ML12191A174

6/25/2012 Summary of Public Meeting with Wolf Creek Nuclear Operating Corporation

ML12191A174
Person / Time
Site:	Wolf Creek
Issue date:	07/09/2012
From:	O'Keefe N NRC/RGN-IV/DRP/RPB-B
To:	Matthew Sunseri Wolf Creek
O'Keefe N
References
Download: ML12191A174 (18)

Text

UNITED STATES NUCLEAR REGULATORY COMMISSION REGION I V 1600 EAST LAMAR BLVD ARLINGTON, TEXAS 76011-4511 July 9, 2012 Mr. Matthew W. Sunseri, President and Chief Executive Officer Wolf Creek Nuclear Operating Corporation P.O. Box 411 Burlington, KS 66839

SUMMARY

OF PUBLIC MEETING WITH WOLF CREEK NUCLEAR OPERATING CORPORATION

Dear Mr. Sunseri:

On June 25, 2012, representatives of Wolf Creek Nuclear Operating Corporation met with NRC personnel at the NRC Region IV office in Arlington, TX to present an update on the initiatives being implemented to improve station performance. The list of attendees and a copy of the licensees presentation are included as Enclosures 1, 2 and 3.

In accordance with 10 CFR 2.390 of the NRCs Rules of Practice, a copy of this letter and its enclosures will be available electronically for public inspection in the NRCs Public Document Room or from the Publicly Available Records (PARS) component of the NRCs Agencywide Documents Access and Management System (ADAMS). ADAMS is accessible from the NRC web site at http://www.nrc.gov/reading-rm/adams.html (The Public Electronic Reading Room).

Sincerely,

/RA/

Neil OKeefe Chief, Project Branch B Division of Reactor Projects Docket: 50-482 License: NPF-42

Enclosures:

1. NRC Presentation Slides

2. Presentation Slides Electronic distribution by RIV:

M. Sunseri Regional Administrator (Elmo.Collins@nrc.gov)

Deputy Regional Administrator (Art.Howell@nrc.gov)

DRP Director (Kriss.Kennedy@nrc.gov)

Acting DRS Director (Tom.Blount@nrc.gov)

Acting DRS Deputy Director (Patrick.Louden@nrc.gov)

Senior Resident Inspector (Chris.Long@nrc.gov)

Resident Inspector (Charles.Peabody@nrc.gov)

WC Administrative Assistant (Shirley.Allen@nrc.gov)

Branch Chief, DRP/B (Neil.OKeefe@nrc.gov)

Senior Project Engineer, DRP/B (Leonard.Willoughby@nrc.gov)

Project Engineer, DRP/B (Nestor.Makris@nrc.gov)

Public Affairs Officer (Victor.Dricks@nrc.gov)

Public Affairs Officer (Lara.Uselding@nrc.gov)

Project Manager (Randy.Hall@nrc.gov)

Acting Branch Chief, DRS/TSB (Dale.Powers@nrc.gov)

Regional Counsel (Karla.Fuller@nrc.gov)

Congressional Affairs Officer (Jenny.Weil@nrc.gov)

OEMail Resource ML12191A174 R:\_REACTORS\EOC and Midcycle\EOC MS\2011\WC SCCI Public Meeting MS 20120625 SUNSI Rev Compl. Yes No ADAMS Yes No Reviewer Initials LMW Publicly Avail Yes No Sensitive Yes No Sens. Type Initials LMW RIV/SPE:DRP/B C:DRP/B LMWilloughby NOKeefe

/Not available/ /RA/

7/9/12 7/9/12 OFFICIAL RECORD COPY T=Telephone E=E-mail F=Fax

Wolf Creek Nuclear Operating Corporation June 25, 2012

Introductions

• Matt Sunseri, President and CEO

• John Broschak, Vice President Engineering

• Jennifer Yunk, Manager Performance Improvement/Organization Effectiveness

• Gautam Sen, Manager Regulatory Affairs Enclosure

Agenda

• Elements of Substantive Crosscutting Issues Improvement:

- Behaviors

- People

- Processes

- Oversight

• Improved Performance

• Closing Comments Safety Culture Focus

• Strengthening our safety culture by resolving our PI&R and Human Performance SCCIs:

- Culture is driven by the behaviors that are reinforced in an organization

- Operators operate the plant safely, and the rest of us give them a safe plant to operate

- Setting and reinforcing clear expectations is key Behaviors

• Strategy to drive change in behaviors:

- Define station-wide fundamental behaviors

• PI&R and Human Performance

- Clearly establishing the standards

- Visible reinforcement

- Implementation of the Accountability Model

• Accountability: the obligation of an individual or organization to account for its activities, accept responsibility for them and disclose results in a transparent manner.

- Assessment and alignment of the leadership team Fundamental Behaviors Accountability Model Accountability Model In Action

• Leaders visibly use the model in day-to-day interactions with staff:

- When setting expectations

- When assigning or delegating work

- During pre-job briefs

- During job performance discussions

- During coaching conversations to close a performance gap

- When providing daily feedback on work performance Accountability Model Need Improvement Behaviors 45 200

% Needs Improvement Behaviors 40 180 35 160 140 30 Observations 120 25 100 20 80 15 60 10 40 5 20 0 0 Feb Mar Apr May June July Expectations Commitment Support Monitor Account Monthly Total Leadership Team Assessment

• Assessment and alignment of the leadership team

- Strategic Talent Solutions process

• Alignment interviewsthree tiers

• Feedback

• Action plan to close gaps

- Leadership changes

• Engineering

• Work Management

• Training Building a Strong Team Matt Sunseri President & CEO Open John Broschak Annette Stull Rich Clemens Robbin Rumas Site Vice President Vice President Engineering Chief Administrative Officer Vice President Strategic Projects Manager Quality Russell Smith Rick Zyduck Brad Vickery Open Plant Manager Manager Design Engineering Manager Financial Services Manager Projects Rich Flannigan Ron Hinsley Strategic Projects Steve Henry Manager Nuclear Engineering Manager Information Services Department Manager Operations (in progress)

Tiffany Baban Dave Fehr Strategic Projects Lanny Ratzlaff Manager System Engineering Manager Supply Chain Services Department Manager Maintenance (in progress)

Open Strategic Projects Tammy Jensen Open Manager Human Resources Department Manager Chemistry Manager Engineering Programs (in progress)

Gary Pendergrass Pam Bedgood Manager Project Oversight Manager Radiation Protection Larry Upson Manager Integrated Legend Plant Scheduling Promoted Dave Erbe Manager Security Hired from outside Reassigned Eddie Ray Manager Training Gautam Sen Manager Regulatory Affairs Jennifer Yunk Manager PI & Org Eff.

Steve Finky Manager Site Safety People

• Improving skills, knowledge and ability

- Safety Culture

• Understanding the elements and how we impact: PI&R, HU and SCWE

- Operability evaluations

• Evaluation quality, assumptions

- Design and Licensing basis training

• Engineering decision making and assumptions

• Advanced systems training added to individual training plans

- Corrective Action Program

• Evaluation quality, extent of condition/cause, action development People

• Improving skills, knowledge and ability (contd)

- Human Performance Dynamic Learning

• HU tool usage in a distractive environment

• Procedure use and adherence

- Operations Training

• Operator fundamentals - Back to Basics (monitoring; control; conservatism; teamwork; knowledge)

• Improved critique process for self-identification of issues

- Supervisors reinforcement of behaviors

• Fundamental behaviors - tri-fold

• Accountability model

• Culpability model Processes

• Improved the corrective action program

- Implemented single point of entry

- Established Operations Work Group

• SRO resources

• Operability / functionality screening

• Return to full qualification

- Causal evaluation improvements

• Conger and Elsea

• Continuing training

• CARB mentoring Oversight

• Increased management engagement and involvement

- Plant Safety Review Committee

- Corrective Action Review Board

- Quality Assurance Program

- Challenge Boards

- Senior Leadership Review Team

- Management Review Meeting

- Observation Program

- Nuclear Safety Review Board

- Board of Directors Improved Performance Problem Identification & Resolution Problem Identification & Resolution SCCI OPEN Evaluation Timeliness by Station (Level 1-4) P.1.c 100 90 80 70 Average Age 60 50 40 30 20 10 0

Evals Open Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Level 1-4 Open 211 151 138 91 85 66 60 93 116 74 78 76 Avg Age 61 73 65 59 49 48 54 27 33 48 44 31 Avg Age Linear (Avg Age)

Problem Identification & Resolution SCCI Root Cause Evaluation Time P.1.c 120 Averager Number of Days 100 80 60 40 20 0

Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 RCE Avg Age 123 138 82 38 69 29 26 -- 29 64 -- --

3-month Avg 123 131 114 86 63 45 41 28 28 47 47 47 3-month Avg Linear (3-month Avg)

SCCI Apparent Cause Evaluation Time P.1.c 120 100 Average Number of Days 80 60 40 20 0

Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 ACE Avg Age 101 101 72 132 47 29 39 40 39 71 66 36 3-month Avg 101 101 91 102 84 69 38 36 39 50 59 58 3-month Avg Linear (3-month Avg)

Problem Identification & Resolution SCCI ACE / RCE Cause Evaluation Quality Average Score P.1.c 5.00 4.80 4.60 Average Score 4.40 4.20 4.00 3.80 3.60 Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 ACE Presented 5 4 7 6 5 5 5 4 7 4 7 4 RCE Presented 4 2 3 3 2 2 1 0 1 1 0 0 Average Score 4.46 4.75 4.46 4.42 4.56 4.28 4.07 4.71 4.1 4.50 4.60 4.30 3-month Avg Problem Identification & Resolution CAP Backlog Reduction LTCA and EFUs were removed from the indicator Open CRs (ILE, LTCA and EFUs 2000 1800 1600 1400 1200 1000 removed) 800 600 400 200 0

1-1-

1- 11 Auay Ju Jun--1 l-111 1-151- Se Oc

-Ja g-p- 11 11 t-1 1 15 -12

-F 15 -12

-M 15 -12

-A ebn ar pr 15 -12

-M ay 1- 1-15 12Ju

-Ju n-n--1 1 2 M1-1 2 1-AuJu Se l- 1 g-p- 12 122 1-1- Oc No De t-1 v-c- 122 12 Level 5 Level 4 Level 3 Levels 1-2 2012 Workoff Goal Problem Identification & Resolution SCCI SITE LTCA BACKLOG P.1.d Indicator for CRs with open Long Term Constrained Actions 500 450 400 TOTAL CRs Open 350 300 250 200 150 100 50 0

10 10 11 /1/11 2/

3/ 12 31/12 8/ 31

/1

/1 5/11 4/ 30/1

/12 /12 5/

11 /1 2/11 5/ 31/12 9/

11 12 /1 2/11 6/

7/ 30 31/12 2 30/12 1/ 12 /12 /12 ILE 5 4 3 1-2 Problem Identification & Resolution Total Maintenance Backlog Reduction 1200 1163 985 1000 877 Work Orders 800 759 718 690 659 660 Deficient 580 573 563 600 541 Corrective 417 400 200 37 33 28 29 33 27 28 30 15 18 15 16 13 0

l-1 g- 11 11 t -1 De c- 11 n- 1 12 -1 2 r-1 -1 2 n- 12 Ju p- Oc Ja b- ar Ap ay 11 - Ju 1 Au Se 1 Nov- 11 2 Fe M 2 M n- 12 4-Ju Problem Identification & Resolution OPEN Action Timeliness by Station (Level 1-5) SCCI (Non LTCA Actions) P.1.d 200 180 160 Average Age 140 120 100 80 60 Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Level 1-5 Open 1607 1616 1426 1247 1170 1153 1079 1098 1143 1223 1226 1299 Avg Age 131 141 140 125 129 127 122 128 124 123 127 120 Avg Age Linear (Avg Age)

Problem Identification & Resolution SCCI Corrective Action Review Quality P.1.d 100%

Monthly Average Score 90%

80%

70%

60%

50%

Level 1-5 Actions Jun-11 Jul-11 Aug-11 Sep-11 Oct-11 Nov-11 Dec-11 Jan-12 Feb-12 Mar-12 Apr-12 May-12 Actions Reviewed 83 93 133 161 153 124 143 72 78 98 111 62 3-Month Avg Linear (3-Month Avg)

Closing Comments Closing Comments

• Wolf Creeks Sustainability

- Self critical of our performance

• LOOP IIT

- Comprehensive Business Plan

- Three primary focus areas

• Training

• Work Management

• Find and Fix

- Drive implementation

• Enforcing and doing