ML14181A109
| ML14181A109 | |
| Person / Time | |
|---|---|
| Site: | Robinson  |
| Issue date: | 02/01/1993 |
| From: | Merschoff E NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION II) |
| To: | Watson R CAROLINA POWER & LIGHT CO. |
| References | |
| NUDOCS 9302160079 | |
| Download: ML14181A109 (4) | |
Text
7 FEB -
1993 Docket No.: 50-261 License No.: DPR-23 Carolina Power and Light Company ATTN:
Mr. R. A. Watson Senior Vice President Nuclear Generation P. 0. Box 1551 Raleigh, NC 27602 Gentlemen:
SUBJECT:
MEETING
SUMMARY
- ROBINSON UNIT 2 This letter refers to the management meeting conducted at your request in the NRC Region II Office in Atlanta, Georgia, on January 21, 1993. The purpose of the meeting was to discuss Operations at H. B. Robinson. A list of attendees and a copy of your slides are enclosed.
It is our opinion that this meeting was beneficial in that it provided a better understanding of the initiatives you have taken/planned to enhance performance in the area of Operations. As indicated during the meeting, we are interested in your plans to test the knowledge of licensed personnel in areas outside the scope of NRC administered licensed operator examinations.
Accordingly, we would appreciate being informed of the results of this testing.
In accordance with Section 2.790 of the NRC's "Rules of Practice," Part 2, Title 10, Code of Federal Regulations, a copy of this letter and its enclo sures will be placed in the NRC Public Document Room.
Should you have any questions concerning this matter, please contact us.
Sincerely, Original signed by:
Jon R. Johnson/for Ellis W. Merschoff, Director Division of Reactor Projects
Enclosures:
- 1. List of Attendeesf-.&I'? R
- 2. Licensee Slides cc w/encls:
(See page 2) 9302160079 930201 PDR ADOCK 05000261 P
Carolina Power and Light Company 2
FEB cc w/encls:
C. R. Dietz Vice President Robinson Nuclear Project H. B. Robinson Steam Electric Plant P. 0. Box 790 Hartsville, SC 29550 R. H. Chambers Plant General Manager H. B. Robinson Steam Electric Plant P. 0. Box 790 Hartsville, SC 29550 Heyward G. Shealy, Chief Bureau of Radiological Health Dept. of Health and Environmental Control 2600 Bull Street Columbia, SC 29201 Dayne H. Brown, Director Division of Radiation Protection N. C. Department of Environment, Health & Natural Resources P. 0. Box 27687 Raleigh, NC 27611-7687 McCuen Morrell, Chairman Darlington County Board of Supervisor County Courthouse Darlington, SC 29535 H. Ray Starling Vice President - Legal Department Carolina Power and Light Co.
P. 0. Box 1551 Raleigh, NC 27602 H. A. Cole Special Deputy Attorney General State of North Carolina P. 0. Box 629 Raleigh, NC 27602 Robert Gruber Executive Director Public Staff - NCUC P. 0. Box 29520 Raleigh, NC 27626-0520 (cc w/encls cont'd - See page 3)
FEB 9
Carolina Power and Light Company 3
(cc w/encls cont'd)
J. L. Harrison, Manager Regulatory Compliance H. B. Robinson Steam Electric Plant P. 0. Box 790 Hartsville, SC 29550 Ms. Gayle B. Nichols Staff Counsel SC Public Service Commission P. 0. Box 11649 Columbia, SC 29211 bcc w/encls:
H. Christensen, RH B. Mozafari, NRR Document Control Desk NRC Resident Inspector U. S. Nuclear Regulatory Commission Route 5, Box 413 Hartsville, SC 29550 RI*
RI :D RII:DRP RI P
ar fol1:tj HChristensen DVerrelli Jinson 014P/93 0 1/V/93 011293 01
/93
ENCLOSURE 1 LIST OF ATTENDEES Carolina Power and Light Company C. R. Dietz, Vice President, Robinson Nuclear Project R. H. Chambers, General Manager, Robinson Nuclear Plant (RNP)
W. J. Flanagan, Manager, Operations, RNP J. L. Harrison, Manager, Regulatory Compliance, RNP G. B. Kiker, Senior Consultant, Career Development J. Kozyra, Project Engineer, Nuclear Licensing Nuclear Regulatory Commission S. D. Ebneter, Regional Administrator, Region II (RH)
L. A. Reyes, Deputy Regional Administrator, RH A. F. Gibson, Director, Division of Reactor Safety (DRS), RH J. R. Johnson, Deputy Director, Division of Reactor Projects (DRP), RH H. 0. Christensen, Chief, Reactor Projects Section 1A, DRP, RH B. Mozafari, Project Manager, Office of Nuclear Reactor Regulation C. R. Ogle, Resident Inspector - Robinson, DRP, RH R. D. McWhorter, License Examiner, DRS, RH R. E. Carroll, Project Engineer, DRP, RH
ENCLOSURE 2 CAROLINA POWER AND LIGHT COMPANY H. B. ROBINSON UNIT NO. 2 OPERATIONS PERFORMANCE
SUMMARY
USNRC AND CP&L MANAGEMENT MEETING ATLANTA, GEORGIA JANUARY 21, 1993
H. B. ROBINSON UNIT NO. 2 CAROLINA POWER & LIGHT COMPANY OPERATIONS PERFORMANCE
SUMMARY
JANUARY 21, 1993 AGENDA INTRODUCTION & OPENING REMARKS C. R. DIETZ OPERATIONS PERFORMANCE
SUMMARY
W. J. FLANAGAN OPERATIONAL PERFORMANCE HISTORY o
NEAR-MISS DRAIN DOWN EVENT SELF-ASSESSMENT o
PROCESS AND METHODOLOGY o
CONCLUSIONS CORRECTIVE ACTIONS AND RESULTS CLOSING REMARKS C. R. DIETZ
H.B. ROBINSON UNIT 2 OPERATING HISTORY 9/29/92 - 1/21/93 711
-I II II III II 11 12 34 5
0 1.GENERATING 181 DAYS
- 2.
REFUELING OUTAGE 14 -89 DAYS
- 3.
GENERATING 16 DAYS
- 4.
HOT SHUTDOWN FOR CLEANUP OF DEBRIS IN SI SYSTEM (3 DAYS)
- 5.
GENERATING 41 DAYS
- 6.
COLD SHUTDOWN LOSS OF OFF SITE POWER AND CLEANUP OF DEBRIS IN SI SYSTEM
- 7. GENERATING 119 DAYS IIo III III II II II II II II Ii II
NEAR MISS ON LOSS OF SHUTDOWN COOLING SEPTEMBER 12. 1992 EVALUATION RESULTS:
- COMFORT WITH PROCEDURE
- ASSUMED TO WORK BEFORE
- PROCEDURAL COMPLIANCE PHILOSOPHY
- LEVEL OF KNOWLEDGE
- PRESSURE CORRECTION OF STAND PIPE LEVEL
- ANSWERS TO QUESTIONS DEFERRED
- COMMUNICATIONS
- MDM & SS HAD DIFFERENT PERCEPTIONS
- MDM DISTRACTED
- PRE-EVOLUTION BRIEFING NOT EVENT SPECIFIC s OEF COULD NOT RECALL RECENT INFORMATION ON PRAIRIE ISLAND
NEAR MISS ON LOSS OF SHUTDOWN COOLING SEPTEMBER 12, 1992 EVALUATION RESULTS:
- COMFORT WITH PROCEDURE
- QUESTIONING ATTITUDE
- ASSUMED TO WORK BEFORE
- PROCEDURAL COMPLIANCE PHILOSOPHY
- LEVEL OF KNOWLEDGE
- LEVEL OF KNOWLEDGE
- PRESSURE CORRECTION OF STAND PIPE LEVEL
- ANSWERS TO QUESTIONS DEFERRED
- COMMUNICATIONS
- COMMUNICATIONS
- MDM & SS HAD DIFFERENT PERCEPTIONS MDM DISTRACTED
- PRE-EVOLUTION BRIEFING
- OEF
- NOT EVENT SPECIFIC
- OEF COULD NOT RECALL RECENT INFORMATION ON PRAIRIE ISLAND
CLASSIC EVENT
- 1. ABORTED START-UP
- 2. UNPLANNED EVOLUTION
- 3. WEEKEND -
(SATURDAY)
- 4. NEW SHIFT SUPERVISOR
- 5. MANAGER OUT OF TOUCH
OPERATIONS ASSESSMENT BY OPERATIONS MANAGER 16 141 II 12 101 II 8J 1 II II 6 1 0
PERSONNEL ERROR 4
EQUIPMENT FAILURE LEVEL OF KNOWLEDGE PROCEDURE COMPLIANCE LACK OF TOOL FOR JOB 0
OPERATIONS ASSESSMENT BY CORRECTIVE ACTION PROGRAM PERSONNEL 5 1 1
I I 0I TASK PROCEDURES=
COMMUNICATION DESIGN VALVES
ASSESSMENT OF OPERATIONS BY ROBINSON ADVISORY BOARD 25jj 20 15 10 ATTENTION TO DETAIL 5
MCOMMUNICATIONS MWORK MGT & PRIORITY SMANAGEMENT MPERSONNEL 0I
CORRECTIVE ROBINSON OPERATIONS ACTION ADVISORY MANAGER PROGRAM BOARD PERSONNEL TASK ATTENTION ERROR TO DETAIL EQUIPMENT PROCEDURES COMMUNICATIONS FAILURE LEVEL OF COMMUNICATIONS WORK MANAGEMENT KNOWLEDGE
& PRIORITY PROCEDURE DESIGN MANAGEMENT COMPLIANCE STANDARDS LACK OF TOOLS VALVES PERSONNEL ATTENTION TO DETAIL, TASK, PERSONNEL ERROR LEVEL OF KNOWLEDGE PROCEDURAL COMPLIANCE TOOLS FOR JOB COMMUNICATIONS
FOCUS FOR CORRECTIVE ACTIONS
- 1. PERSONAL ACCOUNTABILITY & MANAGEMENT INTERVENTION
- 2. MANAGEMENT STANDARDS
- 3. MANAGEMENT INVOLVEMENT
- 4. COMMUNICATIONS
- 5. TECHNICAL TRAINING
- 6. CREW COMPOSITION
- 7. OPERATING EXPERIENCE
MANAGEMENT STANDARDS BELIEFS & EXPECTATIONS EFFECTIVE PERFORMANCE MANAGEMENT
- 1. PROTECT THE CORE, a I E D Keep it covered and K
CE 0 U E
keep it subcooled.
E 5 1 6 There are three Margins of Safety which separate the core from damage:
the Plant
- Design, the Plant Operating Procedures and Operator Knowledge.
Each is key to protecting the core. If any of these margins are diminished, an increase in the remaining margins must be realized or the overall margin to core damage is diminished.
An example would be Mid-Loop Operation, an area of operation in which essentially none of the automatic protection or safeguards designs are available to protect the core. In this case the procedures which guide us must be of the highest quality and the Operator knowledge of the highest level.
Anything less would result in a reduction in the overall margin to core damage.
It is the Operating Shifts responsibility to be continuously aware of the relative magnitude of these margins and demand restoration of margins which have been diminished.
- 2. Maintain the INTEGRITY OF THE FISSION PRODUCT BARRIERS:
Fuel Clad, Reactor Coolant System Boundary, and Containment.
These are the only physical barriers which stand between the fission products of the core and the public which we serve.
Diminishing the quality of any one of these barriers is of the utmost seriousness and must be handled as such.
- 3.
Procedure Compliance Nuclear Power is not just another way to generate electricity; it is High Technology and demands accuracy and precision. It is not possible for any one person or group of people to instantaneously and accurately recall everything about operating the plant. We have therefore developed procedures which I expect to be used while operating the plant. Our procedures are developed away from the heat of battle in a setting where all of the references and the resident experts are available for consultation.
These procedures are then reviewed by independent experts to ensure accuracy and nuclear safety.
Finally they are approved by the responsible manager and represent what that manager expects to be done. Although our procedures have an extremely high probability of being correct, they are not perfect and can not address every possible scenario. As a result, Operator knowledge must also be applied while following the procedures.
Operator knowledge must be applied as a concurrence that the procedure is correct.
Should it be suspected or confirmed that a procedure is incorrect, stop the procedure, place the plant in a safe condition and inform your supervisor of the problem. Use of the procedure should not continue until the error is corrected or step clarified. There is no hierarchy of procedures for which varying levels of compliance is allowed. Procedures Compliance applies in every application. Our procedures are expected to be used in the operation of the plant.
- 4.
Schedules We should put most of effort into making good, realistic Schedules and make sure that our Operators understand them and know how to use them. It will always be my intent that we meet the Schedules which we have established.
But it will always be my requirement that you will never, under any circumstances place Nuclear
- Safety, Personnel Safety or your own Personal Integrity at risk to remain on, get ahead or back on Schedule.
- 5.
Communications A disturbing industry trend in failure analysis has been observed; it shows a decrease in equipment and procedural related failures and an increase in human related failures. Good Communications is a key factor in minimizing human error. Remember that both the sender and the receiver have filters which make exact communications difficult.
Actively seek out feedback to ensure you have successfully communicated with the receiver.
This can include pre-evolution briefings, questioning the receiver, observing receiver and equipment response verbatim repeat backs, and many more.
Maximize you chances for success by practicing good communications and actively seeking feedback as proof positive you have communicated with the receiver.
- 6.
Dignity & Respect Treat everyone within and outside of the Operations Unit with dignity and respect. An individual who has retained his dignity has more to offer a team than the one who lost it. Remember that people who we intimidate are not likely to give you timely information that may be needed to make your team successful. It has been a long standing belief of mine that you have to enjoy your job to be successful at it. When you enjoy your work, you tend to excel naturally as opposed to having to work at it. No one who is treated without dignity and respect in the work place could possibly enjoy what they are doing!
- 7.
Operating Experience Every major Nuclear event and accident in recent times has had a precursor event which provided warning of a more significant event yet to come. When these precursors are left unheeded and corrective action is not taken, we are doomed to repeat the event, usually at a more severe level. This can be seen in our own operating history as well as the industry operating history. The Davis Bessie loss of Feedwater Event preceded the Three Mile Island Accident, the Leningrad event preceded the Chernobyl Accident. Take time to capture our operating events through log entries and Adverse Condition Reports such that others can learn from us.
Make time available to research our own as well as the Industry Operating Experience before taking on an infrequently performed or risk significant task so we can learn from the events of others.
- 8.
Training Training is an essential part of our job. When faced with stressful situations or with unfamiliar circumstances, each of us will tend to draw on our training.
The basics are important because when faced with unfamiliar circumstances a success path will normally be cut through the basis.
Know each and every piece of equipment, indication and control on your watch station and demand that training opportunities be provide in areas which you are weak.
- 9. 100% Responsible H.B. Robinson is our power plant. It is what we make it.
If it is successful, it is so because we made it successful.
If it is a failure, it is because we made it a failure.
Each of us needs to be 100% Responsible for everything we do no matter who else is involved or what organizational lines we cross. Consider for a moment what it would be like to operate in an environment where everyone was 100% Responsible for ensuring each assignment was successfully completed. There would be a lot of people who would form a safety net below us if we did come up short; personal failures would be obscured by the success of the team.
In operating the plant we need not only to ensure our shift is successfully completed, we need to ensure that we have set up the relieving shift to be successful. They are not here as an event unfolds on your shift and do not have the benefit of real time exposure to the problem. Position them to be successful by taking detailed logs which they can depend on to understand problems which unfolded earlier.
Don't let them have the watch until you are satisfied that they understand and can handle what you are turning over to them.
- 10. Questioning Attitude Delve below the surface and find out if the supporting structure is sound. Anticipate the response of people and equipment each time that an action is taken.
If that response is not obtained, then a deficiency may exists in either the equipment, the people or our knowledge of what was supposed to happen.
Investigate and correct the deficiencies which are within your capability.
Capture those which are beyond your capability and submit them for action in the program which has been setup to correct them such as Work
- Requests, Operability Determinations, Adverse Condition Reports.
Validate procedures with your knowledge and your knowledge with procedures each time a procedure is used.
- 11. Budget We are a business and are expected to operate in a manner which is profitable for the company. We should be knowledgeable of and remain within budget.
We must however, put most of effort in up front and develop sound, realistic Budgets that are capable of funding our needs. We must also make sure that our Operators understand the budget and know how to use it.
It will always be my intent that we remain within the budget which has been established. The single most expensive cost we will ever incur will be the lost revenue we experience when the plant is shutdown following a Nuclear Event or Accident.
We must never forget that the errors we make effect not only the financial well being of our company but the financial well being of every company which has invested in nuclear power.
- 12. Power Generation The purpose of our company is to generate electricity in a safe, efficient, and legal manner. We should make every attempt to maximize our generation and minimize our Heat Rate.
But, it will always be my requirement that we will never, under any circumstances place Nuclear
- Safety, Personnel Safety or your own Personal Integrity at risk to generate a mega-watt or improve a our efficiency.
Form No.
1722A CAROLINA POWER & LIGHT COMPANY ROBINSON NUCLEAR PROJECT MIDYEAR PERFORMANCE APPRAISAL APPRAISAL PERIOD:
SOCIAL SECURITY NO:
APPRAISAL DATE:
TITLE:
Shift:Supervisor Below are expectations which were developed at the beginning of the evaluation period and comments on progress being made toward achieving each expectation.
Expectations may be revised or additional expectations included as appropriate.
Accountabiit /Expctation Progress/Cunents Leadership skills to accomplishment of Operations Goals and Objectives.
- Communicate Expectations Throughout Shift Using Written and Verbal Skills by Implementing EPM and Customer/Supplier Agreements
- Utilize Active Feedback in Communications
- Coach & Counsel Subordinates by Spending 10% of Time in Field Observations
- Utilize EPM to Develop Operating Shift by providing Expectations for all Shift Members
- Develop a Questioning Attitude within the Crew as Indicated by Awareness of Plant Status, Plans and Schedules, and Operating Bands and Limits
- Ensure Negotiated Due Dates are Met or Renegotiated >95%
of the Time
- Ensure Shift Logs, OSTs, and Related Paperwork are Accomplished Correctly and Reviewed >95% of the Time by Completing Prior to Shift Turnover or Turning Over in Written Form Ensure Pre-shift and Assigned Pre-job Briefings are Comprehensive and Coordinated by Involving all Watchstanders and Including OEF Items Which Have Been Screened and Determined to Be Relevant Maintain/Increase knowledge & skills of self/crew to retain current License.
- Recognize Crew Weaknesses and Strengthen by Providing On Shift Review/Counseling and/or Submitting Requests for Formal/RTT Training
- Crew Pass Annual License Examination
- Crew Pass Simulator Exercises
- Crew Pass JPM's
- All Individuals Supervised for Majority of Evaluation Period Receive Grade of 80% or Better on Written Exam with Crew Average of 85% or Better Support the Achievement of Company and Nuclear Generation Group Goals and Standards.
- Protect the Core and Integrity of Fission Product Barriers by Ensuring All Activities are Completed Per Approved Procedure and That Prompt and Thorough Evaluations of Potential Degradations are Completed and Documented in a Timely Manner
- Minimize Planned Outages of Safety Systems by Ensuring Schedules are not Exceeded by >5% Due to Operations Responsibilities (AFW, SI, RHR, EDG)
- Support Scheduled Fuel Shipments
- Support Successful Completion of RFO in 7+/-2 weeks
- <2 Significant Events per PLP-026 Attributable to Personnel Error for Shift No Technical Specification Violations Attributable to Personnel Error for Shift
- No Unplanned Scrams Due to Personnel Error for Shift
- No Personnel Error LERs for Shift
MIDYEAR PERFORMANCE APPRAISAL Accountability/Expectation Progress/Caments
- upport the Achievement of RNPD Department, Section and Unit oals.
Remain within Operations Unit O&M Budget Support Capacity Factor and Net Generation Goals by Planning for Power Changes and Startups prior to the Actual Evolution to Ensure Prerequisites are Completed with No Schedule Impact
- No Human Error Safety System Actuations
- Maintain Overtime while on the line cO% Above "Built-in" Overtime
- Maintain Overtime during Outages <50%
- Ensure Attendance at Scheduled Training Programs >90% and No "No-Shows" This overall midyear rating is provided as a general indicator of progress to date but does not reflect a complete appraisal evaluation as will be provided at the end of the annual review period.
Overall Midyear Rating:
UNSATISFACTORY
(
SATISFACTORY
(
) COMMENDABLE OUTSTANDING k l and Coments By: ____________________________
Date:__________________
rments, if any, by supervisor based on discussion on employee's rating.
have reviewed the information on this form.
nployee Signature:
Date:
upervisor Signature:
Date:
Form No.
1722A CAROLINA POWER & LIGHT COMPANY ROBINSON NUCLEAR PROJECT MIDYEAR PERFORMANCE APPRAISAL APPRAISAL PERIOD:
SOCIAL SECURITY NO:
APPRAISAL DATE:
TITLE:
Shift.Supervisor Below are expectations which were developed at the beginning of the evaluation period and comments on progress being made toward achieving each expectation.
Expectations may be revised or additional expectations included as appropriate.
Accountabi li tyiExpectati on Progress/Comments Ensure effective project ALARA and RadWaste Volume Reduction programs by meeting assigned goals for man-rem reduction and radwaste volumes.
- Maintain Crew exposure below ALARA Budget
<2 Personnel Contaminations for Shift
- No Rad Safety Violations for Shift Ensure that work within Operations is conducted with the appropriate emphasis on employee safety and contractor safety.
- No Work Related Lost Time Accidents by Crew Members
- No Work Related Vehicle Accidents by Crew Members
- No Work Related Crew Members Fatalities Conduct Tailgate Safety Meetings Covering Relevant Topics as Scheduled Crew Attends Safety Council Meetings when Available vide EP response in the event of an actual emergency or a
- 1.
Satisfactory Fire Drill
- Maintain Shift Manning to Ensure Availability of Qualified Fire Brigade Maintain SEC Qualification Properly Classify EAL Events Satisfactory Emergency Exercise Performance Maintain Crew Respiratory Qualified for Fire and Radiological Hazard
- Carry EP Beeper as Scheduled and Respond When Requested to Support Actual Emergencies and Drills Support subunits of the Operations and or Units throughout the Site.
- Procedures Subunit by Providing Quality Reviews of Procedure Changes
- Fire Protection by Participating in Fire Drills, OSTs, and Training
- EOP's Writers by Participating in the Validation and Verification Process as Requested
- Operations Staff by Reporting for Assignment when not in Training
- Maintenance by Providing Quality LCTRs, MST Support, and PMTR Support as Scheduled in Weekly and Outage Plans
MIDYEAR PERFORMANCE APPRAISAL
- AcCountability/Expectation Ioress/Cmanents Support the Self evaluation process and corrective action programs.
- Support for NAD Assessments
- Support for QC Surveillance
- Support for INPO Evaluations
- Self Assessment of Crew by Participating in Critiques of Simulator Exercises and Shift Events
- Prompt Initiation & Evaluation of ACR's
- Development and Implementation of Corrective Action
- Utilization of Screened, Relevant OEF for Shift Readiness
- Develop and Maintain a Critical Attitude within Crew by Initiating/Facilitating Critiques of Crew Performance During Each Watch Period and Each Simulator Exercise
- Initiation of Work Requests for Equipment Problems Identified During Shift This overall midyear rating is provided as a general indicator of progress to date but does not reflect a complete appraisal evaluation as will be provided at the end of the annual review period.
Overall Midyear Rating:
(
) UNSATISFACTORY
(
) SATISFACTORY
(
) COMMENDABLE
(
) OUTSTANDING aisal and Comments By:
Date:
- Comments, if any, by supervisor based on discussion on employee's rating.
I have reviewed the information on this form.
Employee Signature:
Date:
isor Signature:
Date:
FOCUS FOR IMPROVEMENT
- 1. PERSONAL ACCOUNTABILITY & MANAGEMENT INTERVENTION
- 2. MANAGEMENT STANDARDS
- 3. MANAGEMENT INVOLVEMENT
- 4. COMMUNICATIONS
- 5. TECHNICAL TRAINING
- 6. CREW COMPOSITION
- 7. OPERATING EXPERIENCE
MANAGEMENT INVOLVEMENT MANAGER SHIFT OPERATIONS TIME WITH SHIFT WATCH STANDING & ROUNDS TUESDAY & WEDNESDAY NIGHT SHIFT TURNOVER INVOLVEMENT IN CLASSROOM TRAINING SRO, ROGF, EAL'S INVOLVEMENT IN SIMULATOR TRAINING FORMAL EVALUATIONS EVALUATE EACH CREW EVERY WEEK FACILITATIVE CRITIQUE SHIFT SUPERVISOR CHOICE VISUAL PRESENCE
COMMUNICATIONS
- MANAGEMENT EXPECTATIONS
- EFFECTIVE PERFORMANCE MANAGEMENT
- SIMULATOR EMPHASIS
- OPERATIONS MANAGER PRESENTED LESSON
- INPO TEAM TRAINING
- PRE-SHIFT REVIEW EXPANDED TO INCLUDE EACH WATCH STANDER LOG REVIEW CHECK SHEETS
- POST SHIFT
SUMMARY
S
TECHNICAL TRAINING
- TEST AFTER LICENSE EXAMS UPPER 20%
CLOSED BOOK GFES <=>
PLANT RESPONSE <=>
OEF <=>
WOG GRADE QUESTIONS NOT TEST
- 1ST SCENARIO EACH WEEK
- MANAGER OPERATIONS/MANAGER SHIFT OPERATIONS TEACH CLASSES
- 4-10'S SPLIT CLASSROOM/SIMULATOR
CREW COMPOSITION
- 1. DOES EACH CREW HAVE NECESSARY PERSONNEL INVENTORY
- 2. DOES EACH CREW HAVE NECESSARY SKILLS INVENTORY
- 3. IS SKILL INVENTORY PROPERLY BALANCED
CREW EVALUATIONS
- 1.
CREATE IDEAL CREW FROM VISION
- 2.
CREATE IDEAL CREW FROM PLAYERS
- 3.
EVALUATE OPERATING CREWS
0 0
Personal Bearings Reserved Director Analyzer Asserlive 270" 90c Easy-going Advocator Mediator Expressive 18I'
OPERATING EXPERIENCE
- 1.
MUST BE REAL TIME ASSESSMENT & TRAINING
- 2.
MUST INCLUDE INDUSTRY, NRC, HNP, BNP EXPERIENCE
- 3.
MUST ESTABLISH SIGNIFICANCE OF EXPERIENCE
- 4.
LEVEL OF TRAINING TO FIT SIGNIFICANCE
- 5.
FEEDBACK TO VERIFY RESULTS
MANAGER OPERATIONS V. a FLANAGA1, Jr.
SHIFT I SHIFTS 5
PROGRAMS HIFT2 SHIFT 4 PNATION MANAGER OPERATIONS V. J.FLANAGA, Jr.
as SHIFT OPERTIONS]
MGR O3PER PROGRAMS MGR OPER PROCEDURES OUTAGE COORDINATION DALY VRK PLANNING A. It VALLACE J.
P MON V AINE D. K SEAGLR 0.Ca Max SHIFT 1 STA SHIFT 1
PER EXPER REVIEV SGEETRVE