ML20073H193
| ML20073H193 | |
| Person / Time | |
|---|---|
| Site: | Pilgrim |
| Issue date: | 04/08/1983 |
| From: | BOSTON EDISON CO. |
| To: | |
| Shared Package | |
| ML20073H165 | List: |
| References | |
| PROC-830408, NUDOCS 8304180517 | |
| Download: ML20073H193 (90) | |
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, PILGRIM NUCLEAR POWER STATION'S 3 APRIL 8,1983 l
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,1, ,1 LONG TERM PROGRAM c.,
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LONG TERM PROGRAM O
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x TABLE OF CONTENTS
- 1.
SUMMARY
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- 2. EXECUTIVE STATEMENT 2-1
- 3. PROGRAM INITIATION 3-1
- 4. PLAN AND' SCHEDULE ANALYSIS 4-1 NO. 1 NO. 2
- 5. FINAL PLAN AND SCHEDULE DEVELOPMENT 5-1
- 6. CLOSING 6-1 TABLES 1 LIST OF MAJ,OR PROJECTS FOR 83-85 1-4
. FIGURES 1 LONG-TERM PROGRAM SCHEDULE 1-3 2 PROGRAM DEVELOPMENT PLAN 3-2
'3 INITIAL IMPLEMENTATION SCHEDULE 3-4 4 (100) RESOURCE CONSTRAINED PRE-OUTAGE SCHEDULE 4-3 5 (50) RESOURCE CONSTRAINED PRE-OUTAGE SCHEDULE 4-4 6 UNCONSTRAINED 3 YEAR SCHEDULE 4-6 7 WORKING CONTRACTOR USAGE FOR PROPOSED PLAN 5-2 8 CONTRACTOR USAGE ON ELEVATION 23 ANALYSIS 5-3 ATTACHMENTS A PROGRAM. PLANNING AND SCHEDULING STANDARD B WORK ELEMENTS BY SYSTEM AND ISSUE REQUIRED BY THE REGULATOR (Q_) ii i
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O 1.
SUMMARY
The enclosed program and resultant implementation schedule is a logical extension of Boston Edison Company's commitment to the safe reliable and economic operation of Pilgrim Nuclear Power Station.
It is this commitment that provides the primary objective for the Long-Term Program:
Provide an approved plan and schedule for work at the station that e Meets Regulatory Requirements e Meets plant improvement needs e Controls the impact of modifications on operations personnel e Effectively manages resources O
The secondary objective is also an extension of this same commitment:
Maintain the approved plan and schedule as a working tool against which to judge performance and measure future commitments.
Realizing that this program could become cumbersome if not focused properly, it was decided to direct the emphasis on those issues impacting the next full cycle of operation while planning for those issues extending beyond that point with decreasing detail. Satisfy-ing the secondary objective will provide the forward looking focus needed to detail and update the schedule as work is accomplished.
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There are three major components of the overall program.
1 Management Improvement Program 2 Maintenance of the Baseload Activities 3 Control of the Physical Modification Process at the Station.
The emphasis of this report is primarily on the third component because of its inmediate impact on the plant. It is the program's intention to integrate the remaining two, which are in varying degrees of development and implementation, upon acceptance of the submitted plan and schedule, and the subsequent allocation of the dedicated resources to accomplish the. scheduled work.
The final schedule (Figure 1) and the scope of work to be accom-plished through Refuel 7 (Table 1) meets the primary objectives of this program. It enhances the safe operation of the plant by
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balancing the improvements required by both the Regulators and the Management while allowing the appropriate level of controls to be exercised regarding the physical condition of, affect on safe operations at, and rate of modification to, the plant. The key strategy decisions to allow the above to occur are as follows:
- 1. Committing to a mid-cycle modification outage (between Refuel 6 and Refuel 7).
- 2. Maintaining area densities (particularly elevation 23 in the Reactor Building) at a controllable level.
- 3. Focusing and directing the organization's efforts at a <
specific set of goals and schedules.
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Figure 1. Long-Term Program Schedule
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V TAB LE 1 List of Major Projects for 83-85 PRE RFO #6 WORKING SCHEDULE TARGET PROJECT SCOPE TIME AVAILABLE COMPLETION COMMENTS Torus Temp. Complete installation April-December Prior to Monitoring of 24 instruments, and RFO # 6 System readouts lia lon Replace failed CO2 April-December Prior to System System in Cable RFO # 6 Spreading Room Pipe Per 79-14 complete four April.-December Prior to Supports modifications RFO # 6 Base Per 79-02 complete four April-December Prior to Plates t..odifications RFO # 6 y Torus External Attached piping, column tie-down and saddle April-December Prior to RFO # 6 A
painting Complete modifications April-De cember Prior to U2 Short RFO # 6 Term to allow N2 supply to
-drywell Appendix R Start cable bank April-December Prior to Project work will stop during inetallation outside proc- RFO # 6 Refuel Outage No. 6 ess buildings to meet NRC separation criteria.
TMI Continue installation of April-December Prior to Project work will stop during (PASS !!220 ) PASS H 02 2 system per NRC RFO # 6 Refuel Outage No. 6, with the exceptions of provisions made for on-line tie-ins.
Scram Install two separate April-December Prior to Project work will stop during Discharge instrument volumes per RFO # 6 Refuel Outage No. 6 Volume NRC (SDV)
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M TABLE 1 List of Major Projects for 83-85 (Continued)
- RFO #6 WORKING SCHEDULE TARGET PROJECT SCOPE TIME AVAILABLE COMPLETION COMMENTS Feedwater Replace feedwater heater RFO # 6 End of Heater E-102B RFO # 6 Valve Upgrade, replace valves RFO # 6 End of Betterment that are high maintenance RFO # 6 and/or not reliable HPCI/
RCIC, stop check, con-tainment purge and vent valves, miscellaneous steam valves, compressed
- air system isolation valves and condensate demin vent valves
- integrated with valve
- betterment program and local leak rate testing l
l Recirc Rebuild blockout in RFO # 6 End of
- Nozzle biological shield wall RFO # 6 i
Blockout (NIA)
Blockwall Install three blowout RFO # 6 End of Modifica- panels in bloc'kwall 64.4 RFO # 6 tion (64.4) per IE Bulletin 80-11 Recire Inspect recirc system RFO # 6 End of System in compliance with IE RFO # 6 Inspection Bulletin 83-01
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RFO #6 WORKING SCIIEDULE TARGET PRCLTECT SCOPE TIME AVAILABLE COMPLETION COMMSNTS Insulation Replace / upgrade insulation RFO # 6 End of Replacement in drywell for drywell RFO # 6
/ Upgrade high temp issue and to facilitate easier removal and installation.
Reactor Upgrade the electrical RFO # 6 End of This modification will be Protection RPS system by installation RFO # 6 performed during any outage of System of 2 electrical protection sufficient duration.
assemblies.
Standard Refuel, turbine overhaul, RFO # 6 End of Refuel CRD's replacement, MSIV RFO # 6 Outage refurbishment e Scope
- N2 Long Reduction of combusible 'RFO # 6 End of Term gases in the containment RFO # 6 as a result of NRC Rule 10CFR50.54 i
O O O
, TAB LE 1 List of Major Projects for 83-85 (Continued)
PRE MOD OUT #1
, WORKING SCilEDULE TARGET PROJECT SCOPE TIME AVAILABLE COMPLETION COMMENTS
, Appendix R Install conduit and sup- April-December Prior to Project work will stop during ports in turbine building 84 Mod Outage Mod Outage # 1 to meet NRC separation # 1 criteria.
Scram Install two separate April-December Prior to Completion (tie-ins) of scram Discharge instrument volumes per 84 Mod Outage volume discharge system will occur
, Volume NRC #1 during Mod Outage # 1 (SDV)
TMI Continue installation April-June 84 Prior to Completion (tie-ins) of MI PASS (PASS !!220 ) of PASS 11 02 2 system per Mod Outage H02 2 system.
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O O O TABLE 1 List of Major Projects for 83-85 (Continued)
MOD OUT #1 WORKING SCHEDULE TARGET SCOPE TIME AVAILABLE COMPLETION COMMENTS PROJECT Scram Complete tie-ins of Mod Outage # 1 End of Mod Discharge- instrument volumes to Outage #1 Volume scram discharge header (SDV) per NRC.
Hydro's 1/3 of Class II and III Mod Outage # 1 End of Mod piping system hydros Outage #1 Torus Modify torus as a result Mod Outage # 1 End of Mod of NUREG-0661 and 0 783. Outage #1 IH SI Heating process to mini- Mod Outage # 1 End o"f Mod Potential plan activity mize cracking in recire Outage #1 P i ping g
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O O O TABIJ: 1 List of Major Projects for 83-85 (Continued)
RFO #7 WORKIbG SCliEDULE TARGET SCOPE TIME AVAILABLE COMPLETION COMMENTS PROJECT Standard Refuel, turbine overhaul, RFO # 7 End of Refuel CRD's replacement, MSIV RFO # 7 Outage refurbishment Ilydro's 1/3 of Class II and III RFO # 7 End of piping systems integrated RFO # 7 with local leak rate testing ,
Appendix R Complete project tie-in of RFO # 7 End of all cables to meet NRC RFO # 7 separation criteria 7c-Ola Verify compliance with April 83-RFO End of H environmental qualifica- #7 RFO # 7 h tions of electrical equipment o
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To accomplish the above will require rescheduling the completion dates of the following major projects:
e Scram Discharge Volume e Long-Term Program Torus Internal Mods from the end of cycle 6 to the middle of cycle 7, and accepting the I
proposed completion dates of TMI (PASS H 02 2) and Appendix R.
The specifics and evaluation of the scope of relief requested for the Tbrus Internal Modifications and the Scram Discharge Volume are as follows:
Evaluation of Catwalk Extension Support Legs and Ring Girder /Shell Weld
() An evaluation of the safety margin of the above item was done prior
- to the start of Fuel Cycle No. 6. Both the catwalk extension support legs and the ring girder to torus shell welds were shown to meet the acceptance criteria of the MKI containment Short Term Program, i.e.,
meet a safety factor of 2 based on ultimate strength. The grating on the catwalk extension platforms was removed to reduce pool fallback loads.
The bounding load case for both the support legs and ring girder to shell weld is a LOCA plus SRV actuation. Analysis has shown that the catwalk extension support legs would bend due to submerged loads
, which would result in strain in excess of yield. Howeve r, the legs would not break and would remain in the deformed position. The catwalk extension platform would also bend when the legs bent. There would be no subsequent loads that would cause further damage or distortion of the support legs and the suppression chamber pressure boundary would remain intact.
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jn k The_ ring girder to torus shell weld at the T-quencher supports has calculated stresses about 30 percent over MKI Containment Long-Term Program acceptance criteria. Although the stresses are over code allowables, they are below yield and the suppression chamber pressure boundary would remain intact and functional.
Evaluation of Scram Discharge Volume Modification Extension The present configuration of Scram Discharge Volume does not meet the regulatory requirements of IEB 80-17 The existing commitment date for compliance is the end of cycle 6.
The ability to SCRAM has historically been highly reliable and oper-ational problems identified in IEB 80-17 have not occured at PNPS as evidenced by the following:
() a) High reliability of the Water Sleuth System (CMS) b) At no time has water build-up been detected in the headers c) Independent drain systems precluding hydraulic inter-action within the system following a scram d) ' Installation of the air dump system to ensure a full scram upon detection of decreasing air header pressure.
Boston Edison Company believes that the reduced risk to the health and safety of the public afforded by the modification is outweighed by the increased risk associated with attempting to accomplish the modification in the presently planned manner to meet the existing commitment. The present plan calls for high craft density (approxi-mately 50 men at peak) on elevation 23 in an area that can cause inadvertant scrams during plant operations. When added to the normal refuel densities on the same level, manpower density will place operations in a posture where desired control of activities will be
) threatened.
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.v In addition, it presently appears that the 79-01B project would be
' implemented by the end of cycle 7 due to the integration of all projects in progress.'
The major milestones involved as a result of SECY 82-111 have been represented and as scope and implementation schedules evolve, the details will be integrated as part of the updated progress.
Boston Edison Company will be progressing and updating this program quarterly and reporting on an exception basis while adding detail as further scope becomes available.
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4 s 2. EXECUTIVE STATEMENT I have had my present assignment for just over one year and I can assure you that Boston Edison's method of doing business in the Nuclear Organization is changing. At present we are endeavoring to meet our commitments and our mission today is another example of our continuing effcrts. I would be less than honest if I did not share with you my concern over the rate at which we have been doing our work -- and that rate must slow down.
Our program today will illustrate for you the many improvements we plan to make at Pilgrim Station which are not Regulator man-dated, but which will make the plant safer. We have completed a u) major reorganization, created entirely new sections, one of which is outage management, and have established entirely new policies.
Those are the software. The hardware are the physical changes we will make and will discuss later in the program.
As responsible utility executives, our goals continue to be the safe, reliable, and economic operation of Pilgrim Station consistent with cost effective implementation and modifications be they self-imposed or Regulator mandated.
The past few years of experience with refueling outages have been grueling ones from the regulatory sense, in that, within these time frames we have not been able to effectively manage our own
~ resources nor set priorities to achieve our goals as previously stated.
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I observed us working inefficiently and at an accelerated pace C We had been doing that in an attempt to
\ which was unacceptable.
meet commitments which were made with inadequate investigation and planning. We had dedicated resources but we continued to place ever greater demands upon those same resources. The result was the hectic outage we experienced from September 1981 to April 1982, eight months' duration. Gentlemen, we must reduce our outage time in the future.
How had we arrived at this situation?
Let me briefly discuss that question.
In the mid 70's commitments were first made and scheduled afterwards.
Although this cannot be viewed as a sound practice by today's O(_s standards, it was acceptable when modifications were not numerous.
Shortcomings were easily addressed because nuclear organizational staffs were small and relatively stable, which allowed individuals to close out commitments and exchange information on a personal level by utilizing simple systems.
In addition, modifications were made with the utility's own staff, which enhanced operational knowledge of the change and maintained the ability to control them.
The transition from the 70's to the 80's saw a steep increase in regulatory actions in the form of bulletins, orders, NUREGs and changes in the " law". We accept and understand the reasons for this increase.
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Also, the intensity (establishment of the on-site inspector pro-() gram) and complexity of inspections changed drastically. Performance appraisal teams, radiological assessment teams, emergency response teams and the yearly systematic assessment of licensee performance program are all examples of this change and all in a relatively short time period.
The utility industry responded in kind by stepping up their quality assurance programs with the same intensity and complexity, and established the Institute of Nuclear Power Operations (INPO) to address and make recommendations on the same issues.
Unfortunately, Boston Edison company responded to the output of these various programs in'the same conditioned manner of the mid 70's. This caused us to begin to have difficulty meeting other
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commitments so we elected to supplement the permanent work force with an increasing number of contractors in an attempt to respond to the new requirements and meet the increasing number of commit-ments.
The results experienced during this period were as follows:
Increased number of missed commitments Physical and administrative changes to the Plant at a rate that could have caused confusion to the operator Site manpower densities to implement change straining the control of management and support services Outage durations often approaching 6 months
() --
Knowledge transfer to permanent employees minimized 2-3
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-- Inability to maintain documentation consistent with
(-) physical plant
-- Plant improvement needs sacrificed in an attempt to meet regulatory needs
-- Reduced plant maintenance
-- Reduced training
-- Boston Edison did not know the number and scope of post-TMI modifications Correctly, this period saw a greatly increased regulatory involve-ment which was not quickly matched by an increased commitment of Boston Edison resources. The result was our inability to do more than short problem solving and place large demands on the avail-able personnel.
This taught us that our situation required an integration of work, based on resource manageability, with schedules reflecting well thought out strategies so as not to create a negative impact. It was during this period that I joined the Boston Edison Nuclear Organization.
As I observed our performance I began to formulate some policies which would address the issues. Paramount was Boston Edison's continuing policy to keep the plant safe. We had to readjust how we did our work and -- in some cases -- when. I never again will permit the status to be that which we had during the 1981-1982 refueling and modification outage. As a result, we approached these problems by developing a long term program which was formu-() lated using the following elements:
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-- Keep the plant safe by performing our improvements at a rate our operating force can understand.
-- Perform base load work without major amounts of over-time, to keep our resources alert and involved.
-- Control the work force to reduce the possibilities for error and operational transients by limiting site and area density.
-- Minimize outage times but increase the frequency.
-- Allow plant improvements to be prioritized according to their significance relative to all other tasks.
-- Provide operations with greater time for personnel to become familiar with changes, and allow time for up-dating procedures and prints and training.
Because of the continually increasing level of sophistication associated with nuclear design, operation and modification, we believe our goal of supplying safe, reliable and affordable energy can be successfully fulfilled only by 1) a coherent long-range program which prioritizes without undue rigidity; 2) which allows the scheduling of future requirements in a realistic manner relative to the existing baseload; and 3) which allows a deployment of resources -- particularly human resources -- in a manageable way.
Only by developing a program that addresses these criteria --
which we believe this program does -- can we hope to achieve ex-cellence in the future, and escape the errors of the past.
This attitude was expressed in the actions we tock during the end of our last outage. Those actions included the immediate cessation O
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of all work, removal of all contractor personnel from the site,
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\_) removal of all staging, cleaning and decontaminating the entire plant, identification of all remaining work that had to be done, and a rescheduling of this work accordingly. This was done with advance notice to all interested personnel and discussed in meetings at regional headquarters.
As a result, a Confirmatory Action letter was issued by Region I which confirmed all the agreements we had reached in those meetings and allowed us to reschedule our resources accordingly.
This program allowed us to regain control of the station and was applauded by both BECo. and NRC management. These actions became the initial building blocks for our Long Term Program and developed into the philosophy for operating Pilgrim Station in the future so that we would never again find ourselves in the situation we had during that outage.
This philosophy is expressed in the policies I have issued, as follows:
- 1. Pilgrim Station shall be operated and maintained in a safe condition at all times. This extends to opera-tional and outage periods alike.
- 2. Established site densities will be upheld. The station manager must always be able to maintain his systems' operability and tech. spec. compliance.
- 3. Adequate time will be scheduled around each modification such that all affected procedures and drawings are up-
- dated and operator training is completed.
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- 4. Work packages will not be allowed to commence until
() individuals involved are trained for the job at hand and sufficient materials and space for storage of those materials are available.
- 5. The amount of modifications being implemented at any
,one time will not exceed the operator's ability to fully understand "the big picture" including the " hows" and
" whys" for each modification.
- 6. In the future we will have independent refueling and modification outages.
- 7. Personnel will not forego vacations or be required to work excessive amounts of overtime, nor will the number of modifications create reduced time allocated for operator training.
- 8. Implementation schedules for BECo. desired modifications
/~' shall not be sacrificed if other scheduled tasks cannot V) be accomplished as originally planned.
I realized that these policies wouldn't work unless they were applied to a program so we implemented them into the Boston Edison Long Term Program, and I believe our presentation will assist each of you in understanding that its acceptance is critical to our future.
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- 3. PROGRAM INITIATION This program is not another attempt to predict the future, but rather an attempt to create the future and adjust dynamically to changing situations. The enclosed plan and schedules are the result of five distinct phases.
- 1. Assemble the Data Base "What do we think we are presently trying to accomplish?"
- 2. Situation Analysis "Where are we and why are we attempting to accomplish these activities?"
- 3. Direction "What do we want to accomplish and what constraints exist?"
- 4. Plan "How do we want to accomplish these activities, are they interrelated, in what sequence and who will perform them?"
- 5. Schedule "When will the work be accomplished?"
The last phase which will be initiated after approval is the Update and Recycle for Each New Commitment Phase which will cause the pro-gram to be dynamic.
Figure 2 depicts the plan utilized to produce the implementation schedules. It took four months to complete the first two phases of the program and produce the initial implementation schedule, with the full data base upon which to develop strategies and make decisions.
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O At this point in the process, there existed approximately 500 pieces of work, and 280 individual construction / maintenance schedules. The initial integrated schedule (Figure 3) reflected 13 of these activ-ities and only those required by the Regulator. The ability to con-fidently analyze and manipulate the data and schedules was enhanced by the standards that were developed during the process. Attachment A provides a summary of these standards.
The total listing of the network is available; however, inclusion in this report would only serve to increase its weight and not its value.
To provide a sense of the detail and effort involved in assembling the data base, the following attachment has been included:
Attachment B - WORK ELEMENTS BY SYSTEM AND ISSUE REQUIRED BY THE REGULATORS.
With the data base fully assembled, the analysis and manipulation began with the initial schedule and logic, i
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( 4. PLAN AND SCHEDULE ANALYSIS ANALYSIS NO. 1 The initial schedule based primarily on Regulatory Requirements, Figure 3, produced the following results:
A. An unacceptably high number of contractors which
- will cause the following management control j problems:
l e Housekeeping e Fire Protection e Exposure e Waste Generation e Quality
() e Impact on Operations B. The work being accomplished with the exception of the feedwater heater and purge and vent valves was because of Regulatory Requirements without consid-eration for plant improvement needs.
9 C. Area loadings, because of the scope-of-work planned in excess of 150 contractors on Elevation 23 during i outage conditions, in the Reactor Building alone.
D. A water management problem if the Torus Internal Modifications and Feedwater Heater replacement were to be accomplished together that would require the temporary storage or discharge of approximately 200,000 gallons of water from the Torus.
O 4-1
4
) () E. The requirement to provide an extensive tempor ary contaminated exhaust system to allow the containment purge and vent valves to be upgraded simultaneously with the Torus Internal Modifications.
A sensitivity study utilizing manpower loading as the variable to minimize A and C for pre-outage work to support the schedule produced the following:
- e 100 working contractors would complete the work by March of 1984, e 50 working contractors would complete the work by October ' of 1984.
e The term working contractor does not include the increased burden of Administrative, Health Physics, Quality Control, Waste Management, etc., personnel that are required to support each contractor in the field.
The existing reload requirements and present plant performance indi-cate the end of cycle will occur late in December - early in January; therefore, neither of the above results are satisfactory. Figures 4 and 5 depict the analysis. Recognizing that a broader base would be required if a viable strategy was going to be developed, the follow-ing programs were added to the plan:
i e Valve Betterment e Radwaste Betterment e Cooling Water Betterment e GEMAC Replacement e Condensate Pump Upgrade e Facilities Upgrade O
V 4-2
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1 I
I 1983 1984 FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEg MAR MANHOURS
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l Figure 4. (100) Resource Constrained Pre-Outage Schedule
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l Figure 5. (50) Resource Constrained Pre-Outage Schedule
O ANALYSIS NO. 2 With the inclusion of the various maintenance programs, the project list grew from 13 to 55 and the individual pieces of logic were now in excess of 1500. Figure 6 represents an unconstrained summary schedule of these projects. The results of Analysis No. 1 (A,C,D and E) were either still valid of magnified many times; however, the schedule impact manpower loadings could now be accessed as constraint (area loadings and site density) and balance (Regulator Improvements versus Plant Betterment Programs) strategies were developed.
The four major issues to be addressed were:
- 1. All of the desired work could not be accomplished with the present level of site resources.
( 2. The area density on El. 23 and in the cable spreading room peaked at levels that would jeopardize the safe operation of the plant while on line and cause outage levels to reach in excess of 150 people on a watch.
- 3. Appendix R Modifications, if all other projects could be accomplished, caused the 84 outage to extend until June without any constraints.
- 4. Accomplishing the feedwater heater replacement in l
l parallel with the Torus Internal Modification caused a loss of water storage capability of approximately 200,000 gallons.
! As a result of the initial analysis, the total manhours to accomplish the scoped Regulator work was known. This indicated that with 50 work-ing contractors, it would take approximately 18 nonoutage months to 4-5
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Figure 6. Unconstrained Three-year Schedule 4-6
accomplish the same scope of work. Fifty working contractors corresponds to approximately 100 total contractors on site (including Administrative, HP, QC, and general support). Inclusion of the betterment programs would require approximately 20 more contractors over the same period of time. It became obvious that the evolving strategy would focus to achieve the following results.
e Control the area density on elevation 23.
e Minimize the impact on Water Management.
e Balance Plant Maintenance needs with Regulators Improvement needs.
The key decision made during this phase was to test a mid-cycle modi-fication outage to include Torus Internals, Scram Discharge Volume Tie-in and TMI Tie-ins, if not completed on line.
It was also decided to limit Regulator Contractors to 50 maximum so that the various betterment programs could be included and margin existed for new requirements during the same time frame.
O 4-7
- 5. FINAL PLAN AND SCHEDULE DEVELOPMENT Figure 1 represents the final schedule produced as a result of the application of the key decisions from Analysis No. 2. The initial analysis produced the following results:
- 1. The following outage durations.
e RFO # 6 - Approximately 10-12 weeks e Mod Out # 1 - Approximately 5-6 weeks e RFO # 7 - Approximately 6-7 weeks
- 2. Alleviation of the Water Management Issue
- 3. Alleviation of the manpower loading issues.
( Figure 7 demonstrates the effect of controlling the resources in accordance with the proposed schedule for all modifications required to meet ragulatory requirements while Figure 8 shows the alleviation of working contractor density on elevation 23 in the Reactor Building from the original schedule to the proposed.
I I
l 4. Allowance for Plant Maintenance Programs l
i i
e Radwaste e Valve Betterment e Cooling Water Betterment e Instrument Upgrade
- 5. A defined and controllable scope of modifications for Operations.
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SUMMARY
This attachment is a synopsis of the technique utilized to assemble the data base, perform the situation analysis, develop the logic and produce the various reports and schedules.
DEFINITIOFS Prior to commencing this effort, it was determined that a uniform planning vocabulary needed to be established to break-down the communication barriers and ensure uniform processes.
The major definitions are as follows:
Commitment - an agreement to perform an assignment in a fixed period. A commitment can be initiated by the Regulator, by station need and/or Management directive.
Program - the sum of all projects within the organization with the benefit of corporate direction and constraint.
This integration may impact individual project schedules as their interaction and impact on the entire organiza-tion is viewed as one entity.
Project - a set of related activities by elements or com-ponents which lead toward the completion of a commitment.
A project has definite starting and ending points and requires time to undertake and complete. It will typically involve multi-department interaction, and has resource demands - people, machinery, materials, work space, all of which result in costs incurred. Projects have inter-mediate and final goals (milestones) by which progress
() can be measured. All items that comprise a pr3 ject have A-1
a common goal; completion on tima, within budget, at a prescribed quality level.
() Component - a systematic reduction of a project to an item for which a series of scope statements apply to resolve related issues. The component level need not exist for each project or may be added as more knowledge is gained regarding a specific issue.
Element - an element specifies an individual scope state-ment to resolve a specific issue.
Activity - the activities that make up a project can be thought of as departmental projects. Each activity repre-sents a measurable work product and has a definite starting and end point. A few will require no material resources, but do require time to accomplish, and must be included in the planning due to the time constraints it imposes
( on other activities. Most activities have associated costs, whether the actual costs of materials or machinery, people costs or incidental incurred expenses such as general supplies. The collection of all activities at j the element level, together with their resource require-ments, cost requirements data and precedence relationship form a plan to resolve a specific issue.
Tasks - work assignments to specific engineers or individ-uals. A task is usually the lowest level of work assign-ment and monitoring, typically at the group or individual level.
Plan - a scheme or method developed typically during the scope definition phase. It indicates a logical O
A-2 i
.------n---
sat of activitics and their relationships as they relate to the accomplishment of goals. A plan re-() presents the best estimate on the way we will pro-ceed in accomplishing our goals (meeting a commit-ment).
Schedule - a program of forthcoming events. The schedule represents in detail a logical set of ac-tivities and their relationships as they relate to the accomplishment of goals. A schedule, depending on the phase the project is in, wdllrepresentthe responsible persons' actual estimate of resources, people, machinery and materials required to meet goals. A schedule is fixed in time.
NOTE: The main differences between plans and schedules are that a plan is a process to represent an overall strategy while a O schedule represents a fixed set of events in time and leading towards the accomplishment of a commitment.
The elements of both plans and schedules must be prepared and supported by the individual (s) responsible for delivery of that element.
i O
A-3
WORK BREAKDOWN STRUCTURE
- A work breakdown structure (Figure 1) was utilized to develop the relationships that existed between the various pieces of work within the existing standalone tracking and planning systems'of the Organization.
Figure 2 depicts a typical Project - Component - Element Relationship vhile Figure 3 shows the key to the detail that was gathered regarding each element.
WORK LIFE CYCLE To aid in the situation analysis the Five Phases of the work life cycle were utilized (Figure 4) and a scheduling confid-ence level was developed as shown on the same figure. .
PRIORITY Priorities were established in accordance with the system shown on Figure 5.
_ (])
DATA COLLECTION AND REPORTS This program utilized Project 2 as the scheduling and reporting tool which requires structuring and adhering to uniform code fields which allows reporting formats to be developed which meet the users needs. Figure 6 shows the code field use while Figure 7 demonstrates the output for one of the Projects.
CONSTRUCTION / MAINTENANCE SCHEDULES For the initial planning and scheduling efforts to be valid required the uniform transmittal, estimating and receipt of construction / maintenance data. Figure 8 represents the data transmittal form for each element. The estimating was done in accordance with a developed standard considering O
A-4
previous industry experience, station experience, construction standards, productivity factors (local craft, environmental, O radiological) and a contingency factor recognizing the adequacy of scope definition. The element implementation schedules were completed on a form represented by Figure 9 and summarized as shown on Figure 10.
PLANNING AND INTEGRATION For each construction / maintenance schedule that could impact the next full cycle of operation, a detailed logic was developed (Figure 11 represents one minor element). These logics considered plant conditions, material availability, priority, design efforts interrelationships with other elements, manpower requirements and plant locations. There exists in excess of 1500 logic elements within the network. To aid in accessment four types of implementing personnel were designated:
O&M - Work to be accomplished by Station personnel MC - Modification craft to accomplish work for plant betterment programs RC - Regulator craft to accomplish work required by the regulator UC - Utility contractor to supplement the maintenance force for routine peak workload, turbine overhaul, CRD change out, etc.
O A-5 A
~
SCHEDULING
'With the requirement to logic and integrate each element, O(_/ the scheduling activity is straight forward. The Project 2 software program manipulates the data, assigns the resources, constrains by the logic, defines critical path, defines float (time available for one piece of work prior to it impacting the next piece of work), summarizes related logic to a project level report and produces manpower usage reports. Figures 12 and 13 are representative of the systems output.
ANALYSIS Once the base logic and schedule have been established, ties can be added or deleted, manpower constrained, proposed plant conditions altered, float removed, etc., to allow impact studies regarding existing or new commitments.
O O
1 A-6
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Analysis Procurement & Startup Approval Delivery Requerements Statement scope Defiaed Products specified Task Reedy Pkg Complete Operettag Data / Analyste Alternatives Considered Procurement initiated Integrated with On-going work Problem Analysis Long Lead Procurement identified Task Reedy Package Developed lenplement Schedule Requirements Make / Buy Decision Startup Package Developed Turnover Requered Reevite Leveli Plan Approved Close1ut Package Developed Startup Inittel Approval Justificauon Complete implement. Turnover a Startup Startup Pkg Complete M Conceptual Pkg. Developed Level 11 Plans Approved Accept y lategrated with Emieting worm
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. O O O PRIORITY SYSTEM RELAYS RELATIVE IMPORTANCE OF AN ISSUE
- 1. THREE DIMENSIONS INDICATE IMPORTANCE OF ISSUE
- LOGICAL JUDGEMENT REQUIRED 4
A. SERIOUSNESS - R AISES QUESTION OF IMPACT ON PEOPLE, RESOURCES, OTHER DEPARTMENTS, SAFETY, FUTURE PROBLEMS, CONSEQUENCES OF NOT GIVING THIS PROBLEM HIGH PRIORITY B. URGENCY - RAISES TIMELINESS ISSUE. CRITICALITY OF TIME
> PRESSURE, ARE INTERIM OR STOPGAP ACTIONS TO 1 GAIN TIME INDICATED I
C. GROWTH - RAISES QUESTION OF TREND OF THE PROBLEM SUCH AS: WILL PROBLEM GET PROGRESSIVELY WORSE OR BURN OUT AND DISAPPEAR.WHAT IS PROBABLE TREND PREDICTED FOR IT
- 2. COMMITMENTS MADE TO OR MANDATED BY REGULATOR MUST ALSO BE PRIORITIZED
?
i a S A. REGULATORY - MUST BE TAGGED BY SYSTEM TO INDICATE
[ REGULATORYIMPORTANCE B. CLASSIFICATION - INDICATES FIRMNESS OF DATES C. SERIOUSNESS - SAME AS 1.A. ABOVE
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O O O FIVE YEAR PLAN SORT AND SELECT ANALYSIS l
I
!I (32 AUGMENTED OFF-GAS) i DE SCRIPTION REG NUORG URGENCY GROWTH PLANT RESOURCE ELEMENT CONDITIONS NUMSER CLASS PRIORITY N/A B4 PRIORITY HIGH STE ADY (R) PLANT RUNNING TECH 32010101 R/A EVALUATE AND IDENTIFY SOURCES OF WATER IN AOG SYSTEM PROSLEM STATEMENT: SYSTEM ROUTINELY SECOMES WATER
>i SOUND AND LACKS DRAINING CAPABILITY WHICH INTERRUPTS OFF GAS FLOWS, SLOWS LOOP SE ALS AND RELE ASES H RADIOACTIVE GAS W N/A B4 PRIORITY fHQH DE CRE ASING (PR) POWER REDUCTION TECH 32020101 R/A ID T CORRECT VALVE PROBLEMS (LS ETC)
PROSLEM STATEMENT: VALVE POSITION SWITCHES AND DRAIN VLYS WERE MISAPPLIED IN ORIGINAL DESIGN. OTHER MISC VALVE PROSLEMS EXIST (PCWo TO PREHEATER, ELEVATION OF LCVe AT LfHw SEAL)
N/A B4 PRIORITY LOW STE ADY (50) SYSTEM OUTAGE TECH 32030201 R/A UPGRADE AOG INSTRUMENTATION ORIGINAL AOG SYSTEM INSTRUMENTATION l$ DEGRADED AND/04IMADEOUATE N/A S4 PRIORITY LOW INCRE A$ LNG (SO) SYSTEM OUTAGE TECH 32040101 R/A DEVELOP ME ANS FOR CHANGEOUT OF AOG CHARCOAL PROSLEM STATEMENT: AOG SYSTEM CHARCOAL CHANGEOUT l$ NOT F AC3LITATED BY PRESENT DEssGN N/A A2 PRIORITY LOW STE ADY (50) SYSTEM OUTAGE TECH 32010202 SOJA INSTALL (ADD) REMOTE OPERATORS ON ORAIN VALVES AND LEAN OFFS PROBLEM STATEMENT: AOG SYSTEM ROUTINELY BECOMES PTj WATER BOUND AW3 LACKS DRAINING CAPASluTV WHICH H INTERRUPTS OFF-CAS FLOW. SLOWS LOOP SE ALS AND C RELEASES RADIOACTIVE GAS i
C N/A B4 PRIORITY LOW STEADY (SO) SYSTEM OUTAGE TECH N 32030103 PSPD CLOSEOUT EXISTING AOC PDCR trj PROBLEM STATEMENT: EKISTING AOG PDCR is PARTIALLY OBSOLETE 4 N/A B2 PRIORITY HIGH INCRE ASING (PR) POWER REDUCTION 04M 32050104 ITAS RESTORE *A" CATALYTIC CONVERTOR PROBLEM STATEMENT: "A" CATALYTIC CONVERTOR APPE ARS TO SE INOPERABLE AND HAS NOT SEEN IN SERVICE FOR SEVERAL YEARS l
i l
l
Revision Date
() FIVE YEAR LEVEL I PLANNING
- 1. System / Issue: No. Description
- 2. Problem Statement:
- 3. Scope Statement:
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- 4. Priority:
- 5. Funding: Capital Expense Authorization No.
Work Order Account CA l
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- 6. Products Required:
(Analysis, Report, PDCR, Spec, etc.)
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A-14 FIGURE 8
G. Special Construction:
(Tools / Methods)
H. Constraints:
I. Work Areas II. Manloading III. Procedures IV. Plant Environment (ALARA)
V. Other
- 9. Turnover /Startup Requirements:
(Training, Spare Parts, C) Procedures, etc.)
, 10. Closeout Requirements:
(Documents, etc.)
O A-15 FIGURE 8 l
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- 7. Work Assignments: BECo Contractor
( 'h,) A. Analyze / Design (Group) (Specify)
B. Procurement (Group) (Bechtel/Other)
C. Installation (Maint/CMG) (Bechtel/Other)
- 8. Implementation:
A. Material / Equipment:
(pipe, valves, con- (Indicate size, type, qua,ntity) duit, cable, etc.)
B. Plant Status: Running System Outage Plant Outage _
Refuel Outage e
(,q) C. Plant Work Areas:
(Where? - elevation, quad, building, plant coordinates)
D. Pipe / Conduit Routing:
(From - through - to)
E. Interferences:
F. Mods to Associated:
(Systems / Structures)
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LISTING OF REGULATOR REQUIREMENTS BY SYSTEM / ISSUE 4
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,- C O Dr - 11 C4D '. f S T E M S EJECT NODES
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DATA CSTE 3JAN43 PAGE 4 g FLrPrNT DL ". C 4 I F T I O N WEG NUORG URGENCY G90WTH PLANT RESOUPCF
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, P109LEM STATLMENT: ! ?S MLOCKWALLS UNDERGOING gg ANCHCoAGE EVALUATION. SEVfRAL ANCH0PAGE POCS APE EXPECTEC.
11?319794 ITtS I'* P L E Mt N T (15) HLOCKLALL ANCHOR AGE S MOD Hi H4 (R ) RC pqnstt M 3TATEMENT: 120 HLOCKWALLS UNUERGOING
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, 11?01030' DSDD COMPLETE OR PCH9VE PA9TIAL BLOCKWALL PODS R3 Pg (9 ) TE CH (NED) gg PR0bLtM STATEMENT: F IVE NON-0UTAGE (COPE BLOEK-kALL ANCHORAGE MOCIF IC A T TONS WERE LLFT PARTIALLY g COMPLETED AT THE END OF RFOW5. gg 112010504 I T 3. 0 C0 fiP LE T E O F REMOVF PARTIAL HLOCKWALL N003 R3 P4 (d ) PC i
, PdOPLEM STATEMENT: F IVE AON-OUTAGF SCCPE PLOCK- jg
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P404LEM STATEMENT: POST ACCICENT GAMPLING IS d' ".U I D E D U f:Dr P A LONG TF PM LESSCNS LfARNfD PRO- g 04AM FROM IMI-2 (NUPEG 0737).
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