ML042160078
| ML042160078 | |
| Person / Time | |
|---|---|
| Site: | Harris, Brunswick, Crystal River, Robinson  |
| Issue date: | 07/28/2004 |
| From: | Travers W NRC/RGN-II |
| To: | |
| Shared Package | |
| ML042160076 | List: |
| References | |
| Download: ML042160078 (29) | |
Text
NRC Region II meeting Dr. William Travers July 28, 2004 Enclosure 2
Progress Energy Scotty Hinnant NGG Organization and esponsibilities Scotty Hinnant NGG fleet management Scotty Hinnant hilosophy Strategic initiatives Scotty Hinnant/All NGG approach to industry Joe Donahue sues Plant accomplishments and hallenges CR-3 Dale Young RNP Tim Cleary HNP Bob Duncan BNP Neil Gannon Region II expectations or NRC oncerns 2
Progress Energy, Inc.
Bob McGehee Ventures Energy Supply Energy Delivery Service Co.
Tom Kilgore Skip Orser Bill Johnson Peter Scott Overview Headquarters Raleigh, NC Employees 15,300 Customers 2.8 Million Service Territory 53,700 Square Miles in NC, SC, and FL Key operational highlights Total generating capacity 24,060MW Generation Capability 50% gas/oil 31% coal 18% nuclear 1% hydroelectric Distribution lines 83,545 miles Transmission lines 10,272 miles Key financial highlights Operating revenues (2003) $8.7 Billion Electric sales $100 Billion kWh Total Assets $26.2 Billion 3
Energy Supply Business Unit Skip Orser Group President Energy Supply Todd Yaeger Director - F&A Services Scotty Hinnant Mike Williams Nuclear Generation Power SVP & Chief Nuclear
- Operations Officer Sr. Vice President 4220MW (MDC) Nuclear 9,167 MW (MDC) Fossil Steam 2466 PGN employees 7,748 MW (MDC) Combustion Turbine 2,707 MW (MDC) Combined Cycle 218 MW (MDC) Hydro 2212 PGN employees 24,060 MW Total 4
5 Chief ChiefNuclear NuclearOfficer Officer ceEvaluation e Evaluation Nuclear Nuclear Nuclear NuclearSecurity Security Brunswick Brunswick Harris Harris Robinson Robinson22 Crystal CrystalRiver River33 ory toryAffairs Affairs Engineering EngineeringServices Services e Assessment
. Procedures *Operate
- Access Authorization *Engineering Chiefs (Typ) (Typ) (Typ) e Regulatory *Maintain
- Security Guard Force *Nuclear Fuel
- Engineer
- Nuclear Information
- Train Technology
- Nuclear Assessment
- Materials Contracting
- Emergency Preparedness
/Warehousing
- Licensing
- Outages
- Nuclear IT
- Material Handling
- Security
- Communications (Corp)
- Human Resources (Corp)
Centralized De-centralized 6
Organizational Excellence C. Scotty Hinnant Nuclear Generation Senior Vice President & Chief Nuclear Officer Cornelius J. Gannon, Jr. Joseph W. Donahue Brunswick Nuclear Plant Nuclear Engineering & Services Vice President Executive Director James W. Holt Dale E. Young Performance Evaluation &
Crystal River Nuclear Plant Regulatory Affairs Vice President Manager James Scarola Claude E. Martin Harris Nuclear Plant Nuclear Security Vice President Manager John W. Moyer Robinson Nuclear Plant Vice President 7
by performance and committed to excellence to be the best nuclear program Planning Sessions Progress Energy G Fleet Management MISSION 2004 - 2005 To safely produce reliable electricity for profitable sale while meeting the highest standards of environmental protection High Meaningful Value Our Embrace Effective Effective Maintain Critical Objective Environme Healthy Optimal Effective Nuclear Degree Successio Employees Diversity Training Oversight Design Self- Performan ntal External Standardiz Peer s Safety of Integrity n Plan Basis Evaluation ce Stewards Interface ation Groups Focus Indicators NGGD- HRI-HOCO- NGGD- NGGD- Diversity NGGD- NGGD- NGGD- NGGD- NGGD- NGGD- NGGD- NGGD- NGGD-0002 00008 0001 0001 Strategic 0001 0070 0001 1400 0006 0030 0040 0004 0008 s/ NGGD- Plan NGGD-0020 0050 NGGD- NGGD-2400 0060 NGGD-1610 NGGD-1700 Operational Excellence Competitive Positioning Organizational Excellence
- Equipment Reliability
- Shared Resource
- Fleet Management
- Outage Optimization Optimization § Fleet Engineering
- Fire Protection
- Supply Chain Improvement § Standard
- Containment Sump
- PassPort V10 Organization Design
- Personnel Safety & Human
- Extended Power Uprate
- Leadership Development Performance
- Diversity
- Security Upgrades
- Spent Fuel Management
- Knowledge Transfer Performance Monitoring
- Quality of Vendor Services
- Digital Systems Strategy Development
- Employee Surveys
- Siren System Long Range
- Management Review Plan Meetings s
- Alloy 600 Issues
- 2 Cs
- Large Component Change-
- Internal (NAS/PES)
Out Oversight
- External (NSRC/NSOC)
Oversight
- Financial Reports
- Incentive Goals
- KPIs
- CAP Trend Analysis
- Department Head Meetings nt Core/Enabling Process Major Projects Training & Personnel
- Self-assessment Development
- Employee Concerns
- NRC/INPO
- Work Management
- PDP
- Configuration Control
- Business Training
- Equipment Reliability
- RV Head Replacements
- Incentives
- Materials and Services
- Nuclear Fuel 5 Year Plan
- Leadership Development
- Training
- Regulatory Influence
- Systematic Selection
- Support Services
- Security Guide
- Fuel Management
- Plant Operation
- Loss Prevention
© 2002, 2004
The NGG Business Plan has been developed around the three Energy Supply Critical Success Factors that explain and guide our strategy: Operational Excellence, Competitive Positioning, and Organizational Excellence. Investing in our people, plants, and technology will enable us to achieve future growth, stability, and superior performance.
Operational Excellence encompasses how we set our targets and operate our plants. Our goals are to deliver top-quartile operational performance in the areas of safety and production, while maintaining superior environmental performance.
Competitive Positioning means making sure we are positioned for success in the competitive marketplace. We must optimize the use of our O&M dollars, capital dollars, fuel dollars, and new technology to better position the fleet for a future in the competitive southeast.
Organizational Excellence involves how we build and lead the organization to ensure our performance is sustained over time. NGG has an integrated management approach, with a focus on continuous improvement and excellence in employee and management selection and training.
Concentrating on Operational Excellence, Competitive Positioning, and Organizational Excellence is the first step to help us reach our goals. The Critical Success Factors are tied to the successful execution of this Plan and form the foundation for this document. Key initiatives have been identified for each of these Critical Success Factors, as shown in the following pages.
Operational Excellence Organizational Competitive Excellence Positioning 9
- Security
- Power up-rates
- Trip reduction/zero tolerance
- Spent fuel
- NuStart Consortium 10
- Order requirements will be met.
- Interpretations continue to change.
- Force-on-force exercises must be controlled.
- EP drills have been run at each plant based on a security scenario.
11
lant Application submittal Robinson Renewal approved Brunswick October, 2004 Harris 4Q 2006 Crystal River 1Q 2009 Approach Dedicated team led by corporate manager that applies lessons learned to improve application quality and process efficiency.
12
Plant Status Robinson 4.5% in 1979 1.7% in 2002 Brunswick 1 5% in 1996 14.27% in 2004 Brunswick 2 5% in 1997 14.27% in 2005 Harris 4.5% in 2001 Crystal River 3.75% in 1981 0.49% in 2002 Approach Carefully evaluate design and equipment margins and maintain or increase margins where possible.
13
Integrated trip reduction methodology
- Focused on high risk systems
- Integrate
- Operational philosophies
- Single trip vulnerabilities
- Maintenance PM practices Zero tolerance
- Identify critical components.
- Focus preventative maintenance and rebuild programs to eliminate failures.
- Change culture from fix to prevent failures.
Objective High safety system availability with breaker-to-breaker plant operation.
14
- Utilize four Harris pools for Harris, Robinson, and Brunswick fuel storage.
- Ship until limits of IF-300 casks are met for enrichment and burn-up.
- Transition to dry storage
- RNP in 2005
- BNP in 2007
- CR3 in 2014 15
- Objective: Construction Operating License Application
- Members:
Constellation Duke Entergy Exelon Florida Power & Light Progress Energy Southern Company TVA EDF Intl North America General Electric Westinghouse 16
Nuclear Engineering & Services (NES)
Fire protection program upgrade.
Fuel quality/leakers.
Inconel 600 inspection strategy.
Digital upgrade approach.
17
Safe shutdown analysis Fire barriers Fire testing Hot short analysis Progress Energy Fleet SSA Validation Methodology CR3 BNP RNP HNP Cable Reroute OK as is Raceway Wrap Step 1:
Step 2:
Step 3:
Step 5:
Step 6: Meggett Cable Validate Flow Fire Area Alternate Equipment Validate System Perform Circuit Step 4: Determine Path & Analysis of Other
& Function Analysis/Cable Locate Cables Design Equipment Affected Selected Selection SSA TASK 5 Strategies Design Mod Selected Equipment SSA TASK 4 SSA TASK 5 SSA TASK 6 SSA TASK 4 SSA TASK 6 Step 7: Step 8:
Corrective Propose Manual Demonstrate Action &
Action Feasibility NRC Approval SSA TASK 6 SSA TASK 7/8/9 FP Program Changes Postion Paper NRC Circuit Analysis Circuit Analysis Workshop Progress Energy Circuit Analysis Final Position Feb 19, 2003 and PGN Fleet Standard Final Manual from NRC Manual Action additional guidance Feasibility Method Review and Approve Manual Action Action Rule 2004/2005 per NRC using NRC Interim Feasibility from NRC Action Plan Guidance as input High Significance Circuits:
e.g. RCS Inventory Control Progress Energy Fleet Manual Action Feasibility High - Low Pressure Interface Position Paper Spurious operations affecting operating equipment Progress Energy Fleet Fire Induced Circuit Analysis Position Paper 18
- Framatome bundle redesign
- RNP/HNP experience
- GE-14 challenges
- Vendor actions and inspections 19
- Heads
- CR3 replaced in 2003
- RNP 2005 replacement planned
- HNP (spare in stock)
- RNP replaced in 1984
- HNP replaced in 2001
- CR3 replacement planned 2009
- Inspection/replacement strategy d font = cracking locations in industry Spray nozzle-pipe weld SG Alloy 600 NA to CRDM motor housing RNP and HNP
- CRDM nozzles to RV head welds Heat transfer tubing Head vent pipe Tubesheet (TS) cladding Monitor tube Tube-TS cladding weld
- Partition plate & welds Primary nozzle closure Core support rings & welds block
- Bottom channel head drain tube & welds strument tubes (BMIs)
- Standard hardware platform
- BOP - Honeywell
- NSS - final platform selection in progress
- Fleet approach
- Apply design lessons learned
- Standard training
- Standard parts back-up
- Phased approach
- Install infrastructure
- Phase in modules as plant needs dictate 21
22 14 12 12 10 8 9 9 6
4 4
2 0
2001 2002 2003 2004 *
- Year-to-date through June 23
100 97.3 96.5 96.8 95 93.6 HNP S/G replacement 90 89.0 85 1999 2000 2001 2002 2003 Includes CR3 beginning in 2001 24
Achievements NGG Integration RV Head Replacement IN 600 inspections Improved safety, production, efficiency Challenges Following RF13 Worker performance Operations focus Site Excellence Plans 25
Achievements License renewal, April 2004.
Bottom mounted instruments inspected April 2004
- clean, no indications.
Reactor vessel head inspected May 2004 - clean, no indications.
Back-to-back 500+ continuous operating cycles, 3-year capacity factor 94%.
Challenges Reactor vessel head replacement, October 2005.
Dry cask storage project, construction underway, load cask July 2005.
Security order change implementation.
26
chievements Upper and lower reactor vessel head inspections completed with no findings.
Control room inleakage testing results among best in industry - well within our design bases.
Personnel safety Utilization of risk perspectives hallenges Fire Protection Trip reduction culture 27
Accomplishments
- 120% on U1
- EPU Margin Gains
- Steam Dryer Mods
- ALARA Performance
- U2 Maintenance Outage Challenges
- Adverse Trend in HU
- EDG JWC
- OSART Preparations
- Spent Fuel Shipping 28
- Dr. Travers
- expectations/comments
- Region II concerns/comments 29