ML20113E281

Rev 0 to Millstone Unit 3 Operational Readiness Plan

ML20113E281
Person / Time
Site:	Millstone
Issue date:	07/02/1996
From:	Brother M, Rothen F, Vargas J NORTHEAST UTILITIES
To:
Shared Package
ML20113E249	List: B15790, Submits Initial Results of Unit 3 Recovery Activities. Substantial Portion of Activities Completed ML20113E260 ML20113E262 ML20113E267 ML20113E281 ML20113E297 ML20113E301 ML20113E316
References
PROC-960702-01, PROC-960702-1, NUDOCS 9607050213
Download: ML20113E281 (63)

Text

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Date esign Engineering Director Approved By: l EC. Rothen Date Vice President, Nuclear Work Services Approved By: io E.A. DeBarba d- 7!2 Date kf Vice President, Nuclear Technica ervi s Approved By: ~

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" D.B. Miller,'JI Date Sr., Vice President, Nuclear Safety and > rsight Approved By: # 7[M / 7!1! [,

T.C. Feigen 'Dat'e Executive Vice President hief Nuclear Officer

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Rev.0 7/2/96

l TABLE OF CONTENTS I. I NTR O D U CTI ON . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 l

A. B a ckg ro u n d . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 l

B. Phased Performance Improvement Approach . . . . . . . . . . . . . . . . . . . . . . 1 C. S u cce ss Cri t e ria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1  :

II. PERFORMANCE ASSESSMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 A. M e tho d ol ogy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2  ;

B. Root Cause Evaluations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 I C. Fundamental Cause Identification and Review . . . . . . . . . . . . . . . . . . . . . 7 III. MILLSTONE 3 RESTART CRITERIA . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Operational Excellence Objective (OEO) #1 . . . . . . . . . . . . . . . . . . . . . . . . . 9 A. Become a Recognized Industy Leader . . . . . . . . . . . . . . . . . . . . . . . . . 9 Operational Excellence Objective (OEO) #2 . . . . . . . . . . . . . . . . . . . . . . . . . . 13 B. Rebuild Regulaton Confidence . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 j Operational Excellence Objective (OEO) #3 . . . . . . . . . . . . . . . . . . . . . . . . . . 20 C. Improve Communications / Morale . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Operational Excellence Objective (OEO) #4 . . . . . . . . . . . . . . . . . . . . . . . . . . 24 D. Increase Teamwork, All Five Units . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Operational Excellence Objective (OEO) #5 . . . . . . . . . . . . . . . . . . . . . . . . . . 26 E. Improve Employees' Ability to Conduct Work Successfully . . . . . . . . 26 IV. READINESS ASSESSMENT PROCESS . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 A. M e t h o d ol ogy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 B. Operational Readiness Assessment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 A'ITACHMENT 4

Attachment A - ORP Deliverables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31

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l MP-3 Operational Readiness Plan

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I. INTRODUCTION A. Backeround Millstone Unit 3 (MP-3) was placed on the NRC Watch List on January 31,1996. The Unit entered an outage on March 31,1996 to repair Auxiliary Feedwater Containment Isolation Valves. In letters dated March 7,1996, April 4,1996, and May 21,1996, the NRC requested that additional information be submitted prior to re-start which describes actions taken to ensure future operation will be conducted in accordance with MP-3's operating license and UFSAR and the Commission's regulations. NU is committed to satisfactorily resolve these issues prior to resumption of power operation.

B. Phased Performance Improvement Approach NU Management has undertaken the development of the MP-3 Operational Readiness Plan (ORP) to implement near-term actions to achieve performance improvement to support a safe return to power operation.

Long term actions to achieve nuclear excellence based on Operational Excellence Objectives, strategies, initiatives and key performance indicators are described in the Nuclear Excellence Plan. The Nuclear Excellence Plan addresses a broader range of issues over the longer term, which will help ensure that the root causes of NU nuclear  :

performance problems are corrected and all the units achieve a sustained level of excellent performance.

C. Success Criteria This Success Criteria refers to the 50.54(f) portion of the Operational Readiness Plan.

The 50.54(f) plan must prove the initial premise that the original MP-3 FSAR was sound. The plan must also show that the problems identified in the MP-1 root cause  !

investigation (ACR 7007) that are applicable to MP-3, do not preclude the safe  ;

operation of the unit.

No criteria must be met:

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1. An assessment of each identified deficiency must be made. No individual deficiency,if found while the unit was at power, could have resulted in a required shutdown. This criteria addresses the validity of the " slice" method of verification. 1 l

2. An aggregate assessment of allidentified deficiencies must be made. The aggregate  ;

assessment must validate that the original FSAR was sound and that the problems identified by ACR 7007 have not resulted in an unsound FSAR.

MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 1 of 61

II. PERFORMANCE ASSESSMENT A. Methodology To better understand the magnitude of the problems that must be overcome, candid and objective assessments are being conducted. Building from existing evaluation programs and documents (INPO and NRC evaluations and internal assessments) and personal interviews within the organization, management at the Officer and Unit Director levels is determining the key weaknesses and performance gaps as benchmarked against the attributes of the best performing utilities. These assessments provide management the opportunity to review and accept the magnitude of the problems and commit the necessary resources and personal involvement necessary to effect significant change.

The Operational Readiness Plan (ORP) is based on these assessments and incorporates elements of the Operational Excellence Objectives (OEOs), Nuclear Excellence Plan (NEP), and Improving Station Performance (ISP) initiatives. These elements have been combined with the MP-3 Restart Criteria to identify specific MP-3 ORP deliverables. Each deliverable has an associated responsible lead and due date.

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MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 2 of 61

B. Root Cause Evaluations The following root cause analyses are associated with the MP-3 ORP. Results of these reviews may be incorporated into ORP deliverables or become longer-term action items, as appropriate.

ACR 7007 - Event Response Team Report The table listed below shows the conclusions from the ACR 7007 Report and the correlation between the corrective actions and the deliverables of the Operational Readiness Plan.

ACR 7007 to Operational Readiness Plan Conclusion / Comment Cosrective Action ORP Deliverable 5.1 UFSAR submitted to Addressed by 50.54(f) Project OEO #21.j.10CFR50.54(f)

NRCin 1986/87 with Completion Plan Review / Analyses errors. (Deliverables on page 49) 5.2 NU knew about these Historical fact: no action OEO #21.j.10CFR50.54(f) errors. required. Review / Analyses (Deliverables on page 49) 5.3 Commitments to correct Addressed by 50.54(f) Project OEO #21.j.10CFR50.54(f) the errors were Completion Plan. Review / Analyses ineffcctive. (Deliverables on page 49)

OEO #21.b. Commitment Management (Deliverables on page 40) 5.4 Calculations did not exist Addressed by 50.54(f) Project OEO #21.j.10CFR50.54(f) to s desx,upport gn bases, some of the Completion Plan.

and were Review / Analyses (Deliverables on page 49) not reconstructed.

5.5 NU did not view UFSAR Corrective action: develop and OEO #11.b. Management as a licensing basis implement education program. Development and Leadership document. (Deliverables on page 31)

OEO #21.f. Configuration Management (Deliverables on page 46)

OEO #21.k. Engineering Training (Deliverables on page 49) 5.6 NU's administrative Addressed by 50.54(f) Project OEO #21.j.10CFR50.54(f) programs did not fully Completion Plan. Review / Analyses mcorporate regulatory (Deliverables on page 49) requirements.

5.7 Decade-long pattern of Corrective action: conduct a OEO #21.j.10CFR50.54(f) decisions and actions has verification effort at MP-2, Review / Analyses 1

I generic implications. MP-3,CY. (Deliverables on page 49)

OEO #21.e. Corrective Actions (Deliverables on pages 43-45)

OEO #21.f. Configuration Management (Deliverables on page 46) 5.8 Lack of accountability Corrective action: develop and OEO #21.e. Corrective Actions and teamwork for implement a Corrective Action (Deliverables on pages 43-45) l UFSAR accuracy. Monitoring Plan.

MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 3 of 61

ACR 7007 to Operational Readiness Plan Conclusion / Comment Corrective Action ORP Deliverable 5.9 Root Cause for 5.7 will be Addressed by 50.54(f) Project OEO #21.j.10CFR50.54(f) identified by 50.54(f) Completion Plan. Review / Analyses self-assessment.

(Deliverables on page 49)

OEO #21.i. Root Cause Assessments (Deliverables onpage 48) 7.1 Issues and their causes Addressed by 50.54(f) Project OEO #11.b. Management were identified to Completion Plan. Development and Leadership management; management should have (Deliverables on page 31) been accountable for the OEO #11.c. Effective Nuclear corrective actions. Safety & Oversight (Deliverables on page 32) 7.2. NU Oversight did not Addressed by recent OEO #11.c. Effective Nuclear identify administrative reorganization and corrective Safety & Oversight '

programs weaknesses or actions pattern of design control (Del /verables onpage 32) events. '

i 7.3 Employeesdonot Corrective action: develop and OEO #11.b. Management '

understand relationship implement education program. Development and Leadership betwee,n 10 CFR, design (Deliverables onpage 31)  ;

bases, industry standards, . .

administrative programs. OEO #21.f. Configuration )

Management l

(Deliverables on page 46)

OEO #21.k. Engineering Training l (Deliverables on page 49) 1 7.4 Organization does not Corrective action: develop and OEO #11.b. Management '

appreciate processes implement education program. Development and Leadership needed to achieve stated (Deliverables on page 31) safety objectives.

OEO #21.f. Configuration l Management '

(Deliverables on page 46)

OEO #21.k. Engineering 71 raining (Deliverables on page 49) 7.5 Organization focuses Corrective action: develop and OEO #11.b. Management narrowly on problems and implement education program. Development and Leadership their resolutnons.

(Deliverables on page 31)

OEO #21.f. Configuration Management (Deliverables on page 46)

OEO #21.k. Engineering Training (Deliverables on page 49) 7.6 Line managers use a Corrective action: develop OEO #21.e. Corrective Actions limited set of tracking and measurement tools for (Deliverables on pages 43-45) '

trending tools. functional area performance.

OEO #21.a. Self-Assessment (Deliverables on page 37) l i

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Root Cause Analysis for the failure of the QA organization to identify MP-3 deficiencies.

The table listed below shows the QAS Failure Root Cause Evaluation and the correlations between the recommendations and the deliverables of the Operational i Readiness Plan.

QAS Failure Root Cause Evaluation to Operational Readiness Plan QAS Failure Root Cause QAS Failure Root Cause ORP Section & Deliverable Evaluation Causal Factor Evaluation Recommendations

1. The Chief Nuclear The Chef Nuclear Officer O.E.O. #1 Officer's expectations must :.stablish and .

communicate executive 1.c Effective Nuclear Safety &

were not adequate in that Oversight "7e n ent over ight function (Dellverables on Page 32) nde endento ersight organization to limit its to al of the Nuclear Group. O.E.O. #2  ;

review of activities to the 1.a Self-Assessment minimum requin =d by (Deliverables on Pages 37-39) regulations. O.E.O. #3 l 1.c Employee Concerns (Deliverables on Page 56)

2. The OAS audit program Oversight expectations should O.E.O. #1 did not meet the be benchmarked a ainst the 1.c. Effective Nuclear Safety &

minimum required by best practice,s of scensees Oversight regulations because the who are considered to have a track record for excellent (Deliverables on Pg. 32) program was based on implementing Nuclear Performance. O.E.O. #4 Group Procedures rather 1.a ContinuousImprovement than the base Team & Strategies requirements and (Deliverables on Page 59) commitments.

3. QAS did not periodically QAS must include O.E.O. # 1 assessits own consideration of the base 1.c. Effective Nuclear Safety &

performance against the regulatory requirements, Oversight m e s uch a,s the (Deliverables on Pg. 32)

Pr g a U P) and the base regulatory NUOAP in its oversight , O.E.O. #2 requirements to which it 1.a Self-Assessment was responsible for hnho basis.

a$ce on a ular r (Deliverables on Pages 37-39) verifying compliance.

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m ___ _ . ____ _ ____ - _ _ __ _ _ _ _ . _ _ _ . . _ _ _ _ . _ - . _ _ _ _ _ . .

4 QAS Failure Root Cause Evaluation to Operational Readiness Plan QAS Failure Root Cause QAS Failure Root Cause ORP Section & Deliverable Evaluation Causal Factor Evaluation Recommendations

4. Line management Oversightimplementation plan O.E.O. #1 reinforced the limited shouldinclude requirements 1.a. Management Model &

scope of the independent for1me management Performance Management attendan at meetings. p oversight pr,ocess through its limited view of the Oversightimplementation plan value of oversight and its should be reviewed by the line 1.b. Management Development & .

organization. Leadership lack of effort toimprove (Deliverables on Page 31) it Line management's expectations for the 1.c. Effective Nuclear Safety &

independent oversight function Oversight  ;

must be established and (Deliverables on Page 32) communicated to the hne organization. O E.O. #2 i i

'naining and qualification 1.e. Corrective Action 1 program for oversight (Deliverables on Pages 43-45) l personnelis commensurate 1.k. Engineering Training with e ctations for the (Deliverables on Page 49) oversig t organization.

O.E.O. #4 Successful service in the oversight organization should 1.a. Continuous Improvement l be made a prerequisite to Team & Strategies j advancement in certainline (Deliverables on Page 59) management positions

5. The Chief Nuclear Nuclear Safety & Oversight O.E.O. #1 Officerandline managem mustmonitorim lementation 1.c. Effective Nuclear Safety & l ent accepted known Ian and Oversight of the oversight . l deficiencies in the Provide feed ac for corrective p oversight process without actions and improvements m rder to ensure O.E.O. #2 i resolving thein in a timely implementation of the CNO's 1.a. Self-Assessment expectations. '

(Deliverables on Pages 37-39)

Line management must .

provide feedback to the 1.e. Corrective Action oversight organization (Deliverables on Pages 43-45) management re,garding O.E.O. #4 correction andimprovements in the oversight program. 1.a. Continuous, Improvement Team & Strategies (Deliverables on Page 59)

• Millstone Unit 3 Specific Root Cause Analyses.

The results of Root Cause investigations," Millstone Unit-3 Loss of Confidence in i the MP-3 Configuration and Current Licensing Bases," Revision 1 (ACR 13302) indicate the findings, recommendations and corrective actions of ACR 7007 are applicable and valid for MP-3. For specific information, refer to the ACR 7007 to l Operational Readiness Plan correlation table on pages 3-4.

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l C. Fundamental Cause Identification and Review i

! A fundamental cause analysis is being finalized by the Fundamental Causes Assessment l Team (FCAT) for the Nuclear Committee Advisory Team (NCAT). Results of this i assessment will be incorporated into the Operational Readiness Plan or become l l longer-term Action Initiatives under the Nuclear Excellence Plan, as appropriate.

The findings of the preliminary report have been addressed by the Operational i Readiness Plan initiatives. The table listed below shows the correlation between the l FCAT categories and the deliverables of the Operational Readiness Plan.

FCAT to Operational Readiness Plan FCAT Category Summary ORP Section & Deliverable

1. Vision & Direction Leadership vision and O.E.O. #1 direction were not consistent 1.a. Management Model &

with fundamental needs of a

P' Performance Management 7 7af*" "E ""'*' (Deliverables onpage 31) 1.b. Management Development &

Leadership (Deliverables on page 31)

2. Defense of the Status Leadership often put emphasis O.E.O. #1 Quo on ustifying the status qu 1.c. Effective Nuclear Safety &

rat er than resolvmg problems. Oversight (Deliverables on page 32)

O.E.O. #2 1.i Root Cause Assessment (Deliverables on page 48)

3. Response to Serious i.cadership did not 'fectively O.E.O. #2 Problems respond to mounti' 1.e Corrective Action  !

roble s (Deliverables on page:43-45) 1.a Self-Assessment (Deliverables on pages 37-39)  ;

4. Tblerance of Deficient Deficient conditions were O.E.O. #1 i Conditions often overlooked, not 1.a Management Model &

corrected, or corrected slowly Performance Management or wnth a narrow focus.

(Deliverables on page 31)

O.E.O. #2 1.e Corrective Action (Deliverables on pages 43-45) }

O.E.O. #4 )

1.a Continuous Improvement Team  !

& Strategies  !

(Deliverables on page 59) l MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 7 of 61

FCAT to Operational Readiness Plan FCAT Category Summary ORP Section & Deliverable

5. Conservatism Management and personnel O.E.O. #2 standards did not ensure 1.a Self-Assessment conservative decisions.

(Deliverables on pages 37-39) 1.d Conservative Operating Philosophy (Deliverables on page 42) 1.g 10CFR50.59 Implementation (Deliverables on page 47)

6. Attitude Toward Regulatory standards were not O.E.O. #2 Regulatory Standards always met because certain 1.c Regulatory Communications requirements were not recognized and others were (Deliverables on page 41) considered to be unimportant. 2.a NRCInspectionIssues (Deliverables on pages 50-52) 1.h Procedure Compliance (Deliverables on page 47)

7. Organizational An ineffective organization O.E.O. #1 Effectiveness existed because of weak 1.a. Management Model &

management skills in peop,le Performance Management

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(Deliverables on page 31) brefinition o i izoft organizational o 'o resou es, nd {

1.b. Management Development & l roles. Leadership 4 (Deliverables on page 31)

O.E.O #3 j 1.a. Optimize Organizational Structure (Deliverables on page 56)

O.E.O. #5 1.a. Align Human Resources (Deliverables on page 60)

8. Employee Concerns Management was ineffective in OEO #3 responding to many employee 1.c. Employee Concerns Task Plan (Deliverables onpage 56) 1.d. Employee Communications (Deliverables on page 58)

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l l MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 8 of 61

III. MILLSTONE 3 RESTART CRITERIA This section contains initiatives which are associated with five (5) Operational Excellence Obj,ective (OEO) categories. Initiatives under each category are divided l into the followmg:  !

• Management Initiatives l

• Key Backlog & Hardware Initiatives l

• Key Performance Indicators NOTE: In reference to the 3 categories listed above, please note that only categories with assigned initiatives have been listed.

Each initiative has a responsible lead and unit director expectations which correspond to deliverables in Attachment A,"ORP Deliverables."

OPERATIONAL EXCELLENCE OBJECTIVE (OEO) #1 A. Become a Recognized Industry Leader STRATEGY: BECOME A RECOGNIZED INDUSTRY LEADER by achieving operational excellence.

Establish a five-unit management model that will provide the leadership required to achieve nuclear excellence m operations by creating dramatic and fundamental change in the way we ,

manage the nuclear program at Northeast Utilities. I Executive Sponsors: T. Feigenbaum and W. DiProfio DISCUSSION: I Foremost in this approach will be implementation of a five-Unit management model that assures the Nuclear Group's success by setting the same nuclear excellence goals for each unit and that uses best practices and common business methods. The initiatives contained within the plan define the way we will manage 1 our actions as an operations-focused organization, i.e. operations will set high standards throughout the organization and assure a questioning attitude and conservative decision making in all work done by the Nuclear Group. The specific strategic focus areas will encompass planning and direction, ownership and expectations, and appropriate monitoring and follow through, the major components of a successful management model. These components will:

. Set high performance expectations and standards ,

• Drive mutual accountability and self assessment

. Improve planning, prioritization and performance monitoring skills

= Implement best practices and common business methods a Communicate directly with employees and line managers

• Assure that poor management performance is identified and resolved by senior management.

MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 9 of 61

1. Management Initiatives

a. MANAGEMENT MODEL AND PERFORMANCE MANAGEMENT (RFE NEP 1.1)

Focus the management team and the organization on a management approach that values open and honest communications. Use the management model and manager role models as a primary means by which Nuclear Group management communicates values and demonstrates consistency and commitment to the Nuclear Excellence Plan. Restructure performance monitoring systems to be tough on problems and results, not on people. Implement Nuclear Level Determine Course of Action (DCA) as the strategic planning focal point for the organization, including incorporating the Unit DCA into the Nuclear DCA to provide the high-level focus for the Nuclear Excellence Plan. Revise the charter to specify the process to be used to develop, revise, conduct performance reviews of and manage the Nuclear Excellence Plan.

G. Winters, Action Plan Manager l Unit Director ORP Expectations:

Nuclear DCA charter is approved.

All items which are beyond the approved budget for MP-3 have been approved by the Nuclear DCA.

Refer to page 31 for deliverables.

b. MANAGEMENT DEVEI OPMENT AND I FADERSHIP (REE NEP 1.4)

Implement a program of management development and leadership, including implementing the Employee Concerns 'Ihsk Plan management programs. Introduce 360 degree feedback systems to provide employees with a legitimate means to communicate employee perceptions on management performance, organizational trust levels, and Nuclear Group effectiveness in achieving our goals.

H. Haynes, Action Plan Manager Unit Director ORP Expectations:

The Failure Prevention and Investigation survey is complete and the results have been utilized to confirm the needs assessment for the leadership and development training.

The plan and schedule for the leadership and development training is approved for all MP-3 personnel.

Refer to page 31 for deliverables.

MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 10 of 61

c. EFFECTIVE NUCIFAR SAFETY AND OVERSIGHT (REE NEP 1.2)

Strengthen the role of the nuclear oversight functions (NS&O, NSAB, and SORC/PORC) and define line management expectations to assure we achieve our strategic goals for nuclear excellence.

E. Desmarais, Action Plan Manager Unit Director ORP Expectations:

The selection process is complete such that all managers associated directly with MP-3 are in place.

The NS&O assessment of the MP-3 Operational Readiness Plan is complete.

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) Refer to page 32 for deliverables.

2. Key Backlog and Hardware Initiatives

a. THE PLANT HARDWARE IS IN GOOD PHYSICAL CONDITION AND l DEMONSTRATING RELIABIE OPERATION.

Unit Director ORP Expectations:

All Maintenance Rule (a)(1) systems have an approved action plan in place to restore them to (a)(2) status. (Responsible Lead:D. Gerber)

Correct Operator Burdens to 5 or fewer remaining to be dispositioned.

(Responsible Lead:B. Pinkowitz).

30 or fewer bypass jumpers are installed (Responsible Lead B. Enoch)

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11 or fewer bypass jumpers greater than 2 cycles old are installed (Responsible Lead:B. Enoch)

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Identified hardware modifications complete.

(Responsible Lead:J. Langan) Refer to page 35 for deliverables.

Identified materiel condition upgrades complete. ,

(Responsible Lead: B. Roy) Refer to page 36 ior deliverables. i Manual actions in lieu of automatic action issues resolved for 3RHS*V43 and 3HVR*FN6A/B. (Responsible Lead: D. McDaniel) Refer to page 36 for deliverables.

Zero (0) Design Basis Document Package discrepancies open.

(Responsible Lead:R. Andren)

All engineering backlog items reviewed for operability concerns.

(ResponsibleLead

W Stairs)

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MEPL evaluations complete and discrepancies dispositioned.

(ResponsibleLead:R. Andren) l MP-3 Operational Readiness Plan Rev.0 7/2/96 j Page 11 of 61 l

• Zero (0) NCRs are greater than 60 days old without dispositions.

(Responsible Lead:D. Gerber) <

• Less than 140 total Open NCRs (Responsible Lead: D. Gerber)

• Zero (0) design changes open greater than 90 days after completion.

(Responsible lead:R. Andren)

= Zero (0) identified main control board deficiencies greater than 14 days old. (Responsible Lead: B. Pinkowitz)

Refer to pages 33 thru 36 for deliverables.

3. Key Performance Indicators

a. Management Effectiveness

1) Engineering Backlog

• Engineering and Design Change Requests (E&DCRs) outstanding

• PMRs

• Design Bases Data Package, discrepancies

• MEPL discrepancies

• NCRs

2) Outage Schedule Adherence

3) Improving Station Performance (ISP) plan developed

. Incumbent Managers fully trained

. Critical positions have one back-up

b. Material Condition

1) Work Control

. AWO backlog less than 500

• Bypass Jumpers / Temporary Modifications less than 30.

• Operator Burdens less than 5.

= Zero (0) MCB Deficiencies greater than 14 days old.

2) Maintenance Rule

• Action Plans developed to restore (a)(1) systems.

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l MP-3 Operational Readiness Plan l Rev.0 7/2/96 Page 12 of 61

OPERATIONAL EXCELLENCE OBJECTIVE (OEO) #2 l

B. Rebuild Regulatorv Confidence STRATEGY: REBUILD REGUIATORY CONFIDENCE to rebuild our regulatory margin and establish an effective working l environment with regulators.

Establish a focus on safe operations through Nuclear Group-wide processes that assure safe operation, conservative decision making, conformance with regulatory requirements, and proactive communications. >

i Executive Sponsors: E. DeBarba and P. Richardson ,

DISCUSSION:

This strategy encompasses initiatives that will substantially upgrade the processes used to implement key licensing requirements and provide us with a high degree of assurance that the design and licensing bases are maintained correctly. The .

' initiatives will also provide for proactive communications with the NRC.

1. Management Initiatives

a. SEI F-ASSESSMENT (REE NEP 2.2)

Establish and implement a self-assessment program that will be based upon l prompt identification and effective resolution of problems at all organizationallevels. Integrate self-assessment with external and internal operating experience programs, and implement additional changes to tranrition to a learning organization.' Train personnel and instill personal l responsibility for problem identification and resolution.

R Stroup, Action Plan Manager Unit Director ORP Expectations:

All departments have completed self-assessments as assigned by Unit Director.

PRA Review of MP-3 identified deficiencies.

Refer to pages 37-39 for dehverables.

b. COMMITMENT MANAGEMENT (REE NEP 2.3)

Upgrade the commitment management program to prioritize, assign,

, monitor and manage commitments consistent with industry best practices.

Provide management follow up to assure that commitments are fully met.

G. Kann, Action Plan Manager:

Unit Director ORP Expectations:

External commitments applicable to MP-3 are entered into AITFS and a l.

list provided to. unit management.

l Refer to page 40 for deliverables.

! MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 13 of 61

c. REGULATORY COMMUNICATIONS (REE NEP 2.61 Implement a proactive regulatory communications program.

T Harpster; Action Plan Afanager Unit Director ORP Expectations: '

The Document Rooms which contains information to support the MP-3 Operational Readiness Plan are established.

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The June 20th letter has been submitted to the NRC which documents:

All design and configuration deficiencies identified between 2/22/96 and 6/13/96. I i

How these deficiencies were discovered.

)

How long each deficiency existed.

The corrective action (s) for each deficiency.

A summary of the results of Vertical and Horizontal slices have been docketed with the NRC.

The MP-3 Operational Readiness Plan has been officially transmitted to l the NRC. l l

Refer to page 41 for deliverables.

d. CONSERVATIVE OPERATING PHILOSOPHY A conservative operating philosophy is being demonstrated by the MP-3 staff.

Af. Brothers, Action Plan Afanager Unit Director ORP Expectations:

Documentation that any NOVs against MP-3 are reviewed and dispositioned by the MQC/PORC.

Refer to page 42 for deliverables.

MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 14 of 61

e. CORRECTIVE ACTION (REE NEP 2.1 AND ISP)

Establish and implement a common corrective action program to determine underlying causes of problems and develop actions that will result in sufficiently broad and lasting solutions. Include monitoring and follow up to preclude recurrence.

G. Gram, Action Plan Manager l

Unit Director ORP Expectations: i

• RP-4 Rev. 2 is in place

• Backlog of'A','B','C' ACRs is zero a Meeting backlog goals

• Unit Director will be clearly established as the owner of the corrective action process for his unit.  ;

Daily chairman of the unit MRT l 1

Instructor / coach for unit MRT training i Kickoff facilitator at every corrective action organizational training session for MP-3.

Use status of corrective action KPI's and status of A and B priority ACR as an agenda in every weekly staff meeting.

Use status of KPIs, Trends, and Tracking in individual performance reviews.

• Corrective Action Manual and Common ACR Procedure adopted by all 5 units.

• Measurements of Performance developed which are used to assess the effectiveness of the corrective action process.

• Develop an MRT training module for the new Corrective Action Manual and ACR Procedure.

• Unit Director conducts MRT training on Corrective Action Manual and ACR Procedure.

• Develop a Nuclear Organization Training Module for the new Corrective Action Manual and ACR procedure.

• Group managers conduct Nuclear Organization Tiraining on new Corrective Action Manual and ACR procedure.

• Develop core pool of at least 2 senior Root Cause Evaluators with at least one core pool member required for every root cause analysis i

performed on a unit.

Develop self-assessment plan for the Corrective Action Process for each i Unit Director.

• Develop Corrective Action Process trending information and guidelines.

MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 15 of 61 i

e Change the ACR Procedure to preclude closure of ACRs before corrective work completed.

• Develop time frame " targets" for each step of the corrective action ,

process.  ;

• NS&O will conduct an audit of a sample of closed A, B &Clevel ACRs. l Refer to pages 43-45 for deliverables. I

f. CONFIGURATION MANAGEMENT (REE NEP 2.4)

Establish configuration management programs and processes that will assure 1 conformance to design and licensing bases.

J. Vargas, Action Plan Manager j Unit Director ORP Expectations:

• All MP-3 identified policies, procedures and processes have been upgraded as required by the Configuration Management Program.  !

• Interim Configuration Management Controls are in place.

Refer to page 46 for deliverables.

g. 10CFR50.59 IMPLEMENTATION (REE NEP 2.5)

Implement an improved 50.59 safety analysis process that supports the revised configuration management processes.

M. Kai, Action Plan Manager Unit Director ORP Expectations:

• All Operability Determinations which have identified degraded i condition (s) have been evaluated through the 50.59 process and any  ;

necessary follow-up has been accomplished.

Refer to page 47 for deliverables.

4 MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 16 of 61

h. PROCEDURE COMPLIANCE (RFE ISP)

M. Brothers, Action Plan Manager Unit Director ORP Expectations:

• All programs will be followed in a verbatim manner. When a arocedure problem is encountered, the expectation is that the person wil stop (unless an " emergency" condition exists) and follow the requirements to formally correct the problem.

Refer to page 47 for deliverables.

i. ROOT CAUSE ASSESSMENTS Root cause analyses will be performed for identified MP-3 deficiencies.

G. Pitman, Action Plan Manager Unit Director ORP Expectations:

MP-3 Specific Root Causes Failure of the QAS organization to identify FSAR deficiencies.

J. Warnock, Action Plan Manager j Unit Director ORP Expectations:

Documentation demonstrating root cause analysis for the failure of the oversight organization to identify FSAR deficiencies is complete, and generic implications are identified.

Refer to page 48 for deliverables.

j. 10CFR50.54(f) REVIEW / ANALYSES The review of analyses of and response to the 10CFR50.54(f) issues on MP-3 is complete.

J. Vargas, Action Plan Manager Unit Director ORP Expectations:

The following 10CFR50.54(f) tasks are complete:

Operational Readiness Reviews System Slices Independent Assessment Root Cause Assessment Refer to page 49 for deliverables.

MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 17 of 61

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k. ENGINEERING TRAINING

' Rain selected staff on the procedures identified as being knowledge i weaknesses on MP-3. '

H. Haynes, Action Plan hianager l Unit Director ORP E9ectations:

. Provide training to selected MP-3 personnel.

Design Control Manual Rev. 3 10CFR50.59 NGP/ Engineering Department Instructions Refer to page 49 for deliverables.

2. Key Backlog / hardware Initiatives

a. NRC INSPECTION ISSUES All outstanding NRC inspection issues are addressed and no operability questions remain.

J. Peschel, Action Plan Afanager Unit Director ORP Expectations:

Identified NRC generic communications reviewed for applicability.

Unresolved issues (URIs) and inspector follow-up items (IFIs) are addressed.

• Review and update FSAR chapters.

Refer to pages 50-52 for deliverables.

b. OPERABILITY DETERMINATIONS Unit Director ORP Expectations:

Operability determinations reviewed and any degraded conditions evaluated for acceptability.

K. Burton, Action Plan hianager Refer to page 53 for deliverables.

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c. JUSTIFICATION FOR CONTINUED OPERATIONS OCOS) l Unit Director ORP Expectations: l All JCOs reviewed and scheduled for resolution. l l K. Burton, Action Plan Afanager j Refer to page 54 for deliverables.

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d. ACR REVIEW l K. Burton, Action Plan Manager Unit Director ORP Expectations: I Alllevel A, B & C ACRs reviewed for operability concerns.

Refer to page 54 for deliverables.

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e. MTFITEMS l D. Gerber; Action Plan Manager l Unit Director ORP Expectations: i All MTF items (except NCRs) reviewed and incorporated into AITTS. I Refer to page 54 for deliverables.

f. OSD ITEMS l T Sullivan, Action Plan Manager l l

Unit Director ORP Expectations: I All OSD open items are reviewed and resolved as required.

Refer to page 55 for delivertbles.

g. NSAB ITEMS M. Brothers, Action Plan Manager Unit Director ORP Expectations:

=

All NSAB open items are dispositioned.

Refer to page 55 for deliverables.

3. Key Performance Indicators

a. Corrective Action Program ACR Backlog is zero (0) for level A, B & C.

b. Commitment Management NRC Generic Letter Review Complete

c. Regulatory Communications.

Compliance with Regule. tory Communications Plan MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 19 of 61

OPERATIONAL EXCELLENCE OBJECTIVE (OEO) #3 C. Improve Communications / Morale STRATEGY: IMPROVE COMMUNICATIONS / MORALE to develop and maintain a high degree of trust between management and the rest of the organization. Rebuild employee confidence that we will go forward with nuclear excellence as our measure of success.

Rebuild employee confidence in management by holding managers accountable for the performance results specified in the Plan, by demonstrating integrity to our stated goals and by modeling the required behaviors and values (teamwork, open and honest communications, conservative decision making, and accountability for results).

Executive Sponsors: D. Miller and W. Riffer/R. Kacich DISCUSSION:

Employee trust and confidence will be rebuilt by clearly communicating the elements of the goals, strategies and initiatives for achieving nuclear excellence and how each employee can contribute to these goals. Effective implementation of the first strategy for becoming an industry leader is essential. Clear expectations for these communications will be defined and reinforced throughout the organization.

The expectation that managers and supervisors are responsible to remove barriers preventing employees from solving problems and for resolving employee concerns will be part of those communications. A combination of team-building competencies, continuous development and training, implementing management systems to measure effectiveness and taking actions to correct unsatisfactory performance will establish these expectations. Management will create an environment that values employee contributions and actively resolves employee issues at the level in the organization closest to the issue.

1. Management Initiatives

a. OPTIMIZE ORGANIZATIONAL STRUCTURE (REE NEP 3.1)

Evaluate and implement the organizational and process changes from the Nuclear Re-Engineering Team (NRET) study that will stabilize the organization to the maximum extent possible for the one-to-two year time horizon of the Plan. Intervention - no action plan required.

R. Kacich, Action Plan Manager Unit Director ORP Expectations:

a The recommendations from the NRET to stabilize the organization have been approved by the Nuclear DCA, and any changes affecting MP-3 are on schedule.

Refer to page 56 for deliverables.

MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 20 of 61

b. PUBLIC COMMUNICATIONS (REE NEP 3.4)

Develop a public communications program that will promptly and accurately communicate performance results to the public.

A. Castagno, Action Plan Manager Unit Director ORP Expectations: I

• No expectations at this time.

Refer to page 56 for deliverables.

c. EMPLOYf1 CONCERNS TASK PLAN (REE NEP 3.2 AND ISP)

Evaluate and improve the ability of functional area managers to resolve employee issues and communicate effectively with employees, including satisfactorf resolution of concerns and issues. Integrate the Employee Concerns Task Plan with the Nuclear Excellence Plan, including clarifying i responsibility of the line organization for improvement actions. Specific actions include:

Chief Nuclear Officer expectations

• Communications

• Management Programs

• Training

• Organizational Development Assistance

• Employee Concerns Program Enhancement

• Programs and Policies

• Contractors

• Effectiveness Measures L. Chatfield, Action Plan Manager Unit Director ORP Expectations:

An assessment of MP-3 should show that a high percentage of MP-3 personnel feel comfortable bringing safety concerns to their chain of command or the Employee Concerns Program.

The Chief Nuclear Officer (CNO) establishes, communicates and reinforces specific performance and behavior expectations for all individuals m the Nuclear Group, and especially for management personnel. Important here is demonstrated executive and senior

- management presence in the plants.

MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 21 of 61

4 +.

'lhke measures to improve the overall effectiveness of internal l communications among management and employees in the Nuclear Group, notably in the areas of CNO's expectations and resolving l employee concerns.

l .

Initiate actions to enhance the Employee Concerns Program. Resolve l

and close-out all existing concerns as soon as practicable. Develop and implement a comprehensive strategy for enhancing and strengthening the effectiveness of the ECP, including having a designated representative for each Millstone Umt.

Conduct a comprehensive review and implement appro 3riate changes to  !

various policies and procedures within NU that are app icable to the area of employee concerns.

Implement a strategy to monitor the effectiveness of the actions being implemented under this action plan. The strategy should consist of metrics (key performance indicators), organizational climate or employee opinion surveys using standard survey instruments and ,

employee focus groups.

Refer to pages 56-57 for deliverables.

d. EMPLOYEE COMMUNICATIONS (REE NEP 3.3)

Restructure the vehicles used to communicate within the Nuclear Group. .

Establish a communications program to, communicate expectations to the I Nuclear Group for the excellence measures, objectives, strategies and initiatives, and communicate performance results. Provide a means by which .

employee comments can be integrated and the results can be fed back to the l organization. Build employee buy-in and commitment to the Nuclear Excellence Plan by involving employees in regular, face-to-face dialogues regarding our vision of Nuclear Excellence and our shared responsibility for achieving that vision. Emphasize the strategic approach, explain and demonstrate the new management model, and respond effectively to employee issues.

D. Winn, Action Plan Manager Unit Director ORP Expectations:

. MP-3 personnel will have attended a presentation of the Nuclear Excellence Plan and its relation to the MP-3 Operational Readiness Plan )

and the MP-3 restart.

l Refer to page 58 for deliverables.

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e. EMPLOYEE REVIEW COMM11 IEE Employees select committee members to review updates to the Operational Readiness Plan and conduct an independent assessment of the unit's readiness for restart.

T Lyons, Action Plan Manager Unit Director ORP Exnectations:

Employee Review Committee to conduct an independent assessment of unit readiness for restart.

Refer to page 58 for deliverables.

2. Key Performance Indicators

a. Employee Concerns a No MP-3 operability concerns unresolved f

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4 MP-3 Operational Readiness Plan i Rev.0 7/2/96 Page 23 of 61

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OPERATIONAL EXCELLENCE OBJECTIVE (OEO) #4 l

D. Increase Teamwork. All Five Units STRATEGY: INCREASE TEAMWORK creating a high level of cooperation and mutual support among all five units, allowing us to develop a strong, shared sense of ownership and accountability throughout the organization for five-unit success.

i

Implement management systems that will implement the l Power-of-Five strategy for the unified, five-unit company i approach for management, problem solving, resource sharing, and capitalizing on synergies required to achieve and sustain nuclear operational excellence. <

Executive Sponsors: E Rothen and M. Brothers DISCUSSION:

Establish systems to assure ownership and expectations, resolve questions of roles and responsibilities, measure performance, and hold managers accountable for

! results. These systems will implement strategies and actions that foster teamwork, l cooperation, mutual support and accountability. Establish incentive programs for l achieving concrete results in advancing the unified, five-unit company model.

1. ManagementInitiatives

I

a. . CONTINUOUS IMPROVEMENTTEAM AND STRATEGIES i (REE NEP 4.1) i Establish a peer group improvement strategy and program focused on ,

process improvements modeled on other multi-site utilities, and take advantage of lessons learned from the quick-hit teams and problem-solving approaches used by the Nuclear Re-Engineering Team. Create the forums for cross-company discipline interactions (e.g., operations, maintenance, and system engineering) to share lessons learned and to develop common, best practice solutions to problems.  !

W Nevelos, Action Plan Manager  :

1 Unit Director ORP Expectations:

"Best Practice Coordinators" named. I l

• Members identified for Continuous Improvement Team Initial meeting held for Continuous Improvement Team Develop " Top 10 List" of process problems 1 Refer to page 59 for deliverables.

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MP-3 Operational Readiness Plan j Rev.0 7/2/96 e Page 24 of 61

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b. STANDARDI7F TECHNICAL MAINTENANCE AND OPERATIONS PROCEDURES (REE NEP 4.2)

This initiative also covers the Procedure Upgrade Project under " Improving Station Performance."

T Kirkpatrick, Action Plan Manager l Unit Director ORP Expectations: l l

t Technical procedure issues identified in the MP-3 start-up arereq uisites have been reviewed and dispositioned by the Department ?rocedure ,

l Coordinators to support MP-3 restart (OPS, I&C, MNT, TS, DE, GTS, HP, & CHM).

Refer to page 59 for deliverables.

c. RESOURCE SHARING AND STAFF UTILIZATION (REE NEP 4.3)  !

W Carr; Action Plan Manager Unit Director ORP Exnectations:

Communicate to the entire organization that we are reassessing our previously published position of driving to 2,000 employees in NU ,

Nuclear.

i Refer to page 59 for deliverables.

2. Key Performance Indicators

a. Procedural Compliance No MP-3 Technical Procedure issues related to start-up outstanding.  !

b. Common Administrative Programs I Common ACR procedure implemented..

j MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 25 of 61

. - - . - - _ . . - . . - . - - _ ~ -- -- . _ - .

OPERATIONAL EXCELLENCE OBJECTIVE (OEO) #5 E. Improve Employees' Ability to Conduct Work Successfully 4

STRATEGY: IMPROVE EMPLOYEES' ABILITY TO CONDUCT WORK SUCCESSFULLY by removing barriers and redesigning our multiple work processes. Enable the organization at alllevels to complete required work successfully by providing lasting solutions to problems, maintaining effective configuration control and operating effectively and efficiently.

Implement re-engineering plan actions and address other basic work process improvements that will directly support the  !

Excelicace Plan. Assure that management is provided with the vehicles to receive organizational feedback on barriers to  !

performance and takes appropriate action. I Executive Sponsors: S. Scace and J. LaPlatney J

DISCUSSION:

This strategy focuses the re-engineering plan on a manageable agenda of those work processes and other actions that are building blocks for future improvements to meet the five Operational Excellence Objectives. The strategy will also identify additional barriers to achievement of the Nuclear Excellence objectives over the next two years, including organizational, personnel, and IT.

1. Management Initiatives

a. Al IGN HUMAN RESOURCES (REE NEP 5.2)

Align Human Resources support to meet the strategic goals, strategies and initiatives of the Plan and to support the Power-of-Five concept. Develop new strategies and approaches for a comprehensive reward and incentive process coupled with the strategic goals and key performance indicators contained in the Plan. This initiative will encompass NPIP, PRP and other existing incentive programs. In addition, develop comprehensive hiring, succession planning, compensation and management development schemes that support the Plan. Align HR and Nuclear Group customer-supplier agreements with Nuclear Excellence Plan objectives.

R. Romer, Action Plan Manager Unit Director ORP Expectations:

Approve the 1996 NPIP program revisions and communicate them to the organization.

Refer to page 60 for deliverables.

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b. THE MP3 STAFF DISPLAYS THE ABILITY TO PERFORM WORK SAFELY AND MAINTAIN 111E PLANT M. Brothers & J. Langan Responsible Leads Unit Director ORP Expectations:

Any events which occur during the current outage are properly identified and dispositioned by the MQC.

• The AWO Critical Backlog is less than 500 for Priority 1,2 and 3 AWOs.

Refer to page 60 for deliverabler,

c. AN ADEOUATE TESTING PROGRAM EXISTS TO DEMONSTRATE EOUIPMENT OPERABILITY J. Langan, Action Plan Manager Unit Director ORP Expectations:

The Centralized Surveillance Tracking Program is in place and being run by WP&OM. Backup programs are in place and being run by the respective discipline p anners.

• 100% of surveillance's will be reviewed by the MOC to ensure that all )

surveillances will fall within their required periodicity based upon the )

new RFO 6 date. 1 Refer to page 61 for deliverables. l

2. Key Performance Indicators

]

a. Work Control I l

• Monitoring of unplanned LCO entries instituted.

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MP-3 Operational Readiness Plan I Rev.0 7/2/96 ,

Page 27 of 61 l l

IV. READINESS ASSESSMENT PROCESS A. Methodoloey The readiness of MP-3 for restart will incorporate 3 levels of internal re,i:w.

• Unit Director

• Nuclear Safety and Oversight

• NU Executive Committee The readiness assessment process involves the collective review and  !

assessment of events and activities, and associated resolutions to determine if MP-3 is ready to resume operation. The primary contributors to Millstone management's readiness conclusions will be satisfaction of Operational Readiness Plan (ORP) Criteria and the satisfactory closeout of ORP deliverables. The addition or deletion of action items / deliverables may occur only with the approval of the MP-3 Management Quality Committee (MOC).

Also providing input into readiness decisions is the closeout of several self-assessment initiatives. The MQC/PORC will determine the acceptability of self-assessments and make a unit readiness recommendation to the Unit Director. Once it is concluded that the unit is ready to resume power operation, the integrated outage schedule and Operations Department procedures will provide direction regarding start-up actions.

1. DEVELOPMENT OF READINESS DELIVERABLES l

! Identification I

l Readiness items generally evolved from materiel condition issues, on-going NRC l'

inspections, and Millstone assessment activitics. Attachment A provides detailed deliverables.

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Rev.0 7/2/96 '

Page 28 of 61

2. DEVELOPMENT OF THE OUTAGE SCHEDULE j Work activities for the outage are controlled in accordance with an outage I tchedule that contains activities that must be completed prior to start-up. In  ;

addition to satisfying Technical Specification requirements for equipment l operability, the schedule will contain other maintenance activities.

Activities must be categorized as a restart item if the issue involves or could reasonablylead to: l an event, component failure, deficiency, or condition that could result in operation in an LCO action stateraent, or

. failure to perform a required surveillance test or other license requirement or meet a commitment to an outside agency, or  ;

conditions that have resulted in repetitive safety system equipment failures, or potential licensing basis deficiencies requiring maintenance to restore .

the plant to conforming conditions (i.e., deficiencies in safety-related i or other qualified equipment, e.g., EO, Appendix R, or seismic), or  !

items that impact plant operability, raise an unreviewed safety  ;

question, or indicate a discrepancy between the FSAR and the '

as-built plant or an operating procedure.

deficiencies in configuration management programs, processes,  !

engineering analysis codes, or documentation that have, or could have  :

a reasonable likelihood of affecting equipment operability, or conditions that may create an unacceptable potential for an i unplanned radioactivity release to the environment or discharge l effluent to the environment which is in excess of limits. I i

Work priorities 1 & 2 as shown in Figure 1, " Work Priorities" are start-up items and priority 3 may be designated as a start-up item as ,

determined by management. Priority 4 is not start-up related.

l Close-out of startup prerequisite items shall be the responsibility of the cognizant department manager as identified in the Startup Prerequisite Section of the Outage Schedule. Startup prerequisite items shall be presented to the Management Review Team (MRT), Management Quality Committee (MOC) or Plant Operations Review Committee (PORC) as appropriate and approved by the Unit Director or designee.

MP-3 Operational Readiness Plan l Rev.0 7/2/96 Page 29 of 61 )

Figure 1 Work Prlorities CATEGORY PRIORIlY 1 PRIORITY 2 PRIORITY 3 PRIORrrY 4 Plant or Equipment Prevents operation at Equipment problem Improves unit General plant Reliability expected powerlevel thatjeopardizes performance, improvement and or requires contmued operation availabili ,and equipment repairs immediate action to at expected power operabili . Work which can be done avoid equipment level may be eduled when time permits damage and completedin a timely manner Personnel Safety Significant safety Safety hazard which Personnelsafety x~ y, hazard requiring requires attention to improvements that w' immediate actionin avoid personnel are needed but do .

order to avoid "

injury not present an personnelinjury immediate hazard 7 7g - , ,, ,

d /

Outage Work Immediate action A job on the critical May become Does not affect required toprevent path schedule critical path work criticalpath adversely affecting or or significantly schedule and may be impeding critical affecting outage deferred tolater path schedule schedule outage without affecting reliability Regulatory Problem that results Jeopardizes Routine work .s.

Requirement in failing to meet a compliance with required by regulatory regulatory regulations requirement regturements Preventive >

Overdue PM which Routine PM work Routine PM work Maintenance

• has been determined by Operations or Maintenance supervision to reguire a higher pnority J

Security Requires multiple Requires Security High priority CM, Routine CM, PM, or Requirement Security Guard Guard posting and PM, SV, or modification work posting and major excessive overtime modification work system failure is hours willbe or imminent or has expended unless or occurred addressed promptly Deterioration to a Condition is situation where or or expected to posting is required, deteriorate within but is not expected Major part of There areinsdeepate i 1 week to a point in the near future secuntysystem has personnelta ( where Secunty failed creating a compensate for Guard posting will degradation of additional failures be required security which cannot beyond this event be compensated

3. CLOSEOUT OF READINESS DELIVERABLES.

Closeout of readiness deliverables are documented in Attachment A.

E Operational Readiness Assessment Assessments will be conducted per deliverables assigned in Attachment A.

MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 30of 61

Attachment A "ORP Deliverables"

Attachment A - ORP Deliverrbles Operational Excellence Ob,jective (OEO) #1 l 1

Deliverables Associated with Becoming a Recognized Industry Leader '

i 1.a. Management Model & Performance Management Responsible Lead Date Due Description Date to Date MQCIPORC Complete 1 G. Winters 7/26/96 Nuclear DCA Charteris approved.

G. Winters l

7/26/96 All items which are beyond the approved '

budget for MP-3 have been approved by the Nuclear DCA.

I G. Winters Signature Date Accepted by I Unit Director / Designee Signature Date l

1.b. Management Development and Leadership Responsible Lead Date Due Description Date to Date MQCIPORC Complete M. Brown 7/19/96 The FPI survey is complete and the results have I been utilized to confirm the needs assessment for the leadership and development training.

H. Haynes 7/19/96 The plan for MP-3 to begin the leadership &

development training is approved by MP-3 l management.

H. Haynes 7/19/96 Evaluate the Leadership Development Curriculum against the FPI survey results to i verify curriculum elements are adequate. I M. Brown Signature Date H. Haynes Signature Date Accepted by Unit Director / Designee Signature Date l

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MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 31 of 61

Attechment A - ORP Deliverebles Operational Excellence Objective (OEO) #1 Deliverables Associated with Becoming a Recognized Industry Leader 1.c. Effective Nuclear Safety and Oversight Responsible Lead Date Due Description Date to Date MQCIPORC Complete E. Desmarais 7/12/96 The selection process is complete such that all managers associated directly with MP-3 are in place.

M. Brown 7/15/96 The NS&O assessment of the MP-3 Operational Readiness Plan is complete.

M. Brown 8/30/96 Documentation demonstrating NS&O conclusions regarding MP3s readiness for startup conveyed to Executive Committee.

E. Desmarais Signature Date M. Brown Signature Date Accepted by  ;

Unit Director / Designee l Signature Date I

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i MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 32of 61

Attachment A - ORP Deliver:bles Operational Excellence Objective (OEO) #1 Deliverables Associated with Becoming a Recognized Industry Leader 2.a. Plant Hardware in Good Physical Condition Responsible Lead Date Due Description Date to Date MQCIPORC Complete R. Enoch 7S 1/96 Documentation demonstrating that allinstalled bypass jumpers have been reviewed for need/ justification.

R. Enoch 7 DIS 6 Documentation demonstrating totalinstalled bypassjumpersless than 30.

R. Enoch 7S1/96 Documentation that there are less than 11 installed bypass jumpers which are greater than 2 cycles old.

R. Enoch 7S 1/96 Documentation detailing the schedule for planned removal of all bypassjumpers.

R. Enoch 7/31/96 Implement and complete all action plans associated with Maintenance Rule requirements.

R. Enoch Signature Date Responsible Lead Date Due Description Date to Date MQCIPORC Complete D. Gerber 7S 1/96 Develop and approve action plans for all N/A Maintenance Rule (a)(1) systems to restore them to (a)(2) status.

D. Gerber 701/96 Documentation demonstrating that 50% of open NCRs are closed.

D. Gerber 8/16/96 Documentation demonstrating that there are 0 (zero) NCRs greater than 60 days old without dispositions.

D. Gerber 7S 1/96 Documentation demonstrating all in-service I tests are closed or a plan to complete the i remaining tests. I D. Gerber Signature Date MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 33 of 61

1 Attechment A - ORP Deliverables 1 Operational Excellence Objective (OEO) #1 I Deliverables Associated with Becoming a Recognized Industry Leader l

l 2.a. Plant Hardware in Good Physical Condition (continued)

? Responsible Lead Date Due Description Date to Date MQCIPORC Complete l R. Andren 8/16/96 Documentation demonstrating all design l changes are closed out within 90 days of l completion.

l R. Andren 8/16/96 Conduct a review of open engineering work  !

request (EWRs) for impact on MP3 restart. I R. Andren 8/16/96 Documentation that no DBDP discrepancies remain open.

R. Andren 8/16/96 Documentation demonstrating that all component ids vs approved MEPL evaluations have been validated.

R. Andren 8/16/96 Document: tion demonstrating that all design or administrative discrepancies associated with the MEPL evaluations have been dispositioned.

R. Andren Signature Date Responsible Lead Date Due Description Date to Date MQCIPORC Complete W. Stairs 7/19N6 Documentation demonstrating all E & DCRs ,

have been reviewed and operability concerns addressed.

l W. Stairs 7/19/96 Documentation demonstrating all PMRs have been reviewed and operability concerns i addressed. 1 W. Stairs 7/19/96 Documentation demonstrating S & W Project Change Requests have been reviewed and operability concerns addressed.

W. Stairs Signature Date I l

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Attcchment A - ORP Delivercbles

Operational Excellence Objective (OEO) #1 Deliverables Associated with Becoming a Recognized Industry Leader 2.a. Plant Hardware in Good Physical Condition (continued) i Responsible Lead Date Due Description Date to Date MQCIPORC Complete J.Langan 7S1/96 Documentation that the RSS/OSS/SI hardware modifications are completed.

J.Langan 7/31/96 Documentation that the RHR Pressure LockingfThermal Binding hardware modifications are completed.

J.Langan 7S 1/96 Documentation that the "C" MSIV hardware modifications are completed.

J.Langan 7S 1/96 Documentation that the MSS *MOV18 A-D hardware modifications are completed.

J.Langan 7S 1/96 Documentation that the CRDM Cooling Fan replacement is complete.

J.Langan 7S 1/96 Documentation that the Main Generator Rewedge hardware modifications are completed.

J.Langan 7/31/96 Documentation that the Battery 6 Replacement is complete.

J.Langan 7/31/96 Documentation that the AOV Air Line replacements are complete for identified scope.

J.Langan 7/31/96 Documentation that the FWS Over-pressurization modifications are completed.

J.Langan 7/31/96 Documentation that the Screen Wash hardware modifications are completed.

J.Langan 701/96 Documentation that the Condenser Steam Dump hardware modifications are completed.

J.Langan 7/31/96 Documentation that the Service Water hardware modifications are completed.

J.Langan Signature Date MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 35 of 61

1 Attachment A - ORP DeliverEbles l Operational Excellence Objective (OEO) #1 l Deliverables Associated with Becomine a Recoenized Industry Leader i 2.a. Plant Hardware in Good Physical Condition (continued) l Responsible Lead Date Due Description Date to Date MQCIPORC Complete R.B. Roy 7S 1/96 Documentation demonstrating refurbishment complete of Intake Screen general area.

R.B. Roy 7/31/96 Documentation demonstrating that refurbishment of ESF building 24' level is complete.

R.B. Roy 7/31/96 Documentation demonstrating that turbine building storage location project is complete.

R.B. Roy 7/31/96 Documentation demonstrating painting complete of the East / West Switchgear enclosures.

R.B. Roy Signature Date Responsible Lead Date Due Description Date to Date MQCIPORC Complete B. Pinkowitz 7/31/96 Documentation that operator burdens have been identified and submitted for corrective action such that.s 5 operator burdens remain to be dispositioned.

B. Pinkowitz 7/31/96 Identified MCB deficiencies are dispositioned within 14 days of discovery.

D. McCory 7/31/96 Conduct a review of open replacement item evaluations (RIES) for impact on MP3 restart.

D. McDaniel 7/31/96 Documentation demonstrating PTSCR has been initiated for 3RHS*V43.

D. McDaniel 7/31/96 Document demonstrating action plan for l 3HVR*FN6A/B has been developed. i B. Pinkowitz Signature Date D. McCory Signature Date D. McDaniel Signature Date Accepted by i Unit Director / Designee Signature Date  ;

MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 36of 61

Attachment A - ORP Delivercbles Operational Excellence Objective (OEO) #2 Deliverables Associated with Rebuilding Regulatory Confidence 1.a. Self-Assessment Responsible Lead Date Due Description Date to Date MQCIPORC Complete R. Kacich 8/16/96 Generic questions prepared by Nuclear officers N/A addressed in a separate report approved by the Executive Committee.

1. Do we understand the reasons for our current performance decline?

2. Are you addressing the root causes for our performance decline?

3. Have youidentified and have plans to address the generic issues that could have resulted from the identified root causes?

4. How will you prevent the same problems from occurring in the future?

5. How do you know you are improving?

6. How can you demonstrate current and continuing conformance with the design and licensing basis?

7. Do we have the necessary resources to achieve Nuclear Excellence? Have management's expectations been communicated on nuclear excellence?

8. Are there strong and effective oversight functions in effect that will identify negative trends?

9. Do you understand the root causes of Employee Concerns and have you implemented a plan to address these?

10. Are the roles and responsibilities clear in the oiganization?

11. Are the roles and responsibilities clear in effective employee communications?

12. Are the roles and responsibilities clear in leadership development?

13. Are the roles and responsibilities clear in work planning?

R. Kacich Signature Date MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 37 of 61

Att:chment A - ORP Deliver bles Operational Excellence Objective (OEO) #2 Deliverables Associated with Rebuilding Reenlatory Confidence 1.a. Self Assessment (continued)

Responsible Lead Date Due Description Date to Date MQCIPORC Complete P. Stroup 7/31/96 All MP-3 departments have completed self assessments as assigned by the Unit Director as part of the Quarterly Self-Assessment Program.

R. Enoch 7/31/96 Documentation that a formal method is in place N/A to share results of self assessments between departments.

R. Enoch 7/31/96 Documentation demonstrating that all N/A department self-assessments have been reviewed and recommendations have been dispositioned.

D. Dube 8/16/96 Provide documentation of PRA review for MP-3 identified deficiencies.

P. Stroup Signature Date R. Enoch Signature Date D. Dube Signature Date i

l MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 38 of 61

Attochment A - ORP Deliverables Operational Excellence Objective (OEO) #2 Deliverabies Associated with Rebuilding Regulatory Confidence 1.a. Self-Assessment (continued)

, iblehad Date Due Description Date to Date ugaroRC Complete Line 8/30/96 Line organizations conduct and submit Organizations Operational Readiness self assessments as assigned.

Tech Support Eng.

Dept. Manager Signature

• Design Engineering Dept. Manager Signature

• Operations Dept.

Manager Signature Maintenance Dept.

Manager Signature

• I & C Dept.

Manager Signature WP&OM Dept.

Manager Signature

• Accepted by Unit Director / Designee Date i

MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 39 of 61

Attechment A - ORP Deliverables Operational Excellence Objective (OEO) #2 Deliverables Associated with Rebuilding Regulatory Confidence 1.b. Commitment Management Responsible Lead Date Due Description Date to Date MQCIPORC Complete G. Kann 7/26/96 Externalcommitments applicable to MP-3 are entered in AITTS and a listing provided to Unit Director.

M. Brothers 7/31/96 Documentation that events which occur during the current outage are identified and dispositioned by the MOC/PORC.

G.Kann Signature Date M. Brothers Signature Date Accepted by Unit Director / Designee $

Signature Date l

1 t

MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 40 of 61

Att:chment A - ORP Delivercbles Operational Excellence Objective (OEO) #2 Deliverables Associated with Rebuilding Regulatory Confidence 1.c. Regulatory Communications Responsible Isad Date Due Description Date to Date MQCIPORC Complete R. Beckman 7/12/96 Develop MP-3 Operational Readiness Plan N/A which integrates 50.54f reviews, management issues, hardware issues, backlog, self-assessments.

M. Brothers 8/30/96 Employee Review Committee and MOC review and approve changes to the MP-3 Operational Readiness Plan.

M. Brothers 7/31/96 Documentation demonstrating Operational Readiness Reviews are accepted by MOC for all in-scope systems.

T. liarpster 8/16/96 The Document Rooms which contain N/A information to support the MP-3 Operational Readiness Plan are established.

T. Ilarpster 8/30/96 Documentation demonstrating the N/A 10CFR50.54f and Operation Readiness response to the NRC is a consensus product of MP3 management.

Tliarpster 6/20/96 The deficiency letters have been submitted to N/A 6/20/96 7/2/96 the NRCwhich document: 7/2/96 Identified design and configuration control deficiencies How these deficiencies were discovered Howlong each deficiency existed The corrective actions for each deficiency T. liarpster 7/2/96 The MP-3 Operational Readiness Plan has been N/A 7/2/96 officially transmitted to the NRC.

R. Beckman Signature Date M. Brothers Signature Date T. Harpster Signature Date Accepted by Unit Director / Designee Signature Date MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 41 of 61

Attcchment A - ORP Deliver:bles Operational Excellence Objective (OEO) #2 Deliverables Associated with Rebuilding Regulatory Confidence 1.d. Conservative Operating Philosophy Responsible Exod Date Due Description Date to Date MQCIPORC Complete M. Brothers 7/31/96 NOVs against MP-3 Documentation are that any,tioned by reviewed and disposi the MOC/PORC.

M. Brothers Signature Date Accepted by Unit Director / Designee Signature Date i

i l

MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 42 of 61

Attcchment A - ORP Deliverables Operational Excellence Objective (OEO) #2 Deliverables Associated with Rebuilding Regulatory Confidence 1.e. Corrective Actions Responsible Lead Date Due Description Date to Date MQCIPORC Complete M. Brothers 7/31/96 Documentation demonstrating that the resuhs of the ACR express team have been implemented.

M. Brothers 7/31/96 Documentation that externally-identified problems are reviewed by the MOC and utilized to assess the health of the unit's corrective action program.

M. Brothers 7/31/96 Documentation all items identified as restart criteria are reviewed and accepted by the MOC/DRT.

M. Brothers 8/16/96 Unit Director will be clearly established as the owner of the corrective action process for their units.

• Daily chairman of the unit MRT  ;

. Instructor / coach for unit MRT training

= Kickoff facilitator at every corrective action organizational training session for MP-3.

• Use status of corrective action KPI's and status of A and B priority ACR as an agenda in every weekly staff meeting. .

• Use status of KPIs, Trends, and Tracking in individual performance reviews.

M. Brothers 8/16/96 Group managers conduct Nuclear Organization Training on new Corrective Action Manual and ACR procedure.

M. Brothers Signature Date MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 43 of 61

Att chment A - ORP Deliverables Operational Excellence Objective (OEO) #2 Deliverables Associated with Rebuilding Regulatory Confidence 1.e. Corrective Actions (continued)

Responsible Lead Date Due Dercription Date to Date MQCIPORC Complete D. McDaniel 8/30/96 PI-17 review of FSAR testing requirements is complete and discrepancies are dispositioned.

D. McDaniel Signature Date Responsible Lead Date Due Description Date to Date MQCIPORC Complete G. Gram 7/31/96 Unit is meeting backlog goals (ISP Deliverable)

G. Gram 8/30/96 Corrective Action Manual and Common ACR Procedure are approved and adopted by all 5 units.

G. Gram 8/30/96 Corrective Action KPI data entered for tracking purposes.

G. Gram 8/30/96 Backlog oflevel A, B, & C ACRs is zero.

G. Gram 7/30/96 Measurements of Performance developed which are used to assess the effectiveness of the corrective action process.

G. Gram 7/31/96 Develop core pool of at least 2 senior Root Cause Evaluators.

G. Gram 8/15/96 Expectation that at least one core pool member is required for every root cause analysis done on a unit.

G. Gram Develop Corrective Action Process trending information and guidelines:

8/15/96

• Preliminary 8/30/96

• Finalized G. Gram 8/30/96 Change the ACR Procedure to preclude closure of ACRs before corrective work completed.

G. Gram 8/1/96 Develop time frame " targets" for each step of the corrective action process.

G. Gram Signature Date I

MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 44 of 61

\ _ _ _ _ _ _ _ _ _ _ _ _

1 l

Attechment A - ORP Deliverobles i Operational Excellence Objective (OEO) #2 Deliverables Associated with Rebuildine Regulatory Confidence l

1.e. Corrective Actions (continued)

Responsible Lead Date Due Description Date to Date MQCIPORC Complete S.lierd 8/16/96 Develop an MRT training module for the new Corrective Action Manual and ACR Procedure.

S. Herd 8/16/96 Develop a Nuclear Organization Training Module for the new Corrective Action Manual and ACR procedure.

T. Feigenbaum 7/31/96 Assessmen' .iormed to ensure the organizatica understands the reasons for the current performance decline.

D. Gerber 8/16/96 Documentation that URI 96-01-08 FSAR requirements to test safety grade interlocks has been dispositioned.

M. Brown 7/31/96 NS&O will conduct an audit of a sample of closed A, B &C level ACRs.

K. Gosselin 7/31/96 Unit Director conducts MRT training on Corrective Action Manual and ACR Procedure.

S. Herd Signature Date T. Feigenbaum Signature Date D. Gerber Signature Date M. Brown Signature Date K. Gosselin Signature Date Accepted by Unit Director / Designee Signature Date MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 45 of 61

Attechment A - ORP Deliverables Operational Excellence Objective (OEO) #2 Deliverables Associated with Rebuilding Regulatory Confidence 1.f. Configuration Management Responsible Lead Date Due Description Date to Date MQCIPORC Complete J. Vargas 7/31/96 Policies, procedures and processes have been upgraded as required by the Configuration Management Plan.

J. Vargas 7/12/96 Identify scope and audience for CMP Training.

Provide information to Nuclear Tiaining for Implementation Plan.

R. Cox 7/31/96 Documentation demonstrating the N/A Configuration Management Plan is in place.

R.Cox 7/31/96 Upgrade procedures to comply with CMP Implementation Phase I.

R. Cox 7/31/96 Documentation demonstrating interim N/A configuration controls are in place.

11. liaynes 7/31/96 Develop CMP Training Implementation Plan M. Brown 7/31/96 Documentation demonstrating independent N/A assessment of system slice reviews and walkdowns complete.

J. Vargas Signature Date R. Cox Signature Date H. Haynes Signature Date M. Brown Signature Date Accepted by Unit Director / Designee Signature Date MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 46of 61

Attachment A - ORP Deliverables Operational Excellence Objective (OEO) #2 Deliverables Associated with Rebuilding Reeulatory Confidence 1.g. 10CFR50.59 Implementation Responsible Lead Date Due Description Date to Date MQCIPORC Complete M. Kai 7/31/96 All Operability Determinations which have identified degraded conditions have been evaluated through the 50.59 process.

B. Pinkowitz 7/31/96 Request 10CFR50.59 evaluations for abnormal plant conditions as required by restart activities.

i M.Kai '

Signature Date B. Pinkowitz Signature Date Accepted by Unit Director / Designee Signature Date l

1.h. Procedure Compliance  !

l Responsible Lead Date Due Description Date to Date MQCIPORC Complete M. Brothers 7/31/96 Communicate expectations indicating that all programs and procedures will be followed in a l verbatim manner. When a procedure problem is encountered, the expectation is that the

)

l person will stop (unless an emergency condition  :

exists) and follow the requirements to formally correct the problem.

J. Moore 7/31/96 Review of vendor information control process complete (to verify current conditions).

J, Vargas 8/16/96 Revise (as necessary) and implement the vendor information control program.

M. Brothers Signature Date J. Moore Signature Date J. Vargas Signature Date Accepted by Unit Director / Designee Signature Date MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 47 of 61

Attrchment A - ORP Deliver:bles Operational Excellence Objective (OEO) #2 Deliverables Associated with Rebuilding Regulatory Confidence 1.i. Root Cause Assessments Responsible Lead Date Due Description Date to Date MQCIPORC Complete J. Warnock 7/30/96 Documentation demonstrating root cause N/A analysis for the failure of the oversight organization to identify FSAR deficiencies is complete, and generic implications are identified.

G. Pitman 7/8/96 MP-3 specific root cause analyses has been 7/1/96 l completed.

! M. Brothers 8/30/96 Documentation that corrective actions for each of the root causes are in place.

J. Warnock Signature Date j G. Pitman Signature Date M. Brothers Signature Date Accepted by Unit Director / Designee Signature Date l

4 MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 48 of 61

1 l

! Attachment A - ORP Deliver:bles i l

Operational Excellence Objective (OEO) #2 l Deliverables Associated with Rebuilding Reeulatory Confidence l

l 1.j. 10CFR50.54(f) Review / Analysis Responsible Lead Date Due Description Date to Date l MQCIPORC Complete '

T.Lyons 7/31/96 Documentation demonstrating 10CFR50.54f N/A Operational Readiness Reviews are complete.

I Lyons 7/31/96 Documentation demonstrating 10CFR50.54f N/A Operational Readiness Reviews, horizontal slice i reviews and walkdowns are complete. j M. Brown 8/30/96 Documentation demonstrating the completi.on )

of MP3 Operational Readiness Planis i independently assessed by NS&O prior to submittal of 10CFR50.54fletter. .

J. Vargas 7/31/96 Documentation demonstrating vertical system N/A j slice reviews and walkdowns comple:e.

T.Lyons Signature Date M. Brown Signature Date J. Vargas Signature Date Accepted by Unit Director / Designee Signature Date 1.k. EngineeringTraining Responsible Lead E) ate Due Description Date to Date MQCIPORC Complete H. Haynes 8/16/96 Provide training to the identified Engineering l staff on Design Control Manual. (ACR 7007 corrective action)

H. Haynes 8/16/96 " ovide training to the identified Engineering

.ff on 10CFR50.59. (ACR 7007 corrective l

ion)

H. Haynes 8/16/96 i'rovide training to the identified Engineering f staff on NGP/ Engineering Department Instructions. (ACR 7007 corrective action)

H. Haynes Signature Date Accepted by i

Unit Director / Designee Signature Date MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 49 of 61 1

1

Att chment A - ORP Deliver:bles Operational Excellence Objective (OEO) #2 Deliverables Associated with Rebuilding Regulatory Confidence 2.a. NRC Inspection Issues Responsible Lead Date Due Description Date to Date MQCIPORC Complete J. Peschel 7/26/96 Documentation demonstrating all NRC Inspection issues (Virgilio, URIs, IFIs) have been addressed and there are no operability issues.

J. Peschel 7/26/96 Documentation demonstrating that NRC -

Generic letter 95-04 issues have been reviewed for applicability and there are no operability issues.

J. Peschel 7/26/96 Documentation demonstrating that NRC Generic Letter 93-06 issues have been reviewed for applicability and there are no operability issues.

J. Peschel 7/26/96 Documentation demonstrating that NRC Generic Letter 91 15 issues have been reviewed for applicability and there are no operability issues.

J. Peschel 7/26/96 Documentation demonstrating that NRC Generic Letter 89-22 issues have been reviewed for applicability and there are no operability issues.

J. Peschel 7/26/96 Documentation demonstrating that NRC Generic Letter 89-18 issues have been reviewed for applicability and there are no operability issues.

J. Peschel 7/26/96 Documentation demonstrating that NRC Generic Letter 88-15 issues have been reviewed for applicability and there are no operability issues.

J. Peschel 7/26/96 Documentation demonstrating that NRC Generic Letter 86-16 issues have been reviewed for applicability and there are no operability issues.

J. Peschel 7/26/96 Documentation demonstrating that NRC Generic Letter 86-10 issues have been reviewed for applicability and there are no operability issues.

J. Peschel 7/26/96 Documentation demonstrating that NRC Generic letter 86-07 issues have been reviewed for applicability and there are no operability issues.

J. Peschel 7/26/96 Documentation demonstrating that NRC Generic Letter 85-22 issues have been reviewed for applicability and there are no operability Issues.

J. Peschel 7/26/96 Documentation demonstrating that NRC Generic Letter 85-16 issues have been reviewed for applicability and there are no operability issues.

MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 50of 61

Attechment A - ORP Delivercbles Operational Excellence Objective (OEO) #2 Deliverables Associated with Rebuilding Regulatory Confidence 2.a. NRC Inspection Issues (continued)

Responsible Lead Date Due Description Date to Date MQCIPORC Complete J. Peschel 7/26 S 6 Documentation demonstrating that NRC Generic Letter 85-13 issues have been reviewed for applicability and there are no operability issues.

J. Peschel 7/26/96 Documentation demonstrating that NRC Generic Letter 85-05 issues have been reviewed  !

for applicability and there are no operability I

!ssues.

J. Peschel 7/26/96 Documentation demonstrating that NRC Generic Letter 84-21 issues have been reviewed for applicability and there are no operability issues.

J. Peschel 7/26/96 Documentation demonstrating that NRC Generic Letter 83-42 issues have been reviewed for applicability and there are no operability issues.

J. Peschel 7/26/96 Documentation demonstrating that NRC Generic Letter 83-33 issues have been reviewed for applicability and there are no operability issues.

J. Peschel 7/26/96 Documentation demonstrating that NRC Generic Letter 83-32 issues have been reviewed for applicability and there are no operability issues.

J. Peschel 7/26/96 Documentation demonstrating that NRC Generic Letter 82-11 issues have been reviewed for applicability and there are no operability issues.

J. Peschel 7/26/96 Documentation demonstrating that NRC Generi Letter 82-08 issues have been reviewed for applicability and there are no operability issues.

J. Peschel 7/26/96 Documentation demonstrating that NRC Generic Letter 81-28 issues have been reviewed for applicability and there are no operability issues.

J. Peschel 7/26/96 Documentation demonstrating that NRC Generic Letter 81-22 issues have been reviewed for applicability and there are no operability issues.

J. Peschel 8/30/96 Update and review FSAR chapters as identified by the Unit Director.

J. Peschel Signature Date MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 51 of 61

Attrchment A - ORP Deliver:bles Operational Excellence Objective (OEO) #2 Deliverables Associated with Rebuilding Regulatory Confidence 2.a. NRC Inspection Issues (continued)

Responsible Lead Date Due Description Date to Date MQCIPORC Complete M. Venable 7/26/96 Documentation demonstrating NRC Information Notice 93-31 "MOV Failure Caused by Stem Protector Pipe Interference" has been resolved by adding cautions to station common procedures for MOV maintenance.

M. Venable 7/26/96 Documentation demonstrating NRC Information Notice 95-35 " Degraded Ability of S/Gs to Remove Decay Heat by Natural Circulation" has been resolved by adding cautions inta procedures to ensure sufficient level is maintained in S/Gs and the capability to pressurize the RCS is maintained when S/Gs are credited as a heat sink.

M. Venable 7/26/96 Documentation demonstrating NRC Information Notice 96-06 " Design and Testing Deficiencies of Tornado Dampers at Nuclear Power Plants" has been resolved by identifying testing needed to ensure dampers will operate as designed.

M. Venable 7/26/96 Documentation demonstrating NRC Information Notice 94-57 " Debris in Containment and RHR System"has been resolved by reviewing for appGcability and potential corrective actions.

M. Venable Signature Date Accepted by Unit Director / Designee Signature Date MP-3 Operational Readiness Plan l

Rev.0 7/2/96 Page 52 of 61

Attachment A - ORP Delivercbles Operational Excellence Objective (OEO) #2 Deliverables Associated with Rebuilding Reeulatory Confidence 2.b. Operability Determinations i

^

Responsible Lead Date Due Description Date Date toQMC Complete K. Burton 7/31/y6 Documentation that Operability Determinations for Cold Shutdown Issues (ACR 08315 & ACR 07269) have been evaluated and reviewed with any degraded conditions resolved.

K. Burton 7/31/96 Documentation that Operability Determination for Containment Base Mat Porous Concrete Issue (ACR 06323) has been evaluated. i K. Burton 7/31/96 Documentation that Operability Determination for ECCS Throttle Valve Clogging Issue (ACR 088897) has been evaluated.

K. Burton 7/31/96 Documentation that Operability Determination for Service Water MCC/RC Booster Pump Air Binding Issue (ACR 04964) has been evaluated.

K. Burton 7/31/96 Documentation that Operability Determination for PASS Unreliability Issue (ACR 01176) has been evaluated.

K. Burton 7/31/96 Documentation that Operability Determination for S/G U-Tbbe N2 Build Up Issue (ACR 12631) has been evaluated.

J.Langan 7/31/96 Documentation that emergent operability determinations are reviewed for acceptability K. Burton Signature Date J.Langan Signature Date Accepted by Unit Director / Designee Signature Date l

1 l

MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 53 of 61

Attechment A - ORP Deliverables Operational Excellence Objective (OEO) #2 Deliverables Associated with Rebuilding Reeulatory Confidence 2.c. Justification for Continued Operations (JCOs)

Responsible Lxad Date Due Description Date Date toQMC Complete K. Burton 7S 1/96 Documentation demonstrating JCOs have been reviewed and scheduled for resolution.

K. Burton Signature Date Accepted by Unit Director / Designee Signature Date 2.d ACR Review Responsible Lxad Date Due Description Date Date toQMC Cornplete K. Burton 7/31/96 Documentation demonstrating that level A. B & C ACRs have been reviewed.

' K. Burton Signature Date Accepted by Unit Director / Designee Signature Date 2.e. MTF Items Responsible Lxad Date Due Description Date Date toQMC Complete D. Gerber 7/31/96 Documentation that all MTF items (except NCRs) have been reviewed and incorporated into AITTS.

D. Gerber Signature Date Accepted by Unit Director / Designee Signature Date MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 54 of 61 1 - _ _ - _ _ _ _ _ - _ _ _ _ _

l Attcchment A - ORP Deliver;.bles Operational Excellence Objective (OEO) #2 Deliverables Associated with Rebuildine Reeulatory Confidence

..i. OSD Items l

Responsible Lead Date Due Description Date Date toQMC Complete T. Sullivan 7/31/96 Documentation demonstrating QSD open items (including CUAT) have been reviewed and resolved.

T. Sullivan Signature Date Accepted by Unit Director / Designee Signature Date 2.g. NSAB Items Responsible Lead Date Due Description Date Date toQMC Complete M. Brothers 7/31/96 Documentation that NSAB open items have all been dispositioned.

M. Brothers i Signature Date Accepted by Unit Director / Designee Signature Date 1

MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 55 of 61

Attrchment A - ORP Deliver bles Operational Excellence Objective (OEO) #3 Improving Communications / Morale 1.a. Optimize Organizational Structure Responsible Lead Date Due Description Date to Date MQCIPORC Complete ,,

R. Kacich 7/30/96 The recommendations from the Nuclear

Re-Engineering Team (NRET) to stabilize the l organization have been approved by the

! Nuclear DCA, and any changes affecting MP-3 are on the schedule.

, R. Kacich l Signature Date Accepted by Unit Director / Designee l

Signature Date l 1.b. Public Communications i

Responsible Lxad Date Due Description Date to Date MQCIPORC Complete

! A. Castagno N/A No MP-3 deliverables at this time. ,

1 A. Castagno Signature Date

, , Accepted by l Unit Director / Designee l

Signature Date l 1.c. Employee Concerns Task Plan Responsible Lead Date Due Description Date to Date MQCIPORC Complete M. Brothers 8/16/96 An assessment of MP-3 should show that a high l

percentage of MP-3 personnel feel comfortable

bringing safety concerns to their chain of command or the Employee Concerns Program.

M. Brothers 7/31/96 Documentation that employee concerns have i been reviewed and no MP-3 operability questions are unresolved.

M. Brothers 7/31/96 Documentation that the Operational Readiness Plan is clearly communicated to MP-3 personnel I with key milestone status presented in an easy, understandable manner.

M. Brothers Signature Date MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 56 of 61

Attcchment A - ORP Delivar:bles Operational Excellence Objective (OEO) #3 Improving Communications / Morale 1.c. Employee Concerns Thsk Plan (Continued)

Responsible Lead Date Due Description Date to Date MQCIPORC Complete M. Brown 6/30/96 Conduct FPI Culture Survey E. Fries 7/19/96 Finalize and enter key Employee Concerns assignment milestones into AITTS.

J. DeLoach/ Complete Develop CNO expectations for management J. Gillespie and non-management behavior.

T. Feigenbaum 7/2/96 Present CNO expectations to Nuclear Group 6/13/96 personnel.

E Sroka 7/19/96 Develop programs p/ procedures enhancements.lan for Employee Concerns r J. DeMella 7/19/96 Develop, Employee Concerns Program monitormg strategy.

J. DeMella 7/19/96 NRC submittal on KPIs (including Employee Concerns).

L Chatfield 7/31/96 Dedicated ECP Rep. established for MP-3.

'M. Brown Signature Date E. Fries Signature Date J. Gillespie Signature Date T. Feigenbaum Signature Date E Sroka Signature Date J. DeMella Signature Date L Chatfield Signature Date Accepted by Unit Director / Designee Signature Date MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 57 of 61

Attachment A - ORP Delivercbles Operational Excellence Objective (OEO) #3 Improving Communications / Morale 1.d. Employee Communications Responsible Lead Date Due Description Date to Date MQCIPORC Complete D. Winn 7/31/96 MP-3 personnelwillhave attended a presentation of the Excellence Plan and its relationship to the MP-3 Operational Readiness Plan and MP-3 restart.

M. Brothers 8/30/96 Documentation MP3 Restart Criteria Section I Items A - G results are documented in a report to the Executive Committee.

D. Winn Signature Date M. Brothers Signature Date Accepted by Unit Director / Designee Signature Date 1.e. Employee Review Committee Responsible Lxad Date Due Description Date to Date MQCIPORC Complete R. Beckman 7/12/96 Form an Employee Review Committee for the MP-3 Operational Readiness Plan.

T.Lyons 8/30/96 Employee Review Committee to conduct an independent assessment of unit readiness for restart.

R. Beckman Signature Date T.Lyons Signature Date Accepted by Unit Director / Designee  ;

Signature Date i

MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 58 of 61 L _ _ _ _ _ _ _ - - - -

Attachment A - ORP Deliverables Operational Excellence Objective (OEO) #4 Increasing Teamwork. All Five Units 1.a. Continuous Improvement Team and Strategies Responsible Lead Date Due Description Date to Date MQCIPORC Complete W. Nevelos 7/30/96 Membersidentified for Continuous Improvement Team.

W. Nevelos 7/30/96 Initial meeting held for Continuous Improvement Team.

W. Nevelos 8/15/96 "Best Practice Coordinators" named.

W. Nevelos 8/30/96 Develop " Top 10 List" of process problems.

W. Nevelos Signature Date Accepted by Unit Director / Designee Signature Date 1.b. Procedure Upgrade Responsible had Date Due Description Date to Date MQCIPORC Complete T. Kirkpatrick 7/31/96 Technical procedure issues identified in the MP-3 start-up prerequisites have been reviewed and dispositioned by the Department Procedure Coordinators to support MP-3 restart (OPS, I&C, MNT, TS, DE, GTS. HP & CHM)

T. Kirkpatrick Signature Date Accepted by Unit Director / Designee Signature Date 1.c. Resource Sharing and Staff Utilization Responsible had Date Due Description Date to Date MQCIPORC Complete W. Carr 7/19/96 Communicate to the entire organization that we are reassessing our previously published position of driving to 2000 employees in the NU Nuclear Group.

W. Carr Signature Date Accepted by Unit Director / Designee Signature Date MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 59 of 61

1 Attachment A - ORP Delivtr bles Operational Excellence Objective (OEO) #5 Imorove Employees' Ability to Conduct Work Successfully l

1.a. Align Human Resources

, Responsible Lead Date Due Description Date to Date I MQCIPORC Complete l R. Romer 7/19/96 Approve the 19% NPIP program revisions and I communicate them to the organization.

R. Romer l Signature Date Accepted by Unit Director / Designee Signature Date 1.b. Work Control Responsible Lead Date Due Description Date to Date MQCIPORC Complete l

J.Langan 8/16/96 Documentation demonstrating review is complete of all priority 1,2,3 AWOs.

J.Langan 8/30/96 Documentation demonstrating that priority 1,2

& 3 AWO backlog is < 500.

J.Langan 8/16/96 Documentation that the AWO backlog contains no safety significantitems.

M. Brothers 7/31/96 Documentation that an unplanned entryinto LCO(s) goal has been established and is being monitored by unit management.

J.Langan Signature Date M. Brothers Signature Date Accepted by Unit Director / Designee

' Signature Date i

MP-3 Operational Readiness Plan

Rev.0 7/2/96 i

' Page 60 of 61 l

Attachment A - ORP Delivertbles Operational Excellence Objective (OEO) #5 Improve Employees' Ability to Conduct Work Successfully 1.c Plant Testing Responsible Lxad Date Due Description Date to Date MQCIPORC Complete J.Langan 7/31/96 Documentation demonstrating a centralized surveillance tracking program is in place, functional and being run by WP/OM.

J.Langan 7/31/96 Documentation demonstrating all surveillances are scheduled within required periodicity based on new RF06 date.

J.Langan 7/31/96 LLRT tests are completed and documented.

J.Langan 8/16/96 Documentation that all applicable mode punch lists are complete per outage schedule.

J.Langan 7/31/96 EDG tests are completed and documented.

J.Langan 7/31/96 ESF/ LOP tests are completed and documented J.Langan Signature Date Accepted by Unit Director / Designee Signature Date MP-3 Operational Readiness Plan Rev.0 7/2/96 Page 61 of 61

l l

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