ML031830514
| ML031830514 | |
| Person / Time | |
|---|---|
| Site: | Point Beach  |
| Issue date: | 06/24/2003 |
| From: | NRC/RGN-III |
| To: | |
| References | |
| Download: ML031830514 (44) | |
Text
1 Point Beach Nuclear Plant Excellence Plan June 24, 2003
2 Agenda Agenda Fred Cayia Excellence Plan Execution Mano Nazar Closing Remarks Dan Fadel/ Joe Jensen Progress to Date Mano Nazar Purpose/Objective Doug Johnson Excellence Plan Development Fred Cayia Path to Excellence Fred Cayia Auxiliary Feedwater Issue
3 Purpose and Objective Purpose and Objective
Describe Actions Taken to Improve Auxiliary Feedwater System Reliability
Describe Development of the Point Beach Excellence Plan
Present Focus Areas of the Point Beach Excellence Plan for Sustained Performance Improvement
Present Progress Made on Key Focus Areas
Discuss Point Beach Preparation for IP95003 Inspection
4 Auxiliary Auxiliary Feedwater Feedwater Issue Issue Description Description
Air Operator Recirculation Valve
Self-Identified During Probabilistic Risk Analysis Upgrade
Potential For Loss of Instrument Air Event During Which the AFW Recirculation Valves Fail Closed in Steam Generator Overfill or Overcooling Conditions Coincident with Procedurally-Directed Operator Action To Secure AFW Forward Flow
Recirculation Line Orifice Issue
NMC Identified Potential For Blockage From Service Water Following Loss of Normal AFW Supply
Potential For Fouling of Recirculation Line Orifice Coincident With Procedurally-Directed Operator Action To Secure AFW Forward Flow
5 Auxiliary Auxiliary Feedwater Feedwater Issue Issue Corrective Actions Corrective Actions
Operator Procedures Revised / Operators Trained
Open Function of Recirculation Valve Made Safety Related
Installed Back-up Pneumatics on Air Operated Recirculation Valves
Integrated Probabilistic Safety Assessment into Emergency Operating Procedure Revision
Replaced Recirculation Line OrificesMarch 2003
Modifications for AFW System Power Supply Issues Completed by July 21, 2003
6 Auxiliary Auxiliary Feedwater Feedwater Issue Issue Independent Assessment Independent Assessment
Performed Independent Licensing and Design Basis Review for Auxiliary Feedwater System
Performed by Industry Experts
Oversight by Expert Panel
Validation Team Independent at Point Beach
Developed a Derived License and Design Basis
System Review Concluded AFW Could Perform Design and License Basis Functions
7 Path To Excellence Path To Excellence
Leadership Turning Point
Orifice Issue - October 2002
Reflected Organizational and Process Weaknesses
Impetus for Fundamental Course Change
8 Path To Excellence Path To Excellence
Leadership Team Focus and Alignment
December Offsite Leadership Team Retreats
Management Recognized The Need to Address Known and Unknown Issues
Outcome - Alignment on 3 Focus Areas
Corrective Action Program
Emergency Planning Infrastructure
Design Modification Process
9 Path To Excellence Path To Excellence
Revitalized Leadership
Reorganization Announced Early January
Strengthened Plant Managers Team
Operations Leaders (SROs) to Strengthen Other Organizations
The Right People for the Right Jobs
10 Path To Excellence Path To Excellence
Nuclear Management Company Focus on Point Beach
NMC Organizational Effectiveness Assessment
December 2002 - January 2003
Assessment and Stream Analysis to Identify Drivers and Barriers to Performance Improvement
Independent AFW Assessment
Senior Vice President Assumed Responsibility for Point Beach Oversight February 2003
11 Path To Excellence Path To Excellence Leadership Vision and Mission Vision:
Continuous Pursuit of Enduring Excellence Mission:
Working Together to Achieve Sustained, Safe, Reliable, and Economic Generation of Electricity Using Nuclear Power
12 Path To Excellence Path To Excellence
Point Beach Picture of Excellence
Sustainable Improvement Driven By The Excellence Plan
Focus on Four Pillars of Excellence
Organizational
Operational
Equipment
Training
Focus on Long Term Improvements
13 Path To Excellence Path To Excellence
Vision for Point Beachs Future
An Organization That Is Viewed by All Stakeholders As Having a Self Improving Culture and Being a Learning Organization
Improvement Driven by an Industry Leading Corrective Action Program
Sustainable Improvement Driven by a Culture Characterized by Organizational and Individual Accountability
14 Path To Excellence Path To Excellence
Excellence Team
A Strong Cross-Functional Team Formed to Improve Organizational Focus and Create Infrastructure
Experienced Industry Expertise Providing Oversight and External Perspective
Capable NMC Leader with Multi-Site Experience
15 EXCELLENCE PLAN EXCELLENCE PLAN
Multi-Disciplined Excellence Team Formed to Support Stations Goal of Sustainable Performance Improvement
Primary Focus of Excellence Team:
Aid in Independently Identifying & Understanding Performance Issues
Aid in Understanding Causes of Performance Issues
Aid Organization in Preparing and Implementing the Excellence Plan
Aid in Resolution of Issues and Common Causes
Monitor Execution of the Excellence Plan and Facilitate Adjustments as Required
16 EXCELLENCE PLAN EXCELLENCE PLAN
Revision 0 of the Excellence Plan Issued on May 30
Developed Using Formal, Structured Process
Attributes of Excellence Plan
Sufficient Scope to Address Station Performance Issues
Addresses Common Causes and Drivers of Performance Issues
Risked Informed Prioritization of Actions
Integrated Departmental Initiatives
Effectiveness Reviews and Performance Indicators Will Determine if Desired Results Achieved
Rigorous Monitoring and Closeout Processes
17 EXCELLENCE PLAN Excellence Plan Integration Action Plan Alignment Point Beach Excellence Plan Improvement Initiative Business Initiative Pillar of Excellence Focus Area Action Plan Problem Statement Action Plan Causal Factors ACTION PLANS Action Plan Objectives Action Plan Steps Performance Measures/
Indicators Effectiveness Reviews HIERARCHY PLAN Pillar of Excellence (Senior Manager)
Focus Area (Dept Manager)
Specific Action Plan (Group Head)
Specific Action Steps (Individual)
Pillar of Excellence Focus Area
18 EXCELLENCE PLAN EXCELLENCE PLAN
Identification of Performance Issues
Database Created Which Captured Observations & Findings From Recent Assessments, Inspections and Audits
Sorted Data by Department, Focus Areas, and Trend Codes to Look for Performance Trends and Long-standing Issues
Identified Trends and Issues Compared Against Action Plans Contained in Revision 0 of the Excellence Plan for Gaps
Database Analysis Demonstrated That the Excellence Plan Addresses Major Issues
Currently Assessing Approximately 20 Issues/Areas Which May Require a Revision to an Existing Action Plan or the Creation of a New Action Plan
19 EXCELLENCE PLAN EXCELLENCE PLAN
Inspection Procedure 95003 Mapping Analysis
Mapped Recently Completed Site Assessments Against the Requirements in NRC Inspection Procedure 95003
Purpose Was to Determine Which 95003 Inspection Areas Have Not Been Recently And/Or Sufficiently Self-assessed
Excellence Team Recommended That PBNP Conduct Approximately 25 Focused Assessments
Focused Assessments Are in Progress
Applicable Assessment Findings Will be Built Into the Excellence Plan
20 EXCELLENCE PLAN EXCELLENCE PLAN
Identification of Common Causal Factors
Streaming Analysis of Findings From Organizational Effectiveness Assessment Completed
- Identified 5 Primary Drivers/Causes of Organizational Performance Issues
Common Factors Assessment of Root Cause Evaluations Completed
- Identified 3 Primary Common Causes
Validation That the Excellence Plan Addresses These Common Drivers / Causes in Progress
21 EXCELLENCE PLAN EXCELLENCE PLAN
Revision 1 of Excellence Plan Will Be Issued by July 11
Ongoing Work on Revision 1 is Focused on:
Prioritization and Resource Loading
Action Plan Integration
Refinement of Objective Statements and Alignment of Performance Indicators and Effectiveness Reviews
Addition of New Plans or Plan Revisions Based Upon Ongoing Analysis Work
22 EXCELLENCE PLAN EXCELLENCE PLAN
Excellence Plan Built Upon 4 Pillars of Excellence
Organizational Excellence
Operational Excellence
Equipment Excellence
Training Excellence
Pillars Supported by 19 Focus Areas
Focus Areas Supported by Over 100 Action Plans
23 Excellence Plan Excellence Plan Focus Areas Focus Areas
Human Performance
Oversight and Assessment
Culture Survey
Communications
Management Effectiveness
Engineering Organizational Effectiveness
Engineering Programs
Configuration Management
Corrective Action Program
24 Excellence Plan Excellence Plan Focus Areas Focus Areas
Significant Operating Event Report 02-04, Reactor Pressure Vessel Head Degradation at Davis-Besse Nuclear Power Station
Work Management
Business Initiatives
Technical Procedure Quality
Operationally Focused
Security
Equipment Reliability
Training Programs
Training Organizational Effectiveness
25 Excellence Plan Excellence Plan
Our Excellence Plan Is a Roadmap to Create and Sustain Improvements
The Objective Statements Associated with Each Excellence Plan Action Plan are Forward Looking and Define What We Want to Achieve
Performance Indicators and Effectiveness Reviews Assure Progress Is Being Made and Desired Objectives Are Accomplished
Site Leadership Team Rigorously Monitor Execution of The Excellence Plan
26 Excellence Plan Excellence Plan Corrective Action Program Corrective Action Program Focus Area Focus Area
Problem Statement
Corrective Action Program was not used as a Management Tool for Continuously Improving Performance
Causal Factors
Management Oversight of the Program Was Ineffective
Issue ownership was not reinforced to Ensure Timely and Effective Resolution of Issues
Roles, Responsibilities, and Expectations for Supporting the Corrective Action Program Were Not Understood
Corrective Action Screening Process Was Not Effective at Prioritizing Significant Issues
27 Excellence Plan Excellence Plan Corrective Action Program Corrective Action Program Focus Area Focus Area
Objective:
Excellent Corrective Action Program Used By Management to Drive Continuously Improving Performance
Corrective Action Program Roles, Responsibilities, and Expectations Understood
Improved Screening Process that Focuses on Prioritization of Significant Issues
Site Culture that Promotes Timely Actions to Resolve Identified Issues
Program Oversight that Monitors and Provides Feedback to Management on the Effectiveness of the Corrective Action Program
28 Excellent Corrective Excellent Corrective Action Program Action Program Effective Effective Operability Operability Identification Identification Based On Low Based On Low Threshold Threshold Low Low Backlog Backlog Feedback Feedback To Initiator To Initiator Assignments Assignments Based on Based on Knowledge Skills Knowledge Skills Resolutions Resolutions Effectively Address Effectively Address Problems Problems Effective Effective Monitoring Monitoring Formal Formal Trending Trending Completion Completion Prior to Due Dates Prior to Due Dates Effective Effective Screening Screening Effectiveness Effectiveness Review Review Prioritization Prioritization Based on Based on Significance Level Significance Level Effective Effective Root Cause Root Cause Evaluations Evaluations EXCELLENT CORRECTIVE ACTION PROGRAM Effective Effective Operability Operability Identification Identification Based On Low Based On Low Threshold Threshold Low Low Backlog Backlog Feedback Feedback To Initiator To Initiator Assignments Assignments Based on Based on Knowledge Skills Knowledge Skills Resolutions Resolutions Effectively Address Effectively Address Problems Problems Effective Effective Monitoring Monitoring Formal Formal Trending Trending Completion Completion Prior to Due Dates Prior to Due Dates Effective Effective Screening Screening Effectiveness Effectiveness Review Review Prioritization Prioritization Based on Based on Significance Level Significance Level Effective Effective Root Cause Root Cause Evaluations Evaluations Corrective Action Program Corrective Action Program Picture of Excellence Picture of Excellence
29 Corrective Action Program Corrective Action Program Progress-to-Date Progress-to-Date
Implemented a Formal, Rigorous Process for Screening Corrective Actions
Lowered the Threshold for Reporting Problems and Improved Initiator Feedback
Improved the Quality of Resolutions to Corrective Actions
Strengthened Monitoring the Corrective Action Program Performance
Strengthening Accountability in the Timeliness of Corrective Actions
30 Corrective Action Program Corrective Action Program Progress-to-Date Progress-to-Date 0
100 200 300 400 500 600 700 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 CAP Number CAP Generation by Month CAP Generation by Month
31 Corrective Action Program Corrective Action Program Progress-to-Date Progress-to-Date 70%
80%
90%
100%
Jan-03 Feb-03 Mar-03 Apr-03 May-03 Jun-03 Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03 Corrective Actions Due Date Corrective Actions Due Date Extensions Extensions Corrective Actions Closed Corrective Actions Closed on Time on Time 0%
10%
20%
30%
40%
50%
60%
Jan-03 Feb-03 Mar-03 Apr-03 May-03 Jun-03 Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03 G
o
32 Corrective Action Program Corrective Action Program Progress-to-Date Progress-to-Date
Quality Check Acceptance
Percentage of Actions Accepted During Quality Check /
Technical Review Panel 80%
90%
100%
Jan-03 Feb-03 Mar-03 Apr-03 May-03 Jun-03 Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03
33 Excellence Plan Excellence Plan Emergency Planning Infrastructure Emergency Planning Infrastructure Focus Area Focus Area
Problem Statement
Emergency Planning Infrastructure Was Not Consistently Maintained
Causal Factors
Processes and Facility Information Were Not Captured in Procedures or Guidelines
Lack of Formal Drill/Exercise Development Procedures.
Evaluations of Emergency Plan Changes Sometimes Inconsistent with Regulation
Emergency Planning Program Personnel Were Not Effective at Maintaining the Program Infrastructure
34 Excellence Plan Excellence Plan Emergency Planning Infrastructure Emergency Planning Infrastructure Focus Area Focus Area
Objectives A Robust Infrastructure Exists That Supports The Emergency Planning Program at Point Beach
Line Ownership of Emergency Preparedness Program to Maximize Program Oversight
Procedures and Guidelines In Place That Formalize Emergency Preparedness Processes and Requirements
Formal Drill and Exercise Procedures
Emergency Plan and Supporting Procedures Are Aligned With Regulation
35 Emergency Planning Emergency Planning Picture of Excellence Picture of Excellence Drill/Exercise Capability Robust EP Infrastructure Qualified EP Staff Effective Emergency Plan Facilities ERO Capability Regulatory Relationship ERO Notification Capability Effective Training Program EXCELLENT EMERGENCY PLANNING Offsite Relationships Public Notification
36 Emergency Planning Emergency Planning Progress-to-Date Progress-to-Date Organization & Staff Proficiency Organization & Staff Proficiency
EP Manager Assigned Specific to Point Beach
Hired Personnel With Previous EP Experience (EP Manager and EP Senior Coordinator)
Hired a Supervisor With Strong Radiation Protection/Chemistry/Operations Background
All Current Staff Has Attended NEI Training on EP
Defining Roles and Responsibilities for all EP Staff
Creating Procedures and Job Aids for Major Responsibilities, then Cross-Training Staff
37 Emergency Planning Emergency Planning Progress-to-Date Progress-to-Date Plan/Procedures & ERO Proficiency Plan/Procedures & ERO Proficiency
Utilizing A Multi-Discipline Team to:
Excellent Support and Ownership by the Line Organizations
Review and Upgrade Plan and Procedures
Retrain ERO On Changes As Required
As Part of the Upgrade, We Are Developing ERO Proficiency by:
Implemented On-Call Rosters for Key Duty Positions
Implementing a More Comprehensive Drill Schedule That Allows More Training Time for ERO Members Each Year
ERO Drill Participation Improved
Alert and Notification System Reliability Improved
38 Emergency Planning Emergency Planning Progress-to-Date Progress-to-Date Infrastructure Infrastructure
Implemented an EP Advisory Committee of Senior Station Management
Implemented an EP Training Advisory Committee
Revised Critique Process to Ensure Consistency and Review of all Pertinent Data
Developed and Communicated an EP Vision And Mission for the Station
Improved Implementation of the Corrective Action Program Within EP
Utilizing a Multi-Discipline Team for Scenario Development
Upgrading Document Control and Records Retention Practices for EP
39 Excellence Plan Excellence Plan Design Change Process Design Change Process Focus Area Focus Area
Problem Statement
Auxiliary Feedwater Modification Issues Raised Questions Regarding Modification Quality
Causal Factors
Expectations for Design Change Process Development Were Not Effectively Communicated
Quality Review Teams Were Not In-Place
Ineffective Management Oversight and Reviews of Modifications
40 Excellence Plan Excellence Plan Design Change Process Design Change Process Focus Area Focus Area
Objectives Modification Process That Consistently Evaluates Impact of Proposed Changes to Plant System, Structures, and Components and Effectively Resolves Identified Issues
Engineering Personnel Understand Roles, Responsibilities and Expectations
Modifications Are Reviewed by the Design Engineering Review Board
Selected Design Modifications Are Reviewed by the Quality Review Team for Quality and Completeness
Proceduralized Modification Process Being Implemented to Ensure Technically Accurate Modifications
41 Excellence Plan Excellence Plan Design Engineering Design Engineering Managed Modification Backlog EXCELLENT DESIGN ENGINEERING PROGRAM Effective Modifications Strong Design Basis Ownership
42 Engineering Engineering Progress-to-Date Progress-to-Date Design Change Process Design Change Process
Improvement In All Aspects of Engineering Support Program Training
Initiate the Design Engineering Review Board
DERB Is Established and Functioning
Utilize the Quality Review Team
QRT Is Implemented
Formalize Backlog Reduction Methodology
Methodology Established for Modification Prioritization
Fleet-wide Plant Modification Process Being Implemented
Conducted Training
43 Engineering Engineering Progress-to-Date Progress-to-Date
Engineering Excellence Plan Activities
Proposed Workdown Curve for All Actions Assigned to Engineering 367 508 397 508 389 340 328 309 286 253 241 231 231 196 184 0
100 200 300 400 500 600
44 Closing Remarks Closing Remarks
NMC and WE Energies Are Supportive of Point Beach Improvement Initiatives
Point Beach Continues to Operate Safely
Risk Significant Auxiliary Feedwater Issues Have Been Resolved
We Looked Hard and Are Confident We Are Identifying Our Issues
As a Learning Organization We Will Continue to Look Objectively to Identify and Resolve Issues
Robust Plan for Sustainable Performance Improvement
Progress Has Already Been Made In Key Areas
We Are Prepared to Support Your Inspection Efforts