ML092110784

Meeting Slides, Public Meeting with NRC Region III on Point Beach

ML092110784
Person / Time
Site:	Point Beach
Issue date:	07/29/2009
From:	Point Beach
To:	NRC/RGN-III
References
Download: ML092110784 (44)

Text

Public Meeting with NRC Region III July 29, 2009

NextEra Energy Point Beach Meeting with NRC Region III Agenda

Introductions

General Plant Status/ Update Larry Meyer Substantive Cross-Cutting Themes Corrective Action Brad Castiglia John Ramski Documentation Tom Vehec Greg LeCloux Rob Harrsch Safety Culture Larry Meyer Closing Remarks Larry Meyer Questions/Discussion 2

General Plant Status and Update Larry Meyer Site Vice President 3

4 Organizational Excellence Summary of Related Metrics Site Superior Site YE Description Current Site Goal Performing Comments Forecast Month Plants Goal Manager and Supervisory Engagement INPO Index 94 96 96 93.5 Site Human Performance event rate per 0.019 0.020 0.020 0.025 Event Rate (Station) 10,000 man-hours Eng Director on-site; Number of Key Vacancies 1 0 0 NA Chem Manager in progress Recovery Plan Due Date Estimated at 85%

• *

• NA Compliance Field Observation Program based on dept.

100% 100% 100% 100%

Participation performance based on Field Observation Program 91% 90% 85%

• observation Quality feedback Training Observation 100% 100% 100% 100%

Participation Corrective Action Health 85 85 85 85.0 Index Number of CAP overdue 0 0 0 NA past 30 days Average age of open CAP actions 97 <120 <120 NA days Causal Quality 90 90 90 NA past 30 days CAP action backlog number of open actions (data from 1021 850 950 NA 7/15); 950 is Fleet excellence goal.

5

Generation Reliability Summary of Related Metrics Superior Site Current Site YE Description Site Goal Performing Comments Month Forecast Plant Goal Equipment Reliability New tool implemented; 1Q09

% of Systems Health Reports 100% 100% 100% N/A System Health Reports Updated Quarterly completed on 5/27*.

System Walkdown indicator 100% 100% 100% N/A One supervisory and two Number of Engineering 4 0 0 N/A program engineering positions vacancies vacant.

Number of Red and Yellow 8 red 3 red 14 red System color based on N/A systems 18 yellow 16 yellow 10 yellow ERdashboard data for 1Q09.

U1-64/U2-86; additional focus ERI 75 85.5 82.5 87 required to meet year end target.

Forced Outage Rate 0 0 1% 0.81 Number of Critical Component 7 resets year to date through 7 <12 <12 12 failures 7/23.

Number of Critical 30,000 30000 30000 N/A Review completed in June.

Components reviewed At or below At or below PMO burn-down curves on track N/A target target Long Range Plan Project Quarterly indicator; results are 100% 100% 100% N/A Completion Rate 2Q09 data 6

Operational Excellence Summary of Related Metrics Description Site Current Superior Comments Site YE Month Site Goal Performing Forecast Plant Goal Operations/Operational Focus Number of Operator On track to reach year end Distractions (Operations Focus 153 55 131 N/A goal Aggregate Indicator)

Measures Site's response Site Operational Concerns 9 of 9 100% completed to operational concerns; #

N/A N/A Indicator completed on time completed in month identified Number of Open Operability 41 24 24 8 4 or less per Unit Issues U1 - 93% U1 - 94.5% U1 - 94.5%

OWA/Burden Index N/A U2 - 99% U2 - 96% U2 - 96%

Reactivity Management Index 100.0% 99.7% > 99.0% 99.5%

Indicator revised to be cumulative; superior Component Mispositioning 1

<12 95% (index value) 12 performing plant goal is 12 Indicator (3 level 3 YTD) level 3, 2 or 1 mispos per site per year.

7

Operational Excellence Operational Focus Making the Plant a Little Bit Better Every Day

• Control Board Deficiencies 30 17

• Operator Burdens 15 7

• Operator Round Deficiencies 43 14

• Boric Acids Indications 100 20

• Numerous Equipment Improvements/

• Pump Performance

• Red monitoring systems

• Façade Freeze Protection

• Charging Pump VFDs

• 13.8 KV Breakers We are making progress!

8

General Plant Status and Update Making the Plant a Little Bit Better Every Day

• External Perspective

• PBNP is improving

• Assessments

• PI&R

• INPO Evaluation

• Safety Culture Independent Assessment

• Documentation Independent Assessment

• CAP Internal Assessment

• Nuclear Oversight

• Corporate

• CNRB 9

General Plant Status and Update Making the Plant a Little Bit Better Every Day

• Path forward on our journey to excellence:

• Fundamentals

• Contractor Safety

• Plant Improvements

• Work Management and lateral integration

• Human Performance

• Site standards in legacy areas

• Developing Engineering workforce

• Building Maintenance pipeline

• Quality of life We will never be satisfied!

10

Substantive Cross-Cutting Theme Update CORRECTIVE ACTION Aspect P.1.d Brad Castiglia Performance Improvement Manager John Ramski Reactor Operator 11

CORRECTIVE ACTION Key Corrective Actions Update

• Previously implemented actions continue

• ACE Review Board

• Department Corrective Action Review Boards

• Department & site CAP metrics

• CAP inventory reduction

• Quarterly quality self-assessments

• New causal analysis training implemented

• Self-Assessment concluded:

• All interim, routine and corrective actions from the P.1.d RCE properly implemented

• Significant improvements in implementation and effectiveness of the program

• Focused opportunities for improved Department CARBs 12

Organizational Excellence 2009 CAP Improvements 175 165 2200 150 2000 1835 125 120 120 2008 low point 97 1500 Baseline 4Q08 100 85 85 85 90 90 Current (7/1/09) 1021 75 71 74 950 1000 Goal 52.5 50 46 500 25 1 0 0 0 0 CAP Health Overdue (per month) Average Age of Causal Quality Open Corrective Actions Corrective Actions (days) 13

CORRECTIVE ACTION Sustainability Prevention

• Values and beliefs

• Causal training and qualification

• Feedback to initiators

• Corrective actions institutionalized Detection

• Weekly monitoring of key site and department CAP health attributes

• Department and station CARBs

• Quarterly self-assessments of CAP closure quality

• Use of Department Corrective Action Coordinators 14

CORRECTIVE ACTION External Perspective on CAP

• Healthy MRC and CARB meetings

• Point Beach corrective action program is in keeping with current industry standards and practices

• No areas for improvement or performance deficiencies were identified in Performance Improvement cross-functional area

• Positive comments on use and integration of performance improvement tools 15

CORRECTIVE ACTION Workforce Perspective on CAP 16

CORRECTIVE ACTION Current and Planned Focus Areas

• Improvements in CAP Trending & Analysis

• Continued focus on causal analysis and action closure quality

• Continued CAP inventory reduction

• Strengthening feedback to initiators 17

CORRECTIVE ACTION Conclusion

• Implementation and effectiveness of the corrective action program has improved significantly

• No new crosscutting examples have been identified for P.1(d) since 4Q08

• Improvements are sustained through values, procedures, training, monitoring and oversight Our corrective actions and results demonstrate we have resolved this issue and will not regress.

18

Substantive Cross-Cutting Theme Update DOCUMENTATION Aspect H.2.c Tom Vehec Maintenance Manager Greg LeCloux Mechanic Electrician Lead Rob Harrsch Operations Manager 19

Documentation Key Corrective Actions Update

• Safety-related pump maintenance procedures revised

• Review of open significant PCRs against upcoming work activities using the T-8 week schedule continues

• Operations, Radiation Protection and Chemistry Human Factor reviews complete; identified enhancements that are in progress

• Incorporation of proven high-quality fleet procedures continues 20

Documentation PCR Backlog Reduction Effort Sustainability 500 2500 2305 450 400 1944 2000 Prevention 350 300 1500 250 Values 200 1000 150 600 100 411 411 500 63 PCR initiation 50 0

0 30 0

0 Priority 1 (Corrective) Priority 2 (Quarantined or Temp Priority 5 (Enhancement) Total Proc Change)

Ownership Baseline (9/24/2008) Current Backlog (6/30/09) Goal Improvements institutionalized Detection Observations Procedure Backlog and Quality Performance Indicators Approval of PCR by procedure owner 21

Documentation Results

• PCR backlog reduced from 2300 to 411; backlog of correctives reduced from 93 to 0

• Procedure related events decreased from 13 per year to 1 (year to date) following implementation of the RCE recommended actions

• Recently completed pump overhauls have achieved excellent results:

• CCW pumps

• SW pumps

• Turbine driven AFW pump 22

Documentation Results (cont)

• Timely and effective operator response to Unit 1 Condensate Pump transient

• Operations Decision Making Issues actions procedurally controlled

• Major upgrade to Containment Closure Tracking procedure

• Reduced the number of Skill of the Craft activities in Operations

• Ice melt adjustments

• Minor turbine load adjustments

• Reviewed Operations procedures to identify potential Human Performance error traps

• Challenged cause of elevated risk for a surveillance; led to improved testing methodology 23

Documentation External Perspective on Documentation Quality

• External assessment noted engagement of station in documentation improvements:

Individual craft are assigned as procedure owners All procedure reviews and changes go through the owner prior to being implemented Resulted in improvements in the charging pump maintenance procedure in regard to seal package work

• No issues related to document quality identified in recent external assessment 24

Documentation Independent Assessment of Documentation Quality

• Assessment of procedure quality improvements performed in May

• Corrective actions are having a positive effect on quality of procedures

• Actions were too narrowly focused on Maintenance; actions expanded to include Operations, Chemistry, Radiation Protection and Engineering

• Broaden Maintenance actions to other Maintenance procedures as appropriate 25

Documentation Worker Perspective on Documentation Quality 26

Documentation Current and Planned Focus Areas

• Procedures Assessment of procedure writers group Use of an INPO Assist Visit Integration of procedure reviews into training

• Work Packages

• Consistent inclusion of job-specific OE

• Work package feedback used for planning improvement

• Increased detail in work packages performed by contractors When the procedure works, we follow it; when it doesnt, we fix it.

27

Documentation Conclusion Documentation quality has improved

• Procedure related events have decreased

• Line is engaged in document quality improvements

• No new crosscutting examples were identified for H.2(c) in 2Q09; steadily improving trend since 4Q08

• Improvements are sustained through values, procedures and training Our corrective actions and results demonstrate we have resolved this issue and will not regress.

28

SAFETY CULTURE Larry Meyer Site Vice President 29

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 30

WE HAVE AN EFFECTIVE STRUCTURE Brad Castiglia Site Vice President Plant General Manager Site Engineering Director Jim Costedio Steve Aerts Are actions being done?

Are we doing what we Are actions effective?

said we would do?

What else is needed?

31

NUCLEAR SAFETY CULTURE IMPROVEMENT TEAM

• New Members

• New Focus

• NSCIT role revised from implementation to oversight

• Line organizations responsible for oversight

• New Meeting Agenda

• What is happening?

• Is it effective?

• New Outlook - moving towards prevention/detection

• Conclusions 32

Safety Culture Results of Independent Assessment

• June 23-25, an independent team assessed safety culture corrective actions for:

Effectiveness Sustainability

Conclusion:

The team concluded that the 2008 completed corrective actions and planned corrective actions are more effective than the 2004 and 2006 corrective actions and provide reasonable assurance that the progress can be sustained.

33

Safety Culture Results of Independent Assessment Key difference observed between 2004/6 and 2008 is that actions are more robust:

• The changed role of Nuclear Safety Culture Improvement Team (NSCIT) from performance to oversight

• Quarterly subjective scorecard

• More effective CAP program

• More positive attitude due to the presence of effective station leadership and a serious and dedicated plant owner

• Improvement in processes that underlie a strong nuclear safety culture

• Plant Health Committee

• Long range plan

• Site CARB 34

Safety Culture Results of Independent Assessment Recommendations included:

• Transition driving force from senior station leadership to department managers and supervisors

• Further increase confidence in CAP through improved trending

• Items closed to trend

• Proactive trending

• Transition from responding to surveys (correction mode) to charting our own path consistent with rising industry standards 35

Safety Culture Vision Environment CAP PBNP Safety Culture Safety Guiding SIC/LO*

Principles Effective, engaged and approachable leadership highly committed to principles for a strong nuclear safety culture

• SIC/LO - Self-Improving Culture/

Learning Organization 36

Safety Culture Current and Planned Focus Areas

• Maintain focus on fundamentals Approachable leadership style Communications and engagement Continued focus on CAP

• Improve bottom-up communication and lateral integration

• Extensively involve workforce in excellence plan development

• Close monitoring and early detection of adverse trends 37

Safety Culture Conclusions

• Independent review concluded that corrective actions are working and sustainable

• External review concluded PBNP Safety Culture was solid

• Safety Culture is an on-going focus for the station

• Metrics going forward will include:

• FPL Fleet Engagement Surveys

• SNAP surveys 38

CLOSING REMARKS Larry Meyer Site Vice President 39

Closing Remarks

• We continue to do THIS IS OUR MODEL FOR ACHIEVING EXCELLENCE what we said we were going to do

• We have confidence that our actions are effective and sustainable:

• Drivers are understood 9

• Core values and principles in place 40

Closing Remarks

• We have confidence Sustainability that our actions are effective and sustainable: F RT M

• Solid Values & Beliefs

- PDC

• Organizational

• Expectations

• Indicators - SICLO

• Training

• Assessments

• Solid Tools

• Accountability capacity exists

- High Risk/Look Ahead

• Oversight

• Oversight ensures fixes remain in place

• Approach to recovery focuses on R T Typical Recovery M Monitoring System sustainability 7 F Foundation 41

Closing Remarks Making our plant a little bit better every day Effective Leadership Solid Values & Solid Beliefs Foundation Tools Knowledge

& Skills 42

Closing Remarks

• PBNP has turned the Road to Excellence - Progress On The Journey corner; changing behaviors into results Phase 1 Blocking & Tackling - 2008 Phase 2 Disciplined Plan Phase 3 Breakthrough Execution - 2009 2010 Excellence

• P.1(d) and H.2(c): 3/4 Values Future 3/4 Process/Tools

• Actions taken 3/4 Procedures 3/4 Focus Areas Break-through

• Demonstrated 3/4 Work Practices/Habits Superior sustainability Effective Effective Effective Disciplined People + Tools + Plan = Plan Execution

• Improved Foundation performance 43

QUESTIONS 44