ML092110784
| 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 Public Meeting with NRC Region III July 29, 2009 July 29, 2009
2
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 NextEra Energy Point Beach Meeting with NRC Region III Agenda
3 General Plant Status and Update General Plant Status and Update Larry Meyer Site Vice President
4
5 Organizational Excellence Summary of Related Metrics Description Site Current Month Site YE Forecast Site Goal Superior Performing Plants Goal Comments INPO Index 94 96 96 93.5 Site Human Performance Event Rate (Station) 0.019 0.020 0.020 0.025 event rate per 10,000 man-hours Number of Key Vacancies 1
0 0
NA Eng Director on-site; Chem Manager in progress Recovery Plan Due Date Compliance NA Estimated at 85%
Field Observation Program Participation 100%
100%
100%
100%
based on dept.
performance Field Observation Program Quality 91%
90%
85%
based on observation feedback Training Observation Participation 100%
100%
100%
100%
Corrective Action Health Index 85 85 85 85.0 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 1021 850 950 NA number of open actions (data from 7/15); 950 is Fleet excellence goal.
Manager and Supervisory Engagement
6 Generation Reliability Summary of Related Metrics Description Site Current Month Site YE Forecast Site Goal Superior Performing Plant Goal Comments
% of Systems Health Reports Updated Quarterly 100%
100%
100%
N/A New tool implemented; 1Q09 System Health Reports completed on 5/27*.
System Walkdown indicator 100%
100%
100%
N/A Number of Engineering vacancies 4
0 0
N/A One supervisory and two program engineering positions vacant.
Number of Red and Yellow systems 8 red 18 yellow 3 red 16 yellow 14 red 10 yellow N/A System color based on ERdashboard data for 1Q09.
ERI 75 85.5 82.5 87 U1-64/U2-86; additional focus required to meet year end target.
Forced Outage Rate 0
0 1%
0.81 Number of Critical Component failures 7
<12
<12 12 7 resets year to date through 7/23.
Number of Critical Components reviewed 30,000 30000 30000 N/A Review completed in June.
PMO burn-down curves on track At or below target At or below target N/A Long Range Plan Project Completion Rate 100%
100%
100%
N/A Quarterly indicator; results are 2Q09 data Equipment Reliability
7 Operational Excellence Summary of Related Metrics Description Site Current Month Site YE Forecast Site Goal Superior Performing Plant Goal Comments Number of Operator Distractions (Operations Focus Aggregate Indicator) 153 55 131 N/A On track to reach year end goal Site Operational Concerns Indicator 9 of 9 completed N/A 100% completed on time N/A Measures Site's response to operational concerns; #
completed in month identified Number of Open Operability Issues 41 24 24 8
4 or less per Unit OWA/Burden Index U1 - 93%
U2 - 99%
U1 - 94.5%
U2 - 96%
U1 - 94.5%
U2 - 96%
N/A Reactivity Management Index 100.0%
99.7%
> 99.0%
99.5%
Component Mispositioning Indicator 1
(3 level 3 YTD)
<12 95% (index value) 12 Indicator revised to be cumulative; superior performing plant goal is 12 level 3, 2 or 1 mispos per site per year.
Operations/Operational Focus
8 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!
9 General Plant Status and Update Making the Plant a Little Bit Better Every Day
- External Perspective
- PBNP is improving
- Assessments
- INPO Evaluation
- Safety Culture Independent Assessment
- Documentation Independent Assessment
- CAP Internal Assessment
- Nuclear Oversight
- Corporate
- CNRB
10 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!
11 Substantive Cross-Cutting Theme Update CORRECTIVE ACTION CORRECTIVE ACTION Aspect P.1.d Aspect P.1.d Brad Castiglia Performance Improvement Manager John Ramski Reactor Operator
12 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
13 Organizational Excellence 2008 low point Baseline 4Q08 Current (7/1/09)
Goal 2009 CAP Improvements 52.5 46 165 74 71 1
120 85 0
97 90 85 0
120 90 85 2200 1835 1021 950 0
25 50 75 100 125 150 175 CAP Health Overdue (per month)
Average Age of Corrective Actions (days)
Causal Quality Open Corrective Actions 0
500 1000 1500 2000
14 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
15 CORRECTIVE ACTION External Perspective on CAP
- 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
16 CORRECTIVE ACTION Workforce Perspective on CAP
17 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 CORRECTIVE ACTION
18 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 CORRECTIVE ACTION Our corrective actions and results demonstrate we have resolved this issue and will not regress.
19 DOCUMENTATION DOCUMENTATION Aspect H.2.c Aspect H.2.c Tom Vehec Maintenance Manager Greg LeCloux Mechanic Electrician Lead Rob Harrsch Operations Manager Substantive Cross-Cutting Theme Update
20 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 Documentation
21 PCR Backlog Reduction Effort 63 30 0
0 1944 2305 411 411 600 0
50 100 150 200 250 300 350 400 450 500 Priority 1 (Corrective)
Priority 2 (Quarantined or Temp Proc Change)
Priority 5 (Enhancement)
Total 0
500 1000 1500 2000 2500 Baseline (9/24/2008)
Current Backlog (6/30/09)
Goal Sustainability Prevention Values PCR initiation Ownership Improvements institutionalized Detection Observations Procedure Backlog and Quality Performance Indicators Approval of PCR by procedure owner Documentation
22 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 Documentation
23 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 Documentation
24 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 Documentation
25 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 Documentation
26 Worker Perspective on Documentation Quality Documentation
27 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 Documentation When the procedure works, we follow it; when it doesnt, we fix it.
28 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.
29 SAFETY CULTURE SAFETY CULTURE Larry Meyer Site Vice President
30 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
31 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?
32 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
33
- 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.
Safety Culture Results of Independent Assessment
34 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 Safety Culture Results of Independent Assessment
35 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 Safety Culture Results of Independent Assessment
36 Environment Safety Guiding Principles CAP PBNP Safety Culture Safety Culture Vision Effective, engaged and approachable leadership highly committed to principles for a strong nuclear safety culture SIC/LO*
- SIC/LO - Self-Improving Culture/
Learning Organization
37 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 Safety Culture
38
- 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 Safety Culture Conclusions
CLOSING REMARKS CLOSING REMARKS Larry Meyer Site Vice President 39
40 Closing Remarks
- We continue to do what we said we were going to do
- We have confidence that our actions are effective and sustainable:
- Drivers are understood
- Core values and principles in place THIS IS OUR MODEL FOR ACHIEVING EXCELLENCE THIS IS OUR MODEL FOR ACHIEVING EXCELLENCE 9
41 Closing Remarks
- We have confidence that our actions are effective and sustainable:
- Organizational capacity exists
- Oversight ensures fixes remain in place
- Approach to recovery 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
42 Making our plant a little bit better every day Making our plant a little bit better every day Effective Leadership Solid Values &
Beliefs Solid Tools Knowledge
& Skills Foundation Closing Remarks
43 Closing Remarks
- PBNP has turned the corner; changing behaviors into results
- Actions taken
- Demonstrated sustainability
- Improved performance 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
QUESTIONS QUESTIONS 44