ML070120562
| ML070120562 | |
| Person / Time | |
|---|---|
| Site: | Perry  |
| Issue date: | 01/10/2007 |
| From: | Hagan J FirstEnergy Nuclear Operating Co |
| To: | Office of Nuclear Reactor Regulation |
| References | |
| Download: ML070120562 (61) | |
Text
Perry Nuclear Power Plant January 10, 2007 Public Meeting
2 January 10, 2007 Public Meeting Perry Nuclear Power Plant Perry Nuclear Power Plant Joe Hagan FENOC Chief Operating Officer
3 January 10, 2007 Public Meeting Introduction Introduction Q Key Observations and Sustained Results Achieved in Corrective Action Program-Fred Cayia Q Sustained Results Achieved in Human Performance -
Barry Allen Q Continuous Improvement in Operations - Dewey Evans Q Continuous Improvement in Maintenance - Tony Mueller Q Structure for Continuous Improvement-Greg Halnon Q Closure of Regulatory Actions - Jeff Lausberg Q Closing Remarks - Bill Pearce
4 January 10, 2007 Public Meeting Key Observations and Sustained Results Achieved in CAP Key Observations and Sustained Results Achieved in CAP Fred Cayia
- Director, Performance Improvement
5 January 10, 2007 Public Meeting Q NRC IP 95003 Inspection concluded, Overall, while some limited improvements may have been realized, the NRC concluded that there has been no substantial improvement in human performance or your implementation of corrective action program (CAP) since Perry entered the Multiple/Repetitive Degraded Cornerstone column of the NRCs Action Matrix in August 2004.
Q NRC observed that performance issues occurring prior to and during IP 95003 inspection were often the result of inadequate implementation of CAP and Human Performance errors Key Observations -
NRC Observations (~2 yrs Ago)
Key Observations -
NRC Observations (~2 yrs Ago)
6 January 10, 2007 Public Meeting Q
Common Cause Analysis (CR 03-05995)
- Evaluated events that resulted in White Findings (e.g. RHR/LPCS Waterleg Pump venting, ESW Pump Shaft Coupling)
- Weaknesses identified
- Implementation in Program / Processes
- Accountability and Expectations
- Procedure Content Q
Corrective Action Program Root Cause (CR 05-03986)
- Management team did not demonstrate ownership
- Management had not established adequate expectations to effectively implement CAP at all levels in the organization Q
Human Performance Root Cause (CR 05-02517)
- Management ownership was less than adequate
- Performance monitoring and trending was less than adequate Our Assessments and Root Cause Analyses Our Assessments and Root Cause Analyses
7 January 10, 2007 Public Meeting Q NRC observations and our assessments told us:
- Management did not provide appropriate leadership and demonstrate ownership of key programs (e.g., CAP, Human Performance)
- Management oversight lacked leadership (e.g., CARB, MRB, SLT)
- Management observations not critical
- Roles and responsibilities in CAP and Human Performance
- Not clearly established and communicated
- Some expectations were not enforced or reinforced
- Technical rigor in problem solving was weak
- Effective monitoring tools were not available (i.e., KPIs)
Fundamental Issues Identified Fundamental Issues Identified
8 January 10, 2007 Public Meeting Q
Procedures established to ensure venting of RHR System Q
Modifications of Emergency Service Water Pumps resulting in more robust design than original Q
Improved plant system/equipment reliability
- Upgraded Feedwater Control System
- System Health reviews
- Latent Issues reviews Q
Strengthened key site programs by performing program/process reviews
- Corrective Action Program
- Human Performance
- Work Management
- Fuel Reliability
- Motor Operated Valve Reliability Program First Steps What We Did in 2003 ~ Early 2005 First Steps What We Did in 2003 ~ Early 2005
9 January 10, 2007 Public Meeting Q Transitioned to Performance Improvement Initiative (PII)
Phase 2, focusing on interdependent issues
-CAP Implementation
-Human Performance
-Training
-Work Management
-Employee Engagement
-Operational Focus Q Line organization engaged in development of PII Phase 2 Q Oversight provided by FENOC executives and Performance Overview Panel Next Step -
What We Did in Mid-2005 Next Step -
What We Did in Mid-2005
10 January 10, 2007 Public Meeting Q Increased Oversight of CAP
-Corrective Action Review Board (CARB)
-Management Review Board (MRB)
-Senior Leadership Team (SLT)
-Monthly Performance Review (MPR)
Q Outcome was improved management ownership and accountability Q Standards and expectations reinforced Corrective Action Program -
Key Learnings - Improved Oversight Needed Corrective Action Program -
Key Learnings - Improved Oversight Needed
11 January 10, 2007 Public Meeting Q Increased involvement and ownership in CAP with focus on expectations
-Trained site personnel to CAP implementation expectations
-Conducted interactive training to site employees
-Performance Appraisal Process revised to include expectations and accountability Improved quality of evaluations and corrective actions
- Trained root cause evaluators
- Established pre-job briefs for apparent/root cause evaluations CAP performance monitoring Corrective Action Program -
Key Learnings - Site Involvement and Better Investigation Corrective Action Program -
Key Learnings - Site Involvement and Better Investigation
12 January 10, 2007 Public Meeting Key Performance Indicators
13 January 10, 2007 Public Meeting Corrective Action Program Improved Ability to Work Todays Issues Today Condition Reports Open > 180 Days 206 147 161 131 96 86 27 219 182 185 0
50 100 150 200 250 Mar-06 Apr-06 May-06 Jun-06 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06 Improving Performance
14 January 10, 2007 Public Meeting Corrective Action Program Improved Identification of Issues 240 250 356 423 453 374 451 484 495 375 538 461 471 518 426 627 501 442 0
150 300 450 600 750 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 Adverse to Quality CRs Initiated Per Month
15 January 10, 2007 Public Meeting Corrective Action Program Improved Timeliness of Investigations 33.3%
33.3%
40.0%
45.5%
71.4%
81.8%
66.7%
57.1%
90.9%
100.0%
96.2%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
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 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06 Improving Performance Percent Apparent Causes Completed on Time
16 January 10, 2007 Public Meeting Corrective Action Program Improved Timeliness of Investigations 13.3%
20.0%
15.4%
22.2%
28.6%
57.1%
71.4%
55.6%
60.0%
70.0%
81.8%
100.0%
100.0%
100.0%
77.8%
77.8%
100.0%
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 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06 Improving Performance Percent Root Causes Completed on Time (6MonthRollingAvg)
17 January 10, 2007 Public Meeting Corrective Action Program Root Causes Quality 72.7%
76.9%
100.0%
100.0%
100.0%
100.0%
100.0%
100.0%
84.6%
85.7%
83.3%
83.3%
100.0%
100.0%
100.0%
100.0%
100.0%
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 Jul-06 Aug-06 Sep-06 Oct-06 Nov-06 Dec-06
% Root Causes Approved by CARB (6MonthRollingAvg)
Improving Performance
18 January 10, 2007 Public Meeting Q
Completed CAP PII self-assessment in fall 2006 Q
Conclusions
- Substantial improvement has been made in the stations ownership and implementation of the CAP
- Improvements are sustainable
- Opportunities for improvement identified Q
Condition Reports generated for Areas for Improvement
- Owner manager attendance at CARB
- Standard of 24 hrs for root cause evaluation team assembly
- Standard of supervisory review of new CRs in less than 24 hrs
- Standard for preparation of trend reports
- Additional training on extent of condition and cause Sustained Results Achieved -
Critical Self-Assessment Sustained Results Achieved -
Critical Self-Assessment
19 January 10, 2007 Public Meeting Q Continuous improvement through self-assessments and benchmarking Q Actions to close gaps identified from the self-assessments and benchmarking will be integrated into the Excellence Plan Continuous Improvement -
Excellence Plan in CAP Continuous Improvement -
Excellence Plan in CAP
20 January 10, 2007 Public Meeting Sustained Results Achieved in Human Performance Sustained Results Achieved in Human Performance Barry Allen
- Director, Site Operations
21 January 10, 2007 Public Meeting Q Management roles and responsibilities defined in Human Performance Policy and Program
-FENOC Nuclear Operating Policy NOPL-LP-2008, Human Performance
-Procedure NOBP-LP-2601, Human Performance Program Q Training focused on leadership roles Q Affirmation of Human Performance Program Human Performance -
Key Learnings - Management Engagement Needed Human Performance -
Key Learnings - Management Engagement Needed
22 January 10, 2007 Public Meeting Q
Training Committee developed training needs
- Group-specific Needs Analysis used to identify gaps and training actions Q
Training implementation
- Fundamentals of Human Performance and Event Free Tools
- Addressed individual behaviors, leadership behavior, and organizational behaviors Q
Institutionalized the training material for new employees and supplemental personnel (contractors)
Q Ongoing Needs Analysis in continuing training programs Human Performance -
Key Learnings - Engagement by Site Personnel Needed Human Performance -
Key Learnings - Engagement by Site Personnel Needed
23 January 10, 2007 Public Meeting Q Improved observation and coaching skills of supervisors and managers
-Simulated plant job site conditions (Flow-Loop Training Center)
-Paired observations between supervisors and managers
-Increased focus by duty team on high impact work Q Use of Key Performance Indicators (KPIs)
-Section Clock Reset
-Human Performance Success Days Q Review of KPIs
-Management Alignment and Ownership Meetings (MAOM)
-Section manager review of their own department
-Monthly Performance Review (MPR)
Human Performance -
Key Learnings - Oversight was lacking Human Performance -
Key Learnings - Oversight was lacking
24 January 10, 2007 Public Meeting Sustained Results Achieved -
Section Clock Resets Sustained Results Achieved -
Section Clock Resets Focus on lower level errors Section Human Performance Clock Resets 0
10 20 30 40 50 60 70 80 90 1st 2nd 3rd 4th 1st 2nd 3rd 4th 2005 2006 Change in learning culture
25 January 10, 2007 Public Meeting Sustained Results Achieved -
Site Human Performance Success Days Sustained Results Achieved -
Site Human Performance Success Days 2006 average days: 90.1
Results driven by behavior changes of the plant employees.
HUMAN PERFORMANCE SUCCESS DAYS 0
20 40 60 80 100 120 140 2004 2005 JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC 12 M onth Avg Goal Resets/M onth
26 January 10, 2007 Public Meeting Q Completed Human Performance PII self-assessment in fall 2006 Q Conclusions
-Significant progress has been achieved
-Reasonable evidence that improvements are continuous and sustainable Q Condition Reports generated for areas for improvement
-Feedback and coaching during field observations
-Management of procedure backlogs
-Consistency in placekeeping
-Ownership of high priority emergent work Sustained Results Achieved -
Critical Assessment Sustained Results Achieved -
Critical Assessment
27 January 10, 2007 Public Meeting Q Safety Culture Assessment Q Continuous improvement through self-assessments and benchmarking Q Actions to close gaps identified from the self-assessments and benchmarking will be integrated into the Excellence Plan Continuous Improvement -
Excellence in Human Performance Continuous Improvement -
Excellence in Human Performance
28 January 10, 2007 Public Meeting Continuous Improvement in Operations Continuous Improvement in Operations Dewey Evans Manager, Operations
29 January 10, 2007 Public Meeting Q Participated - Root cause evaluation Q Assumed - Operations manager in September 2006 Q Reviewed - Assessment reports, both internal and external Q Observed - Operator actions (Field and Control Room) and training activities Operations Manager - Perspective Operations Manager - Perspective
==
Conclusions:==
Perry is being operated safely and reliably.
Improvement opportunities exist.
30 January 10, 2007 Public Meeting Key Learnings Key Learnings Q Strengths:
- Staff technical knowledge
- Event prevention mindset Q Gaps to Excellence:
- Operations ownership of training
- Tolerance of operator challenges Focus:
Continuous improvement in Operations
31 January 10, 2007 Public Meeting Excellence in Operations Excellence in Operations Q Operational Decision-Making Process Q Operator fundamentals Q Partnership between Operations and Training departments Q Operations staffing & succession plan Q Teamwork - support groups Continuous improvement through self-assessment and benchmarking
32 January 10, 2007 Public Meeting Q Peer-assisted focused self-assessment currently in progress Q Strong and experienced team - FENOC and industry peers Q Incorporate continuous improvement opportunities Q Additional self-assessments and benchmarking scheduled Operational Focus Assessment Operational Focus Assessment Goal: Relentless pursuit of Operational Excellence at Perry
33 January 10, 2007 Public Meeting Continuous Improvement in Maintenance Continuous Improvement in Maintenance Tony Mueller Manager, Maintenance
34 January 10, 2007 Public Meeting Q Procedures Q Human Performance Q Corrective Action Program Q Work preparation/scheduling Q Supervisory oversight and coaching Challenges in Maintenance - 2004 Challenges in Maintenance - 2004
35 January 10, 2007 Public Meeting Q Procedure use and adherence Q Procedure quality Q Use of Human Performance tools Q Corrective Action Program ownership Q Critical observations Q Work package preparation Substantial Improvement Recognized-What we did in 2005 ~ 2006 Substantial Improvement Recognized-What we did in 2005 ~ 2006
36 January 10, 2007 Public Meeting Q Assessments and benchmarking in 2006 Q Strengths
- Craft engagement and ownership
- Use of Human Performance tools
- Management involvement in Work Management Q Gaps to Excellence
- Worker practices
- Maintenance efficiency
- Supervisory effectiveness
- Backlogs Sustained Results Achieved -
Key Learnings Sustained Results Achieved -
Key Learnings
37 January 10, 2007 Public Meeting Q Excellence Plan provides actions to drive continuous improvement Q Self-assessments and benchmarking Q Actions to close gaps identified from the self-assessments and benchmarking will be integrated into the Excellence Plan Continuous Improvement -
Excellence in Maintenance Continuous Improvement -
Excellence in Maintenance
38 January 10, 2007 Public Meeting Structure for Continuous Improvement Structure for Continuous Improvement Greg Halnon
- Director, Fleet Regulatory Affairs
39 January 10, 2007 Public Meeting Structure for Continuous Improvement Structure for Continuous Improvement Q Self-assessments/benchmarking Q Key Performance Indicators Q Management oversight Q Procedures/policies Q Corporate governance
40 January 10, 2007 Public Meeting Key Elements In Place for Continuous Improvement Key Elements In Place for Continuous Improvement Q Effectiveness of supervision and oversight
- Expectations and standards clear and routinely reinforced Q People
- Implement the steps
- Proficient and practiced
- Assess feedback Q Process or instructions
- Steps clearly written down to achieve success
- Mechanism exists that initiates action to implement those steps
- Feedback into the front end of the process
41 January 10, 2007 Public Meeting Infrastructure in Place for Continuous Improvement Hierarchy of Continuous Improvement Infrastructure in Place for Continuous Improvement Hierarchy of Continuous Improvement Q
1st Tier - Setting Objectives/Management Oversight
- Fleet Business Plan/Excellence Plans
- Fleet Management Model
- Fleet Independent Oversight
- Company Nuclear Review Board Q
2nd Tier - Focus on Peoples Performance
- Human Performance Program
- Training Committee
- Peer Groups Q
3rd Tier - Tools of Implementation
- Corrective Action Program
- Self-Assessment Program
- Benchmarking Program
- Field Observation Program
42 January 10, 2007 Public Meeting 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 Business Planning - Aligning People, Processes, and Resources Business Planning - Aligning People, Processes, and Resources Positioning For Success
43 January 10, 2007 Public Meeting 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 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 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)
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 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
44 January 10, 2007 Public Meeting NOBP-TR-1115 Executive Training Oversight Committee Charter NOBP-TR-1117 Training Team Charter Site Level Oversight Organizational Level Oversight Program Level Oversight Operations, Maintenance, Chemistry, Radiantion Protection Engineering Training Perry Beaver Valley Davis Besse NOBP-TR-1117 Training Team Charter NOBP-TR-1117 Training Team Charter Chemistry Contractor Electrical Engineering Support Instructor Instrument & Control Licensed Operator Initial Licensed Operator Requal Maintenance Services Mechanical Non-Licensed Operator Radiation Protection Shift Engineer Shift Manager ETOC ETOC STAC STAC TRC TRC CRC CRC 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 FENOC Management Model FENOC Management Model
45 January 10, 2007 Public Meeting ELT PGSC Director Peer Groups Peer Groups Site and Fleet Directors Standardization Teams Peer Teams Site and Fleet Managers Site and Fleet Personnel Fleet Directors and Managers 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 FENOC Management Model FENOC Management Model NOPL-AD-0006, Peer Groups and Teams NOBP-SS-2101, Peer Groups and Teams NOBP-SS-2101, Peer Groups and Teams NOBP-SS-2101, Peer Groups and Teams
46 January 10, 2007 Public Meeting
47 January 10, 2007 Public Meeting 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 Task Assignment Action Tracking Effectiveness Reviews Performance Assessment Problem Reporting Performance Indicators Problem Analysis Action Planning Management Review &
Approval GAPS GAPS ACTIONS ACTIONS RESULTS RESULTS Organizational Accountability Standards Trending 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 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
48 January 10, 2007 Public Meeting Continuous Improvement - FENOC Excellence Plan Continuous Improvement - FENOC Excellence Plan Davis-Besse Excellence Initiatives Beaver Valley Excellence Initiatives FENOC Excellence Initiatives Perry Excellence Initiatives
49 January 10, 2007 Public Meeting Focus Areas for Excellence Plan Focus Areas for Excellence Plan Q Operate the plant safely, reliably and securely Q Improve equipment reliability Q Improve outage preparation and performance Q Improve Perry management team engagement and oversight Q Use training to improve performance Self-assessments and Benchmarking integrated throughout the Excellence Plan
50 January 10, 2007 Public Meeting Continuous Improvement for Sustaining Performance Continuous Improvement for Sustaining Performance Q Performance to date has shown generally improving trends Q Programs and processes in place for continuous improvement Q People in place with right behaviors and ownership to implement programs Q Oversight provided on several levels to improve performance
51 January 10, 2007 Public Meeting Oversight Structure for 2007 Oversight Structure for 2007 Q Structured Peer Assistance Q Augmented Monthly Performance Review Q Additional focus by CNRB Q Status Perry performance with NRC The Improvements are anchored.
The Behaviors have taken root.
Strong Fleet organization now exists.
52 January 10, 2007 Public Meeting Closure of Regulatory Actions Closure of Regulatory Actions Jeff Lausberg
- Manager, Regulatory Compliance
53 January 10, 2007 Public Meeting Q White Findings Addressed
-Emergency Service Water Pump Failure and RHR/LPCS Water Leg Pump
- Procedure adequacy and usage, including training addressed
- Corrective actions for ESW pump failure addressed
- NRC follow-up Inspections completed Q NRC follow-up inspections concluded measurable improvement realized Closure of Regulatory Actions -
IP 95002 Issues Closure of Regulatory Actions -
IP 95002 Issues
54 January 10, 2007 Public Meeting Q Key issues identified during the inspection were incorporated into Perry Performance Improvement Initiative (PII) Phase 2 Q Identified Confirmatory Action Letter (CAL) Commitments Q Issues tracked to completion by use of Perry PII Detailed Action & Monitoring Plan (DAMP)
Q Key observations/findings during IP 95003 inspection were addressed through our corrective action program Q NRC follow-up inspections concluded measurable improvement realized Closure of Regulatory Actions -
IP 95003 Issues Closure of Regulatory Actions -
IP 95003 Issues
55 January 10, 2007 Public Meeting Q
Substantive Cross-cutting Issues addressed
- Problem Identification and Resolution
- CR 05-03986 Root Cause Evaluation
- Corrective Action Program Implementation PII
- Human Performance
- CR 05-02517 Root Cause Evaluation
- Human Performance PII Q
PII supported improvement in the two substantive cross-cutting areas
- Training
- Work Management
- Employee Engagement
- Operational Focus Q
NRC follow-up inspections concluded measurable improvement realized Closure of Regulatory Actions -
Substantive Cross-cutting Issues Closure of Regulatory Actions -
Substantive Cross-cutting Issues
56 January 10, 2007 Public Meeting Q CAL Commitments completed in 2005~2006 Q December 20, 2006 letter provided NRC with basis for CAL closure
-IP 95002 Follow-up issues, e.g., Procedure Quality (upgrade),
QC Controls
-Corrective Action Program implementation improvements
-Human Performance program improvements
-Emergency Preparedness Q NRC follow-up inspections concluded measurable improvement realized Closure of Regulatory Actions -
Confirmatory Action Letter (CAL) Commitments Closure of Regulatory Actions -
Confirmatory Action Letter (CAL) Commitments
57 January 10, 2007 Public Meeting Q Expectations Met 9All deficiencies addressed using the Corrective Action Program 9Performed Root Cause evaluations for:
9 White Findings 9Corrective Action Program (CAP) and Human Performance (HU) Cross-cutting issues 9Identified Root and Common Causes 9Performed an assessment of Safety Culture 9Implemented Performance Improvement Initiatives (PII)
Closure of Regulatory Actions -
Manual Chapter 0305, Section 06.05b4 Closure of Regulatory Actions -
Manual Chapter 0305, Section 06.05b4
58 January 10, 2007 Public Meeting Q Criteria met for transition 9
Findings can be closed 9
Confirmatory Action Letter (CAL) commitments are completed 9
Performance improvements have been sustained 9New plant events and findings do not reveal similar significant performance weaknesses 9NRC and licensee performance indicators do not indicate similar significant performance weaknesses 9Licensee performance improvement program has demonstrated sustained improvement 9NRC supplemental inspections confirm improvement in the principal areas of weakness Closure of Regulatory Actions -
Performance Criteria Closure of Regulatory Actions -
Performance Criteria
59 January 10, 2007 Public Meeting Closing Remarks Closing Remarks Bill Pearce Site Vice President
60 January 10, 2007 Public Meeting Closing Remarks What We Have in Place Closing Remarks What We Have in Place Q Currently we have the:
- Right team in place
- Right processes and procedures
- Right expectations, standards and vision
- Right Excellence Plan in place
- Right Management Model To achieve top industry performance
61 January 10, 2007 Public Meeting Closing Remarks Building on to Our Strengths Closing Remarks Building on to Our Strengths Critical self-assessment culture Strong Safety Culture Low problem reporting threshold Root Cause evaluation rigor/depth and quality Improved Human Performance High expectations/standards