ML20116D188
| ML20116D188 | |
| Person / Time | |
|---|---|
| Site: | Davis Besse  |
| Issue date: | 04/02/1985 |
| From: | Crouse R TOLEDO EDISON CO. |
| To: | James Keppler NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION III) |
| Shared Package | |
| ML20116D145 | List: |
| References | |
| 1-510, NUDOCS 8504290317 | |
| Download: ML20116D188 (4) | |
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TOLEDO EDISON Docket No. 50-346 R: CHARD P. CROUSE va a =
License No. NPF-3 N a sa21 Serial No. 1-510 April 2, 1985 Mr. James G. Keppler Regional Administrator Region III United States Nuclear Regulatory Commission 799 Roosevelt Road Glen Ellyn, IL 60137
Dear Mr. Keppler:
On March 6, 1985, Toledo Edison met with yourself and members of your Staff to discuss Toledo Edison activities regarding the Systematic Assessment of Licensee Performance (SALP) which support our commitment to improved regulatory performance.
In our discussions on March 6, 1985, we committed to provide the list of members of the SALP Improvement Taskforce along with its Charter. Attach-ment 1 provides the charter and the members of the SALP Improvement Taskforce.
Very truly yours, 8 P Cmi RPC:SGW:lah cc: DB-1 NRC Resident Inspector 8504290317 850423 PDR ADOCK 05000346 G
PDR THE TOLEDO EDISON COMPANY EDISON PLAZA 300 MADISON AVENUE TOLEDO, OHIO 43652 AFR 5 1985
I JDocket No. 50-346 Licen:2 No. NPF-3 Serial No. 1-510 April 2, 1985 SYSTEMATIC ASSESSMENT OF LICENSEE PERFORMANCE (SALP) IMPROVEMENT
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TASK FORCE d>
l I.
SALP IMPROVEMENT TASK FORCE The SALP Improvement Task Force is a group of individuals with nuclear, regulatory and utility management experience. These individuals have been selected based on their experience, knowledge and demonstrated perf ormance in problem solving and their management skills.
II.
PURPOSE The purpose of the Task Force is to assist the Vice President Nuclear and the entire Nuclear Mission and support organizations in an improve-ment program for Davis-Besse Nuclear Power Station. This program vill improve the performance of Davis-Besse and the image that the Plant and.
Toledo Edison have in the eyes of the industry, the public and the Nuclear Regulatory Commission.
III. CHARTER t
The Tank Force is chartered to do the following:
A.
Review the adequacy of the following Nuclear Mission's improvement programs that are currently underway:
1.
Performance Enhancement Program (PEP) j 2.
Training Accreditation Program 3.
Concentrated Corrective Action Program for Maintenance Develop a program to improve communications with the NRC and to B.
improve internal TED communications.
Develop criteria for and. programs to address areas identified in C.
Mr. J. P. Villiamson's letter of February 4,1985 to Mr. J. G.
Keppler as listed below:
"....a program where strong, unrelenting critical self-appraisal 1.
will become a way of life to our operations and support staffs and their managers."
2.
".... stronger relations with INPO..."
".... plan that will better our understanding of and our relations 3.
with our own staff elements and with the many levels of the NRC."
".... attitudinal deficiencies... must be eliminated."
4.
f.
2_
O 5.
".... leadership and resources needed to elevate performance
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of... to a state of excellence."
6.
"....a program of critical introspection and assessment to identify attitudinal and co=munications deficiencies that block the achievement of excellence."
D.
Assess the quality, quantity, and schedules for each program and make recommendations for improvements, additions to, or
' deletions.
E.
Monitor the progress, accomplishments, and problems in each program.
F.
Advise the Chief Executive Officer and Vice President Nuclear as to any matters regarding the performance of Davis-Besse that can utilize their personal support and involvement.
IV.
ORGANIZATION The Task-Force will be directed by R. P. Crouse and report to the Chief Executive Officer.
Mr. C. M. Rice will serve as an advisor to Mr. Crouse and the Task Force.
The Task Force will have a staf f coordinator, R. J. Gradomski, reporting to Mr. Crouse who will be responsible for administrative activities.
The Task Force will utilize a two-tiered organizational structure as follows:
Steering Committee Working Group A.
Steering Committee The Steering Committee consists of three individuals who have a national reputation in the nuclear industry and command a high level of respect with the Nuclear Regulatory Com=ission. This group will set objectives, review, advise and make reco=mendations to the Vice President Nuclear based upon the following:
- Collective expertise in utility management and regulatory relations
- Personal evaluation of management conditions at Toledo Edison
- Review of staff reports Review of line manage =ent reports Review of Working Group reports 1.
Membership The members of the Steering Com=ittee are:
Mr. R. C. DeYoung, Retired Director of the Office of Inspection and Enforcement U.S. Nuclear Regulatory Commission
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Chsrles E. Lsraon Vics PraaidInt, Nuclear Gzntratien Northern States Power Company i
Harold B. Tucker Vice President - Nuclear Production
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Duke Power Company f
2.
Meetings It is. expected that the Steering Committee will meet on a monthly basis or more frequently as required to disch'arge their responsibilities.
B'.
Working Group
.The Working Group will consist of six individuals who are Toledo Edison personnel but not from the Nuclear Mission.
The Working Group will also utilize expert consulting help where appropriate.
1.
Membership The members of the Working Group and their area of expertise are:
E. C. Novak, Fossil Faci]ities Engrg. &
Construction Director
- Nuclear Technology R. E. Sund, Research & Develop. Director
- Nuclear Technology R. M. Amidon, Operations Consultant
- Industrial Engineering.
J. H. Limbach, Supervisor, Plant Accounting
- Finance / Accounting R. A. Habrecht, Control Design Engineer
- Engineerirg (Non-Nuclear)
C. A. Naegeli, Nuclear Information Coordinator
- Communications It is anticipated that the Working Group will devote essentially full time to this effort, and we expect that the mejor work effort vill take 3-6 months.
V.
WORK PLAN
'The Task Force will develop a detailed work plan and schedule for its programs; however, while the programs are being developed, actual work will go on and is going on at the prisent time. We are very cognizant of the need to demonstrate results and not wait for a progra= to be i-completely developed before initiating action.
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I 3/28/85
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