ML062210175
| ML062210175 | |
| Person / Time | |
|---|---|
| Site: | Salem, Hope Creek  |
| Issue date: | 01/29/2004 |
| From: | Williams H - No Known Affiliation |
| To: | Office of Nuclear Reactor Regulation |
| References | |
| FOIA/PA-2005-0194 | |
| Download: ML062210175 (2) | |
Text
Herb Williams noteslcomments on the nterview (1-29-04)
-7 The following are my observations/questions of
@interview held on 1-29-04.
~ASESEN-tJST ON j1 YES/N
§#I NUIAIO WY WYNTE Will raise concerns and has done so before?
YES See below Raises concerns for others?
YES Earlier Interview Believes others raise concems without hesitation?
NO See Below Knows of someone who has experienced retaliation for YES See Below raising concerns?
Bins for Issues:
- 1 - PERCEIVED LACK OF FREEDOM TO RAISE SAFETY CONCERNS TO PSEG MANAGEMENT
- 2 - PRODUCTION OVER SAFETY ISSUES
- 3 - SCHEDULE PRESSURE ISSUES
- 4 - LABOR - MANAGEMENT ISSUES
- 5 - INDUSTRIAL SAFETY ISSUES OTHER UNSPECIFIED ISSUES/COMMENTS
- 1 - PERCEIVED LACK OF FREEDOM TO RAISE SAFETY CONCERNS TO PSEG MANAGEMENT (p.60) 'Brnging up issues... the redrc pump... the diesels... [inaccurate] procedures... the [broken] work management process... the [inaccuracy] of work orders and spare parts [resulted In my being viewed a 'non-team player'and therefore attributed to my leaving]"
(p. 66) The Individual had a concern which somebody took that to mean that he was positioning himself (with a
'protective lawsuit') during the time of the reorganization.
(p. 69 - 74) Several people were raised concerns or pushed Issues lost their jobs also.
(p. 78 & 79) "[In] my opinion, the [corrective] actions are Ineffective and added to the human performance and the chilling effect that you're seeing."
- 2 - PRODUCTION OVER SAFETY ISSUES (p. 2 - 5) With respect to the Hope Creek 'B" Recirc Pump Issue (tolerance / alignment problem that manifested Itself via high vibration that was 'corrected' by machining and repositioning the vibration Indication equipment effectively'masking' the problem), a level 1 notification with a root cause was Initiated. The recommendation (from site engineering, maintenance, and FlowServe - an external vendor) was to do maintenance on the pump Internals during the next refueling outage to resolve the issue. Management viewed this as a business decision rather than a safety Issue and corrective actions were scheduled beyond the next refueling outage.
(p. 20 - 22) The Salem unit 1 turbo charger failed because PMs were not done... "two people... manager and superintendent [that signed deferrals for the Pros for]... almost three years... [and a deferral required] operations or engineering concurrence" a
(p. 22 & 23) "When I first got there the [stack of] PM deferrals... was unbelievably huge... just [couldnt] support [the PM work] with all the corrective maintenance... [the PM program started to Improve] about a year and 1/2 ago" (p. 43 - 48) The practice of adding new notifications to existing work packages creates the potential for items to be overlooked and Inadequately planned. One diesel work package had over 30 notifications attached to It... "that's how half the stuff gets missed... [which results In the work order add-ons not getting] properly planned"
- 3 - SCHEDULE PRESSURE ISSUES (p. 51) There was "great pressure to get the work backlog down, just get it killed, just get the work done"
- 4 - LABOR - MANAGEMENT ISSUES NONE
- 5 - INDUSTRIAL SAFETY ISSUES (p. 80 - 85) Discussed human performance Issues In which errors of omission existed where work activities and their associated tagging activities were not tied together. This presented a significant risk of personnel Injury and the entifying maintenance individuals were afraid to report the errors for fear of retaliation... "we're going to get in trouble, I
anhV kUsVaS deleted in accordance With the f"Idam of Pae9"r Semptions,
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Herb Williams notes/comments on th nterview (1-29-04)
OTHER UNSPECIFIED ISSUES/COMMENTS (p. 25 - 33) Tax Implications and financial pressures have resulted in a significant push for Inventory reduction which has subsequently resulted In problems with getting and maintaining proper spare parts for PMs and CMs. Numerous notifications have been written documenting the lack of spare parts for critical safety equipment, etc.
(p. 35 - ) A level-i notification was written to document that 'the work control process was broken... planning system that addressed critical issues didn't address parts. The work scope never stayed stable... was never defined prior entering critical windows... within two or three weeks my level-1 was downgraded to a level-2 and then to a level-3... [and] I was told that I was being vindictive on the planning and work control organization" (p. 78) Technical Issue summary: (1) Handling of the Hope Creek'B' Redrc Pump, (2) work/package doseout sequence on safety relief valves, and (3) management of the on-line maintenance work control process.
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