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
2
- Progress Energy Scotty Hinnant
- NGG Organization and Responsibilities Scotty Hinnant
- NGG fleet management philosophy Scotty Hinnant
- Strategic initiatives Scotty Hinnant/All
- NGG approach to industry issues Joe Donahue
- Plant accomplishments and challenges
CR-3
BNP Dale Young Tim Cleary Bob Duncan Neil Gannon
- Region II expectations or concerns NRC
3 Progress Energy, Inc.
Bob McGehee Ventures Tom Kilgore Energy Supply Skip Orser Energy Delivery Bill Johnson Service Co.
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
4 Skip Orser Group President Energy Supply Todd Yaeger Director - F&A Services Scotty Hinnant Nuclear Generation SVP & Chief Nuclear Officer Mike Williams Power Operations Sr. Vice President 4220MW (MDC) Nuclear 2466 PGN employees 9,167 MW (MDC) Fossil Steam 7,748 MW (MDC) Combustion Turbine 2,707 MW (MDC) Combined Cycle 218 MW (MDC) Hydro 2212 PGN employees 24,060 MW Total Energy Supply Business Unit
5
6 Chief Nuclear Officer Chief Nuclear Officer Performance Evaluation
& Regulatory Affairs Performance Evaluation
& Regulatory Affairs Nuclear Security Nuclear Security Nuclear Engineering Services Nuclear Engineering Services Brunswick Brunswick Harris Harris Robinson 2 Robinson 2 Crystal River 3 Crystal River 3
- Access Authorization
- Security Guard Force
- Operate
- Maintain
- Engineer
- Train
- Nuclear Assessment
- Emergency Preparedness
- Licensing
- Outages
- Nuclear IT
- Material Handling
- Security
- Communications (Corp)
- Human Resources (Corp)
- Engineering Chiefs
- Nuclear Fuel
- Nuclear Information Technology
- Materials Contracting
/Warehousing (Typ)
(Typ)
- Corporate Assessment
- NGG Std. Procedures
- Corporate Regulatory Affairs Centralized Centralized De-centralized De-centralized (Typ)
7 Organizational Excellence C. Scotty Hinnant Nuclear Generation Senior Vice President & Chief Nuclear Officer Cornelius J. Gannon, Jr.
Brunswick Nuclear Plant Vice President Dale E. Young Crystal River Nuclear Plant Vice President James Scarola Harris Nuclear Plant Vice President John W. Moyer Robinson Nuclear Plant Vice President Joseph W. Donahue Nuclear Engineering & Services Executive Director James W. Holt Performance Evaluation &
Regulatory Affairs Manager Claude E. Martin Nuclear Security Manager
Operational Excellence 1/21/04
© 2002, 2004
- Equipment Reliability
- Outage Optimization
- Fire Protection
- Containment Sump
- Personnel Safety & Human Performance
- Security Upgrades
- Quality of Vendor Services Critical Success Factors Business Plan Initiatives Progress Energy NGG Fleet Management 2004 - 2005 VISION To have a fleet that is powered by people who are driven by performance and committed to excellence to be the best nuclear program MISSION To safely produce reliable electricity for profitable sale while meeting the highest standards of environmental protection NGG Chief Nuclear Officer Planning Sessions Values/
Strategies Meaningful Successio n Plan Nuclear Safety Focus High Degree of Integrity Value Our Employees Embrace Diversity Effective Training Effective Oversight Maintain Design Basis Critical Self-Evaluation Objective Performan ce Indicators Environme ntal Stewards Healthy External Interface Optimal Standardiz ation Effective Peer Groups NGGD-0002 NGGD-0020 NGGD-2400 HRI-HOCO-00008 NGGD-0001 NGGD-0001 Diversity Strategic Plan NGGD-0001 NGGD-0070 NGGD-0001 NGGD-1400 NGGD-0006 NGGD-0030 NGGD-0040 NGGD-0004 NGGD-0050 NGGD-0060 NGGD-1610 NGGD-1700 NGGD-0008 NGG Directives/
Policies
- Shared Resource Optimization
- Supply Chain Improvement
- PassPort V10
- Extended Power Uprate
- Spent Fuel Management
- Digital Systems
- Siren System Long Range Plan
- Alloy 600 Issues
- Large Component Change-Out Competitive Positioning Organizational Excellence
- Fleet Management
Fleet Engineering
Standard Organization Design
- Leadership Development
- Diversity
- Knowledge Transfer Strategy Development Performance Monitoring
- Employee Surveys
- Management Review Meetings
- 2 Cs
- Internal (NAS/PES)
Oversight
- External (NSRC/NSOC)
Oversight
- Financial Reports
- Incentive Goals
- KPIs
- CAP Trend Analysis
- Department Head Meetings
- Self-assessment
- Employee Concerns
- NRC/INPO Core/Enabling Process
- Work Management
- Configuration Control
- Equipment Reliability
- Materials and Services
- Training
- Support Services
- Fuel Management
- Plant Operation
- Loss Prevention Major Projects
- RV Head Replacements
- Nuclear Fuel 5 Year Plan
- Regulatory Influence
- Security Training & Personnel Development
- PDP
- Business Training
- Incentives
- Leadership Development
- Systematic Selection Guide Implement ing Actions
9 Competitive Positioning Organizational Excellence Operational Excellence 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.
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- Security
- Power up-rates
- Trip reduction/zero tolerance
- Spent fuel
- NuStart Consortium
11
- 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.
12 Plant 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.
13 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.
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- 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.
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- 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
16
- 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
17 Nuclear Engineering & Services (NES)
- Fire protection program upgrade.
- Fuel quality/leakers.
- Inconel 600 inspection strategy.
- Digital upgrade approach.
18
- Safe shutdown analysis
- Fire testing
- Hot short analysis Step 4:
Locate Cables SSA TASK 5 Step 3:
Perform Circuit Analysis/Cable Selection SSA TASK 5 Step 1:
Validate System
& Function Selected SSA TASK 4 Step 2:
Validate Flow Path &
Equipment Selected SSA TASK 4 Step 5:
Fire Area Analysis of Affected Equipment SSA TASK 6 Step 6:
Determine Design Strategies SSA TASK 6 OK as is Step 8:
Demonstrate Feasibility SSA TASK 7/8/9 Design Mod Corrective Action &
NRC Approval Step 7:
Propose Manual Action SSA TASK 6 Progress Energy Fleet SSA Validation Methodology Progress Energy Manual Action Feasibility Method using NRC Interim Guidance as input Review and Approve PGN Fleet Standard Manual Action Feasibility Circuit Analysis NRC Circuit Analysis Workshop Feb 19, 2003 and additional guidance Circuit Analysis Final Position from NRC 2004/2005 per NRC Action Plan Progress Energy Fleet Manual Action Feasibility Position Paper Progress Energy Fleet Fire Induced Circuit Analysis Position Paper High Significance Circuits:
e.g.
RCS Inventory Control High - Low Pressure Interface Spurious operations affecting operating equipment Final Manual Action Rule from NRC Cable Reroute Raceway Wrap Meggett Cable Alternate Equipment Other FP Program Changes Postion Paper HNP RNP BNP CR3
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- Framatome bundle redesign
- RNP/HNP experience
- GE-14 challenges
- Vendor actions and inspections
20
- 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
- CRDM nozzles to RV head welds Instrument tubes (BMIs)
Core support block Monitor tube Head vent pipe Heat transfer tubing Tubesheet (TS) cladding Tube-TS cladding weld
- Bottom channel head drain tube & welds SG Alloy 600 NA to RNP and HNP HNP - about 129 locations (includes 65 on top head and 50 BMNs)
RNP - about 56 locations (includes 50 BMNs)
Spray nozzle-pipe weld CRDM motor housing
- CRDM nozzles to RV head welds Instrument tubes (BMIs)
Core support block Monitor tube Head vent pipe Heat transfer tubing Tubesheet (TS) cladding Tube-TS cladding weld
- Bottom channel head drain tube & welds SG Alloy 600 NA to RNP and HNP HNP - about 129 locations (includes 65 on top head and 50 BMNs)
RNP - about 56 locations (includes 50 BMNs)
- Red font = cracking locations in industry
21
- Standard hardware platform
- 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
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23 12 9
9 4
0 2
4 6
8 10 12 14 2001 2002 2003 2004 *
- Year-to-date through June
24 93.6 96.5 89.0 97.3 96.8 85 90 95 100 1999 2000 2001 2002 2003 HNP S/G replacement Percent Includes CR3 beginning in 2001
25 Achievements
- NGG Integration
- RV Head Replacement
- IN 600 inspections
- Improved safety, production, efficiency Challenges
- Following RF13
- Worker performance
- Operations focus
- Site Excellence Plans
26 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.
27 Achievements
- 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 Challenges
- Fire Protection
- Trip reduction culture
28 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
29
- Dr. Travers
- expectations/comments
- Region II concerns/comments