ML031830514
| ML031830514 | |
| Person / Time | |
|---|---|
| Site: | Point Beach  |
| Issue date: | 06/24/2003 |
| From: | NRC/RGN-III |
| To: | |
| References | |
| Download: ML031830514 (44) | |
Text
Point Beach Nuclear Plant Excellence Plan June 24, 2003 1
Agenda Purpose/Objective Mano Nazar Auxiliary Feedwater Issue Fred Cayia Path to Excellence Fred Cayia Excellence Plan Development Doug Johnson Excellence Plan Execution Fred Cayia Progress to Date Dan Fadel/ Joe Jensen Closing Remarks Mano Nazar 2
Purpose and Objective
Ø Describe Actions Taken to Improve Auxiliary Feedwater System Reliability
Ø Describe Development of the Point Beach Excellence Plan
Ø Present Focus Areas of the Point Beach Excellence Plan for Sustained Performance Improvement
Ø Present Progress Made on Key Focus Areas
Ø Discuss Point Beach Preparation for IP95003 Inspection 3
Auxiliary Feedwater Issue Description
Ø 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
Ø 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 4
Auxiliary Feedwater Issue Corrective Actions
Ø Operator Procedures Revised / Operators Trained
Ø Open Function of Recirculation Valve Made Safety Related
Ø Installed Back-up Pneumatics on Air Operated Recirculation Valves
Ø Integrated Probabilistic Safety Assessment into Emergency Operating Procedure Revision
Ø Replaced Recirculation Line OrificesMarch 2003
Ø Modifications for AFW System Power Supply Issues Completed by July 21, 2003 5
Auxiliary Feedwater Issue Independent Assessment
Ø 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
Ø System Review Concluded AFW Could Perform Design and License Basis Functions 6
Path To Excellence
Ø Leadership Turning Point
§ Orifice Issue - October 2002
§ Reflected Organizational and Process Weaknesses
§ Impetus for Fundamental Course Change 7
Path To Excellence
Ø 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 8
Path To Excellence
Ø Revitalized Leadership
§ Reorganization Announced Early January
§ Strengthened Plant Managers Team
§ Operations Leaders (SROs) to Strengthen Other Organizations
§ The Right People for the Right Jobs 9
Path To Excellence
Ø 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 10
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 11
Path To Excellence
Ø 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 12
Path To Excellence
Ø 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 13
Path To Excellence
Ø 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 14
EXCELLENCE PLAN
Ø Multi-Disciplined Excellence Team Formed to Support Stations Goal of Sustainable Performance Improvement
Ø 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 15
EXCELLENCE PLAN
Ø Revision 0 of the Excellence Plan Issued on May 30
Ø Developed Using Formal, Structured Process
Ø 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 16
EXCELLENCE PLAN Improvement Initiative ACTIO N PLAN PLANS Pillar of HIERARC HY Excellence Action Plan Problem Pillar of Excellence Statement (Senior Manager)
Point Beach Excellence Plan Focus Action Plan Area C ausal Factors Focus Area (Dept Manager)
Action Plan Action Plan Specific Action O bjectives Plan Alignment (G roup Head)
Business Initiative Action Plan Steps Specific Action Steps Pillar of (Individual) Excellence Performance Measures/
Indicators Focus Area Effectiveness Reviews Excellence Plan Integration 17
EXCELLENCE PLAN
Ø 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 18
EXCELLENCE PLAN
Ø 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 19
EXCELLENCE PLAN
Ø 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 20
EXCELLENCE PLAN
Ø Revision 1 of Excellence Plan Will Be Issued by July 11
Ø 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 21
EXCELLENCE PLAN
Ø Excellence Plan Built Upon 4 Pillars of Excellence
§ Organizational Excellence
§ Operational Excellence
§ Equipment Excellence
§ Training Excellence
Ø Pillars Supported by 19 Focus Areas
Ø Focus Areas Supported by Over 100 Action Plans 22
Excellence Plan Focus Areas
Ø Human Performance
Ø Oversight and Assessment
Ø Culture Survey
Ø Communications
Ø Management Effectiveness
Ø Engineering Organizational Effectiveness
Ø Engineering Programs
Ø Configuration Management
Ø Corrective Action Program 23
Excellence Plan Focus Areas
Ø Significant Operating Event Report 02-04, Reactor Pressure Vessel Head Degradation at Davis-Besse Nuclear Power Station
Ø Work Management
Ø Business Initiatives
Ø Technical Procedure Quality
Ø Operationally Focused
Ø Security
Ø Equipment Reliability
Ø Training Programs
Ø Training Organizational Effectiveness 24
Excellence Plan
Ø Our Excellence Plan Is a Roadmap to Create and Sustain Improvements
Ø The Objective Statements Associated with Each Excellence Plan Action Plan are Forward Looking and Define What We Want to Achieve
Ø Performance Indicators and Effectiveness Reviews Assure Progress Is Being Made and Desired Objectives Are Accomplished
Ø Site Leadership Team Rigorously Monitor Execution of The Excellence Plan 25
Excellence Plan Corrective Action Program Focus Area
Ø Problem Statement
§ Corrective Action Program was not used as a Management Tool for Continuously Improving Performance
Ø 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 26
Excellence Plan Corrective Action Program Focus Area
Ø 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 27
Corrective Action Program Picture of Excellence Identification Effective Based On Low Operability Threshold Effective Low Screening Backlog Completion Prioritization Prior to Due Dates Based on Significance Level Excellent EXCELLENTCorrective Formal CORRECTIVE ActionACTION ProgramPROGRAM Effectiveness Trending Review Effective Feedback Monitoring To Initiator Resolutions Assignments Effectively Address Based on Problems Knowledge Skills Effective Root Cause Evaluations 28
Corrective Action Program Progress-to-Date
Ø Implemented a Formal, Rigorous Process for Screening Corrective Actions
Ø Lowered the Threshold for Reporting Problems and Improved Initiator Feedback
Ø Improved the Quality of Resolutions to Corrective Actions
Ø Strengthened Monitoring the Corrective Action Program Performance
Ø Strengthening Accountability in the Timeliness of Corrective Actions 29
C A P N umber CAP Generation by Month 0 100 200 300 400 500 600 700 Jan-02 Feb-02 M ar-02 Apr-02 M ay-02 Jun-02 Jul-02 Corrective Action Program Aug-02 Sep-02 O ct-02 Nov-02 Dec-02 Jan-03 Feb-03 M ar-03 Apr-03 M ay-03 Jun-03 Jul-03 Aug-03 Sep-03 O ct-03 Nov-03 Progress-to-Date Dec-03 30
Corrective Action Program Progress-to-Date Corrective Actions Closed Corrective Actions Due Date on Time Extensions 60% G 100% o 50%
40%
90%
30%
80% 20%
10%
70% 0%
Jan-03 Feb-03 Mar-03 Apr-03 May-03 Jun-03 Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03 Jan-03 Feb-03 Mar-03 Apr-03 May-03 Jun-03 Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03 31
Corrective Action Program Progress-to-Date
ØQuality Check Acceptance
§ Percentage of Actions Accepted During Quality Check /
Technical Review Panel 100%
90%
80%
Jan-03 Feb-03 Mar-03 Apr-03 May-03 Jun-03 Jul-03 Aug-03 Sep-03 Oct-03 Nov-03 Dec-03 32
Excellence Plan Emergency Planning Infrastructure Focus Area
Ø Problem Statement
§ Emergency Planning Infrastructure Was Not Consistently Maintained
Ø 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 33
Excellence Plan Emergency Planning Infrastructure Focus Area
Ø 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 34
Emergency Planning Picture of Excellence Regulatory Relationship ERO Notification ERO Capability Capability Effective Facilities Training Program EXCELLENT Qualified EMERGENCY PLANNING Public Notification EP Staff Drill/Exercise Capability Offsite Relationships Robust Effective EP Infrastructure Emergency Plan 35
Emergency Planning Progress-to-Date Organization & Staff Proficiency
Ø EP Manager Assigned Specific to Point Beach
Ø Hired Personnel With Previous EP Experience (EP Manager and EP Senior Coordinator)
Ø Hired a Supervisor With Strong Radiation Protection/Chemistry/Operations Background
Ø All Current Staff Has Attended NEI Training on EP
Ø Defining Roles and Responsibilities for all EP Staff
Ø Creating Procedures and Job Aids for Major Responsibilities, then Cross-Training Staff 36
Emergency Planning Progress-to-Date Plan/Procedures & ERO Proficiency
Ø 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
Ø 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
Ø ERO Drill Participation Improved
Ø Alert and Notification System Reliability Improved 37
Emergency Planning Progress-to-Date Infrastructure
Ø Implemented an EP Advisory Committee of Senior Station Management
Ø Implemented an EP Training Advisory Committee
Ø Revised Critique Process to Ensure Consistency and Review of all Pertinent Data
Ø Developed and Communicated an EP Vision And Mission for the Station
Ø Improved Implementation of the Corrective Action Program Within EP
Ø Utilizing a Multi-Discipline Team for Scenario Development
Ø Upgrading Document Control and Records Retention Practices for EP 38
Excellence Plan Design Change Process Focus Area
Ø Problem Statement
§ Auxiliary Feedwater Modification Issues Raised Questions Regarding Modification Quality
Ø 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 39
Excellence Plan Design Change Process Focus Area
Ø 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 40
Excellence Plan Design Engineering Effective Modifications Managed Modification Backlog EXCELLENT Strong DESIGN Design Basis ENGINEERING Ownership PROGRAM 41
Engineering Progress-to-Date Design Change Process
Ø Improvement In All Aspects of Engineering Support Program Training
Ø Initiate the Design Engineering Review Board
§ DERB Is Established and Functioning
Ø Utilize the Quality Review Team
§ QRT Is Implemented
Ø Formalize Backlog Reduction Methodology
§ Methodology Established for Modification Prioritization
Ø Fleet-wide Plant Modification Process Being Implemented
§ Conducted Training 42
Engineering Progress-to-Date
ØEngineering Excellence Plan Activities
§ Proposed Workdown Curve for All Actions Assigned to Engineering 600 500 508 400 389 508 340 328 300 309 286 397 253 367 241 231 231 200 196 184 100 0
43
Closing Remarks
Ø NMC and WE Energies Are Supportive of Point Beach Improvement Initiatives
Ø Point Beach Continues to Operate Safely
Ø Risk Significant Auxiliary Feedwater Issues Have Been Resolved
Ø We Looked Hard and Are Confident We Are Identifying Our Issues
Ø As a Learning Organization We Will Continue to Look Objectively to Identify and Resolve Issues
Ø Robust Plan for Sustainable Performance Improvement
Ø Progress Has Already Been Made In Key Areas
Ø We Are Prepared to Support Your Inspection Efforts 44