ML20058Q041
| ML20058Q041 | |
| Person / Time | |
|---|---|
| Site: | FitzPatrick  |
| Issue date: | 12/22/1993 |
| From: | Cooper R NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION I) |
| To: | Harry Salmon POWER AUTHORITY OF THE STATE OF NEW YORK (NEW YORK |
| Shared Package | |
| ML20058Q045 | List: |
| References | |
| NUDOCS 9312280048 | |
| Download: ML20058Q041 (4) | |
See also: IR 05000333/1993082
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DEC 2 21993
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Docket No. 50-333
Mr. Harry P. Salmon, Jr.
Resident Manager
New York Power Authority
James A. FitzPatrick Nuclear Power Plant
Post Office Box 41
Lycoming, New York 13093
Dear Mr. Salmon:
SUBJECT:
NRC OPERATIONAL SAFETY TEAM INSPECTION, NRC REGION I
INSPECTION REPORT NO. 50-333/93-82
This refers to the Operational Safety Team inspection conducted by Mr. James Trapp and
other NRC personnel of October 4-15,1993 and October 20-21,1993. The inspection
included a review of activities authorized for your James A. FitzPatrick facility, in Scriba',
New York and at your Corporate Office in White Plains, New York. At the conclusion of
the inspection, the team findings were discussed with you and members of your staff, at an
inspection exit meeting, that was open for observation by members of the public, on
November 2,1993.
The objective of this inspection was to conduct a performance based inspection of
management programs and processes that support safe operation of the James A. FitzPatrick
Nuclear Power Plant. The team conducted inspection activities in the areas of (1)
Management Programs and Oversight, (2) Self Assessment / Improvement Programs, (3)
Problem identification and Resolution, and (4) Engineering and Technical Support. Within
these areas, the inspection consisted of selective examinations of procedures, design
calculations, installed equipment, interviews with personnel, and observations by the
inspectors.
Strong performance by the plant leadership team was noted in the development and
implementation of several management programs such as the Results Improvement Program
and the Business Plan. A strong " Nuclear Safety Ethic" was evident at all levels of your
organization. The quality assurance and safety oversight groups provided timely and
effective self-assessments of performance to site and corporate management. Significant
improven.ents have been made in the management oversight and implementation of the
corrective action programs. However, weak documentation and evaluations were identified
for several root cause evaluations reviewed. In addition, the past failure to implement timely
corrective actions had contributed to recent plant scrams. For example, several unsuccessful
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attempts had been made to repair and modify the reactor feedwater pump discharge check
valve that contributed to the April 1993 scram. Additional management attention is
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necessary to identify outstanding deficiencies that may cause or complicate plant scrams.
Significant management and organizational changes have recently been made in both the
engineering and technical support areas. Improvements in the performance of the
engineering and technical support organizations were noted in several areas including
communication and the modification program. However, the team noted a significant
backlog of items, such as modification requests, quality assurance corrective actions, and
technical services department action items. Included in the backlog were several items
regarding the control room ventilation system. Until recently, this system was not being
adequately maintained and operated. Due to the lack of adequate design-basis information
and equipment deficiencies, this system has been operated in the isolated mode of operation
since July 9,1993. Strong support by the technical support and engineering organizations
are required to establish the design-basis and to assure that safety-related systems are
operated and maintained within the established design-basis. While the team noted
improvements in the engineering and technical support areas, continued management
attention is required to successfully achieve performance improvement initiatives.
During the inspection, the team identified an item regarding the failure to adhere to a
commitment contained in a letter sent to the NRC on December 24,1992. Specifically, the
letter stated that a certain cable anomaly would be resolved by separating the cable,
llowever, when the anomaly was subsequently resolved, it was done via an analytical
approach, rather than by separating the cable. However, the NRC was not informed of this
change. The event emphasizes the need to inform the NRC when changes are made to
commitments previously made in co respondence with the NRC. Your staff agreed to
correct the information formally on the docket.
In accordance with 10 CFR 2.790 of the NRC's " Rules of Practice," a copy of this letter and
its enclosures will be placed in the NRC Public Document Room.
Your cooperation with us in this matter is appreciated.
Sincerely,
Richard W. Cooper, II, Director
Division of Reactor Projects
Enclosure:
NRC Region I Inspection Report 50-333/93-82
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DEC 2 21993
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R. Schoenberger, President
R. Beedle, Executive Vice President - Nuclear
G. Goldstein, Assistant General Counsel
J. Gray, Jr., Director, Nuclear Licensing - BWR
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Supervisor, Town of Scriba
C. Donaldson, Esquire, Assistant Attorney General, New York Department of12w
Director, Energy & Water Division, Department of Public Service, State of New York
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K. Abraham, PAO (2)
Public Document Room (PDR)
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Local Public Document Room (LPDR)
Nuclear Safety Information Center (NSIC)
NRC T.esident Inspector
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State of New York, SLO Designce
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DEC 2 21993
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DEC 151993
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bec w/ encl:
Region I Docket Room (with concurrences)
C. Cowgill, DRP
P. Eselgroth, DRP
R. Urban, DRP
B. Welling, DRP
B. Cook - FitzPatrick
V. McCree, OEDO
R. Capra, NRR
J. Menning, NRP
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