ML20113H800
| ML20113H800 | |
| Person / Time | |
|---|---|
| Site: | McGuire, Mcguire  |
| Issue date: | 07/31/1992 |
| From: | Mcmeekin T DUKE POWER CO. |
| To: | NRC OFFICE OF INFORMATION RESOURCES MANAGEMENT (IRM) |
| References | |
| NUDOCS 9208050324 | |
| Download: ML20113H800 (29) | |
Text
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I Dake iter r Cort' party T C W.WIH1%
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' hicGwre Nuclear Gestration Depcrtment nce Ivesident 1:i00 Hagers irrey Road 4 AfG01A)
(704MI5-4WO Ilunttrsrstle ACL\\013 k583 (704375-480914 t 4f,.
DUKE POWEl1 July 31, 1992 Document Control Desk U.S. Nuclear Regulatory Commission Washington, D.C.
205b$
Subject McGuire Nuclear Station Docket Nos:
50-369 and 370 self Assessment Dear Sirs i
4^
On April 29, 1992, a meeting was held at the NRC/ Region II of fice in Atlanta. At this meeting, Duke Power representatives presented the results of a self assessment of McGuire covering the time period since February 3,
1991. The purpose of this letter is to update the material previously provided. Also attached are the results of an effort that was initiat9d earlier this year to reduce the backlog of outstanding problem report (PIR's) corrective actions and commitment (MAD) follow-up actions.
1 If you should have any questions concerning this information, please contact Robert Sharpe at (704) 875-4447.
4 very truly ic1rs, 4
9YNJ l
T. C.
McMeekin xct Mr. S.D.
Ebneter 4
Administrator. Region II-U.S.
Nuclear Regulatory Conurission 101 Marietta St., t;W, Saite 2900 Atlanta, Ga.
30323 Mr. Tim Reed U.S.
Nuclear Regulatory Corn.nission Office of Nuclear Reactor Regulation Mail Stop 14H25, OWFN Washingten, D.C. 20555 4
Mr.
P.K. Vanocort; NRC Resident I ns pec t.or McGuire Nucitat St a t. ion 40008:
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i STRENGTHS & INITIATIVES i
- 1. CONTIN 0ED IMPROVEMENT IN CONTAMINATION CONTROL 1
e Clothing contam' nations down by 20% and under station geal for the year
. l Decreasing contaminated floor space C3%)
e Catch Containments continue tc be reduced
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o OA Surveillance and follow-up improved contamination control i
- 2. CONTINUED IMPROVEMENT IN EFFLUENT CONTROL l
e increased the number of EMFs evaluated daily for anomatios e
Procedurc working group continuing to clarify and make pro edures more user friendly f
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I/ requirements indicated in bold face type e
j Teamed up with Radioactive Mateoal Control Group to modify filter change process to e
i reduce dose l
- 3. CONTINUED IMPROVEMENT IN RADWASTE MANAGEMENT Reduced amount of powdex used through more off!cient operation of system l
Radwaste minimization working group y ;s formed to determine. ways to decreaso e
generation of radwasto i
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- 3. IMPROVED MANAGEMENT OF MAINTENANCE ACTIVITIES
.t j
j e Managing for Excellence training has heightened customer awareness and service needs, further increasing teamwork and ownership.
~
I e impoved safety, quality, and efficiency during outages resulted from new and/or improved
{
programs. Following are results.
+
e improved communications and increased customer satisfaction Reduced outage lengths Reduced LER's due to maintenance.
e Reduced accumulated radiation exposure Reduce liquid 'adioactive waste e
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e lleightened emphasis on Shutdown Risk Assessment reduced days in mid-loop operation e
e
-increased Safety System Availability -
l 7
l 4, PROCEDURE UPGRADES i
j e Management has stressed the necessity for having a strong procedure program to fulfill their l
commitments as well as improving the quality of safe work execution.
t l
McGuire has improved the procedure upgrade process by involving Site Engineering,-
i Quality Assurance, and Craft Personnel in the task of devotoping a higher quality procedure.-- The upgrade process has improved the quality of work execution due to the
{
procedure being more user friendly by incorporating human factors considerations, better y
drawings, and attachments in the procedure.
j Procedures are upgraded to incorporate the standards of the Nuclear Generation
- i j
Department Procedure Development Guide, Administrative Policy Manual, and other i _
guidance documents.
I e MECHANICAL MAINTENANCE PROCEDURE UPGRADE STATUS j
565 Procedures in the Upgrade Program i
Percent Need New &
I Complete Validation Major Revisions j
43 %
47 %
11 %
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e I & E MAINTENANCE PROCEDURE UPGRADE STATUS 888 procedures are in the Upgrade Program Percent Number of Complete Priority Procedures Criteria 100%
1 246 High potential for Rx Trip High potential for personnel safety Critical Path 64 %
2 257 High potential for challenging a safety system Tech Spec and other regulatory required 19%
3 320 Potential impact on plant reliability or performance 0%
4 65 Transmission's procedures - new priority for newly acquired procedures responsibilities (may include above priorities, but prevents re-opening Priority I category) e REORGANIZATION Reorganization of Duke Power groups will have an effect on the Procedure Upgrade e
Process. Quality Control, Transmission, and the NSM Teams bring their procedures with them. Maintenance will have over 1450 procedures when the adjustment has been completed and the additional procedures will need upgrading to present standards. As the reorganization progresses, new customers and new or changing needs will demand unplanned resources.
Other activities that will impact the c.chedule for changing procedures follow.
e e
The new B&W fuel will prompt new procedures.
Modifications to systems and components will require procedure changes, e
imple:nentation of the Work Management System (WMS) will generate procedure changes.
Changes to Procedure Group comouter software, hardware and standards will require procedure changes, o
Unscheduled activities (such as recent S/G outages) that require procedure group support.
e The MNS Procedure Upgrade Program will be a continuing effort for the life of the plant.
As guidance documents are revised to incorporate the latest industry standards, i
procedures will require changes to incorporate these new standards, l
1
,...e m.,
- RISK MANAGEMENT AWARENESS e Risk management awareness has been heightened for each individualin Maintenance through the following techniques:
e Visual aids located in tne WCC provide a readily available list of safety related trains and equipment both in and out of service.
e All daily update sheets list the equipm9nt and trains that must be maintained operable for plant conditions.
e A dedicated phone line gives the outage status, work in progress, and equipment and safety trains which must be maintained operable.
e The WCC provides a single place to go to begin problem resolution, make decisions priority and direction changes. It improves communication between groups, and removes obstacles to starting work in the mornings. Therefore the WCC was a significant factor in McGuire's improved outage performance.-
e An Outage Improvement Team is presently reviewing the accomplishments of the WCC and will make recommendations soon for activities and functions to be continued, changed, or added prior to the 1993 outages.
- 6. ENHANCED POST MAINTENANCE TESTING PROGRAM e
This program continues to be enhanced by identifying additional requirements for testing more components after maintenance tasks. The program has increased emphasis and technical support involvement in the areas of painting, insulation tasks, and equipment identification labeling. During 1991 the testing requirements were made more accessible through a controlled computeraed listing of equipment testing requirements.
- 7. WORK MANAGEMENT SYSTEMS (WMS) IMPLEMENTATION e
The station implemented a new computerized work management system in June 1992.
The new system has much more information on each job at the station and this data is available to more people. This system allows more detailed Job planning, job scheduling, task tracking, tailuro analysis, and equipment history and data, The maintenance planning and station modification planning groups are merging into one e
organization and will use the same work management computer program, This new organization and common process will greatly enhance control and coordination of station work activities, i
MAINTENANCE CHALLENGES
- 1. MATERIEL CDNDITION DACKLOG IS TOO HIGH e
A titsk force was established to set standards for plant materiel condition These standards are addressed in Station Directive 3.11.0. Methods must be developed to reduce the number of general plant materiel condition backlogged work requests.
e The number of catch containments in use continues to decline slowly. The str.us of the catch containment program is assessed on a monthly basis. See table 1 be?ow.
Tabte 1. Contamination Control Monthly Summary Month Number of Catch Centaminated Floor Containments Space Installed December 31,1991 43 85%
January 31.1992 39 5.0%
f ebruary 29,1992 39 3.7%
March 31.1992 38 2.9%
l april 30.1992 32 2.9%
l May 30,1992 41 2.9%
- 2. PROCEDURE ADHERENCE NEEDS FURTHER IMPROVEMENT e GOALS e
Proper procedJte adherence is a goal Which Maintenance is continuing to pursue.
Several years aga Maintenance defined 100% ouality as a combination of 100%
Procedure Adhuence and 100% Thought. If there is a problem with a procedure, users are tasked with the responsibility of making changes such that the procedure can be i
performed as written or, under special conditions, obtaining permission to deviate. There has been increased ownership of procedures by users and this may be the best indicator that MNS is on-track concerning procedure quality and adherence.
j Procudurs users today, more than ever, have a heightened awareness of procedure 0,harence rteeds. Pnnciples d Managing For Excellence and Fcundations reinforce the l
need to work tow;trds higNr ye ?,- vid will make the. Job of procedure cdherence easier.
l l
- HUMAN FACTORS There are several new projecd, which will promote better understanding of procedure e
adherence, such as:
e Standardization of certain procedures betwoon staticr3 (those that can be standardized such as maintenance on motors, valves, transmitters, switches, etc )
e Changing IV (Independent Verification) to DV (Double Verification) in IAE procedures, consistent with the latest changes in IV philosophy in the Nuclear Generation Department e
Changes in procedure format has and will continue to provide human factor strengths to procedure performance. Following are some changes, o
On !AE procedures, adding unit designation in largo, bold print at the bottom of every page in Unit 1 and linit 2 specific procedures to help prevent wrong unit events.
Change the procedure font to a slightly larger type-style to provide better visibility / readability.
e Remove sign-offs from data sheets and place them with the associated steps within the body of the procedure, as applicable, e
Footnoto regulatory and other commitments to ensure applicable steps are flagged in procedures e PROCEDURAL COMPLIANCE e
IAE procedural complianco conunues to improve. In 1991,215 handwritten procedure changes were implemented and 385 procedures were issued as new or revised. This large number of changes is not just an indication of the increase in the total number of procedures over 1990, but 'ellects the procedure user's concern of maintaining a quality product. The overall number of IAE procedures continue to grow commensurate with the j
growing needs of IAE.
l i
e EFFORTS TO IMPROVE PROCEDURAL COMPLIANCE l
e IAE Procedure Adherence Policy: In September 1990, IAE issued a policy on procedure adherence to provide better guidance on adherence concerns for the IAE procedure user while following the required corporate and station guidance document policies e
Mechanical Maintenance personnel have received training in the proper use of procedures.
Section 5.0 of the Mechanical Manual allows for some slight variances on procedure usage. These variances must be properly documented per Section 5.0 of the Mechanical Manual. None of the allowable variances affect procedure outcome or acceptance criteria.
o Human Performance Excellence Team (HPET): 1.. team is comprised of various Duke Power group represer'tatives, including OA, Training, and Mai
'nce. It has led to better communication and feedback between inter-station and iru. -station groups.
Station teams and committees meet to focus on procedure useability, consistency
J i
i SECURITY d
STRENGTHS & INITIATIVES i
l
- 1. CONTINUED IMPROVEMENT IN ACCESS CONTHOL and AUTHORIZATION l
j e
Trend for Access Control and Authorization events continues to be down. Past corrective measures have proven to be offective.
e I.
BADGE CONTROL
)
Badge Control trend also on track. Trond spikes directly related to unit outage periods 1
(increase in non-site assigned personnel). Continuing in our efforts to improve.
3
- 2. CONTINUED IMPROVEMENTS IN SECURITY EQUIPMENT / SYSTEMS Systems Availability This SALP Period i
Security Computer 99.7 %
4 Security Doors 99.7 %
)
CCTV System 97,5%*
i intrusion Detection System 92.0%"
l Personnel Search Equipment 95.5%"
i Only availability data that was collected during the previous SALP period.
j-
" These systems present challenget i
e CCTV Redesign - All potential vulnerabilities corrected; long term compensatory j
measure deleted.
Auxiliary feedwater Piping Protection - Completed e
e PA Lighting - Underway, scheduled for completion July 92 e
Containment Access Area - Unit #1: Compleied; Unit #2: Completed l
j e
Badge Exit Alarm System - Completed i
e PAP Badging Computer Terminal - Completed (Reduces demands on Alarm Station operators, increases operator efficiency, and j-expedites badge transactions) i e
PAP On/Offsite Printers Replaced with Video Monitors - Completed (Immediate-l verification of valid on/offsite transactions allows for a more efficient badge issuance j
process) t
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- 3. CONTINUED IMPROVEMENTS IN SECURITY FORCE PREPAREDNESS Revised firearms qualification courses to better align state and federal requirements.
e Also increased qualification criteria (handgun from 70% to 80%, shotgun from 50% to 70%)
i e
In the process of upgrading handguns (from standard.38 ca'. revolvers to.40 cal.
Beretta semi-automatics) e Above Training & Qualification Plan commitments, night-fire qualification is expected of all armed personnel e
Firearms training program is being revised to reflect a more realistic approach (combat / stress courses) e Upgraded sscurity firearms instructors' credentials (General and Special Instructor Certification from N.C. Critninal Justico Training and Standards Commission)
Completed first phase of Tactical Response Team Training e
curriculum (basic concepts and principles)
Reorganized security training staff /section (Designated a e
Training & Qualification ' Supervisor', and assigned five (5) shift OJT Trainers Statistically validated job related physical performance and e
fitness test program implemented
- 4. CONTINUED MANAGEMENT INVOLVEMENT Managemerd attention to the secunty program continues to be e
excellent Visits to Atlanta for face to face t.pdate on security e
activities (December 1991 and June 1992)
Monthly review by top site mant.gement of secunty incident e
reports and trends NRC initiatives and policies are closely monitored; Timely e
and effective implementation is the expected norm.
Corporate representation on NUMARC Security issue Working Group Security Maintenance Focus Group commissioned. Includes e
representatives from Corporate office and three (3) sites, from multiple disciplines. Evaluating security systems reliability, maintenance history and system upgrade options, i
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- 5. IMPROVED PROFESSIONAL DE\\ELOPMENT e
Employee developmental benefits realized since transition a proprietary security force initial Management Principles and Concepts Training e
glMPACT) for all supervisors Connections / Foundations Tiaining e
Managing For Excellence Training (four (4) site facilF.,;:s from security ranks)
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Pe<forr.ance Management Training o
Active participation in employee focus groups (station problem review committee, prcature adherence working s.
group, site comrnunicatioil cynmatee, employee survey focus groups, etc.)
'tilized temporary (unarmed) secunty personnel during unit 7
'utages (Improved security force effeUiveness by limiting
.a;nount of overtime worked)
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- 6. En A FITNESS FOR DUTY P ?OGRAM From January through December of 1991. McGuire has performed 3171 total drug and i
alcohol screens of Duke Powa employees. Sixteen (16) of these had positive rt.eults with a 50% oositive rate. Of these sixteen (16) positive screens, nine (9) were for alcohol.
Four (4) of Me sixteen (16) vcere at the Duke cut-ott level. McGuire has also performed 877 druo *-d alcohol screens of vendor / contractor employees. Six (6) of these had
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, a positive rate of.68%. - Two (2) of the six (6) posnive tests were for was at the Duke cut-off level.
. through June of 1992, McGuiro has performed 1304 total drug and alcohol
...aens of Duke employees. Eight (8) of it'ese nad positive results with a 0.61% positive rate. Of these eight (8) positive screens, two (2) were for alcohol. Four (4) of the eight iositives were at the Duke cut-off twel. McGuire has also performed 26J drug and alcohe' so w 1 vendor / contractor employees of which none were positive. McGuire experietaJ.< n; s1) positive alcohol nreaccass screen.
This information d randorn screening information only;i.e., does not include any of the "positivez bom DWI arrests, self-referrals, supervisory referrals or For Cause screens.
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