ML032160580
| ML032160580 | |
| Person / Time | |
|---|---|
| Site: | Davis Besse  |
| Issue date: | 07/09/2003 |
| From: | NRC/RGN-III |
| To: | |
| References | |
| Download: ML032160580 (126) | |
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2 3 PUBLIC MEETING BETWEEN U.S. NUCLEAR REGULATORY COMMISSION O350 PANEL 4 AND FIRST ENERGY NUCLEAR OPERATING COMPANY OAK HARBOR, OHIO 5
6 Meeting held on Wednesday, July 9, 2003, at 7 2:00 p.m. at the Oak Harbor High School, Oak Harbor, Ohio, taken by me, Marie B. Fresch, Registered Merit Reporter, 8 and Notary Public in and for the State of Ohio.
9 ---
10 PANEL MEMBERS PRESENT:
11 U. S. NUCLEAR REGULATORY COMMISSION 12 John "Jack" Grobe, Senior Manager, Region III Office 13 & Chairman, MC 0350 Panel William Ruland, Senior Manager NRR 14 & Vice Chairman, MC 0350 Panel Christine Lipa, Projects Branch Chief 15 Christopher Scott Thomas, Senior Resident Inspector 16 U.S. NRC Office - Davis-Besse Jon Hopkins, 17 NRR Project Manager - Davis-Besse Jack Rutkowski, NRC Resident Inspector 18 FIRST ENERGY NUCLEAR OPERATING COMPANY 19 Lew Myers, FENOC Chief Operating Officer 20 Robert W. Schrauder, Director - Support Services 21 James J. Powers, III Director - Nuclear Engineering 22 Michael J. Stevens, Director - Nuclear Maintenance 23 Mark Bezilla, Vice President/Plant Manager Clark Price, Owner - Restart Action Plan 24 Mike Roder, Manager - Plant Operations 25 ---
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
2 1 MS. LIPA: Okay, good 2 afternoon, and welcome to FirstEnergy and members of the 3 public for accommodating this meeting today. This is a 4 public meeting between the NRCs Davis-Besse Oversight 5 Panel and FirstEnergy Nuclear Operating Company.
6 My name is Christine Lipa. Im the Branch Chief for 7 the NRC in Region III, which is located near Lisle, 8 Illinois, and Im responsible for the NRCs inspection 9 program at Davis-Besse.
10 Well go through the rest of the introductions in a 11 few minutes. I wanted to cover the first slide, which is 12 the purposes of the meeting, are to discuss FirstEnergys 13 status of activities in their Restart Plan and also to 14 discuss the NRC Oversight Panel activities, focusing on 15 those activities since our last public meeting.
16 The next slide is the agenda.
17 And, lets go ahead and make introductions here.
18 On the NRC table here, we have Jon Hopkins, and Jon is 19 seated to my far left. He is the NRR Project Manager for 20 the Davis-Besse facility.
21 Next to Jon is Bill Ruland. Bill is the Senior 22 Manager in NRR, which is the office of Nuclear Reactor 23 Regulation and hes the Vice Chairman of the Oversight 24 Panel.
25 On my left is Jack Grobe, and hes the Senior MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
3 1 Manager in the Region III Office, and hes also the 2 Chairman of the Davis-Besse Oversight Panel.
3 To my right we have Scott Thomas. Scott is the 4 Senior Resident Inspector of the Davis-Besse facility.
5 We also have operating the slides for us today, is 6 Jack Rutkowski. He is the Resident Inspector for the NRC 7 at the Davis-Besse facility.
8 And, in the foyer on the way in, you met Nancy 9 Keller. She is the Office Assistant at the Resident 10 Office.
11 And we have Viktoria Mitlyng of Public Affairs.
12 And, thats about it for NRC folks here today.
13 And, then, if you want to go ahead and introduce 14 your folks, Lew.
15 MR. MYERS: Thank you, 16 Christine. I dont believe this mike is working.
17 Okay, to the far end of the table then, at the end 18 of the table is Clark Price. Clark is our Restart Manager 19 responsible for monitoring our restart performance 20 indicators.
21 Jim Powers next to him, Jim is our Engineering 22 Director.
23 Mark Bezilla. Mark is, this is his second time 24 here, is the Site Vice President of the Davis-Besse plant.
25 Bob Schrauder is to the right of me. Bob is in MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
4 1 charge of our support groups.
2 Mike Stevens next to him. Mike is the Director of 3 Maintenance.
4 Mike Roder. One of things we asked about last time 5 was the Operational Readiness, so we brought Mike Roder 6 with us today. Mike is in charge of the Operations group.
7 Hes the Operations Manager.
8 And, then out in the audience, we have Bob 9 Saunders. Somewhere -- there is Bob. President of FENOC.
10 Gary Leidich, the Executive VP.
11 And then Bob Conrad is with us -- Coward is with us 12 today from MPR, the people thats working on the 13 modification to the high pressure safety injection pump.
14 Thats it.
15 MS. LIPA: Okay. Sounds like 16 your mike is operating better. Im not sure which one was 17 working, but Ill be talking for a little while and then 18 before we turn it back over to you, you might want to make 19 sure the microphones are working, whichever one started 20 picking up there near the end of your introductions.
21 MR. MYERS: Thank you.
22 MS. LIPA: So, the rest of 23 the agenda we have for today, well talk a summary of what 24 we talked about at last monthss public meeting, and then 25 well talk about some of the NRC activities since the June MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
5 1 3rd public meeting, and then well turn it over to the 2 Utility for their presentation on the status of the Return 3 to Service Plan.
4 And at the end of the presentation, well adjourn 5 the business portion of the meeting, take a break, and then 6 turn it over for public comments and questions before we 7 adjourn the meeting completely. And we will be taking a 8 break after about an hour and 15 minutes or so of the first 9 part of the meeting.
10 So, I would like to also see, I know that we have 11 some public officials, or representatives of public 12 officials in the audience. If youd stand up and introduce 13 yourself.
14 MR. ARNDT: Steve Arndt, 15 Ottawa County Commissioner.
16 MS. LIPA: Steve Arndt.
17 MR. PAPCUN: John Papcun, 18 Ottawa County Commissioner.
19 MS. LIPA: Okay, John Papcun.
20 MR. WITT: Jere Witt, Ottawa 21 County Administrator.
22 MS. LIPA: Jere Witt. Okay, 23 thank you.
24 Anybody else?
25 Okay. This meeting is open to the public, MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
6 1 obviously, for observation, and this is a business meeting, 2 so youll need to save your questions or comments until the 3 end, but we will be available to answer questions at the 4 end.
5 I wanted to point out a few handouts that were 6 available when you came in today. We had copies of our 7 July edition of our monthly newsletter. Thats a document 8 we prepare just before each of these public meetings to 9 give like the latest status of issues and NRC activities.
10 And then, the newsletter does provide good background 11 information.
12 And also has some information on how you can reach 13 us, if you want to contact us separately; has the Public 14 Affairs Officers phone numbers and email addresses. It 15 also has the web page address, where we have numerous 16 public documents on Davis-Besse.
17 We also have a public meeting feedback form out in 18 the foyer that you can use to provide comments on todays 19 meeting. I would be interested in any feedback on the 20 facility and how it supports your needs for a hearing and 21 seeing our presentation today. Its been working well at 22 both facilities, I think. And so, if you have any feedback 23 on that, be sure to let us know.
24 Were also having this meeting transcribed today by 25 Marie Fresch. And that will maintain a record of the MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
7 1 meeting. The transcription should be available in about 2 three to four weeks. And we do have last months posted 3 already.
4 Okay. The next slide is the summary of the June 3rd 5 public meeting.
6 Okay. During our last public meeting on June 3rd, 7 we provided a status update on several of our ongoing 8 inspections. We discussed some upcoming activities that 9 are still upcoming, such as the undervessel head 10 inspection, and the other public meetings to discuss 11 engineering issues, and the Licensees work to assess and 12 improve safety culture at the facility. And later in 13 todays presentation we plan to provide more details on 14 recently completed NRC activities.
15 Also at last months public meeting, FirstEnergy 16 provided an update on some of their efforts towards 17 restart. They provided an update on several projects and 18 topical areas, such as Management and Human Performance, 19 Engineering Issues, Corrective Action Program and Quality 20 Assessment.
21 The next slide is the Restart Checklist. And what 22 we want to do for todays meeting was to go through the 23 whole Restart Checklist. I have ten slides that will cover 24 this, but also if you look on page 4 and 5 of the monthly 25 newsletter, there is a consolidated list if you want to MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
8 1 follow along and have the numbers.
2 So, what I wanted to do was kind of give you an 3 update on each of the checklist items; where we stand, 4 which ones are closed, what were waiting on. And kind of 5 a status; and after this, well just cover the changes each 6 month.
7 First of all, I wanted to let you know on July 2, we 8 revised the Restart Checklist item, added two items to that 9 list. The first is the high pressure injection pumps that 10 are susceptible to debris intrusion that could lead to pump 11 failure following an assumed accident.
12 So, based on the information that was provided to 13 the NRC that is publicly available on the docket, which is 14 in a Licensee Event Report, we call those LERs, that was 15 2003-002, which was issued in May. And based on the 16 information in that LER, the issue of the high pressure 17 injection pumps appears to be greater than very low risk 18 significance. So, it meets the criteria for being added to 19 our restart checklist. Weve added it to our Restart 20 Checklist, and that would be Item 2e.
21 The second issue being added, that was added is the 22 license amendment that the Licensee has requested prior to 23 restart. And thats associated with relocating the 24 requirements for certain emergency core cooling system 25 tests from the tech specs to the group USAR. And this has MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
9 1 been added as Item 6g.
2 The current division Revision 3 to the Restart Checklist now 3 contains a total of 31 items. To-date, the NRC has 4 concluded that 13 of those 31 items has been closed, and 18 5 remain to be resolved.
6 Okay. First two items, 1a and 1b. These are both 7 complete. The first one is documented Inspection Report 8 2003-04, which was issued on May 9th. That report is 9 available on our website. The second item is complete, and 10 that will be documented in Inspection Report 2002-18.
11 The next slide has Items 2a and 2b. And, 2a is 12 still open. We completed our initial inspections of this 13 item and found the replacement head to be acceptable. That 14 was documented in Inspection Report 2002-07. This item 15 remains open pending some testing, such as the Normal 16 Operating Pressure Test and the Control Rod Drive Testing 17 results that will be coming later.
18 For Item 2b, weve reviewed the test package for 19 this test, and it would be documented in Inspection 03, 20 2003-05.
21 The next slide has a couple of checklist items here; 22 2c and 2c-1. For the first item, we did what we call an 23 Extended Condition Inspection, and Inspection Reports 24 2002-09 and 2002-012, and we identified three unresolved 25 items. So, we have to resolve those three unresolved items MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
10 1 before we can close this checklist item.
2 Two of those unresolved items are being reviewed by 3 one of our inspection teams called the Corrective Action 4 Team Inspection, and they are scheduled to be back on site 5 in August. And the third unresolved item would be review 6 during the Normal Operating Pressure Test.
7 The next item is 2c1 2.c.1, which is the Emergency Core 8 Cooling System and Containment Spray Sump. Weve done our 9 inspection of that. We had one open item, which is still 10 under review by our inspector. And, once that issue is 11 resolved, well be able to consider closure for that item.
12 The next slide shows the Extent-of-Condition for 13 Boric Acid, Outside Containment, and the High Pressure 14 Injection Pump issue that was recently added.
15 So, for the Extent-of-Condition of Systems Outside 16 Containment, weve done a lot of our inspection work in 17 that area. We have three separate inspection reports where 18 weve documented our walkdowns of several Systems Outside 19 Containment that the inspectors have walked down. We have 20 no significant issues that weve identified as a result of 21 those, but were waiting for some closure packages from the 22 Licensee to be able to finish that issue.
23 2e, which is High Pressure Injection Pump Internal 24 Clearance and Debris Resolution. The Licensee is pursuing 25 two options to resolve that. The first is a modification MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
11 1 of the pump and the second is replacement of the pumps.
2 Depending on which option the Licensee pursues, well gauge 3 our inspection accordingly and then develop our plans to 4 inspect that area.
5 The next slide is the Adequacy of Safety Significant 6 Programs. And what we did for all the programs and what 7 the Licensee did for all the programs was they developed a 8 process to review the programs and to reset the programs in 9 detail and then come up with corrective actions for things 10 that needed to be corrected or enhanced in those programs.
11 So, we had our programs inspections in a couple of 12 phases. The first phase looked at the process and the 13 initial findings that the utility came up with, and then 14 the second phase looked at the final product and how the 15 items that were found to be needing correction were 16 corrected.
17 So, the first item is the Corrective Action Program, 18 and that, weve documented parts of that review in two 19 inspection reports, and we plan to continue the on-site 20 portion of the Corrective Action Team Inspection in August, 21 and assess that program at that point.
22 The next item is the Operating Experience Program, 23 and that one is complete and thats documented in 24 Inspection Report 2003-09.
25 The next item is Quality Audits and Self-Assessments MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
12 1 Programs. Weve finished part of that review in 2 Inspection Reports 02-11 and 03-09; and we have more 3 inspections to do.
4 The next slide shows three programs; Boric Acid 5 Corrosion Management Program, Reactor Coolant System 6 Unidentified Leakage Program, and In-Service Inspection 7 Program.
8 The first one, Boric Acid Corrosion Program remains 9 open pending NRC follow-up on some engineering evaluations 10 of some identified discrepancies; and when thats 11 completed, that will be considered for closure. And if 12 its determined to be closed, it would be documented in a 13 Resident Inspection Report.
14 The other two items are closed; and those are 15 documented in Inspection Report 2003-09, which was just 16 issued a couple days ago.
17 The next slide shows the next three or the last 18 three of the programs that were assessing. For the 19 Modification Control Program, our assessment is complete on 20 that. That is documented in Inspection Report 2003-09.
21 The second item is the Radiation Protection 22 Program. We did a couple of inspections on that already.
23 One of them was the Radiation Protection Special Inspection 24 2003-08, but before we can close the checklist item, we 25 have a couple of other items to review, and that would be MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
13 1 done during the week of July 14th.
2 The next item, which is the Process for Ensuring 3 Completeness and Accuracy of Required Records and 4 Submittals to the NRC. The Licensee actions on that so far 5 is they have selected a sample of approximately 70 6 documents to review for completeness and accuracy of 7 information. Some of those include generic letters, 8 bulletins, Licensee event reports and amendment requests.
9 The Licensee estimated approximately four weeks to complete 10 those reviews; and then the NRC is monitoring the 11 Licensees activities and developing an inspection plan for 12 that area.
13 Okay, the next slide is the Adequacy of the 14 Corrective Action Plan and the Organizational Effectiveness 15 and Human Performance Area. This one is considered 16 complete and will be documented in Inspection Report 17 2002-18.
18 For Restart Checklist Item 4b, which is the 19 Effectiveness of Corrective Actions. The Licensee has 20 indicated that theyre partially complete on this and they 21 have some remaining items, such as completing development 22 of Safety Conscious Work Environment Performance 23 Indicators, Long Term Safety Culture Assessment Tools, and 24 a Restart Readiness Review Meeting that will be held next 25 week.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
14 1 The NRC action is that we plan to do a continuing 2 Phase Three Inspection in this area. And the inspection is 3 evaluating the Licensees process and tools for monitoring 4 the Licensees improvements in the Safety Culture and 5 Safety Conscious Work Environment area and also the 6 effectiveness of the Employee Concerns Program. Our 7 inspection, our Phase Three Inspection is in progress.
8 The next slide shows Readiness for Restart; and for 9 these items, well be, NRC will be reviewing the Licensees 10 Restart Action Plan and associated findings are being 11 evaluated by the Resident staff. And the results of this 12 review will be documented in the Resident Inspection 13 Report.
14 For the Systems Readiness for Restart, this is 15 actually a continuing inspection. Weve documented the 16 results of our inspections last fall in the Inspection 17 Reports 2002-13 and 14. And the System Health Assurance 18 Inspection, which is 2003-03 just continues.
19 So, right now we have -- and theyre also doing 20 inspections, the Corrective Action Team Inspections, doing 21 inspections in this area which are planned to be on site 22 for a couple of weeks in July and a couple of weeks in 23 August.
24 The next item is Operations Readiness for Restart.
25 Part of this is being evaluated by the Management and Human MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
15 1 Performance Phase Three Inspection, which will be the work 2 next week to evaluate the Restart Readiness Meetings.
3 And also the Resident Inspectors have inspections 4 that they do at the mode changes. And were also planning 5 a Restart Readiness Assessment Team Inspection when the 6 Utility is ready to go to Mode 4 for the second time. That 7 would be our inspection for that area.
8 Restart Checklist item 5d is Test Program 9 Development and Implementation. And the Licensee is 10 developing certain tests, such as the Normal Operating 11 Pressure Test and Control Rod Drive Tests, and several Post 12 Maintenance and Post Modification Tests. And the NRC 13 actions are to review those tests prior to evaluating this 14 Restart Checklist Item for closure.
15 The next slide shows some Licensing Issues. The 16 first bullet on the ASME Code Relief Requests, we had 17 closed Items 6a through 6f. That was documented in 18 Inspection Report 2003-04.
19 And then the second bullet is our new item that I 20 talked about earlier, which is 6g, which is relocating 21 those test requirements from the tech specs to the USAR.
22 And the NRC has that amendment request under review.
23 And the third bullet is Restart Checklist Item 7, 24 which is the Confirmatory Action Letter Resolution, and a 25 meeting to discuss restart.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
16 1 So, right now, were tracking the Confirmatory 2 Action Letter items, and we have documented the status of 3 those in a couple of letters that are available on our 4 website. And once all the CAL items are closed, then well 5 be able to address this item.
6 So, that provides the NRCs Restart Checklist Item 7 Status, and what I plan to do going forward is just talk 8 about the ones that are open. And then, of course, the 9 records where theyre closed will always be available.
10 So, thats all I have on the Restart Checklist 11 Items. Unless there is any other comments from the NRC 12 folks, Ill turn it over to FirstEnergy.
13 MR. GROBE: Thanks, 14 Christine. We havent done that in awhile. I appreciate 15 your patience going through it. We added, as Christine 16 indicated, in the monthly update, a complete list on the 17 Restart Checklist on which items are closed. This is such 18 a long-term complex project, it might be difficult for 19 folks to find where we addressed various issues.
20 I think what Im going to ask is Viktoria, our 21 Public Affairs Officer, to do is put the referenced 22 Inspection Reports behind each checklist item and continue 23 providing this in our monthly updates, so that folks can 24 understand what issues are closed and which reports, and if 25 theyre particularly interested in a specific item, they MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
17 1 can get that report directly off our website or call our 2 Public Affairs Office and theyll provide a copy.
3 Thanks, Christine.
4 MS. LIPA: Go ahead.
5 MR. MYERS: Okay. Our Desired 6 Outcomes today are first to provide you an update on the 7 remaining Mode 4 and 3 activities and operational 8 readiness.
9 Now, what that really is for the public, is our 10 plans that we have in place, how were progressing to heat 11 the plant up for the first seven-day test; not using 12 reactor heat, but our pump heat that we described in some 13 of the other public meetings. So, to give you an update on 14 that today.
15 Wed also like to provide an understanding, if you 16 would, of the high pressure injection pump modification 17 status that were making. Then, discuss the quality of the 18 performance of Operations, Engineering, and Maintenance, 19 is on the agenda today. Thats one of the, those are the 20 items that we looked at as actions from the last public 21 meetings, so we have, each one of those areas will be 22 discussed.
23 I would like to provide information on numerous 24 actions taken to regain the safety margin. That gets back 25 into the actions weve taken from a people and plant MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
18 1 standpoint, design standpoint, from a safety culture 2 standpoint, if you will. What well do there is status you 3 on the actions weve taken since the last meeting. And, 4 finally, if time permits, well give you a status of our 5 milestones and remaining activities that we see prior to 6 restart.
7 AUDIENCE MEMBER: Mr. Myers, this 8 sound systems is atrocious. I think you should take a few 9 minutes here and get it sorted out before we continue.
10 (Off the record.)
11 MR. MYERS: So, let me go 12 through these again.
13 The Desired Outcome today, Mode 3 and 4, thats the, 14 the heat-up of the plant and the seven-day testing. Our 15 Desired Outcome today is to provide an update on the status 16 our Operational Readiness in this area.
17 The second outcome is to provide an understanding, 18 if you will, of the high pressure safety injection 19 modification that we discussed and the status of that 20 modification in our last meeting.
21 Next was discussed the quality of the performance of 22 Operations, Engineering and Maintenance. Those three areas 23 were discussed in the last public meeting, and the NRC 24 asked us to provide you with an update today, so were 25 prepared to do that.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
19 1 Finally, to provide information on the numerous 2 actions taken to regain, regain and improve the safety 3 margins of the plant. We talked about Safety Culture last 4 time, and we gave you our plan going forward. We had 5 numerous activities that weve completed since the last 6 meeting and were going to update you on those activities.
7 And, finally, if time permits, well provide you 8 with a status of our milestones and remaining restart 9 activities that we have, as we see them.
10 With that, our first presenter is Mark Bezilla.
11 Mark is going to provide you with Containment and remaining 12 activities for the heat-up using nonnuclear heat pump heat, 13 if you will; and really status you on our plant, the 14 overall plant status now, the way we see it.
15 With that, Ill turn it over to you Mark.
16 MR. BEZILLA: Thank you, Lew.
17 Next slide, please.
18 My Desired Outcome today is to provide you with an 19 update and leave you with a better understanding hopefully 20 with regard to the following; our Containment Activities 21 and our preparations for the first Mode 4 and 3.
22 As Lew said, thats the heat-up and pressurization 23 of the Reactor Coolant System to normal operating pressure 24 and near normal operating temperature using reactor pump 25 heat, and our Desired Outcomes for this first Mode 4/3.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
20 1 Next slide, please.
2 First, I would like to provide you with an update on 3 our Containment Health Activities. In regard to our 4 Discovery Action Plans, 24 of 24 plans are complete. And 5 in regard to our Implementation Action Plans, 4 of 16 plans 6 are complete. The remaining 12 plans are drafted and are 7 expected to be complete within the next two weeks. We 8 continue to make progress on Ill say the closure of these 9 plans.
10 In regard to Containment Work, the major work in 11 Containment is complete. The equipment hatch has been 12 installed and ownership and responsibility for Containment 13 health has also been turned over.
14 Next slide.
15 We installed the equipment hatch on June 25th. This 16 is just a picture of our folks installing the hatch and it 17 being bolted up, if you will. This effectively closed 18 Containment.
19 We do have a few remaining activities to complete in 20 Containment, but theyre either in progress and/or 21 scheduled. And these activities should complete in the 22 next few weeks and I believe will support our target for 23 the first Mode 4.
24 Next slide.
25 Id just like to take an opportunity and reflect on MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
21 1 some of the major items that weve accomplished during this 2 outage. This first slide is just a picture of the new 3 reactor vessel head.
4 Next slide.
5 The next one here is a picture of our Containment 6 Sump Strainer. This is looking from almost underneath the 7 vessel towards the strainer, if you will.
8 Next slide.
9 This is a picture of the coatings that we, the 10 painting that we did on the Containment Dome, and this is 11 just a shot looking upwards from the operating deck.
12 Next slide.
13 This picture is a couple of our folks installing 14 additional reactor coolant leak detection equipment. This 15 is our FLUS monitor and this is underneath the vessel.
16 Next slide, please.
17 This is a picture of our new Containment Air 18 Coolers. This is a portrait of some of the piping thats 19 going into the actual cooler section, and additionally, we 20 refurbished and replaced a lot of the duct work and all of 21 the registers associated with the Containment Air Coolers.
22 (Off the record/microphone problems.)
23 MR. BEZILLA: Okay. Next slide, 24 please.
25 This is just a picture of Ill say our improved MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
22 1 closure for two of our important decay heat removal system 2 valves located in the basement of Containment. We refer to 3 this as our decay heat valve tank, if you will.
4 Next slide.
5 From a Containment Ownership standpoint, we recently 6 on July 3rd, conducted a ceremony, a ceremonious turnover 7 of Containment Health Ownership. This was from our 8 Containment Health Project Manager, Tim Chambers, to our 9 Operations Manager -- actually it was his second, Scott 10 Rice, who is an Ops Superintendent. Mike was off when we 11 took this picture. This ceremony, Ill say, signified the 12 turnover of Ownership for Containment Health to the 13 Operations Staff, Operations Section.
14 In summary, from a Containment activity standpoint, 15 the activities are coming to a closure. The equipment 16 hatch is installed. Ownership of Containment Health has 17 returned to Operations, and Ill say were making the final 18 preparations needed to support our first Mode 4 evolution.
19 Next slide.
20 Id now like to just provide you with an update on 21 the key activities required to support this first Mode 4 22 evolution.
23 We will conduct our Restart Readiness Review 24 Meetings on July 10th and 11th and 14th and 15th. These 25 meetings provide us a forum to review our peoples, the MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
23 1 plants, and our processes readiness for the mode change.
2 As an example, on the 10th and part of the 11th, 3 well have a number of our system managers come in and 4 report out on System Health and Readiness for this first 5 Mode 4 evolution. Then, well move into having our 6 managers report out on their departments readiness to 7 support the first Mode 4 evolution. And then Monday and 8 Tuesday, well spend assessing the Safety Culture, and Ill 9 say our Culture Readiness to support this first Mode 4 10 evolution.
11 We have approximately 690 low hold restraints and 12 these things can be anything from a work order to a 13 question, if you will. We have work orders. We have post 14 maintenance tests. We have surveillance tests.
15 Ive reviewed these restraints. Actually it was a 16 couple weeks ago when I took a look at them. I believe 17 well be able to clear those items to support our target 18 for this first Mode 4 evolution.
19 Key activities remaining. We have our high pressure 20 injection pump installation. We have our high pressure 21 injection pump recirculation line modification; and this is 22 recirculation when we would be in the containment sump 23 supply mode through the LPI pumps to the AVI pumps.
24 We have our electrical transient analysis program 25 related modification, and there is six of those that I will MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
24 1 say are pretty well on their way from a development 2 standpoint as well as from a beginning activities in the 3 field.
4 And we have our motor thermal overload protection 5 related modifications, and these are fairly simple mods.
6 There is 53 of these that will be installed at the breakers 7 for various components, and I believe we have a good handle 8 on those and what we need to do to complete that 9 modification, if you will.
10 In summary, I believe we know what needs to be done 11 to be ready for this first Mode 4; and I believe well be 12 ready to support our target.
13 Next slide, please.
14 Now, let me just talk briefly about our Desired 15 Outcomes for this first Mode 4. I believe this first Mode 16 4 evolution will provide us valuable insights into our 17 peoples ability to perform, their behaviors and attitudes, 18 our plants health, our equipment performance, our 19 capability, and our processes usability and effectiveness.
20 Through the use of our Corrective Action Program and 21 our Observation Program, we will be able to document 22 problems and opportunities for improvement and then use 23 this information to make changes to improve our people, our 24 plant, and our processes.
25 This first Mode 4 evolution will provide us valuable MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
25 1 insights, opportunities for improvement, and confidence in 2 our ability to safely operate the Plant.
3 That completes my presentation. Any questions?
4 MR. GROBE: No. Thank you.
5 MS. LIPA: No.
6 MR. BEZILLA: With that, Ill 7 turn it over to Bob Schrauder and hell give you an update 8 on our high pressure injection modification.
9 MR. SCHRAUDER: Thank you, Mark.
10 Like Mark said, Ill give a brief update on where we 11 are at with the modification we have planned for the high 12 pressure injection pump. Ill provide the project status, 13 some preliminary findings that we found to-date and how 14 those findings may have deviated from what we expected to 15 find at this point.
16 Give us a little bit of an update and discussion 17 about what we learned. We had an opportunity to visit 18 people in France, the original manufacturer of this pump 19 line, if you will, and what weve learned from them and 20 their activities in modifying their pumps.
21 And then, finally, Ill talk about where do we go 22 from here with what weve learned and how do we bring this 23 to some conclusion.
24 Next slide, please.
25 So, in regard to where were at; we did have the MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
26 1 original modification design concept. We completed that 2 concept, which came as a basic location and the shape of 3 the strainer that we intended to install in the high 4 pressure injection pumps. Weve completed the stress and 5 hydraulic design analysis for that design concept. And we 6 have initiated the failure modes and effects analysis, and 7 that analysis in the review and approval cycle as we 8 speak.
9 Now, some of those analyses may in fact have to be 10 adjusted a bit as we finalize and refine our modification 11 in the final modification, then well go back into the 12 analyses and make sure they are appropriately covered in 13 these original analyses.
14 We have completed our in test -- our in-plant 15 testing, and that testing was a baseline test to measure 16 the vibrations of the rotor dynamics of the install high 17 pressure injection pump.
18 And then we did a second test that we called the 2X 19 Test, which essentially opened up the internal pump 20 clearances to twice the normal clearance in those, which is 21 actually more than what we would expect to see as a result 22 of debris enacting on those clearances in the internals of 23 the pump.
24 We had to verify that the pump with those expanding 25 clearances would continue to operate appropriately and we MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
27 1 confirmed that; that the vibration was good on the pump and 2 the pump continued to deliver the flow required in those 3 scenarios.
4 We did set some initial assumptions for our testing 5 or our mockup. Those things included things like the 6 debris loading we would model, the tank size we would use, 7 reached the decision we needed to agitate, if you will, the 8 debris bend that we were using in order to keep it in 9 suspension so it wouldnt settle out; looked at what flow 10 rate we would model in the pump that were using to simulate 11 what we expect would be the worse case conditions.
12 And, we have begun our mockup testing at our 13 laboratory facility. And the actual pumps from our 14 facility have been removed, the internals, the pump, the 15 rotating assembly have been removed from the plant and 16 shipped to our modification facility and have been 17 disassembled there and are waiting our final design to be 18 installed in those pumps.
19 Next slide, please.
20 This is a couple of pictures of our test facility.
21 This first one up here shows our, this is our tank back 22 here, and our bank of flow loops that simulate various 23 portions of the pump.
24 We have one loop that simulates a suction wear ring, 25 and how debris might impact that.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
28 1 We have another loop that simulates the discharge 2 wear ring.
3 We have another loop that simulates the center 4 volute pushing in this pump, again for debris wear ring on 5 the internals there.
6 And then a fourth loop which is the loop that weve 7 installed, what Ill call a facsimile pump that has a very 8 close design to the impeller in the volute of our pump 9 where we actually install the various designs for the 10 screen that we were testing at this facility.
11 And when you look down this row, it looks like there 12 is a lot more than four pumps in there, and there are in 13 fact more than four pumps and more than four loops, because 14 we have installed a spare pump for all of these except the 15 pump that has the actual strainer in it.
16 So, each of these has an installed pump in the 17 process, so if something were to happen to the pumps that 18 are there, we have the ability to move on and continue in 19 another loop there.
20 The picture on the left over here is looking down 21 into our tank and it shows the agitators. Of course, you 22 might ask, that doesnt seem like it will agitate very much 23 being the amount of water there, but there is actually 24 another impeller thats down in the water. And this is if 25 the tank volume is higher. So, there is a rotating MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
29 1 agitator here, and then there is another one down on this 2 end of the tank that keeps the debris in suspension and 3 makes sure that its a uniform distribution of the debris.
4 Okay. Next slide, please.
5 This then shows that the pump that I was talking 6 about here on the left, this simulates very closely our 7 volute and impellers in our pumps. And this is where we 8 install our strainer design. And we have the capability of 9 installing two strainers in this thing and running two 10 simultaneously.
11 So, what happens, I have these pictures next to each 12 other. We run this debris water through this pump with the 13 strainers installed, various size of the strainer weve 14 used. And were testing in this mockup the self-cleaning 15 aspect of our strainer. That is, with the various size, 16 the flow will meet our assumption on being able to keep 17 that strainer self-cleaning.
18 And, then, we take what we would expect to get 19 through the strainer then, that would be able to find its 20 way to the hydrostatic bearing. Would take debris of that 21 characteristic and insert it into this mockup, which is, 22 has a separate tank then that we take suction from, and 23 actually pump it through this rig, which is a mockup of the 24 hydrostatic bearing itself. And this is actually a real 25 hydrostatic bearing thats installed in this. And it is MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
30 1 the hydrostatic bearing from the spare rotating assembly 2 that we have at the plant. So, its kind of the process of 3 how this flow loop and test facility was set up.
4 Next, I want to talk a little about what we found 5 to-date and how that deviates from what we expected to 6 find.
7 Before I go into this, I want to go one slide 8 forward, please, and talk about the -- this is the 9 hydrostatic bearing right here. And the hydrostatic 10 bearing, the purpose of the hydrostatic bearing, is it 11 basically supports the end of the shaft and keeps the shaft 12 rotating smoothly in the pump.
13 So, the shaft, a sleeve on the shaft actually fits 14 inside this; and this view here is just looking down in 15 side it.
16 When I talk about the bearing pads, thats this area 17 here. This is the area that water flows into this to 18 support the shaft. This over here, between these two, is 19 what Ill call a reservoir of water that feeds the pads.
20 And this port here is the outside of that port that comes 21 in.
22 And these columns here is where the water and any 23 debris that would be in the bearing is ejected from the 24 bearing itself.
25 Give you the next pictorial, please.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
31 1 These are the areas of concern that we were looking 2 at from the hydrostatic bearing. Our major area of concern 3 essentially as we went into our testing was that this 4 entryway, if you will, this supply line to the hydrostatic 5 bearing was a smaller diameter than the diameter of our 6 sump screen that we just installed.
7 So, what that means is debris could get through the 8 sump strainer and could make its way to this core and plug 9 that, robbing the hydrostatic bearing of the need of water 10 to support the shaft in the pump.
11 This area here is that area that I showed you that I 12 called the reservoir. So, these two ports feed that 13 reservoir, which in turn feed the five ports around the 14 hydrostatic bearing into, this is the bearing pad.
15 Now, one of our, I told you that we achieved our, 16 and agreed upon an initial set of assumptions that we were 17 using. One of the assumptions or expectations that we had 18 was that, this was the primary concern; again, blocking 19 this supply line of water. And that any debris, small 20 debris that got into, found its way into the bearing pad 21 area, that this shaft spinning in here at 3600 rotations 22 per minute would simply grind up that debris and expel it 23 through these clearances and out the port with the water.
24 This clearance is a little misleading by way of, 25 its not to scale. So, the clearance from this pad over to MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
32 1 this ejection port is 6 mils. Okay. And thats important 2 to remember that clearance is a clearance that has some 3 findings that were not expecting to see occur.
4 So, go back the two slides now to the word slide 5 that we have.
6 Our original strainer design concept again was a 90 7 mil strainer, which would provide sufficient straining of 8 the water to those inlet lines of the hydrostatic bearing 9 and would not clog them.
10 We tested that design, and that design tested 11 satisfactorily for us from the aspect of it was a 12 self-cleaning strainer, it stayed clear, it did not plug 13 for the duration of the time that we ran that strainer.
14 However, what we did see that was different than our 15 assumption going in, was that the debris that was in the 16 water that got to the hydrostatic bearing itself was not 17 ejected by the rotation of the shaft inside the bearing.
18 And, in fact, we saw the bearing pads fill up with the soft 19 debris. It was not ejected.
20 So, we had a good design by way of keeping the 21 strainer clean, but it did not get the expected results 22 inside the hydrostatic bearing itself.
23 So, at that point, recognizing that we were going to 24 need to reduce the size of the bearing, or the debris that 25 got into the bearing itself, we began to modify our tests MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
33 1 and debris for that, so we would sift the debris down to 2 smaller sizes.
3 What we found is when we got down to about 12 mils 4 for our debris size, the bearing did clear itself as we had 5 expected that it would with the 90 degree, or 90 mils.
6 However, the very hard debris in that loading, the harder 7 debris that we found in there, this would be things like, 8 that would represent small concrete chips or sand particles 9 in there, were actually scoring the shaft sleeve itself 10 more than we had anticipated that it would.
11 So, that kept it clear, but impacted the sleeve in a 12 manner we were not anticipating. So, what did that tell 13 us? One other point, I want to bring up, I guess.
14 The other thing that we saw that surprised us, Ill 15 say, was in testing our strainers, various size strainers 16 that we looked at, 90 mils, 30 mils, 12 mils, we saw a 17 phenomenon that, when you initially loaded debris into our 18 tank, these strainers would remain self-cleaning and did 19 not plug, but after about, in some cases 24 hours2.777778e-4 days <br />0.00667 hours <br />3.968254e-5 weeks <br />9.132e-6 months <br />, they 20 would plug.
21 And in a couple of instances, they plugged, which we 22 werent expecting; we took it out, cleaned it off, 23 reinstalled it, ran the loop again, and it plugged much 24 faster the second time. Took it out, looked at the debris 25 that was on it, cleaned it off, and put it back in, and it MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
34 1 plugged even faster.
2 What were seeing, we believe, we dont fully 3 understand it, but were continuing to look at, is the 4 debris as it wears or ages or goes through our test loop, 5 changes its characteristics and its ability to plug the 6 screen. Like I said, we dont exactly know what that means 7 yet, but we do know that that phenomenon is fundamentally 8 related to fiber in the material, or in the debris.
9 So, we are continuing to look at that, and were not 10 sure that were not creating a test-induced issue, that 11 its not exactly what we would see in our actual 12 containment environment. Were continuing to look at 13 that. Thats one of the things that we were not expecting 14 to see in that.
15 This next bullet on the debris fiber. These first 16 few bullets that I was talking about were related to the 17 hydrostatic bearing. This next one relates to the wear 18 ring, suction in and discharge wear rings. And that, 19 again, this was fiber, predominantly fiber in this became 20 lodged part way through those clearances, forming a, what 21 Ill call a debris pad, that wore those clearances in a 22 nonuniform manner different than we expected the wear to 23 occur on that.
24 Again, that seems to be largely due to the fiber, 25 and later in the cycle of that. So, we dont know about MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
35 1 that yet either, whether thats, you know, I showed you 2 those agitators. Were agitating this stuff a lot and its 3 cycling through this loop a lot more frequently than it 4 would cycle through containment, and it is not refiltered 5 as it comes in.
6 So, in the actual containment, as you took suction 7 off the sump, discharge it through your system, and came 8 back out the system; it has to come back around the 9 transport theory and come back in through the stainer now 10 that we have other matting on it, and get back into the 11 pump.
12 Our system simply takes it, pumps it through, dumps 13 it right back into the tank. So, were continually 14 recycling. So, its another area that we have to continue 15 looking at, but its impacting the clearances on the wear 16 rings also.
17 So what does all that tell us? It tells us that 18 our initial findings indicate that conditions more closely 19 modeling what we really expect to see in the containment 20 need to be looked at; and that would include potentially 21 changing the environment that we currently expect to see.
22 That is, again, the issue that we see predominantly is 23 fiber.
24 So, part of our analysis may indeed lead us down the 25 path of removing all remaining fiber and all known fiber MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
36 1 from the containment, so that we eliminate that as a source 2 concern while we continue to investigate whether its a 3 test phenomenon that we see or something thats a real 4 phenomenon.
5 Did you have a question?
6 MS. LIPA: Yeah, when you 7 talk about you want to model truer conditions to what you 8 expect, is that what youre talking about, fiber? Any 9 other conditions that youre looking at?
10 MR. SCHRAUDER: Well, we would 11 relook at the entire setup assumption. We knew going in 12 that we put in a debris loading, lets call it, that was 13 clearly conservative. Its two things with that sump that 14 we have installed. Two separate set of assumptions that we 15 use. One is transport theory, when youre loading that 16 strainer, Ill talk about the sump strainer now.
17 When youre loading that, you make the assumption 18 that nothing really gets through it. You load the entire 19 thing and then you do an analysis that it would stand that 20 load and then you still have sufficient net positive 21 suction head to your pumps.
22 Our assumption is just the opposite, and that is, 23 all of the debris thats transported to the strainer that 24 is of the size smaller than the strainer holes, all of that 25 gets through the strainer and is now available for suction MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
37 1 to the pump. And that is clearly the worst case that you 2 can see there. But is it so much worse case as to not be 3 real?
4 That is, and then to continue that hundred percent 5 loading through the system more times than it would really, 6 you know, that the sump volume is quite a bit larger than 7 the actual sump, on the order of five hundred thousand 8 gallons, where our tank is nine thousand gallons. So, 9 were rotating that same water through the system quite a 10 bit more often.
11 And again, if it goes through containment, through 12 the system out through containment, some of it cycle again, 13 some of it not get through containment. So, we need to 14 make sure were not setting up a condition in the test that 15 you just cant meet.
16 So, thats what I meant by going back and relooking 17 at those assumptions that were using, up to and including 18 just removing the fiber from the containment so we dont 19 have that.
20 MS. LIPA: Okay, thank you.
21 MR. SCHRAUDER: And we have run 22 tests at the facility without fiber in it. And we have had 23 very good performance where there is not fiber in the 24 debris. So, were thinking that its probably good to go 25 ahead and remove the fiber.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
38 1 MR. RULAND: This question may 2 be premature. Originally, you decided to put the fiber in 3 this, in your test mixture, because of course you saw there 4 could be fiber in containment that would be transported.
5 Can you share with us a little bit about why you 6 think youre going to be able to say why you dont need 7 fiber in the test?
8 MR. SCHRAUDER: I would go into 9 the containment and remove all known fibrous installation 10 out of the containment. Replace it with mirror 11 assumption.
12 MR. RULAND: So, what you would 13 do is basically change your containment assumption?
14 MR. SCHRAUDER: Thats right.
15 We had been removing over the years fibrous 16 insulation from containment anyway. We had been removing 17 over the years insulation out of containment and we would 18 just accelerate that process and get as much as we know 19 thats in there out today. We believe we know where all of 20 the fibrous insulation is at in containment. And that 21 well be looking at, and likely be doing that.
22 MR. RULAND: Thank you.
23 MR. GROBE: I have a couple 24 questions, Bob. The first bullet on this slide, "Strainer 25 design with 90 mil holes operated satisfactory, (no MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
39 1 plugging)." How long was that test?
2 MR. SCHRAUDER: It was in excess 3 of 24 hours2.777778e-4 days <br />0.00667 hours <br />3.968254e-5 weeks <br />9.132e-6 months <br />, and we disassembled it and there was no sign 4 of debris totally.
5 MR. GROBE: Okay. For the 6 smaller hole size screens that you ran, I think you ran 30 7 mils and then some smaller than that. What other tests 8 have you run so far?
9 MR. SCHRAUDER: Okay, we have 10 run -- thats a good question, Jack. Brings up something 11 else I want to bring up anyway.
12 We have run strainer designs down to 5 mils, so 13 weve run 5 mil strainers, weve run 12 mil strainers, 14 weve run 30 mil strainers and weve run these 90 mil 15 strainers. Hole, okay?
16 We are also looking at and have begun testing of 17 strainers of other designs other than holes. There is 18 slots. There are another type, its still holes, but its 19 what we call a volcano strainer where you raise the surface 20 in a microscopic volcano effect, if you will, with holes, 21 then drill in there, which changes the flow velocity in the 22 vicinity of the holes to help keep them clean.
23 Were continuing to look at different strainer 24 designs as we move forward.
25 MR. GROBE: And, the results MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
40 1 of the smaller hole size strainer tests?
2 MR. SCHRAUDER: They are 3 plugging.
4 MR. GROBE: They are 5 plugging?
6 MR. SCHRAUDER: With the debris.
7 And they plug in as little as 15 minutes, as we age the 8 debris. So, the one strainer, for instance, we ran it the 9 first time in excess of twelve hours, and if memory serves 10 me right, it was close to 24 hours2.777778e-4 days <br />0.00667 hours <br />3.968254e-5 weeks <br />9.132e-6 months <br />. And then, it plugged.
11 We cleaned it. Put the same strainer in, same debris 12 loading, without refreshing the debris. It plugged that 13 time, I believe, in like an hour and a half. And then 14 clean it again. And the same debris field, it plugged in 15 15 minutes.
16 MR. GROBE: So, do you 17 believe if you run the 90 mil strainer longer, that it 18 would have plugged?
19 MR. SCHRAUDER: We have been 20 asking that. Bob and I discussed that several times. We 21 ran it for 24 hours2.777778e-4 days <br />0.00667 hours <br />3.968254e-5 weeks <br />9.132e-6 months <br />, and that other one I just talked 22 about, follow-up, we didnt run it for 24 hours2.777778e-4 days <br />0.00667 hours <br />3.968254e-5 weeks <br />9.132e-6 months <br />, I think 23 the first one was 8 hours9.259259e-5 days <br />0.00222 hours <br />1.322751e-5 weeks <br />3.044e-6 months <br />.
24 So, we ran this one for 24 hours2.777778e-4 days <br />0.00667 hours <br />3.968254e-5 weeks <br />9.132e-6 months <br />. Took it apart and 25 saw no signs of plugging on it.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
41 1 Can I absolutely tell you it will never plug? Not 2 based on what weve seen subsequent. As the debris ages, 3 there may be testing and it caused it to plug, so.
4 We have, again, were running a test right now as we 5 speak, with no fiber in a, one of our strainer designs, 6 actually its a 30 mil strainer and a, I think its a 7 mil 7 or 12 mil lead notched one, and that one has been running 8 now for about 36 hours4.166667e-4 days <br />0.01 hours <br />5.952381e-5 weeks <br />1.3698e-5 months <br /> with no signs of any plugging on it 9 at all. I believe thats the longest weve run one; and 10 again, no fiber in this debris mix.
11 MR. HOPKINS: Let me ask a 12 question here. How big is your tank? What Im interested 13 in is turnover time.
14 MR. SCHRAUDER: Right. The tank 15 is nine thousand gallons. And the maximum turnover time, I 16 believe, is in the, or minimum is in the range of about 20 17 minutes if all the loops are running, depends of course on 18 how many of these loops are running, but I think we 19 estimated there was around 20 minutes, and I think thats 20 around a third to a fourth turnover time of the, what you 21 would expect in containment with all our pumps running; 22 thats the area.
23 MR. HOPKINS: Okay.
24 MR. GROBE: I would like to 25 ask a couple of questions on how you would define the MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
42 1 debris that is in the water that youre circulating. What 2 youre doing is youre trying to mimic the conditions that 3 will exist after an accident inside containment. Was that 4 based on empirical data?
5 MR. SCHRAUDER: It was based on, 6 Ill ask Bob Coward to help me with this, if I dont get it 7 quite right.
8 We had a transport analysis performed for us, as a 9 result of a large break load scenario. And transported it 10 from the break around the sump, then through the sump.
11 And we took that, that was performed by one 12 consultant for us. For the purposes of this test, we then 13 took the transported debris that came to the sump, and then 14 assumed that all of the debris that got to the sump of a 15 size smaller than the holes in our strainer got through the 16 sump and were available to the suction of the AVI pumps.
17 MR. GROBE: So, the 18 definition of the debris is strictly, is there any data, 19 any empirical data on tests that have been run?
20 MR. SCHRAUDER: I will let Bob 21 answer that.
22 MR. GROBE: That can support 23 that thats actually a valid analysis.
24 MR. SCHRAUDER: I will let Bob 25 Coward answer this.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
43 1 MR. COWARD: Thank you. Can 2 you hear me?
3 MS. LIPA: Yes.
4 MR. COWARD: What we did, 5 Jack, is last year when FirstEnergy modified and replaced 6 the containment sump at Davis-Besse, a good deal of 7 analysis was done in terms of what Ill call a debris 8 source term, what kind of debris could be generated within 9 containment following an accident and then also transport 10 analyses of what could be transported to the sump.
11 As Bob said earlier, the real focus of those 12 analyses was to maximize the amount of debris that could 13 set up, that could accumulate on the strainers and maximize 14 the BP across the strainer to confirm that the stainer had 15 structural adequacy and you could maintain adequate flow 16 and indicate safe release of disk pumps.
17 Since we wanted a slightly different focus, which 18 was more along the lines of what could get through, we sort 19 of took those analyses, along with the results of all the 20 NRC responsive research from the last 20 years, primarily 21 stuff from the BWR suction screener days. Most of those, 22 were your experts providing results of the NRC testing.
23 And we sort of took all that together, adjusted to 24 some extent the results of the analyses from the sump 25 modification to include the effects, what we call important MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
44 1 effects from the NRC research, and then put all that 2 together into a final debris characterization, which 3 considered what could be generated, what could be 4 transported.
5 And we actually, as a confirmatory step, the 6 organization contracted had done the initial debris 7 transport studies for the containment sump strainer 8 modification. We had them review the final 9 characterization we came up with to make sure they 10 concurred based on their studies and their understanding of 11 the NRCs research.
12 MR. GROBE: Has this type of 13 an analysis for this purpose been done before that youre 14 aware of?
15 MR. SCHRAUDER: There are debris 16 transport analyses done for, for instance, the point one 17 reactor sump strainers. There are transport analyses that 18 have been done.
19 MR. GROBE: Those are all 20 done to identify large debris that could clog the strainer?
21 MR. SCHRAUDER: Yes.
22 MR. GROBE: Not to define 23 what might get through the strainer.
24 MR. COWARD: We havent done 25 what I would consider an exhaustive search and study, but MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
45 1 to the best of our knowledge, no, we could not find anyone 2 who had done an equivalent analysis, which was trying to 3 maximize what actually gets through. All the other 4 analyses we could identify were for the other purpose.
5 MR. GROBE: This is an area 6 where we need to focus a little attention on. Im 7 certainly not an expert in this area, but we do have some 8 folks in Washington that are more expert. One of them is 9 now visiting your test facilities for a period of time and 10 observing your activities.
11 But, when you get into refining this analysis to 12 more closely model suspected containment environment, as 13 you start to take margin out of this design of the test 14 that youre developing, I think we need to become more 15 closely involved in what your basis is for taking that 16 margin out.
17 I know youre defining this, youre doing some 18 pretty impressive work here that I dont believe there is a 19 lot of empirical data to validate these various models. I 20 think we need to look at that.
21 This question on fiber pads. Youre developing 22 debris pads. Have you checked with the folks at Three Mile 23 Island? They were in a recirculation mode for quite an 24 extended period of time, to see if they observed any 25 degradation, associated with debris pad formation?
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
46 1 MR. SCHRAUDER: No, I have not, 2 but my understanding is they did not disassemble those 3 pumps. They were highly contaminated at the end of that 4 event. So, I dont believe they did any disassembly of 5 those pumps.
6 MR. GROBE: Given the wear 7 rate that youre seeing here though, one would expect after 8 months of recirculation that the pumps would degrade and 9 fail; unlikely hours, that youre running these tests.
10 MR. SCHRAUDER: Right.
11 MR. GROBE: That might be an 12 interesting source of data. I dont know if there is 13 anything valuable or not.
14 Any other questions before Bob goes on?
15 MR. COWARD: If I could add one 16 thing just to follow up on what Bob was explaining.
17 We sort of anticipated a question along the lines of 18 what you just, the comment you just made. When the last 19 bullet up there, part of that is also intended to address 20 is; since going in, there was this presumption on pretty 21 much everyones part; were not afraid to acknowledge that; 22 that we were going to be successful. Everyone felt 23 comfortable with our key assumptions.
24 We felt it was okay to include a number of 25 conservatisms, sort of a common effect. And some of the MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
47 1 conservatisms we had were that from a debris loading 2 perspective, we went with what Ill call a 3 full-founding bounding-no-one-would-argue-large-break LOCA radar 4 position.
5 And then we turned around and when it came to, how 6 would we operate the pumps, what would the conditions be 7 within the pump, within these loops as it relates to how 8 this debris could degrade a pump; it turns out that the 9 limiting operating condition for the pump is actually on 10 midflow, essentially a small break LOCA operating 11 condition.
12 And since there was a presumption of everything 13 would work out okay, we actually set our initial test up 14 where we had a small break LOCA pump operating condition 15 with a large break LOCA debris loading.
16 Now, you know, we did that knowing it was bounding, 17 knowing it was conservative, but what were, our concern is 18 whether we create a test that was overly conservative. So, 19 when we talk about more closely modeling what was actually 20 going on in the plan, its not our intent to eliminate 21 conservatisms, its our intent to come up with the more 22 appropriate conservative test.
23 MR. GROBE: I appreciate 24 that, Bob.
25 The thing that I would like to see is any empirical MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
48 1 data that supports the validly of these models.
2 MR. SCHRAUDER: Okay.
3 MR. GROBE: Not for some 4 clogging, but for through go of debris, because I think 5 youre on some cutting edge work here.
6 MR. SCHRAUDER: Okay.
7 Move forward a couple of slides, please.
8 Okay. Talk a little, just a little about what weve 9 found from the French. Ill go through this rather quickly 10 in the sake of time.
11 There are differences, more differences than we had 12 originally believed between our pumps and the French pumps, 13 particularly after the French did some modifications to 14 their pumps.
15 They spin at a faster rate, which we believe helps 16 expel the debris from the hydrostatic bearing. Ours is 17 like I said before at about 600 rotations per minute. The 18 French designs are 4500.
19 They have hard face in that bearing and the shaft 20 sleeve, I talked about some scoring on the shaft sleeve.
21 Thats hard face in the French design. Were looking at 22 that. Those are the two big physical differences.
23 Then the modifications. They have, our take-off for 24 the supply lines for the hydrostatic bearing is on the 25 suction side of the impeller. They have moved it to the MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
49 1 discharge side of the impeller.
2 And they actually, the center volute bushing in our 3 pumps were replaced in the French pump with a second 4 hydrostatic bearing. They also did a modification to their 5 hydrostatic bearing that assists that bearing in the event 6 of no flow to it, being able to continue to support the 7 pump shaft.
8 So, thats the fundamentals of what we learned from 9 the French. Well particularly be looking at two of those 10 things; that is the hard facing of the, particularly the 11 shaft sleeve. We believe that the bearing itself is quite 12 hard, but then the sleeve is a softer material. Well be 13 looking at potentially hardening that. Were also looking 14 closely at this location of the take-off, whether it might 15 be more beneficial to have it on the discharge side of the 16 impeller.
17 So, where do we go from here is the next discussion?
18 We believe strongly yet that pump modification remains our 19 primary success path. We believe we will be successful, 20 particularly if we combine the modification with the 21 removal of the remaining known fiber in our containment.
22 We will look at revising our initial assumption 23 again to more closely model actual containment 24 environment.
25 We will continue our testing of various strainer MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
50 1 designs, and debris impact on the hydrostatic bearing.
2 We will refine the modifications to the strainer as 3 we see coming out of the test are necessary.
4 And then, we will make a final resolution decision 5 on this issue, whether we have a success on the 6 modification as weve planned for the pumps or whether we 7 need to go back to our original replacement option. But, 8 our preferred path and our expected success path remains on 9 modification to our existing pumps.
10 MR. HOPKINS: I have another 11 question here. Just back to tolerance and about break 12 size. Are you running tests for certain break size, like 13 .05 square feet, because then Im left with wouldnt you 14 need multiple tests of a spectrum of break sizes?
15 MR. SCHRAUDER: Well, actually, I 16 think what Bob says is we have maximized the conservatism 17 by taking a pump running under small break LOCA scenarios, 18 which is the worst for keeping the strainer clean, because 19 its the smallest flow across the stainer. Weve coupled 20 that with the worse case debris loading, which is the large 21 debris loading. In a small break loading, you dont get 22 nearly the debris generation as you get in a large break 23 loading.
24 So, we believe we have overmaximized, if you will, 25 the, the duty of the pump.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
51 1 MR. HOPKINS: Okay. I would be 2 interested in what the flow differences are, if youre 3 trying to pick the smallest break to essentially bound 4 larger breaks that you have larger flow with larger 5 breaks.
6 MR. SCHRAUDER: Well get to that, 7 but the smallest break, actually the smallest flow is when 8 the pump is on midrecirc.
9 MR. HOPKINS: I would like to 10 see that.
11 MR. SCHRAUDER: Sure.
12 MR. GROBE: John, when is the 13 last time we had a briefing of the NRR staff on this 14 testing?
15 MR. SCHRAUDER: Between our last 16 meeting and this meeting. So, its been within the last 17 couple of weeks; June, shortly after our last meeting here, 18 Jack.
19 MR. GROBE: Maybe its a good 20 time now to talk to you folks with the reactor regulation, 21 and give them a brief update on what weve heard today, and 22 determine whether or not we want a more detailed briefing, 23 and get back with Kevin Straus and set that up if its 24 necessary.
25 MR. HOPKINS: Yeah, thats MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
52 1 fine.
2 MR. SCHRAUDER: Okay.
3 MR. GROBE: I have one other 4 question. To determine final resolution, do you have a 5 schedule for that, do you have an anticipated time when 6 youre going to determine final resolution?
7 MR. SCHRAUDER: Not an exact 8 date. We would expect, again, by the end of this week, 9 through the weekend, we continue to run the two strainer 10 designs that we have right now that have no fiber in there, 11 coupled with the decision to go in and remove existing 12 fiber; we might be in a position that we know how 13 successful modification is put into these pumps. Im going 14 to say within the next week or so, at which point we can 15 make a decision.
16 What we have, we watch where were at, at the plant, 17 and based on how long it takes us to get the pumps in, get 18 the modification done, back that up, and know where we have 19 to make that decision.
20 MR. GROBE: Okay. Any 21 questions?
22 MR. SCHRAUDER: Thank you.
23 MR. GROBE: I would like to go 24 backwards, if we could. I thought of a question for Mark.
25 I didnt want you to get off too easy there.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
53 1 On slide 15, it talks about conducting normal 2 operating pressure check of the upper head and lower head.
3 And, I know that we had a meeting last November on the 4 Normal Operating Pressure Test and we had another meeting 5 in April I believe on that test, and then there is a 6 conference call or two on some details of that testing.
7 I believe the outcome of that conference call --
8 Im sorry.
9 (Microphone problem) 10 MR. GROBE: What I was saying 11 was, the normal operating pressure tests, weve had two 12 public meetings on that test, last November and April. And 13 then we had a conference call or two to discuss some 14 details of that test. And I believe that you folks owe us 15 a letter that answers a number of questions, provide some 16 additional information on the test parameters and 17 acceptance criteria; is that correct?
18 MR. SCHRAUDER: Yes, Jack, that 19 letter is under development and will be submitted.
20 MR. GROBE: When will we 21 expect to get that?
22 MR. SCHRAUDER: I suspect well 23 get that out this week or next week.
24 MR. GROBE: Okay. And we may 25 have a need for another discussion on that test, yes, on MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
54 1 the Normal Operating Pressure Test after we get that 2 additional information. Okay. Thank you.
3 MR. GROBE: Okay, Mike.
4 MR. RODER: My objective this 5 afternoon is to discuss Operations Performance, 6 Improvements and also Readiness for Modes 4 and 3.
7 First, Ill give you an overview of our Continuous 8 Improvement Business Practice. Then how we use Performance 9 Indicators.
10 (Microphone problem.)
11 MR. RODER: Ill start over.
12 Thank you. Four items to be discussed. First, Ill 13 give you an overview of our Continuous Improvement Business 14 Practice. Then Ill discuss how we use Performance 15 Indicators to monitor our performance. Some of our 16 improvement plans captured in our 2003 Operational 17 Excellence Plan. And then finally our Readiness for Modes 18 4 and 3.
19 Next slide, please.
20 Our Continuous Improvement Business Practice is the 21 process we use to evaluate existing standards of 22 performance, cost change, and improve those standards of 23 performance.
24 Inputs in the processes include Condition Report 25 data, Observation Program data, operating experience, MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
55 1 benchmarking, self-assessments and performance indicators.
2 Outputs from this business practice include 3 training, operating crew, and individual development plans 4 and monthly focus centers.
5 The Assessment Process includes an aggregate review 6 of all the inputs and management process to determine the 7 actions necessary to effect improvement on a quarterly 8 basis.
9 Next slide, please.
10 At Davis-Besse, we use a Windows format for 11 performance indicators. The colors represent the relative 12 health of the indicator. You see four colors. There is 13 green, white, yellow and red. And they indicate the 14 relevant strength; green being strength, white being 15 satisfactory result, yellow indicating improvement is 16 needed, and red indicating a weakness.
17 For the month of June, Operations has four improving 18 windows, seven stable and three declining areas.
19 Next slide, please.
20 The clearance process is the key process for FENOC.
21 This is a process we use to remove equipment from service 22 and set up safe maintenance conditions and then reestablish 23 the condition back to service.
24 Heres the result of personnel injury, equipment 25 damage or plant practices. Therefore this process is zero MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
56 1 tolerance process, we have low thresholds. The trend of 2 this indicator in 2002 was a slow decline. Actions were 3 taken earlier this year to improve the procedure, 4 strengthen the clearance preparation activities, and 5 increase field observations and improve prejob briefs prior 6 to hanging clearances. Although recently inadequate 7 clearance in June, the overall performance has improved.
8 Next slide please.
9 Configure Control Indicator is our way of monitoring 10 how well were maintaining plant configurations. This is 11 another key process of FENOC to ensure equipment 12 readiness. This particular indicator was used for early 13 identification of the negative trend. The plan has been 14 developed and implemented to improve performance through 15 the use of our self-check simulator, increased field 16 observations, and additional verification of components in 17 the field. Improvements of the implementation of these 18 actions has already prevented one configuration control 19 issue.
20 Next slide, please.
21 Operations Self-Identification Rate is used to 22 monitor our level of being self-critical in the initiation 23 of Condition Reports. Again, at the end of last year, we 24 showed a steady decline in this performance indicator.
25 We took actions by establishing expectations for MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
57 1 initiating these reports, trained all the operators in 2 these expectations, and we continue to reenforce positive 3 behaviors.
4 And as you see, results have been steadily increased 5 that has exceeded the previously established goal. And, in 6 fact, last month we increased our goal to make sure we 7 challenge ourselves for continued performance.
8 And next slide, please.
9 The last three indicators Id like to talk about are 10 control room deficiencies, operator workarounds, and 11 temporary modifications. Each one of these, we set 12 challenge goals for startup and all these equipment issues 13 are scheduled and on track resolution.
14 Next slide.
15 Let me briefly talk about Operations Readiness for 16 Modes 4 and 3. Weve recently completed our Just-In-Time 17 Simulator Training, which included Reactor Coolant System 18 heatup and preparation modes, as well as equipment 19 malfunctions and use of abnormal and emergency procedures.
20 Were up-to-date on modification training of 21 installed equipment. Were currently performing our crew 22 evaluations on the simulator to ensure crew readiness. As 23 we observed these evaluations, we find opportunities to 24 improve, those are discussed, and we recheck on the 25 simulator.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
58 1 Weve also been performing several plant 2 activities. Numerous system alignments have been 3 performed. Weve had some challenges with alignments and 4 were addressing those on a case by case basis; however, I 5 would characterize overall performance as being good.
6 Containment has been turned over to Operations after 7 we have steps of proper housekeeping. And were continuing 8 to monitor housekeeping of maintenance after activities are 9 completed.
10 Reactor Coolant System was pressurized at 50 pounds 11 and then 250 pounds performance of testing. This required 12 multiple systems to be placed in service and operated.
13 These evolutions were done safely and successfully.
14 Currently, were performing startup of the secondary 15 plant for testing and assessing of our personnel. Again, 16 this evolution has been performed safely and successfully.
17 Finally, we will be completing the Restart Readiness 18 Review Meetings to ensure our readiness. Based on my 19 preparation for these meetings, I believe Operations is 20 ready for restart.
21 That is my prepared presentation. Are there any 22 questions?
23 MR. THOMAS: Mike, one of the 24 indicators, and I believe it was in the area of safety was 25 red. I cant read the handout. What --
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
59 1 MR. RODER: There were two 2 areas there were red. One was safety, one was budget. In 3 the area of safety, it has been green for numerous months.
4 We just recently had an operator that had a back screen 5 after attempting to operate a valve. And that immediately, 6 it was an OSHA recordable event. Immediately turned the 7 window over to a red color.
8 Any other questions?
9 MR. GROBE: Personnel safety.
10 MR. RODER: Personnel safety?
11 MR. GROBE: First off, I want 12 to thank you for this. This is very helpful. I believe 13 weve requested copies of these monthly indicators. I 14 havent been in the office a whole lot lately, but Im not 15 sure we received them yet. Is that in process?
16 MR. PRICE: We sent you the 17 May, but June are just being updated right now.
18 MR. GROBE: So, its just in 19 my mailbox then. Okay, great.
20 I appreciate you sharing these with us, and sharing 21 with us both the positive and the negative, you know.
22 Its, youve clearly chosen very important topics. And, I 23 believe Operations was one of the very earliest departments 24 to establish expectations, and to communicate those with 25 their staff.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
60 1 And, through the observations weve seen, although 2 you are having some continuing challenges, there appears to 3 be an appreciation, maybe even a passion for achieving 4 those expectations. And nobody is expecting you to be 5 perfect, but I appreciate both the additional information 6 were getting from these kinds of indicators as well as 7 what weve been observing in Operations.
8 Any other questions or comments?
9 MR. MYERS: There are some of 10 us that are expecting it to be perfect.
11 MR. GROBE: Okay.
12 MR. RODER: After that, I 13 would like to turn it over to Jim Powers.
14 MS. LIPA: Before we take 15 your turn, Jim, I would like to take a quick break for 16 everybody. So, ten minutes. I show 3:31, so thats 3:41.
17 Thank you.
18 (Off the record.)
19 MR. GROBE: Why dont we go 20 ahead and get started. We have Jim Powers next.
21 Today is a special day for Jim Powers. Hes nearly 22 half a century. Happy Birthday, Jim.
23 MR. POWERS: Thank you. I have 24 a lot of activities today on my birthday.
25 This afternoon I would like to talk about MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
61 1 Engineering Performance, and my desired outcome is to 2 provide a focus on three of the major areas that weve been 3 working at; that is our people, the quality of our 4 products, and our processes that we do with engineering 5 activities.
6 Some of the actions that weve taken over the course 7 of the outage include Design Reviews that weve conducted 8 and we talked about these in past meetings, but a quick 9 summary of them.
10 Our System Health Assurance Plan Reviews, Latent 11 Issues Reviews; both of those focused on our safety systems 12 at the plant and were very in depth. We had a lot of 13 outside expert help going through our systems.
14 We also did a Safety Function Validation Project 15 looking in more detail at design attributes of our safety 16 systems. These reviews resulted in topical areas, which we 17 collectively looked at, things like high energy line break, 18 seismic design of the plant, our fire protection system 19 program at the plant.
20 And, all in all, a quick count that I asked for this 21 week from our safety analysis engineers to summarize how 22 many calculations did we look at, and assess during the 23 course of an outage. Its approximately 1500. In fact, 24 its likely much more than that when you talk about all the 25 ones we evaluated.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
62 1 There were over 1100 of those calculations actually 2 issued either as revisions or new calculations, so those 3 form the backbone of our design basis of the plant for 4 safety significant systems and so a major effort out 5 there, major actions on improving the health of our design 6 basis.
7 In the program area, weve talked in the past about 8 the programs that we reviewed as a building block 9 activity. There were more than 60 of our key programs that 10 we put through a process of having the owners defined, 11 having them give a statement of the health of their 12 program, and including the benchmarking of other industry 13 programs that was similar, what kind of self-assessments 14 they had done, what their qualifications were to be the 15 program owner, and what sort of support they were getting 16 for their program from management.
17 All those programs were reviewed by a subcommittee 18 of our Engineering Assessment Board, and we think this puts 19 us on the cutting edge of program health at the site and 20 well be carrying that forward in our quarterly reports for 21 System Health and Design Basis Health. Well include the 22 programs that support those and indicators for those.
23 From an oversight perspective, we had an Engineering 24 Assessment Board assembled at the site during the outage to 25 review our engineering work, and they reviewed over 700 MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
63 1 engineering products over the course of the outage, looking 2 for quality, particularly looking that we got appropriately 3 into the design basis of the questions that we were 4 answering, both in modifications as well as the 50.59s 5 that go with those and programs as Ive mentioned.
6 So, many products are being graded. Overall what 7 well show on the indicators, that were driving a pretty 8 good level of quality of engineering incisiveness in 9 getting to the design issues and the reviews.
10 Then, finally, on the slide, we had an INPO 11 sponsored senior review team look at engineering for 12 capabilities. This was a team that was assembled of vice 13 president level, peer engineering leadership from several 14 major other utilities that were in the nuclear industry, as 15 well as INPO Engineering and what we refer to as architect 16 engineer companies, which are large engineering companies 17 which design and constructed the plants and now service 18 them.
19 We had representatives from all those on the team in 20 the December timeframe to give us insights in improvement 21 areas, which were carrying forward through our Corrective 22 Action Program and the change in management plans.
23 All of those actions were geared towards improving 24 engineering rigor. On the next slide, we have some of the 25 improvements just listed briefly. There has been many, MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
64 1 but these are some of the principle ones I touched on.
2 Engineering Principles and Expectations Handbook 3 that we issued to all the engineers, not only at 4 Davis-Besse site, but the other two FENOC sites laying 5 forth the groundwork for the professionalism that we expect 6 from our engineers with the principles and expectations on 7 how they perform their work and how they function as the 8 conscious -- safety conscious of the station.
9 Its our job as engineers to interpret and work with 10 our design basis of the site and the programs, technical 11 programs of the site; how it works, how we maintain it for 12 operations, how we give information to maintenance to 13 maintain it. So, that was an important step forward for 14 us. And there is a lot of industry experience in those 15 principles and expectations.
16 The 50.59 Program, when we changed things at the 17 site, how we go through our review of the license basis and 18 our Operability Determination Program, both had 19 enhancements. Our 50.59 going through the Engineering 20 Assessment Board. We see continued improvement there.
21 And, a large improvement in Operability 22 Determinations. When we started out at the beginning of 23 this outage last year, this was an area that was identified 24 as a weakness in Engineering. Engineering not having a lot 25 of rigor in the Operability Determinations and Operations MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
65 1 not having a questioning attitude. I can tell you that has 2 turned around.
3 We have driven the quality of Op Determinations up 4 through very focused training. We brought in a training 5 specialist, two-day training classes for combined groups of 6 operators and engineers to work together to understand what 7 the expectations were for technical rigor and questioning 8 of Op Determinations.
9 Root Cause Training, we brought in TapRoot, thats a 10 company to train us. Not only our root cause evaluators in 11 the Correction Action Program, but also management and 12 senior leadership at the site attended, so we all 13 understood --
14 (The lights went out.)
15 MS. LIPA: Okay, were ready 16 to continue, Jim.
17 MR. POWERS: Ill start again.
18 Program Ownership, clarification of Program 19 Ownership, and I talked about that as part of our actions 20 with review of our program owners. I think we made some 21 real strides forward there with ownership or things like 22 Corrosion Control Program and Eyesight Program, which are 23 principle in this outage. The Corrective Action Program 24 was part of it as well. We prompted many, many engineering 25 programs in the process as well, so good improvement MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
66 1 there.
2 Our Engineering Assessment Board that we created is 3 going to be transitioning into an ongoing employee-based 4 program. And, one of the major accomplishments that weve 5 done is one of our external senior consultants that had 6 been chairing our Program Review Board, has joined our 7 organization, effective this week, is going to continue as 8 Chairman of our Engineering Assessment Board and that 9 ensures continuity of the oversight and the standards 10 enforced by that board, as well as mentoring for our staff 11 going into the future.
12 Contractor Oversight has been strengthened. We have 13 had many, many contractors and consultants helping us 14 during the outage to do all the engineering activities that 15 needed to get down. And we created procedural steps for 16 our employee engineers to oversight and check all their 17 work, what we call owners acceptance.
18 Everything thats done for us needs to be accepted 19 by us, reviewed in detail, and the expectations for what we 20 review is provided now in detail checklists that are 21 proceduralized. And that provides us with good 22 expectations and guidance for our engineers to do that 23 oversight.
24 And, finally, modification to recapture/gain safety 25 margins at the plant. Mark showed photographs of some MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
67 1 of the major ones in the containment. Lew is going to talk 2 about some of the other ones later in the presentation.
3 The Performance Indicators that were showing in 4 Engineering are shown on the screen here. And again, 5 theyre formatted similar to the Operations in the areas of 6 Safety, People, Reliability and Costs.
7 And the selected ones that Im going to talk about 8 follow on the next slide with Quality of Engineering Work 9 Products. This is a gauge by our Engineering Assessment 10 Board reviewing the products that we perform. I think 11 thats ongoing basis as products are prepared. They get 12 involved and review it and score it and they report the 13 scores out.
14 In this case, the good score is a lower score. I 15 think they score a number of significant comments or issues 16 with the Engineering products. You prefer to have zero 17 issues. So, our threshold goal is a score of one.
18 And, as you can see from the, the scoring, fluctuate 19 around that, a bit below that, which is good; and currently 20 on an improving trend down with a number of comments, 21 slightly.
22 The next slide is a subset of that review. This is 23 the Engineering Vendor Performance. As you can see on this 24 one, we have a slight up tick there, weve been trending 25 for the past three months. Slightly above our desired goal MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
68 1 one. And it emphasizes the need for our engineers to do 2 thorough owners acceptance reviews of contract repaired 3 engineering products, and emphasizes that need.
4 So, we track it and trend it. Of course, the 5 contract people who do these get feedback as well on our 6 expectations.
7 The next Performance Indicator is Condition Report 8 Workload. This is the one, this is an assessment of the 9 timeliness of completion of our Condition Reports. When a 10 question is asked on a Condition Report, then we go and 11 investigate it and answer that question.
12 And, as you know, from watching the Performance 13 Indicators, during the course of the outage, we had quite a 14 few Condition Reports to evaluate, and the organization was 15 challenged to do those as quickly as we would normally 16 like. Weve been working through that, with some process 17 changes, resource applications.
18 Were still showing a yellow in this area in terms 19 of our timeliness of completing. This is a measurement of 20 Latent Condition Report Evaluations versus the number that 21 were scheduled to get done in a month. So, this is in the 22 approximately 93 percent range of completion. To get out 23 of the yellow, you need to improve into the mid 90s.
24 Green is 98 percent. So, we have some improvement to do 25 there. And, thats important to us.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
69 1 Then, the next one is Corrective Action Reports.
2 MR. GROBE: Jim, before you go on 3 from this slide; the last time I looked at the indicators, 4 you folks had been focusing to a large extent on activities 5 necessary for restart, but also working off as you can post 6 restart activities.
7 I think there was on the order of 1500 Condition 8 Reports between Plant Engineering and Design Engineering; 9 about 1500 Condition Reports that need to be evaluated for 10 post restart activities.
11 MR. POWERS: Right.
12 MR. GROBE: Have you looked at 13 that workload and focused on it and assessed the impact on 14 your organization?
15 MR. POWERS: What were doing 16 there is, a major tool thats going to respond to the 17 workload is what were calling, what we refer to our 18 Engineering Work Management System or BWMS EWMS. Its an 19 electronic work management system that gives each engineer 20 on their desktop computer their assigned workload, both for 21 corrective actions as well as modifications or 22 calculations.
23 This is all the activities that are assigned to 24 individual engineers. And, it scrolls up those activities 25 through the supervisors level and the managers level and up MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
70 1 to department level and myself.
2 We have been in the process of employing that work 3 management system at the site over the past month. Mark 4 Pearson, who is a Director from our Beaver Valley Station 5 has been assigned to Davis-Besse to assist with that.
6 Thats how important it is to us for work management.
7 And, as we come out of the, out of the outage and 8 move forward to the online and resolving the remaining 9 nonrestart CRs, that tool is going to help us a lot with 10 resource, organization, making sure we schedule things.
11 And we understand when things are not getting done, thats 12 flagged. So, thats a major initiative. Its very 13 important to our workload effective organization.
14 MR. GROBE: Thanks, Jim.
15 Lew, this is an area, the panel has to make a 16 decision at whatever point in time you believe the plant is 17 ready to restart, not only whether the plant can restart 18 safely, but whether it can be operated safely. And, part 19 of our deliberation in that regard would be evaluating post 20 restart workload. And, obviously, the Engineering 21 Organization is going to be needed to support restart and 22 operation, plus there will be some level of backlog. So, 23 well probably want to talk about this over the next couple 24 months.
25 I know its your intention to continue working on MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
71 1 post restart activities, but its an area of focus were 2 going to be looking at.
3 MR. MYERS: Thats a good 4 point, Jack. One of the things we mentioned before was, 5 weve never stopped working our normal workload. In fact, 6 if youll look, about 60 percent of the CRs that we work on 7 every day are routine. Theyre not just restart.
8 So, you know its our intention, we have goals 9 already set up for the number of CRs and CAs, the work 10 order process. I think Mike Stevens will cover that in a 11 few minutes. But, you know, I really believe based on the 12 history of the extended outages that well probably have 13 lower workloads when we start up, if not the lowest of any 14 of the plants that we know of; if we meet our goals, which 15 we intend to meet our goals. So, we dont anticipate a 16 large backlog of work after restart.
17 MR. GROBE: Okay, good.
18 MR. POWERS: This next slide 19 talks about the Corrective Actions which result from 20 Condition Reports. Here you can see the current rate for 21 the June performances, white. We made some progress over 22 the past three months through our, having an 8:00 meeting 23 at the site every day that is Chaired by Mark Bezilla.
24 That goes over the status of Corrective Actions as 25 well as Condition Reports, but particularly Corrective MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
72 1 Actions, working those off the schedule. Weve made 2 improvements in that area, and intend to continue making 3 improvement in timeliness.
4 The next indicator is our Operability Evaluation 5 Tracking Performance Indicator; and this measures the 6 number of outstanding items or actions that are related to 7 operability evaluations.
8 When we provide an operability evaluation to 9 Operations, there may be actions that are required 10 associated with it, such as a calculation engineering 11 needs to be finalized, modification of the plant may need 12 to be done, or a procedure may need to be changed, for 13 example. And, that work needs to get done before the 14 operability evaluation can be closed out and taken off the 15 books.
16 So, this tracks the number of activities currently 17 in the 29 range. We expect that at the time of startup, we 18 will have much less than that. Our goal is to minimize the 19 number of operability evaluations outstanding. Were 20 currently talking in the range of about four would be in 21 place at that time.
22 I show it as yellow, because one of the grading 23 criteria is we want to make continuing progress on reducing 24 the number of outstanding actions. In this case, there has 25 been three months without substantial reduction. Many of MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
73 1 these are geared towards completing Mode 4 and Mode 3 2 activities, and some are related to Mode 2. So, we will be 3 expecting well be working those off in the coming months.
4 Next one is Design Change Development. This one 5 tracks all the design changes that are being processed 6 through the Engineering organization. And, that could be a 7 range of very small things, what we call equivalent 8 changes, youre changing out one part for a slightly 9 different one. Its not a substantial design change up to 10 major modifications like our containment emergency sump 11 modification, or containment air cooler refurbishment 12 modification.
13 This tracks them all through the process and shows 14 what we have for workload in those areas. Its currently 15 showing red, largely, well, for two reasons. One is 16 timeliness, stick to schedules delivering our packages to 17 the field for implementation, so the Maintenance 18 organization can implement them; and the number of 19 modifications that are currently on the books at the site, 20 which we run all our modifications through our Restart 21 Station Review Board Process during the course of the 22 outage to determine those that need to get done during the 23 outage, which currently were tracking 139 headed towards 24 completion.
25 Those are shown over on the indicators on the wall, MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
74 1 what we refer to as Go Green Chart, or that subset. But 2 others of these need to be evaluated as post restart 3 actions to determine the need for the modification, the 4 reasoning for it, and get those that are required to be 5 done. So, thats, thats a major process indicator for 6 Engineering.
7 The next one is Human Performance and Process 8 Program Errors that we track. This is our Performance 9 Improvement Unit, tracks CRs every day looking for issues 10 that come out that are individual errors or program in 11 process problems which result in errors, and track these on 12 an ongoing basis.
13 And, as you can see from this one, our results in 14 the current month are white, April and May were green. And 15 something we track on an ongoing basis for individual 16 errors.
17 These are an important subset of our performance 18 indicators that I wanted to display.
19 Next slide. The Actions to Sustain Improved 20 Performance. The major one is Organizational Development.
21 This is the people part of the equation that I started 22 with.
23 The FENOC Organization, we reorganized Engineering, 24 to be the same structure common at all three sites. And it 25 will strengthen that and its been selected as the best MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
75 1 process we could find in the industry, and we implemented 2 it at FENOC and it will be the same at every site.
3 The roles of responsibilities have been definitized 4 in a procedure, a nuclear operating policy. So, such that 5 we do the same roles and responsibilities at each site, and 6 understand those roles and responsibilities clearly.
7 And also, New Hires. I mentioned Chairman of our 8 Engineering Assessment Board being brought in from the 9 outside. Weve also brought in outside engineering 10 expertise in the supervisory area, both in the Design 11 Engineering Section and the Plant Engineering Section, as 12 well as the project, Projects Management Section. So, 13 weve made strides there, as well as new hire engineers, 14 and were continuing to recruit, actively recruiting to 15 bring fresh blood into Engineering, is ongoing now.
16 Opportunities for improvement are captured in the 17 Corrective Action Program. Thats the quality part of the 18 calculation. We do that every day. There will be 19 Condition Reports issued where things do not meet 20 expectations with the process or performance of our own 21 staff, the quality of products. We write that down; 22 capture image report to correct it.
23 And Engineering Management System that I mentioned, 24 this is a major part of our process improvements. So, we 25 track our work and make sure we understand which work is MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
76 1 getting done, when is it getting done, is it meeting all 2 our customers expectations. And specifically if work is 3 not getting done, what is it, and whats the significance 4 of that. And this tools provides the basis for dialogue 5 between the engineers and the supervision to be sure the 6 right things gets done at the right time.
7 In summary, Engineering continues to improve and 8 were ready to support the Mode 4 and 3 upcoming 9 milestones.
10 MR. HOPKINS: I have a couple of 11 questions. Back where you talked about the Engineering 12 Principles Expectations Handbook; is that in all FENOC 13 plants?
14 MR. POWERS: Yes, it is. That 15 handbook, which heres a copy of it. It is utilized at all 16 three plants, and it really forms a basis of the 17 professionalism that we expect for engineering.
18 It covers just briefly such things as safety, 19 nuclear safety knowledge of the design basis and 20 maintenance of it, how important that is; and tolerance for 21 critical -- for failures of critical equipment. We have 22 equipment reliability aspect built in.
23 Corrective actions. Rigorous approach to problem 24 solving. We prepared a procedure we use for problem 25 solving at the plant. You may have heard that discussed as MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
77 1 you heard various issues being dealt with there.
2 Rigorous application of engineering procedures and 3 methods. We do our work in writing. We check our work.
4 Independent check it.
5 Strict compliance with technical programs and 6 procedures. One of the things that got us into the mess to 7 begin with. Strict compliance with our expectation.
8 Ownership for engineering programs. Result 9 orientation. Fix whats broke. Our intention is to 10 effectively fix problems at the site. And demonstrate 11 professionalism.
12 And, one may think some of these things, you know, 13 its like the Hippocratic Oath for doctors. Engineers, 14 its, some of them will say, yeah, its understood, you 15 dont really need to write it down. But for others, its 16 been a real benefit to get these principles written down on 17 paper and have a continuing dialogue and use them in the 18 course.
19 MR. HOPKINS: Along that line, 20 Root Cause Training. Again, is that, is that root cause 21 process the same at all FirstEnergy plants?
22 MR. POWERS: Yes, we are going 23 to use the TapRoot approach to Corrective Action Problem, 24 root, root cause analysis.
25 Now, we will accept training and certification in MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
78 1 other types of root cause analysis, like Kepner-Tregor or 2 MORT, for example, because there are several different 3 approaches available in the industry, but we selected 4 TapRoot, is what we believe is the best application and 5 common for our Corrective Action Programs.
6 MR. HOPKINS: Okay, thats all.
7 MR. THOMAS: Jim, recently 8 youve had a number of challenges in getting, I guess, 9 workable engineering change documentation into the field.
10 Has anything been done specifically to address that, short 11 term, to correct that?
12 MR. POWERS: Yes. One of the, 13 one of the issues we dealt with in the past weeks 14 particularly concern the engineering packages that are 15 assembled and as they process through the organization, go 16 through a document control and records management process, 17 and ensuring administratively that all the Is are dotted 18 and the Ts are crossed. That means page numbers are 19 correct, drawing numbers and revisions are correct, work 20 order numbers, account numbers. Its just a lot of 21 information.
22 And we had a, collectively an issue with the 23 attention to detail in that level of administration with 24 engineering packages. We made a business policy change 25 over the past week to raise the expectation, both with the MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
79 1 engineers to get the quality into that level of their 2 packages to the administrative packages, as well as 3 engaging our engineering records, document control staff 4 reviews those packages, earlier in the process to make sure 5 we work together effectively as a team to improve all the, 6 right off the start.
7 Because, youre right, we dont have the quality 8 there. Thats a delay of a package getting reviewed. And 9 potentially problems, if you reference the wrong document, 10 that is, could be a human error. So, we dont have that 11 level of detail.
12 So, thats something we had all the engineers to get 13 up Monday morning, as a matter of fact, a department 14 meeting and reinforce the expectation that weve got to 15 have our documentation right, right down to the spelling of 16 words. It needs to be correct. Thats what our 17 expectation is.
18 MR. THOMAS: I was more curious 19 about issues that some engineering change packages require 20 multiple revisions, you know, whether its due to 21 communication between the Maintenance folks and Engineering 22 folks or whatever the cause. That was more I guess what I 23 was interested in those types of issues.
24 MR. POWERS: Right, that is an 25 issue that weve worked on as well. Be sure that when we MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
80 1 issue a package, and the field gets it, that we dont find 2 problems with, lets say, interference between a tube 3 thats being routed, pipe support thats nearby. One of 4 the major processes that we have in place to prevent that 5 is walkdown packages. And, we reinforced it.
6 The Engineering Team needs to go out with 7 Maintenance and both the crafts that are doing the 8 installation as well as supervision. And the engineer, 9 Plant Engineer needs to get out there as well. And with 10 that, possibly get Operations involved too from an 11 operability perspective of changes to components.
12 But the expectation is to get out there, walk it 13 down, and make sure we get the comments early, part of the 14 original package, so we dont have to go through a revision 15 process. So, thats an area that we have improved, 16 increased our expectation on walkdown packages to improve 17 quality.
18 MR. THOMAS: Okay, thank you.
19 MR. GROBE: Thanks, Jim.
20 MR. STEVENS: Can you hear me 21 okay with this microphone?
22 MR. GROBE: Yep.
23 MR. STEVENS: Okay. Next 24 slide, please.
25 From analysis of our Performance Indicators, MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
81 1 industry feedback from INPO, our corporate input review 2 board member and self-assessments, Maintenance is improving 3 in three areas; work preparations, field implementation and 4 plant equipment return-to-service condition.
5 We developed a comprehensive plan. The plan was 6 reviewed by industry peers as well as Operations 7 Department.
8 The plan contains more than 50 actions designed to 9 strategically lead the Maintenance section to improve in 10 five visions.
11 The next slide, please.
12 Vision 1. Operations is the number 1 customer.
13 Vision 2. Maintenance embraces continuous 14 improvement.
15 Vision 3. Maintenance has ownership of equipment 16 deficiencies.
17 Vision 4. Maintenance values performance feedback.
18 Vision 5. Maintenance leadership is consistent.
19 First, we recognize the need to focus on 20 fundamentals. By this I mean, safety, job briefings, 21 procedure use and adherence, verbal and written 22 communication, quality of parts use, tool usage, walkdowns, 23 schedule adherence and human performance, Event Free 24 Tools.
25 This will continue to be our primary focus MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
82 1 throughout 2003. We benchmarked the industry and captured 2 24, approximately 24 distinct fundamentals that are common 3 to every technician performing maintenance in the nuclear 4 industry.
5 We assembled a team comprised of craftsmen, 6 supervisors, superintendents, and work control personnel to 7 review these fundamental and develop our conduct of 8 excellence handling, which delineates the Maintenance 9 Standard for excellence, and standards and expectations for 10 performance.
11 Ill be discussing how we monitor our performance by 12 reviewing the overall maintenance Performance Indicators.
13 Additionally, I have these indicators broken down in each 14 of the disciplines; Mechanical, Electrical, INC and 15 Maintenance Services, and Ill have them available for you 16 at your review if you wish. But today, Ill be presenting 17 the overall Department Performance Indicators.
18 Earlier this year, I can tell you that most of the 19 Performance Indicators in Maintenance were green. And 20 performance has improved. Thats primarily the result of 21 changing some of the goals to be more in line with where 22 were headed to operational excellence in Maintenance, as 23 well we lowered the threshold for identification of some of 24 our issues.
25 Here we have a summary of the Maintenance MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
83 1 Performance Indicators, and theyre depicted in enunciated 2 window format, as well across the top of each of the 3 windows, you can see last month and year-end project. So, 4 the big window is the current month.
5 Each of these Performance Indicators areas align to 6 our format to improve in the area of safety, people, 7 reliability, and cost. And, this way, each employee of 8 Maintenance can see how his contribution contributes to the 9 overall station performance.
10 Next slide, please.
11 This is our Performance Indicator for Industrial 12 Safety. It depicts the number of first aid injuries, as 13 well as OSHA reportable injuries. The objective is to 14 prevent industrial accidents by careful work planning, 15 supervisory involvement, and employee attention to detail, 16 and helpful work practices. Were proud of achieving eight 17 million man hours without a lost time accident at 18 Davis-Besse.
19 If you look at the left graph, this is the number of 20 minor first aid injuries. The graph on the right are the 21 OSHA reportables. The difference between the two is an 22 OSHA reportable injury is one that requires medical 23 attention.
24 If we have two first aid injuries, our performance 25 is red. And, that, you cant see it very well on the MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
84 1 slide, but this is the performance goals from green to 2 white to yellow to red performance. And we can see in the 3 month of June, we had two first aid incidents. And you can 4 tell that theyre in the Maintenance Services Section, 5 because Maintenance Services is blue. And if this was 6 larger, you could see that. Okay.
7 We report all injuries, no matter how minor they 8 seem. And we use the OSHA reportable injury rate for two 9 hundred thousand man hours worked. Thats a standard we 10 use in the industry, and we can then compare our 11 performance to industry performance.
12 Each of the indicators I had are in this format, 13 but because its so hard to see them, Ive just shown the 14 graph on the rest of my presentation.
15 Next slide, please.
16 This is a Performance Indicator we use to identify 17 the raw number of Condition Reports that are being 18 generated by Maintenance personnel. We can see that by 19 looking at the graph, each color represents a different 20 discipline in Maintenance, and we can see that more people 21 are writing Condition Reports as well. More Condition 22 Reports are being written.
23 This allows me to determine how willing my people 24 are in raising issues and getting them documented. And 25 goes to one indication of safety consciousness in the, MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
85 1 within the work force in Maintenance.
2 Next slide, please.
3 This Performance Indicator identifies the number of 4 human performance errors weve had in Maintenance. A human 5 performance error is defined as inappropriate action 6 specific to an individual or group of individuals due to 7 the failure in using our Event Free Tools.
8 Our Event Free Tools are training, application, 9 stop, think, act, review, peer checking, and as such. The 10 objective is to minimize human performance errors, and 11 errors aggravated by programs and processes.
12 Weve lowered the threshold in Maintenance and 13 raised the standard for identifying errors, and were 14 identifying more opportunities for improvement as a 15 result. Thats one of the primary reasons that there is 16 such a step change between April and May -- or March and 17 April.
18 We use this in our Corrective Action Program to 19 analyze the situation, make recommendations for training 20 improvement, communication opportunities, and as well, any 21 procedure process changes we need to make.
22 Next slide.
23 Additionally, we track in Maintenance the percent of 24 Condition Reports that we self-identify. Its our desire 25 to find and fix our own problems in Maintenance prior to MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
86 1 them being identified by others. The objective is to have 2 a rolling average goal of greater than 60 percent, which we 3 have 63 percent.
4 You can see here the performance is mixed. Its 5 some -- like last month, were at 63 percent. Were not 6 quite to our goal of 90 percent. So, our focus is to find 7 and fix the problems and get them identified on Condition 8 Reports; and thats a current focus of Maintenance, this 9 month.
10 Next slide.
11 This Performance Indicator tracks the number of 12 training observations that are performed by second line 13 management, and thats the superintendent level that 14 reports to me. The objective is to ensure that section 15 management is engaged and directs our training programs.
16 And, for an example in June, we focused training on 17 poor material exclusion. We had identified a knowledge 18 deficiency there and put a training program together. That 19 training was given by a maintenance supervisor with the 20 guidance of training instructor. We received very positive 21 feedback. And additionally, the program owner who 22 performed material exclusion participated in addressing any 23 additional questions.
24 As we move forward, well be moving the training 25 instructors into the shops, partnered with our training MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
87 1 organization, so that we could more effectively provide 2 Just-In-Time Training for some of the equipment that we 3 have coming to work on, and as well, roll in some of the 4 actions we are learning from some of the Condition Reports 5 directed at improving some of our people performance.
6 Next slide.
7 This indicator identifies the number of reworks they 8 have in Maintenance. A rework is defined as any 9 reperformance of any maintenance task which results in a 10 loss of time or money prior to returning the equipment to 11 service. This includes, but is not limited to failure 12 during testing, or a corrective action for identical 13 problem that occurred within the last twelve months.
14 Our goal is to be less than two and a half percent.
15 Recently, we changed the indicator on rework. We would 16 take a Condition Report, evaluate it, and based on that 17 evaluation, we would code it whether it was reworked or 18 not.
19 Weve changed that. And in my staff meeting every 20 Friday, the superintendents and I go through the Condition 21 Reports that have been generated for that week. And we 22 code them; human performance, rework, and 23 organizational-type errors or communication error. So, 24 were front-end coding them to give us a more real time 25 indication of performance. We think were about 90 percent MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
88 1 accurate with that. And we would rather have the 2 Performance Indicator be more timely than waiting for the 3 exact accuracy.
4 So you can see, we had a pretty high, higher than 5 normal rework in mechanical here, here and here. And as a 6 result of the actions that we took, have turned that 7 around. Now, Ill tell you, thats good, but Im skeptical 8 and there is more actions we need to take to maintain that 9 level of performance. Thats what were looking for, going 10 forward.
11 Next slide, please.
12 On this Performance Indicator, we keep and monitor 13 our Corrective Action Work Orders that are nonoutage, so to 14 speak. Currently, we have a goal for 200, to be less than 15 250; and to be less than 175 by year end. Ive 16 communicated the stretch goal to be less than 150 by year 17 end as a challenge to the organization.
18 I believe that this positions us to achieve a 19 corrective maintenance workload that will be commensurate 20 with top core, top performance at Davis-Besse by the year 21 2005.
22 Currently, top core, top performing plant single 23 unit has about 125.
24 MR. GROBE: Im not quite 25 sure I understand this indicator. The last time I looked MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
89 1 at your post restart Corrective Actions and Condition 2 Reports, I think you had somewhere on the order of 3000 3 Condition Reports and about 8000 Corrective Actions. And I 4 got to have a significant number of those corrective 5 actions, some percentage are Maintenance work, field work; 6 and there is 8000 of them.
7 So, it doesnt seem consistent. There must be 8 something Im missing where you say you only have 250 9 roughly nonoutage work orders in the backlog, if there is 10 8000 corrective actions out there. Could you help me 11 understand that?
12 MR. STEVENS: Yeah, weve got 13 all of the work orders identified as part of Corrective 14 Actions in the schedule that supports the startup. If 15 theyre not there and theyre corrective maintenance, 16 theyre here. So, theyre either in the schedule and were 17 working them or theyre here.
18 MR. GROBE: Okay.
19 MR. STEVENS: Since the first of 20 the year, we talked about a schedule and projecting where 21 we were going with the plan. We had 20, it was like 23, 24 22 thousand activities in our schedule. And since January, we 23 added and completed another 10,000. And we werent quite 24 projecting that many, but weve been, weve been steadily 25 working them off. Its part of our plans going forward.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
90 1 I dont intend to start up with a whole pile of 2 corrective work orders in backlog. And, as I communicated, 3 I know, and my team knows, where we need to be to position 4 ourselves for top performance.
5 MS. LIPA: Mike, are 6 nonoutage engineering change requests, are those a separate 7 category or do those become part of the work order backlog?
8 MR. STEVENS: They could become 9 a part of these work orders, if for example a component is 10 broken and fixed, which changes its design, that would be 11 part of this. Its a modification issue. It wouldnt 12 necessarily be coded a Corrective Action, or corrective 13 work order.
14 Next slide.
15 In summary, I believe we have improved alignment in 16 Maintenance. Weve improved identification of issues.
17 Morale is improved as well as teamwork. My team and I 18 believe we are ready to support Operations to Mode 4/3 19 testing. And I guess thats the end of my presentation.
20 MR. THOMAS: Mike, I have a 21 question.
22 We discussed three Maintenance/Workmanship issues at 23 the resident exit this morning.
24 MR. STEVENS: Thats correct.
25 MR. THOMAS: How will you MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
91 1 assess what these performance deficiencies mean with regard 2 to that end score, 4/3 testing?
3 MR. STEVENS: The performance 4 deficiencies and the use of procedure expectations, I think 5 thats what we were talking about this morning, Scott.
6 That performance, that level of performance is 7 unacceptable. There is accountability for that level of 8 performance, and I wouldnt say that all of the 9 Maintenance, or I would say, that is not representative of 10 the majority of the Maintenance Organization at this point 11 in time.
12 But I will, I do recognize weve got performance 13 shortfalls and we are taking demonstrative and real action 14 when they occur. As well, were stepping back and looking 15 at why theyre occurring and what is leading up to them.
16 And thats why we have the three focus areas, primarily, 17 and I discussed this a couple times in here, and be happy 18 to go through the ownership plan with you back at the 19 plant. Thats why were focusing on work preparation, 20 field execution and the quality of the equipment return 21 back to operation.
22 There is things that in our effort to take the work 23 on, for example, I found that the Maintenance Department 24 needed a part, had it identified, for example, and then for 25 one reason or another, the part wasnt available, so we MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
92 1 decided to go into the maintenance activity without it.
2 Thats led to some additional decisions being made while we 3 were in that maintenance activity, and thats caused, 4 thats caused some events.
5 MR. THOMAS: So, your 6 assessment, well, you have an upcoming restart assessment 7 for Mode 4/3, I believe starting tomorrow; am I right?
8 MR. STEVENS: Thats correct.
9 MR. THOMAS: How will you, will 10 these issues be characterized as outlayers individual type 11 anomalies in that assessment, or will they be characterized 12 as a broader perspective?
13 MR. STEVENS: Ill take these 14 events, along with the other events, and aggregate a 15 performance of Maintenance and Ill try and articulate it 16 as clearly and correctly as I can with my, the rest of my 17 management team, using our business.
18 Where theyre sitting right now, Scott, I dont 19 expect that level of performance, most of the folks in 20 Maintenance dosnt expect that level of performance. It 21 occurs. Were understanding why that occurred, and were 22 taking actions to correct it.
23 I dont know what else to tell you about that 24 without going into more specific detail that I really dont 25 want to do in a public forum because it involves some MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
93 1 individuals.
2 MR. THOMAS: Im not asking for 3 your, how youre dealing with the personnel individually.
4 My question stems from a lot of, the three issues deal with 5 fundamental-type concepts, practices and procedure 6 compliance, those sort of issues. And I want to make sure 7 that youre confident in the Maintenance Department, the 8 performance of the folks in your Maintenance Department, 9 that theyre, theyre aware of the importance of adhering 10 to those basic safe operating principles that these three 11 issues showed some weakness.
12 So thats, thats the, I guess where my question is 13 coming from, is how youre going to show your confidence.
14 MR. STEVENS: In my opinion, if 15 youd asked me that question four or five months ago, I 16 would say Im not probably very confident or even sure, but 17 from the actions Ive taken in Maintenance and the focus 18 areas and the number of issues and the kinds of issues that 19 are being identified, I think my confidence is much 20 increased and my folks in Maintenance understand and are 21 identifying issues when its not in accordance with the 22 standards and expectations.
23 Were writing more Condition Reports, were 24 addressing more issues, bringing more issues forward, more 25 technical.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
94 1 Thats the most real time indicator I have of 2 whether or not were aligned in Maintenance, do we 3 understand the level of performance.
4 MR. MYERS: I think the way to 5 answer your question, we do look at that aggregate as a 6 whole. If you look at performance of Maintenance as a 7 whole, do we think that our, our use of procedures is up?
8 We would say no. But we have to look at the whole 9 organization to make sure that we, we improve our standards 10 in that area, across the board.
11 MR. THOMAS: Okay.
12 MR. GROBE: Mark, you just 13 came from, you just came from Beaver Valley. In the past 14 12 months, do you have a sense of how many plant 15 performance situations occur where you needed to have a 16 stand-down, talk to an entire organization?
17 MR. BEZILLA: Looking back over 18 the last year at Beaver Valley before I came here, what 19 Ill do is, Ill look into clock resets, all right. From a 20 clock reset standpoint, Davis-Besse is not out of line with 21 Beaver Valley and some other plants that Ive been with 22 prior to that.
23 And from a stand-down of the organization, Ill say 24 department standpoint, all right, we strive to improve. We 25 have a pretty low threshold. And we will have stand-downs MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
95 1 for, Ill say not real significant issues, we absolutely 2 have stand-downs for significant issues.
3 But, as Mike said, we try to capture all our lessons 4 learned, and what we do is we share that with the 5 organization, with the desired outcome, so it doesnt get 6 repeated by someone elses department. So, were pretty 7 free about sharing our mistakes and the lessons learned 8 from those performance errors or miscues.
9 MR. GROBE: Okay, thank you.
10 MR. STEVENS: Since there no 11 other questions, I turn it over to Lew.
12 MR. MYERS: Thank you.
13 Were ready to go forward?
14 I would like to take a few moments and discuss from 15 our last meeting, we talked about the Safety Culture, 16 Safety Conscious Work Environment.
17 I have a good microphone now.
18 And, at that meeting, I shared with you our 19 definition and our plan on Safety Culture. Today, I would 20 like to take a few moments and just continue to go over how 21 were updating that plan on some of the key activities 22 weve taken since the last meeting.
23 As you recall, we have a definition of Safety 24 Cultures. That assembly, if you will, of characteristics 25 and attitudes, both characters and attitudes, both in the MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
96 1 organization and individuals, which establishes an 2 overriding priority towards nuclear safety activities and 3 that we give the attention warranted to their 4 significance.
5 Looking at that, since last month, Ive discussed 6 Safety Culture, had the opportunity to discuss Safety 7 Culture. You were there, Jack, at the Advisory Committee 8 on Nuclear Safety, the committee that advises the 9 commissioners.
10 At that meeting, I indicated that our only assets in 11 our plant are people and our plant itself. You know, 12 thats the only two assets that we have.
13 With that being said, I would like to spend some 14 time discussing some of the actions weve taken recently in 15 the area of people, plant, and design improvement, as all 16 part of the plant.
17 If you go look at our Safety Culture model, the 18 first area is policy level commitment. Weve had what I 19 think was maybe the best executive leadership team strategy 20 meeting that Ive been involved with since Ive been in 21 FirstEnergy ever, in the past few weeks since the last 22 meeting.
23 At that meeting, we sat down with Bob Saunders and 24 the Executive Leadership Team. And, we decided it was time 25 to go back and refocus on our vision and missions, and our MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
97 1 strategic objectives, if you will.
2 If you go look at the outcome, we are changing our 3 vision as we speak. You know, you used to hear operational 4 excellence. I think that needed some clarification, based 5 on some of the performance weve had in the recent years.
6 Weve changed that to be people with a strong safety 7 focus delivering tough lead operative performance. So, we 8 went back to work at our vision. We also worked on the 9 strategic objectives, where the first objective is safe 10 plant operation, and weve got that indicator up here.
11 Improve safety is an area were focusing on.
12 Excellence of material condition is something that 13 we need to look at across our plant. Not only do we think 14 that we need to make some changes at our Davis-Besse plant, 15 but some of the things weve learned here, we need to take 16 over to our other two plants.
17 And then finally, fleet efficiency and effectiveness 18 is an area were looking at. And each one of these areas 19 we have specific monitoring tools and goals that we 20 developed during that off-site meeting.
21 Once again, I thought that was the, one of the most 22 productive executive leadership meetings that Ive been 23 involved with since Ive been with FirstEnergy.
24 From a management standpoint, Davis-Besse management 25 standpoint, weve had several Saturdays. We all had off a MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
98 1 few days a month, seems like, so the only time we had was 2 Saturday. So, we took our Saturdays and we sat down as a 3 senior team, with a facilitator, if you will, and looked at 4 our management commitment at the Davis-Besse plant.
5 We think weve -- what are we doing from a Safety 6 Culture standpoint? I shared with you before some of the 7 key changes weve made in the senior team, that senior 8 leadership team; directives, if you will.
9 You know, we just recently brought Mark Bezilla 10 over. Mark has got a strong backgrounds in Operations, and 11 brings a lot to this team. He was an SRO at this plant.
12 He worked at our Perry Plant. Worked at Salem. Has a BS 13 in Nuclear Technology and about 26 years of experience.
14 If you go down another level now, weve also made 15 some organizational changes in that area. If you look 16 today from a management standpoint, we have a total of 19 17 managers, all but three are SROs or SRO certs. All have 18 broad based experience. All have technical degrees, except 19 our Human Performance Manager, our HR man, Human Resources 20 man, he probably doesnt need a technical degree. But all 21 the others have a good engineering technical degree, 22 chemistry degree, etc.
23 We recently made some changes since our last 24 meeting. Pat McCloskey has moved over to Chemistry. Pat 25 was our Licensing Manager. Pats real background, he has a MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
99 1 Master Degree in Environmental Engineering, Certification 2 at Davis-Besse. Hes a certified wastewater operator. Has 3 18 years of experience. We think hell do us a great job 4 in the chemistry area.
5 Since we moved him out of Licensing, we had to fill 6 our Regulatory Affairs Manager. I think Kevin Strausky is 7 sitting back in the back. There he is. Kevin is there.
8 And stand up, Kevin.
9 Kevin is new in our management team at Davis-Besse.
10 Kevin has a Bachelor of Science Degree in Engineering and 11 Physics also. So, he has a very strong technical 12 background. He also has Senior Reactor Operator License, 13 and has over 23 years experience. We think Kevins broad 14 based experience will bring us a lot in the Licensing 15 area.
16 So, and the message, these are a couple moves weve 17 made, but the message is were continuing to focus on the 18 technical competence, the strong line ownership-type people 19 that we need to put in not only the senior levels, but in 20 the manager levels to improve the overall safety culture of 21 our Davis-Besse plant.
22 Another thing we did as a senior manage team, we met 23 for a couple days. We developed a, a set of behaviors and 24 also a set of activities. What we hear from our people is 25 that theyre really concerned about the workload that we MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
100 1 have, what it looks like over the next couple of years.
2 Where are we going?
3 So, we need to develop and we have developed a list 4 of activities, a picture, if you will, of now to 2004, the 5 summer of 2004, that were getting ready to roll out to our 6 employees in the alignment meetings that we discussed with 7 you.
8 So, our intention is to sit down with each and every 9 employee for a couple days and, and were using a vendor 10 that helps us with some root learning, if you will. Its a 11 process that several large companies like Pepsi-Cola has 12 used to help align people. Were utilizing that process.
13 And after we did that as a senior team, we had to 14 meet with the management team and make sure we were aligned 15 with them. Alignment, we learned a new definition of 16 alignment also. The definition were using of alignment is 17 it means you own something as if it were your own.
18 So, when we walk away with the word alignment, that 19 means we are aligned that these are the things that we need 20 to get done over the next two years.
21 Weve accomplished that. Now we have pretty much 22 the census of alignment of all our managers, and well be 23 rolling that out at the end of this month, through the 24 group learning process through our employees, before we 25 start on that.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
101 1 In the next area, people. Go look at people. You 2 know, we talked awhile ago about, weve just talked about a 3 meeting, one of the people from FirstEnergy, how they 4 thought industrial safety was really important from a 5 Safety Culture standpoint. Weve just crossed eight 6 million man hours worked without a lost time. Thats not 7 only our best course, but probably the best in the 8 industry.
9 We continue to communicate alignment at our Town 10 Hall Meetings, Stand Down Meetings. Those are, those 11 meetings continue on. I would like to stop and give you 12 some results. To-date in the 4Cs Meetings, I first had 13 and Mark conducted one for me, and with over 700 employees, 14 at our plant.
15 And at the end of each meeting I have a survey I 16 pass out. There is no names on the survey. I walk out of 17 the room. They fill it out. I just collect the data.
18 If you go look and ask the question, "Would you 19 write a CR to identify a plant problem?" Were getting 20 approximately a hundred percent positive responses if you 21 ask.
22 "Do you believe that our Employee Concerns Program 23 is confidential?" Were up to a response of 86 percent.
24 That was not so positive a year or so ago. So, thats a 25 pretty good turn.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
102 1 "Would you bring a concern to the Employees Concern 2 Program?" We got fairly low marks on that. And then marks 3 Im getting now is like 93 percent.
4 "Is communications from employees to management 5 good, fair, or poor?" 93 percent of our people now are 6 saying fair to good, you know. So, thats -- used to be 7 poor. So, we think its improved in that area.
8 And heres a key thing that Im really pleased with 9 it. "Do you believe that management wants work done 10 correctly the first time?" 97 percent of our people are 11 saying yes now.
12 And, "Do you believe that management wants you to 13 stop if you find problems during the work process?" 97 14 percent of those people are also saying yes in that area.
15 So, you know, I dont know how scientific this 16 survey is, but at least I can tell you, you know, that a 17 couple hundred people. I did it -- when I first started 18 the 4-Cs, I didnt have a survey. So, I cant tell you 19 all 700 have taken it, but there is a large population of 20 people that supplied that end of the survey.
21 Also from a people standpoint, you heard Mike talk 22 about the Operations Leadership Plan. We think its 23 working well for us. We just, even though were in this 24 outage, you know, one of the hard things we have to make a 25 decision on is our future. And we, it would have been easy MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
103 1 for us to defer license operator training, but we didnt do 2 that.
3 We went ahead and reinstated the license, the Senior 4 Operator License Class and were back in class now. Weve, 5 we think were strengthened in ownership and 6 accountability.
7 One of the thing we were just very pleased with 8 recently, Im going to ask Jim Powers to talk about that, 9 is this chart over here. We took our engineers off site 10 and, and had a retreat to talk about what weve learned 11 with the Davis-Besse event. And the results of it is so 12 shown on this pictorial chart that weve developed over 13 time. So, well talk about that one moment.
14 MR. POWERS: We took all the 15 engineers and some of our customer representatives from 16 Operations and Maintenance, Regulatory Affairs, for 17 example, to the Maumee Bay State Park Conference Facility 18 for a full days activities, away from the site, to get 19 together and reflect on where we came from with the issues 20 at the site.
21 One of the transformational changes that we made as 22 a consequence of that, with the new tools we created and 23 what do we do about it, and where will we see ourselves 24 going, how will our customers see us in the future.
25 So, I encourage you and ask you to take a look at MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
104 1 the data scroll, is what we refer to it as, over on the 2 wall. These are the thoughts of the engineers drawn out by 3 a caricaturist for us capturing what weve done, what got 4 us into the situation, what weve done to improve, where 5 were going to continue with improvement, etc.
6 Just another tool that we use beyond the regular 7 procedures, training, the hard day-to-day type things we do 8 at the site. Inside look at the people aspects of things, 9 and a different tool for learning; everybody to pause and 10 reflect on what weve done and where were going.
11 MR. MYERS: The comment I want 12 to make on that; when they rolled this out and saw it, the 13 question is always, did all the staff in stand downs, do 14 they understand. And the way they developed this and you 15 look at, its obvious they understand. You know, so, 16 thats what I see when I saw this.
17 That being said, I can move on to the plant area.
18 From a plant standpoint, weve done a lot of things to 19 improve the safety margin or regain the margins, you know.
20 I want to cover just a few of those.
21 Everybody knows we replaced our head. We installed 22 a permanent cavity seal, you know that. Reworked our 23 Containment sump. Containment dome, we talked about.
24 What Im really pleased with is this FLUS Monitoring 25 System. I think it sets the standard that no one else in MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
105 1 the country has right now. Well be able to identify leaks 2 very early. Its a, I think its going to be a good tool.
3 And also our Leak Rate Program that we put in place. That, 4 its combined with that, I think certainly will make us a 5 leader of the industry when we start back up.
6 We replaced our containment coolers, we worked the 7 decay heat tank, a long problem. Not quite sure on that 8 leak check yet, but well get there. Its been a good 9 effort.
10 The fuel inspection and cleaning was a major 11 effort. We have a, we completed our integrated testing of 12 our containment. ETAP, you know, if you go, thats been a 13 major improvement that well have at that plant. There is 14 a lot of things out there. In fact, I was talking to some 15 very good plants the other day about ETAP and theyre just 16 beginning now to start the ETAP process at their plants.
17 Thats a pretty big piece of technology that well have in 18 place.
19 The diesel air start system is something I know 20 youre interested in, not only the air start, but to fix 21 the leaks too. So, were going to our diesel room, so I 22 think our diesels, when we come out of this outage, will 23 be, at least meet the standards of the industry, you know.
24 In my mind, they didnt the first time I saw them.
25 So, thats been a major effort. And, finally, this MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
106 1 high pressure safety injection pump mod. I believe when we 2 finish, well know more about debris and wear rings And, I 3 was down looking at the documentation that were keeping 4 and the pictures and all, make sure that when we come out 5 of this, I think well have something maybe we can submit 6 for another Tip award next year.
7 So, I believe well have some data maybe too that 8 nobody else in our industry has. I really do think thats 9 a good effort.
10 From a Design Improvement standpoint, go back and 11 look at the Building Blocks and then the Design Reviews in 12 System Health, Latent Issues, Function Validation, Topical 13 Area Reviews, and Calculations.
14 You know, as Jim said, weve touched 1500 of our 15 calculations. And we redid over 250 of them, just based on 16 the Latent Issues Review. So, our calculations would 17 probably be in pretty good stead. Jim was already, came in 18 this week, and putting a task operation together to bring 19 the Atlas Process over here.
20 You know, we walked the six systems down, so were 21 going to capture that data while its good and make sure 22 that we upgrade that into the Atlas Process, which is a 23 database that we use to make it very easy for engineers to 24 find design information. We think its a very good data 25 base.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
107 1 Plan on implementing that on these six systems and 2 then as we do Latent Reviews in the future, we can add 3 those on. When we get, I think its 15 systems, we have 4 about 99 percent of the core damage in the system, in that 5 process. So, that wont take us too long. So, I think 6 thats a good effort also.
7 You go look at our procedures and programs. Our air 8 operated valve program basically didnt exist. People 9 would say, but we didnt have the design calcs. Well, now 10 we have the design calcs.
11 Boric acid control program is new. Reactor Coolant 12 Leak Rate Program is new. Once again will make us a leader 13 in the industry. And Operating Experience Program, I think 14 thats closed out. We have an excellent effort, in our 15 Operating Experience Program.
16 And, as Jim said earlier, if you go back and you 17 look through this, he discussed engineering standards and 18 where were going. If you go back and look at this effort, 19 we generated since weve been shut down, over 15,000 CRs.
20 And, where were at today, thats quite a work-off.
21 In my mind, all this put together, go back and look 22 at the definition of Safety Culture; are we improving our 23 assets and gaining safety margin? And the answer is, 24 people, and plant, and design; all three areas, I think the 25 answer is yes.
MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
108 1 Go ahead, Christine.
2 MS. LIPA: Lew, 3 under procedures and programs, you have four bullets. The 4 bottom three, we are on our Restart Checklist. So, were 5 looking at those in detail. The first one, Air Operated 6 Valve Program. You talk about how its improved, but 7 whats your assessment of the current state of that 8 program?
9 MR. MYERS: My assessment --
10 probably the best person to give the assessment would be 11 Jim, but my assessment is that program is making good 12 progress. Weve looked at all the valves. We have design 13 calcs. We didnt have the design calcs, which is the 14 backup. I dont know how that starts back up, but Jim.
15 MR. POWERS: I would agree with 16 that. We have the industry calculations prepared now, so 17 we have a firm design basis for it. Were doing 18 modifications to the valves at the plant that require more 19 margin, and those modifications will be effective.
20 Weve had to work through some technical issues in 21 that process, but the bottom line is were going to have 22 hardware changes upgrade to give us the margin we need and 23 program requires for the valves, and so I think were 24 making good progress on this. I think were being 25 effective in effectively going after change work MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
109 1 requirements.
2 MS. LIPA: So, from a program 3 as far as program ownership, and goals, and state of the 4 program, you have a good feeling about that?
5 MR. POWERS: Yes.
6 MS. LIPA: Thank you.
7 MR. MYERS: Once again in 8 summary, Ive been through a couple of the extended 9 shutdown plants myself. I know several of you all have, 10 but if I go look at the amount of improvement and people 11 issues, management issues, management teams, strengthen the 12 management team, the overall improvement in the plant 13 design margin, material condition. You know, this has been 14 a pretty, pretty impressive step change. Thats all I 15 have.
16 MR. HOPKINS: I have a question.
17 (microphone problem.)
18 MR. HOPKINS: One of the 19 improvements that you mentioned, higher containment nuclear 20 leak rate tests. I dont understand what the higher means?
21 MR. MYERS: We tested the 22 containment, and I dont remember the number. If you go 23 look though, containment margin, each tenth of a pound is 24 worth about 24 degrees in RCS. So, we actually moved the 25 test pressure up a couple tenths of a pound, so that we MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
110 1 really gain an operational margin if we leave it that way.
2 We were testing at a lower test pressure before. Did that 3 intentionally.
4 MR. HOPKINS: All right, thank 5 you.
6 MR. GROBE: Okay. Clark.
7 MR. PRICE: Thank you, Lew.
8 MR. GROBE: Hes surprised.
9 Hes not used to be being able to speak at these meetings.
10 MR. PRICE: Okay, I would like 11 to conclude our presentation today with a recap of the 12 final activities that we need to complete to support moving 13 to our next milestones of Mode 4 and Mode 3 and full 14 pressure test of the Reactor Coolant System.
15 Then, Ill provide a summary status of our progress 16 on the 0350 Restart Checklist, and Ill try not to be 17 redundant to Christines excellent presentation earlier.
18 Finally, Ill go over two of our management 19 indicators that we look at for monitoring overall restart 20 for our actions.
21 On this slide here, were currently focused at the 22 activities required to place the plant in a condition for 23 the full pressure test of the reactor coolant system. And 24 we have four activities that are currently sharing critical 25 path for Modes 4 and 3; those being the high pressure MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
111 1 injection pump installation that Bob Schrauder addressed 2 earlier.
3 We have a plant modification to install minimum 4 recirculation of the high pressure injection pumps. We 5 have six modifications to make the plant, to make to the 6 plant as a result of the electrical transient assessment 7 program that Mark also addressed earlier. And were also 8 installing thermal overload heaters to a number of motors 9 in the plant. All four of these projects are within days 10 of each other as far as critical path.
11 In addition to these projects, we are completing 12 modification to several air operated valves that we just 13 discussed from the Air Operated Valve Program reviews that 14 we did. We will be testing our Safety Features Actuation 15 System. And be holding our Restart Readiness Review 16 Meetings to affirm that we are ready to proceed to Mode 4, 17 which well be starting tomorrow.
18 The next three slides provide a summary of our 19 status on the 350 Checklist Items. Davis-Besse established 20 Building Blocks through the Return to Service Plan that 21 produce discovery implementation action plans, where 22 applicable to address the 350 checklist items. And these 23 charts here are color-coded to show our progress in those 24 plans for each of the checklist items.
25 Now, again Im going to try not to be overredundant MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
112 1 with Christines presentation on the status, but there are 2 some things I want to address here.
3 Overall, there is 31 Restart Checklist Items, as 4 Christine mentioned. We do have 33 that would show on 5 here. We actually break out two of them in a little bit 6 further detail for tracking. And, Ill address those real 7 briefly.
8 We have a couple items, and Ill also try to focus 9 on the ones where the, where were showing complete on 10 here, and the NRC has not yet closed the checklist item.
11 So, as we go through here, first two items, as 12 mentioned before, are complete. We move on to Checklist 13 Item 2a and 2b, which is our reactor vessel replacement and 14 restoration containment vessel. Were waiting on Mode 3 15 full pressure test for final test on the reactor vessel 16 head.
17 And our containment restoration is complete. Thats 18 shown in green on this chart. And we are currently working 19 with the NRC inspector to resolve a couple issues, and the 20 exit is planned I believe for July 18th for the containment 21 vessel restoration checklist item.
22 The Checklist Item 2c deals with restoration of 23 Containment Systems and Structures. And, as Mark Bezilla 24 talked about earlier in his presentation, we closed 25 Containment, and turned, the Containment Building Block MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
113 1 Owner turned over the Containment building to Operations.
2 We have a few corrective actions in this area, so were not 3 completely done, and we have about 50 Corrective Actions 4 that actually require Mode 4 conditions to complete.
5 In the area of Containment Emergency Sump, on the 6 chart were showing that is complete. Again, that is not a 7 close-out yet by the 0350 Panel, but we are working on the 8 final closure of that checklist and addressing a few 9 follow-up questions with the NRC inspector, and hopefully 10 well have that complete by next week; or at least our 11 resolution of those questions.
12 On 2d, again, were showing were 98 percent 13 complete. Thats for the systems containing boric acid 14 outside of containment building. Again, in that area, 15 were working on Corrective Actions as we speak, but we 16 have 30 Corrective Actions approximately that should 17 require Mode 4 conditions also to complete in that area.
18 And, as we discussed, perhaps as Christine 19 discussed earlier, then we have our 2e, our high pressure 20 injection pump is a new issue that is now on the 21 checklist. And we currently are not reporting percent 22 complete, as were working to try to develop how were 23 going to progress that particular checklist item.
24 If we move to the next slide, the next slide shows 25 our Safety Significant Programs. And as you can see, weve MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
114 1 completed the first eight of those programs. The first 2 one, the Corrective Action Program, is not closed yet by 3 the NRC. We currently have the Corrective Action Team 4 Inspections going on, reviewing the implementation side of 5 our Corrective Action Program, and were waiting for the 6 results of those inspections. Theyll be occurring in both 7 July and August.
8 And, another area, an area where we have actually 9 broken out a Checklist Item, the 3c and 3c1 items, which is 10 Quality Audits and Self-Assessment Programs. Were showing 11 both a hundred percent complete in that, in both of those.
12 Quality Audits is actually complete. The inspection is 13 complete. But the Self-Assessment Program still has an 14 inspection or two that needs to occur on that, and because 15 that is one checklist item for the NRC, that Quality Audits 16 or Self-Assessment Program is still an open checklist 17 item.
18 Radiation Protection Program, which is the first one 19 that showed blue, down towards the bottom, is currently 20 working to finish the final corrective actions on that 21 program. And there is an inspection starting next Monday 22 that will hopefully close out that checklist, that 23 inspection checklist item.
24 And then we have 3i, which is our completeness and 25 accuracy of required records and submittals to the NRC. We MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
115 1 have a number of activities that are ongoing with that 2 right now. Weve completed our validation of procedures, 3 or completed -- excuse me. Completed procedures that are 4 established for validation of NRC correspondence going 5 forward.
6 Were currently having slight site training on 50.9 7 training for all site employees. I should say all down to 8 the supervisor level is currently going on. And we have an 9 extensive Extent of Condition Review going on looking at 10 past documents that is submitted to the NRC and ensuring 11 that they are complete and accurate. And were about 48 12 percent complete overall. I think were just a little over 13 30 percent complete on the Extent of Condition Review, and 14 then the other two activities I mentioned earlier, make the 15 total of 48 percent complete right now.
16 Move on to the next slide.
17 The 4a and 4b, this is in our Management and Human 18 Performance and Corrective Actions Plan we have, the 4a; 19 and the effectiveness of those corrective actions; in the 20 4b side.
21 The NRC has actually closed Checklist Item 4a, but 22 we do have a couple Corrective Actions that were still 23 working on in that area, so we are not showing it one 24 hundred percent complete at this time.
25 And, in the area of 4b were continuing to work on MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
116 1 items that Christine mentioned earlier. We have some 2 longer term actions to establish how were going to measure 3 safety assessment or safety culture assessments, restart 4 readiness review meetings. We have established that the 5 NRC wants to observe and some other actions in that area 6 that we still have yet to complete.
7 In the Readiness for Restart area, again, were 8 making progress, good progress there. We have 90 percent 9 of the Condition Reports/Corrective Actions that came out 10 of the System Health Readiness Reviews. And the Latent 11 Issue Reviews are, I think were 95 percent complete on 12 that right now.
13 On the Design Calculation Resolution, this is 14 another checklist item, that if you look on the NRCs list 15 is just one item. We break it out here for tracking. In 16 the Design Calculation Resolution, we actually have 17 completed the, all the Corrective Actions -- Condition 18 Reports and Corrective Actions that came out of the 19 Collective Significance Reviews and Safety Function 20 Validation Projects, so were showing that a hundred 21 percent complete; and the remaining activities we still 22 have to complete in the System Health area.
23 And then Christine mentioned what we have going on 24 with the two -- or excuse me the 5c Operations Readiness 25 for Restart, which is primarily made up for us of the MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
117 1 Restart Readiness Reviews, but also we have a couple NRC 2 inspections that will be monitoring operations as we move 3 through modes for restart.
4 And then our test program, 5d, were currently right 5 now showing 72 percent complete after our 250 pound test 6 that we ran. And that checklist item is also waiting for 7 the full pressure test to continue its progress.
8 In the licensing issue resolution area, weve added 9 now on here, the 6g, which is the license amendment 10 requests that was mentioned earlier. Its a new checklist 11 item, which is for the emergency core cooling system flow 12 balance testing that we need to do with the high pressure 13 injection pumps once theyre modified.
14 And then we have our confirmatory action letter 15 resolution, which we are continuing to make progress on in 16 the areas applicable for that. And, as a matter of fact, 17 we do have one of the items that deals with the, providing 18 the specimens for, of the full reactor vessel head to the 19 NRC. And that project is currently going on, on the site, 20 removing those specimens to be shipped off to our 21 laboratories.
22 Thats, thats the status on the checklist items.
23 The last two charts are how we really monitor our, 24 kind of our overall bulk restart actions, and this is the 25 total chart for Condition Reports. The next one is the MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
118 1 Corrective Actions. And these charts are also, show in 2 more detail on the wall over here, broken down by the 3 Building Blocks.
4 But, as you can see, were working off our Condition 5 Report Evaluations. The Restart Station Review Board 6 continues to review on a daily basis Condition Reports that 7 are being generated; however, the number of restart 8 conditions are dropping off now. Were making good 9 progress. Were down to 163 Condition Reports that remain 10 open, or that have been classified as restart. And were 11 down to less than 60 of those that are required now for 12 Mode 4 and 3 of that population.
13 And the next chart is on Corrective Actions. Again, 14 also this shows whats open and what we closed. Weve had 15 over 7,000 Corrective Actions that have been identified for 16 restart. There are 737 remaining. Thats the number at 17 the end of Sunday.
18 And, again the incoming here, we do get, as were 19 working off these Condition Reports and theyre producing 20 Corrective Actions, they do continue to come into this 21 Performance Indicator, as required for restart. But we are 22 now down to a little over 300 of these Corrective Actions 23 that are required for Mode 4 and 3.
24 So, we were getting down, all these Corrective 25 Actions and the Condition Reports are scheduled. Theyre MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
119 1 monitored every day at the 8:00 meeting. And, were making 2 good progress. And they all meet the milestones. Were 3 making good progress towards meeting the necessary dates 4 that we need to do this support of Mode 4 through Milestone 5 3.
6 If there is no questions, I guess I would like to 7 say in conclusion, I would like to say were continuing to 8 make good progress, and we have confidence in both our 350 9 restart actions and our remaining restart actions that are 10 not 350 complete, and well support the next restart 11 milestones.
12 With that, Ill turn it back over to Lew for final 13 comments.
14 MR. GROBE: Okay, thanks.
15 MR. MYERS: Well, I started 16 talking about the near, the Normal Operating Pressure Test 17 and Near Temperature Test. I think thats very imminent.
18 You can look at all the issues that we have, and count on 19 your hands almost.
20 We have some ETAP miles to get through, and weve 21 got HPI Mod to get through, and Some AOV we need to 22 install, stuff like that. But thats, we know that were 23 going very well on management.
24 The HPI pump was another area we wanted to talk 25 about. Im not pleased with the progress that weve made; MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
120 1 however, I am extremely pleased with the questioning 2 attitude that we had on that. And whenever you get one of 3 these tests that are at issue, youre going to find 4 questions. And we found some of those. We had to go back, 5 and I think Bob characterized our situation very well.
6 I believe this Mod still will be very successful.
7 At the end, I think we have some data, like no one else has 8 got, on the effects of our material on some of the rotating 9 parts in the pumps.
10 We look forward to the, to the NOP test, once again, 11 from an Operations standpoint, Engineering and Maintenance 12 standpoint. Were going to be doing our readiness reviews 13 for Mode 4 starting tomorrow.
14 We shared some of the thoughts with you today, but 15 well be doing that assessment as a management team. We 16 look forward to that.
17 And then, once again, if I go back, I look at the 18 plant, and I think its good to look at the people progress 19 youve made, the material condition progress and the 20 design. That margin, if youre not gaining margins in the 21 plant, and improve the material condition, then, and 22 working on your people, youre probably going backward from 23 a safety culture standpoint.
24 And if I looked at each and every one of those right 25 now, I would give us a check mark. Not that were the best MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
121 1 in the industry, but the trend is definitely correct.
2 Thats all we had to share with you today. Thank 3 you for letting us discuss this, these issues. Thank you.
4 MS. LIPA: Okay. Thank you.
5 Any comments or questions at the table here?
6 MR. GROBE: Lew, I appreciate 7 your presentation today. I think it was very helpful. You 8 gave us a very broad perspective of where youre at, where 9 youre going.
10 I think we need to contemplate what the focus of 11 next monthss meeting, and Im not quite sure how we want 12 to focus. Well be discussing that over the next couple of 13 weeks.
14 MR. MYERS: Okay.
15 MS. LIPA: Okay. So, what 16 were going to do is take a ten minute break and well be 17 ready for our questions and answer period. And, I just 18 want to remind everybody that next months meeting is 19 August 12th. Thank you.
20 (Off the record.)
21 MS. LIPA: Okay, if everybody 22 would find their seats. What were going to do is open up 23 the microphone for anybody who has a question or comment or 24 the NRC. And well start with local members of the public, 25 and what we have is a sign in sheet at the podium and MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
122 1 Mr. Steckel has assured me that that microphone will work.
2 And we would limit each person to five minutes for comments 3 or questions. And, then just state your name clearly for 4 the transcriber.
5 And also we have, there is a block on the form where 6 you can fill in your phone number in case you want, have 7 any questions you have and we can contact you.
8 So, lets go ahead. Who is first? Who has a 9 comment or question for us?
10 Anybody have any comments or questions about some of 11 the items we talked about today, or about the information 12 in our newsletter?
13 MS. RYDER: Hi, my name is Amy 14 Ryder. Im with Ohio Citizens Action. I have a quick 15 question, just as far as scheduling goes.
16 Does the, do the HPI pumps have to be fixed and in 17 place before the pressure test is done, or can that be done 18 first?
19 MS. LIPA: The answer to 20 that, Amy, is the tech specs require that the high pressure 21 injection system be operable for Mode 4 or 3 -- for Mode 22 3. So, the Licensee plans before they plan to do the NOP 23 test, they need to go to Mode 3 for that test. Before they 24 go to Mode 4, they need to get ready for Mode 3. They need 25 to have the high pressure injection system operable for MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
123 1 tech specs.
2 MS. RYDER: Okay.
3 MS. LIPA: Before they can do 4 the pressure test. Thats correct.
5 MS. RYDER: And I have some 6 letters that I want to give to you.
7 MS. LIPA: We need to 8 clarify.
9 MR. GROBE: Yeah, lets add a 10 little more detail to that.
11 MS. RYDER: Okay.
12 MR. GROBE: There is a license 13 amendment request in-house with the NRC. It was posted 14 last month, I believe, to the Federal Register. That would 15 authorize a one time kind of exception to the tech specs as 16 they exist today, to permit the performance of the high 17 pressure -- or the Normal Operating Pressure Test with the 18 high pressure injection pumps as they are today, but not 19 permit the plant to go to Modes 2 or 1.
20 So, there is several different options that the 21 Licensee has. They can reinstall the old pumps and use 22 that license amendment request, which is in the process of 23 being reviewed, or they can have a successful modification 24 of the pumps, or they can successfully replace the pumps.
25 But the pumps have to be operable in accordance with the MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
124 1 tech specs. Currently, theyre not operable in accordance 2 to the tech specs.
3 MS. RYDER: Okay. All right.
4 Also, I wanted to deliver to you today, I have 450 5 letters written from residents across the northern part of 6 the state who are asking the NRC to keep this reactor 7 closed permanently. This reflects the large number of 8 people that weve talked to when we go door to door, who 9 are very concerned about their safety and believe that 10 their safety would be jeopardized if this plant were 11 returned to service.
12 So, if someone could go get these.
13 MR. GROBE: I appreciate you 14 bringing them. We appreciate it. Weve also received 15 about a hundred emails over about the last several days, 16 that we appreciate receiving, because thats why were 17 here. Were here to receive and hear from the public, and 18 understand concerns and respond to those. So, thank you 19 very much, Amy.
20 MS. LIPA: Okay. Does 21 anybody else have comments or questions for us? Are you 22 sure?
23 Okay. Well, well resume again at 7. And, so, if 24 you want to come back then, and ask your question then, or 25 you can come up after the meeting is over if you want to MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
125 1 try to catch one of us.
2 Thank you all for coming. Good night.
3 (Off the record.)
4 ---
5 6
7 8
9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO
126 1 CERTIFICATE 2 I, Marie B. Fresch, Registered Merit Reporter and 3 Notary Public in and for the State of Ohio, duly 4 commissioned and qualified therein, do hereby certify that 5 the foregoing is a true and correct transcript of the 6 proceedings as taken by me and that I was present during 7 all of said proceedings.
8 IN WITNESS WHEREOF, I have hereunto set my hand and 9 affixed my seal of office at Norwalk, Ohio, on this 19th 10 day of July, 2003.
11 12 13 14 Marie B. Fresch, RMR 15 NOTARY PUBLIC, STATE OF OHIO 16 My Commission Expires 10-9-03.
17 18 19 20 21 22 23 24 25 MARIE B. FRESCH & ASSOCIATES 1-800-669-DEPO