ML17187A293

Discusses 951208 Mgt Meeting Re Priorities & Actions Planned to Improve Performance at Nuclear Power Stations Over Next 6 Months.List of Attendees & Handouts,Encl

ML17187A293
Person / Time
Site:	Dresden, Byron, Braidwood, Quad Cities, Zion, LaSalle
Issue date:	01/10/1996
From:	Hiland P NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION III)
To:	Wallace M COMMONWEALTH EDISON CO.
References
NUDOCS 9602060041
Download: ML17187A293 (45)

Text

January 10, 1996 Mr. M. J. Wallace Senior Vice President and Chief Nuclear Officer Commonwealth Edison Company "Executive Towers West Ill, Suite 500 1400 OPUS Place Downers Grove, IL 60515 T/'- -.'-." f.

~*

SUBJECT:

PUBLIC MEETING WITH COMMONWEALTH EDISON COMPANY (COMED)

PLANS TO IMPROVE PERFORMANCE AT COMED NUCLEAR POWER STATIONS Dear Mr. Wallace This refers to the management meeting, open to public'observation, conducted on December 8, 1995, at the NRC Region III Office, concerning the priorities and actions planned to improve the performance at your nuclear power stations over the next 6 months. Attendees at the meeting are listed in Attachment 1 to this letter. The handout you provided during the meeting is included as to this letter.

In accordance with 10 CFR 2.790 of the NRC's "Rules of Practice," a copy of this letter and the attachments will be placed in the NRC's Public Document Room.

Should you have any questions concerning this matter, we will be pleased to discuss them with you.

Sincerely, Original Signed by P. L. Hiland Patrick L. Hiland, Chief Reactor Projects Branch 1 Docket Nos.:

50-456; 50-457; 50-454;*

50-455; 50-237; 50-249; 50-373; 50-374; 50-254; 50-265; 50-295; 50-304 License Nos.:

NPF-72; NPF-77; NPF-37; NPF-66; DPR-19; DPR-25; DPR-29; DPR-30; NPF-11; NPF-18; DPR-39; DPR-48 Attachments:

1. Attendance List

2.

Presentation Slides 9602060041 960110 PDR ADOCK 05000237 P

PDR UtiUUU~

M. J. Wallace Distribution Docket file w/encl OC/LFDCB w/encl

~UBLIC IE-01 w/encl SRI Byron, Braidwood, Zion, LaSalle, Dresden, Quad Cities w/encl Project Mgr., Byron, Braidwood, Zion LaSalle, Dresden, Quad Cities, NRR w/encl DRP w/encl RII I PRR w/encl IPAS (E-Mail) w/encl PMNS (E-Mail) w/encl RMB/FEES w/o encl To receive a copy of thh document, indicate in the box °C 11 = Copy without attach/encl 11E0 = Copy with attach/encl UNU = No copy OFFICE RIII 1£ RIII IN I

I NAME Hopkins/co J-if Hiland p J_ l)-

I./

DATE 1/ /0/96 1/ w /96 OFFICIAL RECORD COPY.

=*

M. cc: J. C. Brans, Vice President Nuclear Support J. S. Perry, Vice President, BWR Operations K. A. Strahm, Vice President, PWR Operations D. Farrar, Nuclear Regulatory Services Manager T. Nauman, Station Manager Unit 1, Dresden M. Heffley, Station Manager Units 2 and 3, Dresden P. Holland, Regulatory Assurance Supervisor, Dresden L.. W. Pearce, Station Manager, Quad Cities N. Chrissotimos, Regulatory Assurance Supervisor, Quad Cities G. Schwartz, Station Manager, Zion J. Madden*, Regulatory Assurance Supervisor, Zion Mayor, City of Zion State Liaison Officer, Wisconsin D. J. Ray, Station Manager, LaSalle J. Burns, Regulatory Assurance Supervisor, LaSalle K. Kofron, Station Manager, Byron D. Brindle, Regulatory Assurance Supervisor, Byron T. Tulon, Station Manager, Braidwood K. Bartes, Regulatory Assurance Supervisor, Braidwood Richard Hubbard Nathan Schloss, Economist Office of the Attorney General State Liaison Officer Chairman, Illinois Commerce Commission PLEASE SEE CONTINUED DISTRIBUTION AND CONCURRENCES

LIST OF ATTENDEES for December 8, 1995 Meeting NRC Attendees:

H. Miller, Regional Administrator, Riii W. Axelson, Director, Division of Reactor Projects, Riii R. Capra, Director, Project Directorate 111-2, NRR G. Grant, Dir,ector, Division of Reactor Safety, Riii C. Pederson, Director, Division of Nuclear Materials Safety, Riii Other staff members from Riii and N~R.

Commonwealth Edison Company Attendees:

M. Wallace, Senior Vice President and Chief Nuclear Officer S. Perry, Vice President, BWR Operations K. Strahm, Vice President, PWR Operations E. Kraft, Quad Cities Site Vice President Other staff members from the Commonwealth Edison Company.

Illinois Department of Nuclear Safety R. White, Manager, Office of Nuclear Facility Safety Attachment I

Dresden

1. SIGNIFICANT WORK ACTIONS COMPLETED OVER THE PAST 6-12 MONTHS HUMAN PERFORMANCE Experienced managers added to the Dresden Management team, including:

Station Manager Engineering Manager Operations Manager Work Control and Outage Manager Plant Engineering Superintendent Radiation Protection Manager Maintenance Manager Most are from outside ComEd and were recruited based on their strong performance at other facilities.

We now have a stronger management team.

EQUIPMENTPERFOIUviANCE During the Fall of 1994 and Spring of 1995, an extensive series of reviews and walkdowns was conducted to identify items that could impact safety or operations. Major items from these walkdowns/

reviews wen~ prioritized and scheduled for review.

The most important items, described in our 4/24/95 letter to the NRC, have been completed. Key among these were:

Unit 3 Feedwater level control logic improvement Unit 2 Core Shroud repair

• Unit 2 reactor bottom vessel drain restored Operated "A: train of Unit 3 Steam Jet Air Ejector/R.ecombiner System Review Team established to identify

• tatent/potential system problems and reviews of five pilot systems were completed.

1. SIGNIFICANT WORK ACTIONS COMPLETED OVER THE PAST 6-12 MONTHS (continued)

HUMAN PERFORMANCE DEVELOP1\\1ENT AND IMPLEMENTATION OF SITE STANDARDS Site-wide personnel performance standards developed and issued to personnel in booklet form Specific Operations standards developed and issued Maintenance Standards developed and issued with bargaining unit involvement Conservative Decision Making seminars conducted in Operations, Maintenance and Engineering Training ofMaintenance First Line Supervisors on supervisory skills, standards and expectations completed.

OPERATIONS Formal plans and checklist for error-~ee startups and shutdowns of the units have been developed and successfully implemented on Unit 3.

Three error-free startups ofUnit 3 were accomplished, involving over 2000 rod manipulations.

EOUIPMENTPERFORMANCE Over 200,000 pounds.of shielding and several surveillance cameras were installed to reduce personnel radiation exposure.

Vacuuming and structural inspection ofUnit l fuel pool and transfer canal was completed. The Unit I transfer tube has been permanently sealed, eliminating a potential fuel pool leakage pathway.

Performance Centered Maintenance review of preventive maintenance was completed to evaluate and upgrade preventive maintenance on five key systems.

1. SIGNIFICANT WORK ACTIONS COMPLETED OVER THE PAST 6-12 MONTHS (continued)

HUMAN PERFORMANCE ASSESSMENT AND TRENDING Detailed performance measures were established to measure effectiveness of actions included in our Focus Area improvement plans. These measures are reviewed during weekly progress meetings and monthly performance meetings.

Improved trend analysis methods and reports were established to permit more effective analysis of causes of problems.

Routine reviews of corrective action effectiveness have been established The Management by Walking Around and Monitor Watch programs have been established to provide a formal method for line management self-assessment HUMAN PERFORMANCE (continued)

WORK CONfROL The Operational Safety Predictor (OSPRE) software program for scheduling work has been implemented to minimize operational risk of work activities based on the Dresden PRA.

A "Work It Now" (WIN) Team has been established and has been used to tackle emergent work.

The Electronic Work Control System has been implemented.

An upgraded industrial safety program and procedures were developed and implemented.

2. SIGNIFICANT PERFORMANCE RESULTS REALIZED OVER THE PAST 6-12 MONTHS HUMAN PERFORMANCE EOUIPMENf PERFORMANCE Operations errors have been on a downward trend for WIN Team has completed over 1800 minor four consecutive quarters.

corrective maintenance items.

Over 40 industry experienced Design and System Control Room Work Request backlog reduced from Engineers have been hired.

over 120to36during 1995.

Completed review of250 administrative procedures Operator Work-arounds reduced from over 80 to 4 7 resulting in a deletion of 66 procedures and revision during 1995.

to 100 others.

Non-outage corrective backlog reduced from over The number of procedures in revision was reduced 1600 to 1118 during 1995.

from over 900 in June 1995 to 486 as of October 31, With the exception ofUnit 3 IPC/ISO unavailability 1995.

on key safety systems is better than the INPO Improved Industrial Safety Accident Rate from 2.4 in industry average since the beginning of July 1995.

1994to 0.89asofNovember1995.

As of October 1995, there has been a 49% reduction Reduced the number of overdue corrective actions in radioactive waste generated per month compared and investigations from over 40 each in the spring of to 1994 levels.

199 5 to zero in November 199 5.

Forty-four of the 86 "hot spots,, in plant piping and Reduced the number of PCEs from 300 in 1994 to equipment have been eliminated.

100 in November 1995 year to date.

Contaminated area has been reduced from 15.5% to Since July 1, 1995 Dresden has experienced 2 LERs 10.34% during 1995.

caused by personnel error as compared to 6 in the Reduction in the number of temporary alterations first half of 1995.

from 56 to 35 during 1995.

As of October 31, 1995, daily non-outage exposure for 199 5 has been 0.3 84 person-rem per day, compared with. 790 per day in 1994 (a 48%

reduction)..

• l I

Ii I

3. SIGNIFICANT WORK ACTIONS TO BE COMPLETED BY4/30/96 HUMAN PERFORMANCE OPERATIONS Achieve error-free restart ofUnit 2.

Implement revised Out-of-Service program and procedure to meet industry standards.

MANGEMENT DEVELOPMENT Complete evaluation of assigrunents and capabilities (3 60 degree assessments) of management supervisory personnel Complete remediation and reevaluation of site management personnel identified as low performers during Fall 1995 evaluations.~

ENGINEERING Complete upgrade of System Trending Program to provide a consistent basis for system manager monitoring of system performance.

Complete Engineering Qualification Card Upgrade and Certification Guide Program to ensure that Engineering personnel are appropriately qualified for assigned tasks.

EQUIPMENf PERFORMANCE

. Replan and complete D2Rl 4 refueling outage SPECIFIC KEY MATERIAL CONDmONUPGRADES Install new feedwater regulating valves and control system on Unit 2.

Complete Zinc addition modification on Unit 2.

Install biometric hand geometry system to control plant access.

Make Unit 2 Station Blackout (SBO) Diesel available.

Complete Generic Letter 89-10 work on Unit 2 valves.

Complete Unit 2 Reactor Water Cleanup system heat exchanger and major piping replacement.

Complete addition of shielded reflective insulation to recirculation piping in Unit 2 to reduce drywell doses in future outages.

3. SIGNIFICANT WORK ACTIONS TO BE COMPLETED BY 4/30/96

. ( continue(i)

HUMAN PERFORMANCE SUPERVISORY AND WORKFORCE SKILLS Provide MARC training for supervisors.

Complete Phase I training and testing of site workforce to ensure that workforce members have the correct knowledge and skills for job assignments Complete three-day training on the upgraded work control process and fully implement the new process.

SELF-ASSESS:MENT Complete development and implementation of periodic self-assessment programs in Operations, Maintenance, and Radiation Protection. (Operations program is now in place.)

EOUIPMENf PERFOR?vfANCE REVIEW OF SYSTEMS AND EQUIPMENT Complete reviews of an additional 14 systems to identify latent/potential problems.

Complete Performance.Centered Maintenance reviews of additional 14 systems.

HOUSEKEEPING Clean up 3 of I 0 designated worst plant areas.

4. SIGNIFICANT PERFORMANCE RESULTS TO BE REALIZED BY 4/30/96 HUMAN PERFORMANCE OPERATIONS Continued improving trend in Operations human performance (Level 3 events) from 8 per quarter by end of September, 1995 to 4 per quarter by end of March, 1996.

End cyclical performance in out-of-service related events and achieve =s 1 Level 3 event per month by March, 1996.

GENERAL HUMAN PERFORMANCE Attain zero personnel error LERs during January -

April 1996.

Achieve goal of 40 days between plant events.

• Reduce ISAR to 0.8 during January-April 1996.

RADIATION PROTECTION Achieve fewer than 25 Personnel Contamination Events during January-April 1996.

EOUIPl\\1ENTPERFORrdANCE BACKLOG REDUCTION Reduce corrective maintenance backlog to 950.

Reduce operator workarounds to 30_.

Reduce Control Room deficiencies to 30.

Reduce non-outage temporary alterations to 10.

Maintain zero overdue surveillances beyond critical date.

Attain zero overdue preventive maintenance items past critical date.

PLANT SYSTEM PERFORMANCE Operate Units 2 and 3 with less than 3 LCO/DA TR days per week.

Attain key safety system availability levels at or above industry comparable plant averages for 1995.

4. SIGNIFICANT PERFORMANCE RESULTS TO BE REALIZED BY 4/30/96 (continued)

HUMAN PERFORMANCE SELF ASSESSMENT/CORRECTIVE ACTION Maintain zero overdue investigations and corrective actions.

WORK CONTROL Achieve schedule starts within one hour 85% of the time.

LICENSED OPERA TOR 1RAINING Achieve 95% pass rate on operator license requalification exams.

Quad Cities

1. SIGNIFICANT WORK ACTIONS COMPLETED OVER THE PAST 6-12 MONTHS HUMAN PERFORMANCE Implemented "Self Check" Program Completed "Conservative Decjsion Making" seminars for Operations, Engineering and Maintenance Completed one - month "Maintenance Stand-down" to improve work control processes Implemented Operational Safety Predictor (OSPRE) in *operations Created and implemented SQV monthly report Implemented Electronic Work Control System Senior site management overview of plant startups EOUIP.MENTPERFORMANCE MATERIAL CONDIDON UPGRADES COMPLETE Refurbished Unit 2 EHC Refurbished Unit 2 Feedwater Level Control Overhauled United CRD Hydraulic Control Unit 2 (HCUs)

Refurbished Recirculation MG set speed controllers Completed core shroud repairs to Unit 2 Replaced RWCU piping on Unit 2 Overhauled Unit 2 Recirculation MG set fluid couplers Installed HPCI exhaust steam spargers Unit 2 (reduced HPCI vibrations)

Cleaned and re-preserved Unit 2 torus Accelerated CRD replacement and overhaul on Unit2 GL 89-10 completed for Unit 2 Operation of Unit 2 feedwater in 3 - element control

2. PERFORMANCE RESULTS REALIZED OVER THE PAST 6-12 MONTHS HUMAN PERFORMANCE IMPROVED RP ST AND ARDS Reduced contaminated floor space from approximately 10% (12/94) to 4% (Current)..

Reduced 1995 accumulated radiation exposure goal from 950 to 750 person-rem. (Compared to over 1128 person-rem in 1994.)

Reduced Personnel contamination to event rate to below goal rate for 1995 year to date.

IMPROVED PERSONNEL ACCOUNf ABILITY Reduced LERs from 25 in 1994 to 14 in 1995 year to date with only 4 involving human performance.

Reduced significant overdue commitments to zero in November 1995 Error free startups on Unit 1 and 2

• Implemented design change process improvement (SDV example)

OPERATIONS STANDARDS Operations standards elevated and operations

• perfonnance monitoring in place; resulted in improved control room professionalism and demeanor EQUIPMENf PERFO~CE IMPROVED RELIABILITY Unit 1had283 days* continuous run IMPROVED MATERIAL CONDIDON Eliminated vibration problems with HPCI.

Reduced vibration problems with other miscellaneous rotating machinery, particularly Reactor Feed Pumps from 77 outstanding problems in 1993 to 19 outstanding problems in Nov., 1995 Can now operate Feed"Water Level Control in 3-element mode.

Removed 11 operatorworkaroundsduringUnit2 refueling outage.

Establish "Fix It Now (FIN) Team Hot spots have been reduced by 35%

Radwaste has been reduced by 33%

Addressed 95% of all identified DET issues Completed BOO FIN team items since August, 1995 Reduced operator workarounds by 50%

Installed Biometrics to control plant access Reviewed and revised the system engineering notebooks

3. SIGNIFICANT WORK ACTIONS TO BE COMPLETED BY 4/30/96 HUMAN PERFORMANCE WORKTHEPLAN Issue 1996 Management Plan. (This is designed to close out the Quad Cities Course of Action.)

Upgrade of work force to improve to improve radworker practices.

Train new employees with 2 day NGET.

Complete and distribute radworker handbook to all employees.

Complete First Line Supervisor Training Implementation of Technical Specifications Upgrade Project Reduce ISAR to 0.5 during 1996 EOUIPMENrPERFORMANCE MA 1ERIAL CONDmON UPGRADES Overhaul CRD HCUs for Unit 1.

Refurbish recirculation MG set speed controllers on Unit 1.

Refurbish Unit I Feedwater Level Control Refurbish Unit I EHC.

Install core shroud repair on Unit I Complete Unit 2 Reactor Water Cleanup system heat exchanger and major piping replacement Continue accelerated replacement/overhaul of CRDs on Unit 1 Install improved feedwater flow measuring device OTHER Unit I Station Blackout operational by end of QlR14 Removal of I 0 operator workarounds during QI R 14 Reduce the number of control room deficiencies by 25%

Improve HPCI/RCIC reliability

4. SIGNIFICANT PERFORMANCE RESULTS TO BE REALIZED BY 4/30/96 HUMAN PERFORMANCE The Course of Action will be 50% complete after completion of the 1995 Management Plan.

Expect improved productivity in Maintenance as a result of "Maintenance Stand-down".

Achieve zero overdue investigations and corrective actions EOUJPM'ENTPERFORlvfANCE Improved perfonnance from major equipment that was refurbished or overhauled.

Increase safety system availability to at or better than

. industry average (Except for HPCI)

• LaSalle

1. SIGNIFICANT WORK ACTIONS COMPLETED OVER THE PAST 6-12 MONTHS HUMAN PERFORMANCE PERSONNELDEVELOP:MENf Conservative Decision Making training completed

• for all operating personnel Leadership Development III Seminar (Vision/Values rollout) completed by all management& union on site Systematic Approach to Training improvements implemented in all programs PROCESS IMPROVEMENT & SIMPLIFICATION Revised Integrated Reporting process including trending, strengthened Event Scre.ening meetings Electronic Operator rounds deployed; paperwork reduced, tracking improved Conversion process from Standard Tech Specs to Improved Tech Specs initiated; submittal to NRC 7/96 Operations procedure group staffed; schedule for completion of procedure review/rework established EQUIPMENTPERFORlvfANCE MATERIAL CONDIDON IMPROVEMENf 2U1, 1 U2 Cond./CB pumps overhauled 1Ul,1U2CWPump/motorsoverhauled 1 RR discharge valve & 1 RR FCV (U2) rebuilt 1 U2 MSIV Inboard valve rebuilt 75% Ul, 50% U2 SSPV Diaphragms replaced U2 MSIV limit switched replaced U2 VQ Charcoal bed changed out, 2 VQ dampers rebuilt Material Condition Strategy and "living" Equipment Focus List established PERFORMANCEIMPROVEMENf AOV flow scanning analysis resulted in 10 Mwe gain on Ul; 6 Mwe gain on U2 U2 l.,ovejoy Turbine Control modification/upgrade complete

1. SIGNIFICANT WORK ACTIONS COMPLETED OVER THE PAST 6-12 MONTHS (continued)

HUMAN PERFORMANCE Root Cause investigation process strengthened; 4 people added Consolidated Facilities Maintenance (CFM) & Fix-It-Now (FIN) teams improve ability to get work done OTHER CFM completing -125 WR/wk; FIN completing -45 WR/wk, freeing up Maintenance for corrective work High quality Root Cause investigations on RR, CD/CB, NI systems completed

• Operations standards elevated and operations performance monitoring in place; resulted in improved CR professionalism and demeanor Tech Spec. Surveillance review completed; resulted in 60 GSRV changes EOUIPMENTPERFOlUviANCE OTHER Closed out GL 89-10 MOY comittments and actions; 2.5 years ahead of schedule, "leader in industry" per NRC

2. SIGNIFICANT PERFORMANCE RESULTS REALIZED OVER THE PAST 6-12 MONTHS HUMAN PERFORMANCE TRAINING Maintenance and technical training program accreditation renewed by INPO Training performance measures indicate i~proving trends including manager involvement Licensee generated requal exam accepted-an industry first with 6/7 students passing_

CONSERVATIVE DECISION MAKING I st Manual SCRAM since 1993; indicates conservative decision making beginning to have an effect Event-free days clock established; higher standards set for identifying human performance issues ALARA Station dose reduced from 750 person-rem to 520 person-rem (projected EOY)

EQUIPMENT PERFORMANCE AVAILABILITY

• HPCS/RCIC reliability improved Ul unavailability.0078 in 1994,.0036 in 1995 U2 unavailability.0410 in 1994,.0119 in 1995 Safety system availability increased by more than 60%

1 Autoscram in 1995 vs. 7 Autoscrams in 1994 Ul/U2 Unplanned capacity loss (exceptRFO extensions) factor improved due to material condition initiatives Reactor water chemistry significantly improved Average sulfates decreased from over 6 PPB in 1993 to-3 PPB in 1995. Nov. 1995 average

-2PPB ALARA Zinc Injection system installed on both units S person-rem saved during 1995 forced outage 247 person-rem savings projected in 1996 Radwaste significantly teduced (EOY projection -

second quartile in industry)

2. SIGNIFICANT PERFORMANCE RESULTS REALIZED OVER THE PAST 6-12 MONTHS (continued)

HUMAN PERFORMANCE ORGANIZATION New operations management in place; driving "Operations in Charge" philosophy Senior Management team strengthened with 6 experienced new members OTHER Improved Work Planning-better schedule adherence with 3 week walkdowns in place EQUIPMENT PERFORMANCE Reduction in contaminated floor area to 2.2% of total square footage (peaked at 15% during March)

BACKLOG REDUCTION 56 temporary system changes removed or converted to permanent installations - 39 remain as ofDec.

1995 I 03 design changes completed 70 operator workarounds eliminated

3. SIGNIFICANT WORK ACTIONS TO BE COMPLETED BY 4/30/96 HUMAN PERFORMANCE TRAINING Complete Conservative Decision Making training for Engineering & Maintenance Complete training for all supervisors in Quality First/Employee Concerns Complete training of first line supervisors{FLS) to enhanced safety standards Complete MARC training for all FLS PROCESS IMPROVEMENTS & SIMPLIFICATION Implementation of Improved Design Process Implementation of"Design-It-Now process EQUIPMENT PERFORMANCE MATERIAL CONDITTON IMPROVEMENT Overhaul I Cond/CB, I RR pumps, 2 RR FCVs, 1 RR discharge valve during LI R07 Clean Ul Suppressi~nPool NI & RR to be a focus for improvement in LIR07 Replace Ul MSIV outboard solenoid pilot valves and MSIV limit switches Complete upgrades to Ul Main Turbine Supervisory.

Instnunentation BACKLOG REDUCTION Elimination of 14 Unit 1 workarounds 7 Unit I temporary system scanges to be removed or converted to permanent installations 97 design changes to be completed PREVENTATIVE INSPECTIONS Enhanced core shroud inspection Ul 6 year inspection on Main Generator 5 year overhaul of IA.TD~

6 year inspection of I A DG

4. SIGNIFICANT PERFORMANCE RESULTS TO BE REALIZED BY 4/30/96 HUMAN PERFORMANCE LI R07 ~ 264 Person Rem Lost time accidents~ I Human Performance LERs ~ 3 I

EQUIPMENT PERFORMANCE Reduce outstanding temporary system changes to less than32 Reduce operatorworkaroun~ to less than 54 Improve HPCS/RCIC reliability; Unit 1/2 unavailability~. 015

UO.IAH

1. SIGNIFICANT W'ORKACTIONS COMPLETED OVER THE PAST 6-12 MONTHS HUMAN PERFORMNANCE MATERIAL CONDITTON Fix It Now Team established 4/9S Formed task force in 1994 to improve station chiller perf ormanc.

Formed working group in August, 1995 to develop standard definition for temporary alterations.

HUMAN PERFORMANCE IMPROVEMENT 1995 Operations Human Performance Initiatives to reduce errors Communication of Operating Department Expectations Emphasis on Conserative Decision Making Department/Shift Crew Self Assessments Expanded use ofTrending Techiques PERSONNEL SAFETY Improve personnel protective equipment usage compliance

• Senior management compliance surveys initiated in 1995 EQUIPMENT PERFORMANCE MATERIAL coNDmON Shift operations sets FIN team priorities Condensate/CB pumps improvements Install modifications for oil line flex hoses Perform Lube Oil Pump modifications Overhaul/refurbish motors - four completed by 4/96 Temporary Alterations Inspected plant for non-identified temporary alterations Station Chillers All major chiller units overhauled Aggressive PM program established

1. SIGNIFICANT WORK ACTIONS COMPLETED OVER THE PAST 6-12 MONTHS.

(continued)

IiuMAN PERFORMANCE SECURITY EVENTS Formed a committee to improve security door event performancein March, 1995.

PERSONNELDEVELOPl\\.fENT Conducted Leadership ill Training for all Site Personnel Standards and Expectations Seminar for First Line Supervision Completed Initiated Systems Certification training for Engineering Personnel In 1995, 12 site personnel completed Nuclear Business Leadership training.

EQUIP.MENTPERFORMANCE SECURITY EVENTS Improve Security Door Event Performance Repeat Doors identified and Repaired Signs placed at doors with highest frequency of events

2. SIGNIFICANT PERFORMANCE RESULTS REALIZED OVER THE PAST 6-12 MONTHS HUMAN PERFORMANCE HUMAN PERFORMANCE IMPROVEMENT Major Reduction in Operations Human Performance Events PERSONNEL SAFETY Improved from 80% Compliance in 4th Qtr '94 to 92% in 3rd Qtr '95 SECURITY EVENTS Improved Security Door Event Performance 1995 Target Performance at 16.5 Events/Month Since Committee Development <16.5 Events/Month PERSONNEL DEVELOPMENT Field Obseration Training for Site Supervisors completed EQUIPMENTPERFORlviANCE MA TERIBL CONDIDON Corrective Now Backlog decreased 20%

Station Chillers Outstanding Chiller Performance in Summer 1995 5 Modification Completed during 1995 SOURCE TERM REDUCTION EFFORTS Activities Monitored "HOT Spots System Flushes Tanks Cleaned Equipment Sumps Cleaned

3. SIGNIFICANT WORK ACTIONS TO BE COMPLETED BY 4/30/96 HUMAN PERFORMANCE MATERIAL CONDITTON Expanded Fix It Now Team Work Scope Expansion of FIN Team Planned 1/96 PERSONNEL SAFETY Continued Site Emphasis on Industry Safety SECURITY EVENfS Improve Security Door Event Performance 1996 Performance Goal - I 0 Events/Month PERSONNEL DEVELOPMENT Quarterly Follow-up Sessions for Standards and Expectations for First Line Supersivison 5 Additional Site Personnel to attend Nuclear Business Leadership Training EOUIPMENTPERFORMANCE MATERIAL CONDIDON 2 additional modifications will be completed on the station chillers Thermo-lag Effort Completed 7/96 Unit l Cooling Tower Modification Completed 5/96 SOURCE TERM REDUCTION EFFORTS R TD Bypass Elimination Modification Scheduled for both Unit I & 2 during 1996 Refueling Outages

4. SIGNIFICANT PERFORMANCE RESULTS TO BE REALIZED BY 4/30/96 HUMAN PERFORMANCE PERSONNEL SAFETY 1996 !SAR Goal of0.40 1996 PPE Compliance Goal at 95%

PERSONNEL DEVELOP:MENT 1996 Use ofNBL trained personnel to improve site processes and performance EOUlPMENTPERFORJ\\.fANCE MATERIAL CONDmON Reduce corrective Now backlog to 220 Temporary Alterations Set Target Maximum Less Than 15 by 4/96 10 by 6/96 Condensate/Condensate Booster Pumps Improvements/Overhaul Four Condensate/Condensate Booster Pumps Completed by 4/96 Remaining Pumps by Unit I Spring Refueling Outage

~.

Braidwood

1. SIGNIFICANT WORK ACTIONS COMPLETED OVER THE PAST 6-12 MONTHS HUMAN PERFORMANCE Revised procedure adherence policy. Tnuned/tested all site personnel.

Established on-shift procedure writers~

Began site reinforcement sessions.

Developed/communicated site human performance standards.

Completed Expectations sessions for all First Line Supervisors Started conversion process from Standard Technical Specifications to Improved Technical Specifications.

EQUIP:MENTPERFORlvfANCE DEVELOPED MA1ERIAL CONDffiON STRATEGY Equipment Focus List Operator Work Around List Material Condition System Status WORKWEEK WINDOWS Work execution improvements Facility improvements Backlog/work execution indicators developed Implemented the on-line maintenance policy

• 2. SIGNIFICANT PERFORMANCE RESULTS REALIZED OVER THE PAST 6-12 MONTHS HUMAN PERFORMANCE Improved procedure compliance, 800 changes made during AlR05.

Improved trend in Personnel Error LERs from 8 (1994) to 6 (1995 YID).

Improved trend in Consequential Human Events from 19(1994)to 10(1995YTD).

Improved OSHA Recordable Injuries from 23 (1994) to 19 (1995 YID).

EOUIPMENTPERFOR.l\\1ANCE 4 Unit 2 and 2 Unit 1 CD/CB pumps available 100%

since being refurbished.

2 Ul RH pumps leak free since new seals installed.

I B SX pump leak free since outboard seal replaced (long standing problem).

3. SIGNIFICANT WORK ACTIONS TO BE COMPLETED BY 4/30/96 HUMAN PERFORMANCE Implement Corrective Actions Group.

Improve utilization of the Problem Identification system.

Provide timely feedback to initiators of PIFs Improve trending of data to provide more meaningful information to line managers Continue communication of the Site Vision through:

Reinforcement Session Plant walkdowns

• Plant information meetings RPM sessions Improve development of site personnel Produce developmental plans for department heads EQUIPMENT PERFORMANCE WORK CONTROL IMPROVEMENTS Implement Work Week Managers Implement OE/Lead Unit Planner usage improvement initiatives MATERIAL CONDIDON IMPROVEMENTS Repair 2B RH seal Replace OB WS seals

.Complete U-1 cond/cond booster pump refurbishments Refurbish I Aux Building supply fan Repair liquid system leaks

4. SIGNIFICANT PERFORMANCE RESULTS TO BE REALIZED BY 4/30/96 HUMAN PERFORMANCE Continue improving trend in Personnel Error LERs to

_:s 2 by April 30, 1996. (1996 Goal - 5)

Continue improving trend in Consequential Human Errorsto<4byApril30,1996.(1996Goal-13)

Continue reducing OSHA recordable injuries to :5 5 by April 30, 1996. (1996 Goal-14)

Extend time between events to> 50 days.

Maintain zero significant overdue action items.

EOUIPMENTPERFOIUvfANCE MATERIAL CONDmON Planned maintenance will not increase PRA by more than a factor of 1.3.

Refurbished Cond/CB pumps will be operating or available 95% of the time.

Disposition an average of2 operator workarounds per month.

Repair 80 oil leaks (209 identified).

Repair 100 other liquid leaks (263 identified, e.g.,

borated \\vater, pure water and cooling water).

Ability to operate VA exhaust fans in each plenum.

UO!Z

1. SIGNIFICANT WORK ACTIONS COMPLETED OVER THE PAST 6-12 MONTHS lIDMAN PERFORMANCE Instituted a "Just in Time" training concept to provide immediate training on complicated or infrequently performed tasks Undertaken a two year partnership with EdF to improve outage planning and execution Increased the emphasis on industrial safety Developed a computer program to enable the operating departing to identify issues that they feel are operator work arounds Elevated Operations Standards to enhance Control Room communications (ie, 3-way repeat back/phonetic alphabet); perform more frequent pre;.

job briefings; and increase expectation for shift turnovers and shift briefings; logkeeping, control board walkdowns Successsfully obtained INPO accreditation renewal for the Maintenance and Technical training programs Installed several new senior managers to increase the rate of plant improvements by focusing on safety, material condition, standards and getting work done EOUIPMENf PERFORMANCE MATERIAL CONDIDON Engineering personnel performed a complete walkdown of all plant systems to identify material condition concerns *and incorporate them into the work planning process Established a "Fix it Now" (FIN) Team to respond quickly to some material condition concerns and to address the needs of the operating unit, while the other unit is being refueled Established a senior management individual as the owner of the overall management of material condition Established a senior management individual as the owner of the overall management of operator workarounds Incorporated the VPOP valve packing program into the mechanical maintenance department Continue to use the Combined Facilities Maintenance group to expedite repairs*to non-safety related equipment

1. SIGNIFICANT WORK ACTIONS COMPLETED OVER THE PAST 6-12 MONTHS (continued)

HUMAN PERFORMANCE NRC has received licensing submittal forTSIP.

TSIP technical reviews completed by plant and corporate staff.

1996 Business Plan developed by bargaining unit and management personnel focuses on improvements to human and equipment performance Elevated Fuel handling performance standards by emphasizing procedure adherence and compliance~

and increased training Increased the emphasis on FME controls by increasing the level of management attention and knowledge level of the worker EOUIP.MENf PERFORMANCE "Clean Sweep" activities have met the milestones for 1995 Action plan and funding established to decommission some of the outdated. and difficult to repair radiation monitors Higher standards were employed during the return to service of plant systems during the Unit 1 outage:

Previously acceptable leakage on the diesel generators was not tolerated Additional time was allottted to repair main generator seal oil Performed an extensive flush of the turbine oil system

1. SIGNIFICANT WORK ACTIONS COMPLETED OVER THE PAST 6-12 MONTHS (continued)

EOUIP.MENTPERFOIUvlANCE Replaced control system on all emergency diesel generators Performed extensive repairs to Unit 1 Steam Generators including sleeving, tube re-rolling and plugging*

Replacement of nuclear instrumentation with Gamma-Metrics Circ Water System review completed Supported 7 week NRC safety related review GETTING WORK DONE Instituted the 12-week rolling schedule philospohy to perform work - actual implementation is scheduled for 1/8/96 Developed actions plans to address the requirements of the Maintenance Rule Developed a plan to manage the backlog of safety related PM's

2. SIGNIFICANT PERFORMANCE RESULTS REALIZED OVER THE PAST 6-12 MONTHS HUMAN PERFORMANCE

. EQUIPMENf PERFORMANCE TRAINING MATERIAL CONDITTON "Just in Time" training has enabled the following results:

Reduced the time to perform electrical bus outage surveillances from 3 days to I day Reduced personnel exposure by 40% on the repairs to the guide funnel for the control rod thermal sleeve Identified the need for special tools in the repair ofMasoneilan and Copes Vulcan AOVs Developed a training concept called STORE, "Shift Training on Recent Events". During their training week, the crew reviews the logs from their last five weeks on shift and discuss and critique their response to actual events.

Dramatically improved Fuel Handling performance during the Unit 1 outage with no significantPIFs realized "Fix it Now team has completed 750 actions to date The 400 action items that were identified during the engineering walkdown have been reviewed and prioritized in the work control system "Clean Sweep'; efforts have passed the following milestones:

560 elevation ofTB cleaned, painted, some.

insulation replaced, etc.

Unit 1 and 2 ECCS pumps and cubicles reclaimed to allow entry without protective clothing About 50,000 manhours of work expended from several crafts Approximately $1. 85 million spent Combined Facilities Maintenance Group has completed over 2000 activities to date 154 valves were repacked during the Unit 1 refueling outage utilizing the VPOP method

2. SIGNIFICANT PERFORMANCE RESULTS REALIZED OVER THE PAST 6-12 MONTHS (continued)

HUMAN PERFORMANCE SAFETY Industrial safety rate currently at 0.79. This is the best performance in the last three years.

ELEVATED STANDARDS Regarding FME, QC observations of jobs, during Z2Rl3, 3% of the 782 observations indicatedFME concerns~ during Z 1RI4, 2% of the 1763 observations indicated F:ME concerns No LCO clock violations either during required or voluntary entry into LCO conditions 86 of 196 Operator workarounds have been addressed-Operator workaround is one of the criteria evaluated as part of the 12-week rolling schedule Improved control of plant systems by eliminating human OOS and enforcing the temporary lift procedure EQUIP:rviENTPERFO~CE GETTING WORK DONE Zero overdue safety related PM's, (by 1/1/96) down from the initial data point of 70 Safety system performance rate at 0. 012

3. SIGNIFICANT WORK ACTIONS TO BE COMPLETED BY 4/30/96 HUMAN PERFORMANCE EOUJPMENTPERFO~CE TRAINING/PERSONNEL DEVELOPMENT MATERIAL CONDmON Complete a self-assessment of the Operator training programs Evaluate the type of management development training program that will be used to enhance the first line supervisor (MARC training)

Eleven individuals will have completed the Nuclear Business Leadership class Develop and begin implementation of the Standards and Expectations Seminar for First Line Supervisors Expand the size of the FIN team and use them to evaluate action requests prior to entry into the database Implement the 12-week rolling work schedule on 1/8/96.

Refurbish the following pieces of equipment:

2A AFW pump (LCO Maintenance) 2A Heater Drain Pump OD AB Exhaust Fan Begin removal of IA compressors for installation of new compressor throughout the year

3. SIGNIFICANT WORK ACTIONS TO BE COMPLETED BY 4/30/96 (continued)

HUMAN PERFORMANCE ELEVATE STANDARDS Full implementation of the post-job briefing activity Complete training on the visible ST AR self-check method in the Operating Dept.

Evaluate the lessons learned that were gathered in "real time" from the recent Unit 1 refueling outage -

commitments and corrective actions for some of the items have already been written Implement the results of the Arthur Anderson commitment management study Review and implement the corrective actions that resulted from the Level 2 PIF investigation of the OOS process Evaluate the suggestions to improve outage performance that develop from the first phase of the EdF partnership Implement FPI process for performance data trending Review, revise and/or deyelop Station procedures to support implementation ofTSIP Accomplish the Z2R 14 outage planning milestones EQUIPMENf PERFORlvfANCE GETTING WORK DONE Establish the following measurement standards to evaluate the 12-week schedule:

A decrease in overdue of non-safety related PM's from the initial value of500 no new overdue PM's decrease in the WR backing from the initial.

value of1350 Complete an evaluation of the 1st cycle of 12 Week Rolling Schedule with Lessons Learned Incorporated into 2nd cycle

4. SIGNIFICANT PERFORMANCE RESULTS TO BE REALIZED BY 4/30/96 HUMAN PERFORMANCE Improve industrial safety accident rate (ISAR) ~ 0.5 Improve trend in Operations human performance errors Achieve a goal of 40 days between events Attain less than 3 personnel error LERs Achieve a PCE rate less than 0.9/1000 hours in the RCA Maintain zero overdue investigations and corrective actions Achieve greater than an 88% pass rate on the initial license operator exam EQUIPMENT PERFORMANCE MATERIAL coNDmON Achieve a capacity factor of 90% on Unit 1 Attain Key safety system availability levels at or above industry standards GEITING WORK DONE Improved schedule adherence and as a result, getting more work done no new overdue PM's decrease in the number of backlogged WRs from the initial data point of 1350 decrease by half the number of overdue non-safety related PM's from the initial data point of 500

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