ML072780504
| ML072780504 | |
| Person / Time | |
|---|---|
| Site: | Kewaunee  |
| Issue date: | 10/04/2007 |
| From: | Dominion Energy Kewaunee |
| To: | Office of Nuclear Reactor Regulation |
| References | |
| Download: ML072780504 (27) | |
Text
1 NRC Meeting to Discuss Substantive Cross-Cutting Issues October 4, 2007
2 Agenda
- Opening Remarks - David Christian
- Station Perspective - Leslie Hartz
- Problem Identification & Resolution - Paul Blasioli
- Human Performance - Mike Crist
- Closing Remarks - David Christian
3 Opening Remarks David A. Christian President & Chief Nuclear Officer Dominion Energy Kewaunee
4 Kewaunee Perspective
- Spring 2007 - Overall rate of improvement at Kewaunee was not acceptable
- Recovery efforts accelerated including PI&R and HU actions
- Significant additional resources and funding
- Kewaunee not tactically focused on the specifics of the NRC identified cross-cutting issue
- Actions not prioritized and taken to address vulnerabilities
5 Self-Assessment Activities
- 95-002 Self-Assessment (July/September 2007)
- Safety culture self-assessment (Sept. 2007)
- Cross-cutting issue RCEs (Sept. 2007)
- Common cause evaluation (Sept. 2007)
6 Delivery on May Commitments PI&R Actions & Status
- Equipment Reliability
- EDG Tiger Team - Assessment complete, Reviewed w/PHC, Actions in CAP
- Systematic system & program health reviews - In progress, 31%
complete, 7/31/2008 completion date
- PM basis document - Program in place; Resources identified, Awaiting inputs from Critical Equipment List (CEL)
- VETIP improvements - In progress. Good progress made to date
- Critical equipment list/single point vulnerability - In progress.
Phase I; FW, Rod Control, Switchyard, Turbine & EHC. CEL completion date 12/31/2007, SPV Phase I completion date 10/31/2007
7 Delivery on May Commitments PI&R Actions & Status
- Corrective Action Program Improvements
- CARE (Corrective Action Review for Excellence) team - In progress.
Metrics indicate improvement in ACE quality 3/4 Review for quality closure
- Corrective Action backlog reduction - In progress, 6/30/2008 completion date
- Human Performance Continuing Actions
- Continued Reinforcement of Standards - Ongoing, 325 Human Performance success days as of October 1st
- Procedures Upgrade - Ongoing, 294 upgrade procedures issued as of September 17th; > 2500 additional, upgrade complete in 2009
- Training & Qualification - Operations Training Improvement Revisions Plan complete
- Labeling Project - Complete as scoped; looking at additional labeling
- High Intensity Training - Complete
8 Equipment Reliability - System Health 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
06/18/2007 07/18/2007 08/18/2007 09/18/2007 10/18/2007 11/18/2007 12/18/2007 01/18/2008 02/18/2008 03/18/2008 04/18/2008 05/18/2008 06/18/2008 Project Status Milestone
9 Equipment Reliability - Program Health 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
04/26/2007 05/26/2007 06/26/2007 07/26/2007 08/26/2007 09/26/2007 10/26/2007 11/26/2007 12/26/2007 01/26/2008 02/26/2008 03/26/2008 04/26/2008 05/26/2008 06/26/2008 07/26/2008 Project Status Milestone
10 Equipment Reliability - Single Point Vulnerability 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
04/25/2007 05/02/2007 05/09/2007 05/16/2007 05/23/2007 05/30/2007 06/06/2007 06/13/2007 06/20/2007 06/27/2007 07/04/2007 07/11/2007 07/18/2007 07/25/2007 08/01/2007 08/08/2007 08/15/2007 08/22/2007 08/29/2007 09/05/2007 09/12/2007 09/19/2007 09/26/2007 10/03/2007 10/10/2007 10/17/2007 10/24/2007 10/31/2007 Project Status Milestone
11 Equipment Reliability - Critical Equipment List 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
03/01/2007 03/15/2007 03/29/2007 04/12/2007 04/26/2007 05/10/2007 05/24/2007 06/07/2007 06/21/2007 07/05/2007 07/19/2007 08/02/2007 08/16/2007 08/30/2007 09/13/2007 09/27/2007 10/11/2007 10/25/2007 11/08/2007 11/22/2007 12/06/2007 12/20/2007 Project Status Milestone
12 Paul Blasioli Director, Organizational Effectiveness Kewaunee Power Station
13 Closing PI&R Cross-Cutting Issue
- Identified PI&R Issues
- Pace of improvement was too slow
- Evaluation quality improvements were not sustained
- Inconsistent standards across station
- Inadequate metrics to monitor site and department performance
- Late addition of resources
14
- Moving to Closure
- Establishment of clear performance standards
- Causal evaluation quality mentoring and accountability
- Line management owns quality
- Additional in-house resources
- Augmented monitoring of site and department performance Closing PI&R Cross-Cutting Issue
15
- Moving to Closure (contd)
- Additional training
- Improved CAP trending
- Cross-cutting aspects
- Safety culture aspects
- Prompt investigation of potential NOVs Closing PI&R Cross-Cutting Issue
16 Addressing Evaluation Quality Issue 0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
5/06 - 5/07 6/07 7/07 8/07 9/07 10/07 11/07 12/07 1/08 2/08 3/08 4/08 5/08
% ACEs Rejected
% ACEs Rejected Goal (Maximum value)
Cut-off for Minimum value Good 0%
17 0
10 20 30 40 50 60 70 80 90 100 5/06 - 5/07 6/07 7/07 8/07 9/07 10/07 11/07 12/07 1/08 2/08 3/08 4/08 5/08 Average ACE Score (%)
Average ACE Score (%)
Goal (Maximum value)
Cut-off for Minimum value Good Addressing Evaluation Quality Issue
18 HU Cross-Cutting Perspective
- Industrial Safety performance is a precursor
- We have affected the higher level issues through behavior changes. We are now driving that down to lower level issues
- Site clock reset trend improved in 2007
- Department clock reset trend similar for 2006 & 2007
- Our analysis of the HU aspects concludes
- Reinforcing of standards was focused on highest vulnerabilities
- Quality deficiencies exist in procedures
- Actions have been taken
- Management briefing/observation aid to improve in-field coaching
- Planners interface with procedure writers during work planning
19 Mike Crist Plant Manager Kewaunee Power Station
20 Closing Human Performance Cross-Cutting Issue
- Identified Human Performance issues
- Procedure Quality
- Inconsistent expectations for procedure use and adherence
- Limited procedure compliance coaching
- Limited procedure quality verifications prior to start of work
21 Closing Human Performance Cross-Cutting Issue
- Moving to Closure
- Enforced expectations for procedure use and adherence
- HIT for Operations and Maintenance
- Implement revision 2 of EOPs
- Job planning procedures review
- Increased field observations and coaching
- Prioritization of procedures for upgrade
- Expected Results
- Demonstrated improvement in procedure in-field use and adherence
- Procedure quality does not impact station operations
22 Closing Human Performance Cross-Cutting Issue
- Beyond Closure
- Procedures Upgrade
- Establishment of First-Line Supervisor peer group to gain broader involvement and ownership
- Additional human performance training
- HIS training in Maintenance
- Patterned after Operations HIT training
- Engineering mentoring program
- Life after HIT in Operations
- Operations aggregate impact improvement
23 Positive Trend in Human Performance Station Clock Resets 0.000 0.010 0.020 0.030 0.040 0.050 0.060 0.070 0.080 0.090 0.100 Sep-06 Oct-06 Nov-06 Dec-06 Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07 Aug-07 Index Value Reset Rate for 12-Month Rolling Average Excellence Goal Threshold Value Good
24 Human Performance - Department Performance 0
5 10 15 20 25 30 January Februray March April May June July August September October November December 2006 month 2007 month Department Clock Resets per Month
25 Human Performance Leading Indicator - Industrial Safety 0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00 Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07 Aug-07 Sep-07 Oct-07 Nov-07 Dec-07 ISAR-KPS.
RAR-KPS.
Dom. Target Kewaunee Employees-YTD Good 0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 0.80 0.90 1.00 Jan-07 Feb-07 Mar-07 Apr-07 May-07 Jun-07 Jul-07 Aug-07 Sep-07 Oct-07 Nov-07 Dec-07 ISAR-Cont.
RAR-Cont.
Cont. Target Supplemental Personnel -YTD Good
26 Summary
- We understand we were slow to address cross-cutting issues
- Management actions are bolstering weaker areas
- Sustainability requires skills, behaviors and supporting infrastructure
- Corrective action and human performance skills enhancement through training and mentoring
- Management focus on behaviors is being monitored through bi-weekly performance review of augmented metrics
- Recovery resources are in place and increasing
27 Closing Remarks David A. Christian