ML062160206

Partially Deleted Letter to from Plant

ML062160206
Person / Time
Site:	Salem, Hope Creek
Issue date:	08/02/2006
From:	- No Known Affiliation
To:	Office of Nuclear Reactor Regulation
References
FOIA/PA-2005-0194
Download: ML062160206 (6)

Text

• We need to further improve our partnership with the bargaining unit

• We have not fully embraced human performance at the point of contact, getting into the field --observing and providing feedback - enforcing high standards

• We as a department fail to report near miss incidents robbing ourselves of opportunities

• Small but persistent human errors are killing us

• There is a perception that non-licensed operator training is not considered important Plant

• We tolerate some long-standing equipment issues (this includes O/H alarm problems, T-Mods, etc.). We tend tojustify in our heads that its okay to live with this, sometimes failing to completely understand the aggregate impact

• We have not been completely successful planning for summer/winter station readiness. It seems this surprises us every year

• We have a tendency to accept sub-standard housekeeping items, specifically following scheduled maintenance

• We have not successfully performed a top quartile forced outage

• We allow ourselves to be held hostage by other departments when attempting to resolve issues 4ýýin closing I want to assure you that I do want to "jump on the train ". I still remember my dear~mother telling me the story of the little train who 'thought he could' when he approached a steep kill to climb. He spouted,-"l think I can, I think I can, etc.", well I know I can and I will take whatever steps necessary to follow your leadership to top quartile.

Wrformance Gaps Business Plan Goals and Planned Actions to implement goals and close gaps Performance Metrics Operations Department Expectations Related to Performance Gaps

)rced loss rate Achieve consistent summer By 4130103, 'A" shift will conduct a summer readiness An assessment report will be developed capacity factor at 100%

assessment. The assessment will incorporate and evaluate and will include input from all 'A' shift internal operating experience from all shift personnel to personnel.

identify and address issues that have challenged plant reliability in prior summer peak demand periods or have the potential to threaten generation. As appropriate, the findings will be fed back to the Work Week SROs, other shift

'A' shift will review summer readiness organizations and Operations management such that potential and status of action items and threats during peak demand periods are minimized. As, improvement initiatives with shift required, the Corrective Action Program will be utilized to personnel.

correct conditions adverse to quality identified in the assessment.

By 6/1/03, action items and improvement opportunities initiated by the summer readiness assessment will be discussed with all 'A' shift personnel. The resultant effect of this rollout will be a heightened awareness of summer peak demand requirements by shift personnel and will demonstrate the importance of their contributions towards maximizing summer reliability.

Achieve long term reliability

'A' shift will continue to rely on the "eyes and ears" of the Demonstrated use of the CAP to Operations Department, the equipment operators and NCOs identify equipment reliability issues.

to identify issues that have the potential to impact long term reliability of plant equipment. Use of the CAP to formally identify issues related to reliability will be encouraged and enforced. Complaints about equipment reliability issues without appropriate documentation in the CAP will not be tolerated. By 4/1/03, this expectation will be rolled out to

'A' shift personnel and theimportance of their field observations and proper use of the CAP will highlighted and directly linked to the success of PSEG Nuclear and of our own job security.

Reduce forced and planned outage During planned and forced outages, roles and responsibilities Demonstrate on time window closure duration for on time window closure milestones are reviewed with in RF I.

shift personnel as part of the shift briefing. The briefing will encourage all personnel to identify issues with a potential to adversely impact on time window closure such that remedial measures can be effectively implemented to minimize delays.

Performance Gaps Business Plan Goals and Planned Actions to implement goals and close gaps Performance Metrics Operations Department Expectations Related to Performance Gaps Human performance Implement error reduction As part of each pre-job brief, error reduction PAOWF observations will be initiated at the point of contact behaviors techniques and potential error traps will be discussed to address this area. Events related to and assessed. PAOWF observations will be conducted human performance issues will be for pre-job briefing effectiveness, specifically minimized.

emphasizing and evaluating the active engagement of the personnel performing the task. Supervisor response to personnel engagement issues will also be assessed for these briefings.

Improve work environment Material condition and housekeeping issues will be PAOWF observation will be initiated promptly identified and acted upon. Extended field to address this area and will document observations of work environment issues will be performance trends. Appraisal notes performed throughout the year and document in the will be maintained for pertinent issues PAOWF program. Housekeeping and work related to unacceptable operator environment issues related to continued equipment performance.

operator inattention to detail or lack of standards will be documented in their appraisal notes. As required, the CAP will be utilized to address issues that represent a condition adverse to quality.

Performance Gaps Business Plan Goals and Planned Actions to implement goals and close gaps Performance Metrics Operations Department Expectations Related to Performance Gaps Operations Maintain safety focus Nuclear safety will remain the number one priority of No reportable events related to 'A' Department

'A' shift. When identified, shift personnel will act shift performance. No negative Leadership, Courage upon issues that potentially affect nuclear safety in an findings or comments made by outside and Accountability appropriately timely manner.

stakeholders concerning 'A' shift response to nuclear safety issues.

Train to improve individual habits Shift personnel performance that does not meet PAOWF observations will be and skills

' Operations Department expectations, such as peer performed and correction actions checks, three-way communications, board awareness, documented. Appraisal notes will be Demand excellent performance and distractive environments, etc., will be addressed and maintained for pertinent issues related then be an active participant corre( :e,.! on the spot. Supervi-nr re-.*onse tn lezs than to unsccentable operator performance adequate personnel pertormance will also be ashessed t.:..

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and acted upon as appropriate.

oversigh,.tn(: i--,.-'iI, Cil'ective correction actions to address identified deficiencies.

Operations Superintendent as a On an ongoing basis, the Operations Superintendent Communications with plant Shift Manager will function as the single point of accountability for management will be concise and all activities being performed on the shift.

In unambiguous. TARP initiation Be the voice of management addition, the Operations Superintendent will leverage utilization will be in accordance with organizational resources to maximize schedule SHOP-0101 and management Practice total result accountability adherence and effectively manage emergent issues.

expectations. Unnecessary extensions The Operations Superintendent will be responsible for of equipment outage times due to less Presence and Drive to Get communicating with plant management to ensure that than adequate organization support will Better/Leading External vs. Internal support organizations are properly focused on plant be minimized and demonstrated by on priorities. In addition, supervisory personnel will be time window closures. 10-30-1 will be evaluated in the above areas as it pertains to their effectively utilized to document issues oversight of the operations shift crew.

related to schedule delays. CRS performance partnerships will specifically address this area and positive and negative performance trends will be documented and acted upon as appropriate.

Performance Gaps Business Plan Goals and Planned Actions to implement goals and close gaps Performance Metrics Operations Department Expectations Related to Performance Gaps Operations Have ownership of all Shift personnel will understand the status of systems Demonstrated improvement in the Department work/engagement and ohgoing work in their areas of responsibility. At understanding of equipment status and Leadership, Courage shift briefings and turnover, personnel are challenged engagement in equipment restoration as and Accountability Drive all elements of plant by supervisors to demonstrate awareness of plant documented in NRC debrief meetings.

(Continued) operations conditions and system status for their area of In addition, PAOWF observation cards responsibility. This awareness should include an will document deficiencies in shift and understanding of when inoperable equipment is going personnel performance in this area with to be returned to service. Control room personnel will implemented corrective action be repeatedly challenged on the status of safety documented. *CRS performance equipment and be asked to identify what outstanding partnerships will specifically address items remain to restore operability. Unacceptable this area and positive and negative turnover status/information will be documented and performance trends will be documented positively corrected with the shift demonstrating less and acted upon as appropriate.

than adequate work engagement.

CAP Effectiveness Use CAP to improve site Problem identification and discussion of issues adverse Demonstrated use of the CAP by shift performance to quality without proper utilization of the CAP will personnel to identify conditions not be tolerated. Identification of problems requiring adverse to quality. Periodic reviews of resolution will continued to be encouraged in a positive notifications initiated by shift personnel manner, including repetitive issues. Supervisory will be conducted by supervisory personnel are expected to reinforce the effectives of personnel to ascertain the effectiveness CAP utilization by following up on issues identified by of CAP closure. The results of these shiii personnel and positively identifying effective reviews will be discussed with the shift issue resolution. In addition, supervisory personnel are personnel identifying the concerns and expected to take appropriate actions to address agreement will be reached on necessary concerns where CAP items have been closed out actions to provide resolution.

ineffectually or did not address the primary concern.

Documentation of supervisory follow-The end result will be that shift personnel understand up with shift personnel on the status of that management is actively concerned about the CAP items will be documented in their effective closure of issues related to personnel safety, appraisal notes.

I equipment reliability and process efficiency.

I

EXPECTATIONSIACCOUNTABILITY I want to pass on my personal takeaways with regards to our combined Shift Manager's meeting on January 16th at which both ofyou spoke.

First; I felt that the talk was long overdue. Anybody who is 'engaged' appreciates every opportunity they get to speak with his/her Senior Management Team. Though I realize that I am the senior mnanagemen e resentative on shift with an active reactor operator's license, I sometimes forget that frequently, 1 am you made it very clear to me that at times I do forget this fact and that "I ami[l and that.l am the voice of management every time I speak.

Second; I didn't truly understand the complete makeup of a successful manager, heck, I'm not sure I really thought of myself as a manger'until January 16'h. Your presentation on the Site Operations Leadership Philosophy really opened my eyes.-Yes I believed I had Safety Focus, that I aligned with Work Management, that I trained to improve and that I utilized the corrective action program to improve performance, BUT I was only fooling myself. The results indicate that I am not where I need to be.

This is disturbing to me.

Thirds0 during the discussion of ineffective management control, you stated that as manager's we-don't know our processes and challenged us by saying very emphatically, " If you are not in the knowledge base, How can you lead?" This triggered tome anxiety on my part because I don't know all our processes the way I should. Remember what you said, "Anxiety creates change".

Last; after my interview with you about 2 years ago, I took away creating change by holding people accountable and our discussion about changing the negative influencers in an attempt to lead the silent majority. Well, I reviewed my notes and your formula for Success = (knowledge of yourself) (risk) was part of my notes. I took a lot away from that interview but I failed to internalize that concept. Thank you for reminding me.

You have requested feedback on identified personal gaps as well as department gaps by Febraru 10L1 along with an action plan that can be utilized for our performance partnerships. Discussions I have had with andMlE =

indicate that we (Hope Creek Operations) are attacking this assignment as a group. Unfortunately I have scheduled vacation and will not be able to attend this meeting. So, I am attaching what I have developed with regards to my own perceptions as the GAPS that exist in my personal performance as well as the Hope Creek Operations Departments for the identified GAPS of Plant, People and Processes along with a preliminary Action Plan for my shift, which supports the 2003 Business Plan. This is information that I would have utilized to participate in this upcoming weeks meeting. I have supplied a copy to my peers for inclusion into their discussion. Once I return from vacation, I will utilize what is developed to complete my own action plan as well as the action plan for my shift. I hope that this indicates to both of you that I did not take this assignment lightly and for now meets your expectations, (I am part of We)

Processes

• We are not proficient with all the processes that we deal with

• I have tended at times to think that the Corrective Action Program was tedious work as opposed to 'an opportunity to improve' the plant, the people or the processes

• I have not utilized the Corrective Action Program to get better everyday

• We have not embraced post job briefs completely to incorporate lessons learned to further enhance our processes

• I have allowed myself to not become involved with influencing budgetary decisions for the department/station

• We as the shifts have not truly 'owned' the work weeks, just executed. We allow off shift personnel to review/approve OUR schedules

• We tend to allow other departments at times to assume responsibilitylaccountability as opposed to owning the issue and driving each issue to closure

• We have not tapped the potential of the observation program to improve performance

• I have at times expected success when addressing an issue but have anticipated failure People

• I have not consistently provided feedback to individuals to promote improvement when the opportunity arises

• We have not on shift shown the same passion for training that we do at the NTC

• I need to continue to 'sell' management to the bargaining unit - keep improving my voice of management timpr0y my ability to reinforce and maintain self/crew/department/station focus on common goals and accordaf..

e he FrReedom of infirmatiaq Act, exemptions X._

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