the extent of condition for area. (EOC) on risk significant systems within the scope of the DBVP.
29
Design Issues Resolution Summary
- Process to efficiently and effectively resolve Design Basis discrepancies has been established
- Responsible system engineers are leading restart readiness teams to safely return their systems to service 30
Management and Human Performance Actions Lew Myers FENOC Chief Operating Officer 31
Nuclear Safety Culture Management / Personnel Development Nuclear Safety Focus Leaders Safety Conscious Work Leadership Behaviors Environment (SCWE) Evaluating Leadership Management Monitoring Feedback and Coaching Management /
Standards and Human Performance Programs / Corrective Action Decision-Making / Procedure Compliance Leadership Standards Improvement Program Improvements Technical Standards Plan Implementation Improvements Departmental Standards Corrective Action Process Plant and Equipment Standards Procedure Adherence Safety Focused Decision-Making Oversight and Assessments Independent External Oversight FENOC Level Oversight Internal Oversight Management Oversight Review Board Oversight 32
Management and Human Performance Actions Significant Improvement Initiatives Completed
- Safety Conscious Work Environment Training for ~210 of 250 site and contractor supervisors
- 98 RHR Assessments of:
- FENOC Executives
- Managers and Directors
- Supervisors
[ Operations [ Chemistry/Radiation Protection
[ Engineering [ Quality Assessment
[ Work Management 33
Management and Human Performance Actions Significant Improvement Initiatives Completed
- SCWE Plan Communication
- Case Study Training (864 personnel)
- Revised Leadership in Action Training for 17 new supervisory personnel
- Pete Burg (FirstEnergy Chief Executive Officer) employee discussion 34
Management and Human Performance Actions Significant Improvement Initiatives Continuing
- 4-Cs Meetings
(~280 employees attended so far)
- Town Hall Meetings (18 held to-date)
- Management Observation Program (over 500 observations in October) 35
Management and Human Performance Actions Case Study Results
- Logged completions: 864
- Feedback: 665 Sheets received
(~76% response)
- Overall Ratings:
- Met expectations or above: ~96%
- Marked complete success: ~15%
- Uniform across sections
- Craft vs. Non-craft
- Technical vs. Non-technical 36
Management and Human Performance Actions Case Study Feedback Recurring Themes
- Must Walk the Talk to be effective
- This is just a beginning (we must follow through)
- Mr. Saunders joining in seen as very positive
- Important to get out to everyone, but should have been done sooner
- The presenters consistently did an overall excellent job 37
Management and Human Performance Actions Case Study Feedback Concerns
- Managements production versus quality/safety priorities concerns
- Management Actions
[ Feedwater Heater 1-6 stop work
[ Containment closure stop work
[ Fuel movement stop work
[ Polar Crane stop work
- Skepticism about management response for raising issues/concerns (fear of reprisal) 38
Management and Human Performance Actions Case Study Test Results
- Approximate average grade: 93%
- Failures @ 80% criteria: 1
- Immediate remediation provided during summary
- 100% Scores: ~45%
39
Management and Human Performance Actions Significant Pending Activities
- Collective Significance Review
- Outstanding items:
[ Operations Root Cause
[ Engineering Assessment
[ CAP Implementation Root Cause
[ NOBP for Collective Significance Process 40
Management and Human Performance Actions Significant Pending Activities
- Engineering Organization Assessment
- Engineering Restart Readiness Review
- Functional Area Reviews 41
Operations Leadership Plan Mike Ross Manager - Operations Effectiveness 42
Operations Leadership Plan Function/Assignment Manager -
Operations Effectiveness
- Assessment of Operations personnel and standards
- Prepare Operations for restart and ensure sustained performance
- Personnel assessment
- RHR assessment of all Operations supervisory personnel
- Strength and alignment of Operations management 43
Operations Leadership Plan Purpose
- Strengthen and prepare Operations for restart
- Ensure future sustainable high level of performance 44
Operations Leadership Plan Vision
- Operations Department recognized as the lead organization at Davis-Besse
- Continuous improvement is expected, demonstrated, and embraced by Operations personnel
- Operations ownership of equipment deficiencies, nuclear fuel performance, and plant chemistry is strong
- Operations management communicates, demonstrates, and reinforces desired performance standards
- Shift Management consistently demonstrates leadership 45
Operations Leadership Plan Content of Plan
- 67 items total
- 42 for restart
- Benchmarking, training, improvement of standards, expectations, and conduct of Operations 46
Operations Leadership Plan Actions Completed
- Benchmarked 3 facilities
- Standards expectations rewritten and compiled in one directive
- Moved the Shift Manager out of the Work Support Center
- Completed training
- Case Study
- INPO First-Line Supervisor Course
- Boric Acid Program requirements
- Safety Conscious Work Environment
- Operability Determinations 47
Operations Leadership Plan Actions In Progress/Scheduled
- Training in Progress
- Operator Requalification testing
- Additional training scheduled for restart
- Standards/Expectations with testing
- Decision Making
- Restart Test Plan
- Plant Modifications
- Licensed Operator responsibilities
- Ombudsman procedures/responsibilities Other Scheduled Activities
- INPO assist visit 48
Schedule Review Mike Stevens Director - Nuclear Maintenance 49
Major Milestones Milestone Forecast
- Initial System Reviews Complete 12/15
- Program Reviews Complete 12/16
- Reactor Head Installed 01/01
- Containment ILRT 01/08
- System Readiness for Heatup 01/11
- Systems Pressure Inspections (NOP/NOT) 01/14 50
Major Milestones Projects Under Schedule Development
- Emergency Diesel Air Start Modification
- Permanent Reactor Seal Plate
- Decay Heat Valve Pit 51
Integrated Schedule Making Progress
- Containment Air Cooler 1 & 3 Motor installed
- High Pressure Feedwater Heater 1-6 new tubes
- Reactor Coolant Motor & Pump (1-1) removed
- Reactor Head Control Rod Drives Installed
- Paint applied to Containment Dome Next Major Milestone
- Reactor Coolant System Drain for first isolation valve maintenance (75 valves) 52
Closing Remarks Lew Myers FENOC Chief Operating Officer 53