ML20086R903
| ML20086R903 | |
| Person / Time | |
|---|---|
| Site: | Crystal River  |
| Issue date: | 10/15/1991 |
| From: | Beard P FLORIDA POWER CORP. |
| To: | |
| Shared Package | |
| ML20086R892 | List: |
| References | |
| NUDOCS 9201020293 | |
| Download: ML20086R903 (15) | |
Text
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3 LONG RANGE PLAN -
FOR EXCELLENCE IN 3 '
NUCLEA.R OPERATIONS OCTOBER 15,1991 J,
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9201020293 911219 O hDR ADOCK 05000302 PDR l.
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3 TAHl.E OF CONTEN'13 O
O FO R EWO R D . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 9
NUCLEAR OPERATIONS MISSION . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 3
LONG RAN G E O BJ ECTIVES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 O S UP P O RTI N G STRATE G I ES . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
'4 AP P EN D IX A . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 g
AP P EN D I X B . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 O
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O FOREWOllD 0
The purpose of the Long Range plan For Excellence in Nuclear Operations is to establish direction for Nuclear Operations' efforts over the next several years. It is updated periodically and serves as a guide for the development of the Nuclear Operations goals and budget for each year.
O The Long Range Plan also serves as a vehicle for Nuclear Operations management to communicate its expectations and as a framework in which Nuclear Operations departments strive to implement and improve ongoing programs.
O I The long Range Plan consists of the Nuclear Operations Mission and Long Range l Objectives with Supporting Strategies. The Supporting Strategies for each Long Range l Objective are general guidelines for achieving the Objective and, taken together, define a i philosophy for conducting Nuclear Operations business.
O The Long Range Plan is implemented through the annual planning process. Annual goals are developed to support the Long Range Objectives set forth in the Long Range Plan.
Revisions to this Plan (except for minor editing) are indicated by a vertical bar in the left O margin.
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0 NUCIPAR OPERATIONS MISSION g
The Mission of Nuclear Operations is to provide a dependable and economical supply of electrical energy consistent with the highest standards of nuclear plant safety and reliability and in full compliance with regulatory requirements.
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D 1.ONG 11ANGli OlUECI'lVl3
) Attain excellence in nuclear plant operation by meeting the Performance Indicator 1.
Long Range Targe's listed in Appendix A and by receiving an Institute of Nuclear Power Operations (INPO) evaluation assessment in the top category.
S 2. Have CR 3 recognized as a top plant by the Nuclear Regulatory Commission (NRC) by receiving and maintaining an overall average Systematic Assessment of Licensee i Performance (SALP) rating that is in the top quartile of NRC Region 11 and by fully meeting all federal and state regulatory requirements.
e 3. Maximize the contribution of Nuclear Operations to corporate financial objectives through improved management of resources and improved efficiency in conducting I business; achieve the lowest generation cost (O&M plus fuel) of all plants in the I company and equal to or lower than the average d similar nuclear units in the 1 United States.
9 1 4. Maintain a highly competent and professional staff by training and developing our I human resources and by creatmg an environment that encourages safety, innovation.
I and teamwork.
, l S. Achieve consistently high quality maintenance that contributes to improved I equipment reliability and increased plant safety and fulfills an essential element of 1, life cycle management including plant life extension.
- 6. Ensure timely and effective resolution of all plant design, engineering, and other technical issues through a high level of performance in the engineering and technical P support functions.
- 7. Reach and maintain a superior level of plant materiel condition and housekeeping.
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O LONG RANGE OBJECrlVIL1 O Attain excellence in nuclear plant operation by meeting the Performance Indicator Long Range Targets listed in Appendix A and by receiving an Institute of Nuclear Power Operations (INPO) evaluation assessment in the top category.
SUPPORTING STRATEGIFE g
1A. Maintain, throughout Nuclear Operations, a strong focus on the mission such that all projects and other work directly support the mission.
1B. Maintain a strong line organization whose authority is not diluted by support or
.O independent review groups.
1C. Have clear assignments of responsibility and a rigorous exercise of accountability throughout all parts of Nuclear Operations.
g ID. Focus on the identification of problems and their solutions, with an attitude that small things that are wrong will likely lead to large problems if not promptly corrected. (This requires an effective corrective action tracking system.)
1E. Emphasize the use of operating experience, both externally and internally; develop
'g the capability for rigorous follow up and identification of root causes and corrective actions for plant events.
1F, Focus on activities and performance of the operations crew in the control room and in the simulator so that the operators set the proper professional tone and example g for the rest of the plant.
- 10. Keep a strong configuration management philosophy that is reflected in all l modification and maintenance activities. (Maintaining or improving the design basis j of the plant is a responsibility of all personnel in Nuclear Operations.)
3 l IH. Support and strengthen the ALARA (As Low As Reasonably Achievable) Program l l as a means of achieving the Performance Indicator 1.ong Range Targets for l radiation exposure and radioactive waste. Maintain a strong emphasis on source I term reduction as a fundamental element of our ALARA Program.
3 11. Maintain a strong commitm it to involvement in INPO activities, including the l
loaned employee program, evaluation teams, meetings, training, industry review i groups, and special projects.
IJ. Maintain ongoing open communications with INPO management and with INPO
~)) counterparts at all levels.
O I LONG RANGE OlUECrlVE 2 O Have CR 3 recognized as a top plant by o.. ,_c Regulatory Commission (NRC) by I
receMng and maintaining an overall average Systematic Assessment of Licensee l Performance (SALP) rating that is in the top quartile of NRC Region 11 and by fully meeting all federal and state regulatory requirements.
O SUPPORTING STRATEGIES 2A. Demonstrate a high degree of accountability for safe plant operation and problem resolution without regulatory direction.
O 2B. Strive to ensure that all NRC regulatory requirements cre met, and those considered not clear or inappropriate are identified and addressed for resolution in n timely manner.
2C. Maintain on. going open communications with NRC resident inspectors, ,
.o regional / headquarters staffs, and NRC senior management. Keep the NRC fully i informed on any self identified safety concerns.
I 2D. Maintain a strong commitment and involvement in NRC activities including regional l informational meetings, workshops, and special projects.
O 1 2E. Provide timely and high quality responses to any NRC safety concerns. Ensure that l all regulatory commitments are met as scheduled.
2F. Maintain a strong level of involvement in, and awareness of, Nuclear Management g and Resources Council (NUMARC) activities.
- 20. Maintain an awareness of occupational safety and emrironmental regulations so as l to have no violations of these requirements at CR 3. Instill and nurture l em'ironmental stewardship as part of the Nuclear Operations culture.
O 2H. Take responsible action with regard to hazardous material and/or other hazards from a legal and public health standpoint.
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b I LONG RANillLOE)J1CTlYJ32 F
Maximize the contribution of Nuclear Operations to corporate financial objectives through improved management of resources and improved efficiency in conducting I business; achieve the lowest generation cost (O&M plus fuel) of all plants in the I company and equal to or lower than the average of similar nuclear units in the United 1 States, e
SUPPORTING STRATEGIPS 3A. Establish and maintain a long range financial plan endorsed by all department heads.
G 3D. llave all departments prepare annual budgets within the established long range financial plan.
3C Manage all expenditures within the approved annual O&M and capital budgets, e..
3D. Pursue opportunities to improve safety, availability, and efficiency to reduce the cost of doing business.
3E. Achieve max; mum economic utilization of automation /information systems as a
, resource to more effeuively manage Nuclear Operations and control budget growth.
3F. Manage annual budget growth less than or equal to actual consumer price index (CPI) changes, consiatent with maintaining the highest standards of plant safety and improvement in unit availability.
- 3G. Maintain permanent staffing less than or equal to the 1989 level (842) consistent with maintaining the highest standards of plant safety and reliability.
I 311. Strive to reduce the administrative burden on all employees and preserve their ability to accomplish work without undue administrative burden and non productive
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1 31. Strive to reduce fuel costs to less than 6 mills per KWil generated.
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'O 1 ONG RANGE OIUl!CTIVE 4 O l Maintain a highly competent and professional staff by training and developing our human I resources and by creating an environment that encourages safety, innovation, and 1 teamwork.
SUPPORTING STRATEGIES O
4A. Carefully select people with high potential, followed by vigorous initial and continuing training and qualification to prepare them for their duties.
413. Stress development of personnel for higher positions of responsibility such that a e O strong management staff is maintained.
4C, insist on high standards of personal performance and particularly emphasire the importance of the role model portrayed by managers and supervisors. This includes an intolerance for poor performance and poor attitudes.
4D. Establish and maintain strong and effective channels of communication up, down, and across the organization. Place particul.a emphasis on " upward communications" so that personnel are able to freely bring issues to management's attention.
4E. Create an environmen: that promotes teamwork among groups and individuals.
O This requires prompt action to address instances where teamwork is lacking.
4F. Avoid an attitude of complacency recognize that an organization must continually strive to improve or else performance will degrade. -
O 40. Continually reinforce in the minds of each person the distinctive " essence" of nuclear operations professionalism the protection of the reactor core above all else. ,
4H. Recognize that all groups within Nuclear Operations have internal customers, and treat them accordingly.
I 41. Emphasize support of Florida Power Corporation's Affirmative Action goals so as to l fully utilize the diverse workforce pool available.
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O IJOliG RANGE Ol]JFCI'lVil 5 O l Achieve consistently high quality maintenance that contributes to improved equipment I reliability and increased plant safety and fulfills an essential element of life cycle I I management including plant life extension.
SUPPORTING STRATEGIES O l 5A. Establish and maintain an effective preventive maintenance program with an appropriate focus on the reliability centered maintenance concept.
5B. Establish within the various groups that support maintenance and modification work O a comprehensive and continuous planning function that laaks ahead, anticipates problems, and avoids surprises. (Effective communications are essential to this function.)
SC. Focus the system engineering program on strengthening support for maintenance
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SD. Maintain an ongoing long range " Master Schedule" that integrates and serves as a guide for accomplishing major plant projects, p"
SE, Maintain a mid cycle outage plan that compliments the preventive maintenance program and minimizes plant down time between refueling outages.
1 SF. Show continued reduction in average outage duration through innovative planning, I scheduling, and implementation supported by cost effective procurement of state-06
,, I the art tools.
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l SG. Emphasize a commitment to maintenance training as a necessary part of improving the quality of maintenance activities. (inclusion of first line supervisors is essential to the success of this objective).
O I 511. Improve the control and accountability of took and equipment so that replacement I costs, work delays, and generation of radioactive waste are minimized.
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LONG RANGE OIMECrlVilf
- Ensure timely and effective resolution of all plant design, engineering, .nd other technical issues through a high level of performance in the engineering and technical support functions, ,
SUPPORTING STRATEGIES e
6A. Maintain sufficient engineering and technical expertise to support plant operations, maintenance, and other plant activities. This includes ready access to external talent and resources where it is not feasible to maintain this capability in house.
e 1 oD. Maintain an effective Site Engineering organization dedicated to supporting plant I operations and improving plant systems and equipment.
I 6C. Focus the General Office Compicy (GOC) engineering groups on maintaining cognizance of and ensuring timely resolution of regulatoly and generic engineering e issues emanating from the NRC and industry groups.
6D. Support development and maintenance of the Master Schedu!e to include all major engineering projects, and help ensure its viability as a planning tool.
, 6E. Ensure timely completion of the Configuration Management Program acti,ities to define and maintain control of the CR 3 design bases.
6F. Develop and implement setpenced construction work package release schedules for modifications so that construction during plant operation is emphasized,
, I supplemental manpower is levelized, and no modification extends a planned outage I beyond its nominal duration. -
l 6G. Enhance the modification design process to produce timely modification packages i for both pre outage and outage work.
- 1 6H. Emphasize a commitment to Engineering training as a necessary and integral part of I improving the quality of engineering activities.
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O I.ONG RANGR OlHECTIVE 7
,0 Reach and maintain a superior level of plant materiel condition and housekeeping.
SUPPORTING STRATEGIIM 7A. Create and maintain an attitude of " ownership" of the various plant areas with O respect to materiel condition and housekeeping.
7B. Strive to minimize the number of fluid leaks in the plant.
7C. Strive to maximize nuclear fuelintegrity.
O 7D. Implement and maintain programs to restore Reactor Building coatings and to paint plant facilities.
7E. Implement a plan to restora, piping insulation inside the Reactor Building and to 10- maintain an on going insulation program.
I 7F. Reduce Auxiliary Building contaminated areas to ler.s than or equal to 4% of total floor area.
l 7G. Create and maintain designated storage and control areas for all plant tools, O equipment, material, and generated waste.
i l 7H. Minimize unnecessary generation and on. site storage of radioactive waste t. id mixed l waste.
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O APPENDLXA O PERFORMANCE INDICATOR I.ONG RANGE TARGl?ls (as of December 31,1995)
Industry Perfonnance Indicators IDigtl
- > 85 %
,O 1 Unit Capability Factor Unplanned Capability Loss Factor <3%
Unplanned Automatic Scrums O per 7000 liours Critical s 1.2 Safety System Performance liigh Pressure injection System < 0.015 Emergency Feedwater System < 0.010 Emergency AC Power System < 0.010 9-Thermal Performance > 99.6 %
1 Fuel Reliability < 0.0014 gCi/g O
- Collective Radiation Exposure < 200 rem Volume of Low level Solid Radioactive Waste < 100 m' l Chemistry Index < 0.40 Industrial Safety Accident Rate < 0.30 Other Performance Indicators Igugql I
Capacity Factor > 80 %
Nuclear Operations (FPC) Safety < 0.20 Performance Index o
Nuclear Operations (FPC) Contractor Safety < 0.20 Performance Index 3 Year Average O
NOTE: See Appendix B for definitions of these performance indicators.
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O APPENDjX11 O dp_USDtY PERFOl{MANCE INillCATOR DEFINITIONS Unit Capability Factor -
The ratio of the available energy generation to the reference energy generation during a three year period, expressed as a percemage. Available energy O generation is the energy that could have been produced considering only limitations within control c ' plant management. Reference energy is the energy that could be produced if the unit were operated continuously at full power.
Unplanned Capability Loss Factor -
O The ratio of the unplanned energy losses to reference energy generation during a year, expressed as a percentage. Unplanned loss is energy that was not produced during the period because of shutdowns, outage extensions, or load reductions due to causes under plant management eintrol not scheduled at least four weeks in advance. Reference energy is the energy that could be produced if the unit O- were operated continuously at full power.
iJnplanned Automatic Scrams per 7(XX)llours Critical-The number of unplanned automatic scrams that occur per 7(XX) hours of operation (which is approximately one year) while the reactor is critical.
O Safety System Performance -
The ratio of the hours a safety system is unavailable to the hours during a three year period, liigh Pressure Injection Sptem
'O Emergency Feedwater System Emergency AC Power System Thennal Performance -
The ratio of the design gross heat rate (corrected) to the actual gross heat rate, O expressed as a percentage. The design gross heat rate is the initial plant design gross heat rate corrected for modifications. The actual gross heat rate is the gross heat rate at which the plant actually operates, adjusted for circulating-water-inlet temperature differences from design values and for the use of steam driven pumps.
Fuel Reliability -
The steady state primary coolant 1-131 activity, corrected for the tramp uranium contribution and normalized to a common purification rate.
O Collective Radiation Exposure -
The three year average whole body dose received by all on site personnel (including contractors and visitors).
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O Volume of low level Solid Radioactive Waste -
The three year average volume of low level solid radioactive waste produced, in 3 final form ready for disposal. It includes the volume of wast actually shipped for disposal plus the charpe in inventory of waste in on site storage in final form ready for disposal.
Chemistry Index -
O The rutto of the concentration of some impurities to the industry limiting values for those impurities. This indicator is calculated differently and presented separately for (1) pressurized water reactors (pWRs) with recirculating steam generators and PWRs with once through steam generators; and (2) the group of plants using morpholine pli control.
D Industrial Safety Accident Rate -
The number of ace' dents that resulted in one or more days away frem work, one or more days of r%ricted work, or fat ~Pties, per 200,000 man hours worked for all utility personnel permanently assigned to the station.
O OTHER PERFORMANCE INDICATOR DEFINITIONS l Capacity Factor -
l The ratio of net actual generation to net maximum generation, expressed as a percentage averaged during a three year period.
3 1 Nuclear Operations (FPC) Safety Performance Index -
The ratio of the Recordable Case Rate times the Severity Rate to 200 for all permanent, temporary, and casual employees in Nuclear Operations. The Recordable Case Rate (which includes all accidents) is the ratio of the total of all
- cases times 200,000 to the cumulative hours worked. The Severity Rate (which weights loss time accidents based on the number of lost work days) is the ratio of the number of lost workdays charged times 200,000 to the cumulative hours worked.
3 Nuclear Operations (FPC) Contractor Safety Performance Index -
Same as Nuclear Operations (FPC) Safety Performance Index except for contract employees of Nuclear Operations.
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