ML19323B874
| ML19323B874 | |
| Person / Time | |
|---|---|
| Site: | Crane  |
| Issue date: | 12/31/1979 |
| From: | Evans D, Vandenberg L NRC OFFICE OF MANAGEMENT AND PROGRAM ANALYSIS (MPA), NRC OFFICE OF THE EXECUTIVE LEGAL DIRECTOR (OELD) |
| To: | NRC OFFICE OF MANAGEMENT AND PROGRAM ANALYSIS (MPA) |
| References | |
| TASK-TF, TASK-TMR NUDOCS 8005140371 | |
| Download: ML19323B874 (2) | |
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8005140 M /
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Summary.of Interview with James Agger Joe Murphy Urban i.eMay Catalytic, Inc.
at offices of Catalytic, Inc.
[
Philadelphia, Pa.
l 9/13/79 Catalytic's contract is for both Units 1 and 2 and began 6/1/77. Although i
Catalytic's contract was sold as a maintenance contract not a construction contract, Catalytic's sales theory was that construction is never finished!
Catalytic therefore assisted in completing construction and the test program.
[
At TMI-2 Catalytic did assist in test preparation and provided the craft labor I
to perfonn the work. Nearly all or all the craft people were hired on site by i
Catalytic after securing the contract.
Jim Agger provided a copy of the contract which lists the 13 unions Catalytic dealt with.
Work authorizations were signed by Bill Gunn, Sandy Levin, Ron Toole, Dick Heward, and John Barton, project manager after Heward.
Monthly Project Managers' meetings were held, mostly run by Barton. Summary meetings were held three times annually and were attended by John Herbein and l
Robert Arnold.
It's comon in industry when plant is 97-98% complete to release the constructor.
Catalytic had never taken on this extensive construction / testing work before.
While the punch list of outstanding items was long, it was not excessive.
Assuming the plant value was about $650M, the total expended by Catalytic was about $13M or 2%.
Compared to commercial jobs, TMI-2 was clear of graft and sabotage.
p GPU had good relations with unions; pipefitters were most difficult to get.
' i' IBEW was most difficult to deal with.
L There were milestones vthat GPUSC had identified and Catalytic was expected to meet.
Mil o es were of the type to achieve a certain event. There was no r
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2 specific schedule for Catalytic; rather the milestones encompassed all work, including Catalytic. The two main milestones Catalytic faced (from a con-struction point of view) were:
- structual integrity test
- core loading.
i Milestones were posted by company for (GPU) on conference room wall.
During mid-June, Catalytic was asked to prepare an estimate to put in Dresser val ves.
Catalytic bid on, but did not win, contract for Lonergan valve replace-ment.
Dresser valves were available from VEPCO.
L Workforce dropped from 250 to Sh70 people working on punch list iters and paintout during the valve replacenent.
Catalytic had no known contact with NRC inspectors.
tio employees contacted Urban (who was at site) about problems on work at site.
Urban felt Catalytic was not pressed by schedule after the valve replacement.
On the contrary, Catalytic's period of intense work was prior to fueling in 1978.
Current workforce at site is about 240 craft workers and 50 staff.
Contract expires 12/31/79.
Joe Murphy:
"Every time a problem came up the schedule was adjusted to meet the problem."
For capitalization and expense, it's always good to finish by 6/30 or 12/31 of a year. Just good common sense and good business.
Urban :
" Bob Arnold indicated the importance of completing work within the time frame so that they could get TMI-2 into rate base."
L. Vandenberg i
D. Evans 12/31/79 I
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