ML20129C220

Responds to SALP Rept for Oct 1984 - Feb 1985.Nuclear Performance Enhancement Program Provided at 850529 SALP Meeting Encl.Program Includes Organizational Changes & Activities in Progress

ML20129C220
Person / Time
Site:	Fort Saint Vrain
Issue date:	06/25/1985
From:	Lee O PUBLIC SERVICE CO. OF COLORADO
To:	Johnson E NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION IV)
Shared Package
ML20129C224	List: ML20129C220 ML20129C279
References
P-85216, TAC-60566, NUDOCS 8507290378
Download: ML20129C220 (26)

Text

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?.O. Box 840 I

% MDMi oe"ver co 8o o'- o84o u OSCAR R. LEE f1 Jll-31985 vice enesioeur hh

' June 25, 1985 Fort St. Vrain Unit No. 1 P-85216 Regional Administrator Region IV U.S. Nuclear Regulatory Commission 611 Ryan Plaza Drive, Suite 1000 Arlington, TX 76011 Attention: Mr. Eric H. Johnson Docket No. 50-267

SUBJECT:

Response to Systematic Assessment of Licensee Performance

REFERENCE:

NRC Letter from Mr. R. D. Martin to Mr. O. R. Lee dated May 7, 1985 (G-85171)

Dear Mr. Johnson:

This letter formally transmits our response to the Systematic Assessment of Licensee Performance (SALP) report for the period October 1, 1984 through February 28, 1985. At our meeting at Fort St. Vrain on May 29, 1985, we provided each NRC attendee a binder which summarizes our response and describes the Performance Enhancement Program (PEP) which was initiated in early April, 1985.

It is our view that the programs defined in the PEP and other recent organizational changes address those areas requiring improvement per the SALP evaluation.

Based upon the SALP report and several other recent audits and evaluations, we have accepted that changes in our operations are necessary to strengthen our performance. We have already taken corrective action in most areas and have made several organizational changes. In addition, seventy-nine new personnel have been approved for the nuclear organization.

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Enclosed in the Nuclecr Performanca Enhancemant Program that was provided at the SALP meeting. It includes an outline of our SALP meeting discussions, organizational changes, the PEP Schedule, key materials from our PEP Project Manager's Binder, and activities in progress division-by-division.

At the SALP meeting, PSC agreed to provide the NRC with quarterly updates, as desired, on our Performance Enhancement Program activities. The first status report covering the period of April and May 1985 is being provided by separate correspondence.

We trust that this information more than adequately responds to the SALP findings.

Sincerely,

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jfD. R. Lee, VicW PresidenE Electric Production smc l

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O PUBLIC SERVICE COMPANY OF COLORADO SYSTEMATIC ASSESSMENT OF LICENSEE PERFORMANCE MAY 29, 1985 AGENDA A.' DISCUSSION OF FINDINGS NUCLEAR REGULATORY COMMISSION B. OVERVIEW OF PSC POSITION R. F. WALKER, PRESIDENT C. ORGANIZATIONAL CHANGES AND O. R. LEE, VICE PRESIDENT PERFORMANCE ENHANCEMENT PROGRAM O

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TABLE OF CONTENTS I. Discussion Outline

• Overview of PSC Position

• Organizational Changes and Performance Enhancement Program II. Nuclear Organization Charts

• Organization Charts by Division

• Summary of Additional Personnel III. Performance Enhancement Program Schedule

• Bar Chart Schedule IV. PEP Manager's Binders - Key Materials

• Mission Statement and Introduction

• Performance Enhancement Program Manual (Sj

• Performance Enhancement Program Organization and Key Individuals

• Project Manager's Responsibility

• Project Status Report Format

• Specific Project Manager Instructions and Guidelines V. Divisional Activities A. Quality Assurance Division B. Nuclear Production Division C. Nuclear Licensing and Fuels Division D. Nuclear Engineering Division k_)  ;

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i l PUBLIC SERVICE COMPANY OF COLORADO FORT ST. VRAIN SYSTEMATIC ~ ASSESSMENT OF LICENSEE

! PERFORMANCE i

DISCUSSION OUTLINE i MAY 29, 1985 l

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O Overview of PSC Position

• SALP represents a summary assessment over a seventeen month period, ending February 28, 1985.

• At the end of this period, we have initiated many changes that obviously would not have impacted our performance assessment evaluation.

• These changes are responsive to SALP findings, the NRC Audit Report, and the Management Assessment Report.

• We have accepted that changes in our operation are necessary.

• The cornerstone of our change is The Performance Enhancement Program.

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• We have made improvements in our organization.

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Organizational Changes

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• You may refer to Section II, Nuclear Organization Charts for details of our organization and the additional personnel being added.

• The key point is that the changes have been identified and are being implemented (or have been in the last six months).

• Mr. Oscar Lee now reports to R. F. Walker, President and Chief Executive Officer.

• A Nuclear Licensing and Fuels Division has been established. This group is the focal point for all NRC interface matters and licensing issues.

Regular bi-weekly meetings with the NRC staff are being held.

• Management of the divisions has been strengthened through a reorganization that capitalizes on individual's strengths.

• A General Manager for the Fossil Production Divisions was created to consolidate this function under one person.

• Many other divisional organization changes have or

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'<- are being made. These are described in more detail in Section V, Divisional Activities.

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4 Additional Personnel

• A~ deliberate and conservative approach was taken-in approving this substantial increase.

• They will . enhance- the capabilities of all divisions.

• -A major commitment has been made to training in general and achieving full INPO accreditation for the Nuclear Production staff.

• Key Licensing personnel are being obtained that have light water reactor experience to assist in relating regulations to our HTGR.

• Plant Engineering staff is being added to increase attention to preventive maintenance and engineering analysis of plant equipment.

• Design Engineering staff is being increased to provide more effective control and coordination of change and modifications as well as provide a more effective response time for plant support.

• A Master Planning and Scheduling function will assist Management in prioritizing and directing

' )- the nuclear activities.

• Quality Assurance staff is increased to provide  ;

greater coverage to audits, training and inspections.

• Greater detail of these additions are in Section II, Nuclear Organization Charts.

• Naturally, it will take time for this organization to be brought on board and become an integral, productive part of our organization.

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i Performance Enhancement Program

• A program of this magnitude and scope is a new approach for Public Service Company.

• Our approach to managing this effort is also new.

• A special consulting organization has been

, established to specifically monitor and guide our progress and identify problems. .

• Individual Project Managers have been assigned to lead each project.

• The Project Managers can task persons in other divisions.

• A Matrix organization has been established with these Project Managers.

• Each Project Manager has been issued a binder to use to organize his project and lay out the ground rules for this important program. Key materials from this binder are included in Section IV, PEP Project Manager's Binder.

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• Progress is reported against each project at least

% monthly.

• Quarterly status reports will be provided to the NRC, if desired.

• There are six major projects with 34 sub-projects.

• All six of these projects are described in more detail in the text in Section IV, PEP Project Managers Binder - Key Materials.

• All 34 sub-projects are shown in Section III, PEP Schedule. It shows the Project Manager and the planned timetable. The entire program is scheduled to be finished in late 1986.

• It is a dynamic program to which new projects will be added.

• Project I deals with organizational issues such as establishing the Performance Enhancement Program, defining organizational responsibilities, missions, charters, and the location of our staff.

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() Performance Enhancement Program (Continued)

• Project II establishes a Master Planning and Scheduling organization to assist in prioritizing our workload. Divisional planning and scheduling methods will identify realistic resource requirements for major projects.

• Project III will establish a preventive maintenance planning and scheduling organization to prioritize the work and issue to maintenance personnel do-able job packets. In addition, the engineering analysis and feedback procedures will be established.

• Project IV deals with a substantial upgrade in procedures and policies throughout our organization.

• Project V will improve the training in all divisions. A key objective is INPO accreditation.

• Project VI will strengthen our conduct of operations at the plant.

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• We're excited about the potential for major

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II. Organization Charts l

This section contains. the current organization I charts for the Electric Production organization and a more detailed list of the additional personnel being added.by division, i i

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• ELECTRIC PRODUCTION Nnager.

QUALITY A55URANCE DIVISION $ ," #

Sta f f Assistant Giality Assurance Quality Assurance Quality Assurance Operations Nnager Services m nager Fossil k nager M. J. ferris T. F. Orlin R. E. Wadas

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. Monre M. Bu C I.Sup.erv n er Pris0r J. K J G. R dmond L. D. 5cott P.Superv icsor k QA/Mkson N ntenance Supervisor Fossil QA Supervisor QA Technical QA Auditing QA [ngineering Supervisor QC Supervisor Fossil Quality Construction fos 5il QA t support Program lpaineer (Future) Support (Futurel OA NED Coordinator 3 QA Ing.  ! QA Clerk i SR QA Engineer 4 SR Technician 3 SR Inspectors 9 Quality Program I QA Engineer 2 QA Trng. Eng. 2 File & Records Clerk 5 QA Ingineer 3 SR Inspector 4 QC Inspectors Specialists 1 Sr. Tech. 1 Stenographer 2 Technician

! Comp. Spec. 2 QA Eng. I QC [ngineer 2 QA leths.  ! QA Tech.

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Summary of Additional Personnel

( Nuclear Production Division 12 - Training, personnel to meet INPO Accreditation requirements.

9- Engineers and Technical Services personnel to help maintain and develop an effective preventive maintenance and failure trending program.

19 - Operations personnel to meet goals in the areas of Scheduling, Planning and Stores.

5- Programmers and Clerical personnel to support existing staff in these areas.

Nuclear Engineering Division 4- Engineering Services Group Personnel to reduce time engineers spend on administrative / clerical activities.

7- Engineers and Technicians to provide an overall planning and scheduling function and coordinate NED Diamond Hill and NED Site work with plant operational needs and the overall Priority System.

( 6- Supervisor Engineering Personnel to help in backlog of the Nuclear Design groups and the Construction Group.

2 - Engineering supervisors to decrease backlog and coordinate site projects.

Nuclear Licensing and Fuels Division 4 - Clerical personnel to support licensing activities.

3 - Licensing Engineering Personnel to provide direction and guidance in the resolution of complex licensing issues that arise and also to prepare the Technical Specification changes and preparation and independent review of licensing correspondence.

2- Nuclear Licensing Specialist personnel for procedure review and preparation of written safety evaluations and environmental evaluations.

1- Nuclear Licensing NRC Coordinator to support the enhanced NRC Commitment Control activities.

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,_ Quality Assurance Division

(-) 3- Quality Assurance Operations Department personnel to develop, implement, and maintain a Quality Assurance Division Training program commensurate with commitments contained in FSAR Appendix B.

2- Quality Assurance Engineering personnel to administer and implement the Vendor Evaluation Program, Quality Control Training, and accreditation, Inspection Planning and Scheduling, and Quality Engineering functions.

Outsidu Ctenuulting Asuiutance

• Industrial Engineers for plant maintenance and scheduling activities.

• Management Consultants for Master Planning and Scheduling.

• - Nuclear Engineers for developing Change Notices and Controlled Work Procedures.

• Management Consultants for evaluation of work force location studies.

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• Scheduling Consultants scheduling activites.

for divisional planning and

• Training Consultants for development of divisional and departmental training functions.

• Maintenance Engineers for development of Preventive Maintenance programs.

44 III Performance Enhancement Program Schedule The following schedule summarizes the Performance Enhoncement Program sub-projects. It reflects the status as of April 30, 1985. A revised schedule will be prepared at the end of May.

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PUBLIC SERVICE C .f CF COLORADO PERFORMANCE ENHATOCEMEs1T PftOGRAM

SUMMARY

SCHEDULE l PftOJECT TIMET A8UE l

I i '985 19fl6 l EST.! SCHEDULED MAN. g PRO. NUS I J A S O Nl0 QI O2 03 Qas JECT REF. DESCRIPTIOM RESPONSIBLE DAYS START COMPLETE A MiJ I

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1. ORGANIZAfl0NAL CONCERNS Apr i Jun 30 FFFFFFFFXXXX l.1 E.2 Fo rme l i ze Ac t i on Pl an. Reo r- D. Picard genization and Performance Enhancement Program t.eaead 1.2 A.I Document Charters, Missions xxx - schedated Timetable and Function Statements Apr 1 May 31 FFFNc00(

Part 1, Develop Charters D. Plcord 2000(

xxxo - scheduled Timetable with undefined complettee date Pa rt 2, opdate Procedures D. Plco rd Jun 1 Jun 28

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Document Policy on Communi- M. Zechery Apr 1 May 17 FFFF0(

1.3 A.9 FFxt = Fint hed work withis this cation and staff Meetings

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Evaluate SteFFing Leve8s C. Cat-dreou Apr 1 Asr 26 FFFF I . aB E.1

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E.6 Complete Nuclear Production J. Gehe May 1 Jul 25 000000000( ,

I.5 organizational Changes xxx - - sch.dene hee it.at seas to Evoluete Engineering and D. Wereabourg Apr 15 Aug 30 Fr f --------

met erssinet schedete.

1.6 E.3 sither project starts or E. 86 Lice.ising and Fuels at finishee later then earlier Fort St. Vrain planned.

II. MASTL*R Pt.ANNINO AND SCHEDULING 11.1 A.2 Estabilsh Nuclear Master D. Picard Apr 1 Aug 3D FFt.-- ffffX fX f}-/R Planning and Scheduling Function 11.2 A. as Develop Annual and Lornt- C. Fuller Range Schedules FFxNc0000(

Part I, initial Schedule Apr 1 Jun tal Dependent-il.3 OXX(EST)MXO Part 2, Complete Schedule 11.3 A.2 Implement Planning and Sche- D. Picerif duling Methods er Procedures Apr 15 Jun las FNc0000(EE Part 1, Initial Definition Part 2, Implomantation Jul 1 Determined 3000000000(( EST))o0000000(0 In Port 1 l

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III. [SLAI!LISH PREVE!11Ih MAINTEMANCE PtANNINo AND_SCHEDUS NG D. Miller Apr 1 Sep 27 FFFF .-fjjX ff _-jfjfy3 M 181.1 8.2 Estebilah Melntenance Planning Group Ill.2 8.3 Define Melntenance Planning D. Miller end Scheduling Function Part 1, inittel Definition Apr 1 Jun 30 FFFF0000000(

Part 2, implementation Jul 1 Determined 3000000000((EST))0000000(0 In Port 1 Ak

PUSLlC SERViC NY CF COLORADO .

PERFORMANCE EMENT Pft0 CRAM SUDG4ARY SCHEDULE

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EST. SCHEDOI.ED 985 1906 PRO- NUS MAM- l JECT REF. DESCRIPTION RESPollSISLE DAYSISTART COMPT.ETEl A M J J A 3 O NlD Q1 Q2 Q3 QIt i l 1

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F 111.3 8.4 Develop Proventive Melnte- F. Isovechek nonce Engineering Program Part 1 Instlat Derinition Apr 1 Jul 31 FFFF=5????????M Part 2, PM Deveiopsent. Cr1- Aug 5 Jan 3 XXXXXX)o000000000000C tical Significar.t Components Part 3 PM Deve1opeent. Aue 5 Detoreined 30000000(( ESTIXXXXXX0

, Remainder of Significant in Part 1 Components 4 Part 8s, Post Maintenance Apr 1 Jun 28 FFFFK)o00000(

Testing Procedure

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1 IV. UPCRADF NUCLEAR POLICIES ANO PROCEDURES EV.1 8.1 Review and Revise Design J. Reesy Apr 1 Jan 1986 FFFF er-fX9FJMJX9BMJX-X9fMMR A.5 Change Modf rication Process

! IV.2 C.1 Implement NRC C1mmitment M. Holmes Apr 1 Jul 26 FFFFK)o00000000(

Control Prog ram IV.3 C.2 Document Procedures for M. Holmes Apr 1 Aug 30 XXX)h 300C3000(

Regulatory Correspondence Review IV. as C.3 Review Essential Regulatory M. Holmes May 1 flov 1 -9fX9X9?X9-X99X9R Documents j IV.5 A.6 Review and Revise Nuclear ,

organization and Nuclear Production Procedures i

Part I, Initial Definition C. Fuller May 1 Jun 28 K)o00000(

1 Part 2, Nuclear Production C. Ful le r Jul 1 Jan 3 30000000000(( EST))o00000t0 i Procedurea Deve1opeent j Part 3. NED Procedures D. Weremineurg Jul 1 Apr 1986 20000000000(( EST ))o0000000000010 j Deve1opmenr I tv.6 8.5 Review and envise Exclusion M. Ferris Apr 1 Oct 1 FFFF9 M 9 -X - 9X-X-9-A List and Roseted Procedures l

k V. IMPROVE MANAC@QU800 NUCl. EAR i DIVISION PERSONNEL TRAINING

] V.1 A.3 Conduct Menegement Skills M. McNulty

< Upgrade Pa rt I, Initlei Definition Apr 1 Aug 2 FFF)p00000000000(

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! Part 2, Implementation Awp 5 Jan 3 10000000t( EST))o00000to V.2 A.10 Review Membership in L. Broy Apr 1 Jun 28 FFFFP000000(

, Industry Organizations V.3 8.7 Enhance 10CFR50.59 Training M. Holmea

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Part 1 Conduct Treining Jun 3 Aug 2 XXXXXXXX Part 2. Update Text Data Base Apr 1 Dec 1986 FF7F00000000'595X- -MX-MMM -M 9BX9FX- - -y??X-X9 - -X j

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PU6LIC SERVICE Ir/ C'F COLORADO

• PERFORMANCE EMENT PROGRAM

SUMMARY

SCHEDULE l l l l PROJECT TIMETA8 U EST. SCHEDULED '985 19fl6 PRO- NUS l MAN- , l JECT REF.l DESCRIPTION RESPCNSIBLE DAYSISTART COMPLETE A M J J A 5 0 NID Q1 Q2 Q3 04 1 1 ,

--_ _ _ _ _ _l_1 P

V.4 D.1 leprove Quali ty Assurance L. Singleton D.2 Division Training 0.4 Part 1, Initial Definition Apr 1 May 31 FFF)XXXX Pa rt 2, Implementation Jun 3 Aug 2 XXXXXXXX V.5 0.1 leprove Nuclear Engineering D. Warenbourg D.2 Division Training D.4 Pa rt 1, Initial Definition Apr 1 Nov 1 FFFF Part 2, Iopiementation N'av 4 Detereined XXXXX(EST)XXXX0 In Part 1 V.6 D.1 Improve L;consing and Fuels L. Brey D.2 Division Training 0.4 Part 1, Initial Definition Apr 1 Aug 30 FFFFM)O0000000000000(

Pa rt 2, implementation Sep 2 Determined X)00000(( EST)X)o00000(0 1 in Part i V.7 D.1 Develop Nuclear Production T. Borst.

D.2 Division Training for INPO D.3 Acc red i ta t ion D. f4 Part 1, Ope ra to r Acc red i ts- Apr 1 Jan 3 FFFF tion Training Part 2 Non-Operator Accro- Jul 1 Dec 1986 ditation Training V.8 D.5 Consolidate site Training T. Borst Apr 1 Jun 28 FFFFK)00000(

V.9 ts. 6 Retrain Licensed Personnel T. Borst Pa rt 1, Training Program May 6 Jan 3 Development Part 2, Conduct Training Jan 1986 Sep 1986 20000000000000(

VI. PLANT CONDUCT OF OPERATIONS VI.1 A.8 Formalize Plant Tour Proce. C. Fuller Ap r 1 Jun 28 FFFFK)D00000C dures and Reporting VI.2 Revise Conduct or Operations C. Fuller Apr 1 Oct 4 FFFFx)o00000000000000000(

VI.3 Document Supervisor C. Fuller Apr 1 Jun 28 FFFFX)o0000C Responsib116tles VI.4 Implement Plant Signage C. Fullar Ap r 1 Jan 3 FFFr Prog ram VI.5 Conslete Facilities Planning F. Novecnek Apr 1 Aug 3D FFFF FFFF)o00000(n3000(

Study Jk

PUBLIC SERVICE COMP. ~~OF COLORADO PE.:FORMANCE E u+EMT PROCRAM ,'s S IEEDULE f]

U l 1 1 i I l PROJECT TIMETA8tf .

I i l i i EST. SCHEDULED '985 _. 1906 pro- lNUS I MAN- 1 I I JECT lREF. DESCRIPTION l RESPONSIBLE l0AYS START COMPLETEl A M JlJ A Si0 N D Q1 Q2 Q3 QIs l I I I I i 1 -

___l____l__.__._ I V

VI.6 Improve Parts Management J. Reesy System Pa rt 1, inittel Assessment Apr 1 Sep 27 ~~~- K)000000000000000000C Part 2, implacentation Sep 30 Determined in Part 1 X)O(( ESTlXXXD VI.7 Establish Component Shelf- J. Reesy Life Program Pa rt 1, Complete Aging Study Apr 1 Nov 29 --------

Part 2, Insta11 Component Dec 2 Ma r 31 1986 20000000(X Shel f-Ll re Program j(

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IV Performance Enhancement Program Project Manager's Binder The following materials are excerpts from this.-binder. The

. sections describe the program's organization and structure and the responsibilities of each project manager in'the.

- program. This binder was issued to each project manager on April 26, 1985 during key organizational meetings held at Diamond Hill and Fort St. Vrain. These materials are provided for information purposes.

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