ML091200721
| ML091200721 | |
| Person / Time | |
|---|---|
| Site: | Point Beach  |
| Issue date: | 04/29/2009 |
| From: | Meyer L Nextera Energy |
| To: | NRC/RGN-III |
| References | |
| Download: ML091200721 (46) | |
Text
Public Meeting with NRC Region III Public Meeting with NRC Region III April 29, 2009 April 29, 2009
2
Introductions
Opening Remarks Larry Meyer Substantive Cross-Cutting Themes Corrective Action Brad Castiglia (Programmatic)
John Bjorseth (Plant Specifics)
Documentation Brad Castiglia (Programmatic)
Rob Harrsch (Plant Specifics)
Tom Vehec (Plant Specifics)
Safety Culture Larry Meyer (Overall)
Becky Deuel (NSCIT Perspective)
Questions/Discussion/Conclusions Closing Remarks Larry Meyer NextEra Energy Point Beach Public Meeting with NRC Region III Agenda
3 OPENING REMARKS OPENING REMARKS Larry Meyer Site Vice President
4 This meeting will provide an update of actions identified and previously communicated via:
- The last public meeting held on September 24, 2008
- Our October 2, 2008, response to the 2008 Mid-Cycle Assessment letter
- Our November 15, 2008, update on actions taken and planned to resolve deficiencies identified during the June 2008 SCWE Confirmatory Order Inspection
- Our December 22, 2008, letter providing results and contemplated corrective actions in response to the 2008 culture survey This meeting is in response to the 2008 annual assessment letter issued on March 3, 2009 The objective of this meeting is to demonstrate progress and show why our actions are more effective than in the past OPENING REMARKS
5 KEY MESSAGES We have completed the actions and met the closure effectiveness measures ahead of the timeline established in our October 2, 2008, letter We are confident our actions will be more effective than in the past
6 CONFIDENCE IN OUR ACTIONS We understand the root causes and the drivers of each of the issues We have the organizational capability to address the causes We have oversight to ensure fixes remain in place Our recovery approach focuses on sustainability
7 Sustainability T
R Typical Recovery M Monitoring System F Foundation F
Solid Values & Beliefs PDC SICLO Solid Tools High Risk/Look Ahead RT Expectations Training Accountability Oversight M
Indicators Assessments
8 Excellence Phase 1 Phase 2 Phase 3 3/4 Values 3/4 Process/Tools 3/4 Procedures 3/4 Focus Areas 3/4 Work Practices/Habits Break-through Future Effective People Effective Tools Effective Plan Disciplined Plan Execution
+
+
=
Foundation Superior Blocking & Tackling - 2008 Disciplined Plan Execution - 2009 Breakthrough 2010 Road to Excellence - Progress On The Journey
THIS IS OUR MODEL FOR ACHIEVING EXCELLENCE THIS IS OUR MODEL FOR ACHIEVING EXCELLENCE 9
10 Our values are the foundation for our operations and decision-making
11 Our values are the foundation for our operations and decision-making
12 Our values are the foundation for our operations and decision-making
13 Our values are the foundation for our operations and decision-making
14 Our values are the foundation for our operations and decision-making
15 PBNP RECOVERY SUCCESSES THEN (2008 Low Point)
NOW Causal quality - 74 90 Overdue - 46 0
Extensions - 90/week 30/week Health Index - 52.5 80 Documented Job Observations (per month) 140
>400 INPO Index (Station) 89 95 Leadership Vacancies 15 3
Site HU Event Rate 0.036 0.022 Outage Safety Grade Unit 2 (Spring 08) - 74%
Unit 1 (Fall 08) - 90%
Procedure Backlog 1952 500 Forced Outage Rate (Station) 22.85 0
Equipment Reliability Index Unit 1 - 57 Unit 2 - 68 Unit 1 - 66 Unit 2 - 78 Corrective Maintenance (station) 36 6
Operator Aggregate Distractions 240 190 Open Operability Issues (both Units) 90 42 Work Management - Schedule Adherence 65 86 Non-outage Elective Maintenance (station) 881 558 Work Management Corrective Action Program Manager and Supervisor Engagement Willingness to Deviate from Procedures Equipment Reliability Operational Focus
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17 Substantive Cross-Cutting Theme Update CORRECTIVE ACTION CORRECTIVE ACTION Aspect P.1.d Aspect P.1.d Brad Castiglia Performance Improvement Manager John Bjorseth Plant General Manager
18 CORRECTIVE ACTION Performance Improvement Manager Completed Actions Update
- ACE Review Board implemented in 4Q08
- Departmental Corrective Action Review Boards (CARBs) implemented in 4Q08
- Management performance appraisal criteria for CAP quality and timeliness implemented in 1Q09
- New metrics established at department level as well as site level
- Root and Apparent Cause training lesson plans were developed in December 2008; training is in progress
19 Results - October 2 letter forecasted results in 2Q09 Average age of evaluations 30 days. Actual: <15 days Average age of corrective actions 135 days. Actual: 97 days Corrective Action Review Board acceptance rate sustained for 3 months at 85% or greater. Actual: >85% YTD Continued low threshold on CAP initiation rate
- 11,500 CAPs initiated in 2008; 2900 CAPs initiated in 1Q09
- We have seen more CAPs initiated by our Auxiliary Operators and maintenance workers
>90 days without an overdue CAP CORRECTIVE ACTION (continued)
Performance Improvement Manager
20 Results (continued)
Prioritization of CAPs has improved according to risk CAP action backlog has been reduced from approximately 2200 in November 2008 to <1300 today Self-assessments are critical and department CARBs are looking at the right things and are effective PI&R inspection concluded CAP is being effectively implemented with noticeable improvement in last six months CORRECTIVE ACTION (continued)
Performance Improvement Manager
21 CORRECTIVE ACTION RESULTS Plant General Manager Where the rubber meets the road
- Polar Crane
- Façade Freeze
- Charging Pumps
- Service Water Pumps
- Closure of conservative assumptions substantive cross-cut
- Containment Closure improvements
- Human Performance in Maintenance
22 We are still not satisfied -
Continue to improve quality of closeouts Continue to reduce the backlog of open current actions
- Site goal will be 950 open items in backlog by end of 2009 Improve quality of trending Fleet standards will be raised CORRECTIVE ACTION (continued)
Plant General Manager
23 Now (4/22/09)
Then (9/3/08)
CONFIDENCE IN ACTIONS Plant General Manager
24 We understand the DRIVERS for historical weak performance
- CAP was not a focus area of the management team
- Successful programs come from managers who own their CAP performance Values/Beliefs
- Maintained MRCs & CARBs throughout the refueling outage 7 days/week
- An overdue CAP is shocking (now) vs. routine (then)
- There is a visible difference in quality of products CONFIDENCE IN ACTIONS Plant General Manager Its the Way We Do Business
25 DOCUMENTATION DOCUMENTATION Aspect H.2.c Aspect H.2.c Brad Castiglia Performance Improvement Manager Rob Harrsch Operations Manager Tom Vehec Maintenance Manager Substantive Cross-Cutting Theme Update
26 Completed Actions Performed pre-work walk-downs to capture procedure issues Revised pre-job brief procedure to provide feedback on procedure quality Implemented performance indicator for procedure quality Training on use of N/A in procedures Senior craft ownership of procedures Dynamic evaluation activity conducted Extended Coach the Coach program to lead craft level personnel in Maintenance
- In the last month Maintenance Leads performed >40 observations Training on reverse job briefs DOCUMENTATION Performance Improvement Manager
27 Results - October 2 letter forecasted results in 2Q09 Procedure revision backlog reduced by 50% in 4Q08; Actual 50% in 4Q08 and 75% in 1Q09 Satisfactory quality of upgraded procedures to be verified in 2Q09; Actual:
Only 1 procedure related site level event Positive NOS observations on quality Low numbers of corrective and temporary procedure change requests Workers demonstrating correct behaviors Procedure change requests are being prioritized to align with work management process so revisions are complete prior to walk down in the field; observations have shown improved results in work PCRs are continuing to be initiated at a healthy rate in 2009 DOCUMENTATION (continued)
Performance Improvement Manager When the procedure works, we follow it; when it doesnt, we fix it.
28 Results - Operations Performed scrub of Operations procedures to identify potential Human Performance error traps, procedure changes initiated for identified issues Major upgrade to the Containment Closure Tracking procedure, resulted in significant performance improvement during fall 2008 outage Performed detailed review of open Operations Decision Making Issues to ensure threshold and actions are procedurally controlled Reduced the number of Skill of the Craft activities in Operations to provide additional formality in frequently performed evolutions Examples:
Ice Melt Adjustments Minor Turbine Load Adjustments DOCUMENTATION (continued)
Operations Manager
29 Results - Maintenance
- Bi-weekly observation roll-ups clearly indicate that workers are demonstrating the correct behavior of stopping when uncertain
- The upgrade of risk significant pump overhaul procedures to date has provided excellent results
- The Lead workers observations reveal a high level of critical comments
- Craft level ownership of procedures has greatly enhanced procedure quality (Service water, Charging)
- On-Site vendor support of procedure revisions has greatly enhanced the level of detail included in the risk significant pump procedures DOCUMENTATION (continued)
Maintenance Manager
30 We are still not satisfied -
Training on revised procedure use and adherence requirements focusing on the mechanics of this process is in progress Revision to risk significant maintenance procedures continues Procedure quality effectiveness reviews scheduled Increased focus on work package quality Fleet assessment of corrective actions to be performed by 2Q09 DOCUMENTATION (continued)
Maintenance Manager
31 CONFIDENCE IN ACTIONS TAKEN Plant General Manager
- Values: Culture changed to stop and address procedure deficiencies
- Process improved to be more effective and efficient encouraging more PCRs
- Observations by outside organizations, such as INPO, have been favorable
32 SAFETY CULTURE SAFETY CULTURE Larry Meyer Site Vice President Becky Deuel Nuclear Safety Culture Improvement Team Member
33 Completed Actions As committed in the November 15, 2008, update, all actions have been completed and sustainability measures have been implemented.
All Quick Hitters were completed by December 15, 2008 Communications Action Plan Crucial Conversations training was completed in January 2009 Knowledge Transfer/Succession Planning Staffing/Knowledge Retention/Succession Plans were implemented RP Resources Departmental staffing completed Communicating Status of Equipment Top 10 Equipment List rolled out CONFIRMATORY ORDER
34 Remaining Actions Effectiveness review of overall SCWE Order actions to be completed by May 15, 2009 Monitoring of actions will continue CONFIRMATORY ORDER
35 Evaluation and Contemplated Actions Submitted to NRC on December 22, 2008 Numerous actions taken promptly to address key areas illuminated by survey:
Staffing/Workload Confidence in Corrective Action Program (CAP)
Leadership Effectiveness Balancing Safety and Production Since Then:
Contemplated Actions are On Track Staffing/Workload - Low Value Added Work Reduction Program CAP Reduction of Backlogs and continued Strengthening of CAP Personnel are getting feedback on their CAPs Leadership Effectiveness - Established Team with Lateral Integration CULTURE SURVEY
36 Actions in Progress Outlier Departments have taken action Procedures & Document Control Performance Improvement Operations Maintenance Supply Chain Radiation Protection Information Management Emergency Preparedness An independent assessment of actions will be performed by June 30, 2009 CULTURE SURVEYS
37 Results Walking Around feedback indicates cautious optimism is accumulating PI&R Inspection concluded the positive results regarding SCWE INPO Organizational Effectiveness survey results CULTURE SURVEYS
38 CONFIDENCE IN ACTION TAKEN
- We have an effective structure
- We understand the drivers
- We have reorganized the safety culture improvement team
39 WE HAVE AN EFFECTIVE STRUCTURE Brad Castiglia Steve Aerts Jim Costedio Site Vice President Plant General Manager Site Engineering Director Are we doing what we said we would do?
Are actions being done?
Are actions effective?
What else is needed?
40 SAFETY CULTURE We Understand and are Addressing the Drivers Imbalance Between Staffing and Workload Site staffing levels Priorities Low value work CAP Effectiveness Leadership focus Feedback/Communications Backlog of issues Leadership Effectiveness Leadership instability Leadership availability Leadership accountability and engagement Vertical/lateral alignment Balance Between Production & Safety Leadership messages Outage performance Corporate influence Core values
41 NUCLEAR SAFETY CULTURE IMPROVEMENT TEAM
- New Members
- New Focus
- NSCIT members assigned to each Outlier Dept
- More presence in the field
- New Meeting Agenda
- What is happening?
- Is it effective?
- New Outlook
- Conclusions
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44 CONCLUSIONS PBNP has done what we said we were going to do; closure effectiveness measures were met ahead of schedule PBNP has confidence that our actions are more effective and sustainable
- Drivers are understood
- Organizational capacity exists to address the causes
- Oversight will ensure fixes remain in place
- Approach to recovery focuses on sustainability
QUESTIONS QUESTIONS 45
CLOSING REMARKS CLOSING REMARKS Larry Meyer Site Vice President 46