ML050830489
| ML050830489 | |
| Person / Time | |
|---|---|
| Site: | Point Beach  |
| Issue date: | 03/14/2005 |
| From: | Nuclear Management Co |
| To: | Office of Nuclear Reactor Regulation |
| References | |
| Download: ML050830489 (36) | |
Text
Point Beach Nuclear Plant Confirmatory Action Letter Public Meeting March 14, 2005 1
Introduction PBNP is attaining lasting and effective performance improvement in key areas.
Sustainable behavioral changes are driving Point Beach to Excellence.
2
Focus Areas
Ø Human Performance
Ø Corrective Action Program
Ø Oversight and Assessment
Ø Engineering Organizational Effectiveness
Ø Configuration Management
Ø Management Effectiveness
Ø Equipment Reliability
Ø Training Organizational Effectiveness 3
CAL Action Completion Progress
Ø 88 CAL packages are ready for NRC review
Ø 33 CAL packages are in the internal review process
Ø There are 22 CAL action steps remaining to be done
Ø Our Six for Success
§ Dry Cask Storage Project - Complete
§ Unit 2 Spring Outage
§ CAL Closure
§ Unit 1 Fall Outage
§ Operations Training Program Accreditation Renewal
Key CAL Accomplishments
Ø Zero modifications open greater than 90 days
Ø Human Performance Event Free Clock Improved from 28 to 73 Days
Ø Maintenance Rule (a)(1) Systems Reduced from 13 to 7
Ø Emergency Preparedness Staff has completed 104 Qualification Signoffs out of a total of 123 5
Focus Area: Human Performance Actions
Ø Human Performance Steering Committee meets monthly to provide direction on strategic issues
Ø Established departmental human performance teams and a working level Human Performance Group
Ø Held multiple human performance stand-down enhancement days and jamboree 6
Focus Area: Human Performance Actions (cont)
Ø Human Performance enhancement day scheduled for Unit 2 outage
Ø Picture of Excellence will be communicated to outage supplemental workers
Ø Utilizing Management human performance enhancement tools to reduce latent organizational weaknesses 7
Focus Area: Human Performance Results (cont)
Ø Site Human Performance Event Clock average days between resets based on 12-month rolling average is 61
Ø No significant human performance events or LERs related to human performance
Ø ACEMAN and Picture of Excellence being utilized at all organizational levels 8
Focus Area: Human Performance Challenges
Ø Identifying latent organizational weaknesses
Ø Continuing to demonstrate value of human performance tools at all levels in organization
Ø Improving critical feedback on training and job observations 9
Focus Area:
Corrective Action Program (CAP)
Actions
Ø Established Departmental Roll-Up Meeting (DRUM) process
Ø CAP Owner process 10
Focus Area:
Corrective Action Program (CAP)
Results
Ø DRUM process illuminates strengths and weaknesses
Ø Fewer CAP extensions
Ø Screen team preparation, participation and peer challenge have improved the CAP process 11
Corrective Action Program (CAP)
Results (cont)
Ø Root and apparent cause corrective actions are improving performance and reducing significance of issues
Ø Timeliness in performing corrective actions has improved
Ø Technical Review Panel (TRP) acceptance rates have improved
Ø Corrective Action Review Board (CARB) effectiveness continues to improve 12
Corrective Action Program (CAP)
Challenges
Ø More effective use of DRUM 13
Focus Area: Emergency Preparedness Actions
Ø Hired EP Coordinator with extensive EP experience
Ø EP equipment matrix completed to establish configuration control
Ø Procedures and processes enhanced
Ø Training on new Emergency Action Levels 14
Focus Area: Emergency Preparedness Results
Ø Increased experience and improved staffing
Ø Improved processes and procedures
§ PI data collection and retention improved
§ Procedure revisions and 50.54(q) reviews improved
§ Procedure use and adherence improved
§ EP equipment matrix establishes configuration control 15
Focus Area: Emergency Preparedness Challenges
Ø Implementation of approved Emergency Action Levels (EALs) and training
Ø Drill and exercise performance improvement 16
Focus Area: Oversight and Assessment Actions
Ø Trained staff on problem statement development methodology
Ø Assessors are assigned to departmental functional areas
Ø Rotational assignments from the line have been implemented 17
Focus Area: Oversight and Assessment Results
Ø Long-standing Quality Assurance findings have decreased
Ø Line recognizes value of Nuclear Oversight by requesting emergent assessment in potential problem areas
Ø Use of problem statement development sheets was a weakness turned into a strength
Ø Quarterly exit meetings are continuing to improve and are effective 18
Focus Area: Oversight and Assessment Challenges
Ø Identifying behavior gaps in performance vs. identifying the symptoms
Ø Assessing against excellence standards rather than traditional compliance 19
Engineering Organizational Effectiveness Actions
Ø Operational Decision Making Issue (ODMI) evaluation process implemented
Ø Forced Outage/Derate/Short Limiting Condition for Operation procedure initiated
Ø Station Top Equipment Issues list
Ø Increased emphasis on Maintenance Rule systems to minimize out-of-service time in emergency diesel generator and gas turbine outages 20
Engineering Organizational Effectiveness Actions (cont)
Ø Reduced corrective and elective maintenance backlog
Ø Engineering/Operations team building training
Ø Assigned station Equipment Reliability Coordinator
Ø Engineering human performance training
Ø Engineering Safety and Design Review Group (ESDRG) and Quality Review Team (QRT) directed feedback and coaching 21
Engineering Organizational Effectiveness Results
Ø Significant improvements in forced outage performance
Ø Total operator burden continues to decrease
Ø Continued use of ODMI has been effective
Ø The corrective maintenance work order backlog CAL goal was achieved in January 2005
Ø Elective maintenance work order backlog reduction
Ø Maintenance procedure corrective feedback reduction 22
Engineering Organizational Effectiveness Results (cont)
Ø Safety Injection system was returned to (a)(2) status in December 2004.
Ø No new systems added to (a)(1) status.
Ø Station cold weather preparations
Ø The quality of Engineering products continues to improve. The ESDRG has had a positive influence
Ø QRT-directed rework remains stable
Ø Human performance clock reset frequency improvement 23
Engineering Organizational Effectiveness Challenges
Ø Integration of ODMI with Other Work Processes
Ø Plant Health Committee long range effectiveness
Ø Managing Operations procedure backlog
Ø Improving equipment failure analyses 24
Actions
Ø Safety-related calculation project work is progressing
Ø Increased management oversight and challenge board reviews
Ø Station focus on modification package closeout
Ø Configuration management procedure revisions are on schedule
Ø Plan developed and support obtained for Service Water and Fire Protection Design Basis Documents 25
Focus Area: Configuration Management Results
Ø Complete review of CAL related calculations
Ø Condition of safety-related calculations is known
Ø Control of old and new calculations
Ø Project plan for calculation project revision phase developed
Ø Calculation preparation priorities established
Ø Resource loaded schedule established
Ø Several calculations are in process of revision 26
Results (cont)
Ø Modification closure backlog reduced to zero
Ø We are closing out modifications in a timely manner
Ø Change in station behavior and focus on modification closeout
Ø 38 of 51 configuration management procedures reviewed/revised 27
Challenge
Ø Calculation project progress, oversight and resource management 28
Focus Area: Management Effectiveness Actions
Ø Interim effectiveness review of the Auxiliary Feed Water cause evaluations completed Results
Ø Final effectiveness review is planned and scheduled
Ø The remaining original Auxiliary Feedwater related Operability Determination is the nonconforming condition tied to increasing the margin to safety Challenges None 29
Actions
Ø Changed evaluation software for bolted fault calculations
Ø Increased emphasis on Maintenance Rule systems to minimize out-of-service time and (a)(1) action plan resolution 30
Focus Area: Equipment Reliability Results
Ø Bolted fault modifications continue.
Project is approximately 60% complete
Ø Bolted Fault outage scope has been defined and on-line work is progressing
Ø Operable but Degraded/Non-Conforming issues 31
Focus Area: Equipment Reliability Results (cont)
Ø Maintenance Rule (a)(1) systems have been reduced from 13 to 7
Ø Maintenance Rule (a)(1) criteria has not been exceeded for any new systems
Ø IST program equipment requiring increased frequency testing has been reduced to zero 32
Focus Area: Equipment Reliability Challenges
Ø Bolted fault calculations 33
Focus Area:
Training Organizational Effectiveness Actions
Ø Weekly monitoring of core qualification progress
Ø Rotation of an engineering supervisor to engineering training Results
Ø Ownership for qualification progress has been embraced
Ø Significant progress in obtaining core qualifications 34
Training Organizational Effectiveness Results (cont)
Ø Training has improved human performance and configuration management
Ø Effectiveness review concluded program was strong with minor improvement opportunities Challenges
Ø None 35
Summary
Ø Point Beach culture is improving
Ø Multiple examples of sustainable behavior changes 36