ML032300033

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Exelon Nuclear State of the Fleet Presentation
ML032300033
Person / Time
Site: Oyster Creek
Issue date: 07/30/2003
From:
Exelon Nuclear
To:
Office of Nuclear Reactor Regulation
References
Download: ML032300033 (40)
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- j-WN State of the Fleet Presentation July 30, 2003 FEnclosure 2

I State of the Fleet Presentation

~~~~~~~~~~~~~M -~~~~~~~~~~~~~~~~~~~

Introductions and Opening Remarks Jack Skolds The Exelon Way Initiative Jack Skolds Fleet Performance Summary Chip Pardee Equipment Reliability Bill Bohlke Fuel Reliability Bill Bohike Oyster Creek Update Bill Levis Regulatory Performance Jeff Benjamin Nuclear Oversight Perspectives Bob Braun Closing Remarks Jack Skolds 1

The Exelon Way Initiative Jack Skolds Chief Nuclear Officer

Exelon Way Model Characteristics New Model Key Dimensions Support

  • Realign support Functions - resources One Source c Restructure the business units

-3 Business v Optimize 0 S S. _ .

Units - investments One Model

- Standardize processes Operating v Simplify the Processes - business One Approach

  • Create a culture of excellence 3

Exelon Nuclear High-Level Organization Effective By Aug. 1, 2003 I I ~~~ i

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[Fi1 ste I - Ucensing l

.l VPs l1 LI II I Suppc o I Finance I Emergency I Preparedness Environmental

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Exelon Nuclear Focus Areas

  • Operational Execution and Safety

-

  • Equipment Reliability
  • Fuel Reliability 5

Fleet Performance Summary Chip Pardee Senior Vice President Nuclear Services

Exelon Nuclear Performance Overview

  • Continued Solid Performance
  • Key Accomplishments o Integration of Operational Fundamentals o Implementation of Management Model o Talent Management
  • Continuing Areas of Focus o Operational Execution and Safety o Change Management o Collective Radiation Exposure o Technical Issue Resolution o Equipment Reliability o Fuel Reliability o Oyster Creek o Emergency Preparedness 7

Opportunity for Improvement - Exelon Nuclear Of the 11 large nuclear fleet operators, Exelon Nuclear was INPO Index Highest Capacity Factor Highest Production Cost Lowest

.7 -=*--1 r. .

INPO Capacity Prod.

Index Factor Cost A hL 1st A L A IL 2nd 3rd 3rd

- 5th 5th 6th 7th 7th Lowest I Lowest I I Highest 2000 2001 2002 INPO 2000 2001 2002 Capacity 2000 2001 2002 Prod.

Index Factor Cost Continued focus on operational excellence, equipment reliability, refueling outages, and forced loss rate fI 8

Operational Execution and Safety INPO Performance Index 96 95 O 94 O 93 z92 91 90 2000 2001 2002 2003 YrD/YEP 0 Exelon Average Exelon Year-end Projection Quartile Exelon Plants Values 1 st Quartile 99.1 BW-2, LGS-1, LGS-2, BY-2, LA-1 2 nd Quartile 95.7 BY-1, PB-3, BW-1, OC-1, DR-2 3 rd Quartile 87.7 PB-2, LA-2, CL, TMI-1, DR-3 4 th Quartile <87.7 QC-2, QC-1 9

Operational Execution and Safety INPO Performance Index 100 98 96- 95.5 3.08 1r= .4 - 92.3 t5 1.42 94 4.11~ l l 92 - 1.30 90~ 0 .2 0.55 0.55 0.27.-

0.27.550.1 88 0 - -i = !SL{I f Adverse trend is primarily due to:

  • Collective radiation exposure
  • Fuel Defects a Forced Loss Rate and Capability Factor
  • Actions to Address Negative Trend
  • Collective Radiation Exposure Initiative
  • Actions to address Forced Loss Rate, and Capability Factor performance issues
  • Resolving fuel integrity issues 10

"S Operational Execution and Safety Human Performance OSHA Recordable Accident Rate Station Event Clock Resets Per 200,000 person-hours Human Error Scrams 100 -

I1- 12 80 -

028. 10.

60 8 H

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40 - 6 CA 20 0.

2000 2001 H A 2002 2003 02.

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2000 2001 2002 2003 4.

2 n

v 2000

.F-n 2001 2002 FEu 2003 1

YTDN'EP 0 Exelon Performance U Exelon Year-end Projection a Exelon Performance U Exebn Year-end Projection 0 Exelon Performance U Ekelon Year-end Projection Build on Performance Gains Reinforce the Fundamentals of Safe Nuclear Operation Observation Program Aligned With Fundamentals Implemented Corrective Action Program Fundamentals Trending Conducting Supervisory Training Modules Revised Operating Experience Process 11

Operational Execution and Safety Collective Radiation Exposure 4000 1?

m1 600' SWO I

I0 400*

.2 1 0

2000 2001 202 2003 8

200 100 0 - - a - - - I 2001 H 2002 2O03 l BWR Collective Radlaton Exposure U 2003 YEP 0 PWR Colecte Radiaton Exposure

  • 2003 YEP Radiation Dose Reduction Initiative
  • Permanent Shielding
  • Chemical Decon for Quad Cities
  • Hydrolaze Taps
  • Strategy for NMC Re-application
  • Remote Monitoring Technology Following Chemical Decon Pilot at Dresden
  • PWR Zinc Injection
  • BWR Ultrasonic Fuel Cleaning Term Reduction for Quad Cities Technology 12

Generation Commitment Capacity Factor o~~~~~~~~~~~~~~~~~~~~~~~~~~~~-

.- I 11 -1111 i

Exelon Capacity Factor 2003 YTD Generation Losses 0

mem 95.7 0.2 1

O...

a t ss I

0 1.0 U- 1.7 02 i 5 IL (3 S3 04 0.4 t.

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I

-I 1 4-2000 2001 2002 2003 YTDNEP bI Iacelon Average Capacity Factor 2003 Year-end Prolectin II I 1ll II I Gaps:

  • Forced Outages and Downpowers Due to Equipment Reliability Issues
  • Fuel Integrity Issues
  • Quad Cities Steam Dryer
  • Dresden Hydrogen Leak Actions to Address Negative Trend:
  • Validating Actions in Equipment Reliability Program to Ensure Adequacy
  • Resolving Fuel Integrity Issues 13

Technical Issue Resolution

  • Lessons Learned / Insights o Enhancing Technical Basis for Critical Decision Making o More Aggressive / Complete Use of Technical Experts o More Effective Coordination at Senior Team Level on Critical Decisions o Sharpen Focus on Plant Events o Licensing / Engineering Alignment on Emerging Regulatory Issues o More Structured Communication with NRC 14

Equip.ment Reliability Bill Bohike Senior Vice President

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Equipment Reliability 2002 Forced Loss Rate Contributors 1.90 0.72 2.0 1.8 1.6 1.6 l l0.33 1.2 U.

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0.31 0.,

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Equipment Reliability 2003 Forced Loss Rate Contributors Through June EDG Cable(OC),

Dryer(QDC)

Condensate Pump 2.5 2.5 - ~~~~~~~~~~~~~~~~~~~~Leak(LA),05 Trip(LA), Heater Tube 0.57 Generator(DRE) 2-MSIV Accumulator leak(DR), 0.52 MSIV Closure(PB), PORV 1.5 Spurious Opening(QC)

Condensate Polisher

-0tR 1 1 lsolatlon(LI) 0 0.5

  • Leaking PORV 0.89 I 0 (QDC) 0.08 17

Equipment Reliability Challenges

  • Equipment Reliability Process o What has been completed?

o How are we doing?

o What lies ahead? 2004 - 2006

  • Long Term Planning and Assessment Management Strategies
  • Fuel Integrity Issues
  • Summary of Challenges 18

Equipment Reliabiliy

  • What Has Been Completed So Far o System Single Point Vulnerability Reviews o Scram Derate Challenge Reviews o System Performance Monitoring Plans (Complete Except Oyster Creek, Due 8/30/03) o 154 PCM Templates in Production o Obsolescence Program Developed to Implement INPO AP-913 Process o Long Term Asset Management (LTAM) Strategies Issued for 20 Major Components o Process Developed to Track Unexpected Corrective Maintenance (CM-U) 19

r Equipment Reliability Improvements Completed In 2002

  • Reactor Recirculation/Feed Water o BYR - Main Power Transformer o LAS - Digital Recirc & Feedwater Replacement o PBM - Feed Water Heater Replacement o CLN - Main Power Transformer Sudden Pressure Relay
  • Dose Reduction V Turbine / Generator o LIM/PBM/OYC - Drywell Permanent o BWD - Generator Stator Replacement Shielding o CLN - Extraction Steam Bellows o PBM - Zinc Injection Replacement
  • Additional Improvements o CLN - Generator Rewind o Various - Circuit Card Replacement o DRE/LAS - Hydrogen Cooler o OYC - Replaced Main Steam Line Low Replacement Pressure Sensors With Analog Trip o LIM/QDC - EHC Isolation Valves System
  • Circulating Water/ Condensate o OYC - Noble Metal Chemistry o LAS/DRE - Condenser Chemical Cleaning o OYC - Process Computer Upgrade o LIM - Cooling Tower Wind Vanes o QDC - 250 VDC Cable Replacement o PBM - Condensate Pump Motor Replacement o TMI - Chem Addition for CW 20

Equipment Reliabillty - How are we doing?

  • Performance Driven by Latent Failures -

Process-driven Improvements Noted

  • Fleet Capacity Factor o 2002 actual 92.7%

o 2003 goal 95.3% (currently @ 94.6% after 2nd Qtr) o Top Industry quartile 93.5%

  • Forced Loss Rate Performance o 2002 actual 1.9%

o 2003 goal 1.1% (currently @ 2.3% after 2nd Qtr) o Top Industry quartile 0.9%

  • Exelon's Equipment Reliability Indicator Trend Has Flattened in 2nd Quarter After Improved 1 t Quarter 21

Equipment Reliability - what lies ahead

  • Complete Latent Failure Reviews
  • Complete SDC/SSPV Actions Resulting From Site Reviews
  • Continue to Implement System Performance Monitoring Plans
  • Pursuing Automation of Advanced "Early Detection" Technologies to Identify Degrading Systems &

Components

  • Identification & Confirmation of Critical Spares
  • Continue to Improve PCM Templates Using Learnings From Events (Internal and External) and CR Trending 22

r Equipment Reliability - what lies ahead

  • Implement Long Term System and Component Plans Into PHC/MCIP Process
  • Work LTAM Strategies Into MCIP Process
  • Review of SDC Results to Address Recent Passive Equipment Failures That Lead to Significant MW Losses (Inst. Tubing)
  • Drive Unplanned Corrective Maintenance (CM-U) to Zero
  • Continued Refinement of On-line Maintenance Techniques
  • Related Activity: Further Improvements in Maintenance Optimization 23

Equipment Reliability Improvements Planned for 2003 -2006

  • Circulating Water / Condensate o All sites - MPT Sudden Pressure o BWD - C02 Injection Into Circ. Water Relays o BYR - Replace Condenser Expansion o DRE/QDC - MPT Replacement Joint
  • Turbine / Generator
  • Additional Improvements o BWD - Extraction Steam Bellows o Various - PMCEI Card Replacement Replacement o BYRIDRE - Air Compressor o BYR - DEHC Replacement Replacement o LAS - EHC Filtration Upgrade o CLN - Replace DC Ground Detector o LAS - Generator Overhaul o DRE - Re-Tube LPCI Heat Exchanger o LIM - Turbine Thrust Bearing Wear o LAS - Plant Process Computer Detector Replacement o PBM - Moisture Separator Upgrade o LAS - Main Control Room Digital o QDC - EHC Control Replacement Recorders
  • Reactor Vessel & Internals o TMI - Strip Chart Recorder Replacement o CLN - Shroud Repair o DRE - Jet Pump Beam Replacement o DRE - Jet Pump riser Brace o QDC - Jet Pump Sensing Line 24

Long Term Asset Management Strategy

-- - - -- g LTAM w

Outage Length Strategy Strategies O&MtCapital Projections I MOIPI 25

Fuel Reliability Bill Bohike Senior Vice President

Fuel Integrity Issue o 30 Percent of U.S. Units Report Operating With Fuel Defects o Exelon Has Seven Units With Fuel Defects Initiative - Fuel Reliability Improvements o Nuclear Design Improvements o Mechanical Design Improvements o Manufacturing and Material Improvements o Operational Reviews o Fuel Handling/FME Controls Improvements o Water Chemistry Improvements o Additional Fuel Inspections o Vendor Oversight Improvements 27

o^yster Creek Bill Levis Vice President, MidAtlantic Operations

Oyster Creek U pdate i Strike Commenced May 22, 2003

  • Contingency Plan Implemented Quickly and Successfully
  • Plant Is Being Safely Operated
  • Staffed by Non-represented OC and Other Exelon Employees
  • Critical Work Is Being Performed
  • Contract Negotiations Are Proceeding 29

Oyster Creek Update Deferred I Rescheduled Work

  • Focused Area Self-assessments by the Line
  • Continuing Training
  • Modifications
  • Support Activities o Corrective action program backlog o Engineering Quality Review Team on hold o Scorecards o Procedure enhancements 30

Oyster Creek Update Focus Areas e Event-free Operations

  • Workforce qualification and fatigue
  • Enhanced Oversight
  • Development of robust Reintegration Plan 31

Regulatory Perfoeormance Jeff Benjamin Vice President Licensing and Regulatory Services

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Regulatory Performance

  • Security o Implementing NRC Orders o Assessing Necessary Changes for Revised Design Basis Threat
  • Emergency Preparedness Focus Areas o Improving Kennett Square Performance o Maintaining Effective Offsite Interfaces o Maintaining ERO Performance / Proficiency o Completing Siren Upgrades
  • Continued Emphasis on Communication With Regions and Headquarters 35

Nuclear versight Bob Braun

  • Vice President Nuclear Oversight

Nuclear Oversight

  • NOS Organizational Realignment
  • Exelon Way o NOS Impact o NOS Oversight of Implementation
  • NOS Fleet-Wide Focus Areas
  • Employee Concerns Program 37

Employee Concerns Program

  • Routinely Monitor All Areas of Workforce Concern o Grievances o FFD Results o Employee Concerns Program (ECP) o NRC Allegations o EEO Charges o DOL Charges
  • Overall Program Health Improving o SCWE Assessment Completed o ECP Contacts Increasing o External Contacts Decreasing o 9/02 Assessment Noted Strength in Widespread Program Knowledge o FASA Scheduled for 3Q03 38

Closing Remarks, Jack Skolds Chief Nuclear Officer

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