ML051600348
| ML051600348 | |
| Person / Time | |
|---|---|
| Site: | Salem, Hope Creek  |
| Issue date: | 06/08/2005 |
| From: | Public Service Enterprise Group |
| To: | Office of Nuclear Reactor Regulation |
| Cobey, Eugene W. RI/DRP/PB3 610-337-5171 | |
| Shared Package | |
| ML050750455 | List: |
| References | |
| Download: ML051600348 (34) | |
Text
PSEG Nuclear LLC PSEG Nuclear LLC NRCs Annual Assessment Meeting Bridgeport Holiday Inn June 8, 2005 NRCs Annual Assessment Meeting Bridgeport Holiday Inn June 8, 2005
Frank Cassidy President & COO PSEG Power Introduction Introduction
3 Agenda Agenda Frank Cassidy Introduction William Levis Chief Nuclear Officer Overview Dennis Winchester Work Environment George Barnes Problem Identification &
Resolution Tom Joyce Human Performance Michael Gallagher Engineering Support of Operational & Technical Decision Making William Levis Conclusion
4 Corporate Commitment Corporate Commitment Salem/Hope Creek Remains Important to PSEG and the Public Continue to safely operate Salem/Hope Creek Governance structure and oversight Commitment to a safety conscious work environment at Salem/Hope Creek
William Levis Senior Vice President & CNO PSEG Nuclear, LLC Chief Nuclear Officer Overview Chief Nuclear Officer Overview
6 Chief Nuclear Officer Overview Chief Nuclear Officer Overview Salem and Hope Creek are being operated safely We believe we are on track to improve performance Our road map for success is the Exelon Management Model We agree problem identification/resolution and the work environment are key issues for Salem and Hope Creek
7 The Management Model The Management Model Playbook for driving standardization Clearly defines roles and responsibilities Provides a standard approach to running the business Aligns different parts of the business and eliminates localized differences Performance assessment & continuous improvement tool Establishes processes for continuous assessment and improvement Documents progress and change Proven approach to achieving and sustaining positive change
8 What Does The Model Do?
What Does The Model Do?
The Management Model builds a culture of Accountability Names, dates and specifics We hold each other accountable for our commitments Detail Analysis, planning, reporting Rooting Out Issues Intrusive management engagement
9 Whats Different This Time?
Whats Different This Time?
Exelon has been through major performance turnarounds and has the tools and experience to be successful Management Model is a proven tool to help us attain sustained, high-level performance Consistent Leadership Direction not tied to a person, but to a performance model Critical Mass Experienced personnel in key positions, deep bench strength
Dennis Winchester Vice President - Nuclear Assessment PSEG Nuclear, LLC Work Environment Work Environment
11 Work Environment Work Environment Executive Review Board (ERB)
Synergy Survey Results SCWE Metrics
12 Work Environment Work Environment Executive Review Board (ERB)
We are continuing to use the process Corrective action program utilized to identify and address missed ERBs
13 Work Environment Work Environment Synergy Survey Conducted the second survey in January 2005 Results reflect that the Synergy SCWE metrics have remained steady or improved Areas for improvement were identified Overall SCWE has improved since the December 2003 survey placing Salem & Hope Creek Stations in the 2nd Quartile of the commercial nuclear power sites in Synergys industry database
14
+
Good Adequate to Good Trust and Respect Between Management
& Employees NC Good to Very Good Good to Very Good Supervisor Communication Effectiveness
+
Very Good Good to Very Good Employee Perception of Management Commitment
+
Good Adequate to Good Knowledge of Alternative Avenues Rating Change 2005 Rating 2003 Rating Metric Synergy SCWE Metrics Synergy SCWE Metrics
15 Safety Conscious Work Environment (SCWE) Quarterly Performance Safety Conscious Work Environment (SCWE) Quarterly Performance
16 Employee Concerns Program Confidentiality/Anonymity Requests
17 Safety Conscious Work Environment (SCWE) Quarterly Performance Safety Conscious Work Environment (SCWE) Quarterly Performance
18 Corrective Maintenance Backlog Elective Maintenance Backlog Maintenance Backlog Trends
19 Safety Conscious Work Environment (SCWE) Quarterly Performance Safety Conscious Work Environment (SCWE) Quarterly Performance
20 Unplanned Shutdown Limiting Condition of Operation Entries Salem Unit 1 Salem Unit 2
21 Safety Conscious Work Environment (SCWE) Quarterly Performance Safety Conscious Work Environment (SCWE) Quarterly Performance
22 Salem Unit 2 Chemical Volume Control and Safety Injection System Unavailability
George Barnes Hope Creek Site Vice President PSEG Nuclear, LLC Problem Identification & Resolution Problem Identification & Resolution
24 Problem Identification & Resolution Problem Identification & Resolution Corrective Action Program Performance Gaps Department level engagement Identification of issues Management controls Corrective actions
25 Problem Identification & Resolution Problem Identification & Resolution Corrective Action Program Improvements Organizational changes Improved standards Management controls implemented Process changes
26 Problem Identification & Resolution Problem Identification & Resolution Work Management Performance Gaps Technical Specification work window management Management oversight Safety system unavailability Teamwork
27 Problem Resolution & Identification Problem Resolution & Identification Work Management Improvements Organizational changes Management controls implemented Management engagement
Tom Joyce Salem Site Vice President PSEG Nuclear, LLC Human Performance Human Performance
29 Human Performance Human Performance What our corrective action program tells us
Procedure adherence
Reinforce standards and expectations to modify behaviors
Supervisor effectiveness
30 Human Performance Human Performance Human Performance Improvements Management reinforcement of expected performance Individual accountability
Michael Gallagher Vice President - Engineering &
Technical Support PSEG Nuclear, LLC Engineering Support of Operational & Technical Decision Making Engineering Support of Operational & Technical Decision Making
32 Engineering Support of Operational & Technical Decision Making Engineering Support of Operational & Technical Decision Making Improved Operational and Technical Decision Making Process Implemented Continued Focus on Rigor Warranted
William Levis Senior Vice President & CNO PSEG Nuclear, LLC Conclusion Conclusion
34 Conclusion Conclusion We are on track to improve performance We will stay the course through the Management Model Some early signs of cultural change are evident Safe Operation Of Our Facilities Is Our Top Priority