ML20071P679
| ML20071P679 | |
| Person / Time | |
|---|---|
| Site: | Zimmer |
| Issue date: | 11/26/1982 |
| From: | Dickhoner W CINCINNATI GAS & ELECTRIC CO. |
| To: | James Keppler NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION III) |
| Shared Package | |
| ML20071P674 | List: |
| References | |
| NUDOCS 8212270434 | |
| Download: ML20071P679 (64) | |
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r THE CINCINNATI GAS & ELECTRIC COMPANY cf F - ^~=
CINCINNATI.OMIO d45201 W. M. DICMHON E R F =amhar M-1982
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PR illC I PA L.~S TA rF._ ___
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D,RA M4 y;;,,_ _
l U. S. Nuclear Regulatory Commission Region III O_/,R,A d.;
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Glen Ellyn, Illinois 60137 D. FLY l
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Attention:
Mr. J. G. Keppler D.Et,TP l
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Regional Administrator UL FILE
'gry,j RE:
Wm. H. Zimmer Nuclear Power Station Unit 1 Order to Shcw Cause and Order Immediately Suspending Construction, Docket No. 50-358, Construction Permit No. CPPR-88, W.O.
- 57300, Job E-5590 Gentlemen:
This letter responds to Section IV.B. (1) (a) of the Order to Show Cause and Order Immediately Suspending Construction (CLI-82-33) in the captioned proceeding which requires that the independent organi-zation conducting the review of the CG&E management of the Zimmer project be acceptable to the NRC Regional Administrator.
Prior to the issuance of that Order by the NRC', it had become apparent to us that arriving at solutions to the various problems on the Zimmer project had been a much slower and complicated process than we anticipated even after the IAL and NOV were issued and that a fresh approach was necessary.
Accordingly, we had concluded that some additional project management and problem-solving expertise should be brought to bear upon the Zimmer project.
Several outstanding and experienced architect-engineering firms were contacted for providing these services.
One management consulting firm who has significant experience in the nuclear field was also considered.
One of the architect-engineering firms was eliminated from serious consideration because of its not being sufficiently indepen-dent from the Company, utilizing criteria similar to those set forth by the NRC in its letter of February 1, 1982, to Congressman Ottinger.
We solicited proposals from the other three firms for providing the type of expertise needed to assess the status of the project and then to complete it in full compliance with all applicable requirements.
These proposals were analyzed by us and a determination made that the Bechtel i
Power Corporation was best qualified to meet the needs of the Zimmer project.
In my letter of November 10, 1982, to the five Commissioners, I set forth a proposed program for improving our construction and quality assurance programs, utilizing the Bechtel Power Corporation as a manage-ment, quality assurance and construction consultant.
iNOV 2 9 W C2122704'4 821216 3
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- PDR ADOCK 05000358 i
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NuclGEr Rngulctory Commiccicn s.
Attention:
Mr. J. G. Keppler v
Page 2 November 26,-1982 On November 12, 1982, the subject Order to Show cause and Order Immediately Suspending Construction was issued, which aet forth a program for the Company to follow in order to resume safety-related construction activity at Zimmer.
That program parallels the program set
- orth in my letter of November 10, 1982, and we believe that the j
selgation process utilized in selecting Bechtel for our proposed program is also valid for selecting the independent organization to address the requirements of IV.B.(1) and (2) of the NRC Order of November 12, 1982.
Based on our review of the proposals submitted to us and on the experience and qualifications of the companies involved, we have determined that Bechtel fully meets all NRC requirements while at the same time is best qualified to meet our needs at Zimmer.
The management consultant was eliminated from consideration because techni-cal expertise as well as management ability is needed in these final stages of completion.
Each of the companies we interviewed had out-standing credentials in specific areas, but the Bechtel Power Corporation had outstanding credentials in all reviewed areas of expertise needed for the successful completion of Zimmer and had a pool of individuals having expertise in a number of areas who could be drawn upon as neces-sary, as well as having complete independence from our organization.
Enclosed for your review is a proposal from the Bechtel Power Corporation dated November 23, 1982, which sets forth the manner in which it meets the requirements of IV B (1) and (2) of the November 12, 1982 Order.
We believe that a review of Appendix B of the proposal attests to the quality and experience of the team that Bechtel brings to the Zimmer project.
Appendix D demonstrates that Bechtel completely meets the independence requirements of a consultant as set forth in Chairman Palladino's response to Congressman Ottinger dated February 1, 1982.
I don't need to dwell on Bechtel's nuclear experience, which is a matter of record, but I would call your attention to Appendix C which reviews the Bechtel quality program.
Bechtel admittedly has had some problems with Region III on'the Midland Project, but we believe that the summary of quality program enhancements set forth in Appendix B will indicate to you, as it does to us, that the present Bechtel program would preclude similar problems at Zimmer.
In summary, we believe that the Bechtel Power Corporation is the best qualified consultant to solve the unique problems at Zimmer i
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U. 8. Nuclear R:gulatory Commission Attention:
Mr. J. G. Keppler i
Page 2 November 26, 1982
)
and to fulfill the requirements set forth in Sections IV.B. (1) and 1
IV.B.
(2) of the NRC Order to the Company, dated November 12, 1982.
We hereby request your approval of Bechtel Power Corporation as the independent reviewer to fulfill the requirements of the Order.
Yours very truly THE CINCINNATI GAS & ELECTRIC COMPANY
$ : = ~s By W. H. Dickhoner Enclosure
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Bechtel Power Corporation Engineers-Constructors Fifty Beale Street g
San Francisco, Cahforne 4
Mail Address: P.o. Box 3965. San Francisco, CA 94119 November 23, 1982 Mr. W.H. Dickhoner, President Cincinnati Gas and Electric Company 139 East Fourth Street Cincinnati, Ohio 45202
Dear Mr. Dickhoner:
Bechtel submits this revised proposal for providing completion services for your W.H. Zimmer plant.
This revision to our proposal, originally submitted on November 8, 1982, responds to the Nuclear Regulatory Commission's Order to Show Cause dated November 12, 1982, and incorporates the requirements of the Independent Review of the Management of the Zimmer Project as outlined in section IV B (1) of that order.
As requested, we have provided information regarding Bechtel's independence from Cincinnati Gas and Electric (Appendia D) and our qualifications and experience in QA/QC matters which has been appropriately added to Appendix C.
Our proposal is organized as follows:
Appendix A describes the objectives and approach to the Independent Review of the project which is proposed for accomplishment under the Technical Services Agreement submitted on November 8, 1982.
This review which we have designated as phase 1 is currently in progress.
Appendix B includes the resumes of the Independent Review Team members.
Appendix C includes summaries of Bechtel's nuclear experience which, as you know, is approached by no other company.
We have added additional information describing Bechtel's capabilities and approach to managing project quality.
(pp C-4 through C-13)
Apper' dix D includes information af firming Bechtel's independence from Cincinnati Gas and Electric and the Zimmer project.
I M
Bechtel Power Corporation
'Mr. W.H. Dickhnnor Cincinnati Gas and Electric Compar.y November 23, 1982 Page 2 We are prepared to mobilize a Quality Assurance Audit Team to verify the adequacy of the quality of construction of the Zimmer project in accordance with section IV B (2) of the above mentioned Order to Show cause.
It is proposed that the team be headed by Mr. J.A.
Amaral who is Bechtel Power Corporation's Corporate Quality Assurance Manager.
Mr. Amaral is on my staff and is responsible to me for overseeing and coordinating all of Bechtel Power Corporation's Quality Assurance Programs.
The team will include other Bechtel Senior Quality Assurance personnel selected from our various divisions.
The Quality Assurance Audit Team will be separate from our Independent Review team.
A more detailed description of our plan and approach for such audit will be forthcoming under separate cover.
During 1982, fuel was loaded on six of our units.
Work was deferred or cancelled on four additional units.
With these completions and cancellations, Bechtel is prepared to staff the Zimmer project with nuclear experienced personnel in all aspects of project completion management.
Bechtel remains committed to assisting Cincinnati Gas and Electric in the successful completion of the W.H. Zimmer Nuclear Station Project.
Sincerely, H.O. Reinsch President HOR /lsw Enclosures cc:
E.A. Borgmann L6112382
,W
Appandix A g
PHASE I INDEPENDENT REVIEW OF THE MANAGEMENT OF THE ZIMMER NUCLEAR PROJECT Obiective Perform an independent review of the management of the Zimmer project, including its quality assurance program and its quality verification program.
Determine measures to be implemented to provide for completion of construction of the Zimmer plant in conformance with the Nuclear Regulatory Commission's (NRC) regulations and the Zimmer construction permit.
Approach Based on our experience in performing independent reviews and providing project completion assistance on similar projects we recommend the following sequence and scope of review activities.
A.
MANAGEMENT REVIEW OF PROJECT ORGANIZATION AND STATUS OF JOB B.
ASSEMBLE REVIEW TEAM The team will be backed by senior management support and will provide proven capability in the following areas:
Project Management / Construction Management experience Current Quality Assurance / Control programs Recent nuclear expertise Project controls Managerial capability C.
SURVEY AND REVIEW OF THE PROJECT 1.
Project Quality Program Review process for and translation of Licensing a.
Commitments into specifications, drawings, quality assurance and control instructions, policies, procedures and construction work plans b.
Review Total Project Quality Program Structure 1.
Is structure adequate (cover all quality related activities related to the design, procurement, construction and testing of the power plant)?
2.
Are structure ' areas of responsibility" clearly and adequately defined?
i A-1 11/23/82
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Appendix A Review adeque,:y of organization, program, and c.
i staffing.
1.
Client, A/E, constructcr, contractors 2.
Are responsibilities and~ duties within the
~
organizations clearly and ad_equately defined?
d.
Quality Assurance and Control for remaining work 1.
Review of vendor and ccntractor' certification and documentation-2.
Action plan for closeout of NCRs 3.
Audit program and adequacysof
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e.
Quality Confirmation Program
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Completeness and adequacy (N. Logic, Methodology, 1.
Implementation - will it accomplish the
objectives)?
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2.
Action plan for closeout of NCRs generated from this review program.
- xs.
x f.
Review interfaces between QA, QC, craft supervision, field engineering and resident engineering.
1.
Are these groups working as a project team
~t utilizing team concepta?
1 s
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g.
Review program for training and certification of QA/QC Personnel.
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it y,
2.
Review Project Controls
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a.
Overall integration of project schedules:-
1.
Milestone Summary Schedule
- s.
2.
Engineering,' Procurement, Construc' tion & Systc'm Turnover Schedule '%
3.
On going QC inspection p anning x
4.
QCP inspection /re-work schedule 5.
Detailed work plans for--designers, craf tsmen b.
System Completion & Turnover Process k
A-2 x 11/23/82 6
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Appendix A Design change control (Use of design " Freeze
- and c.
Design Change Package approach) d.
Field change control i
e.
i ystem & Facility configuration control
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f.
Cost control g.
Administrative control RevIewConstructionOrganization 3.
Repponsibilities and reporting relationships of field a.
engineers.
How do they interface with resident engineers, superintendents - systems or greg basis?
Who assembles quality documentation for field work.
Cost and Schedule controls; who develops and c.
maintains?
d.
Craft training and indoctrination for nuclear work, e.
Procurement and Warehousing controls
- x 4.
\\
Review Nuclear Regulatory Commission Interfaces and Communication t
x.'
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Does official contact point exist at appropriate a.
s level of~CG&E organization for:
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Licensing i
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2.
Redion III Inspection and Enforcement (I&E)
Inspectors s
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b.
Is' staffing level and authority adequate to provide timely response of best information with minimum t
impact on project operation?
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Are appropriate people involved in NRC communication c.
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process? (e.g. Exit Interviews) m,
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d.
Who is responsible for managing timely resolution of
.50.55 (e) open issues, Title 21 issues, NRC s
Bulletins, etc.?
N'
'e.
- How are impacts of open issues recognized or reflected in project schedule?
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Appendix A f
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Review Status of Engineering for:
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i a.
Outstanding design issues not yet issued.for construction, if any.
j b.
Design change tools, controls, statue of incoyporationofchangesindesigndrawings.
Dispo'sitiening of NCRs from QCP.
c.
t j
L' d., 'popen issues with NRC licensing group (NRR).
I j
t' Status of Operat'ing License SSER, ACRS Letter, an&<,
)
,e.
Public HWaring.
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f".
f SURVEYAN[h'REVIEWPROCESS D.
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c 1.
Interview key people regarding-a.
Scope of responsibility i
b.
Scope of authority j
3 c.
Background and experience' '
s'
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d.
Problem" areas 2.
Obtain and review project procedures and reports for:
QA & QC manuals (CG&E and Kaiser,)
a.
b.
Project Procedure Manuals for CG&E and Kaiser c.
Schedule and Cost forecast d.
Monthly progress reports for Engineering, Procurement, Construction and Start-up E.
KEY PEOPLE TO BE INTERVIEWED Cincinnati Gas & Electric
W.H. Dickhoner President & CEO l
E.A. Borgmann Senior Vice-President & Project Manager
{
B.R. Sylvia Vice-President, Startup & Nuclear Operations H.R. Sager Quality Assurance Manager J.F. Shaffer Quality Confirmation Program Manager B.K. Culver Construction Manager H.C. Brinkmann Nuclear Engineering Manager J.R. Schott Nuclear Production Manager J.D. Flynn Nuclear Licensing Manager W.
Murray Planning & Scheduling K.K. Chitkara Nuclear Service Manager l
A-4 11/23/82
App 2ndix A H.J. Kaiser J. Coyle Vice-President Power M. Albertin Project Manager W. Hedzik Site QA Manager C. Stanfield Construction Manager B. Scott Estimating & Cost Control Manager D. Davis QC Manager H. Vitale Qu ~ity Engineer Manager G. Power Reeords Manager Nuclear Regulatory Commission F. Christianson -
Resident Inspector Sargent & Lundy T. Daly Resident P oject Engineer Hartford Insurance L. Bui ton Authorized Inspector State of Ohio D.
Milon Boiler & Pressure Vessel Licensing Agency t
F.
RECOMMENDATIONS AND REPORT Upon completion of the survey and review of the project, Dechtel shall formulate and submit to Cincinnati Gas and Electric (CG&E) recommendations regarding necessary steps to make sure that the construction of the facility can be completed in conformance with NRC regulations and the Zimmer construction permit.
These recommendations will be submitted to CG&E in the form of a report.
A copy of the report shall be simultaneously submitted to the Regional Administrator of the NRC.
In making its recommendations, Bechtel shall consider at a minimum the follo' wing alternatives for management of the Zimmer project and shall weigh the advantages ~and disadvantages of each alternative:
1.
Strengthening the present CG&E organization.
\\
A-5 11/23/82 J
d Appendix A 2.
Creation of an organizational structure where the construction management of the project is conducted by an experienced outside organization reporting to the chief executive officer of CGEE.
3.
Creation of an organizational structure where the quality assurance program is conducted by an experienced outside organization reporting to the chief executive officer of CGEE.
4.
Creation of an organizational structure with both quality assurance and construction project management conducted by an experienced outside organization reporting to the chief executive officer of CG&E.
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A-6 11/23/82 L6110602
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App;ndix B 8
Independent Review Team Division Management W. G. Henry Project Operations G.
B. Jones
- R. K. Vassar (part-time)
Construction D. M. Stover
- C.
Turbow Project Controls R.
Soderholm QA/QC R.
L. Scott
- G. W. Stanley
- Code - Welding Inspection L.
L. Campbell Startup Turnovers J,-
G. Walker (part-time)
Engineering R.
L.
Loos (part-time)
Document Control C.
Rixford (part-time)
The survey team will be headed up by G. B. Jones and will report to W. G. Henry, Vice-President and Deputy General Manager of the Ann Arbor Power Division.
1 The resumes of full time team members follow.
- Aiailable for permanent Zimmer Project Team.
. 2, l
B-1 11/23/82 i
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Appenclx B WILLIAM (CILL) CERALD BENRY
~
POSITION Vice-President and Deputy General Manager i
EDUCATION BS, Civil Engineering, University of Washington DMC, Business Law, University of Washington PROFESSIONAL Registered Professional Engineer in Alabama DATA Con, tractor's License (BPG), Nevada l
SUMMARY
6 months:
Vice-president and deputy general manager 1 years Vice-president and manager of division construction 4-1/2 years:
Manager of division con-struction 6 months:
Deputy manager of division construction 1
1-1/2 years:
Manager of construction 5 years:
Construction manager 1-1/2 years:
General superintendent 2-1/2 years:
Project superintendent 6 months:
Assistant superintendent 2 years:
Senior field engineer 3 years:
Field engineer 1 year:
Design engineer 2 years:
Heavy equipment supervisor 4 years:
Equipment operator EXPERIENCE Currently, Mr. Henry is vice-president and deputy general manager of the Ann Arbor Power Division.
Prior to his present assignment, Mr. Henry was vice-president and manager of division construction for Bechtel's Los Angeles Power Division where he was responsible for foreign and domestic construction activities. Previously, Mr. Henry was manager of construction for projects in the southwestern United States and Southern California and, later, deputy' m'anager of division construction.
As a construction manager in the Los Angeles Power Division, Mr. Henry was responsible for work on the Mohave, Rancho Seco, and San Onofre units.
B-2 11/23/82
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Appendix B WILLIAM (BILL) GERALD HENRY (Cont'd)
?
t Mr. Henry has had considerable field experience since joining Bechtel in 1957 as a design engineer.
Beginning in 1958, he worked as a field engineer on the Mammoth Pool hydropower plant in the Sierra and the Alamitos Steam
~
Statien gas turbine units.
In 1963, he became assistant superintendent on the Etiwanda power plant project.
From 1964 to 1967 Mr. Henry was project superintendent for Redondo Units 7 and 8, and in 1967 he was named general superintendent on the Mohave Generating Station.
For the next three years Mr. Henry served as construction manager responsible for Mohave 1 and 2 and Four Corners 4 and 5.
Prior to joining Bechtel in 1957, Mr. Henry was a heavy equipment supervisor for the Army Corps of Engineers and an equipment operator for Henry Brothers Construction Company and the State Highway Department.
e 8
- 4 a
1 l
l B-3 11/23/82 l
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Appsndix B GEORGE B. JONES l
POSITION Project Manager EDUCATION BS, Electrical Engineering, University of California MS, Mechanical Engineering, Naval Post-graduate School PROFESSIONAL Registered Professional' Engineer in DATA California Membar, American Society of Mechanical Engineers Member, American Society of Naval Engineers Member, Project Management Institute
SUMMARY
6 years:
Project manager 2-1/2 years:
Engineering manager 9 months:
Deputy engineering manager 3-1/2 years:
Shipyard commander 1 year:
Deputy, fleet maintenance 5 years:
Planning / production officer 4 years:
Head of Piping, Valves, and Machinery Arrangement Branch EXPERIENCE Mr. Jones was Project manager of Hope Creek Unit 1 & 2, 1,100 MW EWRs for Public Service Electric & Gas Company.
He is currently managing the close out operation on Unit 2.
Earlier, Mr. Jones was engineering manager for the following projects:
Pilgrim 1 and l
2 for Boston Edison Company; Jim Bridger 1, 2, 3, and 4 for Idaho Power & Light Company; Hope Creek for Public Service Electric & Gas Company; and Humboldt Bay l
for Pa'cific Gas & Electric Company.
He also served as coordinator for Bechtel Power Corporation with respect to the use of automatic pipe welding equipment.
Mr. Jones joined Bechtel in January 1971 as deputy engineering manager for the Hope Creek Project.
B-4 11/23/82
Appandix B
?
GEORGE D. JONES (Cont'd)
Prior to joining Bechtel, Mr. Jones was shipyard commander with the U.S. Department of.the Navy where he was responsible for all aspects of industrial operations of p
~
shipyard activity and the supervision of 6,500 people.
Mr. Jones's thirty years of naval experience includes positions as deputy in charge of fleet maintenance, planning production officer, and head of the Piping, Valves and Machinery Arrangement Branch.
REFERENCE Mr. Tom Martin Vice President Engineering & Construction Public Service Electric & Gas (of New Jersey)
(201) 430-7000, Extension 8316 B-5 11/23/82
Appendix B
~
DONALD M. STOVER POSITION Project Superintendent EDUCATION BS, Civil Engineering, University of Maine PROFESSIONAL Professional Structural Engineer, Massachusetts DATA Licensed to Practice, Province of Newfoundland
SUMMARY
5 years:
Project superintendent 1 years Project superintendent 3 years:
Field superintendent 3 years:
Staff assistant to construction manager 2 years:
Assistant manager of construction 2 years:
Construction manager 1 year:
Project manager 4 years:
Resident field manager 6 years:
Structural designer and group leader EXPERIENCE Mr. Stover is currently Project superintendent on 1100 MW BWR Hope Creek project responsible for fiald supervision of services which includes field subcontract administration.
Act for field construction manager in his absence.
Mr. Stover was project superintendent of services in Bechtel's San Francisco Power Division assigned to the Nuclear Fast Flux Test Facility.
As field superintendent, Mr. Stover was re-sponsible for all construction activities.
Mr. Stove.e was staff assistant to construction manager responsible for coordinating construc-tion department activities on four thermal power st4*; ions.
Mr.Sto'kErwasassistantmanagerofconstruc-tion for Acres Canadian Bechtel of Churchill Falls and he was responsible for field activities including inspection, administration, scheduling and cost reporting.
As construction manager of Acres Canadian Bechtel of Churchill Falls, Mr. Stover was responsible for initial construction activities, definition and scope of major field construction 4
contracts and administration of active field contracts.
Mr. Stover was project manager of ammonia fertilizer complex for Bechtel Corporation.
I B-6 11/23/82
=
Appendix B DONALD M. STOVER (Cont'd)
(
Mr. Stover was resident field manager of Twin Falls Power Corporation on 4-unit hydro plant, He prepared scope of contracts; participated in bid reviews and awards; admini-i stered all site construction contracts; pre-pared cost and progress reports; commissioned and turned over plant to operating personnel.
REFERENCE kr. Pete Kudless Public Service Electric & Gas (New Jersey)
(509) 935-7400 B-7 11/23/82
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s RICHARD W. SODERHOLM
! I POSITION Technical Services Manager EDUCATION 3-*
BS, Mechanical Engineering, University of California at Berkeley Management Program, Bechtel O
~
SUMMARY
2 months:
Technical services manager 1-1/2 years:
Project superintendent 1 year:
Field cost and scheduling supervisor 4-1/2 years:
Cost and scheduling supervisor 7 months:
Assistant cost and scheduling supervisor 1 year:
Staff assistant 2 years:
Corporate budget coordinator 1 year:
Senior cost engineer 1-1/2 years:
Cost engineer 3 years:
Field cost engineer EXPERIENCE Mr. Sooerholm is currently technical services manager responsible for technical guidance and personnel administration of division technical services personnel on the Midland nuclear project.
Previously, Mr. Soderholm was project superintendent of construction services for the Midland nuclear project responsible for managing the following groups onsite:
subcontracts, cost and scheduling, office services, document control, finance and accounting, procurement, safety, and personnel.
Mr. Soderholm transferred to the Ann Arbor Power Division in March 1980 as field cost scheduling supervisor assigned to Midland Units I and 2.
He was responsible for all planning, scheduling, and cost control programs, which included productivity i
monitoring and control, field trending, and preparing all construction schedules.
While serving as cost and scheduling supervisor at the San Francisco Power Division, Mr. Soderholm was assigned to the Pebble Springs and Pilgrim 2 nuclear projects.
He was responsible for implementing all planning and scheduling, B-8 11/23/82
Appendix B I
RICHARD W. SODERHOLM (Cont'd) cost control, and quantity tracking programs in the office, and for the initial development of similar programs for the t
p.s field.
+
$e Previously, Mr. Soderholm was staff assistant to the general manager of the Thermal Power Organization (TPO).
He reviewed correspondence and procurement authorizations and prepared and coordinated presentations.
Mr. Soderholm was corporate budget coordinator for two years.
He was responsible for coordinating overhead budgeting activities for Bechtel Group, Inc.
During his tenure with Bechtel, Mr.
Soderholm has also served as senior cost i
engineer, cost engineer, and field gost engineer.
REFERENCE Mr. Don Miller - Midland Site Manager Consumers Power Company (517) 631-8210 i
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i B-9 11/23/82
. 2.
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Appendix B
+
ROBERT L. SCOTT
(
POSITION Assistant to Manager of Quality EDUCATION Business Management General Studies, Southern Illinois Universityr various company-sponsored
, _p.
courses such as Fundamentals of Computer Systems.
Basic Radiographic Interpretation, j
Effective Writing, Nondestructive Testing, 6
and Auditor Training.
PROFESSIONAL Registered Professional Quality Engineer DATA in State of California; Member, American Society Quality Control
~
EXPERIENCE Presently assigned as assistant to the Bechtel Manager of Quality at the Washington Nuclear Power Station (WNP-2) for Washington Public Power Supply Lystem.
Responsible for technical direction of the construction Quality Control program.
1 Manager, Documentation Engineering - Bechtel Power Corp.
Assigned as consulting Documenta-tion Engineering Manager to a major mechanical contractor at the Washington Nuclear Power Station, Unit Number 2 for Washington Public Power Supply System.
Responsible for direction and management of a quality documentation review and correction program, to enable certification of records necessary for nuclear plant licensing.
(1 year)
Project Quality Assurance Manager - Bechtel Power Corp.
Assigned as project Quality Assurance Manager to the Grand Gulf Nuclear Power Station, two 1300 MW BWR units for Mississippi Power and Light Company.
Re-sponsible for direction and control of the project-que.lity assurance program, as well as direction and management of project quality assurance. activities.
(4 years)
Project Quality Assurance Engineer - Bechtel Power Corp.
Served as project Quality Assur-ance Engineer on the 950 MW PWR Arkansas Nuclear One - Unit 2 for Arkansas Power and Light Company.
Responsible for direction and control of the quality assurance program, representing the project on project related quality assurance matters.
(4 years)
B-10 11/23/82
Appsndix B ROBERT L. SCOTT (Cont'd) l Manager of Quality Assurance - Westinghouse Nuclear Energy Systems Division.
Before joining Bechtel, was an equal partner / owner of a steel fabrication and design company.
Prior to this, was Manager of Quality Assurance in the Heat Transfer Division of Westinghouse Electric Corporation.
Formerly was the West Coast Quality Assurance Representative and Senior Quality Engineer for Westinghouse Nuclear Energy Systems Division.
Responsible for source surveillance / auditing of Westing-house suppliers of NSSS components in California, Washington, Arizona and Colorado.
Previously was responsible for quality assurance program and records planning for Westinghouse NES quality assurance consulting efforts for a utility, nuclear projects balance-of-plant equipment.
(3 years)
Product Assurance Coordinator - Quality Engineering - Lockheed Propulsion Company; Unidynamics and Other.
While with Lockheed Propalsion Company, was a Product Assurance Coordinator involved in quality engineering activities related to manufacturing planning of Navy nuclear reactor internal (core) components.
Previous positions included Production / Quality Engineer initiating quality control inspectio'n procedures for Unidynamics, St. Louis, and Manager of Quality Assurance for Scott Engineering and Welding Service responsible for development and implementation of a program to meet the requirements of MIL-Q-9858A.
(3 years)
REFERENCE Mr. Roger Johnson Washington Public Power Supply System Richland, Washington (509) 377-2522 ext. 2712 J
l B-ll 11/23/82
Appsndix B I
G.W. STANLEY POSITION Senior Construction Engineer EDUCATION Courses at Kansas State University and Wichita State University
SUMMARY
2 years:
Project field engineer 1-1/2 years:
Systems superintendent and and assistant project field engineer 3-1/2 years:
Project construction quality control engineer 1 year:
Staff quality control super-visor 3-1/2 years:
Project quality control engi-neer and lead mechanical piping quality control engi-neer 5 years:
Lead quality control planner EXPERIENCE Mr. Stanley is presently assigned as project field engineer on the BWR Grand Gulf Power Station Units 1 and 2,1,300 MW each, for Mississippi Power & Lighc Company, responsible for supervising and directing all field engineering activities.
He has also served as the project systems superintendent responsible for construction completion and release of systems for startup testing.
In addition, he was assistant project field engineer on this project, responsible for supervising Unit 1 field engineering activities.
Mr. Stanley was previously assigned as project construction quality control engineer for the PWR SNUPPS 1,150 MW Sterling Unit I nuclear project for Rochester Gas & Electric Corporation.
He was responsible for staffing and supervising the field construction quality control organization and implementing the quality control program.
Mr. Stanley formerly served as quality control staff supervisor in Bechtel's Gaithersburg office, where he supervised i
the quality control technical staff and B-12 11/23/82
~ - - - ~ '
Appendix B I
G.W. STANLEY (Cont'd)
~
was responsible for the preparation of instructions and procedures, and providing technical guidance to field quality control engineers.
Prior to this, Mr. Stanley served as project construction quality control engineer on the PWR Calvert Cliffs Nuclear Power Station Units 1 and 2, 880 MW each, for Baltimore Gas & Electric Company.
He was also assistant project construction quality control engineer and simultaneously acted as lead quality control engineer for construction testing operations.
Earlier, he served as lead mechanical / piping quality control engineer, responsible for quality activities for the verification of safety-related mechani-cal and piping system installation.
He also served on this project as mechanical quality control engineer for inspecting the installation of piping and mechanical
(
activitie.s.
Before joining Bechtel, Mr. Stanley was associated with The Boeing Company as lead quality control planner.
He planned and developed quality control procedures, evaluated test plans and specifications for facilities installation as well as ground and flight test operations on the Apollo / Saturn program, and dealt exten-sively with the quality records system.
REFERENCE Mr. Tom Cloninger - Project Manager Grand Gulf Project Mississippi Power and Light (601) 437-8011, Extension 3784 l
l B-13 11/23/82
m
[
l
~
IARRY L. CA!!P2 ELL POSITION Quality Control Coordinator EDUCATION BS, Mechanical Engineering, Virginia Polytechnic Institute and State University PROFESSIONAL Certified Level III Mechanical Quality Control
- DATA Engineer Certified Level III Welding Quality Control Engineer
SUMMARY
l-1/2 years:
Lead quality control engineer 4 years:
Assistant lead field weld engineer 1 year:
Senior construction engineer 1 year:
Construction engineer 5 years:
Pipefitter EXPERIENCE Mr. Campbell is currently the quality control coordinator in the Ann Arbor Power Division primarily responsible for the coordination of activities at the Palisades and Fermi nuclear jobsites.
He provides assistance to the chief construction quality control engineer for the remaining nuclear and non-nuclear construction quality control activities within the Ann Arbor Power Division.
Previously, Mr. Campbell was the lead quality control engineer at the Detroit Edison Fermi 2 Generating Station, assigned to the client's construction and maintenance quality assurance organization.
He supervised the client's quality control staff in the performance of inspection activities and the preparation of program procedures, which included quality control instructions for construction and maintenance activities pe'rformed by contractors or the client's maintenance organization.
Mr. Campbell is also a consultant for the client on American Society of Mechanical Engineers Sections III, IX, and XI, and on American Welding Society Code matters.
Prior to this assignment, Mr. Campbell was the assistant lead field weld engineer at the Limerick jobsite.
He acted as the lead field weld engineer during his absence, directing and coordinating the activities of 28 personnel.
He l
4 was responsible for preparing and writing tech-l nical reports to support jobsite welding acti-vities.
I B-14 11/23/82
Apprndix B LARRY L. CAMPBELL (Cont'd)
Before joining Bechtel, Mr. Campbell held various construction engineering assignments and was pro-moted to senior construction engineer at several nuclear power plants.
He also completed a 4-year pipefitter apprentice program while working at a nuclear shipbuilding company.
REFERENCE Mr. Tullio A. Alessi Director of Project Quality Assurance Fermi Project Detroit Edison Company (313) 586-5513 s
e 4
e
- g l
l B-15 11/23/82
Appsndix B I
JOHN G. WALKER I
POSITION Project Manager EDUCATION BS, Mechanical Engineering, Texas A&M' University PROFESSIONAL Registered Professional Mechanical Engineer
-DATA in Texas Registered Professional Nuclear Engineer in California Member, American Nuclear Society
SUMMARY
3 years:
Project manager 1 year:
Managar of startup and operating services 6 years:
Chief startup engineer 2 years:
Project startup engineer 3 years:
Senior startup engineer 2 years:
Senior results engineer 3 years:
Results engineer EXPERIENCE Mr. Walker is currently project manager for Bechtel's work on Detroit Edison's Fermi 2 project.
Mr. Walker was manager of startup and operating services in Bechtel's San Francisco Pouer Division.
Previously, as, chief startup engineer he had overall responsibilities for division startup operations.
As a project startup engineer on a number of projects, Mr. Walker was responsible for total i
plant startup activities.
Previously, as a startup engineer, he was responsible for plant cleaning and flushing and power testing.
l Mr. Walker.was previously a startup engineer on the Great Canadian Oil Sands project where he provided technical direction and coordi-i nation of power plant and utilities startup.
l i
B-16 11/23/82
myyeuuse^e JOHN G. WALKER (Cont'd) l Prior to joining Bechtel, Mr. Walker was a senior results engineer with the Texas Electric Service Company where, as a plant operations supervisor, he was in charge of operating personnel; he also directed startup of a 550 MWe fossil plant addition.
As a results engineer, he prepared and conducted plant performance tests and worked as a shift operations supervisor.
REFERENCE Mr. Harry Tauber Group Vice President Detroit Edison Company (313) 237-6696 l
O B-17 11/23/82
l Appendix C BECHTEL NUCLEAR EXPERIENCE This section describes Bechtel's capabilities and experience as the leader in providing engineering and construction ser-vices to the nuclear industry.
BECHTEL QUALIFICATIONS AND RECORD IN NUCLEAR POWER e
30 YEARS OF NUCLEAR POWER EXPERIENCE o
91 NUCLEAR PLANTS DESIGNED OR CONSTRUCTED e
73 NUCLEAR PLANTS WITH BECHTEL AS CONSTRUCTION MANAGER /
CONSTRUCTOR e
TOTAL CAPACITY EXCEEDS 78,000 MEGAWATTS RESPONSIBLEFORCONSTRUCTIONMANAGEMENT/CONSTRUCTIONOF e
25% OF CURRENTLY OPERATING NUCLEAR UNITS e
SELECTED FOR THREE MILE ISLAND RESTORATION WORK I
e SELECTED FOR PROJECT COMPLETION OF 7 UNITS CURRENTLY IN PROGRESS e
LEADER IN DEVELOPING AND APPLYING EFFECTIVE PROJECT CONTROL TOOLS FOR NUCLEAR PROJECTS e
QUALITY ASSURANCE / QUALITY CONTROL PROGRAMS DEVELOPED TO RESPOND TO 10CFR50 APPENDIX B AS WELL AS ASME CODES l
C-1 11/23/82
i App:ndix C
~..
i i
General Nuclear Experience
(
Bechtel has been a pioneer in the nuclear power fields first was the nuclear accelerator at Los Alamos, New Mexico, then l
came Arco, proving that power-generating atomic heat could be l
produced, controlled, and used.
In the following year, the company performed the engineering for the Mark I and Mark II Materials Testing Accelerator Project in Livermore, California.
Next, it constructed the $20 million AEC Chemical Fuel Processing Plant in Idaho.
Bechtel provided construction management and engineering for l
the installation of a turbine generator at General Electric l
Company's Knolls Atomic Laboratory in West Milton, New York.
This installation, utilizing byproduct energy from the proto-type reactor for the U.S. Navy submarine Sea Wolf, supplied
[
the first nuclear-fueled power for commercial use in 1955.
I Also for General Electric, near Pleasanton, California, Bechtel I
had complete responsibilities from engineering through construc-l tion of the Vallecitos Atomic Laboratory.' Vallecitos, as an j
experimental facility, made its greatest contribution by demon-j strating increasing efficiency and output, and thus reducing l
cost of nuclear power.
{
A milestone in Bechtel's growth with the nuclear industry came in 1959 with completion of the Commonwealth Edison Company's Dresden Nuclear Power Station in Morris, Illinois.
This was the country's first large, privately financed nuclear power plant.
Bechtel was engineer-constructor, responsible for all construction and design, except for the nuclear package.
l Through these, and other projects, Bechtel has maintained its position within this rapidly evolving industry with participa-tion in many advanced projects involving studies, evaluations, i
engineering, and construction milestones.
Some highlights of these activities are:
o Comprehensive design and construction services for first nuclear addition to a conventional steam plant, Humboldt Bay 3.
Engineering services for the first nuclear power unit with I
e a pressure suppression containment - APPR-1A.
Development and construction'of the first fully prestressed, e
post-tensioned concrete containment vessel - Palisades 1.
e Comprehensive design and construction services for the first nuclear power plant with a field fabricated reactor vessel -
l j
Monticello 1.
Engineering, procurement and construction of Tarapur, India's e
first commercial nuclear power plant.
This required extensive training of workers and close supervision of local subcontractors.
C-2 11/23/82
-- --- l
Appandix C High Temperature Gas Cooled Reactor Plant Studies and e
Designs.
Standardized Nuclear Unit Power Plant System.
e Liquid Metal Fast Breeder Reactor Program, Fast Flux Test e
Facility Engineering and Construction.
Engineering and Cons'truction of San Onofre Units 2 and 3 e
with seismic design criteria of 0.66G, one of the world's highest.
Bechtel has experience with nearly all types of reactor design and power concepts.
Bechtel is not associated permanently with any manufacturer or agency but works with all major worldwide suppliers of nuclear steam supply systems and turbine generators.
Today, in its third decade of service to the nuclear industry.
Bechtel has participated in the design engineering and/or con-struction of 91 major nuclear plants in the United States and worldwide.
The total capacity of these projects is in excess of 78,000 megawatts.
Many technical and economic studies, safety analyses, licensing preparations and presentations for state of the art and advanced fission and fusion nuclear power plants, and the nuclear fuel cycle from mining to waste storage have been performed and completed.
For example, a study was completed concerning the licensability in the United States of the French Phenix, fast breeder reactor.
Other studies have covered spent fuel pool expansions, temporary and permanent waste storage, and recovery of Three Mile Island Unit 2.
- s C-3 11/23/82
Appandix C s
QUALITY PROGRAM Bechtel Philosophy, Approach and Capabilities to Managing Project Quality A.
GENERAL Since its beginning, Bechtel's work has been characterized by quality and committment - quality services provided by professionals committed to meeting client requirements and project objectives.
Through our long involvement of more than 30 years in designing and constructing nuclear plants, we have gained considerable expertise and developed effective tools and procedures for maintaining the required level of quality for nuclear projects.
The following highlights our philosophy, approach, and capabilities.
B.
PHILOSOPHY The basic implementing philosophy of the quality assurance program is described as follows:
1.
Quality of work and the control of quality is the responsibility of the individuals and functional organizations performing the work.
2.
Quality performance requires that individuals have appropriate skills and are provided with adequate instruction, suitable tools and procedures, and the proper definition of the job requirements.
3.
Quality is verified through surveillance, inspection, testing, checking, auditing and review of work activities, and documentation.
4.
Quality verification is the responsibility of the organization or group performing the activity, but is performed by individuals other than those directly responaible for performing the work activity.
5.
The extent to which appropriate levels of quality are verified and documented depends upon the importance of the work to plant function or safety, as well as contract applicable requirements and applicable regulations, codes, and standards.
C-4 11/23/82
5 -
Appandix C i
C.
APPROACH A division general manager has overall responsibility for the quality assurance program and for its execution on all projects.
The manager of division quality assurance reports to the general manager and assists in fulfilling this f
resr;
- ibility, i
The quality assurance program is implemented by designated functional organizations (engineering, procurement, construction, project operations, administrative services, specialty groups, and quality assurance) utilizing approved policies, procedures, and instructions.
The quality assurance department performs a management function independent of the organization or group performing l
the activity.
Quality assurance personnel report to the i
manager of division quality assurance.
l 1
The quality assurance department, under the direction of the l
manager of division quality assurance / is responsible for the following:
i 3.
Providing technical direction for the division quality i
assurance program and quality-related activities of the i
quality engineering, quality control, and division procurement supplier quality functions.
2.
Formulating the division quality assurance program policies (standard NQAM) and quality assurance department procedures, as well as reviewing and approving quality program implementation procedures prepared by division department and support organizations.
Authorizes project quali.ty assurance programs (project NQAM) which are modifications of the j
division quality assurance program to meet unique project requirements.
3.
Controlling and implementing the division audit program conducted to ensure compliance with quality requirements.
4.
Maintaining an awareness of quality program status and adequacy and providing periodic reports to management thereon.
5.
Coordinating quality concerns with centralized quality functions outside of the division.
C-5 11/23/82 m
-r--
Appendix C I
D.
BECHTEL POWER CORPORATION CAPABILITIES l.
Personnel (10/82) e 235 quality assurance engineers e
115 quality engineers
~
e 1157 quality control engineers e
298 procurement supplier quality personnel e
86 material and quality services pcrsonnel e
Separate quality control departments established in 1970 e
separate quality assurance departments established in 1972 2.
Established Procedures and Programs e
NRC Approved Topical Report (BQ-TOP-1) e Nuclear Quality Assurance Manual (established 1968) e Bechtel Quality Assurance Manual for ASME Section III, Division 1 and 2 ("N" stamp holder)
Standard Departmental Implementing Procedures e
(Supplemented and modified to meet unique project requirements)
Engineering Department Procedures Construction Work Plan / Procedures Procurement Contracts and Purchases Manual l
l Construction Quality Control Manual Procurement Supplier Quality Manual Administrative Services Department Procedures Quality Assurance Department Procedures Material and Quality Services Policies and Practice Guidos C-6 11/23/82
Appendix C e
Engineering Standard Technical And Quality Specifications e
Procurement's Evaluated Suppliers List e
Corrective Action / Trending Programs 4
o AAPD Quality Improvement Program
~
e Audit and Inspection Programs s
e Training Programs e
Nuclear Newsletter / Licensing Information. System 3.
PROJECTS c
s e
Engineering / Procurement / Construction / Management services for more than 90 nuclear units e
13 nuclear units completed in the last 5 years (includes units currently in low-power testing) s e
37 nuclear units currently under construction e
Providing services at more than 20 operational nuclear units D
s tg C-7 11/23/82
x
\\
n.
e
,[
.?
Appendix C f
[
RECENT ENHANCEMENTS TO BECHTEL'S QUALITY PROGRAM IN Bechtel has continuously modified and enhanced quality program activities to reflect new or modified requirements, client's neede, and'to detect and prevent securrence of problems.
Following is a sumdary of major recent quality program enhancements:
i A.
INCREASED QUALITY EXPERIENCE THROUGH EXPANDED MIDWEST ROLE 0
Bechtel's total experience in quality assurance / quality control, especially~as pertinent to NRC Region III philosophy, is increasing through an expanded role in Midwest nuclear activities.
Involvement in engineering and/or construction now
, includes five operating projects (Dresden/ Quad Cities, Davis s
'Besse, Monticello, Duane Arnold, and Palisades) as well as three' projects under construction (Fermi II, Marble Hill, Midland and Calloway (SNUPPS)).
In some cases the work is done S
directly under the utilities program thus allowing experience s
'. derived'from working under a program other than that developed by Bechtel.
B.
IMPROVEMENT OF COMMUNICATIONS AND RESPONSIVENESS TO NRC REGION
'III i
s i
i The Ann Arbor Power Division (AAPD) recently assessed its communications and responsiveness with NRC Region III by employing an outside consultant to provide an independent view, and performing a self analysis by senior management.
In addition, division nanagement met with NRC Region III
~
management to discuss areas of mutual concern.
Future meetings are planned to discuss generic quality issues.
C.
, INDEPENDENT SELF REVIEUS TO ASSESS QUALITY PROGRAMS is AAPD has utilized the services of experienced Bechtel personnel independent of the division and of its projects to conduct two recent self reviews of work and methods.
In one case, a ten man team was assembled to review design on the Midland project.
In the other case, a three man team was assembled to review the Midland site quality program as related to completion and turnover of' systems.
In this second review, the role of the field engineer in obtaining quality was emphasized.
D.
DIVISION QUALITY IMPROVEMENT PROGRAM In the second half of 1980, the AAPD instituted a Quality Improvement Program which includes the following policy, principles, sponsorship and implementing subprograms:
l t
C-8 11/23/82
Appendix C Policy:
"To improve quality, we shall provide clearly stated requirements, expecting each person to do the job right the first time in accordance with such requirements or cause the requirements to be officially changed."
Principles:
It is believed that personnel wish to do their job e
correctly the first time.
Necessary attributes of doing jobs correctly the first time e
include " attention to detail," " clear and visible job requirements," and " workable tools and methods."
Each employee must be aware of his/her role in any e
improvement program for that program to succeed.
- Teamwork, in which efforts may have to be coordinated with other employees, ic also necessary.
Sponsorship:
The AAPD Quality' Improvement Program is sponsored by the general manager creating an interdepartmental steering group with responsibility for maintaining a program that promotes achievement and improvement of quality by all employees in all assignments.
i g
Implementing Subprograms:
Four implementing subprograms; training, promotion, feedback, and quality measurement are designed to reach each employee and maintain a positive attitude toward achievement and improvement l
of quality regardless of assignment.
E.
TECHNICAL AUDITS In the second half of 1980 shortly after the Ann Arbor Office became a separate division, the QA department embarked on a program to shift the emphasis of QA management audits from programmatic to technical attributes.
This was accomplished via inclusion of technical specialists on audit teams and shifting the emphasis of checklists from programmatic to technical attributes.
Audit participation by technical specialists for 1981 and 1982 (to 11/22/82) is shown below.
No. of Audits Total No. of No. of Tech.
Tot &1 No.
with Tech. Spec. People on Spec. on Audit Year of Audits on Audit Team Audit Teams Teams 1981 25 9
66 14 1982 to 11/22/82 18 12 58 20 C-9 11/23/82
Appendix C F.
CERTIFICATIONS 1.
Certification of QA Audit Personnel In April,1981 the QA department implemented ANSI N-45.2.23 for certification of QA audit personnel.
As of 11/22/82, 73% of the QA department personnel were certified lead auditors.
Remaining personnel are either new to the department, certified auditors, or working in the Midland MPQAD group and certified under the utilitie's auditor / lead auditor certification system which also complies with ANSI N-45.2.23.
2Property "ANSI code" (as page type) with input value "ANSI N-45.2.23.</br></br>2" contains invalid characters or is incomplete and therefore can cause unexpected results during a query or annotation process..
Certification of QC Personnel Bechtel certifies their quality control engineers to a program meeting the requirements of ANSI N-45.2.6.
We have had recent experience at the Midland jobsite performing recertification and requalification of quality control inspectors which allows us to better understand the recuirements of NRC Region III in this area.
We would utilize this experience in judging the capabilities of the Zimmer quality control certification process.
G.
TRAINING 1.
QA Training The QA department in the second half of 1980 embarked on an expanded and intensified training program for quality assurance engineers.
This program was implemented under the joint leadership of both the utility (Consumers Power)
Bechtel quality assurance engineers are required to take five mandatory courses which are orientation, functional, written communication, oral communication and auditor training.
In addition, eleven Bechtel sponsored standard QA training courses are available and are used extensively on an as needed basis.
Also supplemental special training courses are developed and presented on an as needed basis.
Instructors are obtained from within the QA department and other departments.
The division has alto provide,d auditor training to 220 utility (Consumers Power, Detroit Edison, and Power Authority of State of New York) and 62 Bechtel personnel.
2.
Engineering The Engineering department has a basic training program consisting of eight modules of classroom instruction and one module of on the job training.
In addition supplementary training sessions are provided on an as i
needed basis.
Training modules are and have been enhanced to reflect current conditions and problem areas such as SDDR control and computer program verification control.
C-10 11/23/82
Appendix C 3.
QC/ Construction Training 9
The AAPD jobsites have recently implemented an enhanced construction training program consistin programs in the technical disciplines. g of over 80 The programs are primarily used for cross discipline training of non-manual personnel (field engineers and superintendents).
In addition, some programs have been modified for use for QC engineers and craft training.
{
H.
CORRECTIVE ACTION 1.
Generic Corrective Action Program In the second half of 1980, a new generic corrective action program was implemented.
The purpose of this program was to streamline the existing corrective action process by assigning potential problem documents to single action leaders (management level or chief engineer) for investigation as to applicability to AAPD projects.
This program reduced the amount of partial redundant investigations being performed and reduced the possibility of missing important problems generic to our work.
A databank exists with sort capabilities that can be utilized on the Zimmer project for investigation purposes.
2.
Centralized Information Dissemination System (CIDS)
In 1982 a Bechtel Power Corporation program was initiated which includes problem / corrective action input from all divisions.
This program is called " Centralized Information Dissemination System" (CIDS).
Problem deficiency documents are inputed to a common databank by all four division offices.
This databank of information with sort capabilities is also available for use during investigations at the Zimmer site.
I.
CONSTRUCTION ROTATION PROGRAM Over the last two years the AAPD uonstruction department instituted an extensive rotation program for field and quality control engineers rotating them from one group to another.
This rotation program has two major bencfits which are:
Upgrades personnel by broadening their exnerience Enhances interfaces and communications by providing both groups with an understanding of the operations of the other group l
I i
C-11 11/23/82 l
--ew-
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g g
-grin-3
+
---w m
---wry
,.m,
Appandix C J.
ENGINEERING DEPARTMENT PROCEDURES
.i Ann Arbor Power Division, Engineering Department has set up mechanisms to more efficiently and effectively adapt their procedures to projects with varied scope of services, and has made procedural modifications to preclude recurrence of identified past problems.
K.
SUPPLIER QUALITY DEPARTMENT 1.
Document Re-Review Bechtel has broad experience in performing supplier quality document re-review.
Extensive re-reviews have been performed on the following projects:
e Limerick Units 1 & 2 e
Susquehanna Units 1 & 2 e
Midland Units 1 & 2 e
WWPPS Units 1, 2, & 4 e
South Texas Units 1 & 2 2.
Taceability Be c.as been a leader in implementation of material traceability as required in the 1974 Edition of ASME Section III, NA 3700/NCA3800.
A corporate policy has been established and resulted in a training and corrective action program for nuclear projects.
In January 1981, Bechtel determined the bolting industry to be in noncompliance and was instrumental in gaining their compliance.
3.
Procurement Supplier Quality Plans In early 1982 Bechtel's Supplier Quality Department established more extensive inspection plans and technique sheets to assure compliance to specifications.
4.
Procurement Sppplier Quality Training Bechtel's Supplier Quality Department has developed new/ modified training programs for shop inspectors and project personnel in the following areas:
C-12 11/23/82 l
App ndix C e
Document Review Program 6/81 Guidelines for Compression Type Wire Connectors 3/82 e
o Electrical Commodities 9/82 e
Electrical Codes and Standards 10/82 e
AWS Welding 11/82 Bechtel's Supplier Quality Department is planning to issue the following new training programs:
e TS-40 Soldering and Electrical Terminations 12/62 o
TS-41 Electrical Testing 1/83 e
TS-22 Inspection of Mechanical Commodities 2/83 e
TS-10 ASME Boiler and Pressure Vessel Code 3/83 e
TS-7 Coatings 3/83 e
AWS Radiographs of Welds 3/83
)
C-13 11/23/82 l
Appendix C
. s i '
Nuclear Plant Construction l
Management / construction Experience l
Bechtel's nuclear plant construction experience dates back to 1950.
Since then Bechtel has been responsible for the construc-tion of 73 nuclear units.
Our involvement has ranged from projects when we were the construction manager only with all work being performed by contractore to assi inments where virtually all of the work was performed directly by Bechtel.
Most projects included a combinatior_ of the above.
Substantial l
work is performed by Bechtel forces (+ 604).
The remaining
)
work is performed by specialty contractors with Bechtel pro-viding construction management services.
This combination of experience makes Bechtel uniquely qualified in that our field engineern and supervisors have acquired a breadth of j
understanding of both managing as well as directly performing the work.
The following table taken from Kidder, Peabody & Company's March 30, 1982 " Status Report on Engineers ar.3 Construction Managers for Electric Utility Nuclear Reactors and Fossil Boilers (as of 12/31/81)", depicts Bechtel's preeminence cs a Construction Manager for domestic nuclear power plants.
l C-14 11/23/82
Engineers and Construction Managers Suunnery - Construction Managere, Nuclear Reactors, Domestic Operating To Be Operated Total Mana8er i
MWE MWE MWE X
American El Pr Service Co 2
2,120 3
2 2,120 1
Baldwin 2
1,866 2
2 1,866 1
Bechtel 25 18,813 27 20 22,429 26 45 41,242 26 l Brown & Root 2
1,642 2
2 2,300 3
4 3,942 3
Burns & Roe 3
1,508 2
3 1,508 1
C.F. Braun 1
644 1
3 644 Commonwealth Edison 2
2,100 3
8 8,936 10 10 11,036 7
Consolidated Ed NY 1
265 1
265 Daniel 5
4,608 7
6 6,093 7
11 10,701 7
Duke Power i
7 7,678 11 6
7,310 8
13 14,988 10 7
Ebasco 6
4,238 6
6 6,796 8
12 11,034 7
[
Georgia Power 2
1,591 2
2 2,220 3
4 3,801 2
Cibbs & Hill 1
457 1
1 457 J.A. Jones 1
825 1
1 825 1
Kaiser Engineers 1
850 1
1 810 1
2 1,660 1
i Miscellaneous 1
52 1
52 l
Northern States Pr 2
1,060 2
2 1,060 1
Pacific Cas & El 2
, 2,190 3
2 2,190 1
Pub Serv Indiana 2
2,260 3
2 2,260 1
l Pub Serv Oklahon.a 2
2,300 3
2 2,300 1
Stone & Webster 7
4,854 7
5 4,458 5
12 9,312 6
j Tenn 7a11ey Auth 4
4,345 6
13 15,896 18 17 20,241 13 E
i United Engineers & Const 8
7,148 10 2
2,300 3
10 9,448 6
4 Virginia E1 & Pr 1
938 1
938 1
n.
1,838 3
2 1,838 3
E g
Wisconsin Pub Serv 1
541 2
1 541 I
5 n
l w
Total 86 69,467 100 78 86,802 100 164 156,269
~ 100 i
Appsndix C a
Nuclear Plant Project Completion 3
Services Experience Owner Unit Services Washington WNP
,1 Project management Public Power Construction management
. Supply System WNP - 2 Project management Construction management WNP - 4*
Project management Construction management South Texas South Texas-1 Project management Project Engineering Procurement Construction management South Texas-2 Project management Engineering Procurement Construction management Pacific Gas &
Diablo Canyon 1 Project management Electric Engineering Construction management Diablo Canyon 2 Project management Engineering Construction management Detroit Edison Fermi 2 Construction (punch listing)
Company Startup Maintenance
- Unit later cancelled.
i l
C-16 11/23/82
Apprnuix C Expsrienc;d Powsr Plant Enginnaring Fnd Construction Personnel a
Bechtel's ability to provide clients with specific services and expertise is made possible by the number and diversity of experienced personnel available within the organization.
More than 43,000 professional, technical, and support personnel are employed by Bechtel on projects throughout the world.
More that 50 percent of these are graduate engineers.
As manloading requirements change on various projects, Bechtel has the flexibility to meet the needs of all the divisions of the
- Bechtel group of companies.
Within Bechtel Power Corporation, there are more than 20,000 personnel.
These include:
e 55 nuclear power plant project managers e
65 nuclear power plant construction managers 1
e 1,060 nuclear power plant planning, scheduling, and estimating personnel e
1,157 quality control personnel
- e 2,000 power plant field engineers e
600 power plant construction supervisors e
235 quality assurance personnel e
200 nuclear and environmental engineers e
2,900 procurement personnel worldwide e
3,000 project support personnel including personnel qualified in labor relations safety rigging welding / metallurgy nuclear licensing containment design health physics sacurity
- Quality Control department established in 1970 C-17 11/23/82
o i
Appendix C
. (
i AVAILABILITY OF EXPERIENCED NUCLEAR PERSONNEL The availability of experienced Bechtel nuclear personnel for assignment to the Zimmer Project is evidenced by the completion or cancellation during 1982 of the following nuclear units:
Units With Fuel Loaded During 1982:
Kuosheng Unit 2 ASCO Unit 1 San Onofre Unit 2 0
San Onofre Unit 3
,a Grand Gulf Unit 1 Susquehanna Unit 1
. Units Deferred or Cancelled During 1982:
WNP Unit 1 WNP Unit 4 Hope Creek Unit 2 Limerick Unit 2 C-18 11/23/82 i
Appandix C e
(;
Participation _in Codes and Standards Committeen In recognition of the important role that the National Codes and Standards program occupies in the development and applica-tion of commercial nuclear power, Bechtel participates exten-sively through the commitment of experienced engineers on national codes and standards committees.
A review shows that
- Bechtel Power Corporation had 105 engineers serving on 234 committees.
A breakdown of this service is shown below.
An additional 40 to 50 engineers from other Bechtel organizations also participate in the national codes and standards program.
Bechtel participation in codes and standards work benefits a client's project in two ways.
The most direct benefit is that the latest issues, some of which may not be published yet, can be considered.
Probably the most important benefit is the feed-back from actual engineering and construction work to the various code committees.
This enables consideration of special require-ments in the development of the industry standards required for commercialization.
Bechtel Power Corporation Participation in Code and Standards Committees Activity Number of Engineers Number of Committees ANS 24 34 ANSI 20 35 ASME 28 55 ASTM 6
24 IEEE 28 51 Others 22 35 128*
234
- 23 engineers participate in committees from more than one Society l
l C-19 11/23/82
AppIndix C PROJECT MANAGEMENT Bechtel's project team concept requires that projects be carried out under the direction of a project manager who will manage, schedule, and integrate the many project activities. The project manager is the Bechtel team leader and is responsible to the client and Bechtel management for the successful completion of the project in accordance with agreed-upon objectives.
He has direct and con-tinuing access to the division general manager.
He is Bechtel's prime point of contact with the owner, acting through whatever organizational approach the owner designates.
j
-At the onset of a project, the Bechtel team leader, working with the owner, establishes project objectives and directs the formu-lation of the project plan to meet them.
He ensures that the project team is appropriately staffed with qualified personnel.
l He and his team establish the procedures and project controls to be used, tailoring them to the specific project and obtaining the owner's organization, procedures, and desires.
He establishes strong formal and informal communications channels, not only be-tween himself and his owner counterpart but also between Bechtel-owner channels at appropriate key team levels.
Supporting and complementing these, he arranges reporting means to give the project visibility desired by the owner and Bechtel management.
He arranges documentation of objectives, plans, and procedures and ensures that the project technical scope and the detailed Bechtel scope of services and documented to the owner's satis-l faction.
The Bechtel team leader, acting through his key team members, monitors all project activities from inception through completion, adjusting the project plan as necessary to meet changing objectives or circumstances, always in concert with and to the detail re-quired by the owner.
He and his team identify departures from the plan and take app.ropriate corrective action.
He is also the administrator of the Bechtel-owner contract and is responsible for execution and close out to the owner's and Bechtel management's satisfaction.
In summary, the Bechtel team leader makes sure that the project members are working in the close rapport re-quired and that they are appropriately supported by the strength of the Bechtel division and corporate resources.
The project manager acts for the owner using the project manage-l ment concept.
He receives di'rections, develops instructions, receives reports, and prepares recommendations to be submitted to the owner.
Engineers, contractors, and suppliers receive their instructions from the project manager, perform their assigned tasks, and re-I port results to the project manager.
In summary, the project management team functions as an extension of the owner's organization and acts on behalf of and in the interest of the owner to:
l l
l C-20 11/23/82 l
,,.--c a-,-
,.,_.-_,--n.
Appendix C e
Establish budgets, control costs, and ensure adherence to schedules Manage and integrate planning and e
engineering work by design firms e
Procure major plant equipment, services, and supplies e
Coordinate and manage the activities of construction supplies e
Supervise preoperational testing t
C-21 11/23/02
Appendix C PROJECT CONTROLS I
INTRODUCTION i
In the execution and management of large, complex projects, numerous organizations become involved in the process of design and construction.
Careful coordination of these organizations is needed to provide the proper flow of drawings and materials to a site, and the proper sequencing of construction and startup activities.
Fundamental to this coordination is a wide range of activities that include the development of a project plan, operating policies and procedures, organization charts and responsibility assignments, and the scoping of work segments.
Equally essential is the implementation of a project control system that provides consistent and accurate project status for client and Bechtel management visibility and decision making.
Bechtel, with its broad experience in major engineering and construction projects, maintains a comprehensive library of state-of-the-art cost, schedule, and material control programs that can be modified for project uniquensss and for client internal and external reporting and control requirements.
After project and client requirements are specified and program selections made, the programs are assembled into an integrated project control system.
i Bechtel's project control programs are viable programs that can be used on projects without the need for change.
They can, however, be modified as necessary to meet specific client or project requirements.
SYSTEM DESCRIPTION The project control system is based on existing programs, but is tailored to meet specific client requirements.
In general, the control system consists of:
A mutually agreed-upon project plan that incorporates a.
resultant schedules and cost and quantity budgets b.
A monitoring plan that continually measures actual performance against the plan A reporting program that identifies deviations from that plan c.
3.
An action program to anti.cipate and correct project-related problems, and to take advantage of project-related opportunities.
i l
C-22 11/23/82
Apprndix C The project plan defines the scope of work, identifies services to be provided, assigns responsibilities, and identifies controls, methods, and procedures for meeting agreed-upon objectives.
The plan is modified as necessary to accommodate client require-ments and, when mutually approved by client and Bechtel manage-ment, becomes the basis for measurement of project performance.
Reports to client management indicate the status and progress of the project and project performance.
The plan is expanded, refined, and updated as required as the project passes through the phases of design, procurement, construction, and startup.
Visibility of the plan ensures that control can be accomplished by responsible individuals at each organizational level for all project phases.
To accommodate this visibility, control programs are designed on a modular concept so that each can stand alone as a control tool yet be fully integrated into the project control system.
. Integration of the program modules is accomplished through the use of standardised codes for activities, quantities, and cost.
This coding system is an interrelated series of structured numbers which provida a set relationship of the detailed elements in each module to each other, to all other modules in the system, and to the project as a whole.
Individual modules can be manual or automated depending on project requirements without affecting module approach or methodology; this provides significant flexibility in arranging the tools to support client and Bechtel management requirements while still maintaining system integrity.
The project control system consists of three primary programs:
schedule control, cost control, and material control.
Bechtel's standardized approach to schedule cont'rol utilizes an integrated system of computerized and noncomputerized planning and scheduling techniques and procedures that assist the client and Bechtel management in developing a valid plan, monitoring performance, and producing reports that perni.t redirection of plan objectives to the best interest of the project.
Bechtel's cost control system is supported by a code of accounts which provides an overall project structure to the various estimates and budgets used to accomplish cost control.
Fore-casting is performed periodically along with a continuous monitoring system consisting of trending, home office cost control, and procurement cost control.
t l
C-23 11/23/82
l r-Appendix C a
~-
I i.
Bechtel provides an overview of the project scope of defining materials from conceptual quantities through detail design
(
takeoff with a sophisticated and comprehensive material control i
i system.
Material control encompasses the identification, quantification, and status updating to provide visibility o" i
equipment and material. scope during all phases of a project.
Quantification of basic materials enables the project scope to be measured in terms common to engineering, construction, and the support services.
PROGRAM SELECTION
~
The project control system is administered by Bechtel's project manager; he is responsible for module coordination, implementation, and updating.
The modules that make up specific i
programs are identified in policy manuals.
The client and Bechtel may select the most appropriate tools from these manuals, and decide if operation of the system should be fully automated, partially automated, or manual.
The project's cost / schedule supervisor, engineer, field construction manager, and startup engineer have the responsibility of supporting the project i
manager in this activity.
Functional departments are responsible for providing guidance and input.
i FEATURES OF THE CONTROL SYSiEM Bechtel's fully integrated' project control system is designed to
(
facilitate rapid solution of problems on large projects.
Program modules using standardized codes are linked to indicate project actions and their impact on cost / schedule and resources.
Automation may be provided by a state-of-the-art management software system for the material, scheduling, and cost i
i i
processing.
Visibility may be provided graphically to display project objectives in tabular or plotted form or on a CRT terminal.
The scheduling system has the capability to distribute i
resources (quantity / manhours) over the work activities and to l
redistribute remaining resources (using Bechtel's historical experience) over these activities 'as progress is reported.
This feature provides quick assessment of time and resource status and i
i the depicting of "what-if" scenarios as rapidly as possible.
i l
Data for historical comparison can be utilized to provide l
management with quick access to historical reference points so that they can more rapidly evaluate the condition of the project j
i from a non-project perspective.
Another part of the project control system is an integrated cost system that can provide quantity, manhour, and cost status, measure this status against the project plan, and report at any
{
level of detail a comprehensive comparison to the plan and/or historical data.
This system provides the client with access to project data in essentially the same manner that it is provided to Bechtel project and division management, enabling mutual participation in project decisions with complete awareness of project status.
C-24 11/23/82 i
em en m
r er e,
ens ar-ELEMENTS OF PROJECT CONTROL PROJECT PLAN MONITORING THE PLAN OBJECTIVE PROVIDE INFORMATION
.?
TO l
9 r ' IDENTIFY PROBLEM AREAS l
0 AND INITIATE CORRECTIVE ACTION:
l Material Control l
Cost Control-l Schedule Control g
l 1
h e
CORRECTIVE 5
ACTION REPORTING n
w 3
DEVIATIONS THE CONTROL CYCLE
s g
p 7
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SCOPE OF PROJECT SIZE LOCATION SERVICES OBJECTIVES SYSTEMS SCHEDULE I
I I
I I
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ESTIMATE l
~
DEFINITIVE BUDGETS ENG. & H.O.
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& DETAll REPORTS REPORTING COMMITMENT SYSTEM i
SCHEDULES I
I I
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)
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' Appnndix C e
is Operating Plant Services I
Bechtel's Operating Plant Services Organization provides a complete range of services for operating nuclear plants.
Typical services which have recently been provided at more
~,
than 25 operating nuclear units include the following:
4 e
Plan Inspections and Walkdowns e
Support for iRC Bulletins e
Engineering Studies and Consultation Capital Improvements and Expansions e
Licensing Support e
e Emergency Response Services I
i e
Outage Management i
e Plant Maintenance e
Instrument Calibrations e
Circuit verification Performance Testing o
e Preventive Maintenance Spare Parts Program e
Operating Procedures and Training o
e System As-Builts
~
e Records Management e
Craft Labor Services vendor S' hop Quality Surveillance e
i s
'D I
l f
l 1
I C-29 11/23/82 m
m 4
v.
Appdidix C CECHTEL'S i
NUCLEAR POWER PLANT e
g.
EXPERlENCE 1
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W tLL PILGRIM Commercial Reactor Operation Supplier Gross Bechtel Start Start Date Unit Client Location
& Type MW Scope Engineering Construction 1988 Sayago Iberfuero,S. A.
Spain Westinghouse 1100 ME 1975 1977 PWA 1987 Korea Nuclear 8 Korea Electric Co.
Korea Westinghouse 950 EPMC 1979 1980 PWR Pretim E 1979
, Taiwan 7 Taipower Taiwan Pretim E 1979 Taiwan 8 Taipower Taiwan Hope Creek 2 New Jersey Public New Jersey GE - BWR 1100 EPC 1974 1974 Service E & G
- Callaway 2 Union Electric Missouri Westinghouse 1150 EP 1973 1976 PWR
Pilgrim 2 Boston Edison Mass.
1223 EPC 1972 1980 Vogtle 2 Georgia Power Georgia Westinghouse 1100 EP 1971 1974 Southern Services PWR 1986 Korea Nuclear 7 Korea Electric Co.
Korea Westinghouse 950 EPMC 1975 1980 PWR Tsuruga Mitsubishi Japan Mitsubishi/
1100 E
1977 1980 Westinghouse PWR Spain Westinghouse 1100 ME 1976 1977 Vandellos tl ENHER PWR Pato Verde 3 Arirona Public Service Arirona Ce - PWR 1300 EPC 1975 1976 Washington Nuclear Power 4 WPPSS Washington B & W/W PWR 1218 MC 1972 1973 1985 Korea Nuclear 6 Korea Electric Co.
Korea Westinghouse 950 EPMC 1978 1980 PWR Hope Creek 1 New Jersey Public New Jersey GE - BWR 1100 EPC 1974 1974 Service E & G Enel V Electronucleare Italiana ltaty Westinghouse 950 MEC 1974 Delayed PWR Washington Nuclear Power Washington Public Power Washington B & W/W PWR 1218 MC 1972 1973 Supply System s
Grand Gulf Nuclear 2 Mississippi Power and Light Mississippi GE - BWR 1301 EPC 1971 1974 Limerick 2 Pnitadelphia Electric Pennsylvana GE - BWR 1088 EPC 1969 1974 E-ENGINEER VG P-PROCUREMENT C - CONSTRUCTION M - MANAGEMENT 11/23/82 c in
App ndix C kg rL~gn CL '!
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J s-KUOSHENG Commercial Reactor Operation Supplier Gross Bechtel Start Start Date-Unit Client Location
& Type MW Scope Engineering Construction 1984 Korea Nuclear 5 Korea Electric Co.
Korea Westinghouse 950 EPMC 1978 1980 PWR Maanshan 2 Taiwan Pown Taiwan Westinghouse.
950 EPMC 1976 1978 PWR Pato Verde 2 Arirona Public Service Arizona CE - PWR 1300 EPC 1973 1976 Skagit Nutiear 1 Puget Sound Power Washington GE - BWR 1300 EPMC 1973 Delayed and Light Vogtle 1 Georgia Power Georgi.
Westinghouse 1100 EP 1971 1974 Southern Services PWR Midland 1 Consumers Power Michigan B & W PWR 460 EPC 1968 1972 1983 Maansh.n 1 Taiwan Power Taiwan Westinghouse 950 EPMC 1976 1978 PWR Wolf Creek Kansas City P & L Missouri Westinghouse 1150 EP 1973 1977 PWR ASCO 2 FECSt.
Spain Westinghouse 930 ECM 1973 1974 PWR Palo Verde 1 Arirona Public Service Arizona CE - PWR 1300 EPC 1973 1976 Pebble Springs 1 Portland General Electric Oregon B & W PWR 1260 EMC 1972 Delayed Lemoniz 2 lberduero Spain Westinghouse 930 E
1972 1974 l
PWR Susquehanna 2 Pennsylvania Power Pennsylvania GE - BWR 1095 EPC 1970 1974 i
& Light Limerick 1 Philadelphia Electric Pennsylvania GE - BWR 1088 EPC 1969 1974 Midland 2 Ccrumcrs Power Michigan B & W PWR 812 EPC 1968 1972 1982 Callaway 1 Union Electric Missouri Westinghouse 1150 EP 1973 1976 PWR Kuosheng 2 Taiwan Power Taiwan GE - BWR 1000 EPMC 1972 1975 Grand Gulf Nuclear 1 Mississippi Power and Light Mississippi GE - BWR 1301 EPC 1971 1974 Susquehanna i Pennsylvania Power Pennsylvania GE - BWR 1095 EPC 1970 1974
& Light E-ENGINEERING P-PROCUREATENT C-CONSTRUCTION At - ATANAGEAff NT P-11 11/71/R7
e e
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I. -i-Ed' df-W..h&B p4M.ain% tw TROJAN Commercial Reactor Operation Supplier Gross Bechtel Start Start Date-Unit Client Location
& Type MW Scope Engineering Construction 1981 Iruusheng 1 Taiwan Power Taiwan GE - BWR 1000 EPMC 1972 1975 Lemoniz 1 lberduero Spain Westinghouse 930 E
1972 1974 PWR ASCO1 FECbA Spain Westinghouse 930 ECM 1972 1974 PWR San Onofre 2 Southern California Edison California Comb.Eng.
1100 EPC 1970 1974 PWR 1980 Arkansas Nuclear 1 Arkansas Power & Light Arkansas Comb. Eng.
930 EPC 1970 1972 Unit 2 PWR Joseph M. Farley 2 A!;bama Power &
Alabama Westinghouse 847 E
1970 1972 Southern Service PWR FFTF WAOCO f or USAEC Washington Westinghouse 400 EFC i968 1970 LMFBR 1979 E.1. Hatch 2 Georgia Power &
1970 1971 Southern Service Forsmark ASEA-ATOM Sweden ASEA-ATOM 900 Advisory 1970 1973 BWR 1977 Jos' ph M. Farley 1 Alabama Power &
Alabama Westinghouse 847 E
1969 1972 Southern Service PWR Davis-Besse 1 To!edo-Edison Ohio B & W PWR 906 EMC 1969 1971 Cleveland Electric l
Calvert Cliffs 2 Baltimore Gas & Electric Maryland Comb. Es g.
881 EPC 1967 1969 nWR 1975 l
Trojan )
Portland Gen. Electric Dregor-Westinghouse 1150 EMC 1968 1971 PWfs Milestone Nuclear 2 Connecticut Light &
Connecticut Comb. Eng.
857 EPC 1968 1970 Power Co.
PWR Hartf ord Electric Light Company West Massachusetts Electric Company i
l E-ENGINEERING P-PROCUREMENT C-CONSTRUCTION Af - MANAGEMENT l
l c_99 11 /97/o9 l
App;ndix. C-
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s' POINT BEACH Commercial Reactor Operation Supplier Gross Bechtel Start Start Date-Unit Client Location
& Type MW Scope Engineering Construction 1975 E.1. Hatch )
Georgia Power &
1967 1969 Southera Service Calvert Cliffs 1 Baltimore Gas & Electric Maryland Comb. Eng. -
884 EPC 1967 1969 PWR Rancho Seco Sacramento Municipal California B & W PWR 950 EPMC 1967 1968 Utility District 1974 Duane Arnold
.owa Light & Power Co.
Iowa GE - BWR 588 EPC 1970 Arkansas Nuclear 1 Arkansas Power & Light Arkansas B & W FWR 904 EPC 1968 Unit 1 Oconee 2 Duke Power Co.
So. Carolina B & W PWR 900 E
1966 1967 Oconee 3 Duke Power Co.
So. Carolina B & W PWR 400 E
1966 1967 Nach Bottom 2 Philadelphia Electric Pennsylvania GE - BWR C.08 EPC 1566 1967 Peacn Bottom 3 Philadelphia Electric Pennsylvania GE - BWR ia08 EPC 1166 1967 1973 Post Beach 2 Westinghouse for Wisconsin Westinghouse 490 EPC 1967 1968 Wis.-Mict.. Power Co.
PWR Oconee1 Duke Power Co.
So. Carolina B & W PWR 900 E
1966 1966 Turkey Point 4 Flordia Power & Light Florida Westinghouse 724 EPC 1965 1967 PWR 1972 Pilgrim 1 Boston Edison Mass.
Turkey Point 3 Florida Power & Light Florida Westii.ghouse 124 E":
1965 1967 l
PWR 1
1971 i
Monticello General Electric tor Minnesota GE - BWR 545 EPC 1966 1967 No. State Power Co.
Palisades 1 Consumers Power Michigan Comb Eng.
815 EPC 1966 1967 PWR E-ENGINEERING P-PROCUREMENT C-CONSTRUCTf0ff - MANAGEMENT y
gy
app:ndix C I
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Operation Supplier Cross Bechtel Start Start Date-Unit Client Location
& Typa MW Scope Engineering Construction 1970 Point Beach 1 Westinghouse for Wiscensin Westinghouse 490 EPC 1966 1967 Wis.-Mich. Power Cs.
PWR Ginna 1 Westinghouse for New York Westinghouse 410 PC 1965 1966 Roch. Cas & Electric PWR 1969 Tarapur 1 IGE forIndian AEC India GE - BWR 190 EPC 1964 1964 Tarapur 2 IGE forIndian AEC India GE - BWR 190 EPC 1964 1964 1968 San Onofre 1 Southern California Edison California Westinghouse 450 EPC 1963 1964 San Diego Gas & Electric PWR 1967 Peach Botsom 1 Philadelphia E:ectric Pennsylvania G A - HT R 46 EPC 1958 1962 1963 Humboldt Bay 3 Pacific Gas & Electric California GE - BWR 69 EPC 1958 1960 VESR General Electric -
California GE - Steam O
C 1961 ESADA Superheater 1962 Big Rock Point Consumers Power Michigan GE - BWR 75 EPC 1959 1960 NPD Canadian Canada CG E - PHWR 20 PC 1959 l
General Electric for AECL l
Hallam Atomic Energy Commission Nebraska Al - SG R 76 EC 1958 1959 1960 Dresden 1 General Electric for lilinois GE - BWR 210 EPC 1955 1957 Commonweatth Ed. son 1957 l
VBWR Generat Electric California GE - BWR 5
EPC 1555 1956 APPR-1 A ALCO Afaska AL CO - PWR 2
E 1954 1955
(
1955 1.
West Milton General Electrec New York GE - SIR 10 EC 1952 1953 1952 EBR-1 Atomic Energy Commission Idaho AN L-LM F B R 0.2 M
1949 1
E-ENGINEERING P-PROCUREMENT C - CONSTRUCTION M - MANAGEMENT l
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C-35
- ) 11/23/82 h
.t 1
Appendix D
\\['
D;monntrntien cf Indapandanca i
In the meeting of November 17, 1982, between Cincinnati Gas and Electric (CGEE), the Nuclear Regulatory Commission (NRC), and sechtel, the NRC requested that Bechtel demonstrate its independence from CG&E and the Zimmer project utilizing the criteria established
~
I for the design verification program for Diablo Canyon.
The criteria to test the independence of the proposed companies for Diablo Canyon were listed in Chairman Palladino's response to Congressmen Dingell and Ottinger dated February 1, 1982.
The most important consideration is the technical competence of the companies or individuals involved.
Further, these parties were not to have had any direct previous involvement with the activities at Diablo Canyon that they were to review.
In addition, five factors would be considered in evaluating their independence.
These factors as appropriate to CGEE and the Zimmer project are as follows:
1.
Whether the individuals or company had been previously hired by CGEE to do similar work; 2.
Whether any individual involved had been previously employed by CG&E (and the nature of employment);
3.
Whether the individual owns or controls significant amounts of CG&E stock; I
4.
Whether members of the present household of individuals involved are employed by CG&E; and 5.
Whether any relatives are employed by CG&E in a management capacity.
Neither Bechtel Power Corporation nor any of the individuals directly involved in the Independent Review of the Management of the Zimmer Nuclear Project (see Appendix B) have been previously involved in the Zimmer project e
have been previously hired by CGLE to do similar work a
e have been previously employed by CGEE o
own or control significant amounts of CG&E stock have present household members employed by CG&E a
o have relatives employed by CGLE in a management capacity i
In 1977-78 Bechtel performed a steam system evaluation study for l
Dayton Power and Light, one of the owners of the Zimmer Project.
In 1977-79 Bechtel performed a study of replicating four existing power plants for American Electric Power, one of the owners of the l
Zimmer Project.
l D-1 11/23/82
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