ML20057A119
| ML20057A119 | |
| Person / Time | |
|---|---|
| Site: | LaSalle  |
| Issue date: | 08/27/1993 |
| From: | Farrar D COMMONWEALTH EDISON CO. |
| To: | NRC OFFICE OF INFORMATION RESOURCES MANAGEMENT (IRM) |
| References | |
| NUDOCS 9309130080 | |
| Download: ML20057A119 (3) | |
Text
-
[' -~V) 1400 Opus Pires C mm:nw:alth Edis:n V
\\ C 7 Downers Grove, Illinois 60515
\\/
I u
August 27,1993 U.S. Nuclear Regulatory Commission Attn: Document Control Desk Washington, D.C. 20555
Subject:
LaSalle Station Unit I and 2 Response to the Initial SALP 11 Report NRC Docket Nos. 50-373 and 50-374
Reference:
J. B. htutin letter to Mr. L DelGeorge dated July 21,1993, transmitting the LaSalle County Station Initial SALP 11 Report l
o Commonwealth Edison (CECO) would like to thank you for meeting with us and j
presenting the SALP 11 Report on August 20,1993, as well as affording us the opponunity to provide our views on the SALP results. "Ihis letter provides our response to the Initial SALP 11 trport.
We appreciate your recognition of the strong performance in the Security area and the positive indicators associated with the other six functional areas We recognize the opportunity for improvement in these functional areas and will continue our efforts to improve the overall station performance.
We understand the events and issues that contributed to the decline in performance in the amas of Operations and Emergency Preparedness and are actively pursuing actions necessary to ensum an improvement in overall station performance.
.O Station resiews in the areas of Source Term Reduction, Issues Identification'Prioritization, Root Cause Analysis, Perfonnance Monitoring, Commitment Tracking, Procedure Change Process, Personnel Performance Resiew (PPR, management appraisals), and the Self Assessment process have been conducted. Improvements have been seen in PPRs and the Procedure Change Process, with plans in development for the other cases. ' Our management team has resiewed the results of these resiews to determine timely and comprehensive actions to enhar.x the identified strengths and improve the weaknesses.
9309130080 930827 D
PDR ADOCK 05000373 M
O l
G PDR l
a
f:?
a i
Actions which are in progress or planned are discussed in the attachment.
Other areas as identified, will be scheduled to resiew the strengtits and weaknesses associated with our overall perfonnance. Management will stay involved in the improvement pmcess, ensuring problem resolutions are achieved in a timely and thorough nunner. Our team understands the necessity of accomplishing our mission ofimproved performance in all j
areas.
4 Sincerely, 9
v~
l D. L Farmt Regulatory Services Manager cc:
J.13. Martin, Regional Administrator - Region III J. Kennedy, Project Manager, NRR D. Ilill, Senior Resident Inspector file IR 373(374)/93001
.Q L
ATTACliMIN1' A full time pmject manager has been named to direct the Source Term reduction-activities.
We are developing a pmcess to aid the site in issues identification /prioritization. 'Ihe dmfl guidance and initial implementation is expected by the end of 1993.
An Integrated Reponing Program (IRP) was implemented at LaSalle in March 1993 and is being assessed to identify areas ofimprovement. This process is designed to provide problem identification, appropriate level ofinvestigation, corrective actions, resiew, and data collation for identification of problem trends. Our personnel trained in Root Cause Analysis (RCA) a:e receiving additional specialized training in RCA relating to equipment issues.
Performance Monitoring improvements began in early 1993 and includes a new Enterprise Information System (EIS) focused at more thorough performance evaluations. We are also evaluating the Integmted Quality Efron (IQE) process which is presently being used successfully at the Zion station, for applicability at LaSalle.
Commitment Tracking improvements include stronger emphasis on due date change control and improved acceptance resiews.
In the past,12Salle has relied on Corporate organizations to provide the self-assessment and overview of the station practices and perfom1ance. Currently, we are developing, in conjunction with the Corporate team, a new self-assessment philosophy and process which will provide for self-assessment through the line management functions. This will place more ownership and accountability in the site line function for identifying and resolving day to day issues. Through the INPO SOER 92-01 action plan, a pilot " effectiveness review" is being implemented on selected items fbr 1993. We expect to have in place by the end of 1993 a drafl guidance document on self-assessment.
..