ML111370344
| ML111370344 | |
| Person / Time | |
|---|---|
| Site: | Robinson  |
| Issue date: | 05/11/2011 |
| From: | Progress Energy Carolinas |
| To: | NRC/RGN-II |
| Shared Package | |
| ML111370337 | List: |
| References | |
| Download: ML111370344 (21) | |
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Robinson Nuclear Plant Strategic Plan NRC Region II Visit May 11,2011 Progress Energy
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Introduction Bob Duncan Vice President, Robinson Nuclear Plant Randy Gideon Director, Site Operations Greg Kilpatrick Manager, Operations Henry Curry Manager, Nuclear Training Chuck Morris Manager, Maintenance Leo Martin Director, Engineering Chris Kamilaris Manager, Support Services Annette Pope Supervisor, Licensing (Brunswick) 2 5/10/2011 Progress Energy
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Agenda Leadership Team Performance Overview Immediate Actions
- GAP Analysis Path Forward Strategic Improvement Plan Summary 3
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Robinson Nuclear Plant Bob Duncan Vice President Robinson Nuclear Plant Chris Kamilaris Support Services Manager Terry Hobbs NOS Manager Paul Fagan Technical Services Manager Darryl Gardner
Systems Engineering Manager Steve Bull NIT Manager Chuck Morris Maintenance Manager Greg Kilpatrick Operations Manager Brad Houston Rad Protection Superintendent Sheilagh Garrity Environmental and Chemistry Superintendent Brent Matherne Outage and Scheduling Manager Rebecca Anderson Interim Maintenance Training Supervisor Jan Lucas Recovery Support Manager Sharon Wheeler HU/PI Manager Warren Farmer Engineering Manager Diane Florio Leadership Development Manager Dave Hoffman Ops Focus Manager Bob Steele Safety Culture Assessment Manager John Caves Interim Licensing/Reg Programs Supervisor Robert Hill Interim Performance Improvement Supervisor Tony Pilo Emergency Preparedness Manager
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Ty Hubbard Plant Support Supervisor Angela Pullom Document Management Supervisor Toni Richmond Human Performance Manager Scott West Nuclear Plant Security Manager Rosemary Westbrook Financial Manager DeWayne Walters Senior Human Resources Specialist Specialist (Corporate Staff filling position)
Erdal Caba Major Projects Superintendent Suzi Price Employee Concerns Specialist r-Bill Peavyhouse Design 1
Engineering Manager Vacant I
Stephen
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Greenwood M&CS Superintendent
In position greater than 2 years In position 1-2 years
In position less than 1 year
Acting in position 4
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Improvement Support Organization 4-Red = Progress Energy Green Contractor 5
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Project ii Finances Manager PRG Management)
Team Work Engineering Budget Team Lead Team Progress Energy
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Performance Overview Safety
- Nuclear
- Radiological Industrial Increased Leadership Engagement Increased Number of Nuclear Condition Reports (NCRs) and Procedure Revision Requests (PRRs) Initiated Equipment Performance Emergency Planning Security 100 Day Tactical Improvement Plan 6
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Immediate Actions Implemented Leadership Assessment/Changes Trained Operators on Knowledge Deficiencies Developed and Implemented Human Performance Fundamental Behaviors Tn-folds Lowered NCR and PRR Initiation Threshold Reinforcing Problem Identification and Value of Input into Corrective Action Program 7
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Immediate Actions Restructured Procedures Filled Vacancies Provided Supplemental Resources Implemented Modifications Main Feedwater Isolation Reset Feedwater Heater Relief Valve Manual Service Water valve added downstream of V6-16C 8
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GAP Analysis Misalignment Of Standards And Priorities Inadequate Strategic Planning Short Term Focus Organizational Capacity Make It Work Informal Communications/Processe 1
Operator Knowledge Deficiencies IEj Declining Experience Base ii 70 Eligible Training Material Deficiencies Inadequate Procedures Isolation From Industry Progress Energy 9
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Path Forward Understand Our Issues
- Embrace Fleet and Industry Support
- Focus on Behaviors Engage Leadership Team Bias for Action
- Execute the Strategic Plan Progress Energy 10 5/10/2011
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Strategic Improvement Plan Objective Address Performance and Historical Issues
- Address and Change Behaviors
- Correct Programmatic Deficiencies Ensure Culture of Sustainability Establish a Continuous Learning Organization Maintain Strong Nuclear Safety Culture Serve as a Station Communications Alignment Tool 11 5/10/2011 Progress Energy
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Strategic Improvement Plan Development Benchmarked Industry
- . Conducted Performance GAP Analysis
- Established a Living Plan with Actions Tracked by the Corrective Action Program
- Establishing Metrics to Monitor Effectiveness
- Plan Reviewed by Fleet, INPO and Industry Consultants 12 5/10/2011 Progress Energy
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Strategic Improvement Plan Inputs Corrective Action Program Nine Root Causes Two Common Causes Effectiveness Reviews Trend Reports Oversight and Self Assessments Streaming Analysis Safety Culture Assessment System Health Reports Long Range Plan INPO Plant Evaluations Performance Indicators Assist Visits NRC Cross Cutting Matrix 100 Day Tactical Improvement Plan Progress Energy 13 5/10/2011
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Strategic Improvement Plan Focus Areas 14 5/10/2011 Progress Energy Human Leadership Work Performance Alignment I
Operational Management and and Focus and I
Performance Workforce Maintenance Improvement Engagement Leadership Operations Performance Maintenance Emergency Preparedness Human Performance Safety Culture Performance Improvement Equipment Reliability Training Effectiveness Facility Upgrades Work Management I
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Upgrade
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Leadership Alignment IWorkforce Engagement Leading Change Effective Communications
- Subtle Behaviors
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- Alignment throughout the Organization Ongoing Feedback from/to Employees Progress Energy
- Root Cause Review of Safety Culture Aspects
- Safety Culture Assessment
- Safety Culture Survey New Leadership Team
- Succession Planning Performance Development Plans Behavior Profile DISC FiroB Teambu i Id i ng Activities 2 Cs Meetings Focus Groups Recognition Lunches Power Breakfasts and Lunches 15 5/10/2011
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Operational Focus
- Assign Resources to Review Plan Inputs
- Assign PMCoE Classifications
- Assign Project Funding Requirements
- Fleet Assessment of Plant Health Process
- Staff Plant Health Engineer Position
- Drives Priorities
- Feeds Long Range Plan
- Single Point Vulnerability Program
- NUS Module Replacement
- Evaluate PM Strategy for Circuit Cards 16
. Outsource Mod Design of 17 Vulnerabilities 5/1 0120Il Progress Energy
- Procedure Bases Training for EOPsIAOPs
- Practice Use of Event Response Team
- Crew Notebooks Operations Crew Performance Meaningful Long Range Plan Operational Plant Health Committee
- System Latent/Legacy
,iew Pilot: Rod Control and EH/Turbine Control
- One System per Month
- Develop Recommendations
- Update System Files
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Work Management and Maintenance
- Outage Scheduler
- 4 Work Week Coordinators
- Cycle Scheduler
- Surveillance Coordinator
- Engineering Rapid Response Team
- Level of Detail
- Procedure Upgrade
- Benchmark
- Clarification of Deviation Process
- Upgrade PMs
- Supplemental Resources
- FIN Team Effectiveness
- 5 AOs Qualified Clearance Writer
- Planning Backlog Reduction 17
- PM Optimization 5/10/2011 Progress Energy
- Site Wide Training
- Schedule Accountability War Room
- Experienced Leadership
- Process Flowchart
- Craft Qualification
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Human Performance and Performance Improvement
- Comprehensive Procedure Upgrade Project
- Training on Importance of Detailed Procedures
- More Thorough Biennial Procedure Assessments
- Verify Procedure Design Basis Actions 18 Comprehensive Training Material Upgrade
- Accountability Model
- Consistent Site Wide Expectations
- Focus on Identification and Communicating CAP Successes
- Root Cause Quality Improvements
- Document Closure Quality Improvements Cu rn Cu iurn Reviews Human Performan and Performance Improvement
- Trend by Operator Crew Event and Competency (Performance Database)
- Performance Linked to Crew Notebooks
- Improved Remediation Process
- Revised Scenarios
- Strengthening Oversight Commtees, Progress Energy
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Summary Top Management Commitment and Active Participation Institutionalizing Performance Improvement
- Resource Commitment To Upgrade CAP Process Improving Causal Analyses And Closeout Documentation Quality
- Communicating CAP Successes
- Reinforcing Value of CAP, Problem Identification and Resolution Focus on Site Alignment, Communications and Continuous Improvement Comprehensive Strategic Improvement Plan Course Adjustments 19 5/10/2011 L Progress Energy
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Summary
- Identified Gaps and are Taking Action Implementing Significant Corrective Actions Interim Actions in Place Monitoring Action Completion Interim Metrics to Demonstrate Actions Taken are Improving Performance Goals are Achievable and On Track For Sustainability Focus is on Leadership, Behaviors, and Key Process Changes 20 5/10/2011 L Progress Energy
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Questions?
Progress Energy 21 5/10/2011