ML14174A921
| ML14174A921 | |
| Person / Time | |
|---|---|
| Site: | Harris, Brunswick, Robinson, 05000000 |
| Issue date: | 10/25/1988 |
| From: | Buckley B Office of Nuclear Reactor Regulation |
| To: | Office of Nuclear Reactor Regulation |
| References | |
| NUDOCS 8810310301 | |
| Download: ML14174A921 (51) | |
Text
DISTRIBUTION See attached sheet October 25, 1988 Docket Nos. 50-261, 50-325, 50-324 and 50-400 LICENSEE:
Carolina Power & Light Company FACILITIES:
Robinson Steam Electric Plant, Unit No. 2, Brunswick Steam Electric Plant, Units 1 and 2, and Shearon Harris Nuclear Power Plant, Unit 1
SUBJECT:
SUMMARY
OF AUGUST 31, 1988 MEETING HELD WITH CAROLINA POWER
& LIGHT COMPANY TO DISCUSS SHORT TERM AND LONG TERM PROGRAMS FOR ENHANCEMENT OF PLANT PERFORMANCE Introduction A meeting was held on August 31, 1988 in Rockville, Maryland with Carolina Power & Light Company (CP&L) and their consultant (CRESAP) to discuss CP&Ls short and long-term program to improve overall plant performance at their three nuclear facilities (Enclosure 1). A list of attendees is enclosed (Enclosure 4).
Discussion Carolina Power & Light Company stated that it had established a short-term Corporate Management Oversight Team (CMOT) in late July 1988 to review and observe present and past practices at the Brunswick facility and to identify the root-cause of certain concerns with regard to plant performance. CP&L stated that the results of this initial team effort had been recently completed and forwarded to Corporate Management. A summary of the CMOT findings and recommendations is provided in Enclosure 2. These findings identified the following areas of concern: (1) repetitive equipment failure; (2) inadequate root cause determination; and (3) the temporary nature in which repair of equipment was performed. To resolve these concerns, the CMOT recommended the following short-term course of action: (1) establish clear policy on root cause identification and permanent repairs; (2) ensure appropriate management followup of temporary repair; and (3) implement the on-going component level repetitive failure process and site incident investigation team concept. Some of the other areas where the CMOT felt improvement should be made are alloca tion of budgetary resources and personnel, prioritization of backlog work, better team work, improve equipment availability and other recommendations as described in Enclosure.2.
CP&L also stated its intent to hire an independent contractor (CRESAP) to conduct an evaluation of plant activities/performance of the Brunswick, Robinson 2, and the Shearon Harris facilities. The initial effort to be undertaken by CRESAP is to focus on the Brunswick facility to evaluate its s
o C
S 25 PDR ADOCK 050o0261 P
2 -2 performance, to identify weaknesses and to make recommendations to CP&L Corporate Management to correct perceived weaknesses. A similar effort will be undertaken at the Robinson 2 facility.
To the extent applicable, the lessons learned from the above efforts will be applied to the Shearon Harris facility. Enclosure 3 was a presentation made by CRESAP and provides addi tional details of their planned efforts. The licensee offered to keep NRC advised of the progress of CRESAP's appraisal.
Bart C. Buckley, Senior Project Manager Project Directorate II-1 Division of Reactor Projects I/II
Enclosures:
As stated cc w/enclosures:
See next page OFC :PM R:PM:PD2 RPR:PE:PD21: I PR:D: T PR :
NAME :BBuckley:ch : RLo
- BMozafari : E sam DATE : 10/1 /88
- 10/7L/88
- 10/2S188
- 10 88 OFFICIAL RECORD COPY
Mr. E. E. Utley Brunswick Steam Electric Plant Carolina Power & Light Company Units 1 and 2 cc:
Mr. P. W. Howe Mr. J. L. Harness Vice President Plant General Manager Brunswick Nuclear Project Brunswick Steam Electric Plant Box 10429 P. 0. Box 10429 Southport, North Carolina 28461 Southport, North Carolina 28461 Mr. R. E. Jones, General Counsel Mr. H. A. Cole Carolina Power & Light Company Special Deputy Attorney General P. 0. Box 1551 State of North Carolina Raleigh, North Carolina 27602 Post Office Box 629 Raleigh, North Carolina 27602 Mr. Mark S. Calvert Associate General Counsel Mr. Robert P. Gruber Carolina Power & Light Company Executive Director Post Office Box 1551 Public Staff - NCUC Raleigh, North Carolina 27602 Post Office Box 29520 Raleigh, North Carolina 27626-520 Ms. Grace Beasley Board of Commissioners Post Office Box 249 Bolivia,-North Carolina 28422 Mrs. Chrys Baggett State Clearinghouse Budget and Management 116 West Jones Street Raleigh, North Carolina 27603 Resident Inspector U. S. Nuclear Regulatory Commission Star Route 1 Post Office Box 208 Southport, North Carolina 28461 Regional Administrator, Region II U. S. Nuclear Regulatory Commission 101 Marietta Street, Suite 2900 Atlanta, Georgia 30323 Mr. Dwayne H. Brown, Chief Radiation Protecti.on Branch Division of Facility Services N. C. Department of Human Resources 701R Barbour Drive Raleigh, North Carolina 27603-2008
Mr. E. E. Utley Carolina Power & Light Company H. B. Robinson 2 cc:
Mr. R. E. Jones, General Counsel Mr. Dwayne H. Brown, Chief Carolina Power & Light Company Radiation Protection Branch P. 0. Box 1551 Division of Facility Services Raleigh, North Carolina 27602 Department of Human Resources 701 Barbour Drive Raleigh, North Carolina 27603-2008 Mr. McCuen Morrell, Chairman Darlington County Board of Supervisors Mr. Robert P. Gruber County Courthouse Executive Director Darlington, South Carolina 29535 Public Staff -
NCUC P.O. Box 29520 Mr. H. A. Cole Raleigh, North Carolina 27626-0520 Special Deputy Attorney General State of North Carolina Mr.-C. R. Dietz P.O. Box 629 Manager, Robinson Nuclear Project Raleigh, North Carolina 27602 Department H. B. Robinson Steam Electric Plant Mr. D. E. Hollar P. 0. Box 790 Associate General Counsel Hartsville, South Carolina 29550 Carolina Power and Light Company P.O. Box 1551 Raleigh, North Carolina 27602 U.S. Nuclear Regulatory Commission Resident Inspector's Office H. B. Robinson Steam Electric Plant Route 5, Box 413 Hartsville, South Carolina 29550 Regional Administrator, Region II U.S. Nuclear Regulatory Commission 101 Marietta Street Suite 2900 Atlanta, Georgia 30323 Mr. R. Morgan General Manager H. B. Robinson Steam Electric Plant Post Office Box 790 Hartsville, South Carolina 29550 Mr. Avery Upchurch, Chairman Triangle E
Council of Governments 100 Park Drive Post Office Box 12276 RResearch Triangle Park, NC 227709
Mr. E. E. Utley Carolina Power & Light Company Shearon Harris cc:
Mr. R. E. Jones, General Counsel Ms. Carol Love Carolina Power & Light Company 100 Park Drive P. 0. Box 1551 P.O. Box 12276 Raleigh, North Carolina 27602 Research Triangle Park, NC 27709 Mr. D. E. Hollar Regional Administrator, Region II Associate General Counsel U.S. Nuclear Regulatory Commission Carolina Power & Light Company 101 Marietta Street P.O. Box 1551 Suite 2900 Raleigh, North Carolina 27602 Atlanta, Georgia 30323 Resident Inspector/Harris NPS Mr. C. S. Hinnant c/o U.S. Nuclear Regulatory Commission Plant General Manager Route 1, Box 3158 Harris Nuclear Plant New Hill, North Carolina 27562 P.O. Box 165 New Hill North Carolina 27562 Mr. R. A. Watson Mr. Dwayne H. Brown, Chief Vice President Radiation Protection Section Harris Nuclear Plant Division of Facility Services P.O. Box 165 N.C. Department of Human Resources New Hill, North Carolina 27562 701 Barbour Drive Raleigh, North Carolina 27603-2008
CAROLINA POWER & LIGHT COMPANY CP&L NUCLEAR MANAGEMENT APPRAISALS MEETING WITH THE NUCLEAR REGULATORY COMMISSION AUGUST 31, 1988 BETHESDA, MARYLAND CP&L
CP&L NUCLEAR MANAGEMENT APPRAISALS AGENDA o Introduction and Background.
L. W. Eury o Findings of Corporate Management Oversight Team.
R. B. Starkey o Approach to Nuclear Management Appraisal L. W. Eury o Overview of the Proposal to Conduct the Long-Term Appraisal L. R. Wass S'Sumary.,
L.W.Eury
CP&L NUCLEAR MANAGEMENT APPRAISALS BACKGROUND Recent Activities o Although the performance of CP&L's nuclear program has demonstrated solid achievement in many areas in recent years, recent observations by CP&L management and the NRC have led to two initiatives by the Company Corporate Management Oversight Team Nuclear Management Appraisal o Planning for the Nuclear Management Appraisal has been underway in parallel with the work of the Corporate Management Oversight Team CP&L NUCLEAR MANAGEMENT APPRAISALS CORPORATE MANAGEMENT OVERSIGHT TEAM Introduction o Purpose -
Initial assessment of Brunswick operations o Team established on July 21 o Russ Starkey, Manager - Nuclear Safety & Environmental Services, named team leader o Role of team Gather data by observing, interviewing, reviewing documents, etc.
Analyze data Identify areas for improvement and/or further review
- Make recommendations Short term Longer term and/or inclusion in independent review o Report completed on August 26 CP&L NUCLEAR MANAGEMENT APPRAISALS
[PRESENTATION BY RUSS STARKEY]
CP&L NUCLEAR MANAGEMENT APPRAISALS CORPORATE MANAGEMENT OVERSIGHT TEAM
SUMMARY
a Corporate Management Oversight Team was an effective first step to address recently identified problems at Brunswick Root causes addressed Short-term recommendations Long-term issues o Planning for implementation of short-term recommendations is underway o Long-term issues to be addressed primarily through the Nuclear Management Appraisal CP&L NUCLEAR MANAGEMENT APPRAISALS APPROACH TO THE NUCLEAR MANAGEMENT APPRAISAL General Approach o Assessment of management practices and organization issues o Overall objective to continue to improve all aspects of nuclear performance o Independent consultant to be responsible for conduct of the study o Consultant to report to a Senior Management Review Comittee CP&L NUCLEAR MANAGEMENT APPRAISALS APPROACH TO THE NUCLEAR MANAGEMENT APPRAISAL (cont'd)
Consultant Selection o Proposals solicited from three firms Two nuclear industry consulting firms One general management consulting firm o Criteria developed and applied in reviewing proposals Widely recognized Objective, independent and credible Knowledge of nuclear utility industry Understanding of nuclear operations Understanding of nuclear safety and regulation Capability to address "management" Issues Demonstrated ability to make recommendations which can be implemented o Based on preceding criteria, Cresap was selected for its qualifications for addressing primary areas of interest CP&L NUCLEAR MANAGEMENT APPRAISALS APPROACH TO THE NUCLEAR MANAGEMENT APPRAISAL (cont'd)
Cresao Strengths o Internationally-known general management consulting firm o Extensive nuclear utility experience o Demonstrated objectivity and independence o Knowledge of CP&L o Link to extensive human resource consulting resources through Towers Perrin
-.9-
CP&L NUCLEAR MANAGEMENT APPRAISALS Scope o Appraisal to address all components of the CP&L nuclear program High-level review of all three nuclear sites and related corporate management Detailed review of Brunswick and corporate support functions Detailed review of Robinson Review of Harris (scope to be determined) o Results of the high-level review, along with the report of the Corporate Management Oversight Team, will determine areas of focus for the detailed reviews o Results to be communicated to the Senior Management Review Committee at the end of the high-level review and periodically during the detailed appraisals CP&L NUCLEAR MANAGEMENT APPRAISALS APPROACH TO NUCLEAR MANAGEMENT APPRAISAL (cont'd)
Expected Results o In-depth, thorough appraisal of the CP&L nuclear program Opportunities for improvement Strengths Recommendations o Specific responses to long-term issues identified by the Corporate Management Oversight Team o Independent perspective o Frequent communication between Cresap and the CP&L Senior Management Review Committee Clear understanding of focus areas for detailed reviews Prompt attention to issues as they are surfaced CP&L NUCLEAR MANAGEMENT APPRAISALS
[PRESENTATION BY CRESAPI CP&L NUCLEAR MANAGEMENT APPRAISALS
SUMMARY
o CP&L recognizes the benefits that can be derived from the CP&L and Cresap appraisals 0 The report of the Corporate Management Oversight Team will be of benefit Short-term actions Issues for further study o We look forward to obtaining recommendations from the long-term appraisal for improvement of our nuclear and corporate management practices o We believe that Cresap brings substantial experience and capability to the conduct of the long-term appraisal o As the short-term actions and long-term appraisal move forward, we are, of course, prepared to make whatever modifications in our program may be deemed necessary to carry out our responsibilities
ENCLOSURE 2 AGENDA o INTRODUCTION o METHODOLOGY o CATEGORIZATION OF PROBLEM AREAS o FINDINGS AND RECOMMENDATIONS o QUESTIONS AND ANSWERS
INTRODUCTION o CP&L DEVELOPED A SHORT TERM EVALUATION OF CERTAIN ISSUES AT THE BRUNSWICK PLANT o ACTIONS TAKEN:
ESTABLISHED A CORPORATE MANAGEMENT OVERSIGHT TEAM (CMOT)
-MADE AN ASSESSMENT: JULY 21 TO AUGUST 26, 1988 DEVELOPED SHORT AND LONG TERM RECOMMENDATIONS RECOMMENDATIONS ACCEPTED BY PLANT AND CORPORATE MANAGEMENT ACTION PLANS AND SCHEDULES FOR COMPLETION WITH APPROPRIATE MILESTONES BEING DEVELOPED INDIVIDUAL ACCOUNTABILITY FOR ACTION ASSIGNED ACTION PLANS WILL BE REVIEWED BY CMOT TO ENSURE THEY ARE ON TARGET
CORPORATE MANAGEMENT OVERSIGHT TEAM (CMOT)
METHODOLOGY 0
OBSERVE PLANT ACTIVITIES &
MEETINGS o
INTERVIEW PLANT STAFF o REVIEW RECENT INPO, NRC, AND INTERNAL INSPECTIONS &
REPORTS 0
DEVELOPED DATABASE 0
ANALYZED DATA AND DEVELOPED:
- PROBLEM STATEMENTS
- ROOT CAUSES
- RECOMMENDED ACTIONS
CMOT CATEGORIZATION OF PROBLEM AREAS o REPETITIVE FAILURES AND ROOT CAUSE ANALYSIS o RESOURCE ALLOCATION o MANAGEMENT OF BACKLOGS o HPCI/DG AVAILABILITY o MANAGEMENT FOCUS ON AVAILABILITY o ENGINEERING/TECHNICAL EFFECTIVENESS 0
GENERAL FINDINGS 1
REPETITIVE FAILURES &
ROOT CAUSE ANALYSIS o REPETITIVE EQUIPMENT PROBLEMS o INADEQUATE ROOT CAUSE IDENTIFICATION o TEMPORARY REPAIRS
1 RECOMMENDATIONS SHORT TERM / INTERMEDIATE
- 1. ESTABLISH CLEAR POLICY ON ROOT CAUSE IDENTIFICATION AND PERMANENT REPAIRS
- 2.
ENSURE APPROPRIATE MANAGEMENT FOLLOW-UP OF TEMPORARY REPAIRS
- 3.
IMPLEMENT THE ON-GOING COMPONENT LEVEL REPETITIVE FAILURE PROCESS AND SITE INCIDENT INVESTIGATION TEAM CONCEPT LONG TERM
- 1. ASSESS PROCESS USED FOR REPETITIVE PROBLEM IDENTIFICATION; STREAMLINE FOR EFFICIENCY
RESOURCE ALLOCATION o APPEAR TO HAVE ADEQUATE PERSONNEL AND FINANCIAL RESOURCES IN TOTAL o ALLOCATION OF RESOURCES TO BE REVIEWED o BUDGET-RELATED COMMUNICATIONS o PRIORITIES COULD BE BETTER DEFINED o SUBSTANTIAL USE OF CONTRACTORS
RECOMMENDATIONS SHORT TERM / INTERMEDIATE
- 1. IMPROVE COMMUNICATION OF BUDGET CHANGES
- 2. REDUCE NUMBER OF NON-PERMANENT CONTRACTORS
- 3. PROVIDE ADDITIONAL TEMPORARY RESOURCES IN UNIQUE AREAS LONG TERM
- 1. ASSESS RESOURCE ALLOCATION PROCESS. INCLUDE ORGANIZATIONAL, FUNCTIONAL ANALYSIS
- 2. ASSESS PRIORITIZATION PROCESS FOR WORK TASKS; STREAMLINE AND OPTIMIZE
3 MANAGEMENT OF BACKLOGS o EXISTING BACKLOGS ENGINEERING WORK REQUESTS MAINTENANCE REQUESTS MODIFICATIONS PROCUREMENT DOCUMENTS o IMPROVEMENT IN SETTING PRIORITIES o IMPROVED TEAMWORK
3 RECOMMENDATIONS SHORT TERM / INTERMEDIATE
- 1. CONTINUE IN-PROGRESS BACKLOG REDUCTIONS
- 2.
ESTABLISH BETTER PRIORITY ON BACKLOG ITEMS
- 3. IMPROVE TEAM WORK IN BACKLOG REDUCTION LONG TERM
- 1. ASSESS UNDERLYING FACTORS WHICH CONTRIBUTED TO BACKLOGS FOR LESSONS TO BE LEARNED 0
4 HPCI/DG AVAILABILITY o DIESEL GENERATORS (DG)
AVAILABILITY BELOW INDUSTRY NORMS (INPO)
PARTLY AN ACCOUNTING ISSUE MANAGEMENTOFDG OUTAGES o HPCI AVAILABILITY BELOW INDUSTRY NORMS (INPO)
IN-HOUSE SSFI IDENTIFIED AREAS FOR IMPROVEMENT SCRAM REDUCTIONS (VERY POSITIVE) vs. HPCI AVAILABILITY
4 RECOMMENDATIONS SHORT TERM / INTERMEDIATE
- 1. CONTINUE PURSUIT OF THE REDEFINITION OF DG AVAILABILITY CRITERIA
- 3.
PLACE PRIORITY ON SCHEDULING DG OUTAGES DURING PLANT SHUTDOWN LONG TERM
- 1. EVALUATE RELIABILITY-CENTERED MAINTENANCE TECHNIQUES (EPRI)
5 MANAGEMENT FOCUS ON AVAILABILITY o IMPROVE COMMUNICATION RELIABILITY (INCLUDING SAFETY) vs. AVAILABILITY o TEMPORARY REPAIRS vs.
PERMANENT FIX
5 RECOMMENDATIONS SHORT TERM / INTERMEDIATE
- 1. IMPROVE VISIBILITY OF MANAGEMENT COMMITMENT TO RELIABILITY vs.
AVAILABILITY
- 2.
PLACE PRIORITY ON PERMANENT REPAIRS vs. TEMPORARY REPAIRS LONG TERM
- 1. ASSESS DECISION MAKING PROCESS FOR MAKING TEMPORARY REPAIRS; REDUCE FREQUENCY OF TEMPORARY REPAIRS
6 ENGINEERING/TECHNICAL EFFECTIVENESS o SYSTEM ENGINEER CONCEPT NOT FULLY DEVELOPED
- IMPACTS PROBLEM ROOT CAUSE DETERMINATION
- AFFECTS WORK PRIORITIZATION & FOCUS o FRAGMENTATION OF ENGINEERING EFFORTS
- TECHNICAL SUPPORT
- MAINTENANCE ENGINEERING
- BRUNSWICK ENGINEERING SUPPORT UNIT o IMPROVE EFFICIENCY IN MODIFICATION DEVELOPMENT
6 RECOMMENDATIONS SHORT TERM I INTERMEDIATE
- 1. PURSUE STRENGTHENED, WELL DEFINED SYSTEM ENGINEER FUNCTION
- 2. DEVELOP AN EFFECTIVE PLAN FOR TRAINING, DEVELOPMENT AND RETENTION OF SYSTEM ENGINEERS LONG TERM
- 1. ASSESS AND PERFORM OVERALL FUNCTIONAL ANALYSIS OF ENGINEERING / TECHNICAL SUPPORT REQUIREMENTS; REVIEW CURRENT RESOURCES AND EVALUATE CURRENT PROCESS
GENERAL RECOMMENDATIONS SHORT TERM / INTERMEDIATE
- 1. IMPROVE COMMUNICATIONS WITH NRC RESIDENT INSPECTOR
- 2.
PLACE MORE EMPHASIS ON TEAM WORK AT ALL ORGANIZATIONAL LEVELS LONG TERM
- 1. EVALUATE ALL RECOMMENDATIONS FOR APPLICABILITY TO OTHER CP&L NUCLEAR SITES
- 2. ASSESS CORPORATE STAFF ORGANIZATION EFFECTIVENESS AND CORPORATE MANAGEMENT INTERFACES WITH THE PLANT
Cresap, a Towers Perrin company August 30, 1988
I Towers Perrin Group is world's largest independently-owned consultant I
TOWERS PERRIN TPF&C CRESAP TILLINGHAST I1
TPF&C's and Tillinghast's practices are functional and people-focused I
I TPF&C 3,500 employees Tilinghast (Insurance industry) 800 employees Employee Human Corporate Benefits And Resources Communication Compensation Pensions And Culture 2
Cresap's practices focus on critical management issues in industries and functions INDUSTRY I
Utilities Transportation..
(Energy Oil And Gas Services)
IFinancial Telecommu Public Sector iaon Institutionsniaos Cresap I
400 employees Strategy Infoation Manufacturing Marketing FUNCTIONAL 3
Cresap's Utilities Practice is its largest and is well respected by utilities and regulators NUCLEAR/FOSSIL ALL OTHER ORGANIZATION STRATEGY/
NUCLEAR/FOSSIL ENGINEERING AND HEADQUARTERS/
AND STAFFING PLANNING OPERATIONS CONSTRUCTION FIELD FUNCTIONS WORK WITH TOP MANAGEMENT OF 55 OF THE TOP 100 IOU'S FORTY MANAGEMENT AUDITS FO REGULATORS ASSOCIATIONS (AIF. ANEC, NUMARC,USCEA)
NINE NUCLEAR PRUDENCE REVIEWS 14
9 ilities Practice experiencetretches across all aspects of nuclear management and operational effectiveness Human Resources,...
I
- Design, Engineering, Planning Construction, And Start-Up Nuclear Operations And Maintenance Over 130 U.S. And Canadian Units 5
e breadth, depth, and mix of our Up ies Practice staff experience is key to our ability to conduct the CP&L nuclear appraisal successfully ARCHI'TECT UTILITIES NRC NUCLEAR ENGINEERS NAVY 18 FULL-TIMVE:. PROFESSIONALS Business Electrical Mechanical Nuclear usiness civil Engineering scs Engineering Engineering tramni-Engineering coHealth Finance Law Economics Auntsng Physics 6
I And this capability is supplemented by other industry-experienced professionals L
TOTHER CRESAP EXPERIENCED CONSULTANTS AFFILIATES I
100 PART-TIME PROFESSIONALS R
s
~~
~CCrraeoroatCmpnston Manee Human ucl ro t
Nuclear NuclearNrgl Engineering Construction OA/OC Effectiveness Management Nuclear Regulatory Information Resource Labor gem n
Relations Systems Allocation Relations ngneig Cntuto AMEfcieesManagement L77
I Our nuclear O&M management effectiveness experience includes:
U Combined staff total nuclear experience of 260 man-years, which includes experience with 44 operating nuclear units in the U.S. and 16 in Canada I
Five staff qualified as reactor operators, operator trainers, and operator supervisors a Issues examined range from Board of Directors down through plant blue-collar personnel N Functions covered include all headquarters support (technical and non-technical) and plant operations, maintenance, engineering, outage management, administration, QA/QC, safety, etc.
I Includes all relevant policies, procedures, systems, and processes 8
The appraisal scope would cover:
2 BRUNSWICK EXECUTIVE ROBINSON 1 &2 2
TECHMCAL NON-TECHMCAL 3
HARRIS 1
The appraisal objectives would be:
ASSESS AND IMPROVE a Management Awareness a Potential Problem Identification Programs a Corrective Action Programs a Root Cause/Repetitive Failure Analysis a Communications a Goals And Performance Monitoring n Supervision/Leadership/
Style a Resource Allocation N Interfaces
. At Headquarters And Plants 10
Cresap's P4 approach covers te key drivers to achieve operational excellence
/
peo9 11
Managing for operational exc ence involves:
MANAGEMENTPOLICIES, PLANS, AN PERFORMANCE MONITORNG
- Goals And Objectives n
- Performance Measurement
- Management Involvement
- Budgeting/Controls PEOPE FEEDBACK
- 0 Organizational Structure And Design Altemnatives FEBC
- Roles And Resporsibizties
- StaffnglManpower Planning PROoRAuS (Lae, uMaor Functliont Ares),
Outage Maintenance Materials Managemnt Management Management
- Roles Anid Re-
- Organization
- Organization Other programs/
Other Programns?
sponsibilites 0 Procedures
- Contracts/
Functional Areas Functional Areas
- Scheduling
- Scheduling Purchasing
- Workforce
- Preventive/
Spare Parts Manageent Corrective/
0 Ordering/
IntegratioPredictive Receipt Of support Organizations 12
For example, an appraisal of management policies, plans, and performance monitoring involves:
S FTINADOCUMENTATION AND..
ANALYSIS RECOMMENDATIONS ASSESSMENT OF DEVELOPMENT OF ALS AND
~~~GOALS AND OJCIE OBJECTIVES PROCESS ISSUE IDENTIFICATION PERFORMANCE ASSESSMENT MEASUREMENT AND OF POLICY INCENTIVES IMPLEMENTATION DEVELOP STUDY DOCUMENTATION AND PLAN RECOMMENDATIONS ASSESSMENT OF MANAGEMENT MANAGEMENT INVOLVEMENT INVOLVEMENT ASSESSMENT OF O&M BUDGETING
-eBUDGETING PROCESS PROCESS 13
Similarly, an organizational assessment involves:
REC FN A
I DOCUMENTATION AND RECONNAISSANCE FACT-FINDING ANALYSIS RECOMMENDATIONS ORGANIZATIONAL DEVELOPMENT OF STRUCTURE AND ORGANIZATIONAL DESIGN CRITERIA ORIENTATION AND ISSUE IDENTIFICATION ASSESSMENT OF ORGANIZATIONAL ALTERNATIVES DEVELOP STUDY PLAN DOCUMENTATION OF
-emumasummmmROLES AND ASESETO STULDY FINDINGS,
-ROLES ANDALUS RESPONSIBILITIES RECOMMENDATIONS ASSESSMENT OF STAFIG EVELS ANDV STAFFING POLICIES MANPOWER PLANNING PROCESSES 14
We would divide the overall work into distinct phases...
ASE I CP&L Corporate, Brunswick, Robinson, And Harns
- Reconnaissance ASE _CP&L Corporate And Brunswick
-Detailed Analysis PHASE II Robinson
-Detailed Analysis PHASE-IV Harris - Scope To Be Determined 15
The Phase I reconnaissance would be staffed by senior, experienced Cresap Utilities Practice personnel Type Of Nuclear Experience in Years Total Nuclear Utility A/E NpC Technical Management Other Years Navy Consulting Consulting Len Wass 22 5
15 2
David Grender-Jones 19 10
-9 Pat Nevins 19 2
12 1
4 Dan Kasperski 23 5
10 4
4 Tony Fakonas 14 3
9 2
Bob Lesuer 11 5
6 Bob Shields 19 7
7 5
Dick Snaider 22 7
2 6
2 5
16
Cresals Would lead and be responsible for successful results and would use joint teams in Phase 11 through IV Phase I Team CP&L SENIOR MANAGEMENT REVIEW TEAM CRESAP OFFICER IN-CHARGE L Wass CP&L MNGMN LIAISON TEAM D. Grender-Joes P. Nevins TECHNICAL ADVISERS TPF&C Cresap ENGINERINGQUALITY ENGINEERIN ASURNC
-DADMINSTRATIVE ANATCHICLRANNG ITNNEADCNRLSUPPORT NUCLEAR SAFETY
< 2 Creap 1 Cresap 2 P 2 CP&
2CP&L 2 CP&
Afonable recommendations and resO:
would be produced thoughout the project but overall elapsed times are estimated to be:
P E2 3
4 6
7 a
6 8 Weeks PHASE I - RECONNAISSANCE sme PHASE II - BRUNSWICK AND 4 -5 Months CORPORATE PHASE III - ROBINSON "996850u 69"l" PHASE IV - HARRIS a a 18
ENCLOSURE 4 LIST OF ATTENDEES AUGUST 31, 1988 NRC CP&L CRESAP B. Buckley R. Starkey L. Wass E. Adensam M. McDuffie D. Grender-Jones E. Brown L. Eury P. Nevins S. Varga R. Richey D. Snaider F. Miraglia W. Singaw D. Crutchfield J. N. Grace A. Gibson G. Lainas B. Hehi R. Becker 0II
OI DISTRIBUTION FOR MEETING
SUMMARY
DATED:
October 25, 1988 Facilities:
Robinson Steam Electric Plant, Unit No. 2
'Brunswick Steam Electric Plant, Units 1 and 2 Shearon Harris Nuclear Power Plant, Unit 1 Docket File NRC PDR Local PDR PDII-1 Reading E. Adensam P. Anderson B. Buckley R. Lo B. Mozafari OGC E. Jordan (MNBB 3302)
B. Grimes (9A2)
E. Brown (MNBB 4714)
S. Varga (14E4)
F. Miraglia (12G18)
D. Crutchfield (12G18)
J. N. Grace, RII A. Gibson, RII G. Lainas W. Hehl, RII R. Becker (11B19)
ACRS (10)
B. Troskoski (17D19) cc:
Licensee/Applicant Service List IFO