ML19224C212
| ML19224C212 | |
| Person / Time | |
|---|---|
| Site: | Crane  |
| Issue date: | 05/25/1979 |
| From: | Friedman L NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION I) |
| To: | Snyder G NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION I) |
| References | |
| TASK-TF, TASK-TMM NUDOCS 7906290393 | |
| Download: ML19224C212 (2) | |
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MEMORANDUM FOR: Gary L. Snyder, Assistant to the Directoi, RI THRU:
R. O. McClintock, Chief, MRP Section M i
FROM:
Laurence Friedman, Ph.D., MRP Section
SUBJECT:
ACTIVITIES AT THREE MILE ISLAND Time at site:
arrival 1500 hours0.0174 days <br />0.417 hours <br />0.00248 weeks <br />5.7075e-4 months <br />, 5/3/79 departure, 0030 hours3.472222e-4 days <br />0.00833 hours <br />4.960317e-5 weeks <br />1.1415e-5 months <br />, 5/15/79 hours on duty, approx.1430 to 0045 this was my second tour at TMI Activities at site: Assigned to in-plant health physics effort.
Toured plant with two other inspectors.
Interviewed Metropolitan-Edison and contractor employees and observed their activities.
Some effc-t was expended advising and coordinating licensee activities. A daily log was kept and a detailed status report was made to relieving inspectors on next stift. No citations for noncompliance were made.
Information and recommendations l
were passed to I&E management to be acted on with licensee management.
Coments on licensee operations: Licensee had little or no i
control over or coordination of health physics activities, which j
were mostly carried oa by NSS under contract, and by Westinghouse i
and its subcontractor, Vikem, who were responsible for the health physics for their own operations. The licensee frequently presented organization charts, but the lines of authority ana responsibility depicted were not functioning, and the responsible pecole on the plan were not aware of the plan and did not know what their responsibilities were. The Westinghouse-Vikem opera-tion worked very well but they accomplished this by circumventing Met-Ed.
Individuals in other HP responsibilities worked well in their individual jobs, but without support or coordination from Met-Ed.
Coments on NRC operations: NRC inspectors in-plant worked well and were effective in preventing more egregious violations of good HP practice.
In-plant NRC personnel were unable to deal with the larger problems of licensee disorganization and mismanagement o r, a 6
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because I&E management was ineffectise in dealing with licensee management. This may well be due to NRR domination of I&E.
What appeared to be a well organized and coordinated response with high esprit-de-corps during my first tour had seriously deteriorated _by my second tour.
Y-k Laurence F. Friedman, Ph.D.
Radiation Specialist i
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