ML101380210
| ML101380210 | |
| Person / Time | |
|---|---|
| Site: | Point Beach  |
| Issue date: | 05/18/2010 |
| From: | Meyer L Point Beach |
| To: | NRC/RGN-III |
| References | |
| Download: ML101380210 (39) | |
Text
Public Meeting with NRC Region III Public Meeting with NRC Region III May 18, 2010 May 18, 2010
2 Introduction/ General Comments Larry Meyer Operational Excellence Boyd Beltz Update Generation Reliability Charlie Trezise Update Organizational Effectiveness Larry Meyer Update Brad Castiglia Closing Remarks Larry Meyer Questions/Discussion NextEra Energy Point Beach Meeting with NRC Region III Agenda
3 Introduction Introduction and and General Comments General Comments Larry Meyer Larry Meyer Site Vice President
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7 Configuration Management Building A Strong Foundation Engineering Functional Area Improvements Equipment Reliability EPU Project Management and Planning Mgr. Budget Accountability Point Beach Recovery Point Beach Excellence Succession Planning and Development Human Performance Work Force Involvement Lateral Integration Performance Improvement Supv Effectiveness Training for Performance Improvement Work Life Balance Emergency Preparedness Safety OPS Functional Area Improvements Work Management Operational Focus Outage Planning and Execution Maintenance Functional Area Improvements Chemistry Functional Area Improvements Rad Protection Functional Area Improvements License Renewal Implementation
8 Introduction and General Comments Introduction and General Comments Path forward on our journey to excellence:
- Work Management / Lateral Integration
- Outage Preparations / EPU Integration
- Use of Training to Improve Performance
- Organizational Effectiveness
- Equipment Reliability
- License Renewal Commitments We will never be satisfied!
Breaking Through in 2010 with Employee Involvement, Teamwork, Accountability, and a Passion for Excellence.
9 Sustainability F
- Solid Values &
Beliefs
- Solid Tools
- Effective Leadership RT
- Expectations
- Training
- Accountability
- Oversight M
- Indicators
- Assessments Time Performance
10 Breaking Through to Excellence Measure of Success THEN (2008)
NOW Causal quality - 74 92 Overdue - 46 0
Health Index - 52 78 (more challenging criteria)
Documented Job Observations (per month) 140 6000 outage 800 non-outage Industry Index 89 97 Leadership Vacancies 15 0
Site HU Event Rate 0.036 0.007 Operator Aggregate Distractions 240 57 Open Operability Issues (both Units) 90 29 Scope Stability - 69 94 Schedule Adherence - 65 95 Non-outage Elective Maintenance (Station) 881 383 Forced Outage Rate (Station) 22.8 0
Equipment Reliability Index Unit 1 - 57 Unit 2 - 68 Unit 1 - 85 Unit 2 - 94 Corrective Maintenance (Station) 36 0
Generation Reliability Corrective Action Program Organizational Effectiveness Operational Focus Work Management (%)
11 Operational Excellence Operational Excellence Update Boyd Beltz Boyd Beltz Assistant Operations Manager
12 Operational Excellence Operational Excellence -- Accomplishments Accomplishments Conservative Decision Making Continued consistent conservative decision making Implemented additional controls on protected equipment Invested additional time in spring outage shutdown and startup to reduce dose and improve chemistry Dose improvements for GS-191 No chemistry holds or CEI point reduction Solid Operational Performance Completed two refuel outages with solid Operations performance in maneuvering the plant Work Management and Operational Focus Improved Work Management schedule adherence with a focus on completing priority work Corrective Maintenance backlog reduced from 30 to 0 Elective Maintenance backlog reduced from 800 to 383 Operator distractions reduced from 234 to 57 Operational Excellence - Sound Operating Fundamentals With a Focus on Reactor Safety.
13 Operations Focus Indicator 0
50 100 150 200 250 Feb-09 Mar-09 Apr-09 May-09 Jun-09 Jul-09 Aug-09 Sep-09 Oct-09 Nov-09 Dec-09 Jan-10 Feb-10 Mar-10 Apr-10 Total Burden Items Forecast Goal
14 Corrective and Elective Work Order Reduction Corrective and Elective Work Order Reduction Number of Open Corrective Work Orders 19 8
5 1
9 3
0 0
5 10 15 20 4Q08 1Q09 2Q09 3Q09 4Q09 1Q10 current Number of Open Elective Work Orders 0
100 200 300 400 500 600 700 800 900 1Q09 2Q09 3Q09 4Q09 1Q10 current Industry Industry Top Top Decile Decile
15 2009/10 Online Work Management Improvements 69 70 84 94 95 95 95 84 830 455 383 350 50 60 70 80 90 100 Schedule Stability Schedule Adherence Corrective
/Elective WOs Percentage (%)
0 100 200 300 400 500 600 700 800 900 WO Number 1Q08 Schedule Data 3Q09 Schedule Data Current Schedule Data 2010 Schedule Goals 4Q08 WO Data WO Data -3Q09 WO Data -Current 2010 WO Goal
16 Operational Excellence Operational Excellence -- Gaps to Excellence Gaps to Excellence Ops Field Performance Field Operator formality Equipment clearances and plant status control Plant Component Labeling Operations-Led Station Insistence on higher standards Demand for improved T-12 to T-0 scope stability Intolerance of equipment issues
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18 Generation Reliability Generation Reliability Update Charlie Trezise Site Engineering Director
19 Generation Reliability Generation Reliability -- Accomplishments Accomplishments Equipment Improvements U2 Feedwater Heaters Façade Freeze U2 Gen Output Breaker Turbine Hall Sump Alarms Service Water Pumps Component Cooling Water Pumps D-305 Battery Replacement PPCS Monitors Condenser Air Removal Loop Seal Battery Room Ventilation U2 Main Transformer Main Steam Reheater Control Valve Water Treatment Microfiltration Performance Results Red/yellow systems reduced from 36 to 16 Forced outage rate = 0% for both units Equipment Reliability Index improved from 74 to 89%
Successive breaker-to-breaker runs for both units.
Unit 1 run of 472 days; Unit 2 run of 521 days Unit 2 run is a new station record.
Generation Reliability - Making Sure our Plants Are in Top Working Order and Refueling Outages Are Well Executed.
20 Materiel Condition/Equipment Vulnerabilities Materiel Condition/Equipment Vulnerabilities Jan 2009 Actual End of 2009 Actual Current End of 2010 Goal Operator Distractions 234 86 57 50 Red /Yellow Systems 36 17 16 13 WO Backlog (EM) 811 444 383 350 ERI - Station 74.5 86 89 89 Generation Reliability - Making Sure our Plants Are in Top Working Order and Refueling Outages Are Well Executed.
21 Number of Red and Yellow Systems 0
5 10 15 20 25 30 35 40 Number of Red Systems 17 8
4 5
2 2
Number of Yellow Systems 19 18 22 21 15 14 4Q08 1Q09 2Q09 3Q09 4Q09 1Q10*
22 PBNP Equipment Reliability Index (an industry standard indicator) 50 55 60 65 70 75 80 85 90 95 100 10/08 11/08 12/08 1/09 2/09 3/09 4/09 5/09 6/09 7/09 8/09 9/09 10/09 11/09 12/09 1/10 2/10 3/10 4/10 ERI Unit 1 Unit 2 Site
23 Generation Reliability Generation Reliability -- Gaps to Excellence Gaps to Excellence Continued focus on equipment improvements:
- Auxiliary Feedwater and Alternate Source Term upgrades
- Electrical System health
- Underground cables
- Operable but non-conforming or degraded components We will never be satisfied!
An excellent station requires excellent materiel condition.
24 Open Operable But Degraded or Non-Conforming Conditions 25 20 16 37 17 13 13 55 0
10 20 30 40 50 60 2007 2008 2009 Current Unit 1 Unit 2
25 Point Beach Chlorination System Upgrades Jamie Pierce September 2010 Resolve P-116 Boric Acid Leaks Boyd Beltz June 2010 Battery Room Ventilation Clay Hill May 2010 Service Water Pump Reliability Tom Vehec June 2010 Charging Pump Reliability Jerry Scheinoha June 2010 Improve SW Flow Measurement Dan Weber July 2010 Water Treatment Upgrade Jamie Pierce July 2010 Recorder Upgrades John Schmoldt September 2010 Resolve Capacitor Bank Barry Gustafson December 2010 Underground Cables Aaric Mitchell December 2010 1
2 3
4 5
6 7
8 9
10 Issue Owner Completion Date
26 Organizational Effectiveness Organizational Effectiveness Update Larry Meyer Site Vice President Brad Castiglia Performance Improvement Manager
27 Organizational Effectiveness Organizational Effectiveness -- Accomplishments Accomplishments Stable engaged leadership team; vacancies filled by succession plan candidates
- Strong field and training presence
- HU error rates cut in half; site clock resets discretionary to avoid complacency Revitalized Safety Culture team; strong detection systems expanded beyond priority departments Work Life Balance initiatives; implemented Plant Day Off Sustaining Improvement in CAP Organizational Effectiveness - Engaged Leaders and Supervisors, Engaged Employees and Strong Teamwork.
28 Sustaining Improvement in CAP Sustaining Improvement in CAP Continuing focus on causal analysis and action closure quality Continuing CAP inventory reduction Continuing to strengthen feedback to initiators Benchmarking industry excellence Developing cause evaluation requalification training Improving trending capabilities
29 Organizational Excellence CAP Improvements 46 165 74 1
120 85 1
90 84 92 0
120 90 92 0
1835 720 797 550 0
25 50 75 100 125 150 175 Overdue (per month)
Average Age of Corrective Actions (days)
Causal Quality Open Corrective Actions 0
200 400 600 800 1000 1200 1400 1600 1800 2000 08 Low Point 4Q08 4Q09 Current (4/30/2010)
Goal
30 4/28/10 The bar is raised to sustain improvements 12/16/09 Performance dramatically improved 9/10/08 Many improvements needed CAP Measures of Success CAP Measures of Success
31 Organizational Effectiveness Organizational Effectiveness -- Gaps to Excellence Gaps to Excellence
- Potential for Complacency
- Lateral Integration at the Supervisor Level to achieve breakthrough
- Low Value Work Reduction
- Energy
- Traction
32 Organizational Effectiveness Organizational Effectiveness -- Gaps to Excellence Gaps to Excellence Low Value Work Reduction Low Value Work Reduction Leveraging the work force will increase the number of LVWR ideas and decrease the amount of time we take to act upon the ideas.
Unit
CLOSING REMARKS CLOSING REMARKS Larry Meyer Site Vice President 33
34 Our Fleet is on the path to excellence
35 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
- Breakthrough goals will drive us to excellence THIS IS OUR MODEL FOR ACHIEVING EXCELLENCE THIS IS OUR MODEL FOR ACHIEVING EXCELLENCE 9
36 Breakthrough Goals Breakthrough Goals Metrics that Quantify Breakthrough Status Scope Stability (13 week average)
Schedule Adherence (13 week average) 2 Ensure right picture of excellence exists in key areas Average Industry Interaction Index Employee Participation in LVWR
> 10,000 hours0 days <br />0 hours <br />0 weeks <br />0 months <br /> saved Engage the workforce to achieve breakthrough in Low Value Work Reduction 3
2010 PBNP Breakthrough Goals Achieve breakthrough in lateral integration by improving Work Management 1
37 Measures number of PBNP interactions with the nuclear industry: formal and informal benchmarking, INPO interactions, significant regulatory interface, users group meetings, etc.
Industry Interaction Index 0
50 100 150 200 250 1Q09 2Q09 3Q09 4Q09 1Q10 Right Picture of Excellence Indicator adopted 2Q09 U2 outage 1st Quarter 2010
- More that 40 benchmarking events
- Almost 2/3 of the activities were by supervisors and individual contributors
38 Executive Perspective on Gaps Executive Perspective on Gaps
QUESTIONS QUESTIONS 39