ML040701155

Plant Performance Update Meeting

ML040701155
Person / Time
Site:	Catawba
Issue date:	02/24/2004
From:	NRC/RGN-II
To:
Shared Package
ML040701146	List: ML040701151 ML040701155
References
Download: ML040701155 (36)

Text

Generation Trending Status - Dhiaa ~ a m i i Equipment Reliability - ~ t - p nDO^

Human Performance and Operational Decision Making

- Mike Glover Corrective Action Program and Security - ~ i c Sweigart k

L outagf Ili8-12I31 Digital Feedw ate:

CMlrul System mw er Reducllon

- Replaced RCP mtx A

( W E ) powel - Rxwssel Iwr head ruppv ,eplace"mll due to Loop 1A insp and cleaning Hot L B RTD

~

- Cleaned KC Hxtube!

fajlures

- Replaced 1B Cntml Spray(NS) Hx

- 100% eddycurrent testing A & D SiGs and partial EiC S & C

- Sludge lance of A. B, C , and D S/Gs

- Installed new swing uta1 invcrton

- Rewind f a i n Gcn stator and field

- In-Mast Sipping lEOC'4 UuL3gR

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3/29/03 4/26/03 5/24/03 6/21/03 7/19/03 8/16/03 9/13/03 10/11/03 11/8/03 12/6/03 1/3/04 1131/04 4

110 100 00 80 TS 3 0 3 Y O onmenced due to 70 Rucbackdue Wiuieing Water to spurinus Storage TanK Qn Bkr 2l trip Channel falures 1

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n 40 7-

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3/1/03 3/29/03 4/26/03 5/24/03 6/21/03 7/19/03 8/16/03 9iIY03 IOi/11/03 11/8/03 12/6/03 1/304 li31104

Receive third consecutive INPQ 1 rating NRC Performance Indicators - A61 Gr Outage Nuclear and ersonnet Safety Close to 4 Million work-hours without lost time accident Unit 2 - 332 continuous operation Industry recognition for thermal efficiency (BTU/kwh) and generation efficiency ($/kwh) 6

Equipment performance was not meeting our expectations during 2003 and early 2004:

- Resources often pulled from prevention to reactive duties

- 28 days of lost generation in 2003 due to equipment problems

- Several unplanned events that required NRC interaction 2

Create a short-term recovery strategy Promote shared site-wide focus like a refueling outage Charter team leaders via formal pre-job briefing EnIist ent ire workforce Maintain a sense of urgency, something is different Identify equipment reliability concerns that could lead to unit trip or power reduction During the recovery strategy, preserve and continue the establish d equipment reliability program 3

(existing)

I I Equipment Re1iabiIity $rag rams Plant Health Implementation Common Cause Teams Team Team U

4

Each co-chaired by engineering and station division managers, staffe y subject matter experts Reviewed known open challenges such as significant corrective actions, corrective maintenance tasks, tech spec items, operator workarsunds, single point vulnerabilities, recurring plant action register items, etc.

Surveyed site teammates to probe for challenges not previousIy documented Sorted the challenges into three action item categories

('I= most urgent)

Staffed y managers of work execution processes a Collected input from Plant Health Teams (2119)

@ Confirm riorities of action items and review for consistency (Wl5)

Enter the most urgent action items into the appropriate work process nd begin tracking to completion 6

@ Objective:

- Identify common causes related to program and pt-0cesses

@ scsp

- 2083 significant equipment failures

@ Ongoing process

8 0

I-P 0

SC-E 0

6 L-Z

PHTs will be part of the trimester system kealt reporting cycles Will provide cross-or tisnal input concerning reliability concerns a stern health color Plant Health Co rnittee wilt provide oversight 9

Monitori Foreign Materi xclusisn Prevention

Structured, d air nfir

@ Unique challeng r quality

@ Scope

- Low pressure service water Poly piping (est $48M, $26M spent to date) 2001-2Q06

- Nuclear ervice Water Significantly larger scope 2003 - 2010

-Fire prot

• Smaller scope 2003 - 2004 13

challenge

@ Significant resource i Ongoing issu

1 OPERA MAKING e

NEW NUCLEAR SITE DIRECTIVE GHAT PROVIDES A FRAMEWORK FOR EVALUATING DECISIONS THAT HAVE THE POTENTIAL. TO AFFECT PLANT OPERATION OR OPERATIONAL MARGINS; PROVIDES A PROCESS FOR IDENTIFYING, EVALUATING, AND APPROVING OPERATIONAL DECISIONS; ALIGNS TO INPOs P INCIPLES FOR EFFECTIVE OPERATIONAL DECISION MAKING.

2

SIX PRINCIPLES OF OPERATIO DECISION MAKING Conditions that potentially challenge safe, reliable operation are recognized and promptly reported for resolution.

• Roles and responsibilities are established for making and implementing decisions and are thoroughly understood by plant personnel-e Potential consequences of operational challenges are clearly defined and alternative solutions are rigorously evaluated.

e Decisions are based on a full understanding of short and long-term risks and the aggregate impact of conditions associated with various options.

Implementation plans are developed to effectively communicate actions, responsibilities, compensatory measures, and contingencies to ensure successful outcomes.

Decisions and decision-making activities are periodically evaluated.

3

M PROCESS

- An evaluation team is formed for each o erational decision makin (ODM) issue.

- Each ODM issue is documented to ensure operational decision-making processes are followed.

- Duty Station Manager must approve all operational d cisions.

- ,411 ODM issues are entered into the corrective action program.

ODM EXAMPLES Decisions to continue lant operation with degraded conditions when those conditions ar by technic I specifications.

Repetitive equipment failures for which the cause is not well understood.

Changes in a process or procedure which result in increased risk of a lant transient or additional reliance on operator action to mitigate an event.

5

6 Catavvba continues to focus on human performance Foundation is 6 Tools for Event Free Human Performance 7

.. .. . . . .... ~ .- ._

e Created a structure to manage/oversee site human performance HPSP - senior site management oversight HPRC - each group chaired by group management HPRC Lead - each group represented y group cOQTdil7atOr OPI Manager - site lea 8

e3 Initial Trainin

- Human error reduction training for workers and supervisors Continuing Trainin

- Bringing ut the Best in People - Aubrey Daniels -

reinfo rcing correct behav iors

- Safely Speaking - M ging a Safety Environment R 02-04. - Davis Besse 9

@ Each group develops focus ar as base t rends/i

@ Exarnpl

- OPS - procedure use and adherence

- MNT - supervisor intervention

- Radiation Protection - procedure use and adherence

- ngineerin - procedure use and adherence

- Work Control - error detection practices

Improve site human performance through emphasis on the stop when unsure tool 11

Completion of Root Cause Management Sponsor Training Increased oversight by the Corrective Action Review Board (CARB)

Group level 'Corrective Action Review Engineerin and station groups 2

Force-on-Force Pilot Brill Results

@ NRC Security Order Implementation Update

-Training an Qualification Plan n Basis Threat Enhancements

- Revised Security Plan Submittal

@ Security For6 Manning Status Fatigue 3