ML023230087
| ML023230087 | |
| Person / Time | |
|---|---|
| Site: | Palisades  |
| Issue date: | 10/30/2002 |
| From: | Nuclear Management Co |
| To: | Office of Nuclear Reactor Regulation |
| References | |
| Download: ML023230087 (39) | |
Text
Taking Pride in our Progress While Meeting New Challenges NRC Briefing October 30, 2002
<2
<2
3 Picture of Excellence Right People / Right Job Right Picture Right Processes Right Management Coaching / Right Worker Involvement Principles
4
5 Right People / Right Job Joined Nuclear Management Company (NMC)
Balanced team of:
- Internal Candidates
- External Candidates
- INPO Experience
- Fleet Experience Succession Plan
6 Site Leadership
- Site Vice President
- Plant General Manager Manager of Projects Training Manager
- Business Support Manager Performance Assmnt Manager (Vacant)
- General Supervisor (Ops)
Training Supervisor (Maintenance)
Procedure Manager
- Business &
Strategic Planning Manager
- Emergency Planning Manager System Engineering Manager Design Engineering Manager License Renewal Manager Licensing Supervisor
- Compliance Supervisor Performance Improvement Manager QA General Supervisor QC Superv Vacant Corrective Action Human Performance Self Assessment Operating Experience Performance Indicators Outside INPO / NMC Direct Report Offsite Accounting Site Manager Security Manager Information Technology Manager
- Engineering Director Regulatory Affairs Manager Human Resources Manager Nuclear Assessment Manager Communications Manager Training Supv (Technical)
Training Supv (Support)
Supply Chain Manager
- Engineering Programs Manager Administrative Supervisor
- Incumbant SRO Certified or Licensed Nuclear Fuel &
High Level Waste Manager
7 Production Team
- Plant General Manager
- INPO Reverse Loanee Asst. Plant Gen. Manager
- Operations Manager
- Maintenance Manager Chemistry/RP Manager
- Production Manager Safety and Health Manager
- Asst. Operations Manager
- Work Control Center Manager
- Maintenance General Supervisor
- Facilities General Supervisor Craft Augmentation Supervisor Chemistry Manager Radiation Protection Manager
- Planning and Scheduling Manager
- Incumbant SRO Certified or Licensed
8 Engineering Team
- Director Engineering Manager Design Engineering Manager System &
Reactor Engineering License Renewal Outside INPO / NMC Direct Report Offsite
- Manager Programs &
Component Engineering Nuclear Fuel and High Level Waste
- Incumbant SRO Certified or Licensed
9
10 Picture of Excellence
PALISADES EXCELLENCE Safe
Doing What Is Right Predictable
Doing What We Say and When We Say It Will Be Done
Finding Our Problem Before Others Reliable
Focused On Long-Term Success
Preventing Not Reacting Leader
Respected By Employees, Peers, Community, Shareholders, Industry Organizational Excellence
Predictable
Doing What We Say and When We Say It Will Be Done Teamwork
Dont Walk Past Problems Regardless Of Who Owns It
Communicate What Is Expected And What Is Needed
Know Our Roles Accountable
Holding Ourselves To Highest Standards
Our Own Toughest Critic Learning
Improving From The Experience Of Ourselves and Others Operational Excellence Safety
Nuclear Safety Is Palisades Highest Priority
Doing What Is Right Configuration Control
Maintain and Understand Design Basis
Maintain Plant Configuration Teamwork
Operating Seamlessly Across Organizational Lines
Palisades Success = Individual Success
= Palisades Success Training Excellence Teamwork
Partnership Between Line And Training For Success
Training Improves Individual And Plant Performance Effective
Training Is Valued By Users Accountable
Line Organizations Responsible For Content
Training Champions The SAT Process Model
Training Expectations = Plant Expectations Equipment Excellence
Zero Tolerance
Repetitive Problems Are Unacceptable
What We Touch Is Left Correct Reliable
Preventive/Predictive Maintenance Exceeds Corrective Maintenance
Focused On Long-Term Success
Preventing Not Reacting Predictable
Doing What Is Right
Meet Schedules With Properly Prioritized Work Pride
Proud Of Appearance And Performance
Appearance = Performance
12 NRC Performance Indicator Summary - September 2002 Scrams with Loss of Normal Heat Removal Personnel Screening Program REACTOR SAFETY RADIATION SAFETY SAFEGUARDS Public Radiation Safety Occupational Radiation Safety Emergency Preparedness Barrier Integrity Mitigating Systems Initiating Events Physical Protection Emergency AC Power System Unavailability Unplanned Scrams Unplanned Power Changes High Pressure Injection System Unavailability AFW System Unavailability Reactor Coolant System Activity Reactor Coolant System Leakage Drill/Exercise Performance ERO Drill Participation Occupational Exposure Control Effectiveness RETS/ODCM Radiological Effluent FFD/Personnel Reliability Program Protected Area Equipment Performance Indicators Inspection Results Monthly Monthly Monthly Monthly Monthly Monthly Monthly Legend Pal Criteria NRC Criteria Safety System Functional Failures RHR System Unavailability Year to Date Year to Date Year to Date Year to Date Year to Date 8 Green Year to Date 7 Green Year to Date 3 Green Alert and Notification System
13 September 2002 Picture of Excellence - Site Excellence Summary Refueling Outage Duration Submittal Quality O&M Cost per MWH Human Performance Related LERs Palisades Actual Capital Employee Communication Unscheduled EFPD less than 100% power External Assessments Validate Internal Days between OSHA Recordable Events Picture Path Indicator Refueling Outage Duration Submittal Quality O&M Cost per MWH Human Performance Related LERs Palisades Actual Capital Employee Communication Unscheduled EFPD less than 100% power External Assessments Validate Internal Days between OSHA Recordable Events Picture Path Indicator Doesnt Meet Meets Exceeds
14 Picture of Excellence 0
1 2
3 4
5 6
Jan-01 Mar-01 May-01 Jul-01 Sep-01 Nov-01 Jan-02 Mar-02 May-02 Jul-02 Sep-02 Nov-02 Number.
Actual Forecast Goal Good Human Performance Related LERs in Prior 12 Months
15 Picture of Excellence Average Days Between OSHA Recordable Events 0.0 25.0 50.0 75.0 100.0 Jan-01 Mar-01 May-01 Jul-01 Sep-01 Nov-01 Jan-02 Mar-02 May-02 Jul-02 Sep-02 Nov-02 Days.
Actual Forecast Goal Good
16 Picture of Excellence Unscheduled EFPD Less than 100% Power 0
5 10 15 20 25 Jan-01 Mar-01 May-01 Jul-01 Sep-01 Nov-01 Jan-02 Mar-02 May-02 Jul-02 Sep-02 Nov-02 EFPD's < Full Power.
A ctual Forecast Goal Good Control Rod Drive Housing Replacement Primary Coolant Pump Oil Leaks Heater Drain Pump Cooling Line
- Cooling Tower Pump Trip
- Turbine Intercept Valve Cycling
- Variable High Power Trip Alarms Challenges
17 Picture of Excellence - Organizational Excellence Summary September 2002 Site Measures Not Meeting Performance Milestones Root Cause Evaluation Quality Human Performance Event Clock OE Evaluation Effectiveness Corrective Action Imp.
Effectiveness Attendance at Developmental Activities Commitments Met Bargaining Unit Percent Paid Overtime Non-Bargaining Unit Percent Paid Overtime Picture Path Indicator Site Measures Not Meeting Performance Milestones Root Cause Evaluation Quality Human Performance Event Clock OE Evaluation Effectiveness Corrective Action Imp.
Effectiveness Attendance at Developmental Activities Commitments Met Bargaining Unit Percent Paid Overtime Non-Bargaining Unit Percent Paid Overtime Picture Path Indicator Doesnt Meet Meets Exceeds
18 0
10 20 30 40 50 60 70 80 Jan-01 Feb-01 Mar-01 Apr-01 May-01 Jun-01 Jul-01 Aug-01 Sep-01 Oct-01 Nov-01 Dec-01 Jan-02 Feb-02 Mar-02 Apr-02 May-02 Jun-02 Jul-02 Aug-02 Sep-02 Oct-02 Nov-02 Dec-02 Average Days.
Data Forecast Goal Good Average Days Between Human Performance Event Clock Resets Picture of Excellence
19 Picture of Excellence Root Cause Evaluation Quality Index 50 55 60 65 70 75 80 85 90 95 100 Jan-02 Feb-02 Mar-02 Apr-02 May-02 Jun-02 Jul-02 Aug-02 Sep-02 Oct-02 Nov-02 Dec-02 Jan-03 Feb-03 Mar-03 Apr-03 May-03 Jun-03 Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03 Averge Root Cause Score.
Data Forecast Goal Good
20 September 2002 Lit Annunciators Non-Refueling Outage Collective Radiation Exposure Operator Workarounds &
Challenges Effluent Dose Refueling Outage Collective Radiation Exposure Temporary Modifications Components Out of Position Daily Risk Management Effectiveness Reactivity Management Events Picture Path Indicator Picture of Excellence - Operational Excellence Summary Doesnt Meet Meets Exceeds
21 Picture of Excellence 0
3 6
9 12 15 18 21 24 Jan-01 Feb-01 Mar-01 Apr-01 May-01 Jun-01 Jul-01 Aug-01 Sep-01 Oct-01 Nov-01 Dec-01 Jan-02 Feb-02 Mar-02 Apr-02 May-02 Jun-02 Jul-02 Aug-02 Sep-02 Oct-02 Nov-02 Dec-02 Components out of position Monthly Data YTD Data Forecas t Goal Good Components Out of Position
22 0
10 20 30 40 50 60 70 Jan-01 Feb-01 Mar-01 Apr-01 May-01 Jun-01 Jul-01 Aug-01 Sep-01 Oct-01 Nov-01 Dec-01 Jan-02 Feb-02 Mar-02 Apr-02 May-02 Jun-02 Jul-02 Aug-02 Sep-02 Oct-02 Nov-02 Dec-02 Workarounds & Challenges.
Data Forecast Goal Good Picture of Excellence Operator Workarounds and Challenges
23 Picture of Excellence - Training Excellence Summary September 2002 Training Program Corrective Actions Training Attendance Training Schedule Adherence Line Ownership of Training Training Staffing Picture Path Indicator Doesnt Meet Meets Exceeds
24 Picture of Excellence - Equipment Excellence Summary September 2002 Programs Not Meeting Expectations Thermal Efficiency Loss Factor System Health Assessments not Meeting Expectations Corrective Maintenance Backlog Maintenance Rework Preventive Maintenance Performance Unplanned LCO Entries Picture Path Indicator Doesnt Meet Meets Exceeds
25 Picture of Excellence Unplanned Technical Specification Action Entries 0
4 8
12 16 Jan-01 Feb-01 Mar-01 Apr-01 May-01 Jun-01 Jul-01 Aug-01 Sep-01 Oct-01 Nov-01 Dec-01 Jan-02 Feb-02 Mar-02 Apr-02 May-02 Jun-02 Jul-02 Aug-02 Sep-02 Oct-02 Nov-02 Dec-02 Entries Data Forecast Goal Good
26 Picture of Excellence Corrective Maintenance Backlog 0
20 40 60 80 100 120 140 160 Jan-01 Feb-01 Mar-01 Apr-01 May-01 Jun-01 Jul-01 Aug-01 Sep-01 Oct-01 Nov-01 Dec-01 Jan-02 Feb-02 Mar-02 Apr-02 May-02 Jun-02 Jul-02 Aug-02 Sep-02 Oct-02 Nov-02 Dec-02 Backlog.
Data Forecast Goal Good
27 Picture of Excellence Elective Maintenance Backlog Elective Work Order Backlog 400 450 500 550 600 650 700 750 800 1-Apr-02 8-Apr-02 15-Apr-02 22-Apr-02 29-Apr-02 6-May-02 13-May-02 20-May-02 27-May-02 3-Jun-02 10-Jun-02 17-Jun-02 24-Jun-02 1-Jul-02 8-Jul-02 15-Jul-02 22-Jul-02 29-Jul-02 5-Aug-02 12-Aug-02 19-Aug-02 26-Aug-02 2-Sep-02 9-Sep-02 16-Sep-02 23-Sep-02 30-Sep-02 7-Oct-02 14-Oct-02 21-Oct-02 Work Week Number On-Line Work Orders ELECTIVE ELECTIVE GOAL
28
29 Right Processes - Integrating Priorities 5.2 Dept. Managers Screening Continuous Assessment 5.3 PRG Study, Design Phases 5.6 PRG Implementation Phase 5.7 Excellence Plan
-Department Plans
-Staffing Plan
-Action List
-Perf. Indicators
-Financial Plan
-Budget 5.8 INTERNAL INPUTS
-Equipment
-Budget
-Financial Plan
-Staffing
-Facility
-Outages
-Initiatives
-Self-Assessments
-Performance
-Gap Analysis Results Indicators
-Action Request System
-Excellence Plan EXTERNAL INPUTS
-NMC Business Plan
-Regulatory Issues
-Owners Requirements Gaining Input Site Info/
Input Output 5.1 EPRG (IPC) Initial Evaluation 5.4 EPRG (IPC)
Assessment 5.5 EPRG (IPC)
Prioritization
30 Right Processes Focus on Key Processes:
- Work Management Process
- Corrective Action Process
- Training
31 Corrective Action Improvements
- Line Management Ownership
- Evaluation Timeliness
- Initiation Rate Corrective Action Process Challenges
- Root Cause Quality
- Corrective Action Age
- Use of Operating Experience
- Corrective Action Effectiveness Right Processes
32
33 Right Management Coaching / Right Worker Involvement
34 Focus on Behaviors:
- Develop Supervisor/Manager Coaching Skills
- Clarify Expectations, Roles and Responsibilities
- Establish Worker Coaching as a Priority Right Management Coaching / Right Worker Involvement
35 Inspection conducted during control rod drive housing outage raised concerns about Engineering products NRC expressed concerns about potential implementation of inadequate modifications NMC acknowledged that rigor in Engineering products needed improvement NMC disagrees that NRC intervention was needed Right Management Coaching / Right Worker Involvement - Engineering / Human Performance
36 Redefined Roles and Responsibilities Defined Engineering Standards and Expectations Conducted Human Performance Training Formed Quality Review Team Increased Supervisor Involvement Restructured Engineering Training Right Management Coaching / Right Worker Involvement - Engineering / Human Performance
37
REFOUT 99 - 59 days INPO 3 Rating March 2000 Event free (<42) day REFOUT. All Scheduled Equipment Reliability Issues Completed CRD Leak Forced Outage June 2001 through January 2002 Renew Operator Training Program Accreditation INPO 2 Rating 2002 >90% Capacity Factor 1st INPO 1 Rating
>91% Capacity Factor <1.0% Forced Outage Road to Palisades Excellence SAFE = Doing What Is Right PREDICTABLE = Doing What We Say and When We Say It Will Be Done / Finding Our Own Problems Before Others RELIABLE = Focused on Long-Term Success / Preventing Instead of Reacting LEADER = Respected by Employees, Peers, Communities, Shareholder, and Industry Submit for 20Year Life Extension Year 2003 Historical Cyclic Performance Complete Implementation of Improved Self-assessment Process Implement Quarterly Performance Reviews - Challenge Boards Implemented Equipment Reliability Oversight Committee Implement Monthly Performance Indicator Meetings Develop and implement Site Excellence Strategy -
Integrate Performance Improvement Process Conduct Baseline Performance Assessment Year 2000 Implement Bi-Weekly Supervisor Meetings Implement Plant Excellence Review Group Join NMC Implement Performance Indicators for Site Excellence Strategy Performed 360 Degree Management Assessments Implement Improved Supervisory Training Implement Succession Planning Implemented Monthly Management Review Meetings Nuclear Oversight Compliance & Implementation Of Best Practices Continuous Assessment Process Provide Training on Coaching and Feedback Implemented Manager in the Field Observation Program Improve Routine Personnel Performance Reviews, Critical Performance Reviews Palisades Excellence Achieved 1999 2000 2001 2003 2004 2005 1998 2002
39 Summary Excellence Plan Developed in 2000 Excellence Plan Reviewed and Adjusted as Necessary Excellence Plan will Continue to Drive Palisades Excellence