ML101330431

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Slides from Exelon Nuclear Safety Review Board Byron Station Meeting 09-03
ML101330431
Person / Time
Site: Byron  
Issue date: 11/18/2009
From:
Exelon Nuclear
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Office of Information Services
References
FOIA/PA-2010-0132
Download: ML101330431 (67)
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{{#Wiki_filter:Exelena Nuclear Nuclear Safety Rev'iew Board-Byron Station NSRB Meeting 09-03 November 18 2009

Agenda Inrdcio/pnn Remark 0900-0910 0910-0940 0940 - 1000 1000-1020 1020-1040 1040 - 1100 1100-1120 1120 -1140 1140-1200 1200-1230 1230-1250 1250-1310 1310-1330 1330- 1345 1345-1350 1350-1400 Introduction/Opening Remarks Brad Adams Plant Performance Overview Chemistry Effectiveness Indicator Nuclear Oversight Focus Topic: Accelerating Operations Performance Improvement Operations Cheryl Gayheart Operations Subcommittee Report Maintenance Bill Spahr Maintenance Subcommittee Report Lunch Engineering Scot Greenlee Engineering Subcommittee Report RA & NO Subcommittee Report Closing Remarks Five-Minute Break Corporate Review - Corporate VPs / NSRB Chair Only Darrell Eisenhut Brad Adams Stan Kerr Art Daniels Brad Adams Bill O'Connor Danny Bost Jack Strosnider Dennis Crutchfield Darrell Eisenhut Exelena Nuclear

Plrant Man~ager Section V" Power History Curves $* Site Scorecard V" INPO Performance Indicator V INPO Performance Index V INPO Best Achievable V NRC Cross-Cutting Matrix (includes Allegations & ECP) V PRA Chart / MSPI / SSPI Charts /" Top Issues at Site ENeulern Nuclear

I Power History Curve - UI (b)(4)

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Power History Curve - U2 (b)(4) I Exelena Nuclear

Scorecard - October 2009 <1 Performance Indicator Current Performance Year-End Induty (,)No. OPERATIONAL EXECUTION ,,a o'.i a, ,-L (.i* b)(4) 0.9t-vwese Crock Reset 8 13 23

0. muman pedanrce Evets) 1 3

2 1 3 2A IPRODUCTIN 1I0 I 4. l b)(4) Power Plant Materal Condition (I) 14 0 15 15 0 (Online Corrective Maintenance)

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I Scorecard - October 2009 (cont.) IC Is WORKFORCE Actual Goal Variance Projected Goal Vananca TopQuae w i ndustialSafety Accident Rate (18M)' j a9 0ao a 0 a0

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(b)(4) (b)(4) (b)(4) I I ii I4 4I I II III NRC Cross.Cutting & Allegation Matrix 111AD R0~Q2~Q ___6 2W~T 2 j 20 Nocess I z z Decision sIdng ' Assumptons4 - 1 1 .. ~ Gommunion a Backlogs 1 I:

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I V I Thalhingi Z I IZ Resoures Documnton 1i I' :" F ý I I ~ I 9~9 - Fciitieas I 9~9~9~I~ PtanninI WN Control Coordinor I I 1 I a Pieventon 1 I I I '-'-4-4.- Woik Practices Pmceure Ahtec I Oorsighl -9. 4 Identficdon Correche Action Progra Trendng -I Ealudon p a Corrective ktona .a i-i- ~ - i Aenmative Processes Mo~ution[ O~qEeec tmoempub, Io4If Sew. and Wkenwej Peftimnce 7 indicato Assessment$ a - .& ~-&~ Communaov EirMnmentfor Beliai~ols Raising Concerns Mema Processes. Preventing'Detsdn, Training &n w-----g oN ----- Relto Chi*ing b)(4) Previous two relate to MCCB, PM program and RCS PBL issues, Exel n, Nuclear

(b)(4) (b)(4) I PRA Model Status ()(4) I CDF and LERF Comparable with fleet and industry large MW units Westinghouse 4.Loop CDFs (excluding Flooding) 0I D '3 K 20 18 16 14 12 10 8 6 4 2 0 6m mu m m m m 6E.6toTE.O 7E-Oto8E-6 8E-6o9E-6 9E-6t1E-5 1E-5*2E-5 2E-5t3E-5 3E-5to4E-5 4E-5to5E-5

I Comparison of CDFs tO V Unique plant features influence the CDF profiles (b)(4) / Support system dependencies and AE design influence CDF / Changes to procedures and training can influence CDF as much as modifications $ A low ODE is very dependent on maintaining plant capacity and equipment reliability high T The impact on CDF can be greater than physical plant changes Exelmn. Nudear

PRA Model Insights 7,51777,27-7714." I Hardware / procedure modifications being investigated with 6E model Ib)(4) "j'~ \\ U .~ ~j\\ N. ~ Q Ki VsPending Flood PRA analysis (4th Qtr 2009) may have additional insights

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I U1 MSPI Margin Remaining in GREEN 'I m Im 011ru M IT*' I".... -m EXelkn Nuclear

I U1 MSPI Margin Remainim in GREEN (cont.) SEP A2009 RHR (RH) cwS (CC,SX) "A A W Exelon. Nuclear

U2 MSPi Margin Remaining in GREEN SEP UAI Margin 2009 MSP (previous, val!ue) UR! Margin Actual, Failures

  • i EAC (DG)

IHPI

  • i*

(slycv) HRS (AF) Thresholds: WHITE > 1.OE-06 ; YELLOW >1.0E-05; RED >1.OE-04 i i i ii i iExelo n,. Nuclear

I U2 MSPI Margin Remaining in GREEN (cont.) SEP 2009 RHR (RH) Cws (CCSX) I UAI Margin I I Actual Failures I Thresholds: WHITE > 1.OE-06; YELLOW >1.OE-05; RED >1.OE-04 I Exelkn. Nuclear 77.

I SSPI

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I I Site Top Issues ,/ Accelerating Operation Performance Improvement Including HU/THU Focus ,$ Backlog Reduction EMs C-Ms Facilities ,/ B2R15 Outage Readiness Prep (April 2010) ,/ Long-Term Housekeeping Actions to Address Aux Bldg Storage v/ INPO Readiness Prep (June 2010)

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I Exelena Nuclear Che'mistryI

CE1-8 Month November 2009 Results F7 (b)(4) I

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I I CEI Action Plan v Start-up Improvements

  • Potential startup Condensate polishing improvement Review results of Condensate Pump Flush Sequence from October 2008 outage for potential improvements (Complete)

Improvements for ensuring full flow of Condensate through CPs included in Outage plans for Fall 2009 (Complete) V PAA Addition Modifications j

  • Unit 1-PAA Injection commenced April 2009 e Unit 2-Modification Installation-scheduled completion 12/31/09
  • Unit 2-Modification Testing/Injection-scheduled for 2/1/10

,/Heater Drain System Design Evaluation

  • Engineering & Chemistry performing BY/BW Phase 1 Mod study (Complete)
  • Plant Health Committee Presentation-Scheduled for 2/17/10

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I I CEI Calculation, Byron Current Trend Lw uceon. Nuclear.

Exelon, Nuclear N-u-c-fear-Gmers-w-Art Daniels Nuclear Oversight Manager

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I s* Nuclear Oversight - Overview J V Operations supervisors are not identifying and correcting equipment operators' human performance problems SLine managers have not provided technical support for project-managed work activities / v Supervisors have not managed work schedules to comply with the work hour rules (WHR) Exelena Nuclear

I Nuclear Oversight,- Overview (cont.) / Operations supervisors are not Identifying and correcting equipment operators' human performance problems Supervisors are not performing intrusive observations of field activities that could impact configuration control

  • Supervisors are not providing critical observations of radwaste control room performance
  • Supervisors did not follow-up on the protected equipment postings

/" Insights and Contributing Factors Include:

  • Supervisors do not recognize that human performance improvement requires continuous reinforcement

° There is an over reliance on Nuclear Oversight to identify and correct performance gaps

  • Corrective actions are not sustaining because they do not address the underlying behaviors ENclena Nuclear

a Nucle_*ar Oversigh~t - Overvi ew (cont.).... _ /* Line managers have not provided technical support for project-managed work activities " Inadequate technical support for the dry cask storage project resulted in implementation delays " Inadequate technical support for the loop stop isolation replacement resulted in outage delays

  • Inadequate technical support that resulted in unsuccessful repetitive attempts to isolate the essential service water header valve

/ Insights and Contributing Factors Include:

  • The site assumed that the project managers had the right technical expertise for their projects

° Project managers attempted to work through problems on their own

  • Line managers do not feel responsible for project-managed work Exeleon Nuclear

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I Nuclear Oversight - Overview (cont.) V Supervisors have not managed work schedules to comply with the work hour rules (WHR) An Operations supervisor reassigned a Reactor Operator from the outage unit with less restrictive WHR rules to the online unit with more restrictive rules resulting in a WHR violation

  • Supervisors called in employees without the 34 hour rest period required every nine days resulting in violations An IMD supervisor called out an IMD Technician A Chemistry supervisor called out a Chemistry Technician

/Insights and Contributing Factors Include:

  • Supervisors are not enforcing individual accountability for work hour tracking
  • vetim -e is offered-that woul violt te WH The WHR tool (eSOMS) is not available to the supervisors when making call outs from home Noncov -re d" wrk is tracked seaatl f k~h-;rom o ve~6cwr whc vMcrea es a c;.5 hallenge efor, supervisors.E Nuclear

I Nxelcena Nuclear I O"U TOPIC~

Oper_,

.. at ions Performance Improvement _ =-My /Operations Performance Accelerate Performance to Keep From Being "Cyclical" Offsite Team Building and Accountability Meetings With Operations Senior Team and Services Group Implement Paired Observations using Maintenance Model (show what good looks like) Accelerated Crew MRM's Leadership MRM's with SVP/PM OD/SOS/SM Leadership Assessments 2009 Operations Behaviors ACE Supervisor intrusiveness to correct behaviors especially with EO's

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Operations Performance Improvement (cont.) V Results

  • Configuration Control > 93%

" No C&T Events

  • RM Indicators > 98%
  • " Operations Leading the Station
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Operations Performance Improvement (cont.) '/Technical Human Performance S*Completed Actions (2009) THU Training per SAT (Engineering, Operations Crews, Maintenance Planning) Site "At Desk" Observation Program Added THU Behaviors to FMS Current Actions Discussing at bi-weekly FLS meetings, PM newsletter Maintenance Planning specific THU training Performance Improvement Model Opportunities HU POD Improved Rigor THU/Training opportunities Exelkn. Nuclear 7-ý! ~-f ~ ~-.

Operations Performance Improvement v/ Technical Human Performance (cont.) Pending Fleet THU Initiative Functional training integrating HU/THU Simplify existing THU process for field workers Refocus leadership team on THU Use FMS to pinpoint appropriate FLS THU behaviors Perform fleet strategic review of field work team composition / Results Measure Result Goal I Closure Criteria Statu. Crosscutting Issues - Substantive 0 0 Crosscutting Issues - Individual Aspect 1 <2/Aspect (4 Qtr Rolling) (2) Decision Making Assumptions Site Clock Resets (2009) 1 < 3 Last Reset 9126109 Department Clock Resets (2009) 33

34 Last Reset 11/05/09 Configuration Control 12-month summation 93.5%

> 93% Last Event 9/309 Clearance and Tagging 3-Mo cumulative Index 100%" > 98% Continued Improvement Reactivity Management 98.5% > 98% Stable Department HU Error Rate (# of HU IRs per 10k hrs worked) 4.1 < 4/Month (6 Mo Rolling) Continued Improvement ORT Products (Engineering) 0.7% <3% Grade 3 Products (12 Mo Rolling) Continued lprn v7P.....i Exel.n, Nuclear ý7

I Exeltn. Nuclear Operations -Cheryl Gayheart Operations Direttor

I Operations - Standards and Behair v" Gap

  • Operations Formality Coupled With a Lack of Consistent Adherence to High Standards and Expectations is Not Driving Excellent Performance Actions

" Implement Selected OP-AA "Dive In" Topics with Shift Managers (Complete) " Common Cause Analysis on Operator Behaviors (Complete)

  • Further Casual Analysis: ACE on Operator Behaviors (Complete)
  • Implement/Document 100 "Field Observations" per week with Crews (On-going)
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I Operations - Standards and Behaviors (cont.) Actions (cont.)

  • Implement actions from ACE on Operator Behaviors (Closed)

Improve Management Oversight of the EO group through Observations Improve EO Internalization Self-Check/STAR, specifically when faced with situations that impedes their normal use of the tool o Effectiveness Review (Goldsmith, 2/14/10) Exelon. Nuclear

Operations - Standards and Behaviors (cont.) / Results 9 Cyclic Performance Ope0lons Crew Clock RPst Opornomn DepuMeMnt Clock ReNts 6 4 2 a 5 SepoM3 WM M De3 JIm* Fe3 MW ApW May-U JAN.M43 AuigM SePM o0t4 im-wtmfo -goo Sep3 oWM Nowo ecM JwW Feb3M WO May13m 0 JM Aug3 Sep4 Oct43 CAP LegkeP"n Ri Ttuad 9*w Co rmr Conkol Irdeaw (12 mo* *h g pOtW04 4.5 4 3.5 3 2.6 2 1.6 0.6 0 1M M 15 70 Awr May Jim Aug Sep Oct 1 CP jW -Linea, (CAP Lc7,ýolme I.ues) Oct 0 Nw 1 DecM Jon 0 Feb13 MMrKE Ap',cU M*139 Jn USJdW AugM SepW Oct W

I I I Operations Alignment/lnvolvement v/Gap Operations Alignment and Involvement in Site Activities is Not Sufficient to Ensure Operations is Leading the Station Actions

  • Shift Manager Set Priorities for Station (Complete)
  • Operations Engagement in PHC Top Issues List (Complete)
  • Implement Operations Housekeeping DLA (Complete)

A Further Causal Analysis: ACE on Inconsistent C/T Performance (Complete)

  • Operations "All Hands" Communications Meetings (On-going)

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~I Operations - Alignment/involvement (cont.), V Actions (cont.)

  • Implement Ops Shift Ownership of Work Week (Leaf, 11/20/09) 9 Improve Operations Leadership (Gayheart, 1/12/10)

- Senior Operations Leadership Offsite (Complete) Revise Operations PIIMs to incorporate Ops Leadership Team Identified Actions (Goldsmith, 11/23/09) Increased field observations of Equipment Operators by SROs (Leaf, 12/10/09) Action to identify inconsistencies of Standards enforcement between shifts (Leaf, 12/14/09)

  • Effectiveness Review (Goldsmith, 2/14/10)

Exelkn. Nuclear

I I Operations - Degraded Equipment VGAP

  • Operational Impacts of Degraded Conditions Not Evaluated Adequately

/Actions " Implement Designated Challenger Process (Complete)

  • Clearly Define Operability Documentation Requirements (Complete)
  • Improve Understanding of Operating Margin (Complete)
  • Improve Operator Behaviors in Identifying Degraded Equipment Example: CV OTDM and River Screen House (Complete)

Exekln. Nuclear

I I / Actions (cont.) " Additional Causal Analysis on Lower Level Degraded Complete Equip Issues: ACE on Gland Steam Org Learning (Complete) Change IR Template to address "All Leaks" (Complete), Review open ACMP/OTDM for degraded/adverse conditions that may cause additional failures (Complete) Develop/Implement Procedure Guidance On Adverse Conditions Expectations (Complete) " Effectiveness Review (Goldsmith 1/30/10) Exelkn. Nuclear

I 4 Operations - Degraded Equipment (cont.) V Results EqiipsntReibilinty ns Critical Red-Yellow Systems Noma .Mft*"4 4"", Station Event Free Clock Rests UV I J1 I[ f3H H

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I I Maintenance - AFI MA.1-1, Procedure Usage $" Gap

  • Lack of adherence to informational use procedures by maintenance in-house and supplemental workers has challenged configuration control, security and radiation practices.

$ Actions " Paired Observations (on-going) - Maintenance Director - Manager - Manager-FLS FLS-FLS " Contracted work force paired observations (on-going) " Contracted work force interviews (on-going) " Contracted situational challenge reviews (on-going) " Work package reviews (on-going) Exel~n. Nuclear 3': .~. .~....~---{.&.~.,-<&.-.-----.-.- ~ ~'.-'..---*-' -.-......-

II A A iI I Mlaintenance - AFI MA.1 -1, Procedure Usage (cont.) WOMMgmal M. I RMINNIMMEM ,/Results " Crew Clock Resets

  • Department Clock Resets

" Configuration Control Performance

  • CM/EM Backlog Exelon.

Nuclear

Maintenance - GAP "A11 Hoskepn ,/Gap Plant personnel and station management have not reinforced standards to ensure housekeeping expectations are understood and met. /Actions -/$ Leadership Camp Project (complete) ,/Monthly Management/ Craft Walkdowns (on-going) , Housekeeping included into all departments HPIPs (on-going) v/ Developed inventory lists (complete) /Aux Building clutter removal (complete) ,/Dynamic Learning Activity (DLA) (12/31/09) ,v/ Focus Housekeeping during E-meetings and work packages (on-going)

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ij Maintenance - GAP MA.1-1, Housekeeping (cont) / Results

  • Crew Clock Resets 1

Department Clock Resets Configuration Control Performance CM/ EM Backlog Exelkn. Nuclear A..7'"7

Metric - Documentation of Work Events Maintenance Configuration Control Performancecmf 3 2 1 0 -30 25 20 15 10 -Level 2 Level 3 Level 4 .CCPs 5 0 Oct Nov Dec Jan Feb Mar Apr May Jun 08 '08 '08 '09 09 '09 '09 '09 '09 Jul Aug '09 '09 Sep '09 Exelkn-. Nudcear

a Metric - Procedure Adherence 30 25 20 15 10 5 0

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I Maintenance & Shaw Crew Clock Resets uw--;Imtitý I I I III 18 10 14 12 10 B 6 4 2 0 f. fI 4

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49 f Exelkn. Nuclear

I Metric - Productivity 2009 Online Maintenance Corrective Backlog 24 - 22 - 20-18-16 14-12 10 8-24 22 .20 18 16 14 12 10 -8 I 6 V 4 4 01 21 i -2 1ý pu 0 0 TotalW Correctie Tasks -Correctie GoalJ Exeln. Nuclear

Metric - Productivity Station - Elective bMaintenance Backlog Byron Stretch Target Current Backlog Reduction Goal -see.-..... 380 450 ICurrent Stretch Target 350 S.350 Elective Maintenance 460 soStation WO Bacldog ~362 ,aseOBkoStation WR Backlog go 19 .x so Work Ordem o 49% Date 281 Im Sltaton W O B acklog Station W R Baclo Byron Stretch Target Backlg Reduction Goa* L1 A Exelhn.

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Engineering

  • Gap

- lISFSI Engineering Products Did Not Receive Adequate Input, Challenge, And Support To Demonstrate Acceptance Before Implementation

  • Actions S-Issue interim guidance for Owner Acceptance Review (OAR) of technical products (Complete)

Perform CCA of ISFSI deficiencies (Complete) Implement process changes identified by the CCA (12/22/09) Effectiveness review to evaluate quality improvement in vendor prepared products (4/16/10)

  • Results i-No critical errors associated with vendor products Exelkn.

Nuclear

Engineering .i

  • Gap Corrosion Work Order Tracking And Resolution
  • Actions Develop method to grade issues and incorporate in IR template and Passport query, communicate priority WOs to WC (Complete)

Develop method to periodically reassess critical E3, E4 and E5 corrosion items until corrosion driver is eliminated (Complete) Create actions to inspect critical susceptible piping normally inaccessible or insulated (Complete) Complete inspections of critical susceptible inaccessible or insulated piping (11/30/09) Convert ER codes to new format in Passport (El through E5) (11/30/09) Exek~n. Nuclear ~

I Engineering SAM A Actions (cont.) Develop method for periodically assessing the corrosion backlog and present assessment to PHC (12/17/09) Complete coating / repair of the following: CW discharge piping, CW cooling tower riser piping, SX make-up piping, SX001 piping, OSX1 38 piping, WO piping on the VC chillers (6/10/10)

  • Results No minimum wall issues on critical piping due to corrosion Elimination of critical E4 and E5 corrosion issues Critical E3 corrosion areas eliminated within 18 months of identification Exelknn.

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I Engineering

  • Gap Circuit Breaker Functional Failures in Safety Systems

° Actions CCA on all breaker issues for past four years (Complete) Develop trending program for MCCB test results (Complete) Improved procedural and troubleshooting guidance (Complete) Procure trucks for cubicle inspections (Complete) Benchmark Braidwood PM frequencies and testing procedures (Complete) Perform EACE on LV1 breaker failures (12/06/09) Perform CCA on MCC component failures (1/06/10) Exelon. Nuclear

I Engineering Actions (cont.) Implement PM changes resulting from the CCA recommendations on MCC failures, pending completion of the CCA (1/15/10) Complete revised Maintenance Rule a(1) Action Plan for LV1 breakers (1/15/10) Effectiveness review (3/10/10)

  • Expected Results LV1 system returned to Maintenance Rule a(1) monitoring status AP system returned to Maintenance Rule a(2) status Exelkn.

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