ML18092B021
| ML18092B021 | |
| Person / Time | |
|---|---|
| Site: | Salem  |
| Issue date: | 02/06/1986 |
| From: | Corbin McNeil Public Service Enterprise Group |
| To: | Varga S Office of Nuclear Reactor Regulation |
| References | |
| NLR-N86017, NUDOCS 8602140064 | |
| Download: ML18092B021 (8) | |
Text
Public Service Electric and Gas Company Corbin A. McNeil!, Jr.
Vice President -
Public Service Electric and Gas Company P.O. Box236, Hancocks Bridge, NJ 08038 609 339-4800 Nuclear February 6, 1986 NLR-N86017 Director of Nuclear Reactor Regulation U.S. Nuclear Regulatory Commission 7920 Norfolk Avenue Bethesda, MD 20014 Attention:
Mr. Steven A. Varga, Director PWR Project Directorate #3 Division of PWR Licensing A Gentlemen:
NUCLEAR OVERSIGHT COMMITTEE QUARTERLY REPORT SALEM GENERATING STATION UNIT NOS. 1 AND 2 DOCKET NOS. 50-272 AND 50-311 PSE&G hereby submits the quarterly report of its Nuclear Oversight Committee, dated February 4, 1986.
Our response to this report will be provided within 30 days.
(,
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Attachment C
Mr. S. J. Collins, Chief Projects Branch No. 2, DPRP Region 1 Mr. Donald c. Fischer Licensing Project Manager Mr. Thomas J. Kenny Senior Resident Inspector Sincerely, 911JI I I 1
- t.
NUCLEAR OVERSIGHT COMMITTEE NINT_H QUARTERLY REPOR_T FEBRUARY 4, 198fi Membership:
Dr. M. B. Gottlieb, Chairman Or. S Levy Dr. K. C. Rogers Ad~iral -E. P. Wilkinson Dr. W. F. Witzig
NUCLEAR OVERSIGHT COMMITTEE NINTH QUARTERLY REPORT The ninth meeting of the Nuclear Oversight Com~ittee (NOC) of Public Service Electric and Gas Company (PSE&G) was held on December 11 and 12,
- 1985.
The last quarterly report of the NOC noted improvement and
,positive trends in a number of areas including:
0 The Salem 1 long and continued operation at full power.
0 The substantial reduction in man-rem exposure and in.
volume of radioactive waste.
0 The preliminary formulation'of an Integrated Living Schedule.
0 The establishment by management of goals and of accountability in reaching these goals.
0 The direction and leadership provided by the Vice President -
Nuclear and his active involvement at all levels.
0 The implementation of the Nuclear Department reorganization.
These trends continue and have been augmented by others:
0 The successful conduct of the Salem Annual Emergency Exercise.
° Full INPO accreditation of the traininq programs in all ten categories.
0 The recent NRC Systematic Assessment of Licensee performance (SALP), which is expected to show significant improvement.
0 Termination of the requirement for Action Plan reports to NRC.
Discussion of these and other topics follows:
Action Plan Formally, the Action Plan is now ended.
Reports to NRC are no longer required.
Implementation and evaluation were not, in some cases, part of the Action Plan.
The NOC has stated its *intention to monitor these phases*.
However, these*
activities have now been merged into more complete d~partment plans.
The NOC seeks the advice of the Nuclear Department as to how to carry out this monitoring activity~
Management The direction, leadership, and involvement of the Vice President -
Nuclear contintie to have a major impact.
The changes are gradually taking hold but they were so sweeping as to require time to permeate through the system.
Thus, it is to be anticipated ~hat fr~quent and active intervention at many levels by the Vice President -
Nuclear will continue to be necessary.
The NOC notes that on-the-job team evaluations ar& ta~ing place.
The NOC considers this to be an important program with potential for significant improvement in station performance.
Engineering Considerable progress has been made in reducing the number of outstanding DCRs.
Also, steps are being consictered to accelerate the engineering close-out of implemented DCPs.
The capability to deal with, first, the backlog of Salem DCRs, and second, the Salem DCRs which will be generated, needs to be examined in detail in the light of the impact of the new Hope Creek tasks and of the engineering support needed to meet the ambitious Nuclear Department goals.
~mplementation of the new arrangement using System Engineers in support of Salem Station needs awaits the completion of the completion Of the* System Engineers. Training Program.
This is now scheduled* for April 1, 1986.
Nuclear Safety Review Progress is being made in the staffing and activities of the Nuclear Safety Review group.
In reports to the NOC, increased emphasis should be placed on issues which have been identified by the group and which need to be resolved, and on the measurement of progress in this resolution.
Maintenance Planning and Management The group appears to be functioning well with limited resources.
Plant tours are causing what is believed to be a temporary increase in maintenance work orders, i.e., an increase from 37 per day in August to 54 per day in November.
The output has grown from 36 per day to 42.
Thus, the backlog is continuing to grow.
' - I&C work orders are behaving in similar fashion, with an increase from August to November of 25 to 36 per day.
However, the output has increased from 24 to only 26 per day.
A backlog of close to 1000 can be expected.
In addition, there is now the work load of site maintenance.
The manager of this group feels that, due to recent changes, these work loads may be only transient, and wishes to allow more time to evaluate the steady-state needs~
The Vice President -
Nuclear has authorized staff increases if needed.
The NOC is concerned that the backlog should not be allowed to grow much larger before corrective steps are taken.
INPO Audit The INPO evaluation of Salem identified_ the need for substantial improvements.
The response to INPO by the Nuclear Department made a nuI!l.ber of commitments, most (but not all) of which have been met.
Progress on the responses and the resulting benefits will be monitored by the NOC.
Integrated Living Schedule (ILS)
The Nuclear Department is now studying the possibility of adopting an integrated living schedule.
There are various levels-at which ILS may be applied.
A full system can have significant impact on more effective plan_ning and utilizing of resources.
It also should provide an important mechanism for establishing priorities acceptable to both management_ a_nd the NRC.
However, it must he recognized that the establishment of such an ILS represents a considerable effort and cannot be accomplished immediately.
[
... The tasks* of the Nuclear Department will become more numerous and complex with the addition of Hope Creek.
- Thus, the NOC considers that early developmeni of a limited version of ILS is important and urges that a target date be established for completion and that adequate resources be assigned.
Commitment Tracking System The Commitment Tracking System is now in operation, and covers a.wide variety of commitments involving NRC, INPO items, DEP, *NUMARC, and Westinghouse bulletins.
The NOC recommends that SALP_and Emergency Planning System items should be tracked and that other INPO items should be added, such as those dealing with NPRDS; accreditation, perfo~ance monitoring and goals.
The NOC al~o urges that addition~l vendor items be tracked.
The NOC notes that it will take some time before managers make the adjustments needed to fully.utilize the system.
The NOC will review the Commitment Tracking System at the next meeting to ascertain whether this important system is fully developed* and whether commitments are being honored.
Nuclear Department Goals The Nuclear Department goals for the next 10 years were described to NOC.
these goals appear to be ambitious.
Their chances of being attained will be increased if a specific "road map" (and associated changes in design and resources) to achieve the goals is established.
The NOC encourages the formulation of such a "road map."
- Hope Creek The NOC made a tour of Hope Creek and noted that substantial progress has been made since the last meeting.
We expressed interest in seeing the Fuel Load Readiness letter, and were told that there were two items of concern in meeting the ambitious fuel loading date of February 15--the Heating Ventilation and Air Conditioning System and the Radiation Protection System; the latter due to the contractor going bankrupt.
The Nuclear Department took over the job and made significant technical improvements, but the schedule is tight.