ML061930406
| ML061930406 | |
| Person / Time | |
|---|---|
| Site: | Perry  |
| Issue date: | 07/11/2006 |
| From: | FirstEnergy Nuclear Operating Co |
| To: | Office of Nuclear Reactor Regulation |
| References | |
| Download: ML061930406 (37) | |
Text
Perry Nuclear Power Plant July 11, 2006 Public Meeting 95003 Follow Up Inspections
2 Perry Nuclear Power Plant Perry Nuclear Power Plant Bill Pearce Site Vice President 95003 Follow Up Inspections
3 Introduction Introduction Q Emergency Preparedness - Fred Cayia Q Corrective Action Program - Fred Cayia Q Human Performance - Fred vonAhn Q Performance Improvement Initiative (PII) - Greg Halnon Q Closing Remarks 95003 Follow Up Inspections
4 Emergency Preparedness Emergency Preparedness Fred Cayia
- Director, Site Performance Improvement 95003 Follow Up Inspections
5 Emergency Preparedness Emergency Preparedness Q Completed Actions
- Completed Confirmatory Action Letter commitments
- Increased depth of emergency preparedness responders
- Conducted four successful off-hour unannounced drills
- Received satisfactory inspection result 95003 Follow Up Inspections
6 Emergency Preparedness Emergency Preparedness Q Key Actions for Sustainability
- Annual assessment to verify adequate emergency response organization staffing
- Benchmarking to identify continuous improvement areas
- Focused self-assessment by Fleet Emergency Response on site Emergency Response Organization key areas
- Additional off-hour drills conducted biennially, exceeding the Emergency Plan requirement 95003 Follow Up Inspections
7 Corrective Action Program (CAP)
Corrective Action Program (CAP)
Q One remaining Confirmatory Action Letter item
- Perform a self-assessment to evaluate overall CAP health (September 2006)
Q Completed site-wide CAP expectation training
- CAP fundamentals and importance of CAP
- Understanding of the CAP process
- Learning Map focused on individuals CAP roles and responsibilities Q
Conducted snapshot self-assessment in May 2006
- Focused on Performance Improvement Initiative (PII)
CAP Implementation Effectiveness 95003 Follow Up Inspections
8 Corrective Action Program Corrective Action Program Q
Snapshot self-assessment lessons
- CAP PII closure package actions achieving desired results
- Worker and supervisor awareness of achieving successful CAP expectation confirmed
- Key Performance Indicators related to critical behaviors improving
- Quality and attention to detail improved, though some closure package issues exist
- Initiated revalidation of closure packages
- Performed an apparent cause evaluation
- Work remains, but Perry on track for PII action closure and achieving sustainable CAP performance improvement 95003 Follow Up Inspections
9 Corrective Action Program Improved Self-Identification of Issues 95003 Follow Up Inspections 240 250 358 423 463 374 469 501 532 382 559 486 0
75 150 225 300 375 450 525 600 675 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Adverse to Quality CRs Initiated Per Month
10 Corrective Action Program Improved Timeliness of Investigations 95003 Follow Up Inspections 33.3% 33.3%
40.0%
46.6%
71.4%
81.8%
66.7%
60.0%
90.5%
100.0%
96.2%
100.0%
0%
20%
40%
60%
80%
100%
Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Improving Performance Percent Apparent Causes Completed on Time
11 Corrective Action Program Improved Ability to Work Todays Issues Today Corrective Action Program Improved Ability to Work Todays Issues Today 95003 Follow Up Inspections 210.6 212.2 264.4 177.1 189.6 187.3 176.2 162.6 164.1 172.6 164.5 164.3 0
50 100 150 200 250 300 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Improving Performance Median Age of Condition Reports
12 95003 Follow Up Inspections Corrective Action Program Improved Completion Rate of Condition Reports Corrective Action Program Improved Completion Rate of Condition Reports CR Work off Rate 0.74 0.98 0.84 0.86 0.87 1.30 1.01 0.89 1.38 1.13 0.87 1.06 0.00 0.20 0.40 0.60 0.80 1.00 1.20 1.40 1.60 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Improving Performance 1.00 1.00
13 1.2 1.4 1.0 0.8 0.7 0.7 0.9 1.1 0.7 0.9 1.1 1.1 0.0 0.2 0.4 0.6 0.8 1.0 1.2 1.4 1.6 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 95003 Follow Up Inspections Corrective Action Program Sustained Completion Rate of Corrective Actions Corrective Action Program Sustained Completion Rate of Corrective Actions Corrective Action Work off Rate Improving Performance 1.0 1.0
14 Corrective Action Program Important Issues in Backlog Understood Corrective Action Program Important Issues in Backlog Understood 95003 Follow Up Inspections 793 736 729 781 839 926 948 920 1000 1018 1007 987 0
200 400 600 800 1000 1200 Jul-05 Aug-05 Sep-05 Oct-05 Nov-05 Dec-05 Jan-06 Feb-06 Mar-06 Apr-06 May-06 Jun-06 Improving Performance Total Open Non-Outage Related Corrective Actions
15 Human Performance Human Performance Fred vonAhn Director of Site Operation 95003 Follow Up Inspections
16 Human Performance Human Performance Q Key actions implemented
- Confirmatory Action Letter commitments completed
- Roles and responsibilities defined and communicated
- Training meetings focused on Human Performance improvements
- Communications plan developed and implemented
- Human Performance training provided
- Interim effectiveness review (self-assessment) conducted Q Satisfactory inspection results for implementation of Human Performance 95003 Follow Up Inspections
17 Human Performance Improved Performance at the Individual Level Q Improved field procedure use and adherence 95003 Follow Up Inspections
18 Q Maintenance Flow Loop simulator procedure training 95003 Follow Up Inspections Human Performance Standards Established and Reinforced Through Training
19 Human Performance Improved Engagement of Line Employees Q Site Human Performance Advocate Involvement 95003 Follow Up Inspections
20 Human Performance Anchored in Training Q Task Performance Evaluation(TPE)
Card 95003 Follow Up Inspections
21 Human Performance Anchored in Day-to-Day Activities Q Pre-Job Briefs and Post-Job Critiques 95003 Follow Up Inspections
22 Q Maintenance Excellence Cards 95003 Follow Up Inspections Human Performance Anchored in Day-to-Day Activities
23 Human Performance Anchored in Fleet Processes Q Key Human Performance Procedures
- NOBP-LP-2601 - Human Performance Program
- NOP-LP-2601 - Procedure Use and Adherence
- NOBP-LP-2602 - Human Performance Success Clocks
- NOBP-LP-2603 - Human Performance Tools and Verification Practices 95003 Follow Up Inspections
24 Human Performance Sustainability Human Performance Sustainability Q Anchored in Training, Day-to-Day Activities &
Processes
- Integrated into Excellence Plans
- Continued use of training committees Q Governance & Oversight
- Management reinforcement and oversight
- Driving employee engagement and ownership
- Benchmarking and self-assessments Q Metrics
- Use of industry metrics
- Use of section and station clock resets 95003 Follow Up Inspections
25 Performance Improvement Initiative Performance Improvement Initiative Greg Halnon, Director, Regulatory Compliance &
Performance Improvement Initiative 95003 Follow Up Inspections
26 Performance Improvement Initiative Performance Improvement Initiative Q Discuss on-going activities Q Highlight overall strategy for continuous improvement Q Plan for Performance Improvement Initiative closure 95003 Follow Up Inspections
27 Performance Improvement Initiative Performance Improvement Initiative Q
Focused on effective implementation of Performance Improvement Initiatives to obtain desired results and continuous improvement
- Rigorous review of Detailed Action Monitoring Plan closure packages
- Monitor key station metrics to measure performance
- Assessments to determine effectiveness of implemented actions
- Monthly Performance Review meetings
- Quarterly Performance Review meetings
- Performance Overview Panel 95003 Follow Up Inspections
28 Key Events and Assessments Key Events and Assessments 95003 Follow Up Inspections 2007 - Return to FENOC Practices 2006 Quarter 4 Quarter 3 Quarter 2 Quarter 1 December November October September August July IP 95002 Effectiveness HU Effectiveness CAP Effectiveness Snapshot Assessment NRC Inspection NRC Inspection NRC Inspection Self-Assessment Integrated Review Self-Assessment Integrated Review Initiative Closure Initiative Closure
- CARB Meetings
- CARB Focus
- Supervisor briefings
- CR Analyst Meeting
- Management review board
- Cognitive trending
- IPAs
- MPR
- CNRB
- STAC meetings
- Monthly HU team meetings
- Focused Self Assessments
- Daily MRB
- Standardization group meetings
- Weekly MAOM Update
- Monthly performance review meetings with senior management
- Asses the effectiveness of upgraded procedures, including affects on equipment reliability and human performance
- Submit a plan for additional procedure upgrades.
Procedure Upgrade Ongoing Procedure Upgrade Validation
29 Vision Icon Vision Icon 95003 Follow Up Inspections
30 Business and Excellence Plan Business and Excellence Plan Strategies Strategies Q Safe Plant Operations Q Reliable Plant Operations Q Cost Effective Plant Operations Q Through People, Processes and Procedures Transformation to Excellence Transformation to Excellence The philosophy of excellence will drive continuous improvement through the use of our standardized programs, processes and procedures in each of our functional areas. The Site Excellence Plans included in the Business Plan will be used to implement our strategies.
Vision Vision Business Planning Process Business Planning Process Five-year Business Plan focuses the organization on our priorities. Includes Vision, Values, Key Assumptions, Risks, Asset Improvements, Outage Plans, Metrics and Financials all built around the strategies.
People with a strong safety focus delivering top fleet operating performance Positioning For Success 2 0 0 6 - 2 0 1 0
) ( 1 2 &
31 Q Site Leadership Teams (SLT)
Q Peer Groups-Excellence Plans Q Management Alignment &
Ownership Meeting Q Outage Management Teams (OMT)
Q Plant Health Committee (PHC)
Q Site Training Advisory Committee (STAC)
Q Engineering Advisory Board (EAB)
Q Site & Fleet Organizations Q Corrective Action Program Q Work Management Process Q Conduct of Operations &
Maintenance Q Emergency Response Organization Q Human Performance Team Q As Low As Reasonably Achievable (ALARA)
Q Resource Sharing Q Peer Groups Q Project Review Committee (PRC)
Q Executive Project Review Committee (EPRC)
Q Employee Concern Program Q Safety Conscious Work Environment Program Q Common Policies / Processes /
Programs Q BETA Labs Q Communications Q Project Management Q Site, Fleet & Corporate Organizations Q Leadership Development Q Workforce Replenishment /
Retention Q Emergency Planning / Security Q Supply Chain Q Continuous QA Quarterly Assessment Q Self-Assessments Q Monthly Performance Review (MPR)
Q Quarterly Performance Review (QPR)
Q Executive Training Oversight Committee (ETOC)
Q Site Leadership Teams (SLT)
Q Morning Fleet Call Q Management Alignment and Ownership Meeting Q Challenge Calls Q Corrective Action Trending Q Nuclear Regulatory Commission (NRC)
Q Company Nuclear Review Board (CNRB)
Q Institute of Nuclear Power Operators (INPO)
Q Nuclear Energy Institute (NEI)
Strategy to Meet Vision Q Safe Plant Operations Q Reliable Plant Operations Q Cost Effective Plant Operations Q People, Processes and Procedures Business Plan Elements Q Key Performance Metrics Q Long-Range Plan (10 years)
Q Stakeholders: Energy Delivery, Asset Utilization, Industry, Shareholders, Employees, Communities Vision People with a strong safety focus delivering top fleet operating performance Vision People with a strong safety focus delivering top fleet operating performance Board of Directors Nuclear Committee of the Board FirstEnergy Executive Council Board of Directors Nuclear Committee of the Board FirstEnergy Executive Council Values Safety,Teamwork,Customer Service, Accountability & Ownership, Positive Change & Accomplishment, Value Creation, Integrity, Diverse / Knowledgeable Workforce Values Safety,Teamwork,Customer Service, Accountability & Ownership, Positive Change & Accomplishment, Value Creation, Integrity, Diverse / Knowledgeable Workforce Executive Leadership Team (ELT)
Governance of Fleet Operations Executive Leadership Team (ELT)
Governance of Fleet Operations Business Planning 5-year Business Plan Business Planning 5-year Business Plan Performance of Nuclear Operations Performance of Nuclear Operations Support of Nuclear Operations Support of Nuclear Operations Oversight of Nuclear Operations Oversight of Nuclear Operations Positioning For Success FENOC Management Model FENOC Management Model 31
32 Performance Improvement Model Performance Improvement Model 95003 Follow Up Inspections
33 Performance Improvement Model - CAP Performance Improvement Model - CAP Implementing Solutions Implementing Solutions Performance Monitoring Performance Monitoring Analyzing, Identifying and Planning Solutions Analyzing, Identifying and Planning Solutions GAPS GAPS ACTIONS ACTIONS RESULTS RESULTS NOBP-LP-2018 NOBP-LP-2010 NORM-LP-2001 NOPL-AD-0002 NOPL-LP-2009 NOBP-LP-2018 NORM-LP-2002 NOPL-AD-0002 NORM-ER-3305 NOBP-TR-1501 NOPL-AD-0001 Policy series NOBP-LP-2007 NOPL-LP-2001 NOBP-SS-2001 NOP-SS-2101 NOBP-TR-1106 NOBP-WM-2501 NOPL-LP-2007 NOP-LP-2001 NOBP-LP-2019 NOBP-LP-3002 NOP-LP-2001 NOP-SS-8001 NOP-WM-0001 NOP-LP-2001 NOP-SS-8001 NOP-WM-0001 NOP-LP-2001 NOP-ER-3001 NOP-WM-1001 NOBP-TR-1102 NOBP-LP-4003A NOBP-LP-2011 Observations Oversight Operating Experience Self-Assessments Benchmarking Problem Reporting Standards Effectiveness Reviews Trending Performance Assessment Performance Indicators Business Planning Resource Management NOPL-LP-2007 NOP-LP-2001 NOBP-LP-2019 NOBP-LP-3002 Problem Analysis Action Planning Management Review &
Approval Organizational Accountability Management Oversight/
Reinforcement Action Tracking Task Assignment
34 Transition To Fleet Model Transition To Fleet Model Q
Focused Self-Assessment and Key Performance Indicators
- Demonstrate stable performance at acceptable levels
- All results entered into Corrective Action Program and Action Tracking
- Significant opportunities planned in Fleet Peer Group Excellence Plans Q
Excellence Plans
- Process starts with industry best comparison and benchmarking
- Benchmarking integral part of Excellence Plans
- Continuous Management Oversight
- Monthly Performance Reviews
- Peer Group Steering Committee
- Executive Leadership and Site Leadership Teams 95003 Follow Up Inspections
35 FENOC Fleet Excellence Plans FENOC Fleet Excellence Plans 2007 2007 Perry Performance Improvement Initiative Perry Performance Improvement Initiative 2006 2006 Perrys Performance Perrys Performance Median Industry Performance Median Industry Performance Top Quartile Industry Performance Top Quartile Industry Performance Perry Relative Performance Level Perry Relative Performance Level
- 95002 Issues
- 95003 Fundamental Issues
- 95002 Issues
- 95003 Fundamental Issues 2005 2005 95003 Follow Up Inspections
36 Closing Remarks Closing Remarks Bill Pearce Site Vice President 95003 Follow Up Inspections
Perry Nuclear Power Plant July 11, 2006 Public Meeting 95003 Follow Up Inspections