ML053490406
| ML053490406 | |
| Person / Time | |
|---|---|
| Site: | Perry  |
| Issue date: | 12/14/2005 |
| From: | Pearce B FirstEnergy Nuclear Operating Co |
| To: | Office of Nuclear Reactor Regulation |
| References | |
| Download: ML053490406 (35) | |
Text
Perry Nuclear Power Plant December 14, 2005 Public Meeting
Perry Nuclear Power Plant Bill Pearce Site Vice President 2
Introduction Q Leadership Introductions Q Plant Operations & Human Performance - Fred von Ahn Q Employee Engagement - Mike Wayland, Jim Shaw Q Corrective Action Program & Emergency Planning - Fred Cayia Q Performance Improvement Initiative - Tom Lentz Q Closing Remarks 3
Perry Performance Improvement Fred von Ahn Director, Site Operations 4
Safe, Secure and Reliable Plant Operations Continue to Improve Our Operational Focus Q Continue to build on RFO10 materiel condition improvements Q Implemented Duty Team Improvements Q Demonstrating urgency on operational issues Q Recent Accreditation Renewal of Technical Training Programs by INPO 5
Human Performance Model JOB-SITE WORKER CONDITIONS BEHAVIOR Leadership ORGANIZATION ORGANIZATION PROCESSES PROCESSES && PLANT VALUES VALUES RESULTS 6
Status of Human Performance Initiative Q Actions
- Three Confirmatory Action Letter Commitments completed in fourth quarter 2005
- Communicate roles and responsibilities of the Site Leadership Team in implementing the Human Performance Program
- Strong Focus on Human Performance at the Site Training Advisory and Training Review Committee meetings
- Communicate purpose and key activities of Human Performance to site personnel 7
Status of Human Performance Initiative Q Actions, continued
- Human Performance Leadership Team established
- Human Performance Fundamentals training launched
- Management Field Observation time increased 8
Status of Human Performance Initiative Total Field Observation Time 450 400 350 Hours 300 250 200 150 Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 9
Status of Human Performance Initiative Q Results
- Field Observations show improved use of Human Performance tools Procedure Use Attention to Detail 30% 30%
25% 25%
20% 20%
15% 15%
10% 10%
5% 5%
0% 0%
Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Positive Behavior Recognized Coaching Opportunity Identified 10
Status of Human Performance Initiative Human Performance Success Clock Resets - 2005 7
6 5
4 3
2 1
0 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 11
Status of Human Performance Initiative Q Looking Forward
- Continue momentum developed by Human Performance Leadership team
- Development and implementation of Human Performance KPIs
- Interim Effectiveness Review of Human Performance 12
Employee Engagement & Job Satisfaction Mike Wayland Director, Perry Maintenance 13
Employee Engagement & Job Satisfaction Q Key Actions Completed
- Advisory Panels created
- Outage High Impact Teams created
- Site Coatings Improvement Project established Q Results
- Successful Engagement by employees for addressing recent training accreditation issues
- Grass Roots involvement by employees 14
Employee Engagement & Job Satisfaction Q Looking Forward
- Backlog Reduction Effort
- Outage Preparation
- Improving Work Management
- Improving Corrective Action Process 15
Perry Performance Improvement Fred Cayia Director, Site Performance Improvement 16
Status of CAP Initiative Q Actions
- One CAL Commitment due in fourth quarter 2005
- Develop and train site personnel to the CAP expectations and accountability
- FENOC CAP Summit Meeting Q Results
- Improvement noted in use of CAP to self-identify problems
- Improved quality in Corrective Action documentation
- Median age of condition reports improving 17
Status of CAP Initiative Q Looking Forward
- Prioritization of condition reports
- Timeliness and quality of evaluations
- Completion of qualifications
- CARB approval rate of apparent cause condition reports 18
Status of CAP Initiative Adverse to Quality CRs Initiated Per Month 700 600 500 400 300 200 100 0
Dec-04 Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 19
Improving Performance 0% 10% 20% 30% 40% 50% 60% 70%
Dec-04 Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Status of CAP Initiative Jul-05 Aug-05
% Apparent Causes Completed On Time Sep-05 Oct-05 Nov-05 20
Improving Performance 0% 5% 10% 15% 20% 25% 30% 35%
Dec-04 Jan-05 Feb-05 Mar-05 Apr-05 May-05 Jun-05 Status of CAP Initiative Jul-05
% Corrective Actions Rejected Aug-05 Sep-05 Oct-05 Nov-05 21
Status of Emergency Planning Q Actions
- Two CAL Commitments due in fourth quarter 2005
- Expand the population of responders to increase the depth of the Emergency Response Organization (ERO)
- Conduct additional drills to demonstrate appropriate ERO response times Q Results
- Increased depth of ERO staffing
- Demonstrated ERO response capabilities through multiple facility and integrated drills Q Looking Forward
- Continue to strengthen Operations, Security and Emergency Planning integration
- Implementation of additional NRC Bulletin 2005-02 program changes
- Further increase in ERO staffing
- Continuing self-assessments of ERO 22
Perry Performance Improvement Tom Lentz Director, Performance Improvement Initiative 23
Performance Improvement Initiative Driving Sustained Performance Performance Performance Improvement Improvement Initiative Initiative FENOC FENOC Executive Executive Oversight Oversight Excellence Excellence inin Human Human Performance Performance Corrective Corrective Action Action Program Program Implementation Performance Performance Overview Overview Panel Panel Implementation Improvement Improvement F.
F. vonAhn // S.
vonAhn S. Thomas Thomas F.
F. Cayia Cayia // B.
B. Blair Blair Plan Plan Executive Executive Sponsor Effective Effective Employee Employee Engagement Engagement & & Sponsor Work Work Management Management Job Job Satisfaction Satisfaction Bill Pearce J.
J. Shaw Shaw // K.
K. Cimorelli Cimorelli M.
M. Wayland Wayland // J.J. Lausberg Lausberg Training Training toto Operational Operational Focused Focused Improve Improve Performance Performance Completion Completion && Monitoring Monitoring Organization Organization B.
B. Pearce Pearce // T.
T. Lentz Lentz Appendix Appendix F.
F.von Ahn / J. Messina vonAhn 24
PII is the Roadmap to Sustained Performance Improvement at Perry Q Initiatives developed from an integrated assessment of Perry Performance
- Root Causes
- Internal / External Assessments Q The PII will resolve the cross-cutting issues in the Corrective Action Program and Human Performance
- Gap Analysis being developed to provide clear linkage to all 95003 observations Q Phase 1 of the PII integrated into PII Phase 2
- Detailed Transition Assessments and Closures are well documented 25
PII is the Roadmap to Sustained Performance Improvement at Perry Q Performance Based Metrics established
- Monthly Performance Indicators
- Improvements in Metrics integrated into the PII Q Effective PII Control Process established
- Closure Validation Process implemented
- Effectiveness Reviews of implemented actions
- Periodic Assessments of PII project
- Initiative Closure Plans
- Independent Review by Performance Overview Panel 26
Performance Improvement Initiative Progress Chart 300 280 260 240 220 Number of Activities 200 180 160 Total Actual Completed Actions 140 Scheduled Actions to Be Completed 120 100 80 60 40 20 0
Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06 Jan-07 Feb-07 Mar-07 27
PII is the Roadmap to Sustained Performance Improvement at Perry Q PII will result in sustained performance improvement at Perry
- Completion of individual actions alone is not sufficient
- Requires rigorous implementation
- Requires the engagement of all Perry employees 28
Progress of Commitments ITEMS DESCRIPTION QUARTER STATUS DUE 1.0 IP 95002 Inspection Follow-up Issues 1.a To date, one hundred eight (108) of the one hundred nineteen (119) Third 2005 Complete procedures have been updated and issued. The remaining maintenance procedures have been updated and are currently going through the owners review and acceptance review process.
1.b CA 05-03655-01 is to revise Nuclear Quality Assurance Instruction NQI- Third 2005 Complete 1001, QC Inspection Program Control, to specify a method by which classification can be established for additional inspection attention items that have experienced repeat failures. This method will include consideration of failure analysis, the risk-significance of the item, and the probability of failure occurrence in determining the extent of inspection activity.
1.c CA 05-03655-03 is to revise Generic Mechanical Instructions (GMI)- Third 2005 Complete 0039, Disassembly/Re-assembly of Divisions I and II Emergency Service Water Pumps, and GMI-040, Disassembly/Re-assembly of Division III Emergency Service Water Pump, to include QC inspection points for work activities associated with pump shaft couplings, as specified by QC.
29
Progress of Commitments (Cont.)
ITEMS DESCRIPTION QUARTER STATUS DUE 2.0 Corrective Action Program Implementation Improvement 2.a Develop expectations necessary for successful implementation of the Fourth 2005 Ongoing corrective action program (CAP). Train the site to the expectations and accountability methods that will be used to improve implementation of the CAP.
2.b Implement management controls to improve line ownership and Third 2005 Complete accountability at the individual level for successful implementation of the CAP.
2.c Establish a management review process that routinely monitors the sites and Third 2005 Complete section level CAP performance. Take action to improve performance when expectations are not met and hold the organization accountable for overall CAP effectiveness.
2.d Perform a self-assessment that evaluates the overall health of the CAP, Fourth 2006 Ongoing including an aggregate assessment of key performance indicator trends.
Assess whether substantial progress has been made in CAP performance.
30
Progress of Commitments (Cont.)
ITEMS DESCRIPTION QUARTER STATUS DUE 3.0 Excellence in Human Performance 3.a Roles and responsibilities of the Site Leadership Team in implementing the Fourth 2005 Ongoing human performance program will be defined and communicated.
3.b Approximately monthly Site Training Advisory Committee and department / Fourth 2005 Ongoing section Training Review Committee meetings have been held and will continue to be conducted with a strong focus on human performance through fourth quarter 2005.
3.c The purpose and key activities of the Human Performance Program will be Fourth 2005 Ongoing communicated to Perry Nuclear Power Plant (PNPP) personnel.
3.d Group-specific needs analyses will be performed by training committees to First 2006 Ongoing determine the scope and content of initial and continuing training needs on human performance fundamentals and error prevention tools and training will be provided.
31
Progress of Commitments (Cont.)
ITEMS DESCRIPTION QUARTER STATUS DUE 4.0 Emergency Preparedness 4.a FENOC is expanding the population of qualified EP responders by Fourth 2005 Ongoing approximately 125 persons to increase the depth of the emergency response organization.
4.b Additional drills will be conducted to demonstrate appropriate Emergency Fourth 2005 Ongoing Response Organization response times.
32
Perry Performance Improvement Bill Pearce Site Vice President 33
Closing Remarks Q Perry continues to operate safely and event free Q Phase 2 Performance Improvement Initiatives are achieving improvement Q Fourth Quarter 2005 Commitments are on track for closure Q Quarterly progress updates will be provided to the NRC 34
Perry Nuclear Power Plant December 14, 2005 Public Meeting