ML17055E303
| ML17055E303 | |
| Person / Time | |
|---|---|
| Site: | Nine Mile Point  |
| Issue date: | 10/27/1988 |
| From: | Laura R NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION I) |
| To: | NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION I) |
| Shared Package | |
| ML17055E302 | List: |
| References | |
| NUDOCS 8811090348 | |
| Download: ML17055E303 (32) | |
Text
ENCLOSURE 1
NRC REGION I MEETING
SUMMARY
Subject:
Docket No.:
License No.:
Licensee:
Faci lity:
Location:
Date:
Prepared by:
Meeting Summary 50-220 DPR-63 Niagara Mohawk Power Corporation I
Nine Mile Point Unit 1
USNRC Region.I, King of Prussia, PA October 18, 1988
+
R.L R. Laura, Re ctor Engineer
(%7/88 Date Approved by:
Jon R. Johnson, Chief Reactor Projects Section 2C
]0 Z~itt Date
~ll 0*
Corporation management met with NRC Regional and Headquarters management at the Region I office to clarify the Nine Mile Point Unit 1 restart plan content and scope.
MEETING
SUMMARY
1.0; Attendees:
NMPC W. Donlon,
- Chairman, Board of Directors J. Endries, President C. Mangan, Senior Vice President, Nuclear J. Perry, Vice President - Restart Task Force Manager J. Willis, General Superintendent NRC W. Russell, Administrator, Region I W. Kane, Director, Division of Reactor Projects (ORP),
Region I S. Varga, Director, DRP I/II, NRR R. Capra, Director, Project Director I-l, NRR 2.0 Discussion The licensee presented a discussion of the issues listed below:
Introduction.
Comparison to IEC technician allegations - response,
- results, differences and summary.
Summary of comprehensive process'being used for restart to assure proper identification and evaluation of issues, with respect to completeness and understanding.
Summary of current status of process and assessment to determine issues.
Summary of Restart Action Plan information.
Niagara Mohawk self-assessment of readiness for restart concept and approach.
In addition, a description of the overall nuclear organization and staffi'ng plans was discussed.
3.0 Conclusions and Summar At the conclusion of the meeting the licensee agreed to the following major points:
1.
Problem identification must be complete.
There are no such things as long term or short term problems.
2.
The licensee needs to provide only those problems or issues that are of regulatory significance.
The l.icensee must make the decision and the NRC staff will review the remainder of issues on site to see if there is any disagreement.
3.
Root causes need to be identified for all issues.
4.
Short term and long term actions need to be identified.
Short term actions need to be resolved prior to restart, others later.
5.
Long term actions must be identified in the plan although a paragraph or two is acceptable and they would then be folded into another plan in more detail available for staff review but not submitted.
6.
Specific issues (such as technical issues) must also be identified in the plan.
ENCLOSURE 2
Nia ara Mohawk/Nuclear Re ulator Commission Mana ement Meetin October 18, 1988 AGENDA 1.
Introduction 2.
Comparison to 1&C technician allegations - response,
- results, differences and summary.
3.
Summary of comprehensive process being used for restart to assure proper identification and evaluation of issues,-with respect to completeness and understanding.
4.
Summary of current status of process and assessment to determine issues.
5.
Summary of Restart Action Plan information.
6.
Niagara Mohawk self-assessment of readiness for restart - concept and approach'.
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1.
INTRODUCTION A.
Pur ose of Meetin 1.
Describe our process for addressing Confirmatory Action Letter 88-17 including methods used for sorting corrective actions related to restart and the Long Term Improvement Program.'.
3.
Describe why our current process is adequate to identify underlying issues and root causes as contrasted to the effectiveness of response to I&C technician allegations.
Reach understanding on submittal of Restart Action Plan.
k-kgk kg* k,kg Officers commitment and direct involvement in restart process along with Nuclear Oversight Committee of the Board of Directors.
C.
Summar of ke tasks erformed since Se tember 21, 1988 meeting:
Completed assessment of underlying issues and their root causes Identified additional specific issues Modified causal tree to more specifically address management system and immediate supervision categories of root causes Issued updated draft of Restart Action Plan Held frequent meetings of Senior Management, Task Force and line organization to strengthen team effort, closer interaction and ownership by line management of process and resultant actions 1173N
2.
Com arison to I8C Technician Alle ations A.
Alle ation Res onse Letters August 15 and August 31, 1986 Steps Security Employee survey Interviews Preliminary evaluation Technical task force Advisory Committee - long term programs Securi ty Specific allegations Technical backup Immediate issues Employee Survey Raising of concerns Procedural compliance Interviews By Engineering Technicians, mechanics, electricians, operators Procedural concerns Preliminary Evaluation Site and Engineering management Some programmatic commonalities Technical Task Force Specific allegation issues Advisory Committee Site and Engineering Managers Programmatic issues Based on specific technical issues Brainstorming Not formal root cause 12 programmatic issues rolled up into 4'ooked at "causes" Took about six weeks Formed 4 task forces to look at the 4 identified issues Took about six weeks for development of specific recommendations
2.
(Continued)
B; Results - (current self-assessment of effort to date in implementing sasort and long term program commitments)
Improvements Awareness of procedure compliance Equipment root cause Materials Did not meet expectations Bringing forward and resolving concerns Teamwork Procedural revisions Root cause of "soft" issues Reasons Lack of "buy in" Resources
- Unit 2 Narrow focus Process Time C.
Differences - (between what was done in 1986 related to I8C technician allegations and current Nine Nile Point Unit 1 restart effort)
Key differences Time it is taking for broader look Process Participation Broad issues Time Last time - six weeks Now - several months of iteration Process More structured analysis Formal root cause Human performance emphasized Participation - last time Primarily small group of managers Task Forces outside line organization Project manager follow up
2.
(Continued)
Participation - this time Task Force coordinates Line identifies issues
'ine develops or concurs with root cause and corrective actions Iterative process for "buy in" Issues Emphasis on management Last time - allegation coomonalities Now we are looking back at "everything" Much deeper look at management Team construction Higher level - outside Vice President Review by CEO and President High ranking outside consultants D.
~Summar More issues reviewed Retrospective look Concentration on management issues
-Formal root cause analysis "Buy in" by line management
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3.
Summar of Com rehensive Process bein used-for Restart to Assure Pro er Identsfscatson and Evaluation of Issue's, with Res ect to Com leteness and I~I ASSESSNEHT OF UNDERLYING ISSUES ISSUES TRENOS Nuclear Generations BRAINSTORMING; Restart Task Force MATRIX OF ISSUES(
OBSERVATIONS & FACTORS SORT BY ROOT CAUSE CATEGORY ClI
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OVERALl IMPROVEMENT PROGRAM Oesignate specific actions required as part of RESTART ACTION PLAN Management team "test" results by reviewing issues through same process to see If they agree with outcome and make changes as appropriate (5904G)
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3.
(Continued)
Basis for Identif in and Assessin Underl in Issues
/
ORIGINAL RESTART MATRIX NUCLEAR GENERATION INPUT ON BRAINSTORMING LIST OF UNDERLYING ISSUES LIST OF ROOT CAUSES MANAGEMENT SYSTEMS SORT I
I I
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ISSUES I
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('ORRECTIVE ACTIONS TABLE U1 MANAGEMENT AND ORGAN I ZATI ON CATEGORY I
OF ISSUES I
I I
ROOT CAUSES VERIFICATION ACTIONS
3.
(Continued) 0 FLOI'I DIAGRAM OF ONGOING PROBLEtI SOLVING PROCESS IDENTIFY SPECIFIC ISSUE AND SUB-ELEMENTS EVALUATE FOR ROOT CAUSE BY CATEGORY IDENTIFY SPECIFIC ROOT CAUSES ASSESS SIGNIFICANCE AND INTERRELATIONSHIP DETERNINE AND DOCUMENT CORRECTIVE ACTIONS DETERNINE VERIFICATION ACTIONS
'INPLENENT ACTIONS WAS ISSUE NO EFFECTIVELY RESOLVED YES CLOSE OUT ISSUE (5904G)
4.
Summary of Current Status of Process and Assessment to Determine Issues PROCESS OF FLUSHING UP AND ASSESSMENT TO DETERMINE MORE ISSUES INCLUDES THE FOLLOWING:
A.
Ori inal Restart Matrix - containing issues A thru'M including subsets under K an M and seven overall root causes (common observations/contributing factors or elements).
B.
Nuclear Generation In ut on Brainstormin
- related to V. Stello's letter to n ries ra t issue:
anagement Effectiveness and Leadership).
C.
Mana ement Systems Sort I.
LERs/Special Reports - trends/root causes back to 1986; 70 total (Nine Mile Point Unit 1
and Nine Mile Point Unit 2)
II.
SALP/Inspection Reports - Major issues back to 1981, with emphasis on most recent reports.
III.
INPO Assessments
- Site and Corporate major issues - 1986 and 1987 IV.
Enforcement Conferences minutes - trends and root causes (Nine Mile Point Unit 1
and Nine Mile Point Unit 2) - 1983 to present V.
Department of Labor Cases (all - 10 cases);
trends/root causes VI.
(}.A. Semi-Annual Trend Report covering Nine Mile Point Unit 1
and Nine Mile Point Unit 2 over past 12 months.
Note:
I thru VI have been completed.
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(Continued)
D.
Tasks Underwa Currentl to Identif More Issues (both historical and current Have each supervisor identify any problems he is aware of that is not yet been put into the system, put on Problem Report for processing, evaluation and implementation.
Review existing Problem Reports for outstanding issues.
Review Work Requests back to 1986 for trends and outstanding issues.
Review Corrective Action Requests for trends and outstanding issues that could impact safe plant operations.
Review licensing changes and analysis from conversion of license for outstanding issues.
Review all equality First valid concerns that may relate to outstanding issues.
Review "tell the superintendent" information for any issues.
Review of "round table" meeting issues.
Review lessons learned from Nine Mile Point Unit 2 that may identify issues applicable to Nine Mile Point Unit l.
Interview selected personnel to determine if they have any issues that have not yet been made part of the formal system.
Horizontal review of design basis items related to SSFI discrepancies.
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5.
Summary of Restart Action Plan Information A.
Process involves continuing to identify specific issues, assess them and develop corrective actions.
Those corrective actions required to be completed prior to'restart are to become part of Restart Action Plan.
Other actions not required to be completed prior to restart will be part of Niagara Mohawk's Long Term Improvement Program (internal document).
B.
Current draft of Restart Action Plan (RAP) addresses many underlying issues under two broad cause categories titled 1) Management and Organizational Effectiveness, and 2) Immediate Supervision Effectiveness.
These underlying issues are undergoing further review to firm up root causes, corrective and preventive actions.
C.
In addition, there are also 16 specific issues identified thus far.
D.
Niagara Mohawk intends to formally submit Restart Action Plan to NRC for approval documenting underlying issues and corrective actions related to management and organization, programmatic and personnel matters plus specific issues and their corrective actions related to restart readiness, as identified to date while continuing the discovery process.
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5.
(Continued)
Criteria for Determinin if an Issue/Corrective Action res to Restart et>on an R
(If one or more apply, issue goes into RAP)
A.
Required to assure compliance with technical specifications.
B.
Required to satisfy commitments made in written correspondence from Niagara Mohawk senior management to NRC that a specific task would be completed prior to restart of Nine Mile Point Unit l.
C.
Actions required to satisfy Confirmatory Action Letter 88-17 regarding:
1.
Determining and documenting Niagara Mohawk's assessment of root causes of why Niagara Mohawk line management has not been effective in recognizing and remedying problems.
2.
All actions required to be completed prior to startup and schedule for completion of all other actions to be completed after start up that are needed to address the root causes identified in item l.
3.
a) Basis for concluding that Nine Mile Point Unit 1 is ready for
- restart, b) self-assessment of implementation of RAP, c) conclusions regarding whether Niagara Mohawk's current line management has the pp pi 1
d M d~ ki11<<p 4<<
cor rect future pro ems.
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6.
Nia ara Mohawk Self-Assessment of Readiness for Restart - Conce t and Levels of Reviews and Approvals Involved in Process:
Line organization completing corrective actions Personnel/groups completi'ng verification action Site Operation Review Committee - overview.and approval Safety Review and Audit Board - review/comment c
Restart Review Panel - chaired by Senior Vice President - Nuclear, consisting of Niagara Mohawk management and selected members of Restart Task Force with participation by consultants.
INPO Assist Team Assessment Senior Vice President - Nuclear assessment and input from g.A., SORC, SRAB, and RRP Presentation to President and CEO/COB by Restart Review Panel chairman and chairman of SORC and SRAB, including outsider participants, justifying why we think we are now ready for restart.
Presentation to Board of Director Nuclear Oversight Committee by Senior Vice President - Nuclear and chairman of SORC, SRAB and
- RRP, including outsider participants, justifying why we think we are now
, ready for restart.
CEO makes decision on readiness for restart from Niagara Mohawk standpoint.
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