ML100150704

Human Performance Slides

ML100150704
Person / Time
Site:	Brunswick
Issue date:	01/14/2010
From:	Progress Energy Co
To:	NRC/RGN-II
Shared Package
ML100150701	List: ML100150704
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Download: ML100150704 (31)

Text

Brunswick Nuclear Plant Human Performance NRC Region II Visit January 14, 2010

Agenda l Human Performance (HU) Excellence Plan w Development w Inputs w Focus Areas l Focus Area Key Actions l Results l Summary 2

01/13/10

HU Excellence Plan Development l

Benchmarked Industry l

Established a Living Plan with action assignments tracked by the Corrective Action Program l

Established Metrics to monitor effectiveness l

Action assignments tracked in the Corrective Action Program l

Plan reviewed by Fleet and INPO l

Aligned Station through high visibility and consistent communication of the plan 3

01/13/10

HU Excellence Plan Inputs l

Common Cause Analysis - 2008 w Risk Identification/Mitigation w Engineering Technical rigor w Equipment Reliability l

Corrective Action Program Trend Reports l

Site Level Human Performance Events l

INPO Performance Indicators l

NRC Cross Cutting Matrix 4

01/13/10

HU Excellence Plan Focus Areas l

Focus Areas l

Behavior Change and Reinforcement l

Procedures l

Risk Identification and Mitigation l

Work Control l

Key Enabler l

Training 5

01/13/10

Behavior Change and Reinforcement Key Actions l

17 Key actions l

Increased First Line Supervisor oversight of field activities l

Conducted Leadership Assessment l

Conducted Accountability training to all site personnel l

Site Leadership completed a Leadership workbook l

Established Supervisor Steering committee l

Enhanced oversight and training of Supplemental Personnel 01/13/10 6

Behavior Change and Reinforcement Key Actions l

Implemented Dynamic Learning Activities l

Implemented new Observation program in September 2009 w Allowed better trending of data w Improved entry and monitoring process w Implemented at a fleet level w Implemented in-process Technical review observations w Improved Major Projects utilization of the observation program l

Developed, proceduralized and implemented consistent HU clock reset criteria 01/13/10 7

Behavior Change and Reinforcement Key Actions l

Communicated HU Excellence Plan site-wide l

Established HU Program Oversight w HU Program Manager position reporting to Director of Site Operation w Human Performance Core Team lead by HU Program Manager as the implementation arm of the HUSC w Human Performance Steering Committee (HUSC) as the senior site management team w Review Boards w Shared learning through site and fleet communications w Nuclear Safety Review Committee standing agenda item l

Established and communicated NGG Leadership Behaviors 8

01/13/10

Behavior Change and Reinforcement Key Remaining Actions l

Develop supervisor training guideline to support line employee transition to supervision l

Perform Self-Assessment of monthly observations in comparison to monthly Nuclear Condition Reports to evaluate effectiveness of identifying, coaching & correcting behaviors at a low threshold l

Conduct a Supervisory effectiveness Self-Assessment l

Implement a training strategy to improve performance of supplemental craft, supervision and supplemental project management oversight 01/13/10 9

Procedures Key Actions l

46 Key Actions l

Site personnel completed an Adverse Human Performance Trend, Procedure Use and Adherence /

Work Management Activities, workbook l

Implemented industry best practices Procedure Use and Adherence standards into a fleet NGG procedure l

Placekeeping requirements established for procedures and work orders l

Developed and implemented a plan (resources &

timeline) to accelerate upgrade to site procedures and work off PRR backlog 01/13/10 10

Procedures Key Actions l

Implemented a graded approach to planning to prompt more rigorous reviews for pre-defined work activities l

Developed and implemented process for early identification of work activities requiring increased rigor reviews to confirm procedure adequacy l

Established maintenance planning review committee l

Proceduralized requirements for quality critical work tasks 01/13/10 11

Procedures Key Remaining Actions l Revise procedure writers guide to incorporate HU & industry best practices (Human factors) l Formalize the use of checklists for procedure writers and procedure reviewers l Work the plan to accelerate upgrade to site procedures and reduce PRR backlog l Conduct training on the Engineering Product Quality procedure focusing on processes and tools to improve quality 01/13/10 12

Risk Identification and Mitigation Key Actions l

22 Key Actions l Risk significant activities identified, communicated, supervisor oversight established and specific mitigation measures put in place and discussed at the morning meetings l Developed and implemented procedure 0AP-060, Technical Risk/Rigor Risk Assessment l Implemented improvements to the Post Maintenance Testing process 01/13/10 13

Risk Identification and Mitigation Key Actions l Implemented modification quality improvements l Revised BNP Integrated Scheduling procedure to include specific behavior changes that are expected for elevated risk activities l Implemented method to improve identification and evaluation of organizational contributors to events during Priority 1 and 2A investigations 01/13/10 14

Risk Identification and Mitigation Key Remaining Actions l Perform Self-Assessment on a site elevated risk activity/task including site behaviors, procedure compliance, and barriers put-in-place l Conduct a self-assessment on the implementation of AP-60, Technical Risk/Rigor Risk Assessment 01/13/10 15

Work Management Key Actions l

8 Key Actions l

Strengthened requirements on written guidance required to manipulate equipment l

Implemented Industry best practice for Skill of the Craft/Minor Maintenance work l

Implemented OPS-NGGC-1308, Plant Status Control at BNP l

Signage posted in plant to heighten awareness of work classifications and plant status control 01/13/10 16

Work Management Key Actions l

Revised Work Management Process procedure to make it clear that changing status of Work Order tasks to finish and using lists to track items not completed is not allowed.

l Implemented Plant Labeling upgrade 01/13/10 17

Work Management Key Remaining Actions l Complete plant labeling upgrade l Perform a site survey to verify knowledge level pertaining to the Work Management Process procedure requirements 01/13/10 18

Results Human Performance Event Tree 01/13/10 19

Results l Station HU Events: ~72% reduction in rate of site level HU events l Plant Status Control (PSC): ~50% reduction in rate of PSC events l Clearance Tagging: ~52% reduction in rate of tagging errors/precursor events 20 01/13/10

Site Human Performance Events - 2009 Average Days 52.8 Days Since Last Event 47 December Events 0

Year to Date Events 6

December 2009 Performance 01/13/10 21

Status Control Events - 2009 Improving Performance Trend 01/13/10 22

Clearance Tagging Events - 2009 01/13/10 23

Results l Operations HU Clock resets: 38% reduction in reset rate l Maintenance HU Clock resets: 45%

reduction in reset rate l Engineering HU Clock resets: 28 % reduction in reset rate 24 01/13/10

Results l

68% reduction in Procedure Use and Adherence Nuclear Condition Reports (NCRs) l Improved identification of procedure quality issues due to increased focus on procedure use and adherence prior to causing an adverse condition/event w Procedure Backlog increase due to early identification of issues w Increased Observations showing individuals stopping when questions arise and getting the procedure/work order fixed w 35% Reduction in Procedure Adequacy NCRs 25 01/13/10

Self Evaluation Roll-up Human Performance Improving Performance Trend 26 01/13/10

Procedure Related Events 01/13/10 27

Observations - 2009 Observed Stopping When Unsure 01/13/10 28

Critical Observations Improvement Opportunities 01/13/10 29

Summary l

We have identified, recognized, and have taken actions to address Human Performance l

We have a comprehensive HU Excellence Plan l

We have implemented timely and aggressive corrective actions l

Metrics demonstrate actions taken are improving performance l

Performance Improvement is institutionalized l

Sustainability w Focus is on Leadership, Behaviors, and key Process Changes 30 01/13/10

Questions?

31 01/13/10