ML14181A223

Discusses 940513 Meeting W/Util Re Plant Near Term Improvement Plan.List of Attendees Encl

ML14181A223
Person / Time
Site:	Robinson
Issue date:	05/19/1994
From:	Jerrica Johnson NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION II)
To:	Hinnant C CAROLINA POWER & LIGHT CO.
References
NUDOCS 9406060137
Download: ML14181A223 (42)

Text

MAY 19 W94 Docket No.:

50-261 License No.:

DPR-23 Carolina Power and Light Company ATTN: Mr. C. S. Hinnant Vice President H. B. Robinson Steam Electric Plant Unit 2 P. 0. Box 790 Hartsville, SC 29550-0790 Gentlemen:

SUBJECT:

MEETING

SUMMARY

- ROBINSON This refers to the management meeting conducted in the Region II Office on May 13, 1994. The purpose of the meeting was to discuss the Robinson near term improvement plan. A list of attendees and a copy of your slides are enclosed.

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 enclosures will be placed in the NRC Public Document Room.

Should you have any questions concerning this letter, please contact us.

Sincerely, Original signed by:

Johns P. Jaudon/for Jon R. Johnson, Acting Director Division of Reactor Projects

Enclosures:

1. List of Attendees

2. Licensee Slides cc w/encls:

M. P. Pearson Plant Manager H. B. Robinson Steam Electric Plant P. 0. Box 790 Hartsville, SC 29550 (cc w/encls cont'd - See page 2) 9406060137 940519 PDR ADOCK 05000261 P

PDR

I, 00 Carolina Power and Light Company 2

MAY 19 94 (cc w/encls cont'd)

H. W. Habermeyer, Jr.

Vice President Nuclear Services Department Carolina Power & Light Company P. 0. Box 1551 - Mail 0HS7 Raleigh, NC 27602 R. Krich, Manager Regulatory Compliance H. B. Robinson Steam Electric Plant P. 0. Box 790 Hartsville, SC 29550 Max Batavia, 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, Commerce & Natural Resources P. 0. Box 27687 Raleigh, NC 27611-7687 H. Ray Starling Manager - Legal Department Carolina Power and Light Co.

P. 0. Box 1551 Raleigh, NC 27602 Karen E. Long Assistant Attorney General State of North Carolina P. 0. Box 629 Raleigh, NC 27602 Robert P. Gruber Executive Director Public Staff - NCUC P. 0. Box 29520 Raleigh, NC 27626-0520 Public Service Commission State of South Carolina P. 0. Box 11649 Columbia, SC 29211 bcc w/encls:

(See page 3)

MAY 19 1994 Carolina Power and Light Company 3

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 T

SEND FC RI:DRP RII:DRP TO NAME J tarfos:t 4

Hristen PDR?

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No Yes No Yes No Yes No OFFICIAL RCORD COPY DOCIET NAME: P:\\ROB.MSM

ENCLOSURE 1 List of Attendees Nuclear Requlatory Commission:

S. D. Ebneter, Regional Administrator, Region II (RH)

A. F. Gibson, Director, Division of Reactor Safety, (DRS), RH J. R. Johnson, Acting Director, Division of Reactor Projects (DRP), RH H. 0. Christensen, Acting Chief, Reactor Projects Branch 1, DRP, RH P. J. Kellogg, Section Chief, Operations Program Section, DRS, RH J. L. Starefos, Project Engineer, DRP, RH Licensee Attendees:

W. S. Orser, Executive Vice President C. S. Hinnant, Vice President, Robinson M. P. Pearson, Plant Manager, Robinson R. M. Krich, Manager, Regulatory Affairs, Robinson R. E. Rogan, Manager, Nuclear Licensing G. D. Miller, Manager, Robinson Engineering C. D. Winters, Manager, Operations Procedures

.0.

ENCLOSURE 2 Robinson Nuclear Plant Near-Term Improvement Plan Presentation To NRC May 13, 1994

Robinson Nuclear Plant Near-Term Improvement Plan Presentation To NRC Atlanta, Georgia May 13, 1994

Agenda I n t r o d u ctio n~

~~

~~~

r e Introduction WV. S. OZrser Overview Of Near-Term Improvement Plan (NTIP)...

C. S. Hinnant Objectives Focus Parameters W eaknesses........

• • • • • • • • • • • ...... o................ C. S. Hinnant Assessment Inputs Identified Fundamental Weaknesses Initiatives To Turn Weaknesses Into Strengths

.Hinnant Key Attributes Site-Wide Initiatives Specific Program Initiatives Comparison To Regulatory/Industry Identified Concerns Plan Management And Status Reporting C. S. Hinnant Management And Reporting Proposed Information Flow To NRC Summary.......................

o C. S. Hinnant CP&L

Near-Term Improvement Plan Overview CP&L

Near-Term Improvement Plan Overview Objectives The Near-Term Improvement Plan Will:

Effect Fundamental Changes In Robinson Plant Management Culture And Capability Improve Organizational Perftorinance By Addressing Identified Areas Of Weakness Transition The Plant Organization To A Culture Of Continuous Improvement Through Effective Self-Assessment CP&L

Near-Term Improvement Plan Overview Focus A Manageable Agenda Of Fundamental Improvements Significant Capability Improvement In People And Processes Selected Key Improvements Address Fundamental Weaknesses First Turn Weaknesses Into Strengths Building Blocks For Additional improvements Step Change Towards World-Class Performance Strong Linkage To Site Goals CP&L

Near-Term Improvement Plan Overview Parameters Implementable In 1994 Produce Quantifiable Results Objectives Achieved Within 18 Months Developed, Owned, Accomplished By Plant Personnel Widely Communicated - Purpose, Progress, And Results CP&L

a Near-Term Improvement Plan Weaknesses CP&L

Near-Term Improvement Plan Weaknesses Assessment Inputs Employee Opinion Survey Employee Focus Group Plant Management Team Corporate Management NRC Inspections/SALP And INPO Evaluations CP&L

Near-Term Improvement Plan Weaknesses Identified Fundamental Weaknesses Standards And Expectations Too Low Not Consistent With The Competitive Environment Not Enforced Resistance To Change/Complacency Lack Of Proactivity Lack Of Questioning Attitude Lack Of Critical Self-Assessment Defensiveness/Isolationism Specific Management Effectiveness Issues Lack Of Bench Strength Lack Of Empowerment Low Accountability Lack Of Meaningful Plans CP&L

Near-Term Improvement Plan Initiatives CP&L

Near-Term Improvement Plan Initiatives Key Attributes Respond To Key Identified Weaknesses Defined Objectives Scheduled Activities Clear Accountabilities Expected Results Defined CP&L

Near-Term Improvement Plan Initiatives Site-Wide Initiatives CP&L

Near-Term Improvement Plan Initiatives Site-Wide Initiatives Staffing Assessment Assess Plant Management Team Relative To World Class Organizational Performance Attributes Standards And Expectations Establish And Enforce High Performance Standards And Expectations Self-Assessment Make Critical Self-Assessment A Way Of Life Identify And Correct Problems Improve Ability To Identify And Effectively Correct Problems CP&L

U Near-Term Improvement Plan Initiatives Site-Wide Initiatives (Cont'd)

Effective Performance Management Improve EPM Process And Its Implementation Communications Communicate Why Rapid, Fundamental Culture Change Is Needed CP&L

Site-Wide Initiatives Build A Capable Management Team Objectives Place Right People In Every Supervisory Position Assure Managers Have The Attributes Necessary To Accomplish 0

Cultural Changes Needed To Attain World Class Performance Assure First-Line Supervisors Have Capabilities To Perform At Expected Performance Level Expected Results Progress Toward Top Quartile Performance Employee Feedback Shows Significant Improvement In:

Willingness To Identify Problems Effective Communications Fairness In Rewards And Recognition Empowerment And Accountability Sponsors C. S. Hinnant/W. S. Baum CP&L

II Build A Capable Management Team I-1 1994 1995 Activity Desc'ription Action Sponsor

.1 F NI A NI J J A S ONDJ FM AM N J J A S 0 N I.

Establish baseline benchmarks for "Expected Results" W. S. Baum

2. Conduct staffing assessment workshop for Unit and Section Manager C. S. Ilinnant C

positions

3. Evaluate performance of all supervisors below Unit Manager level Line Managers

4.

Initiate performance improvement plans, outplacement, transfers and Line Managers recruitment as needed

5. New management team in place C. S. Ilinnant

6.

Develop benchmark data on experience profile of "Best Managers" W. S. Baum C

7.

Develop plans for training and rotating of management team Line Managers

8.

Initiative completion process 8a. Eftectiveness assessment plan/schedule developed W. S. Baum 8b. Conduct review of documentation package R. M. Krich 8c. Conduct post-closecout assessment of initiative's effectiveness

• Assessor TBD 8d. Closeout approved C. S. flinnant

• Assessor To Be Determined As Part Of Closeout Process C - Activity Is Complete CP& L

Site-Wide Initiatives Establish And Reinforce Standards And Expectations Objectives Effectively Communicate Organizational Performance Standards And Expectations Reinforce A Self-Assessment Culture Focus Management Attention On Areas Needing Improvement Achieve Higher Standards Of Quality And Performance Expected Results 1994 Performance Goals Met For Each Functional Unit Reduction In Human Performance Related LERs Reduction In Procedural Compliance Related LERs Sponsor C. S. Hinnant CP& L

Establish And Reinforce Organizational Performance Standards And Expectations 1-2 1"94 1995 Activity Description Action Sponsor J

F NI A

Ni A

S 0 N

1) J F

Ni A

lI J

J A

S 0

N

1)

I. Establish baseline benchmarks for "Expected Line Managers Results"

2.

Initial organizational self-assessments Line Managers

3.

Initial meetings to critique organizational C. S. Hlinnant &

performance. measures, standards and Line Managers expectations

4.

Development of organizational improvement Line Managers plans to meet standards and expectations

5.

Second round of meetings to review C. S. Hlinnant &

progress in effecting necessary Line Managers improvements

6.

Semi-annual organizational self-assessments Line Managers and updates to improvement plans

7. Semi-annual meetings to critique C. S. Hinnant &

organizational performance, measures, Line Managers standards and expectations

8.

Initiative completion process 8a. Effectiveness assessment plan/schedule See Activity 6 developed 8h. Conduct review of documentation package R. M. Krich 8e. C nduct post-closcout assessment of

• Assessor TBD initiative's effectiveness 8d. Closcout approved C. S. ilionant C

P&IE1b L

Site-Wide Initiatives Make Self-Assessment A Way Of Life Objectives Develop An Effective Process For Self-Assessment That Will:

Result In Timely Self-Identification And Correction Of Problems Require Continuous Critical Evaluation Of Practices And Processes Create A Commitment To Continuous Improvement Expected Results Increase The Quantity And Quality Of Self-Assessments Significant Increase In Fraction Of Self-Identified Problems Significant Decrease In Number Of Recurring Problems Sponsors Director Of Site Operations/D. C. Whitehead CP& L

Make Self-Assessment A Way Of Life 1-3 1994 1995 Activity Description Action Sponsor

.1 FN A Ni J.1 A S 0 N D J F M A NI J J A S 0 N 1

1.

Establish baseline benchmarks for "Expected Results" D. C. Whitehead

2.

Conduct line management self-assessments of Line Managers organizational/functional capability and performance

3.

Critique of self-assessments by site VP - Initiative 2 C. S. Hinnant

4.

Develop communications plan to reinforce need for and importance of A. M. Carley self-assessment - Initiative 6

5.

Establish section/unit self-assessment plans for 1994 (PLP-057)

Line Managers C

6.

Critique 1994 self assessment plans C. S. Hinnant

7.

Implement 1994 self-assessment plans Line Managers

8.

Establish Section/Unit self-assessment plans for 1995 Line Managers

9.

Conduct self-assessments of outage performance (RFO-15. forced M. P. Pearson outage, and startup and power ascension)

10.

Establish Management Surveillance Watch Tour Program (from BNP)

M. P. Pearson I1.

Establish Peer Evaluator Program (from BNP)

M. P. Pearson

12.

Periodic self-assessment of System Performance by System Engineers L. Woods and Operations CP& L

11 Make Self-Assessment A Way Of Life 1-3 1994 1995 Activity Description Actifm Spunsor IF M ANIJ J AS0ND FN AM j ASON

13.

Conduct self-assessment of preparation and planning for future Director of'Site outages (RFO-16)

Operations

14.

Conduct self-assessment of Shutdown Risk Planning RFO-16 NI. P. Pearson

15.

Conduct a Mid-SALP self-assessment irector of Site Operations

16.

Benchmark self-assessment activities against BNP Line Managers

17.

Second round critique of 1994 self assessment C. S. Ifinnant

18.

Identify and benchmark to other top performers Line Managers

19.

Periodic self-assessment of NTIP adequacy and implementation Director of'Site effectiveniess Operations

20.

Initiative completion process 1011.

[Effectiveness assessment plani/scledule developed Dr.

C. Whitelicad 101).

Conduct rcevw ot documentation package R. N1. Kric 20c.

Co nduct post-closeout assessment of' initiative's effectiveness ASNcssIr THI ID 2t0d.

(

1 l~scoi app~roved C. S. IIlinnant CLn PManeL

Site-Wide Initiatives Improve Our Ability To Identify And Correct Problems Objectives Identify Adverse Conditions Before Problems Develop Increase Percentage Of Self-Identified Problems Increase Equipment Availability Establish Line Management Ownership Of Deficiency Trending And Problem Resolution Expected Results Significant Increase In Fraction Of Self-Identified Problems Significant Decrease In Number Of Recurring Problems Decrease In Number Of Preventable Problems Which Previously Occurred At Other Plants Sponsor M. P. Pearson CP& L

Identify And Effectively Correct Problems 1-5 1994 1995 Activity Description Action Spemsor J F N A NI 1 J A S 0 N

)

F NA 1 J J A S 0 ND I.

Establish baseline benchmarks for "Expected Results" R.

NI. Krich

2.

Set mandatory 30-day evaluation period and 60 day corrective action R. M. Krich C

completion unless outage related

3.

Eliminate handoffs in assigning corrective action due dates and R. M. Krich C

responsibilities

4.

Provide weekly reports of due and overdue evaluations and corrective R. M. Krich C

actions

5.

Require Section Managers approval for extensions to evaluations and R. M. Krich C

corrective actions

6.

Regulatory Affairs to critically assess evaluations and corrective R. M. Krich C

actions within 15 days

7.

Develop an ACR Backlog Reduction Program Line Managers C

8.

Establish an event evaluation team process 8a.

Identify core group of evaluators and rotation process Line Managers C

Sh.

Develop evaluation checklist R. M. Krich C

8c.

Management evaluation of team performance R. M. Krich

9.

Revise ACR procedure R. M. Krich

10.

Improve tfrensic evaluation capability R. M. Krich I1.

Improve quality of maintenance's "Apparent Cause" data B. II. Clark

12.

Incorporate measurement of sel f-identi tied problems in organizational Line Manager s sel-assessent C

& M_

_ _ _ _ __ _ _ _ _ _ _ __ _ _ _ _ _ _ __ _ _ _ __L__ _ _ _ _ _

I II Identify And Effectively Correct Problems 1-5 1994 1995 Activity Description Action Sponsor J F NA

.1 J A S 0 N D J F MI A M J J A S D

13.

Conduct a self-assessment of effectiveness of Operating Experience R. M. Krich Feedback (OEF)

14.

Modify ACR process to require OEF in evaluations R. M. Krich C

15.

Initiate quarterly management review of OEF effectiveness R. M. Krich

16.

Benchmark ACR trending tools internally and externally R. M. Krich

17.

Make ACR trending tx>ls user friendly R. M. Krich

18.

Require Unit Managers to develop action plans for negative ACR Line Managers trends

19.

Establish capability and transfer responsibility for ACR trending by Line Managers line organization

20.

Improve the ACR process 20a.

Benchmark internally and externally R. M. Krich 20h.

NGG Peer Group to incorporate good practices R. M. Krich

21.

Initiative completion process 21 a. Effectiveness assessment plan/schedule developed M. P. Pearson 21b. Conduct review of documentation package R. KI. Krich 2 Ic.

Conduct post-closeout assessment of initiative's effectiveness

• Assessor fill) 21d.

Closeout approved

c.

. Kich CP&L

I Near-Term Improvement Plan Initiatives Specific Program Initiatives CP&L

Near-Term Improvement Plan Initiatives Specific Program Initiatives Develop Emergency Diesel Geierator Improvement Program Resolve Existing EDG Issues Commitment Tracking Establish A Single, Effective System Surveillance Tracking And Scheduling Improve Program Efficiency And Accountability Tool Calibration Program Centralize Program Employee Opinion Survey Provide Responses To All Plant Employees CP& L

Specific Program Initiatives Establish Emergency Diesel Generator Improvement Program Objectives Produce An Emergency Diesel Generator (EDG) Reliability Program That:

Predicts Necessary EDG Maintenance Results In EDGs Meeting Industry Goals Resolve Currently Known EDG Performiance Issues Expected Results Resolve Significant Current Issues By Next Refueling Outage Complete Reliability Program Action Items By Next Refueling Outage Achieve Reliability/Availability Goals Next Refueling Cycle Sponsor J. M. Brown CP& L

Establish EDG Maintenance Improvement Program SP14 1994 1995 Activity Description Action Sponsor J F NI A NM J 3 A SON D J F AN M A A S OND I.

Establish baseline benchmarks for "Expected Results" J. M. Brown

2.

EDG Program review teams established J. M. Brown C

3.

Review essential EDG Program elements J. M. Brown C

4.

Provide consolidated recommendations J. M. Brown

5.

Assign action items to effect necessary improvements J. M. Brown

6.

Implement actions J. M. Brown

7.

Initiative completion process 7a. Effectiveness assessment plan/schedule developed J. M. Brown 7b. Conduct review of documentation package R. M. Krich 7c. Conduct post-closeout assessment of initiative's effectiveness

• Assessor TBD 7d. Closeout approved C. S. Hinnant CP&L

ar-Term Improvement

@n Initiatives Comparison To Regulatory/Industry Identified Concerns SOURCES NTIP INITIATIVES WEAKNESSES INPO SALP AIT CP&L*

Staffing Assessment Operations management staffing vacancies X

Management leadership and support X

X X

Standards and Lack of attention to detail in the performance of work activities X

X Expectations (maintenance. testing. calibration)

Procedure and procedural control problems: poor procedures.

X X

procedural adherence (maintenance testing & calibration. radiation control. fire protection. operations)

Timely procedure issuance and training X

Weakness in control room performance and professionalism during X

X X

routine operations. including laxness in formality Weakness in the oversight of maintenance and refueling activities X

X N

Weakness in the interface between site and corporate engineering X

N X

staffs Lack of attention to performance expectations N

numerous personnel errors failures to follow procedures Weak management oversight and involvement at both site and N

N N

corporate control room operations outage-associated activities operator training contracted activities Foreign Material Exclusion Program Weakness X

X Self Assessment Management oversight & self-assessment functions failed to identify X

X X

and correct problems Ineffective self-assessment program X

Effective Performance Lack of attention to performance expectations X

X Management numerous personnel errors failures to follow procedures Outage management Accountability X

X Increase emphasis on personnel safety X

Ability to Identify and Failure to take effective corrective actions leading to recurring X

X X

Correct Problems problems Weak maintenance program X

X X

Operating experience and lessons learned process X

X X

X

• Event Investigation Reports CP&L

Near-Term Improvement Plan Plan Management And Status Reporting 0

CP& L

Near-Term Improvement Plan Plan Management And Reporting Management And Reporting Current Status The Following Actions Have Been Taken:

Vice President Meetings With Employees To Discuss Plan, Describe Expectations, Present Business Conditions Expectations Documented For Professional Employees Surveillance Test Tracking And Scheduling Centralization Underway Organizational Self-Assessment Plans For 1994 Complete Corrective Action Program Process Changes In Place Assessment Of Managers Completed CP&L

Near-Term Improvement Plan Plan Management And Reporting Management And Reporting Changes Revisions To Initiatives And Action Plans Approved By Vice President Status Reporting Monthly Status Reports By Initiative Sponsors Status Summary Presented At Monthly Senior Management Plant Review Meeting Periodic Status Meetings With NRC Region II CP&L

Near-Term Improvement Plan Plan Management And Reporting Management And Reporting (Cont'd)

Effectiveness Evaluation Quarterly Plan Effectiveness Self-Assessment Post-Implementation Effectiveness Assessment For Each Initiative Prior To "Completion" Closeout Approval Of Initiative Completion By Vice President CP&L

R Near-Term Improvement Plan Plan Management And Status Reporting.

Proposed Information Flow To NRC Routine NRC Resident Inspector Oversight Of NTIP Activities NRC Resident Inspector Observation Of Monthly Senior Management Plant Review Meetings CP&L

Near-Term Improvement Plan Plan Management And Status Reporting Proposed Information Flow To NRC (Cont'd)

Periodic Meetings With The NRC May Present NTIP To NRC Region II And NRR Management June NTIP Status Maintenance Improvement Plan Engineering/Technical Support And Project Management Reorganization August NTIP Status Engineering/Technical Support Improvement Plan Operations And Plant Support Improvement Plans CP& L

Near-Term Improvement Plan Plan Management And Status Reporting Proposed Information Flow To NRC Periodic Meetings With The NRC (Cont'd)

October NTIP Status Mid-SALP Self-Assessment January -

1994 NTIP Results 1995 Business Plan CP&L

Near-Term Improvement Plan Summary Plant Material Condition:

Structurally Sound No Significant Corrosion Problems Coatings And Appearance Projects Underway Plant Management And Processes Need Re-Vitalization NTIP Site-Wide And Specific Program Initiatives Focus On Fundamental Weaknesses Corporate And Plant Management Are Determined To Turn Identified Weaknesses Into Strengths By Accomplishing NTIP Initiatives Completion Of Initiatives Establishes A Foundation For S

Continuous Improvement Actions Already Underway NRC Will Be Kept Informed Of NTIP Progress CP&L