ML052490321
| ML052490321 | |
| Person / Time | |
|---|---|
| Site: | Point Beach  |
| Issue date: | 08/25/2005 |
| From: | Nuclear Management Co |
| To: | Office of Nuclear Reactor Regulation |
| References | |
| CAL 3-04-001 | |
| Download: ML052490321 (28) | |
Text
1 Point Beach Nuclear Plant August 25, 2005 Confirmatory Action Letter Public Meeting
2 Agenda Agenda Describe current learning opportunities, actions taken and sustainability of results achieved within the Corrective Action and Engineering Organizational Effectiveness areas.
Describe remaining challenges.
A C
E M
A N
INDIVIDUAL EXCELLENCE
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Accident Free No Rework Event Free Control Dose Attend Training Meet Schedule Accident Free No Rework Event Free Control Dose Attend Training Meet Commitments Opportunities Results Qualified Workers Job Planning/
Preparation Procedures/Work Instructions Verification/Validation Supervisor Oversight Worker Practices
4
Improve the rigor of documentation.
Coaching and feedback on CAP.
Realize low-level trending opportunities.
Corrective Action Program (CAP Corrective Action Program (CAP):):
Current Learning Opportunities Current Learning Opportunities
5 Action Results Sustainability
Drives in-process and pre-closure check of response to conditions adverse to quality.
Individual actions and due dates are properly scoped, prioritized and executed.
Corrective Action Program (CAP Corrective Action Program (CAP):):
CAP OWNER PROCESS CAP OWNER PROCESS
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6 Action Results Sustainability
Returns provide opportunity for coaching and feedback.
Periodically reviewed by the CAP Coach process.
Corrective Action Program (CAP Corrective Action Program (CAP):):
CAP OWNER PROCESS CAP OWNER PROCESS
7 Action Results Sustainability
Drives periodic assessment of significant process steps within the station corrective action program.
Corrective Action Program (CAP Corrective Action Program (CAP):):
CAP COACH PROCESS CAP COACH PROCESS
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8 Corrective Action Program (CAP Corrective Action Program (CAP):):
CAP COACH PROCESS CAP COACH PROCESS Action Results Sustainability
Managers/Supervisors showing ownership and accepting roles as CAP Screening Coaches.
Enhanced focus being applied and trended.
Causal analysis utilization improvement.
9 Action Results Sustainability
Prompts recurring assessment to evaluate implementation effectiveness and responds to identified adverse departmental trends.
Corrective Action Program (CAP Corrective Action Program (CAP):):
DEPARTMENT ROLL UP MEETING DEPARTMENT ROLL UP MEETING (DRUM) REPORT (DRUM) REPORT
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10 Action Results Sustainability
DRUM was not forward looking.
DRUM process assisted NOS and Operations to identify an adverse trend in status control issues.
Operations responded with enhanced briefings and oversight of danger tagging and system restorations.
Heightened awareness and continued DRUM review will occur.
Corrective Action Program (CAP Corrective Action Program (CAP):):
DRUM REPORT DRUM REPORT
11 Corrective Action Program (CAP Corrective Action Program (CAP))
Remaining Challenges:
Remaining Challenges:
Current levels of CAP initiation, backlog and quality of completion demonstrate the right station behaviors and attentiveness to conditions adverse to quality.
Continued utilization of CAP Owner, CAP Coach and DRUM process steps ensures high standards are achieved and maintained.
PARB oversight of CAP continues.
12
Recent Unit 2 Reactor Vessel Head (RVH) drop licensing efforts provided numerous learning opportunities.
Recognized a need to confirm understanding of critical communication points before proceeding.
Engineering Organization:
Engineering Organization:
Current Learning Opportunities Current Learning Opportunities
13 Engineering Organization:
Engineering Organization:
Current Learning Opportunities Current Learning Opportunities
Problem Statement Development Sheet (PSDS) Logic is being internally applied to include both internal and external issue resolution.
Nuclear Oversight (NOS) communication has been enhanced through the use of the PSDS process.
PSDS focuses on the safety significance of the stated problems.
14
Initial responses utilized a previous evaluation without re-evaluating its rigor.
PBNP is applying PSDS logic to the station response.
Engineering Organization:
Engineering Organization:
Auxiliary Feed Water Auxiliary Feed Water
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15
Recently completed Operability and Engineering Evaluations did not initially demonstrate the proper depth and rigor.
Documentation of logic and bases for conclusions needs enhancement.
Engineering Organization:
Engineering Organization:
Auxiliary Feed Water Auxiliary Feed Water
16 Action Results Sustainability
PBNP is rigorously improving our electrical distribution system.
A long-standing and previously unknown issue regarding the operability of safety injection pumps was self-identified.
Engineering Organization:
Engineering Organization:
Bolted Fault Calculation Project Bolted Fault Calculation Project
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17 Action Results Sustainability
Entries into Technical Specification Action Condition entered and timely notification occurred.
Resulting maintenance actions returned the equipment to service safely and reliably.
All other safety related motors have been evaluated and fleet operating experience has been shared.
Engineering Organization:
Engineering Organization:
Bolted Fault Calculation Project Bolted Fault Calculation Project
18 Engineering Organization:
Engineering Organization:
Operational Focus Operational Focus Action Results Sustainability
Operator Burdens are being reduced.
Operational Decision Making Index (ODMI)
Process is being effectively implemented.
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19 Action Results Sustainability
A long-standing Operator Burden to provide control room indication for Auxiliary Feed Pump Discharge valve position indication was recently completed.
The number of outstanding Operator Burdens has been reduced by approximately 50%.
Engineering Organization:
Engineering Organization:
Operational Focus Operational Focus
20 Action Results Sustainability
A recent example of not diversifying the ODMI team during G-05 issue resolution was self-identified and corrected.
This process drives a lessons-learned review to capture and apply learnings in future use.
Engineering Organization:
Engineering Organization:
Operational Decision Making Operational Decision Making
21 Action Results Sustainability
The station conducts pre-job briefings and considers Operability Determinations a medium or high-risk evolution.
Engineering Organization:
Engineering Organization:
Operational Focus Operational Focus A
C E
M A
N INDIVIDUAL EXCELLENCE Accident Free No Rework Event Free Control Dose Attend Training Meet Schedule Accident Free No Rework Event Free Control Dose Attend Training Meet Commitments Opportunities Results Qualified Workers Job Planning/
Preparation Procedures/Work Instructions Verification/Validation Supervisor Oversight Worker Practices
22 Action Results Sustainability
The timely completion and improved rigor of Operability Determinations has been noted.
Engineering staff have expressed the demonstrated value of this added effort.
Engineering Organization:
Engineering Organization:
Operational Focus Operational Focus
23 Action Results Sustainability
Station-vendor interface has been enhanced during the ongoing Calculation Review & Reconstitution (CRR) process.
Engineering Organization:
Engineering Organization:
Configuration Management Configuration Management A
C E
M A
N INDIVIDUAL EXCELLENCE Accident Free No Rework Event Free Control Dose Attend Training Meet Schedule Accident Free No Rework Event Free Control Dose Attend Training Meet Commitments Opportunities Results Qualified Workers Job Planning/
Preparation Procedures/Work Instructions Verification/Validation Supervisor Oversight Worker Practices
24 Action Results Sustainability
Pre-work briefings and interactive progress reviews result in higher quality final products with a reduction in rework percentages.
Quality and predictability has improved.
Fleet is evaluating as a best-practice.
Engineering Organization:
Engineering Organization:
Configuration Management Configuration Management
25 Action Results Sustainability
Reliability of station equipment is being enhanced and sustained.
Engineering Organization:
Engineering Organization:
Equipment Reliability Equipment Reliability
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26 Action Results Sustainability
The number of systems in Maintenance Rule (a)(1) status has been reduced by approximately 50%.
One new Maintenance rule (a)(1) system (Structures) has been added.
One IST program equipment component on an increased testing frequency.
Plant Health Committee monitors performance.
Engineering Organization:
Engineering Organization:
Equipment Reliability Equipment Reliability
27 Organizational Effectiveness:
Organizational Effectiveness:
Engineering Organization and Corrective Action Programs are improving with learning opportunities being realized and sustainable progress being achieved.
Improved behaviors and sustainable improvements are being realized at Point Beach.
Areas of Emergency Preparedness, Human Performance and Engineering / Operations Interface have demonstrated improved performance and continue to self-check, enhance and improve.
28 Closing Comments:
Closing Comments:
Dennis Koehl - Site Vice President