ML17345A879
| ML17345A879 | |
| Person / Time | |
|---|---|
| Site: | Seabrook  |
| Issue date: | 05/25/1988 |
| From: | Chilk S NRC OFFICE OF THE SECRETARY (SECY) |
| To: | |
| References | |
| CON-#288-6402, FRN-53FR16435, RULE-PR-50 OL-1, NUDOCS 8806030088 | |
| Download: ML17345A879 (39) | |
Text
NUCLEAR REGULATORY COMMIS; ION 10 CFR Part 50 Emergency Planning and Preparedness Requirements for Nuclear Power Plant Fuel Loading and Initial Low-Power Operations AGENCY:
Nuclear Regulatory Commission ACTION-Proposed Rule:
Extension of comment period.
SUMMARY
The Nuclear Regulatory Commission has published proposed amendments to its regulations to establish more clearly what emergency planning and preparedness requirements are needed for fuel loading and low power operation of nuclear power plants.
53 FR 16435, May 9, 1988.
The notice of proposed rulemaking stated that the comment period would expire on June 8,
1988.
The Commission has received several requests for the extension of the comment period.
After considering the requests, and the reasons stated therein, the Commission has decided to extend the comment period for an additional fifteen days.
DATES:
The comment period has been extended and now expires on June 23, 1988.
Comments filed after this date will be considered if practical to do so, but only those comments filed on or before June 23 can be assured of consideration.
ADDRESSES:
Comments may be sent to the Secretary of the Commission, Attention:
Docketing and Service Branch, U.S.
Nuclear Regulatory Commission, Washington, D.C.
20555, or may be
hand-delivered either to the Office of the Secretary, U.S.
Nuclear Regulatory Commission, 11555 Rockvill'e Pike, Rockville, Maryland
- 20852, between the hours of 7:30 a.m.
and 4:15 p.m.
weekdays or the Public Document
- Room, 1717 H Street, N.W.,
Washington, D.C.
- 20555, between the hours of 7:45 a.m.
and 4:30 p.m.
FOR FURTHER INFORMATION CONTACT:
James R. Wolf, Office of the General
- Counsel, U.S. Nuclear Regulatory Commission, Washington, D.C.
20555; telephone (301) 492-1641, or Michael T. Jamgochian, Office of Nuclear Regulatory Research, U.S. Nuclear Regulatory Commission, Washington, D.C.
20555; telephone (301) 492-3918.
Dated at Rockville, Maryland this 25th day of May, 1988.
,Fo the Nuclear Regulatory Commission.
amuel J. Ch'lk Secretary of he Commission
FLORIDAPOWER St LIGHTCOMPANY July 11, 1986 L-86-279 Mr. Lando W. Zech, Jr.,
Chairman U. S. Nuclear Regulatory Commission Washington, D.
C.
20555
Dear Mr. Chairman:
Re:
Turkey Point Units 3
8 Docket Nos.
50-250 K 50-251 I understand that the Nuclear Regulatory Commission will testify on July 16,
- 1986, before the House Subcommittee on Energy and
- Commerce, updating May 22 hearings on management problems at nuclear facilities.
FPL's Turkey Point units were referred to at the May 22 hearings; aeeordingly, I thought't would be helpful to summarize some of the major improvements which FPL has made in the management and operations of these units.
Earlier this
- year, I
was able t;o visit with Mr.
Stello to outline a
comprehensive program of steps aimed at supporting and enhancing nuclear operations at Turkey Point.
These were documented in a
lett;er to Mr. Stello, dated February 28, 1986.
Many of the initiatives then planned have been accomplished; others are nearing completion.
These measures have already had a
positive effect on plant operation
'and reliability.
I expect these are among "the reasons why Commissioner
- Bernthal, in testifying before the Subcommittee on May 22,
- 1986, was able to note that "we feel that Turkey Point is improving."
The purpose of this letter is to update the information previously furnished to Mr.
Stello and to otherwise assist in connect'ion with such matters as may arise concerning Turkey Point at the hearings on July 16.
These activities are summarized below and in the enclosed FPL brochure -"Nuclear Performance Report For 1985."
I.
Management FPL's Nuclear Energy Department, which is responsible for the operation and maintenance of the St.
Lucie and Turkey Point units, consists of 1362 employees.
Each plant is headed by a Site Vice President
- which, in the case of PEOPLE... SERVING PEOPLE
Turkey Point, is Mr. Cecil M.
- Wethy, a
seasoned executive who brings to his position seven years of highly successful performance as Plant Manager of our St.
Lucie Plant.
Mr.
Wethy reports to Mr.
Joseph
- Dickey, our Vice President of Nuclear Operations, who has eighteen years of experience in fossil and nuclear operations at FPL.
Mr.
Dickey and the entire Nuclear Energy Department are under my supervision as Group Vice President Nuclear Energy.
As you know, I report directly to the Executive Vice President of FPL.
The management structure of the Nuclear Energy Department with brief resumes of key personnel will be found at the back-leaf of the enclosed brochure.
We have completed the organizational restructuring at Turkey Point which we described to Mr. Stello earlier this year.
Approximately 100 design and systems engineers have been added to the Turkey Point
- site, reporting to an experienced FPL engineering site manager.
The engineering site manager reports directly to the Site Vice President.
At the time of our discussion with Mr. Stello, we had initiated an intensive management development program involving cross-training of
-personnel and progressive enlargement of their management
'esponsibilities.
Approximately 15 persons have completed the program; 15 more are scheduled to attend the program during the remainder of this year.
II.
Quality Improvement The first task of management is to assure quality in every aspect of FPL's operations.
This is a
corporate-wide commitment in which FPL's Nuclear Energy Department has played a lead role.
I The Quality Improvement Program (QIP) is based on an adaptation of techniques which have been integrated in Japanese industry.
A number of Nuclear Energy Department personnel visited Japan in 1985
- and, on their
- return, incorporated many of the Japanese concepts with the obgective of attaining higher quality standards in FPL's nuclear operations.
These concepts emphasize the use of data analysis to assign priorities, determine root causes of problems and formulate corrective actions.
In
- June, 1986 FPL received the EEI's Edison Award in. recognition of its Quality Improvement Program "for distinguished contribution to the development of the electric and power industry".
We believe that implementation of Che QIP program at Turkey Point is substantially responsible for improvement in significant performance indicators, including reduced equipment failures and unplanned challenges to protective systems.
III.
Performance Enhancement Program Our Performance Enhancement Program (PEP) is a "living action plan" initiated in 1984 and Chen consisting of approximately 200
,tasks including upgraded procedures,
- training, management development
- programs, new information systems and other mechanisms for improving coordination of work activities.
Approximately 87$
of Che original tasks have been completed.
The original PEP program has been enlarged Co now encompass 300
- Casks, including reconstitution of the design basis of selected systems and new measures
.Co improve control of design and maintenance activities.
A substantial increase in Che plant and engineering staff is also part of Che PEP program.
Other PEP projects which have been completed include the development of a
licensing commitment control system and an integrated "living schedule" to improve resource management and Che establishment of quality goals and performance indicators.
The PEP program addresses a
wide variety of activities, but it is essentially a
management tool which has proven increasingly valuable to Che company's nuclear operations.
IV.
Maintenance Initiatives We outlined for Mr. Stello both "short" and "long" term programs for the improvement of maintenance activities.
The "short term"
- program, involving among other
- things, reduction of the Plant Work Order backlog and improvement of our capability Co perform root cause
- analysis, is substantially completed.
We are enhancing our automated maintenance management systems with a
central data
- base, integrating the equipment qualification
- program, spare
- parts, engineering design
- drawings, and automated job planning.
Our "long term" program is well under way.
A major element of this effort is the development of an analytically-based preventive maintenance program using reliability and predictive techniques.
This program
incorporates elements of Che
- QIP, utilizing statistical techniques Chat more appropriately establish maintenance frequency.
Revision and development of maintenance procedures are
- underway, and have been assigned a
high priority.
V.
Major Hardware and System Upgrades We described Co Mr.
Stello the approximately
$ 600 million program of equipment modifications and additions undertaken at Turkey Point since 1981.
Our 1986 program includes completion of a
new 'administration building and separate training center.
A site specific simulator is under construction and is scheduled Co be operational in 1987.
Other scheduled plant modifications include replacement of Che area radiation -monitoring system and upgrading of the water treatment and fire protection systems, among other projects.
These changes are being made to stay abreast of changing regulatory requirements and take into account Che plant aging factor.
We believe Chat a
natural consequence of this work will be further improvement in plant operations and reliability at Turkey Point.
VI.
Review of Selected Systems As we discussed with Mr. Stello, we are applying the lessons learned from Che Safety System Functional Inspection of Che auxiliary feedwater system to other selected systems.
Phase I of this effort has been completed; the operability of all systems included in that phase has been verified.
Problems identified thus far in Phase II (component and intake cooling
'water flows) have been expeditiously corrected. 'n Phase II, we have undertaken an in-depth review Co reconstitute and review Che design bases of these selected systems.
The
,14 selected systems in Phase II (which have been reviewed with the NRC staff) have been chosen because of Che importance of their roles in safely shutting down Che reactor or mitigating design basis accidents.
We believe that this is one of Che most far reaching and innovative efforts in the industry.
As one of Che nation's early generation nuclear
- plants, Che basic design information for, selected systems at Turkey Point is being systematically reviewed.
In brief, the work for each system includes:
1
+ ~
l
(1)
Establishing design criteria to be used in preparing Che system design bases (e.g.
single failure criterion, redundancy, electrical separation);
(2)
Assembling current design and performance information on each system from the
- FSAR, Plant Data Book, Tech Specs and other sources; (3)
Reviewing each system against published regulatory requirements; (4)
Reviewing of as-built system design drawings and other documents Co assure consistency between system description, drawings and analyses; (5)
Reviewing calculations and engineering studies Co verify that Che systems design bases are adequately supported by engineering calculations and/or analyses; (6)
Performing independent design verification of Che selected systems design; and (7)
Performing walkdowns as necessary to confirm that syst: em configuration is consistent with established design basis.
This program will facilitate design modifications and analyses of existing systems by establishing a readily available basis (supported by appropriate calculations and data) to verify Che adequacy of future plant modifications and provide support for our configuration control program.
I would like to assure Che Commission that Che aggressive program outlined above and in Che enclosure, has Che full backing of management at Che highest levels of FPL and the necessary commitment of corporate resources.
We recognize Chat additional progress must be made.
- However, results thus far are encouraging; during the first five months of
- 1986, Unit 3
experienced a
greater than 50$
reduction in unplanned challenges to protective systems and there was a significant reduction in equipment failure rates for both units.
An integral part of FPL's QIP program is the establishment of objectives against which Co measure our progress.
Our objectives at Turkey Point include improvement of management
- controls, plant safety systems and the effectiveness of maintenance programs.
We intend further to reduce
- SCRAMS, meet INFO training standards and improve our forced outage rate.
These objectives flow from Che published and widely disseminated goal of our Nuclear Energy Department:
"During Che next
- decade, become and be recognized as Che model nuclear utility in Che United States....through
- safe, error-free and innovative operations with a professional and well trained and motivated team."
The visits of 'a number of the Commissioners Co Turkey Point during Che past year have been beneficial; we Cook particular satisfaction in Commissioner Bernthal's observation that improvements had been made at Turkey Point "both to the physical plant and in the less tangible but no less important areas of'uality assurance, training and maintenance management".
We invite your return visits as well as those of the NRC's senior staff.
FPL understands that Che pursuit of excellence in nuclear operations is a
continuing challenge.
We have experienced some setbacks along Che
- way, but we remain fixed in our objective of becoming a model nuclear utility.
Sincerely, COW:bg/2:067 C. 0.
Woo Group V
e President Nuclear Energy CC:
Commissioner Frederick M. Bernthal Commissioner James K. Asselstine Commissioner Thomas M. Roberts Victor Stello, NRC Executive Director for Operations Harold R. Denton, Director Nuclear Reactor Regulation James M. Taylor, Director, Office of I8E J.
Nelson Grace, Regional Administrator, Region II
1
t l
OFFICE OF THE SECRETARY CORRESPONDENCE CONTROL TICKET PAPER NUMBER:
ACTION OFFICE:
CRC-86-0709 EDO LOGGING DATE: Jul 15 86 AUTHOR:
~
AFFILIATION:
LETTER DATE:
SUBJECT:
ACTION:
DISTRIBUTION:
C.O.
Woody FL (FLORIDA)
Jul 11 86 FILE CODE:
IDLER-5 Turkey Summarizes management improvements at the Turkey Point fac to be used for info at the July 16, 1986 hearing on management problems at the facility Appropriate
- Chm, Cmrs SPECIAL HANDLING: None NOTES:
DATE DUE:
SIGNATURE:
AFFILIATION:
DATE SIGNED:
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UNITED STATES NUCLEAR REGULATORY COMMISSION WASHINGTON, D. C. 20555 Per Les Rubenstein, no action necessary.
fi EDO F'RINCIPAL CORRESPONDENCE CONTROL FROMt C.
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OPERATIONS OF TURVEY F'OINT UNXTS ROUTXNGt LTR OHLYt STELLO ROE REHM SHIEZEI
TAYLOR GRACE GCUNHXNGHAM FOR APPROPRIATE ACTION NRR RECE I VED:
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Able ofContents Letter from Nuclear Energy Group Vice President Why Nuclear?
Nuclear Units Performing Well.
Nuclear Energy Department Quality Improvement Policy Deployment Strategic Programs........................
%aining Maintenance Budget and Cost Control Regulatory Interaction Organizational Development Radiological and Safety Programs St. Lucie Plant lbrkey Point Plant Letter from Nuclear Operations Vice President
.1 2
II 3
.4
.5
.6
.....7
.7
.8 9
10 10ll 12-14 15-19 20 ST.L CI PLAN URIK<Y ANT OIN Cover Photo:
Reactor Control Operators Richard Goldstein and David Kem handle rou-tine operations in the St. Lucie Nudear Unit 1 control room. Nudear Engineer-ing international magazine named the unit top nuclear generating performer in the free world forthe12-month peri-od ending September,1985.
This is the second time in its operating history the unit has achieved this ranking,
his report provides an overview of Florida Power 2 Light Company's (FPL) nuclear operating performance for1985. The utilityand its customers depend on strong, reliable, quality performance from our four nuclear units.
These units performed extremely well, meeting that need during the year, fulfillingmore than 35% ofour customers'nergy demand and saving more than 32 million barrels of oil.
Because ofFlorida's isolated, peninsular location and past dependency on oil, the economic benefit to FPL's customers remains very high for the nuclear option. The utility serves 2.6 million customers, primarily on the east coast and the southern area ofthe state. We added almost 100,000 new customers in 1985 a growth rate ofapproximately 4% and we forecast that our customers'nergy needs willcontinue to grow by 2.1% annually through the remainder of the decade.
To handle this growing energy demand, FPL continually seeks ways to enhance performance.
Eighteen months ago we began restructuring the Nuclear Energy Department, focusing on operations and a teamwork philos-ophy. This logically occurred as we completed construction and start-up of St. Lucie 2 in late 1983. A key element ofthis organization is a decentralized structure, with a vice president at each site who has authority and resources to address all facets of plant operation and modification. Supporting man-agement at each site are staff groups to develop and maintain systems, pro-vide management control and expand the use of automated systems.
Most significant to the nuclear operation is the implementation ofa broad-based Quality Improvement Program (QIP), which supports our depart-ment's teamwork focus and hands-on philosophy.
Involving all 1,321 Nuclear Energy Department employees, QIP improves the overall manage-ment process and dramatically affects even the smallest task; Consequently, we attribute much ofour success in 1985 to QIP.
While we are proud of the year's accomplishments, we anticipate even better performance for our customers as a result of systems and programs developed in 1985.
i.
a~
C Nuclear turbine operator Joe Murphy meets with CO. Woody.
C. 0. Woody Group Vice President Nuclear Energy
WHYNUCLEAR?
or the past several years at FPL, a concerted effort has been made to develop a diversified, dependable and economical fuel mix. FPL's commit-ment to nuclear generation for base load has been the principal factor in this strategy. As a result, a major transformation in FPL's fuel sources has taken place.
In 1985 FPL was able to substantially reduce its oil consumption. Only 13% ofour energy came from this fuel source. Approximately12 millionbar-rels of oil were consumed in 1985, compared to approximately 45 million barrels in 1981. This reduction was achieved primarily by increased nuclear generation and coal-fired power purchases together with load management and conservation efforts.
During the next several years nuclear power is expected to provide approximately one-third of FPL's generation. Another one-third is expected to come from coal, primarily through the purchase ofcoal-fired power. The balance willbe provided by oil and natural gas.
Since FPL's first nuclear unit was placed in operation in 1972, its four nuclear generators have saved customers a total of$4.3 billionin fuel costs, displacing the equivalent of more than 240 millionbarrels ofoil. These sav-ings substantially exceed the total $2.5 billion invested in the four units.
FPL's commitment to investing in nuclear plants is expected to yield even greater savings in the future.
1985 Generation Capacity By Fuel Type (Summer Capacity of13,257 JrAV) 100 90 80 70
~~~ 60
< 50 b
~ 40 30 20 10 90 80 70 60 0
~
5
~ 40 30 20 10 Equivalent Availability C3 COMBINEDCYCLE (3.7%) 2 units W GAS TURBINE (14.7%) 48 units W NUCLEAR (21.7%) 4 units C3 FOSSIL STEAM (60.0%) 21 units 1983 1984 1985 Year C3 FPL Average
% Industry Average
NUCLEARUNITS PERFORMINC WELL Pl.'s four nuclear units, Turkey Point 3 and 4 and St. Lucie 1 and 2, performed very well in 1985. They produced the greatest net generation in their history 19,900,647 megawatt hours, 17% greater than in 1984.
The units'ombined equivalent availability was 77.5% compared to the industry average of 63.5%. Three of the units were ranked among the top ten in the U.S. in capacity factor. This saved FPL customers $690 millionin fuel costs; $179 millionof these savings was due to performance above the industry average.
Recognizing these outstanding accomplishments, the Florida Public Service Commission (PSC) revarded FPL with a Generating Performance Incentive Factor (a bonus-penalty allowance initiated by the PSC based on plant performance) of $569,000.
Additional accomplishments were reduction in the average forced outage rate from 12.45% in 1984 to 9.4% in 1985 and an improved overall heat rate of1.7% since 1983, saving FPL customers $1.25 million per year.
St. Lucie's accomplishments:
~ For the second time in its operating history, Unit1achieved the highest fuel cycle capacity factor in the free world 98.3% over the operating portion of its eighteen-month fuel cycle.
~ Unit 1 set an FPL record of 226 days continuous on-line service prior to shutting down for scheduled refueling.
Turkey Point's accomplishments:
~ Unit 4 finished 1985 with the highest annual capacity factor of all FPL's nuclear units 89.5%.
18 Industry Forced Outage Rate 12 Thermal Performance 15 12 9
b 6
C~b
%11 to
~ 10 1983 1984 1985 Year C3 FPL Average W Industry Average 1983 1984 1985 Year
NUCLEAR ENERGY DEPARTMENT he Nuclear Energy Department is responsible for the operation and maintenance ofFPL's two nuclear facilities. The Department has a total staff of1,321employees. Achart(see inside back cover) displays theorganization-al structure and personnel in key positions.
The Department's performance significantly contributed to FPL's suc-cessful year. The four nuclear units continue to be among the ten U.S. plants with the lowest cost per Icilowatt-hour (kwh). Industry data for 1984 indi-cates FPL's average nuclear cost was 43% less than the U.S. average. Opera-tion and Maintenance (0 2 M) expenses were $146,799,000, which is equivalent to 7.14 mills per kwh, 2.8% below target. Capital expenditures totaled $17,047,000.
While these figures represent good operations, recently installed pro-grams are expected to yield improved performance. The department is focus-ing toward reliabilityand statistical analysis to improve both equipment per-formance and safety margins.
26 24 22 20 18
~+ 16
~ 14
%12 b
- 10 6
4 2
VbtalNuclear Production Costs (Including Fuel Costs)
(FPL 2b Industry Average Comparison) 900 800 700 e 600 O
500 Non Fuel Cost I 4pp P
< 300 P
200 Fuel Cost 100 FPL Nuclear Fuel Savings 1983 1984 1985 Year
~ FPL Average
% industry Average 1983 1984 1985 Year Cl Above Average Performance
QUALITY IMPROVEMENT ur improved performance is attributed in part to FPL's Quality Im-provement Program.
Four principles support QIP's underlying foundation:
- 1) Respect for people. Our management style is to keep people informed, train every individual to perform at the very best level, help people com-municate, delegate responsibility and authority and create a sense of purpose in the work place.
- 2) Customer satisfaction. Our customers are stockholders, regulators, ratepayers and FPL departments. The purpose ofQIP is to ensure that their needs and reasonable expectations are satisfied.
- 3) Management by fact. Data provides the objective means for problem analysis, measurement ofperformance and follow.upcorrective action.
- 4) P-D-C-A. Essential forany improvement in performance, the continual plan-do-checlc-act cycle provides focus on improving the current methods.
The three components of QIP are:
- 1) Use of Quality Improvement Teams develops teamwork, problem solv.
ing skills and organizational learning.
- 2) Policy Deployment provides a means to focus corporate efforts on pro-grams designed to produce breakthrough improvements in performance.
- 3) Quality In Daily Work emphasizes maximum performance, provides a customer focus and incorporates lessons learned from past experiences.
In 1985 FPL's Nuclear Energy Department played a lead role in a major companywide expansion of QIP. In December ten of our Department's key personnel visited Japan to study "total quality control" techniques integra-ted in Japanese industry. Many of these "quality" concepts were adopted at FPL to boost productivity and maintenance to higher quality standards.
These standards emphasize the use ofdata analysis to assign priorities, de-termine root causes and formulate corrective actions. We willcontinue to de-velop training and application of these statistical quality control techniques to further improve our nuclear operations.
QUALITY IMPROVEMENT PROGRAM Policy Deployment QIP Teams QUALITYIMPROVEMENTPROGRAM Quality in Daily Work Respect Customer Management P.D.C-A for People Satisfaction by Fact
v The annual planning process integrates QIP into corporate budgeting, beginning with a corporate vision forat least a decade. Aset ofcorporate fun-damental objectives gives direction for the next three to five years; and an action-oriented corporate tactical agenda directs the annual budget cycle.
Each major FPL department maintains a vision supporting the overall corporate vision. Operational objectibm are established and specific projects planned and budgeted.
1985-86 POLICY DEPLOYMENT Dvffnythenext decade, we want to bcmf the brs tmanaged efectffcutkryn the tasted Sures
<<dan excellent cofryaanyoversffsndbeenynized
'%31'g daenext decade become and bencoynired as model nvdhar uoyityPI the trotted Staten maiimm'ny the nudeasbenefit to the customers andthest ddxfdefndvuughssfe enorffeeand nnovsdvecpfvstbns wirhapfofessffnaf welfvsned and motivated leans
- Conserve CNxtal.
- Vtiitereaxsces cost ehvsofshehb
-5vengthen organize.
ti<<4 elCectlvehesa
-Acfxeve quaity performaxe.
I
~ '
evprove regdstory re4tiohshCTS.
- INProve Isv'Iregdxity.
- Mahage expefxgtves withfibvdyeta
- Nvdear SvateSoi
- Strategic ffanfxny Rocess.
- Dussty tmprovemelx
- Program, Capitllahd Dptfsting Cmt Reduct'en.
Ifnegration Ol 5UPPly ahd Market SVategy
- Corpor<<e Respohsibiity
- fxpefxstves vvithin budget.
- Manage futise regvbt<<y iAIP<<t$.
-SAV'and RIPD evsluatiahs above average.
Ertnfxe Nalhtefiafxe musagemehb
- VOPIahhed auto KRAMS nO more than 4/ye<</texan
- Reduce steam generator rAted days offfhe.
- Acaed tag vairv'hy pfoyiaTIL
- RefuHing ouuge root cause analysis.
-Vn't2 vhffahhed dsfs offfsn ro more than 30$
-Vnit2avtoKRAMS nO NOfe t!Wl4.
- Varbnces Snited to be from + SSS to-$9%.
Imfsove hagemeht Cohucfa Imsxove p4hl Safety Systeflxx
-ahprove human pelf<<muxe.
- Improve mantenante effectlvehess.
- Meet INpDvtxfv'ny convfxvhehta
- Reduce initKRAMS FKtlVChe5$.
- lhprove forcef outage fa'te.
Devetcp told egvpTkht
- database,
- System appr to vahslg capably Impfove ihg ts<<v
- Cvslvatepfobabyntic risk ahdyas
- Reduce emergency pbn hmg tohe 5ize.
- Nonrcscolygicd envi on Nefiulnsves.
- tnhance DA'mterf<<e with the NRC,
- Conpvterbedhudeaf job pbhfxhg System
- Mdntennxe perfonnance sldicatofs.
- AutoKRAMredvction team
- iiaease irntnment Six vei4nce intervab.
Steam gehefat0f tlfae ptvyysfg pioyfSIX
- yra'xv'hg program <<aed l<<ioh Project
- Refuethy ovuye OP study teanx
- Re<<tor coobnt pump temperatise ConVOI Tahe mcxsficaticA.
- MofsfyVnn 2 fe<<tor cod.
ant punp oi singer rinya
-OP team to mvestgate dtemate re<<ter coo4nt pump al level Neasisemenh OP tesN to ifive5'tl9ate human error.
- DIP team to analyte tgf55 budget varbnces.
Revise cplity irnvuctfot5.
Vpyrsde exntin9 avxk bry feedwatef system.
CIIP team
'to StUd//
human per formnxn
- INPD <<credtatxsn of vdnn9.
- Devdop response teams and shpfove duly coorcghat'en.
-OP topbnta 'la ovuge.
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STRATEGIC PROGRAMS ssential to successful nuclear operations is performance in a number of strategic areas:
Training Radiological and safety programs Maintenance Organizational development of the Nuclear Energy Department Budget and cost control Regulatory interaction Considerable achievements were made in 1985 with a number ofchallenges remaining for the future.
'I)aining Achievements in 1985:
- 1) Development and staffing of a corporate level group consisting of a manager and curriculum development personnel
- 2) Upgrades of site training supervisor positions to
, superintendent
- 3) I'ormation ofattaining Oversight Committee com-posed of senior utilityman-agement to define corporate direction for nuclear training
- 4) Support of the 1985 focus on accreditation by the National Nuclear Accredit-ing l3oard (eight training programs for operations and health physics were submit-ted for accreditation)
- 5) A 91% success rate on Nu-clear Regulatory Commission (NRC) operator license examinations
- 6) Implementation of performance-based training programs for non-licensed operators and radiation protection personnel
Challenges for 1986:
- 1) Continued focus on accredi-tation with 12 programs remaining for submission for accreditation
- 2) Accreditation of the opera-tions and health physics programs expected by mid-1986 with the remain-der to followin 1987
- 3) Development of first phases of computerized Raining Information Management System with full implemen-tation in 1987, enabling both sites to maintain con-trol of the training materials configuration, monitor per-sonnel qualifications and maintain records for regula-tory review
- 4) Construction of control room simulators for both sites to near completion in 1986 and be fullyopera-tional by mid-1987
- 5) Completion ofa 48,000-square-foot training facility to be in service at each plant by the end of1986 Ek~7 Maintenance Achievements in 1985:
- 1) Enhancement ofour auto-mated maintenance manage-ment systems with a central data base to integrate:
a) Equipment qualification program b) Spare parts control d) Engineering design control e) Automated job planning
- 2) Development and implemen-tation of an upgraded pre-ventive maintenance program based on state-of-the-art predictive and analyt-ical techniques
- 3) Incorporation of QIP with the use ofstatistical tech-niques that more appropri-ately establish maintenance frequency Senior plant technician )oel Ruark in-structs Warren Gibson and Matt Mihm in reading a micrometer.
Mechanics Don Callahan and Brian McKeown couple turbine to generator.
Challenges for 1986:
- 1) Self assessment ofmainte-nance programs using the Institute of Nuclear Power Operation (INPO) Mainte-nance Guideline for Conduct of Maintenance at Nuclear Power Stations
- 2) Prioritize action plans to complete the overall mainte-nance upgrade program by the end of 1987:
a) Computerized job planning system enhancement b) Predictive maintenance c) Analyticallybased preven-tive maintenance Budget and cost control visors and plant department heads to operate as inde-pendent budget entities.
The automated systein includes on-line budget planning, analysis and report-ing actual performance of each cost center.
Challenges for 1986:
- 1) Budget and cost control sys-tem enhancement directed toward improving budget forecasting techniques Regulatory interaction Achievements in 1985:
- 1) Submission and NRC approval ofseveral license amendments benefitting FPL customers. For exam-ple, the NRC approved stretch power for St. Lucie 2, enabling 51 mw increased generation to 837mw, which defers approximately $97 million in capital investment and saves FPL customers
$2.75 million in annual fuel costs.
Achievements in 1985:
- 1) Implementation ofauto-mated budget system to support cost center manage-ment, which places responsi-bilityon staff section super-
a) Addition of personnel with nuclear plant operating experience b) Improved training for auditors c) Quality and depth of audits enhanced d) Program shift from pro-grammatic approach to real-time performance assessment Challenges for 198G:
- 1) Improved effectiveness in our regulatory interactions
- 2) Life extension oflbrkey Point 3 and 4 and St. Lucie1
- 3) Redraft of original lbrkey Point 1972 technical specifi-cations to more closely align with the NRC's standard technical specifications.
Organizational Development Achievements in 1985:
- 1) Expansion of Department personnel by 117 to accom-modate new programs and systems, with 92 of the total added at plant sites
- 2) Completion of the first full year of the formalized Nuclear Energy Manage-ment Development Program with twelve senior people placed in rotational positions
- 3) Implementation ofdecentral-ized structure completed, with a site vice president at each plant Challenges for 198G:
- 1) Continued organizational development with 68 plant and 10 staff personnel additions Turkey Point's Nuclear Regulatory Com-mission Resident Inspector Russell Brewer conducts routine check of con-trol room.
/r s
St. Lucie Site Vice President Ken Harris and Plant Manager Dave Sager review St. Lucie's Management Development Program.
- 2) Expansion of the Manage-ment Development and Rotational Program with a goal of maintaining 15 people on rotation
- 3) Development ofa manpower planning system to better plan for required personnel resources Radiological and safety programs Achievements in 1985:
- 1) A variety of Health Physics projects completed, includ-ing revising the whole body counting programs and use of the four-chip thermo-luminescent dosimeter for personnel radiation monitoring
- 2) Completion of first phase of accreditation of personnel radiation monitoring system under the National Volun-tary Laboratory Accredita-tion Program
- 3) Reduction ofsolid waste shipment by 4G% from 18,484 cubic feet to 9,954 cubic feet comparing favorably to the industry average of 15,830 cubic feet Challenges for 198G:
i) Receive full accreditation under the National Volun-tary Laboratory Accredita-tion Program
- 2) Participate in Electric Power Research Institute spon-sored project to develop a state-of-the-art computer model to assist in solid radioactive waste volume reduction 24 21
$ 18 r.
15
,'v 9
8 6
Solid Radioaclitre iVasle Shipped 1200 1000 800
~ 600 C 400 200 Exposure 1983 1984 1985 Year i-lFPL Average C3 Inhstry Average 1983 1984 1985 Year
~ FPL Average H Industry Average 11
ST. LUCIE PLANT o Located on Hutchinson Island, eight miles south of Ft. Pierce, 39 miles north of West Palm Beach o%vo nuclear units: Unit1is 827mw and Unit 2 is 837mw o Nuclear steam supply systems, designed by Combustion Engineer-ing, are pressurized water reactors (PWR) with two steam generators o Secondary plants, designed by Ebasco Services, use five stages of feedwater heaters o Vurbine generators, designed by Westinghouse Electric Corporation, have one high pressure and two low pressure turbines o Operating licenses received:
Unit1 on March 1, 1976 Unit 2 on April6, 1983 o Fuel cycle:
Unit1in its eighth
- Unit 2 in its third The St. Lucie plant has generated 56,069,639,000 kwh through1985 sauing FPL customers $1,722,009,296in fud costs.
12
Equipment modilicalions
Purpose:
- 1) Identify equipment upgrades needed to meet changing regulatory requirements
- 2) Address the issue of plant aging
- 3) Improve plant availability More than 200 plant changes weve completed in 1985.
t
~as $
1 Rick Dailey and Bill Pearce examine the centrifugal lube-oil purifier.
Equipment upgrades:
- 1) Unit 2 five protection system upgraded and NRC approved Plant availability:
- 1) Unit 1 aging static inverters (power supplies for plant instrumentation and controls) replaced
- 2) Modifications to expedite refueling outages:
a) Reactor coolant system piping modified to accommodate steam generator nozzle dams b) Telescoping crane installed in Unit 2 to improve equip-ment handling
- 3) Root cause ofAllis-Chalmers reactor coolant pump motor oil slinger ring failures identified and modifications initiated Plans for 1986:
- 1) l3acl<fit worl( totaling $66 million a) Completing new training facility b) Installing upgraded neutr<alization tanlcs c) Modifyingfire protection system d) Cooling electtical equipment room e) Installing condensate and feedwater layup system fl Upgrading control room human factors design Oufage performance
- 1) Used first-ofa-kind technol-ogy to repair core barrel.
After one fuel cycle. inspec-tion showed repairs were successful. The Florida Public Seivice Commission allowed more than $200 million recovery associated with this extensive repair.
- 2) Inspected Unit 1 fuel and reconstituted failed assemblies Electricians Gary Edwards and Gary Burns test a main stream bypass valve.
Instrumentation and con-trol specialist Terry Newhouse calibrates a
Rosemount Pressure Transmitter.
13
[
Senior plant technician Paul Cheries examines the flameless atomic absorption analyzer.
- 3) Plugged Unit 2 steam genera-tor tubes in record time dur-ing an unplanned outage
- 4) Implemented short notice outage work identification and control program Program and process improvements QIP accomplishments:
- 1) 55 teams with 27 specific projects:
a) 13 received Nuclear Energy recognition for a variety of improvements.
These included modifying the document retention process and improving temporary power availabil-ity needed for refueling activities.
b) One received Corporate Nuclear Operator Carlos Mostacero ex-amines one of St. Lucie's emergency diesel generators.
recognition for improving INPO audit support Advanced techniques incor-porated into procedures:
- 1) Radwaste reduction
- 2) Corrective action reporting
- 3) Predictive condenser waterbox cleaning
- 4) In-service testing using acoustic monitoring
- 5) Several computer data bases to expedite control and analyses
- 6) New emergency operating procedures Regulatory interaction
- 1) NRC Systematic Assessment of Licensee Performance (SALP) improved from 1.4 to 1.25 St. Lucie's Nuclear Regulatory Commis-sion Resident Inspector R. 0 Crlenjak conducts routine check of the auxiliary feedwater equipment.
- 2) INPO audit of operations, maintenance and manage-ment resulted in reduction in findings from 42 to 17, and increase in good practices from seven to ten due to QIP techniques applied
- 3) An emergency exercise graded successful by I ederal Emergency Management Agency 14
TURKEYPOINT PLANT
',t I o Located on Biscayne Bay, nine miles east of Homestead o 'lho GGG mw nuclear units (Units 3 and 4) o Nuclear steam supply system, designed by Westinghouse Electric Corporation, has pressurized water reactors (PWR) with three steam generators o Secondary plants, designed by Bechtel Power Corporation, use six stages of feedwater heaters o 1brbine generators, designed by Westinghouse Electric Corporation, have one high pressure and two low pressure turbines o Operating licenses received:
Unit 3 on July 19, 1972 Unit 4 on April10, 1973 o Both Units are in their tenth fuel cycle The Turkey Point nuclear plant has generated 97,003,5'05;000 kujh through 1985 sauing FPL customers $2,632,557417in fuel costs.
<<' "'t k j i
1 C
15
Performance Enhancement Program (PEP)
Established in February 1984, PEP formalized a number of FPL programs:
- 1) Site facilities
- 2) Operations
- 3) Procedures
- 4) Configuration control
- 5) 'Brining G) Management action
- 7) Licensing
- 8) Quality assurance/control
- 9) Maintenance management
- 10) Optimized technical specifications
- 11) System operability Several of these projects were on-going. The remainder were developed in response to two major areas of need. First, contin-uous series of plant changes and modifications more than SG00,000,000 since 1981 cre-ated performance problems.
Second, current corporate and regulatory requirements dictated upgrading operations.
PEP allows assembly ofall projects under one umbrella to enhance coordination, better util-ize resources and provide proper management.
PEP is an on-going program and has evolved into a self-sustaining integral component of plant management.
Two hundred of the original 249 tasks and five of the 11 projects have been completed. Also 148 new tasks were added ofwhich 28 are complete.
Projects completed:
- 1) Operations Management:
a) Increased the complement of operators on shift b) Strengthened operations management
- 2) Configuration control:
a) Improved plant change review and approval process b) Updated plant drawings
- 3) Licensing:
a) Developed commitment control system and inte-grated livingschedule to improve resource manage-ment
- 4) Quality assurance:
a) Modified auditing process b) Expanded surveillance program c) Established quality goals and indicators
- 5) Management action:
a) Restructured the organization b) Implemented a formalized management development program Turkey Point's Site Vice President Cecil Wethy reviews the status of PEP Proj.
ects with Plant Manager Chris Baker.
16
Accomplishments in remaining programs:
- 1) Revised procedures to comply with NRC post-Three Mile Island accident action plan
- 2) Implemented performance based maintenance and operator training
- 3) Increased maintenance and technical staff complement
- 4) Enhanced management information systems
- 5) Developed optimized Technical Specifications G) Thoroughly revived systems for operability
- 7) Improved material condition of plant
- 8) Upgraded generation equip-ment maintenance system
- 9) Completed new health physics facilities Radiation protection man Robert Hunt conducts area survey.
Demonstrated performance improvements:
- 1) Reduced personnel errors from firnduring first quarter to one during last quarter, and only one I'PL personnel error caused a trip or derate
- 2) Reduced unplanned chal-lenges to protection systems from eight in first half of year to two in second half
- 3) Reduced annual forced outage rate from 19.4%
to 12.1%
- 4) Reduced radiological occur-rences from five in first half ofyear to zero in second half Wendell Prevatt, Joe Guyer and Jennifer Chase prepare clearance orders in Tur-key Point control room.
17
Future activities include mainte-nance enhancement and further system reviews. The maintenance enhancement tasks willuse INPO guidelines as valid requirements.
The tasks are planned to improve corrective maintenance, increase the level of maintenance personnel training and enhance preventive maintenance to incorporate ana-lytical, reliabilityand predictive techniques.
The system review tasks will address 12 safety related systems.
The design basis willbe com-pletely analyzed followed by implementation of required plant changes.
Equipment modi/ications
Purpose:
- 1) Identify equipment upgrades needed to meet changing regulatory requirements
- 2) Address the issue ofplant aging
- 3) Improve plant availability More than 120 plant changes were completed.
Charlie Cullop installs new nuclear in-strumentation start up meter in Turkey Point control room.
Equipment upgrades:
- 1) Completed replacement of control rod guide tube split pins
- 2) Installed improved liquid waste processing system
- 3) Replaced all 12 vital AC instrument power supply inverters
- 4) Increased Unit 3 spent fuel pool capacity Plans for 1986:
- 1) Considerable work to be done Turkey Point's new administration build-ing nears completion.
upgrading and refurbishing plant facilities:
a) New administration building b) New maintenance building c) New training center d) Refurbish existing office complex
- 2) Equipment upgrades:
a) Replace area radiation monitoring system b) Replace plant telephone system c) Upgrade water treatment plant d) Upgrade annunciator e) Enhance heat exchanger performance f) Upgrade fire protection system 18
Program and process improvernenfs Due to QIP's 40 active teams:
- 1) Enhanced intra-plant coor-dination of daily worlc activities
- 2) Enhanced short notice out-ages plan
- 3) Enhanced refueling outage planning Training:
- 1) More than 100 maintenance personnel received 40 hours4.62963e-4 days <br />0.0111 hours <br />6.613757e-5 weeks <br />1.522e-5 months <br /> training on plant systems, and more than 90% of main-tenance performance based training modules completed, with training planned for early 198G
- 2) The largest operator train-ing class completed class-room training and all INPO and NRC training commit-ments met
- 3) Training brief program received INPO Good Prac-tice The 64 briefs issued are aaa.hg Qfj-
~(J jl e
Michael Lacy and Michael Burchell conduct Tritium determination in the Turkey Point Hot Lab.
designed to rapidly dissem-inate information to opera-tions personnel, supervisors and others as needed
- 4) More than 500 procedures and 1,000 drawings were revised as a result of PEP reviews and equipment modifications Richard Erwin, Greg Irelan and Foreman Cleve Mills replace Turkey Point Unit 4 hogging jet.
19
ommitment to quality and safety is vital for a nuclear licensee and the performance of Florida Power 2 LightCompany's four nuclear units re-flects that commitment.
We know that in order to achieve a quality job, all personnel must address their work from a quality perspective.
Maintaining that attitude requires management dedicated to meeting our customers'nergy needs with safe, ef-ficient nuclear operations management who know and understand the nuclear industry and are sensitive to their employees.
Our key managers are such a dedicated team. Their combined resumes in-clude experience within I lorida Power 2 Light and outside the utility working with nuclear reactors, managing plant operations, construction and maintenance, coordinating on-going Quality Assurance (QA)and Qual-ity Control (QC) Programs and developing and implementing effective training.
The expertise and experience ofour team is provided in the management organizational chart on the followingpage. Arecount ofthe resumes on this chart shows:
~ 469 years'experience with FPL in fossil and nuclear operations and management, maintenance, startup and testing, engineering, construc-tion and training
~ 201 years of other nuclear related experience outside FPL including 82 years in the United States Navy nuclear program
~ 25 Baccalaureate Degrees representing the fields of Chemical, Mechanical, Electrical, Nuclear, Textile and Systems Engineering, Computer Sciences, Management, Chemistry, Business Administration and Engineering Technology
~ 17 Masters Degrees in Civil, Mechanical, Chemical and Nuclear Engineering
~ One Ph.D. in Nuclear Engineering and one law degree
~ Nine professional engineers, ten senior reactor operator (SRO) licen-sees and 11 graduates of management, executive and leadership programs.
With these fine credentials and an outstanding team ofsupport personnel on-and offsite, safe, quality nuclear performance naturally follows.
Joe Dickey, St~e Wbske and C rlos V~quez taik
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with )oe Dickey.
Vice President 20
Group Vice Presidfy)t Nudear Energy O. Woody, 29 ytsn, Nuclear Energy Manager Nudear Mahtcnance Henry E. Yaeger, 39 years FPt oxpalemhfossaexl
'udasr cpefsAAL maf>>0 rance and msfuOcmeIL h.
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Sto Vice President St. Lucia Kenneth N. Hanfs, 16 yean FPt.O~hnuo.
lear ops(silo(>> exl Ske Yp>>
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Vco President Nudear Operations, Joseph W. Dickey, 18 ye8IS FPI.oxperiex>>In<<eel exl fluCIO8f plsf>>~
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01~ Pro Site Vice Presklent Turkey Point I
Cecil M. Wethy, 36 )can FP4m
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~ <<xpaacy In Cost Director N~mu J. K. Hays, 30 years FPL i
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ms<<>>chanc>>.
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SAOTfahhQSLLucie:7 yges prior~. U.S. Navy Nudge Subarine Pfagfaffc Qusaiy~
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<<perlntendent Pat. L Finches IS years
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)OCI msnageme>> <<x nuff(XX exl loss(I powe PSI>>t 17 ye8fS PAX~, hcfuck hg V.S, Navy~
SAd Cnghgeku of nu(fex Qale Vnhpxefy, Rsponsbfo Opcratkfns Superintendent John H. Baric(fs 23 FPI-ge IA ~e pie>>gng>>grig ope ~
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'BS Mgcham icfriand ChalE~
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Plant Manager St. Lude Davkl A. Sages Io yosn FPL eppcrignco h nudger pfsf>> Opgnc(p>> and manege.
mgnq 7ycon pri(x~
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Iulo ol Mff~Tf Theodore A. ManL 13 years FPleppelgnco in nuo igsf msif>>Chanc>>. hcfudfg e>>rmsl racers. 8 yeats prioi epperignm as a f>>kf service apbho~:
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Ronde'ngheerhg Sto Manager Edward Preset, 14 yean II FPL ppcrignnce in enynce. x;I Ing.~ snd sfefcfp, +~
ol both nudesr and fossa I
1, Services Manager Turkey Poht Jorgo P. Mendiebu 14 yoes FPL experiex>> hue loe pe>> caesar>>
and mskxcnanao 3 yosn pricf ep pongn(XX tlS. Anny, BS Bgo.
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and maflSgfpnenk fc yesn pilaf ppengnco; Us. Navy Nua.
le8f ubfnsrif>>
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Mahtenance Supcrhtendent Joseph W. Kappcs yesn FPL. nudear oxpori.
e(co h fSC and manege monli 6 years priaf expel.
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fnrigscon fr@fir>>; MAand MB)LV-venky of Miafnk ospof>>b>>
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<<IC Mahfonafpxx Operatbns Superinterxlent Donald D. Grandage, 17 yesn FPL experignce h Auo.
and msnagOfnofib echsfferi~
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bks kx ovofss pier>>
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Incfudng No(>>CAPhyeok Reac<<x~ snd Opesda(XL Manager Nuchar Ucenstng John A. DeMastry, 13 years FPI oxpgriex>> h nuo less fx>>nshg; 2l yean plor experienos h igsearclxpv i'~f llS ArmyBS Chef>>say exl wcfklowe(de Matters, Me(sf-
<<xgical ~,
Ono Qsle Pic(St'Iy Bouc>>att Exchange Vtr>>y Management School; Re spcntbig kfh<<pfscf>> wch NRc and Og(>>skxxy bsuex Ucenshg Supervisor David A. Chancy, 9 yean FPI Tyoanpriof extgrienc>>.
tls.Navy N(xfesr~
Pfogfsm snd Oper soar>>r Mak>>eianae; BS Syecmsr N(xfex Agheoring, tlQ Naval Academy.
MBA and Lsw Degree, Nfwni: Menbe Rcrida and D.C American spof>><<>>e hf Audex Senior Technics)
Afhrisor Ftrks H. hithwoita, g yean FPL. Oxporiex>> Auo.
fuels and core derigfx 3 yean pricf~
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Vnivorsily ol Rorida; tponsibh Ior OA Superhtcndent Bt. Lude N. T. Weems, lo yefn FPL oppelonce h QuslcyAe sursnce m Q, Lude; 2o yean pri(x~, h quatry Ss.
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OA<<pefhtcndcnt Turkey Poht Robert J.
- Acosta, 11 yeats FPL. <<>>sa sndnudosr.
7 yges priof CXPgrienf>> IA feackp~ COCO Pgf fafmsnc>>~ s<<>>m generaxxsr BS. Mod>>fcou Scud( flarkls;~
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Manager Oua)riy Assurance $eivices Robert P. Engffneleq 12 yesnFPL:fgyesnfxkxex. ('M h Quaffy Assur-4 yeart USAF.
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