ML023220078

Return to Service Update

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

1 Davis-Besse Davis-Besse Nuclear Power Station Nuclear Power Station Return to Service Plan Update Return to Service Plan Update Return to Service Plan Update November 13, 2002

2 FENOC Management Reorganization FENOC Management Reorganization Todd Schneider Manager Communications FENOC President Bob Saunders Bob Donnellon Director Maintenance Kevin Ostrowski Director Nuclear Maintenance Tom Cosgrove Director Work Management Jim Powers Director DB Nuclear Engineering Diane Bergendahl Director Generation Business Services FENOC Chief Operating Officer Lew Myers FENOC Exec. Vice President Gary Leidich John Messina Director Support Services Marc Pearson Director BV Services & Projects Tom Lentz Director PY Nuclear Engineering Jeannie Rinckel Director Nuclear Fuels Jim Byrne Vice President TMI2 Tim Rausch General Manager Jim Lash General Manager Randy Fast General Manager Fred von Ahn Director BV Nuclear Engineering George Kuehn Vice President Saxton Bill Kanda Vice President Perry Mark Bezilla Vice President Beaver Valley Bill Pearce Vice President Oversight New to Position Ken Pech Director Nuclear Services Mike Stevens Director Nuclear Maintenance Dave Eshelman Director Life Cycle Management Bob Schrauder Director Support Services Lew Myers (acting)

Vice President Davis-Besse Fred Giese Manager Human Resources Fred Giese Manager Human Resources

3 VICE PRESIDENT -

FENOC OVERSIGHT L. William Pearce Davis-Besse Site Organization Davis-Besse Site Organization FENOC CHIEF OPERATING OFFICER Lew W. Myers EXECUTIVE VICE PRESIDENT - FENOC Gary R. Leidich VICE PRESIDENT -

NUCLEAR Lew W. Myers PLANT MANAGER J. Randel Fast DIRECTOR - NUCLEAR MAINTENANCE Michael J. Stevens DIRECTOR - SUPPORT SERVICES Robert W. Schrauder DIRECTOR - NUCLEAR ENGINEERING James J. Powers, III MANAGER - CHEMISTRY AND RADIATION PROTECTION Robert W. Pell MANAGER - PLANT OPERATIONS Michael J. Roder MANAGER - NUCLEAR TRAINING William A. Mugge MANAGER -

MAINTENANCE Peter D. Roberts MANAGER - WORK CONTROL/OUTAGE MANAGEMENT Gregory A. Dunn MANAGER -

REGULATORY AFFAIRS Patrick J. McCloskey MANAGER -

PLANT ENGINEERING Joseph W. Rogers MANAGER -

PERFORMANCE IMPROVEMENT David T. Gudger MANAGER -

QUALITY SERVICES Linda M. Dohrmann MANAGER - SECURITY Gary A. Skeel MANAGER -

HUMAN RESOURCES Deanna L. Haskins MANAGER -

DESIGN BASIS ENGINEERING John J. Grabnar New to Position MANAGER -

Quality Assessment Steven A. Loehlein MANAGER -

Operations Effectiveness Michael J. Ross

4 Lew Myers FENOC Chief Operating Officer Introduction Introduction

5 Desired Outcomes 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

6 Quality Assessment Quality Assessment Value-Added Value-Added Steve Loehlein Manager - Quality Assessment

7 Quality Assessment Value-Added Quality Assessment Value-Added Major Responsibilities 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

8 Quality Assessment Value-Added Quality Assessment Value-Added Plant and Staff Readiness Assessments 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

9 Quality Assessment Value-Added Quality Assessment Value-Added Reactor Head Resolution Plan Reactor Head Resolution Plan

• Concerns with contractor QA regarding qualification of rebar cad-welding

- Stop Work issued by contractor

- Oversight provided on remediation plan

10 Quality Assessment Value-Added Quality Assessment Value-Added Containment Health Assurance Plan 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

11 Quality Assessment Value-Added Quality Assessment Value-Added Program Compliance Plan 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

12 Quality Assessment Value-Added Quality Assessment Value-Added System Health Assurance Plan 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

13 Quality Assessment Value-Added Quality Assessment Value-Added Management and Human Performance Management and Human Performance Excellence Plan 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

14 Quality Assessment Value-Added Quality Assessment Value-Added 3rd Quarter Assessment 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

15 Quality Assessment Value-Added Quality Assessment Value-Added Strengthening Quality Assessment 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

16 Reactor Head Restoration Reactor Head Restoration Bob Schrauder Director -- Support Services

17

18

• 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 Reactor Vessel Bottom Head Plan Reactor Vessel Bottom Head Plan

19 Boron Deposit Rate For 2000 ppm Boron Reactor Coolant Leakage (Unchoked Flow) 100% Deposition Rate For a Given Number of Days

0.001

0.010

0.100

1.000

10.000

100.000

1000.000

1.00E-06

1.00E-05

1.00E-04

1.00E-03

1.00E-02

Leakage Rate (gpm)

Boric Acid Deposits (in3) 7 Day

20 Reactor Head Resolution Plan Reactor Head Resolution Plan

21 System Health Assurance System Health Assurance Jim Powers Director - Technical Services

22 Collective Significance Assessment Collective Significance Assessment

• Combines results of individual evaluations

• Determines areas requiring improvement

• Considers significance of findings Inputs to Collective Significance Inputs to Collective Significance

• Latent Issues Reviews

• System Health Readiness Reviews

• Self Assessments of Design Basis calculations

• Inspection results System Health Assurance System Health Assurance

23 Collective Significance Assessment 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%)

System Health Assurance System Health Assurance

24 Collective Significance Assessment Collective Significance Assessment

• Topical areas with collective significance:

- Electrical calculations/analysis

- Instrumentation & Control calculation/analysis

- Mechanical and Structural calculation/analysis

- System Descriptions

- Configuration Management System Health Assurance System Health Assurance

25 Collective Significance Assessment 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 System Health Assurance System Health Assurance

26 Design Issues Resolution Design Issues Resolution John Grabnar Manager - Design Basis Engineering

27 Functionality Review Functionality Review Design Basis Validation Program 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 Design Issues Resolution Design Issues Resolution

28 Latent Issues Reviews 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 Design Issues Resolution Design Issues Resolution

29 Resolution Approach Resolution Approach Total Population of Identified Design-Related CRs Complete corrective action for the individual CRs after restart.

Were the safety significant conditions addressed by the DBVP?

Prior to restart, complete corrective action for the identified conditions and similar discrepancies identified by the DBVP.

Determine potential to impact system function Prior to restart, complete the corrective actions for the safety significant conditions, and identify and correct the extent of condition (EOC) on risk significant systems within the scope of the DBVP.

After restart, evaluate the results of the restart actions and determine whether to perform EOC reviews for other systems.

Implement improvement plan for area.

Affects Safety Function/

Operability?

No Yes Yes No

30 Summary 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 Design Issues Resolution Design Issues Resolution

31 Management and Human Management and Human Performance Actions Performance Actions Lew Myers FENOC Chief Operating Officer

32 Nuclear Safety Focus Safety Conscious Work Environment (SCWE)

Nuclear Safety Culture Leadership Standards Technical Standards Departmental Standards Plant and Equipment Standards Safety Focused Decision-Making Standards and Decision-Making Independent External Oversight FENOC Level Oversight Internal Oversight Management Oversight Review Board Oversight Oversight and Assessments Programs / Corrective Action

/ Procedure Compliance Program Improvements Implementation Improvements Corrective Action Process Procedure Adherence Management / Personnel Development Leaders Leadership Behaviors Evaluating Leadership Management Monitoring Feedback and Coaching Management /

Human Performance Improvement Plan

33 Significant Improvement Initiatives Significant Improvement Initiatives Completed Completed

• Safety Conscious Work Environment Training for ~210 of 250 site and contractor supervisors

• 98 RHR Assessments of:

- FENOC Executives

- Managers and Directors

- Supervisors Management and Human Management and Human Performance Actions Performance Actions

Operations

Engineering

Work Management

Chemistry/Radiation Protection

Quality Assessment

34 Significant Improvement Initiatives Significant Improvement Initiatives Completed 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 Management and Human Management and Human Performance Actions Performance Actions

35 Significant Improvement Initiatives Significant Improvement Initiatives Continuing Continuing

• 4-Cs Meetings

(~280 employees attended so far)

• Town Hall Meetings (18 held to-date)

• Management Observation Program (over 500 observations in October)

Management and Human Management and Human Performance Actions Performance Actions

36 Case Study Results 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 Management and Human Management and Human Performance Actions Performance Actions

37 Case Study Feedback Recurring Themes 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 Management and Human Management and Human Performance Actions Performance Actions

38 Case Study Feedback Concerns 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)

Management and Human Management and Human Performance Actions Performance Actions

39 Case Study Test Results Case Study Test Results

• Approximate average grade: 93%

• Failures @ 80% criteria: 1

- Immediate remediation provided during summary

• 100% Scores: ~45%

Management and Human Management and Human Performance Actions Performance Actions

40 Significant Pending Activities Significant Pending Activities

• Collective Significance Review

- Outstanding items:

Operations Root Cause

Engineering Assessment

CAP Implementation Root Cause

NOBP for Collective Significance Process Management and Human Management and Human Performance Actions Performance Actions

41 Significant Pending Activities Significant Pending Activities

• Engineering Organization Assessment

• Engineering Restart Readiness Review

• Functional Area Reviews Management and Human Management and Human Performance Actions Performance Actions

42 Operations Leadership Plan Operations Leadership Plan Mike Ross Manager - Operations Effectiveness

43 Function/Assignment Manager -

Function/Assignment Manager -

Operations Effectiveness 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 Operations Leadership Plan Operations Leadership Plan

44 Purpose Purpose

• Strengthen and prepare Operations for restart

• Ensure future sustainable high level of performance Operations Leadership Plan Operations Leadership Plan

45 Vision 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 Operations Leadership Plan Operations Leadership Plan

46 Content of Plan Content of Plan

• 67 items total

• 42 for restart

• Benchmarking, training, improvement of standards, expectations, and conduct of Operations Operations Leadership Plan Operations Leadership Plan

47 Actions Completed 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 Operations Leadership Plan Operations Leadership Plan

48 Actions In Progress/Scheduled 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 Other Scheduled Activities

• INPO assist visit Operations Leadership Plan Operations Leadership Plan

49 Schedule Review Schedule Review Mike Stevens Director - Nuclear Maintenance

50 Major Milestones Major Milestones Milestone Milestone Forecast 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

51 Major Milestones Major Milestones Projects Under Schedule Development Projects Under Schedule Development

• Emergency Diesel Air Start Modification

• Permanent Reactor Seal Plate

• Decay Heat Valve Pit

52 Making Progress 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 Next Major Milestone

• Reactor Coolant System Drain for first isolation valve maintenance (75 valves)

Integrated Schedule Integrated Schedule

53 Closing Remarks Closing Remarks Lew Myers FENOC Chief Operating Officer