ML20056H607

Summarizes 930805 Meeting W/Util at Sequoyah Training Ctr Re Restart Plan,Readiness activities,post-restart Assessment & Schedule.Viewgraphs Encl

ML20056H607
Person / Time
Site:	Sequoyah
Issue date:	08/16/1993
From:	Crlenjak R NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION II)
To:	Medford M TENNESSEE VALLEY AUTHORITY
References
NUDOCS 9309100185
Download: ML20056H607 (63)

Text

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[cc$h Ct G ! 6 1993

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Docket No. 50-327, 50-328 License No. DPR-77, DPR-79 l

Tennessee Valley Authority

]

ATTN: Dr. Mark 0. Medford l

l Vice President, Technical Support 3B Lookout Place 1101 Market Street Chattanooga, TN 37402-2801 Gentlemen:

l

SUBJECT:

MANAGEMENT MEETING

SUMMARY

l t

On August 5, 1993, the NRC staff met at the Sequoyah site with representatives l

of the Tennessee Valley Authority (TVA) management staff to discuss activities i

regarding the restart of Sequoyah Units 1 and 2. is a list of the

~

individuals who attended the meeting and Enclosure 2 is the handout material supplied by TVA.

l t

The topics discussed included the Sequoyah Restart Plan, focus areas, restart I

readiness activities, post-restart assessments, and schedule.

j i

In accordance with Section 2.790 of the NRC's' " Rules of Practice," Part 2, Title 10 Code of Federal Regulations, a copy of this letter and its enclosures will be placed in the NRC Public Document Room.

[

Should you have any questions concerning this letter, please contact us.

Sincerely, l

i j

(Original signed by J. Crlenjak) j l

1 R. V. Crlenjak, Chief Reactor Projects Branch 4 Division of Reactor Projects

Enclosures:

1.

List of Attendees 2.

Presentation Notes cc w/encls:

(See page 2) l 9309100185 930816 M

PDR ADOCK 05000327 G

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PDR "kl

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fcol

s AUS i6 19m Tennessee Valley Authority 2

cc w/encls:

Mr. W. H. Kennoy, Director Mr. B..S. Schofield, Manager Tennessee Valley Authority Nuclear Licensing and ET 12A Regulatory Affairs 400 West Sumit Hill Drive Tennessee Valley Authority Knoxville, TN 37902 5B Lookout Place 1101 Market Street TVA Representative Chattanooga, TN 37402-2801 Tennessee Valley Authority Rockville Office Mr.- Michael' H. Mobley, Director 11921 Rockville Pike Division of Radiological Health j

Suite 402

-T.E.R.R. A. Building, 6th Floor -

7 Rockville, MD 20852 150 9th Avenue North Nashville, TN 37218-5404 General Counsel Tennessee Valley Authority County Judge ET 11H Hamilton County Courthouse 400 West Sumit Hill Drive Chattanooga, TN 37402 Knoxville, TN 37902 Mr. B. Harris Mr. R. M. Eytchison Route 1, Box 26 Vice President Ten Mile, TN 37880 Nuclear Operations Tennessee Valley Authority bcc w/encls:

(See page 3) 3B Lookout Place i

1101 Market Street Chattanooga, TN 37402-2801 Mr. Ralph H. Shell, Site Licensing Manager

~

Sequoyah Nuclear Plant Tennessee Valley Authority P. O. Box 2000 Soddy-Daisy, TN 37379 i

Mr. Robert Fenech, Site Vice l

President i

Sequoyah Nuclear Plant Tennessee Valley Authority P. O. Box 2000 l

Soddy-Daisy, TN 37379 i

l l

.,,.m.,,.

IDG 161993 l

Tennessee Valley Authority 3

bec w/encls:

J. H. Sniezek, ED0 J. Lieberman, OE S. A. Varga, NRR J. R. Johnson, DRP/RII j

G. C. Lainas, NRR F. J. Hebdon, NRR C. F. Evans, ORA /RII P. J. Kellogg, DRP/RII S. E. Sparks, DRP/RII D. E. LaBarge, NRR NRC Document Control Desk NRC Resident Inspector U.S. Nuclear Regulatory Commission 1

2600 Igou Ferry Road Soddy-Daisy, TN 37379 i

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D DRP/ I j

SSparks:vyg PKel ogg 08/11 /93 08/ 4/93 1

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ENCLOSURE 1 LIST OF ATTENDEES NRC S. D. Ebneter A. F. Gibson E. W. Merschoff i

R. V. Crlenjak P. J. Kellogg i

S. E. Sparks S. M. Shaeffer J. B. Jacobson W. E. Holland M. T. Markley F. J. Hebdon D. E. LaBarge TVA i

0. D. Kingsley R. M. Eytchison R. A. Fenech K. P. Powers M. A. Cooper D. S. Driscoll R. H. Shell Other TVA Employees L

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ESCLOSURE 2 l

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t NRC RESTART PANEL hmRTING l

TENNESSEE VALLEY AUTHORITY i

i SEQUOYAH NUCLEAR PLANT AUGUST 5,1993 SEQUOYAH TRAINING CENTER

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l NRC RESTART PANEL MtE11NG -

AUGUST 5,1993 l

l AGENDA l

1 i

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OPENING RDIARKS R. M. EYTCHYWN l

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1 l

e ASSESSMENTS i

NUCLEAR ASSURANCE R. F. DRISCOLL (RESTART READINESS) 3 I

SENIOR MANAGEMENT R. M. EYTCREON i

t OVERSIGHT GROUP (SMOG) j 1

- t e

POST-RESTART PLAN R.A.FENECH l

POWER ASCENSION PLAN K. P. POWERS i

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e SCHEDULE R.A.FENECH

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ASSESSMENTS - NUCLEAR ASSURANCE R. F. DRISCOLL p

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NUCLEAR ASSURANCE l

i RESTART READINESS ASSESSAENT i

e Performance Indicators 6

Overall Assessment i

Specific Areas Requiring Further Improvement Trends t

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i SON NUCLEAR ASSURANCE RESTART READINESS 5/7 5/1 A 5/21 S/23 7/5 7/12 7/19 7/25 S/2 S/3 S/15 3/23

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l lMPROVEMENT NEEDED UNACCEPTABLE INSUSC'ENT INFORMAEC 1 j

i ACCE? TABLE

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l RESULTS l FOU.0W-U? FUJ4NED RESULTS OR NOT EVALUATED 1

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ASSESSMENTS SENIOR MANAGEMENT OVERSIGHT GROUP R. M. EYTCHISON l

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l SENIOR MANAGEMENT OVERSIGHT GROUP i

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e At SON t

April 29,1993 May 26 - 28,1993 l

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. June 8'- 11,1993 l

July 12 - 16,19 - 23,1993 i

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Exit, July 23,1993 l

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=T TT-T-4'Y--"

i JUNE 1993 RESTART PLAN ASSESSMENT REPORT I

SMOG concluded that the Restart Plan is adequate, and if executed as planned, the plant will be ready to restart and operate safely.

Several recommendations were made that would enhance the l

Plan.

Most recommendations were accepted. Associated actions have been completed.

Recommendations not accepted fully are:

I the maintenance organization will not be called-out as a separate focus area in the Restart Plan -- it is captured in 1

other areas of the Plan; TVA will not staff startup activities with non-SON personnei

-- only TVA SROs will be used (new SROs are in training).

i Remaining actions include:

determining the acceptable number of control room annunciators that will not be operable at startup; defining roles and responsibilities of system engineers for i

the short and long term; issuance of organization roles and responsibilities.

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SENIOR ELNAGDENT OVERSIGHT GROUP July 12 - 16.1993 Reviewed Major Functional Areas Site Pians Restart Plan, Revision 1 Post-Restart Plan Operations Maintenance Engineering

-e Walkdowns Quality Assurance i

Management Chain e

July 19 - 23.1993 Reviewed Specific Senior Management Focus Areas e

Corporate / Site Interface Secondary Plant and Switchyard Effectiveness of QA Regarding Balance of Plant e

People issues 1

Engineering Definition and Interfaces-e Teamwork

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POST-RESTART PLAN R.A.FENECH h

SQN Post Restart Plan y

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Purpose of the POST RESTART PLAN Describe a new business planning process To provide assurance that post restart work is properly

- Identified 5 Prioritized

- Funded

- Managed k

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6 SQN Post Restart Plan

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x CONTENTS

1. Introduction l

2. Business Planning Process

3. Work Prioritization

4. Improvement Plans

5. Management Oversight

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1 SQN Post Restart Plan x

BUSINESS PLANNING MODEL l

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Business Planning (Strategy)

Capital projects and Level-of-effort (LOE)

O&M initiatives improvements

>LOE Site Budget Improvm't l

Plan (SIP) cess Budgeted improvements

SQN Post Restart Plan

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WORK PRIORITIZATION Work requiring capitai funds or O&M funds in excess of LOE will be prioritized to ensure that resources are effectively allocated.

1. Categorize proposed projects as:

1 Nuclear / personnel / equipment safety 2

Regulatory requirements 3A Plant reliability, efficiency, and productivity L

3B All Others

2. Apply ranking matrix (considers impact on nuclear and personnel safety, energy generation, etc.)

3. Fund the highest priority items

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8 IMPROVEMENT PLANS Improvement plans will be finalized by Aug. 20,1993 for the following priority areas:

1 1

Backlogs 1

Salance of Plant People / Management Effectiveness Process / Program Improvement Hardware improvement

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BACKLOGS For each of the 50 post restart backlogs, the following are being defined as applicable:

Owner l

Goals

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A'ction plan to reduce if greater.than goal j

L Management review F

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BACKLOGIMPROVEMENT MONITORING l

CWNER GOAL FRECUENCY ACTICN BACKLOG l

(DAILY! WEEKLY 1 PLAN CESCRIPTION l

MONTHLY)

REQUIRED I

I MAINTENANCE i

<SCO 1

WiM i

YES

- WRMCS I

SITE ENGR.

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<S MONTH 4 M

i YES

2.,,CC/EE i

CPERATICNS I

(SMONTH I M

i YES

3. Compensa::cn Measures i

P ROJ. MGMT.

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<130 1

M i

YES A. Coen CCN Cr"RATICNS i

TED i

M 1

YES

5. Hold Crcers 1

SITE ENGR.

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<120 Days i

M i

YES I

5. Crawinc Chances i

CPERATIONS i

<100 i

M i

YES

7. Coerater Aices i

PROJ. MGMT.

I N/A I

N/A I

N/A

3. Cbsolete Ecuicment i TECH. SUPPCRT i N/A i

M i

N/A

9. !ssues (MIL OCR) i TECH. SUPPORT l TED i

M i

NO

10. PM Deferral Recuest

11. Procecure Change Forms (PFC) i SITE SUPPORT 1

TED 1

M i

NO SITE ENGR.

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<120 Days 1

M i

YES

12. Vencor Manual Vocates i

SITE ENGR.

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<120 Days O

l YES

13. Crawinc Ceviations (DD)

14. Set ocint i Scaling Documents J

SITE ENGR.

i ZERO 1

N/A i

NO 1

CA I

TBD I

W/M/O 1

YES

15. CACs i

SITE ENGR.

t ZERO I

M i

YES

'6. C-L:st Conversion 1 TECH. SUPPCRT I <150>90 Days i M

i NO 17.TFARs I

LICENSING l

<SS I

W/M i

NO

18. NERs

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<10 I

M i

YES l

19.TACFs I

20. NRC Commitments (CCD I

LICENSING I < OVERDUE 1 W/M i

NO f

i TECH. SUPPORT I

<60 Days i

M i

YES

21. TSIRs I

MODS.

I ZERO O

I YES

22. Cid Werk P!ans i

MODS.

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<58 Days i

O I

NO

23. Weld Maps l

MODS.

I ZERO i

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YES

24. SMrs I

SITE ENGR.

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<90 Days i

M i

YES 3

25. Environmental Cualifications i

SITE ENGR.

I ZERO I

M i

YES

26. UVAs I

SITE ENGR.

I ZERO I

M i

YES

27. CA Levet il i

MAT'L

<90 Days I

M i

YES

29. Matenal Recuests (MRs)

29. :nstrument Cata Pack flCPs) l MAINTENANCE I

ZERO I

M i

YES I

MAINTENANCE I <50> 50 Days i W/M i

YES

30. Lacets I

MAINTENANCE i <3>120 Days i M

I NO

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31. NFRDS i

CA t

N/A W/M i

NO l

32. TRCi I

L! CENSING 1

<20 Days 1

M I

NO f

33. FSAR Changes i

SITE ENGR.

I ZERO i

M i

YES l

34. EMS-Fuse Tab i

L! CENSING TBD i

M i

NO 35.Tecn.Scec. Changes i

MAINTENANCE I

<5 I

W/M i

YES i

i SITE ENGR.

I <250>15 Days i M

i NO

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36. FMs Cetincuent

37. FEG Matenal issue

38. Cid ECN/DCN I

SITE ENGR.

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<60 1

M i

YES

39. DCN 1mpact Review i

MODS.

I N/A I

M I

N/A i

MAINTENANCE I

<450 i

M t

NO

40. Maintenance History

41. Procecure-Aomin. Hold I

SITE SUPPORT l

N/A l

M I

NO

42. FEG/DCN Procurement i

SITE ENGR.

I N/A i

M i

N/A i

SITE ENGR.

I N/A I

M l

N/A

43. RIP 56 Items i

SITE ENGR.

I N/A I

M i

N/A

- 44. CCRs I

CPERATIONS I

(S I

M l

NO

45. FIs i

MAINTENANCE I

ZERO l

O I

YES

46. RCM

47. S1 Reviews /CNs I

CPERATICNS ~ I

<25 i

M i

YES I

SITE SUPPORT I

<50 i

M i

NO 48.SPTS I

SITE ENGR.

I N/A I

M i

N/A

49. FSAR i

MAINTENANCE I

<300 i

W/M i

YES

50. FM Revision

l SQN Post Restart Plan x

7

/

BALANCE OF PLANT Higher priority items identified in the Secondary Plant Reliability Study PM program for BOP equipment affecting plant trips and transient events Design basis documents for secondary plant Continuing management reinforcement of the importance of BOP activities and equipment

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SQN Post Restart Plan y

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PEOPLE / MANAGEMENT EFFECTIVENESS Management development and training 4

Performance management Epiployee development and productivity Organization optimization

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SQN Post Restart Plan

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PROCESS / PROGRAM IMPROVEMENT EOl/AOI procedures enhancement FSAR Correction of non-design basis /

non-operational descriptions Prioritization process 1

tPlanning and scheduling Information management 1

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Corrective action i

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son vast nestart rian HARDWARE IMPROVEMENT Potential projects for FY94 being identified Will be prioritized with new prioritization methodology Higher priority projects will be funded and l

scheduled for work in FY94 I

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POTENTIAL HARDWARE PROJECTS FOR FY94 Primary plant upgrade Chemistry upgrade

- Rad monitors Erosion / corrosion

- Ice condenser Secondary plant (BOP)

- Fuel transfer Fire protection (suppression / detection)

- Containment penetration Regulatory / commitments (Future)

- Recirc on RWST Site master plan

- RCP motors Electrical upgrade

- CCP addition Coatings upgrade

- Snubber reduction Switchyard Industrial safety Obsolete equipment ALARA/ Rad issues MCR deficiencies HVAC Integrated information S/G enhancements Risk management (PRA, IPEEE) management system Environmental (Zebra

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k Piping / supports mussels, PCBs, diesel oil)

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MANAGEMENT OVERSIGHT t

1. SON Site Management Oversight

2. QA Assessments i

3. Corporate Technical and Operational Oversight

4. Corporate Management Oversight

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Site improvem't Plan s

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SYSTEM READINESS i

System Readiness Affirmation (for Mode)

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i 1 Mode 5 prior to entering Mode 4 2 Mode 3 prior to putting control rods to achieve enticality.

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C - CCMPLETE R - REVIEW A - APPROVAL.

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UNIT 2 PROGRESS Work Orders Completed 2183 Work Orders Remaining 809 j

Work Orders To Be Worked On-Line 862 e

-11 of 75 l

Systems Returned To Operations e

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Systems Aligned For Service 10 of 75 i

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e Modifications Complete 134 of 165 i

s Average Number of Work Orders e

Completed Per Day (last 15 days) 43 l

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Walkdowns Completed 18 of 53

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r INTRODUCTION Purpose i

The purpose of the Post Restart Plan is to doscribe the process that will ensure proper identification, priontization, funding, and management of post restart improvement activities.

Contents i

This Post Restart Plan contains the following sections:

1. Business Planning Process - A description of the process by which SON identifies, priontizes and funds post restart improvement work.

2. '#riontization - A description of SON's methods for prioritizing work

3. Management Oversight - Methods for ensuring the timely completion of activities including improvement plans

4. Improvement Plans - SON priority improvement areas for FY94 with action plans for each area

5. Attachment 1 - Site improvement Plan example This plan was prepared based on the input of managers and other employees. It has been approved by plant management and has the full support of senior corporate management.

Effective implementation of this plan will continuously improve SON performance in the post restart period.

2

BUSINESS PLANNING PROCESS i

SON has established the following goals for FY94:

1.

Efficiently manage all activities to maintain costs as low as practical 2.

Increase energy generation 3.

Enhance and sustain a nuclear safety first culture 4.

Protect the environment 5.

Attract, retain, and develop necessary qualified personnel 6.

Protect the health and safety of employees and contractors 7.

Achieve good corporate citizenship and support the economy l

To meet these goals, an improved business planning process has been developed and l

implemented. The following simplified flow chart illustrates this process:

I f

Business l

Planning (strategy)

Level-of-effort improvements O&

inrt t ves >LOE l

t sue j

Budget m

Process Budgeted Plan i

improvements Business Plan (Strategy)

Managers met in a series of meetings to develop a strategy for post restart improvement efforts. The development of this strategy considered the results of previously completed self l

assessments as well as the progress made to-date in addressing the identified weaknesses and action items. The following key improvement areas were identified in the meetings:

l

1. Backlogs

2. Balance of Plant j

i

3. People / Management Effectiveness

4. Process / Program improvement

5. Hardware improvement Improvement plans were developed for each of the above areas and examples are included in Section 4 of this plan.

1 4

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Budget Process Managers evaluated the proposed improvement initiatives to determine resource needs. Some initiatives could be implemented with existing organizational baseline (i.e., level-of-effort) resources. Implementation of these initiatives was authorized with no further budgeting reviews required.

Some initiatives, however, required resources in excess of level-of-effort. The process for priontization and funding of these items is as follows:

1. Capital projects (e.g., plant modifications) and O&M hardware issues were included in the SON project management process where they will be prioritized in accordance with Section 2 of this plan. Based on each project's relative priority, it may be scheduled for work in FY94 or deferred to later years.

2. O&M software initiatives were prioritized by responsible department managers. In a meeting of all senior site managers, the departmental prioritizations were reviewed and adjusted as appropriate. The Site Vice President then decided the allocation of funds to the higher priority software initiatives. The outcome was that the highest priority initiatives were funded for work in FY94 while others will be prioritized in accordance with Section 2 of this plan.

l l

This planning and budgeting process provides assurance that high priority post restart l

improvement needs will be identified and funded for work.

Site improvement Plan (SIP)

The SIP is a list of post restart improvement projects and initiatives and will identity those that have been approved and funded for work in FY94 through the work prioritization process.

Information entered into the SIP will include action items, owners, and (as applicable) due l

dates. SIP will be used as a living document to identify emergent work activities and to status improvement work and to keep management apprised of progress. Changes to action plans and closures of items in SIP will occur only after appropriate reviews and approval.

i Potential SIP items will be categorized as (a) NRC Commitments, (b) TVA internal enhancements, or (c) departmental improvement plans.

Action plans will be prepared for each FY94 improvement project and initiative and entered into

- SIP before restart. Sample pages from SIP are included as an attachment to this plan to l

illustrate the information that is included.

l l

5 l

l

FY94 Business Plan i

improvement plans and related resource information will be documented in the SON FY94 i

Business Plan. This business plan will be communicated to all employees and will be used as l

the basis for measuring success in FY94.

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i WORK PRIORITIZATION f

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l WORK PRIORITIZATION SON has developed a work priontization process that will be applied to work activities not included in the base line - level of effort (LOE) funding. The prioritization of post-restart work activities is initiated by grouping the work activities into one of the following categories:

Priority Categories Category 1 - Nuclear / Personnel / Equipment Safety items - Items or activities that if left unresolved, could affect the safe operation or shut down capability of the plant or significantly affect the margin of safety. Items or activities that have an immediate affect on personnel safr.

Items that have a significant impact on plant equipment.

Category 2 - Regulatory Requirements - Items or activities that have implementation dates required by NRC rules, orders, or license conditions, or mandated by agencies other than the NRC (e.g., Environmental Protection Agency), Occupational Safety and Health Administration (OSHA). Items committed by TVA to a regulatory agency that would result in plant modifications or major programs.

Category 3A - Plant Reliability, Efficiency, and Productivity issues - Items or activities desired to enhance operations via increased etficiency, productivity, or equipment life. Items or activities which, if performed, would result in a cost savings as determined by cost benefit analysis Category 3B - All Other !tems - Items or activities requested to facilitate operations directly or indirectly. Items include plant betterment and program enhancements.

Process The prioritization process, as proceduralized in Nuclear Power Business Practice procedures, includes a ranking matrix to be applied to the above categories. Category 1 items are processed, without ranking, to the plant mode planning schedule (queue), which establishes l

the plant condition to perform the work activity. Category 2,3A, and 3B work activities will be prioritized in acccordance with the work prioritization process. Category 3A work activities are additionally ranked by utilizing a Net Present Value cost benefit calculation. The prioritized l

category 2,3A and 3B activities are subdivided into sub-categories for O&M and Capital budgets, and further divided into hardware or software work activities. These prioritized listings are then presented, for concurrence and approval, to the Plant improvement Committee (PIC) and the Change Control Board (CCB), chaired by the site Vice President. The CCB reviews these priontized listings and allocates funding consistent with SON goals and objectives.

I l

8

Activities within existing baseline-LOE were categorized, prioritized and scheduled by the responsible department managers with review and concurrence by. senior management.

The prioritization process is a living process where emergent work activities will be categorized and prioritized utilizing the same process as desenbed above.

1 M

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MANAGEMENT OVERSIGHT t

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MANAGEMENT OVERSIGHT t

i SON has implemented a management oversight system to ensure effective implementation of work activities. This system includes both onsite and corporate involvement. This oversight will ensure detection of deteriorating performance which will allow management to take timely l

i corrective action.

I l

SON Site Management Oversight Site management has implemented a management oversight system that provides for close and continuing management oversight of day-to-day activities and longer-term improvement

)

activities. This oversight is provided through periodic progress reports to senior management -

at various staff meetings.

Proper attention to these items is ensured by the use of a structured agenda that defines what l

subjects will be reviewed, at what frequency, and by what level of management.

1. The plant manager conducts a daily Leadership Meeting to review plans for the i

i j

next 24 hours2.777778e-4 days <br />0.00667 hours <br />3.968254e-5 weeks <br />9.132e-6 months <br /> and to review specific high priority subjects such as the following:

I LCO conditions Control room instrur "s out-of-service i

On-line chemistry inst..msnts out-of-service

-l Threats to generation Leaks i

{

Focus areas Areas of concern i

j At least twice a week the Site Vice President attends this meeting and monitors the status reports.

2. The Site Vice President conducts a team meeting at least weekly at which each department manager reports on key issues in his/her area. Examples of other subjects covered in these meetings include:

Senior management overview Plant status review NRC reviews NSRB/PORC activity reviews Management issues 11

4 Action plans for emerging issues At least once a month, longer-term issues including business plan performance, key backlog work-off curves, and overall SIP progress are reviewed.

1 4

Corporate Technical and Operational Oversight i

Corporate organizations provide continuing technical oversight of SON activities in areas such i

as Chemistry, Radiological Control, Operations, Security, Maintenance, Emergency

)

Preparedness, Fire Protection, end Environmental. Throughout FY94, reports are provided to site counterparts. These repens address progress on important initiatives and projects, effectiveness of those initiatives in improving performance against key site goals, and provides areas of recommendations for improvement.

\\

QA Assessments Site and corporate-based Quality Assurance personnel will perform performance-based i

assessments throughout FY94 that will assess performance against the key site goals. The results of these assessments will be provided to responsible department managers and to i

senior site management. Written corrective action reports will be required where appropriate.

I I

Corporate Management Oversight j

The Vice President of Nuclear Operations reviews SON progress reports and attends site meetings on at least a planned weekly basis.

The President of the Generating Group reviews SON's performance at quarterly Generating Group Business Plan review meetings and at monthly Plant Review meetings.

The above actions will ensure that the status of business plan implementation is highly visible, that problems are quickly identified and corrected, and that mangers and other employees are held accountable for their support of business plan activities.

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IMPROVEMENT PLANS l

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i IMPROVEMENT PLANS As desenbed c. the Business Planninglection, SON managers have developed site improvement strategies for FY94 and supporting action plans are being developed for each.

These action plans will be completed before restart and entered into the SIP.

The contents of this section are as follows:

1. Backlogs

2. Balance of Plant

3. People / Management Effectiveness

4. Process / Program improvement

5. Hardware improvement W

14

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i BACKLOGS l

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i improvement Area 1.0 BACKLOGS I

Owner: Responsible Depanment Managers Weakness:

l Backlogs have been identified as an area of weakness that requires attention although l

considerable wnrk has already been accomplished, namely:

1. Backlogs have been identified

2. The safety and reliability significance of each backlog has been determined f

3. Acceptable backlog start-up levels have been established I

Objectives:

[

Backlogs will be reduced to a level where their potential impact is easily understood and their l

number controlled. This will lead to improvements in safety, reliability, and efficiency.

Improvement Plans:

The following guidelines will be used to effectively manage backlogs after restart:

1.

A 'living' process will be implemented to provide for effective monitoring of post restart backlogs. Both individual backlog components and the aggregate backlog will be l

periodically reviewed to earire proper prioritization of work and to ensure that the backlog is maintained at or below target levels.

l 2.

Establish targets for ongoing backlogs.

l 3.

Develop action plans for backlogs that are greater than target (These action plans will l

be entered into SIP).

l 4.

Backlogs requiring resources in excess of level of effort will be prioritized and resources allocated in accordance with expected contribution to safety and reliability.

Managers have evaluating each of the 50 backlogs in accordance with these guidelines and the attached " Backlog Plan Process." This evaluation resulted in two types of backlogs as described in the " Backlog Type' attachment.

A preliminary list of post restart backlogs, for which action plans will be developed and entered into SIP, are identified on the attached " Backlog improvement" matrix.

~ ~

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i 16 1

BACKLOG PLAN PROCESS i

i PERFORMANCE CtlRVES/1.lSTS 50 B ACKLOGS 1 WORK REQUESTS / WORK ORDERS 2 JUSTIFICATION FOR CONTINUED OPER ATION/

g,,gg (Q'

GOAL ENGif 4EERING EVALUATIONS 3 COMPENSATION MEASURES y

p 4 OPEN DESIGN CHANGES (DCN'S) 8 HOLD ORDERS 6 DR AWING CHANGES (CAT 2 8 3)

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9 ISSUES (DCR'S AND MIL's) b 8'

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_O.STjST_ M ONITOR t, - u 10 DEFERRAL REOUESTS PM'S APPENDIX "L*

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11 PROCEDURE CHANGE FORMS (PCF'S) 12 VENDOR MANUAL UPD ATES

• INDIVIDUAL EVAL

• INDIVIDUAL EVAL

're N E A$g[3 augT,,'s.ph )

I 13 DR AWING DEVtATIONS (DD'S)

BRC/ DEPT /ETC.

SR O/MGR/ETC 02-Aug to-Aug 30 - Aug 13 - se,- s g

a r - se, 14 SETPOINT AND SCALING DOCUMENTS

• COLLECTIVE EVAL

• COLLECTIVE MONITOR OActuAt

• Goat 15 CONDlitONS ADVERSE 10 OUALITY (CAO'S) g

• DEPT /BRC/MRRC g

• MGRNP/ETC g

f 3 0-LIST IDE NTIFY R EST ART ESTABLISH GOAL 17 TREND AND FAtLURE ANALYSIS REPORT (TF AR)

USE CRITERIA

• MGT PROCESS

~

~ ~ ~ ~ ~ ~~ ~~ --

' ~ ~ ~

18 NUCLEAR EXPERIENCE REVIEWS (NER'S)

• EMERGENT

• MONITOR FREQUENCY 19 TEMPORARY ALTERATICN CHANGE

• IF > GOAL ACTION D/W/M/0/A FOR M (T ACF)

PLAN

• IF > GOAL ACTION wrmen CURVE' ACTION Pt AN TO WORK TO Z(RO PLAN 20 NUCLEAR REGULATORY COMMISSION 170 21 TECHNICAL SUPPORT INVESilG ATION

~~

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No (4RC) COMMITMEt#5 N

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22 OLD WORK PLANS

> CRITER!A 2

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> GOAL 23 WELD MAPS N

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24 SPECIAL MAINTENANCE INSTRUCTIONS (SMi'S)

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,N 25 ENVIRONMENTAL QUAllFICAT10NS (EO'S)

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23 ONVERIFED ASSUMPTIONS (UVA'S)

REST ART WORK AC_ TION D AN y'

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27 OUALITY ASSUR AIJCE LEVEL 11(NO rip)

• RESTART LIST

• IDENTIFY ACTION k

IN DEstGN INPUT p3_,o,I, 3,,i y_'

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asQT,_a,,, Aug au-Aug is-se, s 28 MATERIAL REQUIREMENTS (MR'S)

• RESTART WR/WO

• PRIORITIZE p

o oa-aug to-a r-sep 29 INSTRUMENT D ATA PACKAGES (1DP'S)

• RESTART MODS

• ASSIGN ACTION 30 L ABEL REQUESTS

• REST ART WORKOFF

• ESTABLISH DATES crtAN

• Actuat 31 DATA INPUT (NPRDs)

CURVES AND LISTS

• RESOURCES 32 POTENTIAL REPORTABLE OCCURENCE (PRO) TROllTEMS (EXCEPT CACPS) 33 FSAR CHANGES RUNNING llST 34 EMS UPDATES (tE FUSE TAB UPD ATES INCL) 35 TECHNICAL SPECIFICATION CHANGES ITEM #1 36 DEttNOUENT PM'S ITEM #2 37 BID / BIN REVIEWS, INSPECTION REPORT fTEM #3 (PEG MATERIAL ISSUES) 38 ENGINEER!NG CHANGE NOTICE,DEStGN

• ACTION PL AN WHEN > GOAL OR AGE > GOAL CHANGE NOTICE (ECN.DCN) 33 0CN !MPACT REVIEW 40 MAINTENANCE HISTORY UPDATES 41 f.DMINISTRAffVE HOLD PROCEDURE S 42 PEG /DCN PROCUREMENT PUNCH tIST 43 RtP 56 ITE MS 44 CALCutATION CROSS REFERENCE SYS.

ACTION #1 45 NON TECH SPEC SI'S (CONVERSION TO PI'S)

ACTION #2 4; REllABILITY CENTERED M AINTENANCE (RCM)

ACTION #3 47 St REVtEWS, DEFICIENCY NOTICES (DN'S) 48 SITE PROCEDURES TRACKING SYSTEM (SPTS)

• THIS IS AN ACTION PL AN TO WORK TO ZERO f.,0 PM REVISIONS

BACKLOG TYPES BACKLOGS ARE DIVIDED INTO DIFFERENT GROUPS AS FOLLOWS; l

ONGOING OR ONE TIME BACKLOGS On going Backlogs are those that have contnuing Emergent Work items coming into the Backlog.

These Backlogs should have performance curves g running lists to monrtor performance.

One Time Backlogs are tnose that have no Emergent Work tiems into the Backlog (Fixed Scope).

These Backlogs should have performance curves n punch lists to monrtor performance.

RESTART OR POST RESTART Restart Backlogs are those that are recuired to be complete or those that are planned to be less than the on-going Backlog goal before restart. These Backlogs would not be requireo to have Acton Plans.

Post Restart Backlogs are those that approved to be completed after restart and/or those that are greater than the on-going Backlog goat after restart. These Backlogs should have Acton Plans to reduce or complete the Backlogs.

Partal restart Backlogs are those that have some stems required to be completed before restart and some items planned to be complete after restart.,

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ONGOING

.O_B ONE TIME On-going Backlog One Time B.-A;og

• Performance curve

• Workoff cuve Running list Punch list E

_. E For example #18 *NER Review" For example #43 ~56 RIP 5g Currently there are ~77 Nuclear This Backlog is a One Time effort l

$ 5 Experience Reviews (NER) and our to upgrade 56 old high dollar inven-

$j goal total <85. Will have a perfor-tory items. This will be complete 5z mance curve but not Action Plan, before restart. No workoff curve or Action Plan needed.

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For example #7

• Operator Aids" For example #22 "Old Work Plans" Q-r 5 Currently there are ~215 Operator There was 60 Old Work Plan to j

'ii $

Aids and our goal is total <100.

complete arid currently 22 left, Oq

$g Will have a performance curve and none required for restart. Will have 3 Z Action Plan.

a workoff curve and Action Plan.

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E For example #12 " Vendor Manuals

• Current No. Examples 8

Currently there are ~3400 manual 35 updates. The Safety Related & EO f$

are required before restart.

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Would have a workoff curve gr punch list and Action Plan.

g

(~800)The total is greater than nur 3E Z goat (TBD). Will have a perfor-mance curve and Action Plan.

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18

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BACKLOGIMPROVEMENT MONITORING BACKLOG OWNER GOAL FREQUENCY ACBON I

DESCRIPTION (DAILY / WEEKLY /

PLAN MONTHLY)

REQUIRED l

1. WR/WOS MAINTENANCE

<800 W/M YES i

2. JCO/EE SITE ENGR.

<6 MONTH M

YES

3. Compensation Measures OPERATIONS

<6 MONTH M

YES

4. Open DCN PROJ. MGMT.

<130 M

YES

5. Hold Orders OPERATIONS TBD M

YES

~

M YES i

G. Drawing Changes SITE ENGR.

<120 Days I

7. Operator Aides OPERATIONS

<100 M

YES i

B. Obsolete Equipment PROJ. MGMT.

N/A N/A N/A

9. Issues (MitJDCR)

TECH. SUPPORT N/A M

N/A 4

10. PM Deferral Request TECH. SUPPORT TBD M

NO

11. Procedure Change Forms (PFC)

SITE SUPPORT TBD M

NO

12. Vendor Manual Updates SITE ENGR.

<120 Days M

YES l

13. D y eng Deviations (DD)

SITE ENGR.

<120 Days O

YES

14. Se: mint & Scaling Documents SITE ENGR.

ZERO N/A NO

15. CAQs QA TBD W/M/O YES

16. Q-List Conversion SITE ENGR.

ZERO M

YES 17.TFARs TECH. SUPPORT

<150>90 Days M

NO

18. NERs LICENSING

<85 W/M NO

19. TACFs TECH. SUPPORT

<10 M

YES

20. NRC Commitments (CCT)

LICENSING

< OVERDUE W/M NO

21. TSIRs TECH. SUPPORT

<60 Days M

YES

22. Old Work Plans MODS.

ZERO O

YES

23. Weld Maps MODS.

<58 Days O

NO

24. SMis MODS.

ZERO Q

YES

25. Environmental Qualifications SITE ENGR.

<90 Days M

YES

26. UVAs SITE ENGR.

ZERO M

YES

27. QA Level 11 SITE ENGR.

ZERO M

YES

28. Matenal Requests (MRs)

MAT *L.

<90 Days M

YES

29. Instrument Data Pack (IDPs)

MAlNTENANCE ZERO M

YES

30. Labels MAINTENANCE

<50> 50 Days W/M YES

31. NPRDS MAINTENANCE

<3>120 Days M

NO

32. TROI QA N/A W/M NO

33. FSAR Changes LICENSING

<20 Days M

NO

34. EMS-Fuse Tab SITE ENGR.

ZERO M

YES

35. Tech. Spec. Changes LICENSING TBD M

NO

36. PMs Delinquent MAINTENANCE

<5 W/M YES

37. PEG Matenal issue SITE ENGR.

<250>15 Days M

NO

38. Old ECN/DCN SITE ENGR.

<60 M

YES

39. DCN Impact Review MODS.

N/A M

N/A i

40. Maintenance History MAINTENANCE

<450 M

NO

41. Procedure-Admin. Hold SITE SUPPORT N/A M

NO I

42. PEG /DCN Procurement SITE ENGR.

N/A M

N/A

43. alp 56 Items SITE ENGR.

N/A M

N/A i

44. CCRs SITE ENGR.

N/A M

N/A i

.4.5 Pts OPERATIONS

<6 M

NO

46. RCM MAINTENANCE ZERO O

YES

47. Si Reviews /DNs OPERATIONS

<25 M

YES

~

48.SPTS SITE SUPPORT - ~

<50 M

NO 49.FSAR SITE ENGR.

N/A M

N/A

50. PM Revision l

MAINTENANCE

<300 W/M YES 19

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improvement Area 2.0 BALANCE OF PLANT Owner: Technical Support Manager Weakness:

Over the past several years, an increasmg number of plant transients and reactor trips have resulted from secondary plant problems. Causes have included unexpected hardware failures, j

marginally designed or degraded systems / components performance, and ineffective i

application of programs / processes. Insufficient focus / priority has been provided to the secondary plant to achieve effective, reliable operations.

1 Multiple reviews were conducted to ensure accurate identification of problem areas. These included INPO assistance, a comprehensive Secondary Plant Reliability Study, an independent Secondary Plant Design Review, reviews of technical programs areas as applied to the BOP and performance evaluations of BOP work by the Nuclear Assurance Organization.

The reviews resulted in identification of specific areas of weakness, namely:

l Material Condition resulting in identification of several hardware and preventive maintenance improvement initiatives Design Basis and Design calculation assumptions Controls of work, programs and processes Objective:

The overall objectives are to improve the material condition and plant reliability, strengthen control of work for secondary plant activities, and to increase overall site focus on secondary plant performance. Additionally several specific objectives were identified:

Accomplish those immediate and high priority items identified by the Secondary Plant Reliability Study Strengthen the preventive maintenance program for BOP equipment affecting plant trip l

and transient events Develop or re-generate Design Basis documents to enhance secondary plant operations and understanding Assure sensitive equipment procedures are effectively implemented and controlled in the secondary side (e.g., Trouble Shooting Procedure, Switchyard Control Procedure, Operations Configuration Procedure)

Ensure through continuing management reinforcement that personnel have an l

adequate understanding of the importance of the BOP-related programs and l

implementation processes and not treat the secondary side any differently than safety related equipment The BOP improvement projects to be worked in FY94 will be identified, prioritized, funded, scheduled for work, and entered into the SIP. It is expected that these projects will come from the following four categories:

Implementation of high priority modeationg from the Secondary Plant Reliability Study Implementation of high prionty design-relatat activities from the Secondary Plant f-Reliability Study Revision or development of procedures affecting BOP activities and equipment 21

~

Performance of Reliability Centered Maintenance studies. Review of ireventive maintenances (PMs) for redundancies and un-needed PMs.

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PEOPLE / MANAGEMENT EFFECTIVENESS i

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Improvement Area 3.0 PEOPLE / MANAGEMENT EFFECTIVENESS Owner: Employee Resource and Development (ER&D)

Weakness:

Analysis of FY92-93 performance problems indicated that inadequate personal performance by managers.

Additionally, a number of training deficiencies were identified in Chemistry Operations, and Systems Engineering. Also, the SON operating experience level of the new site management chain was low.

j Consequently, management concluded that a high priority effort was needed to improve human performance.

Objectives:

The objectives of this improvement strategy is to improve the periormance of managers and employees through training and development activities, through improved articulation of high management expectations, through optimum organizational structure, and through clearly l

communicated personal and organizational missions / role.

Improvement Plans.

It was determined that human performance improvements would be pursued in the following I

areas:

Management development and training Performance appraisals Employee development and productivity Organization Roles and missions 4

Corporate to site responsibility transfers Improvement action plans for each of these areas will be developed and entered into the SIP.

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Improvement Area 4.0 PROCESS / PROGRAM IMPROVEMENT Owner: Designated Departments Weakness:

As a result of departmental and inter-department assessments, it was recognized that many I

processes being implemented were not cost effective and were duplications of other departmental activities, accordingly management commissioned initiative reviews in the following example high priority areas-

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EOl/AOI Procedures upgrade (program enhancements)

FSAR (correction of non-design basis /non-operational descriptions) i Automated Clearance Process (system enhancement)

Program enhancements i

Prioritization Process (monitoring / improvement as necessary)

Planning and Scheduling (process consolidation and enhancement)

Information Management (improve interrelationships and flexibility of existing information data systems)

Corrective Action Program (simplify and adjust sensitivity of thresholds) i Objectives j

The following objectives were established for the process improvements..

Enhance the information management systems to be able to more effectively communicate electronically and to provide broader flexability Revise programs and procedures to correlate to the optimum conditions and elimination of redundant activities or inherent road blocks to accomplishing an activity Increase productivity through the elimination and enhancement of processes that effect personnel productivity Determination of the actions to be taken after review is described in the business planning process (Section 1).

1 Action plans for those areas selected for implementation will be developed and entered into the SIP.

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HARDWARE IMPROVEMENT J

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Improvement Area 5.0 J

HARDWARE IMPROVEMENTS i

Owner: Plant Manager Weaknesses The need for continuing improvement to the reliability of plant equipment has been identified.

Objectives:

i The objectives are to improve the reliability and material condition of SON plant hardware, to achieve increased energy generation, improve nuclear safety performance, and reduce maintenance and operating costs.

improvement Plans:

Proposed post restart hardware improvement projects have been identified and entered in the Master issues List (MIL). These projects will be prioritized using the new prioritization i

methodology and those projects to be worked in FY94 will be funded and scheduled for work.

At this time, appropriate action items will be entered into the SIP data base. Copies of related SIP items will be attached to this section of the Post Restart Plan.

j Projects worked in FY94 will be selected from the following high priority areas:

Chemistry upgrade Erosion / corrosion Secondary plant (BOP)

Fire protection (suppression / detection)

Regulatory / commitments Site master plan Electrical upgrade I

Coatings upgrade Industrial safety ALARA/ Rad issues HVAC S/G enhancements Risk management (PRA, IPEEE)

Piping / supports Primary plant upgrade

- Rad monitors

- Ice condenser

- Fuel transfer

- Containment penetration

- Recirc on RWST

- RCP motort,

- CCP addition

- Snubber reduction Switchyard Obsolete equipment

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MCR deficiencies Integrated information management system Environmental (Zebra mussels, PCBs, diesel oil) 28 e'J+

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ATTACHMENT 1

Sample SIP Page Before restart, action plans will be prepared for FY94 improvement pro.iects and initiatives.

j These action plans will be entered into the SIP where they will be tracked and used as a tool to monitor progress. The attachment provides an example of an improvement action item from the SIP.

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49EhWESSEE VALLEY AUTHORITY REPO'tf CATE 04AUG93 SEQuoYAH SITE IMPROVEMENT PLAN 09:22 i

PRELIMINARY PAGE No.

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l CATEGORY W: PROCESS / PROGRAM IMPROVEMEhT j

j ACTION ACTION

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ITEM OWNER OWNER ACTION DESCRIPTION SCHEDULE SCHEDULE I

l CAT NUMBER LEVEL 1 LEVEL 2 START STOP l

J ISS: PLANNING AND SCHEDULIhG l

B WD1-501 PLN.& SCH.

Consolidate planning and scheduling processes 09AUG93 i

t under a single site manager.

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f B

WD1 502 PLh.& SCH.

Integrate organizations preparing and maintain-010CT93 ing schedules into a single organization.

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WD1-503 PLN.E SCH.

Evaluate the cualification requirements for 15SEP93 i

planning and scheduling positions to ensure that i

1 aoequate emphasis is placed on plant experience and operations knowleoge.

i B

V01-504 PLN.& SCH.

Prepare mission statements for all planning and 01SEP93 scheduling organizations.

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B WO1-505 PLN.& SCH.

Relocate Outage Plaming, Daily Scheduling, and 01SEP93 i

Maintenance Planning into the same office area.

j B

WO1-506 PLN.& SCH.

Inplement a fully integrated Primavera network 01JUL94 for the preparation, maintenace, and distrib-j tion of scheduling processes.

1 B

WO1-507 PLN.& SCH.

Integrate the PM program into MPAC.

15NOV93 I

i B

WO1-508 PLN.& SCH.

Integrate the $1 program into MPAC.

01JUL94 i

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WD1-509 PLN.& SCH.

Develop work processing capabilities into MPAC.

01AUG94 B

WC1-510 PLN.& SCH.

Modify MPAC to further automate the planning 01AUG94 process.

B WD1-511 PLN.E SCH.

Increase the nLauber of MPAC terminals and allow 15NOV93-inquiry only use without a pas. word.

p WO1-512 PLk.& SCH.

Evaluate developing a separate Prime base 01AUG94 reporting program which reads Primavera network for scheduling distribution.

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B WD1-513 PLN.& SCH.

Develop quantitive maintenace benchmarks.

01DEC93 B

WO1-514 PLN.& SCH.

Evaluate adopting the BEN process for issuing 15NOV93 UNID rssubers on a real-time basis, i

l B

WD1-515 PLN.& SCH.

Review and revise scheduling process indicators 010EC93 l

to better indicate true performance levels.

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