ML17342A392
| ML17342A392 | |
| Person / Time | |
|---|---|
| Site: | Turkey Point  |
| Issue date: | 01/22/1986 |
| From: | NRC |
| To: | |
| Shared Package | |
| ML17342A391 | List: |
| References | |
| NUDOCS 8603030031 | |
| Download: ML17342A392 (41) | |
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TECHNICAL LETTER REPORT SITE SURVEY OF TURKEY POINT UNIT-3 & 4 MAINTENANCE PROGRAM AND PRACTICES FIN 2984 January 22, 1986 gb0303003i pDR ADOCK 0>
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EXECUTIVE
SUMMARY
As part of the U.S. Nuclear Regulatory Commission's (NRC) Maintenance and Surveillance Program's Survey and Evaluation of Maintenance Effectiveness
- Project, a site survey was conducted at the Turkey Point Units 3 8 4 (TP-3&4)
Nuclear Power Plants.
The purpose of the visit was to collect playact maintenance program descriptive information and observations about TP-3&4's maintenance and surveillance
- program, using a formalized data gathering outline (protocol).
The site survey was conducted during the week of December 2,
1985, with a team of three NRC and two Pacific Northwest Laboratory (PNL) staff.
Protocol information was collected in five main areas:
organization and administration;, facilities and equipment; technical procedures; personnel; and work control.
The completed protocol includes the detailed information, while this report contains selected observations and summaries extracted from the completed protocol.
The most recent NRC Systematic Assessment of Licensee Performance (SALP) evaluation assessed the Turkey Point 384 maintenance program as requiring increased attention.
Survey team observations can be summarized as follows:
(I) Maintenance Or anization.
The last major organizational change in the Tur ey Point Maintenance Department occurred in 1979, when the maintenance functions for the onsite fossil and nuclear units were separated.
Since then, the only organizational change has been the
,transfer. of the maintenance trainers from the maintenance departments (electrical, mechanical, and I8C) to the Training Department.
At
- present, the Maintenance Department is moving from a somewhat informal method of carrying out'aintenance.
to a more systematized approach.
For example, major programs are being implemented or planned regarding technical procedures, formal staffing analyses, preventive maintenance, and training.
Some of the new programs extend three to four years into the future, and key maintenance staff are being moved from their usual jobs to work'n these special projects.
Host of the major changes were initiated between June and September of 1985.
(2) Maintenance Goals.
Corrective (CH), preventive (PM), and p d~tt dfi di pl tddi it ti P
d However,'oals regarding these types of maintenance are not yet included in the goal-setting exercises of the maintenance managers and supervisors.
Mhile the plant does track the NUMARC indicators, plant staff are not yet certain how the indicators relate to maintenance program effectiveness.
A Preventive Maintenance Effectiveness Program is being developed to increase the depth of the current program.
The new program will be based on vendor recommendations, regulatory commitments, and previous operating/failure experience.
It will also include predictive monitoring, plant aging effects, operability requirements I'possible
limiting condition of operation (LCO) considerations],
and environmental qualification (E(}) requirements, thereby providing an integrated approach to preventive maintenance.
The stated goal is to increase the effectiveness of the PH program to attain a 70/30 PM/CN ratio (plant personnel estimated the present ratio to be 40/60).
(3) Work Control S stem.
The existing computerized maintenance trac ing system was esigned for cost analysis purposes.
It has not been useful for equipment history, trend analysis, root cause analysis, tracking long-lead-time spares, or for integrating surveillance tests, preventive maintenance, and corrective maintenance.
A new computerized Nuclear Job Planning System (NJPS),
which is to be implemented on a trial basis in December 1985, is being develope'd specifically with the aforementioned functions in mind.
However, full implementation of the system will not occur until the summer of 1987.
A conventional hard copy Plant Work Order (PWO) system is currently the maintenance task control document.
This concept is based on worker problem identification, PWO assembly by craft work planners and schedulers, a supervisory approval chain, maintenance performance by the appropriate craft, and in,the case of safety related or sensitive
- systems, an operability test checkout.
A determination of any effect of a maintenance task on the availability of the effected system, i.e.
when an LCO exists, is made by the on-shift operations personnel.
(4) Facilities and E ui ment.
Considering the unenclosed design of the Turkey Po nt secon ary system, the general housekeeping level of the plant is quite good.
Workshops are small, separated from each other and the plant, and have insufficient laydown space to support the observed workload.
Tool storage outside containment is fudged
- adequate, but inside containment, storage of and access to clean and contaminated tools are insufficien't to prevent delays during shutdowns.
Warehouse facilities are clean and well organized with a clear labeling system.
Delays because of parts unavailability was cited as an impediment to the completion of backfit system repairs.
(5) Maintainabilit.
Laydown areas inside and outside containment are extreme y imite.
Equipment maintainability access, both inside and outside containment, is unsatisfactory because of inadequate initial design layout and is further exacerbated by retrofit components.
(6)
Com onent Labelin.
The results of an extensive labeling program are evi ent t roug out both plants.
High-contrast, color-coded labeling of component's, particularly sensitive electrical
- pannels, facilitate correct identification.
Current valve identification is by stamped metal tags wired to the valve body.
Lack of valve tags was noted throughout the fossil plants and in approximately 1X of the nuclear plant valves (non-critical systems only).
(7) Technical Procedures.
Three types of maintenance procedures are used y maintenance personnel at Turkey Point.
Plant Nuclear Safety Committee (PNSC) approved procedures are used on an estimated 20K
of the maintenance tasks.
Maintenance instructions (not PNSC approved) cover approximately 25K of the gobs.
In the remaining 55X of the )obs, work instructions are simply added to the PWO.
The department has implemented a Procedures Upgrade Program.
A writer's guide, a
verification program, and a validation programall based on INPO guidance are being used to upgrade all the PNSC-approved procedures.
Additionally, all of the maintenance instructions will be changed to PNSC-approved procedures, and some of the add-on work instructions, which are written into the PWO, will be made into PNSC-approved procedures.
This program will not be completed for two more years.
(8) Personnel Turnover.
There are approximately 280 staff in the Maintenance Department at present.
Over the past year and a half the turnover rate for electrical (50X) and I&C (90K) has been quite high.
In addition, the overtime rate has been high, averaging about 40% for craft workers and 30K for supervisory staff.
The gC staff worked 51K overtime in the last outage and average about 20K overtime during normal operations.
All interviewed staff at the plant felt overworked.
A staffing needs analysis is currently underway to determine whether more personnel, including maintenance personnel, are required.
(9) Maintenance Trainin.
In August 1984 a decision was made to attain INPO accre itat on or the maintenance training programs.
At that time most training was discontinued for maintenance workers.
- However, some vendor training has been used and the maintenance staff are being given general system orientation by the operations staff.
Full training is to begin, using a systematically developed
- approach, in January 1986.
INPO accreditation is anticipated by April 1986.
(10)
C Reviews.
All PWOs are reviewed by the gC organization for applica e gC requirements.
All safety-related PWOs contain gC hold points; no non-safety-related PWOs contain gC hold points.
I
TABLE OF CONTENTS Executive Summar Bod of the Re ort A.
General Information B.
Survey Methodology C.
Descriptive Data 1.
Organization and Administration 2.
Facilities and Equipment 3.
Technical Procedures 4.
Personnel 5.
Work Control D.
Conclusions A
endixes 12 16 18 Appendix A - Plant Staff Interviewed During Site Visit A.1 Appendix B - Entrance and Exit Meeting Attendance B.1 Appendix C - TP-354 Plant Data C.1
t t
U.S.
NUCLEAR REGULATORY COMMISSION DIVISION OF HUMAN FACTORS TECHNOLOGY (DHFT)
TURKEY POINT 3 8( 4 NUCLEAR POWER PLANTS SITE SURVEY REPORT A.
GENERAL INFORMATION:
TP-3 Docket No.:
50-250 TP-4 Docket No'.:
50-251 TP-3 License No.:
DPR-.31 TP-4 License No.:
DPR-41 B;
Licensee:
Florida Power
& Light Company P. 0.
Box 029100 Turkey Point Nuclear Plant Miami, Florida 33102 Survey Conducted:
December 2 through December 6, 1985 Team Members:
J. Jankovich,
- NRR, Team Leader R. Correia, IE H. Christensen, RII W. Rankin, PNL D. Jarrell, PNL SURVEY METHODOLOGY:
The NRC has undertaken a program to investigate and, if necessary, initiate measures to improve maintenance in the U.S. nuclear power industry.
A multi-year Maintenance and Surveillance Program Plan (MSPP)
(SECY 85-129) has been prepared to document this program.
The MSPP has two purposes:
(1) Provide direction for NRC efforts to ensure effective maintenance and surveillance and (2) Propose alternate regulatory approaches with respect to maintenance and surveillance activities, if necessary.
The MSPP identifies the technical and regulatory issues to be addressed and directs the integration and planning of NRC's activities to accomplish these ob)ectives.
Phase I of this effort is entitled "Survey and Evaluation of Maintenance Effectiveness."
A ma)or objective of this prospect is to obtain information and assess the current practices of nuclear power plant maintenance and surveillance programs.
A protocol (formalized data gathering outline) was devised for use in the collection of maintenance and surveillance program descriptive data.
Data were collected in five broad categories:
o organization and administration o facilities and equipment o technical procedures o personnel o work control
The attached appendixes contain a list of Turkey Point Units 3 and 4 (TP-3&4) staff who were interviewed, a list of the people who attended the entrance and exit meetings, and a brief summary of descriptive data concerning TP-3&4.
A completed, protocol and the materials/references obtained from the site are part of the HSPP file that will be maintained for data background.
These materials have been cleared by Florida Power Light Company with respect to 10 CFR 2.790 (Public Inspections, Exemptions, Requests for Nthholding).
C.
DESCRIPTIVE DATA 1.
Or anization and Administration a.
General Description From an administrative standpoint, the TP-3&4 Maintenance Department is moving from a somewhat'nformal method of carrying out maintenance to a more formal program.
The transition is evidenced by a number of programs.
For example,'a more programmatic approach is being taken to develop maintenance procedures, a staffing level assessment is currently underway to determine maintenance staffing needs, a more formalized preventive maintenance program is being developed, a
systematic approach to training is being used to implement a program that meets INPO training program standards for the three maintenance areas (mechanical, electrical, and I&C), and a new work order system is being developed.
Most of these changes were initiated between June and September of 1985.
TP-3&4 share a common site with TP-1&2, which are fossil units.
The last major organizational change occurred in 1979, when the maintenance function for the two nuclear units was separated from the maintenance function for the two fossil units.
The biggest organizational change since that time occurred in 1984, when the training function for maintenance moved out of the Maintenance Department into the Training Department.
b.
Specific Observations The organization of the Maintenance Department is straightforward (see Figure 1).
The Maintenance Superintendent reports to the Plant
- Manager, Nuclear and is on the same organizational level as the Plant Nuclear Safety Committee (PNSC) Supervisor, the Training Supervisor, the gC Supervisor, the Technical Department Supervisor, and the Operations Superintendent.
Four people report to the Maintenance Superintendent the Assistant Superintendent Maintenance (mechanical),
the Assistant Superintendent Electrical, I&C Department Supervisor, and the Plant Enhancement Program (PEP)/Generating Equipment Management System (GEMS) Supervisor.
However, at the present time the PEP/GEHS staff are working on developing the new preventive maintenance
- program, so they are functioning as a special projects group.
Within the electrical and mechanical departments, the general strategy is to have a support supervisor, a primary side supervisor, and a secondary side supervisor.
Under the primary and secondary supervisors there are the foremen or chiefs for the day shift, the midnight (mid) shift, and the peak (swing) shift and the planners.
The I&C department has generally the same type of arrangement, although the staff are not separated on the primary and secondary side.
One other difference is that the first-line supervision in
FP8cL Corporate Offices Site Vice President Service Manager, Nuclear Chairman, Safety Engineering Group Q.A.
Director Site Project Manager Plant Admin..
Supervisor Accounting &
Control Salety Engineering Group L
Q.A.
Superintendent Q.A.
Supervisor Construction Superintendent Mechanical Electrical Civil Security Supervisor Q.'A.
Operations Welding Superintendent Fire Protection Supervisor Project Q.A.
Engineer Project and Outage Coordinator Pla'nning 8c Scheduling Cost/Systems Development Q.A. Backfit Project Control Supervisor Planning Supervisor Planner Engineering Planner Cost Supervisor Estimating Supervisor Estimator Project Q.C.
Supervisor Electrical 5 Receipt Mechanical Piping 5 Welding Civiland T/0 Services Supervisor DRCE Supervisor Construction Equip.
Inventory Resources Storekeeper Plant Manager, Nuclear Startup Superintendent Assistant Supt. Startup Field Supervisor Electrical Supervisor Mechanical Supervisor ILC Supervisor Admin. Coordinator Startup Coordinator Site Res. Eng.
Mechanical Eng.
Electrical Eng.
Civil Eng.
IB C Eng.
FIGURE 1.
Turkey Point Organizational Structure
Plant Manager, Nuclear Plant Nuclear Safety Comm. Super.
Maintenance Superintendent QC Supervisor Operations Superintendent Training Superintendent PNSE Coordiantor OP Fsolltstor Elect/IBC Supervisor Mechanical Supenrisor QC Operations Supervisor CTRAC Supervisor Operations 5Uptfvlsor Plant Super. Nuclear OPSMMain. Coot.
Sys. Enhance. Cour.
Reactor SupeMsor Operations Training Supervisor Radiation/Chemistry Training Suoervisor Simulator Supervisor ASSIStant SUDtrlhttfldthl Mslntensnct AssiHanl Supecintendtnt Eftctricat PEPGEMS Superinttndenl IBC bcpl.
Superintendent Chemistry Supenrisor Procedure Upgrade SUDpoft Suptfvlsof Engineering Trainer Purchasing Purchasing/Budget Welding Super.
Secohdacy Supervisor Field Supervisor Foreman Field SUDervlsof Foreman Peat Foreman GEMS Coordinator Primacy Supervisor Fiehl Supenfisor Foreman Field Suptnrisor Foreman Mids Foreman Support Supervisor Projects Supervisor VibfatofyAnaf. Super.
Material Supervisor Production Supervisor Planning S Upefvisor GEMS Planners Primary Field SuptMSOI Chief Electrician MidChief Electrician Secondary Field Chief Electrician Peat Chitt Eltctrician Chief Electrician Suppofl SuptMsof Pfojtct5 SupeMsor Fiefd Supervisor Digital Systems Engineer EngIneer. Trainer Plod. Supecvisor Field Supervisor
. Day Fiefd Supervisor Dsy Field Supenfisor Day Field Supervisor Peatf Field Supervisor Mid Planning Supervisor Material Supervisor GEMS Plsnnec Rsdiochecnistry/S.P.
WTP/CPS Specialist Health Physics Supervisor Admin. Supervisor HPSR Engineer.
AIARASUPerviser HP Operations Super.
Technical Dept. Superintendent Cohfig. ContrOt Supenrisor Systems Performance Supervisor Regulation snd Compliance Supervisor Operations Support Engineer. Supenrisor MSIhtehaflce/
Tech. Supervisor Accreditation Coordhnator PC/N Coordinator Technical instructor Etectricst Instructor Mechanical Instructor ITIC Instructor GEMS Coordiantol FIGURE I (contd)
mechanical (foremen) and electrical (chiefs) is done by members of the bargaining unit, while first-line supervision in IEC is done by exempt supervisory staff.
A single Maintenance Department serves the maintenance function for both Units 3 and 4.
Since Units 3 and 4 are almost identical, the three maintenance departments do not split the work groups so that some groups between Unit 3 and Unit 4.
Building maintenance is done by contractors.
Also, major modifications are carried out by the same contractor (Bechtel) that started at the plant as the engineering and construction firm.
Bechtel supplies the craftworkers, the supervisors, and the guality Control (gC) staff for the major modification work.
Estimates by plant staff of the amount of direct craftworker supervision are as follows:
50X - 70X 40X - 50X 35K - 45K 20X 20X Foremen and Chiefs Field Supervisors Production Supervisors Assistant Superintendents Maintenance Superintendent The Maintenance Superintendent would like for his foremen and chiefs to spent at least 75X of their time doing direct supervision; this goal has yet to be attained.
The field supervisors and above are exempt (non-bargaining unit) staff.
The foremen and chiefs are bargaining unit (union) staff.
The one major difference between the foremen/chiefs and the other union staff is that a grievance may be filed concerning promotion to or demotion from the foreman/chief position but it cannot go to arbitration.
Predictive (PDM), preventive (PM), and corrective maintenance (CM) are defined in plant Administrative Procedures (APs).
Emergency maintenance is not defined, but it is considered to be any maintenance that needs to be done during the week-ends, when no maintenance staff are present unless working overtime.
To carry out emergency maintenance, only the shift supervisor's approval is needed, and the paperwork is done following the repair.
The Maintenance Superintendent indicated that a supervisor is almost always called in along with the journeyman to perform the required task; it was his estimate that a majority of the emergency maintenance is done under supervision.
The Maintenance Department and Operations Department combined budget for 1986 is approximately
$ 69 million.
Of this, the Maintenance Department will receive approximately half, or
$34 million, for their 1986 budget.
The maintenance survey team was told that the Maintenance Department spends approximately 40'f its budget on preventive maintenance and 60X of its budget on corrective maintenance..
However, data given to the team on man-hours and costs associated with preventive maintenance from 1/1/84 through 11/26/85 indicated that 18X of the maintenance staff hours and 12K of the budget were spent on preventive maintenance.
However, the GENS does not allow for a straightforward determination of the cost and man hours associated with both types of maintenance activities.
The Maintenance Superintendent stated that he would like to reach the INPO goal of 70K preventive maintenance and 30X corrective maintenance by 1990.
A Preventitive Maintenance Effectiveness Program is being developed to increase the depth of the current program.
The present system is based on vendor recommendations, regulatory commitments and previous operating/failure experience.
The new program will also include predictive monitoring, plant aging effects, operability requirements (possible LCO considerations),
and equipment qualification requirements.
Maintenance staff are involved in several plant-wide and industry-wide maintenance-related committees.
There is a maintenance representative on the Plant Nuclear Safety Committee, the (Industrial) Safety Committee, the Plant Enhancement Program Committee, the Technical Specifications Study group, the Apprenticeship
- Program, the Spare Parts Study'roup, corporate teams that investiagate the cause of
- SCRAMs, and the Preventive Maintenance study.
In addition, 'Florida Power and Light (FPRL) has a guality Improvement Program ((}IP),
modeled after the Japanese quality circle concept.
- Thus, when a
problem is recognized by a maintenance
- person, a l}IP team is put together to work on a solution in a quality circle manner.
- Finally, the Maintenance Superintendent is'n industry observer on INPO maintenance inspections.
There are two computerized systems used by the Maintenance Department to keep track of the status of maintenance work.
GEMS is primarily a budgeting tool and has not proved to be effective for use as an equipment history tool.
- However, a computerized Job Planning System (JPS) is to be implemented in December
- 1985, on a trial basis.
The JPS is designed to be used, in addition to planning and scheduling work, as a maintenance history file.
The second computerized system is Project 2, which is a scheduling program used for outage planning and scheduling.
One subset of the GEMS program is called the Backlog Program.
In the future, backlog will become part of the JPS.
The assistant superintendents were asled how large their backlog is and how long it would take them to work off their backlog if no new Plant Work Orders were received.
The following information regarding backlog was obtained for 11/15/85:
Number of Non-outage
~k
~kk fl IKC 803 Mechanical 496 Electrical 551 Estimated Time to Work Off Backlo 10 wor ays 10 work days 10 work days The Maintenance Department has full shift coverage of maintenance Monday through Friday.
Maintenance is handled on the weekend through call-outs.
During the week, electrical has 2 crews on day, 1 crew on
- peak, and 1 crew on mid; mechanical has 4 crews on day, 1 crew on
- peak, and 1 crew on mid; and IEC has 3 crews on day, 1 crew on peak, and.1 crew on mid.
During outages, the department moves to a three 10-hour shift coverage Monday through Saturday, and on Sunday work is done on a call-out basis for critical path coverage.
At present,
(}C has shift coverage only on the day shift.
Call-out of a gC person is used to handle QC needs during the other two shifts and on week-ends.
gC approval to carry out work is sometimes given over the telephone.
The plant has a Commitment Tracking Program administered by the gC Department.
They carry out a one-week to two-week look ahead at NRC commitments to make sure that responses to the commitments are kept on schedule.
Communication among the various departments at TP-3M is facilitated by the daily 7:10 a.m. information exchange and planning meeting.
The survey team attended one-of these meetings and observed 37 TP-354 staff, including the Maintenance Superintendent, the ILC, electrical, and mechanical assistant superintendents, the on-coming and out-going shift supervisors, the Technical Department Supervisor, the Operations/Maintenance Coordinator, the Plant Manager, the Chem Supervisor, the HP Supervisor, a construction group representative, and others.
During an outage, this type of meeting is held prior to all three shift changeovers, although the peak shift to midnight shift changeover is not attended by as many people.
Following the 7:10 a.m.
- meeting, a telephone conference call is made that involves Corporate staff, St. Lucie staff, and Turkey Point staff.
The Maintenance SuperIntendent is involved with this conference call.
At present, the Maintenance Superintendent does not hold regularly schedule meetings'ith his assistant superintendents.
There is often a short break between the 7:10 a.m. meeting and the conference call.
The Maintenance Superintendent said that any pressing concerns he needs to talk to his assistant superintendents about are typically discussed in h'is office at that time.
The assistant superintendents do not hold regularly scheduled information meetings with their supervisors.
The Maintenance Superintendent indicated that he plans to begin a Monday afternoon planning meeting to plan the week's work (the daily meeting only looks at that day's needed work) and to begin a Friday afternoon meeting to critique the week's work.
An implementation date for these two meetings has not been set.
An Operations/Maintenance Coordinator position exists for TP-354.
The
position is in the Operations Department.
This person assists the Shift Supervisor by interfacing with the maintenance staff regarding day-to-day activit1es.
However, the Shift Supervisor 1s still responsible for signing off'n the Plant Work Order (PWO)the coordinator is not authorized to perform this function.
The Maintenance Department is presently tracking 6 of the 10 NUMARC indicators via the Performance Monitoring Management Information
- System, which produces a monthly performance report; the other 4 indicators a'e hand calculated.
However, the staff do not yet have a
feel for how the indicators relate to the effectiveness of their maintenance program nor do they have a method for incorporating the indicators in their ind1vidual goal-setting process.
2.
Facilities and E ui ment a.
General Description Considering the unenclosed design of the Turkey Point secondary
- system, the general housekeeping level of the plant is quite good.
Workshops are small, separated from each other and the plant, and with insufficient laydown space to support the observed workload.
Tool storage outside containment is adequate, but in containment, storage of and access to clean and contaminated tools are insufficient to prevent delays during shutdowns.
Laydown areas 1nside the containment are extremely limited.
Equipment maintainability, both in and outs1de containment, is unsatisfactory because of inadequate initial layout and is further exacerbated by retrofit components.
Warehouse facilities are clean and well organized with a clear labeling system.
Delays because of parts unavailability were cited as an impediment to completing backfit system repa1rs.
- b. Specific Observations Extremely crowded working conditions exist in many areas of both the primary and secondary systems of both plants.
Component access is almost-nonexistent in areas where backfit modifications were made in already congested zones.
Of particular note are cable spreading rooms and emergency core cooling piping areas in containment.
Work laydown areas, both inside and outside containment, suffer from the congested design and backfit problems noted above.
Certain areas are further complicated by security modifications around sensitive equipment such as the auxiliary feed system.
The parts warehouse is clean and orderly with clear labeling of items and a separate zone for recieving and QC inspect1on.
Safety related (Q), non-safety related (non-Q) and environmentally qualified (EQ) parts are labeled, but not separated.
No special provisions were made for EQ parts other than standard warehouse a1r condit1oning and shelf life recording.
The inventory is an estimated
$ 16M in parts for both nuclear and fossil plants on site (four plants total).
Turkey Point
10 is a participating member of an inter-utility loan system.
Warehouse parts inventory is tracked using a computerized system that alerts warehouse personnel when an item reaches a preset mi,nimum determined by the Maintenance Superintendent.
In an effort to reduce unneeded parts, a dormant materials evaluation to determine the need for further availability is triggered if an item is not withdrawn in a one year period.
Workshops are clean, but cramped for the existing work force.
The use of outdoor storage and fabrication areas is understandable given the mild climate, but controlled environment work can only be accommodated on a limited basis.
Additionally, the shops are not located near the nuclear unit nor each other.
This 'reflects the site history of fossil operation before nuclear involvment.
Separation of the nuclear and non-nuclear work facilities is planned for September
- 1986, when the
,new maintenance building's.to be completed for the nuclear
'aintenance Department.
This will place the central shops in close proximity to each other and to the nuclear units.
Lack of available parts was a recurrent theme during discussions of work backlog.
- However, warehouse personnel claimed that lack of an inventory part had never been responsible for preventing the completion of a maintenance task.
Further discussion with the Maintenance Superintendent revealed the difficultyto be exclusively in backfit systems.
Initiation of retrofit system installation had not been "coincident with ordering of spares for these systems.
Therefore, parts were not available for repairing retrofit components.
An attempt is currently being made to order all manufacturer recommended spares concurrent wit/ installation of backfit components.
The results of an extensive labeling program is evident throughout both plants.
High-contrast, color-coded labeling of components, particularly sensitive electrical panels, facilitate correct identification.
A second phase of this program, to be completed by mid-1987, is to provide similar identification on all valves and major pipe networks in the plant.
Current valve identification is by stamped metal tags wired to the valve body.
Lack of valve tags was noted throughout the fossil plants and in approximately 1X of the nuclear plant valves (non-critical systems only).
Contaminated storage is not a problem at Turkey Point because of the capacity of special onsite buildings constructed to house defective steam generators that have been removed from the plants.
The polar crane was cited as the critical path limiting piece of equipment during outage.
Storage space for contaminated tools was ranked second.
The electricians, especially, were dissatisfied with contaminated tool storage.
11 3.
Technical Procedures a.
General Description The Procedures Upgrade Program (PUP) is presently being implemented.
This program is upgrading presently used PNSC-approved procedures and is changing maintenance instructions into PNSC-approved procedures.
The PUP uses a writer's guide based on INPO guidelines.
Each procedure is formally verified and validated before its first use in the field.
At present, procedural compliance is seen by plant personnel as one of the greatest problems within the Maintenance Department.
b.
Specific Observations At present, three types of maintenance procedures are used by the maintenance staffPNSC-approved procedures, maintenance instructions, and directions given in the work description portion of the PWO.
Only the PNSC-approved procedures go through a formal approval program.
The maintenance instructions are typically kept on file and added to appropriate work packages.
The directions given in the work description portion of the PWO are prepared by the planner during the PWO development.
Estimates of the frequency-of-use for the three types of procedures for the three maintenance departments (provided by the assistant superintendents) are as follows:
Procedure T
e PNSC-approve proce ure Maintenance instructions Work description I&C Electrical 25X 20K 25X 30K 50K 50K Mechanical 10X lOX 80X The
- PUP, based largely on INPO guidance and good practices, was instituted about 1 1/2 years ago and will continue for approximately 2
more years.
The program uses subject matter experts and technical writers to develop and write the procedures, a writer's guide to specify format and writing style, a verification program, and a
validation program.
Procedure verification and validation are carried out before the first use of the procedure in the field.
The PUP is being carried out through a contractor (Avdanced Technology, Inc.).
The contractor presently has 8 staff working on the program; these staff provide both technical and writing expertise.
In addition, TP-354 staff are used as subject matter experts in developing the procedures.
An additional 7 contractors will be hired and used to write PM procedures once the PM program needs have been defined.
All PH procedures will become PNSC-approved procedures.
The present program involves rewriting all PNSC-approved procedures and rewriting all maintenance instructions to become PNSC-approved procedures.
Some portion of the work description procedures will
- also, on a case-by-case determination basis, be turned into PNSC-approved procedures.
12 4.
Personnel a.
General Description At present, there are approximately 280 exempt and craft staff in the Maintenance Department.
A formal staffing needs analysis tb analyze staffing needs for 1986 and beyond has just begun.
Over the past year and a half, turnover has been quite high for electrical and I&C craftsmen.
In addition, the overtime rate has been around 40K for craft and 30X for exempt staff over the same time period.
Turkey Point has a documented appraisal system for exempt staff, and raises are tied directly to the appraisal.
There is a three 8-hour shift
'aintenance coverage Monday through Friday, and call-outs are used on the weekends.
During outages, the plant moves to a three 10-hour shift coverage Monday through Saturday, and call-outs are used on Sunday for coverage of critical path items.
Almost all of the mechanics, half of the electricians, and almost none of the I&C technicians are recruited locally.
Before August 1984, maintenance training was done within the maintenance departments and was given low priority.
In August 1984, a decision was made to attain INPO accreditation.
Much of the training was discontinued at that time to focus on the accreditation process.
Training, based on a systematic approach, will resume fully in January, 1986.
The training goal is to provide 200 hours0.00231 days <br />0.0556 hours <br />3.306878e-4 weeks <br />7.61e-5 months <br /> of training per year for maintenance personnel.
b.
Specific Observations At present there are 278 staff in the Maintenance Department.
In addition to the Maintenance S'uperintendent, the 3 assistant superintendents, and -the 2 PEP/GEMS planners, the other 272 staff are categorized by position and craft as follows:
Staff T e
1&C Electrical Mechanical Supervisors 15 Foremen/Chiefs 0
Journeymen/Apprentices 42 Helpers 0
8 5
35 0
11 8
92 56 In addition to the above I&C staff, authorization for 16 more hires was just given by Corporate to the TP-3&4 Maintenance Department.
- However, 10 of these staff are not permanent additions to the TP-3&4 maintenance staff (they are called "floaters" at the plant).
FP&L has a job classification called "itinerant."
These are staff who have agreed to move to FP&L-owned facilities on an as-needed basis (usually for outages),
but are stationed at a particular plant when not needed for itinerant work.
Forty-eight of the maintenance staff have the itinerant classification at TP-3&4.
TP-3&4 typically calls in 80-100 itinerants during outages to supplement their staff, and
'ontractors can be hired to supplement the staff even further during outages.
~
~
13 There are 6 gC staff involved with the gC of maintenance work.
The staff estimates that they need approximately 13 staff total so that they can adequately cover the peak and mid shifts.
The last formal staffing needs analysis at Turkey. Point was carried out in 1978.
A new. needs analysis was begun the week of the site visit to determine needed hires in 1986.
The analysis is done by the Corporate Hanagement Services group.
TP-3&4 craft staff are represented by the International Brotherhood of Electrical Workers (IBEW).
However, Florida is an open shop state, so craft workers are not required to belong to the union.
All new hires of bargaining unit staff are placed into the helper category.
Advancement into the apprentice classification (for all three maintenance departments) is achieved on a bid basis and decided by seniority.
Once an apprentice has passed all the requirements to become a Journeyman, he is automatically promoted to that position.
Turnover in the past year and a half was estimated to be 10X for the mechanical department, 50X for the electrical department, and 90X for the I&C department.
This high turnover creates a concern regarding reliance on the skill-of-craft, and reinforces the need for more training as well as the use of well-developed maintenance procedures.
Turnover is attributed to the location of the plant, some of the social problems.that are evident in the area, a high overtime rate, and the pressures of working in the nuclear industry.
The overtime rates in the Maintenance Department are as follows:
Staff T e
8/17/84-12/P 1/84 12/21/84-8/30/85 Bargaining Un t 41.0X 38.5X Monthly Exempt 32.6X 27.7X The Maintenance Superintendent indicated that he would like to limit a work day to 10 hours1.157407e-4 days <br />0.00278 hours <br />1.653439e-5 weeks <br />3.805e-6 months <br />, which would mean an approximately 25X overtime rate.
Everyone interviewed at TP-3&4 felt that they were overworked.
. In addition, gC inspectors worked 51X overtime during the last outage.
. They average 20X overtime during normal operations.
All maintenance personnel, except the Maintenance Superintendent, can draw overtime pay.
The assistant superintendents get straight time pay for any overtime beyond 8 hours9.259259e-5 days <br />0.00222 hours <br />1.322751e-5 weeks <br />3.044e-6 months <br /> (i.e., they work the first 8 hours9.259259e-5 days <br />0.00222 hours <br />1.322751e-5 weeks <br />3.044e-6 months <br /> of overtime without pay).
The supervisors get straight time pay for any overtime.
The foremen get 1.5X their salary for regular overtime, 2X their salary for working on what was to be their second day of rest (i.e., typically Sunday),
and 2X their salary after 16 hours1.851852e-4 days <br />0.00444 hours <br />2.645503e-5 weeks <br />6.088e-6 months <br /> of continuous work.
Turkey Point uses a documented, formal appraisal system for the exempt staff.
The results of the appraisal are directly tied to the salary action.
Turkey Point also has a formal system for handling employee suggestions through a suggestion box.
Suggestions dropped into the box go directly to the corporate office for evaluation and then come
'ack to the plant for further evaluation.
Honetary rewards are given
($25 minimum) for suggestions that are implemented.
In terms of recruitment into the Maintenance Department, less than 1X of the bargaining unit staff come from other departments at Turkey Point. It was estimated that approximately lOX of the mechanics, less than 10X of the electricians, and 1X to 2X of the IEC technicians are recruited from other plants within FPRL.
In terms of local recruitment, it was estimated by the Haintenance Superintendent that almost 100X of the mechanics are recruited locally, about half of the electricians are recruited locally and nearly OX of the IEC technicians are recruited locally.
As indicated above in the turnover rate figures, Turkey-Point has had trouble maintaining its IKC technicians.
Host of the ISC technicians have to be recruited from the navy or from community colleges, given their educational/training requirements before hire.
A written mechanical aptitude test and an agility test are used for selection of new hires (new hires usually go into the mechanical helper category, except for those who will be ILC technicians).
References and credentials are verified for the potential hires by the corporate Personnel Department.
It was estimated that the Haintenance Department makes use of approximately one full time equivalent from corporate for personnel matters (mostly writing position descriptions,
)ob descriptions, and carrying out the initial screening for the hires).
Before August 1984, training was cari ied out by one training person in each of the three maintenance departments (I8C, electrical, and mechanical).
Up to that time, maintenance craft workers spent about 5X of their time in training.
Training was given low priority and craft workers were often pulled from scheduled training to complete maintenance work.
In August 1984, a decision was made to end most maintenance training and to concentrate on receiving INPO accreditation for mechanical, electrical, and I8C training.
Since that time, the only training has been vendor-supplied training or systems training provided by the operations trainers.
The systems training for maintenance workers is seen by the survey team and athe maintenance supervisory staff as a very good idea, especially since some of TP-3M's maintenance-caused trips were attributed to maintenance craft workers'nfamiliarity with systems and system interrelationships.
gC staff receive little or no training at the present time.
- However, the gC staff are developing a list of the types of training that they would like to receive.
They hope to have it approved by plant management.
15 There are presently four maintenance training instructors plus one supervisor.
Two more hires one each for electrical and 18C have been approved.
The maintenance training supervisor would like to add one more ISC trainer and one more mechanical trainer beyond the approved hires.
A systematic approach to training is being used in order to receive INPO accreditation.
The approach is based almost 100'n the INPO training program documents for maintenance.
Many of the new maintenance classes suggested by INPO have been developed.
Maintenance training will begin anew on January 6, 1986.
The INPO accreditation may come by April 1986.
The stated goal for training under the INPO-accredited program is for each maintenance staff member to spend approximatley 200 hours0.00231 days <br />0.0556 hours <br />3.306878e-4 weeks <br />7.61e-5 months <br /> per year in training.
When maintenance training begins next January, craftsmen will first be iven some specific training (listed below) and then the continuous recurrent) training program will be'gin.
Immediate training (as the specific training is referred to at the plant) that will begin in January includes:
Mechanical Electrical I&C System Trng.
System Trng.
System Trng.
Motor Operated New Inverter Trng.
Aux. Feedwater Valve Trng.
Motor Operated Nitrogen Backup Sys.
Thread Engagement Valve Trng.
Mitigation of Suction Pump Core Damage Residual Heat Basic Loop Theory Removal System Valve Setup (Vulcan)
Seals Trng.
Drawing/prints Trng.
The immediate training is estimated to take 18 weeks for electrical, 20-22 weeks for mechanical, and 26 weeks for ILC.
At present, Turkey Point does not have a formal on the gob training (OJT) program.
OJT is now performed for specialty gobs, infrequently performed gobs, and as a performance test for some classroom training.
A formal OJT program, using INPO guidance, will be developed after the classroom training is begun.
However, only the Journeymen will go through the OJT program.
Apprentices go through the union apprenticeship program and will then take the Turkey Point OJT program once they have become Journeymen.
Selected maintenance staff will be given training to become OJT evaluators.
At present, there are no classrooms dedicated to maintenance training.
When maintenance training begins in January 1986, the training will take place in the Cutler Plant (fossil), which is about 15 miles north of Turkey Point.
However, the new maintenance building, which is to be completed in the Fall of 1986, will have the following facilities dedicated to maintenance training:
4 classrooms (20' 30'),
1 lab per discipline (electrical, mechanical, and IKC), 1 training bench area per discipline, a 30' 60'hop area to be used by all
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16 disciplines, 1 storage
- room, a library, a file room, offices for the maintenance
- trainers, an instructor preparation
- room, and a lunch room (shared by all).
5.
Work Control
- a. General Description During the performance of maintenance
- tasks, the Plant Work Order (PWO) document controls the task requirements.
The concept is based on problem identification by an operator or craft worker, work order assembly by a craft work planner and work scheduler, craft maintenance performance, and in the case of safety or sensitive
- systems, a
surveillance test checkout of operability.
A major advance in the method of controlling and tracking the work process is being developed around the use of a centralized computer.
This concept is in its inception at Turkey Point; a two-system pilot program (on the feedwater and condensate systems) is currently being tested.
Full
. implementation of this system is not expected on a plant-wide basis until the second quarter of 1987, with peripheral functions, such as automatic machinery history and trend analysis, to follow one year later.
- b. Specific observations All personnel at the Turkey Point plant are encouraged to initiate PWOs to correct perceived plant deficiencies.
It was estimated that 85X of all PWO initiation is generated by operations personnel during their normal rounds.
No formal feedback mechanism exists to inform the originator of work completion, but most plant personnel questioned said that they checked for response or were apprised by their shift supervision of the performance schedule.
Maintenance task priorities are established by operations and are not generally modified by planners or schedulers.
The categories of maintenance priorities are as follows:
PRIORITY AA A
B C
D E
CLASSIFICATION EMERGENCY VITAL SAFETY EQUIPMENT VITAL TO UNIT AVAILABILITY IMPORTANT OT UNIT AVAILABILITY MISCELLANEOUS PLANT EQUIPMENT HOUSEKEEPING AND SUPPORT Operators maintain an awareness of the status of a maintenance job in progress through the shift operators'og.
No job status board is maintained in the control room during a shutdown.
While no dissatisfaction with maintenance quality was expressed by the operators, a perceived lack of available manpower was expressed by several individuals.
17 A determination of the effect of a maintenance task on system availability, i.e.
when a limiting condition of operation (LCO) exists, is made by the on-shift operations personnel.
All PWOs are reviewed by the gC organization for applicable gC requirements.
All safety-related PWOs contain gC hold points.
Current gob statistics are compiled on the GENS computer system.
This system was intended as an accounting tool, but has been utilized by planning and scheduling personnel as an information data base.
A ma)or transition from the current PWO system to a computer based Nuclear Job Planning System (NJPS) has )ust begun a pilot run on two primary plant systems.
This system is to utilize an off-site main frame computer to assist an eleven man crew in assembling and tracking the completion of maintenance tasks.
Currently, each craft has its own planning/scheduling (P/S) personnel.
Following the implementation of the progr'am portion of this task in the second quarter of 1987, a
centralized P/S group will perform this function around a total equipment data base on the main frame.
All reference
- drawings, radiation work permits, applicable procedures and environmental qualification requirements will be recovered from a file of the individual component.
A production version, which is to be operational by the second quarter of 1988, will include full machinery history capabilities and system clearance control.
18 D.
CONCLUSIONS Conclusions are provided below for the five main protocol areas.
Or anization and Administration.
The last major organizational change in t e Tur ey Point Maintenance Department occurred in 1979, when the maintenance functions for the onsite fossil and nuclear units were separated.
Since then, the only organizational change has been the transfer of the maintenance trainers from the maintenance departments (electrical, mechanical, and ILC) to the Training Department.
At present, the Maintenance Department is moving from a somewhat informal method of carrying out maintenance to a more systematized approach.
For example, new programs are being implemented or planned regarding technical procedures, formal staffing analyses, preventive maintenance, and training.
Some of the new programs have long lead times for full implementation, and key maintenance staff are being moved from their usual job to work on the special projects discussed above.
Corrective, preventive, and predictive maintenance are defined in plant APs.
However, goals regarding these types of maintenance are not yet included in the goal-setting exercises of the maintenance managers and supervisors.
While the plant does track the NUMARC indicators, plant staff are not yet certain how the indicators relate to maintenance program effectiveness.
A Preventive Maintenance Effectiveness Program is being developed to increase the depth of the current program.
The new program will be based on vendor recommendations, regulatory commitments and previous operating/failure experience.
It will also include predictive monitoring, plant aging effects, operability requirements (possible LCO
'considerations),
and environmental qu'alification requirements.
The stated goal is to increase the effectiveness of the PM system to attain a 70/30 PM/CM ratio (the present ratio is 40/60).
The existing computerized maintenance tracking system was originally obtained for cost accounting purposes.
It has not been useful for equipment history and trending information, for root cause analysis, for tracking,long-lead-time spares, or for integrating surveillance tests, preventive maintenance, and corrective maintenance.
A new computerized Nuclear Job Planning System, which is to be implemented on a trial basis in December 1985, is designed to automate the generation of PWOs as well as to accomplish the aforementioned ancillary needs of the maintenance program.
However, full implementation of the system will not occur until the summer of 1987.
Communication among departments at Turkey Point is facilitated by daily information exchange meetings of upper level plant supervision.
- However, there are no formal communication meetings for carrying communications
'own the maintenance supervisory chain to the crafts.
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19 Facilities and E ui ment.
Considering the unenclosed design of the Turkey Point secon ary system, the general housekeeping level of the plant is quit'e good.
Workshops are small, 'separated from each other and the plant, and have insufficient laydown space to support the observed workload.
Tool storage outside containment is adequate, but inside containment, storage for and access to clean and contaminated tools are insufficient to prevent delays during shutdowns.
Warehouse facilities are clean and well organized with a clear labeling system.
Delays because of parts unavailability (specifically, for retrofit components) was cited as an impediment to the completion of backfit system repairs.
Laydown areas inside and outside containment are extremely limited.
Equipment maintainability, both inside and outside containment, is unsatisfactory because of inadequate initial layout and is further exacerbated by retrofit components.
Safety related, non-safety related and environmentally qualified (Eg) parts are labeled, but not separated.
No special provisions are made for Eg parts other than standard warehouse air conditioning and shelf life recording.
Compared to several other plants surveyed, the overall parts inventory is small, with an estimated 516M in parts for all nuclear and fossil plants onsite (four units total).
Turkey Point is a participating member of an inter-utility loan system.
The results of an extensive labeling program is evident throughout both units.
High-contrast, color-coded labeling of components, particularly sensitive electrical panels, facilitates correct identification.
Current valve identification is by stamped metal tags wired to the valve body.
Lack of valve tags was noted throughout the fossil plants and in approximately 1X of the nuclear plant valves (non-critical systems only).
The polar crane is the most critical path-limiting piece of equipment during outages.
Storage space for contaminated tools is ranked second.
Technical Procedures.
Three types of maintenance procedures are used by ma ntenance personnel at Turkey Pointprocedures approved by the Plant Nuclear Safety Committee (PNSC-approved procedures),
maintenance instructions (which do not require PNSC approval),
and instructions that are written into the work description portion of the PWO.
At present, over half of the maintenance gobs are guided only by instructions written into the Plant Work Order by a planner.
The maintenance department is in the middle of a Procedures Upgrade Program.
A writer's guide, a
verification program, and a validation program all based on INPO guidance are being used to upgrade all the PNSC-approved procedures.
In addition, all of the maintenance instructions will be changed to PNSC-approved procedures, and some of the add-on instructions, which are written into the Plant Work Order, will be made into PNSC-approved procedures.
This program will not be completed for two more years.
Personnel.
There are approximately 280 staff in the Maintenance Department at present.
A staffing needs analysis is currently underway to determine whether more staff are needed.
Over the past year and a half
20 the turnover rates for electrical (50X) and ILC (90X) have been quite high.
In addition, the overt1me rates have been high, averaging about 40K for craft workers and 30X for supervisory personnel.
gC personnel worked 51K overtime in the last outage and average about 20X overtime during normal operations.
All interviewed personnel at the plant felt.
overworked.
The Maintenance Department has full coverage (three 8-hour shifts)
Monday through Friday.
Call-outs are used to handle work on the weekend.
During
- outages, the plant moves to three 10-hour shifts Monday through Saturday.
Call-outs are used to handle critical path items on Sunday.
At present, gC has coverage only on the day shift, and call-outs are used at other times.
In August 1984, a decision was made to attain INPO accreditation for the maintenance training programs in August, 1984.
At that time, most training was discontinued for maintenance workers.
Some vendor training has been
- used, and the operations tra1ning staff has provided maintenance staff with some needed general systems training.
Full maintenance staff training is to begin, using a systematically developed approach to tiaining, in January 1986.
INPO accreditation is anticipated by April 1986.
The train1n'g goal 1s to provide 200 hours0.00231 days <br />0.0556 hours <br />3.306878e-4 weeks <br />7.61e-5 months <br /> of instruction per year for all maintenance personnel.
Work Control.
During the performance of maintenance
- tasks, the PWO 2 <<1 th k
qd Th p
t b*d p
b1 1dent1fication by an operations or ma1ntenance
- person, work order assembly by a craft work planner and work-scheduler, a supervisory approval
- chain, craft maintenance performance, and in the case of safety or sensitive
- systems, a surveillance test checkout of operability.
Maintenance task prior1ties are established by operations and are not generally modified by planners or schedulers.
A determination of the.effect of a maintenance task on system availability 1s made by the on-shift operations personnel.
All PWOs are reviewed by the gC organization for applicable gC requ1rements.
All safety-related PWOs contain gC hold points; no non-safety-related PWOs contain gC hold points.
A ma)or transit1on from the current PWO system to a computer based Nuclear Job Planning System (NJPS) has gust begun a pilot run on two primary plant systems (feedwater and condensate).
The NJPS is to utilize the offsite corporate ma1n frame computer to assist an eleven man crew 1n assembling and tracking the completion of maintenance work tasks.
The plant wide program portion of this task, which will be implemented 1n the second quarter of 1987, will center around a complete equipment data base on the main frame.
A full product1on version, which will be operational by the second quarter of 1988, will include machinery history capabilit1es and system clearance control.
APPENDIXES A.
Plant Staff Interviewed During the Site Visit.
B.
Entrance and Exit Meet)ng Attendance.
C.
TP-3&4 Plant Data
t
A.1 Appendix A - PLANT STAFF INTERVIEWED DURING THE SITE VISIT Maintenance Supt.
Q. A. Supt.
Supv.
System Planning I&C Dept. Supv.
Acting Q. C. Supv.
Q.
C. Mechanical Supv.
Maint./Tech. Training Supv.
Acting Asst. Main. Supt. Elec.
Asst. Supt. Elect.
Asst. Supt.
Mech. Main.
GEMS Coordinator Advanced Technology, Inc.
Opns./Maint.
Coord.
Operations Supv.
System Performance Supv.
Tech. Dept. Supv.
NPRDS Lead Engineer Configuration Control Supv.
Primary Supv.
Mech.
Mechanical Foreman Mechanic Mechanic 18C Field Supv.
Day Chief Electrician Electrician Electrician J.
R.
J.
E.
R.
R.
C.
0.
W.
R.
R.
G.
J.
T.
B.
K.I.
E.
J.
T.
B.
H.
B.
R.
E.
G.
W. Kappes J. Acosta J.
Thomas F. Hayes H. Reinhardt J. Earl D. Kelly E. Suero R. Williams Longtemps A. Hawkes Wody D. Webb A. Finn A. Abrishami L. Jones J. Rioseco A. Suarez Kenny McNamara Sayers Blonder Sharp Proctor Carrasquillo Edwards
B.1 Appendix B - ENTRANCE AND EXIT MEETING ATTENDANCE Entrance Meeting Attendance (12-2-85 / 10:00 AM)
FPL Site Vice-President - C. M. Wethy Plant Manager, Nuclear-H. T. Young Maintenance Supt.-J.
W.,Kappes Operations Superintendent-D.
Grandage QA Superintendent
- R. J. Acosta Oper. Supervisor, Nuclear - T. A. Finn Licensing Supervisor - J. Arias Jr.
Site Licensing - R. L. Teuteberg Supv.
System Planning - J. J.
Thomas SEG Chairman - D. W. Haase Lic.. Ops.
Supv. - D. Chancy I&C Supervisor - E. F. Hayes Mech. Asst. Supv.-
R. A. Longtemps Services Mgr.
N - J.
P. Mendieta Tech. Dept. Supv.-
K. L. Jones Backfit Construction - D. M. Coleman Nuc. Maint. Trng.- C. D. Kelly Construction - J. Marchese Startup Engr. - L. C. Huenniger Supv. Elec. Maint. - 0.
E. Suero Asst. Supt. Elec. - W. R. Williams NRC H.Q.
Team Leader-J.
P. Jankovich Resident Inspector - D. R. Brewer H.Q. I&E - R. P. Correia R II Operations - H. 0. Christensen Exit Meeting Attendance (12-6-85 / 9:00 AN)
FPL Site Vice-Pres. (Acting) - C. J.
Baker "Plant Manager, Nuclear-H. T. Young Maintenance Supt.-J.
W. Kappes Operations Superintendent-D.
Grandage QA Superintendent - R. J. Acosta Oper. Supervisor, Nuclear - T. A. Finn Licensing Supervisor - J. Arias Jr.
Site Licensing - R. L. Teuteberg Supv.
System Planning - J. J.
Thomas SEG Chairman - D. W. Haase Licensing Engr. - P. L. Page I&C Supervisor - E. F. Hayes Mech. Asst. Supv. - R. A. Longtemps Services Mgr.-N - J.
P. Mendieta Tech. Dept. Supv. - K. L. Jones QC Act. Supv. - R. H. Reinhardt Nuc. Maint. Trng. - C. D. Kelley Stores Supv. - R. L. Cash QC Insp.
Group - R. J. Earl Supv. Elec. Maint. - 0.
E. Suero Asst. Supt. Elec. - W. R. Williams NRC g.Q.
Team Leader - J.
P. Jankovich Resident Inspector - D. R. Brewer H.Q. I&E - R. P. Correia R II Operations - H. 0. Christensen MSS Section Leader - G. Cwalina PNL PNL Sr. Research Sci. - W. L. Rankin Sr. Devel. Engr. - D. B. Jarrell Sr. Research Sci. - W. L. Rankin Sr. Devel. Engr. - D. B. Jarrell
I RR I
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Appendix C TP-3&4 PLANT DATA Specific data about TP-3&4 includes:
Type
- Capacity, Hw Net Condenser Cooling Hethod Condenser Cooling Water Reactor Supplier Turbine-Gen. Hfr.
Engineer Constructor Construction Permit Operating License Critical First Time Commercial Operation Host Recent SALP Ratings (SALP Rept 250-251/85-01
, Haintenance Surveillance guality Program TP-3 PWR 728 Bay Canals West.
West.
Bechtel Bechtel 4-27-67 7-19-72 10-20-72 12-14-72 for July 7, 1985 3
2 3
West.
Bechtel Bechtel 4-27-67 4-10-73 6-11-73 9-73
- October 1, 1984)
SALP Performance Categories - Definition Cate or 1:
Reduced NRC attention may be appropriate.
Licensee management attention and involvement are aggressive and oriented toward nuclear safety; licensee resources are ample and effectively usec so that 'a high level of performance with respect to operational safety or construction is being achieved.
I:
RRC ti R lit I
I d
11 I
LI management attention and involvement are evident and concerned with nuclear safety; licensee resources are adequate and reasonably effective such that satisfactory performance with respect to operational safety or construction is being achieved.
~Ct I: RttllRC dll tt tl R Idt t
d.
Li management attention or involvement is acceptable and considers nuclear safety, but weaknesses are evident; licensee resources appear to be strained or not effectively used so that minimally satisfactory performance with respect to operational safety or construction is being achieved.