ML18092A697
| ML18092A697 | |
| Person / Time | |
|---|---|
| Site: | Salem  |
| Issue date: | 08/01/1985 |
| From: | Public Service Enterprise Group |
| To: | |
| Shared Package | |
| ML18092A696 | List: |
| References | |
| NUDOCS 8508150359 | |
| Download: ML18092A697 (5) | |
Text
I NUCLEAR OVERSIGHT COMMITTEE SEVENTH QUARTERLY REPORT AUGUST 1, 1985 Membership:
Dr. M. B. Gottlieb, Chairman Dr. s. Levy Dr. K. c. Rogers Admiral E. P. Wilkinson Or. W. F. Witzig
NUCLEAR OVERSIGHT COMMITTEE SEVENTH QUARTERLY REPORT
(
Page 1 The seventh meeting of the Nuclear Oversight Committee (NOC) of Public Service Electric & Gas Company (PSE&G) was held on June 6 and 7, 1985.
All members were**in-full atfendance.
Introduction There are two major changes that have occurred since the last meeting of the Nuclear oversight Committee.
First, after a long sequence of problems caused mainly by equipment failures, both Salem plants are in full operation and staying on line.
This is a result of hard work and dedication on the part of the management and staff of the Nuclear Department.
Added to this was the arrival of Corbin McNeil! as the new Vice President -
Nuclear.
He moved vigorously in providing healthy and stimulating new views on organization, scope of work, and accountability within the Nuclear Department.
In making these changes he appears to the NOC to have the full support of the top executives of PSE&G.
This is an important point.
, These changes, both in relationships and responsibilities, are at the very heart of the Action Plan and, indeed, in some cases, the new initiatives accelerate the implementation schedule of that Plan.
Mr. McNeil! has divided the Department functions into three categories:
Operations, Support, and Services: and he has clearly enunciated the priority of operations under the overarching requirements of safety.
The changes are discuss~d in somewhat more detail below.
The new organizational changes are just now going into effect.
The NOC believes that it is necessary to wait for a while to see how these changes are working before attempting any real evaluation.
Therefore, this quarterly report is relatively brief.
One other comment is appropriate at this point.
The PSE&G written response to the last quarterly report was well thought out and well presented.
Organization The new Vice President -
Nuclear is providing needed leadership by resolving organizational issues which have been pending for a long time.
In particular he is doing this by requiring immediate engineering support for plant operation: by defining responsibility: by assigning accountability: by reducing, if not eliminating, committee decisions: and by generating an over-all living schedule.
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. It is NOC's understanding that under the new Nuclear Department organization responsibilities and functions will be clarified particulary within three groups:
- 1.
Sta*tion
- 2.
Engineering and Plant Betterme*nt
- 3.
Nuclear Services The Station Manager will have control and responsibility for the station at all times (including outages).
The Engineering and Plant Betterment (E&PB) organization will include both engineering and construction functions.
This will establish one organization with responsibility for the design change process.
The Nuclear Services area will support the station ih such areas
.as security, fire protection, yard maintenance, materials control, training, and radiation protection services. - Much attention is being given to providing well defined interfaces with clear delineation of responsibility.
The NOC feels that this reorganization has the potential to be. effect~ve, and is ~leased to see the intensive efforts by Mr.
McNeil! and his staff to communicate with personnel at all levels to make sure that everyone understands their roles.
Design Change Requests (DCR) and Design Ch~nge Package (DCP)
For a lbng time it has been apparent that the backlog of DCRs and DCPs has substantially exceeded the work that could be realistically carried out.
A target was established by management to reduce the backlog of 953 design changes to 200, a figure which was deemed* to represent the work that could r-easonably be expected to be completed by the end of 1986.
An additional 45 DCPs already in progress were added to this number.
Under a newly established prioritization system, the Change Control Board has made the necessary selections.
It was stated that all DCRs/DCPs with significant safety issues are included in the top 50 of the 245:
The NOC would like to see an independent assessment of the 5 to 15.D£Rs which might have been implemented beyond the 245 s~lected. This assessment should emphasize whether the failure to implement these 5 to 15 design changes would have a serious impact on plant and personnel safety, on regulatory commitments, or*on plant performance and operabiliti.
The NOC suggests that a similar but much more cursory independent evaluation be made of all of the DCRs defered.
Action Plans The NOC.is ~ssigned the task of monitoring the Action Plans, including implementation activities.
In the past this task has been performed by reviewing in greater detail those plans where objectives, scope, method or schedule were changed.
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Page 3 The material presented at the last meeting did not permit such a*
review.
Therefore, additional material was requested.
This material was received on June 28.
The following is a summary of changes to the 25 Action Plans (previously 26, but two, 2.3.1 and 2.3.2, were combined) associated with the Nuclear Department Improvement Program:
9 Action Plans 5 A~tion Plans 7 Action Plans Unchanged.
The changes involved were made earlier and discussed with NOC.
Delays are associated with new initiatives being applied by the new Vice President -
Nuclear.
Changes to the other 4 Action Plans are included iri the following specific disriussion of changes:
2.1.3 Completion and Implementation of the Nuclear Department Policy Manual, VPN-1 and Supporting Department Procedures.
The change shifts the follow-up assessment originally ~ **
scheduled for November 1985 to be performed by the Procedure Development team and replaces it with a QA audit to be performed in mid-1986.
The NOC sees *no problem associated with the proposed change to a OA assessment, but asks whether the assessment should be delayed that long.
2.2.1 Safety Review Managerment.
According to the material supplied, the implementation of the new safety review process will take_ place in mid-July and no further action plan activities are required.*
The NOC comments that this decision depends on how action plan implementation is carried out in this area.
The NOC feels the need for a fuller discussion of this whole area at the next NOC meeting.
2.2.2 Improve Commitment Identification, Tracking and Close-out.
The scope of the commitment tracking system has been reduced.
The NOC wishes to better understand the features that have* been eliminated and proposes to review them _at its next meeting.
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2.4.4 Site Protection and Emergency Preparedness.
Page 4 Completion crL:eria for close-out of this Action Plan were changed to allow implementation as follow-up activities.
A OA audit of program effectiveness has been scheduled for mid-1986.
The NOC would like to discuss the schedule for implementation and the long time interval before the OA audit, in the light of recently reported difficulties in Emergency Preparedness *.
2.6.2 Enhancing Maintenance Planning, Monitoring and Control.
Interim systems were developed, upgraded, and implemented instead of an integrated computerized maintenance information system~
The NOC agrees with the interim action taken but it would like to review its effectiveness in meeting the original objective.
2.6.4 Improved Maintenance, Calibration and Control of Measuring Test Equipment.
According to the material provided, remaining activities have been completed.
This does, however, leave some qu~stions about implementation.
In particular, there remains a large I&C Inspection and Work Order backlog: the NOC would like to hear how Salem Station will address this.
2.7.3 Information Systems.
Integration of the information systems is being deleted from the Action Plan.
The NOC agrees with the proposed actiori but it wishes to review the new *plan in more detail.
The NOC agrees that those few action items that require an*
extended period for completion should be treated separately and the Action Plan itself brought to a close.
Further discussion on the implementation of such longer-term activities will be pursued at future NOC meetings.
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