ML20132A400
| ML20132A400 | |
| Person / Time | |
|---|---|
| Site: | Davis Besse  |
| Issue date: | 09/17/1985 |
| From: | NRC COMMISSION (OCM) |
| To: | |
| References | |
| REF-10CFR9.7 NUDOCS 8509250330 | |
| Download: ML20132A400 (150) | |
Text
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ORIGINAL 7 _ s
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UNITED STATES OF AMERICA f' NUCLEAR REGULATORY COMMISSION
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In the matter of: ,,,,
COMMISSION MEETING 4 7
Continuation of 7/24
- Briefing on Davis-Besse (Public Mocting)
Docket No.
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Location: Washington, D. C.
Date Tuonday, September 17, 1985 Pages: 1 - 89 ANN RILEY & ASSOCIATES L, Court Reporters 1625 I St., N.W.
0509250330 050917 Suite 921 PDH 10CFH PT9,7 PDR Washington, D.C. 20006 (202) 293-3950
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4 1 D I SCLA I M ER l
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3 6 This is an unofficial transcript of a meeting of the 7 United States Nuclear Regulatory Commission held on Tuesday, 3 Sepumber 17,198S n the Commission's office at 1717 H Street, 4
9 N.W., Washington, D.C. The meeting was open to public
- 10 attendance and observation. This transcript has not been 11 reviewed, corrected, or edited, and it may contain 12 Inaccuracles.
I i 13 The transcript is intended solely for general 1
1 14 informational purposes. As provided by 10 CFR 9.103, it is i
q 15 not part of the formal or informal record of decision of the l 16 matters discussed. Expressions of epinion in this transcript 17 do not necessarily reflect final determination or beliefs. No 18 pleading or other paper may be filed with the Ccen i s s i on in 19 any proceeding as the result of or addressed to any statement i
20 or argument contained herein, except as the Commission may i
21 authorire, 22 ts 24
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O O 1 UNITED STATES OF AMERICA 2 NUCLEAR REGULATORY COMMISSION 3 - - -
4 CONTINUATION OF 7/24 SRIEFING ON DAVIS-BESSE 5 - - -
6 PUBLIC MEETING 7
8 Room 1130 9 1717 H Street, N.W.
10 Washington, D.C.
11 Tuesday, September 17, 1985 12 .
13 The Commission met, pursuant to notice, 10:40 a.m.
14 COMMISSIONERS PRESENT:
15 NUNZIO J. PALLADINO, Chairman of the Commission -
16 JAMES X. ASSELSTINE, Commissioner 17 THOMAS M. ROBERTS, Commissioner 18 THOMAS M. ROBERTS, Commissioner 19 LANDO W. ZECH, Jr., Commissioner 20 STAFF AND PRESENTERS SEATED AT COMMISSION TABLE:
21 S. CHILK 22 H. PLAINE 23 J. WILLIAMSON 24 J. WILLIAMS, JR.
25 J. WOOD O
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- *- 2 1 ~ STAFF AND PRESENTERS (Continued) i' 2 J. LINGENFELTER i
j 3 S. SMITH I
, 4 .T. MYERS A
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! 6 AUDIENCE SPEAKERS: ,
! 4 7 H. DENTON i
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- 3 1 P ROCEED I NG S 2 CHAIRMAN PALLADINO: Good morning, ladies and 3 gentlemen. Commissioner Bernthal has been detained but he 4 will be joining us shortly.
5 The purpose of today's meeting is for the Commission 6 to receive briefings by the Toledo Edison Company and the NRC 7 Staff on the status of the Davis Besse Nuclear Power Plant.
8 On June 9, 1985, the Davis Besse plant experienced a 9 complete loss of feedwater which led to a turbine and reactor 10 trip. Although there were other malfunctions and human 11 errors, plant operators were successful in bringing the plant 12 to stable shutdown and in preventing any abnormal releases of
. 13 radioactivity or any apparent major damage to the plant.
14 The NRC Incident Response Team evaluated the Davis 15 Besse event, and the team briefed the Commission on July 24, 16 1985. Since then, the Staff has established Licensee 17 requirements, and by letter dated August 14, 1985, requested 18 information from Toledo Edison. The Licensee's response was 19 received by letter dated September 12,.1985.
20 The purpose of today's meeting is to obtain 21 information related to the decision to allow the restart of 22 the Davis Besse plant. We will hear from the Licensee and 23 from the Staff. I understand that Toledo Edison will speak 24 first and that the Licensee had hoped that an hour would be 25 allowed for his presentation. If possible, I request the
. o 4 1 Licensee to try to limit his time to 49 minutes. For our 2 part, I request that we limit our questions to those only 3 directly related to Davis Besse.
4 With respect to the Staff presentation it is worth 5 noting t h a t' the EDO must leave by noon in order to make an 6 airplane, so if we have any questions for the EDO we should 7 try to ask them before that time. However, I should point out 8 that Mr. Denton and other members of the Staff will remain.
9 Do any of my fellow Commissioners have any 10 additional opening remarks?
11 COMMISSIONER ASSELSTINE: The only question I'would 12 raise, Joe, is since we do have a fairly lengthy presentation
. . . 13 from the utility, rather than try and rush through both, is it 14 possible maybe to concentrate on the utility's presentation 15 this morning, particularly since Dill has to leave about noon,
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16 and schedule a follow-up meeting with the Staff shortly after 17 you and Fred return to the country?
18 CHAIRMAN PALLADINO: Well, I took a quick look at 19 the schedule after Fred and I return, and there doesn't seem 20 to be any opportunity for another meeting before the hearing 21 before Mr. Markey. However, that shouldn't stop us from l
22 having follow-up meetings, except it would be difficult to 23 have it before the Markey hearing.
24 Well, let's try to see that the Licensee gets enough 25 time and at least try to get a half hour with the Staff.
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- 5 i COMMISSIONER ASSELSTINE: Good. I would just liko I
2 to do justice to both presentations because it looks like a 3 fair amount of work has gone into both of them, 4 CHAIRMAN PALLADINO: Well, I understand it took 5 seven hours to discuss this matter with the Staff, on the part 6 of Toledo Edison.
7 Okay, any other comments?
. 8 [No response.)
9 All right, then let me turn the meeting over to
- 10. Mr. John Williamson, the CEO.
11 MR. WILLIAMSON: Chairman Palladino, Commissioner 12 Asselstine, Commissioner Roberts, Commissioner Zech, I am John i
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s 13 P. Williamson, Chairman and Chief Executive Officer of the 14 Toledo Edison Company. We do appreciate this opportunity to 15 make our presentation here today on the June 9th event on our 15 findings from that event, and on our startup program overall 17 May I begin by saying very simply that Davis Besse 18 is our plant, it is our responsibility; we accept that 19 responsibility. Safety has been, is and will continue to be 20 our number one priority at that plant. Those are our people 21 out there. I am responsible for their lives, and we are going 22 to operate safely or we aren't going to operate at all.
23 Having said that, let me say that in our opinion, !
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24 Davis Besse is not the best plant in-the country at this time; 25 neither is it the worst. It has been excellent in some i
= - 6 1 regards, needs a quantum improvement in other regards.
2 Certainly, in the area of the lowness of radiation exposure 3 per worker we are among the best if not the best plant in the 4 country. Certainly, we have. outstanding operators running the 5 plant on a day-to-day basis.
6 But as certainly as those things, we also feel that 7 we need to improve our maintenance, our training and our 8 management of those programs overall 9 Last year, we sensed the need for improvement in the 10 plant, particularly with the impetus given us by the Region 11 III people. We started a performance enhancement program. We 12 thought we were on our way. I was very shocked by the SALP
.- 13 report last fall The ratings in that report were truly 14 shocking to me. As I reviewed the report, however, I felt it 15 was a fair and balanced report, and we tried to speed up our 16 program.
17 In January, when my president and chief operating 18 officer succumbed to a heart problem, I picked up the 19 responsibility directly for the operating part of our company 20 including t h o' nuclear mission. As I reviewed the nuclear 21- mission, I determined that we needed to move our program 22 faster than it was moving, and it was my conclusion that I 23 needed to go outside the company, seek out a knowledgeable, 24 aggressive, " doer" type of person to head that program.
25 I sought out Admiral Joe Williams, convinced him to
. . 7 1 come in and pick up our program. Wo did not anticipato that 2 the plant would go offline on June 9th. It did. That offered 3 a new challenge to us, really a new opportunity to step back 4 and take a very hard look at our whole program.
5 As a result of Admiral Williams coming onboard we 6 have brought in several new excellent management people from 7 the plant manager on down in the program. We have taken the 8 outstanding people that we had, we have better assigned them 9 to more fully utilise their knowledge and their capabilities 10 in our program.
- 11 What you will be hearing from us today is a 12 presentation by this new management team. I-am very proud of
.. 13 them. They have come together very fast. They are
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14 experienced, they are doing a good job, they have learned to 15 work as a team very fast, amazingly fast.
16 And I think with that by way of background again, 17 leave me say that safety is and will continue to be our number 18 one concern. We are concerned about people not only.at the 19 plant but .i n the area. My compact with Admiral Williams is 20 that when he feels a plant is ready to start and you people 21 feel it is ready to start, then Admiral Williams will have to 22 convince me it is ready to start. And then we will go from 23 there.
24 And with that, may I call on Admiral Joe Williams 25 who is our Senior Vice President, Nuclear, _to being our
8 1 presentation.
2 MR. WILLIAMS: Thank you.
3 CHAIRMAN PALLADINO: Joe, would you also introduce 4 your other colleagues?
5 MR.' WILLIAMS: Yes, sir, Mr. Chairman. On my left 6 is Mr. John Wood who is the Manager of Structural and-7 Mechanical Engineering Division of the Engineering 8 Directorate; on my right, Mr. Lingenfelter who has the 9 Technical Engineering Group and is responsible for the program 10 of reviewing the other quality systems, and he will got into 11 that; and Mr. Steve Smith who is the new Assistant Plant 12 Manager for Maintenance.
- 13 As one of these gentlemen presents. Mr Chairman, I 14 intend for him to fire fallback and there will be somebody 15 else come up and I'll introduce him at that time, if that's 16 all right with you.
17 As Mr. Williamson said, we're delighted to be here 18 to present the course of action in response to the 14 August 19 letter that was signed by Mr. Denton, I think you called a 20 50-45. It's the roadmap by which we intend to get well 21 I was particularly pleased that the letter addressed 22 all of the issues surrounding Davis Besse and not just the 23 specific ones on the 26th, because I think those lend 24 themselves to engineering resolutions and you can go fix 25 those. The other things a.r e the programmatic issues that in 1
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1 the long term will serve to really ostablish Davis Bosso at 2 the level of excellency that Mr. Williamson has said he 3 desires.
4 I went out first and talked to Mr. Williamson first 5 in April I went out in.May and talked to quite a few people, 6 read a lot of documents, read the SALP report, their 7 performance enhancement program, the details of that, came to 8 some conclusions about what needed to be done, what needed to 9 be changed programmatically, what needed to be changed about 10 the resource application, talked to Mr. Williamson about them, 11 and in general, we were in agreement on everything. And those l'2 issues that we addressed then are reflected in the course of 13 action document in a more mature fashion.
14 There's nothing really remarkable about what we've 15 done in management. In any organization like this or any 16 operation like this you n e e*d a functional organization which 17 provides the right lines of communications, the raght lines of 18 authority for the people; you need to make sure that the 19 people understand what it is that you wish them to do, provide 20 the quantity of people that's required to do the job, to get 21 the requisite talen.in there and to do that you have to 22 provide adequate compensation to meet the demands of the 23 marketplace.
24 CSlide.3 25 Briefly I will run through the organization that
10 1 exists now, and I won't dwell on what existed when I got 2 there, but I don't think it's germane any longer.
3 I am the Senior Vice President at the top of the 4 chart. Assistant Vice President -- by the way, the ones that 5 are in the dashed lines are new positions that we have 6 established. The ones with the yellow corners are positions 7 that existed but I moved them in the organization, usually 8 changing their reporting and, in some instances, their 9 responsibilities.
10 'The Assistant Vice President is now responsible for 11 the administration, personnel and security. That's because 12 those three functions are furnished to us by outside support, 13 and they need concentrated attention.of a competent person to 14 make certain that the mission is getting that. I don't have
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15 that control -- not that I don't have a good responso from 16 them, but it's just a good managerial move to concentrate on 17 those things. He also has the Nuclear Service Director.
18 In the nuclear engineering -- and I will talk more 19 about that on the next slide, but we are completely revamping 20 the engineering group to bring all of the engineceang 21 inhouse. When I got there I was fortunate to find a talented 22 young man, Mr. Quennos, who is the inplant manager, but he has 23 the credentials to be one of the finest engineering heads in 24 the country. So I established the position of Nuclear 25 Engineering Group Director and placed all of engineering under
- 11 1 him. He brings to the onginoering group an operational flavor 2 that you just don't see anyplace else; you see it very few 3 places. He is a qualified SRO, he has been a plant manager, 4 he knows what kind of support is needed down there.
5 Nuclear Training Director, the third one from the 6 left there, was reporting to a lower ~1evel. I booted him up i
7 and he is reporting directly to me. And that's because of the 8 increased emphasis on the Training Department.
9 There was no Material Manager; that function is at 10 the lower left. That function is provided by Corporate. I 11 brought in a very experienced materials manager. I am going 12 to leave the function with-Mr. Williamson. I've decided for 13 now we will leave it with the Corporate rather than bringing 14 it under the Nuclear mission, but we are moving the entire 15 operation out to the site so that it is right next to the 16 customer. And t'h i s gentleman is interacting with them in a 17 manner that will bring that into good shape.
18 COMMISSIONER ASSELSTINE: Joe, is that procurement 19 -- spare parts and those kinds of things?
20 MR. WILLIAMS: Yes, sir, and I'll speak more about 21 the spare parts issue because that comes into the l
22 configuration management program that we have set up, and j l
But I'm l 23 there's an interim one that we'll address there.
24 really satisfied with the way that particular piece of the 25 action is coming together, both for the interim and then for
12 1 the long term.
2 [ Slide.1 3 The Plant Manager -- I brought in a new plant 4 manager to replace Mr. Quennox when I moved him over to 5 Engineering. He was a Navy Nuc enlisted man, and got out of 6 Purdue, got his degree in mechanical engineering, moved up to 7 Point Beach and cut his teeth on the civilian nuclear industry 8 at Point Beach under Glenn, moved on down to the Summer 9 Station where he was an operations manager there, and then 10 down to Waterford 3 as the Assistant Plant Manager. And I 11 brought him in as the Assistant Plant Manager.
12 Under him, we have elevated on the left with the 13 yellow hatch, the Assistant Plant Manager for Operations, 14 which really had a lower level and was a little over-burdened, 15 and he was essentially the operations superintendent at the 16 time. We established the position of Assistant Plant Manager 17 and elevated that job both in terms of responsibility and also 18 in terms'of compensation.
19 The manager for maintenance at that time was a 20 superintendent. We established the Assistant Plant Manager 21 for Maintenance, and under him have really beefed up the 22 maintenance organization to provide q u a l i .t y of maintenance in 23 the amount that the workload demands. And I will have 24 Mr. Steve Smith speak to that in detail.
25 Now the Technical Support Manager is a small
o " 13 1 engineering group that I left down under the plat when 1 2 reorganized Engineering. We left him about 12 engineers down 3 there for direct' interaction. But really, their technical 4 " daddy" is the Group Director for Engineering.
5 Also under the Plant Manager we've established a new 6 position --
7 [ Slide.]
8 -- of Planning Superintendent. That's people by Mr. -- I i
9 mean, I brought in Mr. Mike Shefers who.was in the planning 10 and scheduling business at General Dynamics, with me later at 11 Zimmer. When Zimmer and I parted ways, he went to American 12 Electric Power Company twin nuclear plants in Michigan where 13 he was the scheduling manager. And so we have a large 14 organization'there to do the very important job of scheduling 15 all of the work, including the unplanned outage work, and it's 16 the key really to getting things done.
17 I want to go back to the Assistant Plant Manager for 18 Maintenance. I brought in Mr. Steve Smith who was Navy Nuo 19 and left and joined the civilian nuclear industry, and was 20 Assistant Plant Manager for Maintenance at the Summer Station, 21 left them and went into the consulting business helping plants 22 around the nation establish good maintenance programs. And I 23 just forgot to tell you about him.
24 [ Slide.]
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25 Engineering. I set up four divisions. The top one i
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. . 14 1 is a now position, the Nucloar Engineering Group Director, 2 Mr. Quennos, who was the Plant Manager, has his Master's 3 degree in nuclear engineering; a very well qualified, ex-Navy 4 Nuc. Under him just for the interim, I've brought-in 5 Mr. O.J. Mavro from Stone & Webster who has been with me many, 6 many places. Nuclear Engineering General Manager who is very 7 good in the test area in particular and good at organizing 8 engineers. And then during this transition period from a 9 relatively small organization to a large organization I
-10 thought he'd be a great asset to Mr. Quennos as they get their 11 feet on the ground.
12 The Nuclear Facility E'ngineering Director heads up 13 our design section in advance planning. He has a nuclear 14 engineering manager under him, the mechanical and structural 15 engineering manager and the electrical controls and 16 engineering manager And they were there but they were doing 17 all of the engineering work that they could do, but primarily 18 relying on Bechtel and B&W. And that operation was based in 19 Gaithersburg, and that's where our drawings were and it was 20 just a remote thing.
21 I'm going to bring all of that inhouse that I can, 22 rely on Bechtel and B&W and others for just those types of 23 things that I don't-want to do because you can't hold those 24 people accountable in the same sense as you can somebody that i
25 works for you. So we're beefing up the. entire engineering, I
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- ' 15 1 we'll end up with about 220 in the engineering group.
2 The new one down there, the dashed one, is the 3 Nuclear Plant Systems Manager. I think that in these plants 4 you_ought to have cognizant engineers that are responsible 5 from cradle to grave for these systems and components, and 6 that's what we're setting up in that organization.
7 Now of course, the chair at least wasn't there when 8 they designed the plant, but they're responsible for the 9 design, for any changes to it. Those people are responsible 10 for the love and care and feeding of their components and 11 their systems, and that includes making sure that the FM 12 program properly supports their' equipment and systems, that 13 the operators don't abuse it, and the whole thing. And I 1
14 think that will go a long way toward enhancing the engineering 15 support of the plant, which I considered to be weak.
16 [ Slide.3 17 In summary, the major changes within the nuclear 18 mission. We have come to the conclusion.that we need 19 approximately 930 people instead of the.090 presently allotted 20 to the station to incre se the engineering effort and also, 21 for the new planning and scheduling. And our quality 22 assurance and quality control organization is taking on the 23 balance of the plant, and that's going to take some additional 24 people there. And then throughout, we're going to shift 25 people, shift chemists, so that organization has been beefed l
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2 Most importantly has been an adjustment in the 3 salaries to make Davis Besse competitive. We have agreement 4 on what the adjustments will be, what level we will be taking 5 the whole organization to. We're working out now the details 6 of how we implement that. It will probably be a two-step 7 program. There's too much for an elephant to bite at one 8 time. And as we bring in people and organize we'll get these 9 people competitive. I'll be able to hire at a competitive i
10 level. And as I said, the Assistant Vice President, Nuclear 11 is concentrating on security, administration and personnel 12 .[ Commissioner Bernthal joins the meeting.1 13 COMMISSIONER ASSELSTINE: On the new people, how 14 many of those are realigning functions and responsibilities 15 within the existing organization?
16 MR. WILLIAMS: Well, the 690 to 930, 240 will be new 17 people. I can't get all those aboard by December. My goal is 18 December of 1986, and that is an ambitious recruiting campaign 19 to get the talent. In the meantime, I will fill from Bechtel 20 or Stone & Webster or wherever I can get a competent engineer, 21 and I will move him into the seat If it ends up he is a good 22 man and he wants to say, I will hire him, but, you know.
23 COMMISSIONER ROBERTS: That is a 35 percent 24 increase. Did you have any difficulty persuading l
35 Mr. Williamson of the necessity of doing that?
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17 1 MR. WILLIAMS: No, not really because whon you look 2 at the effort that is going to -- or the money that is being 3 paid consultants to do that same type of thing over whom you 4 have no account, you know, you pay those people twice as much.
5 MR. WILLIAMSON: Admiral Williams persuaded me it 6 would be more effective, both cost-wise and management-wise, 7 to do the work in-house rather than out-house.
8 COMMISSIONER BERNTHAL: A million dollars a day for 9 plant down time is worth a lot of money.
10 MR. WILLIAMS: Position descriptions. You know, you 11 don't have the right to bring a guy in and ask him to work for 12 you unless he knows exactly what it is he is supposed to be 13 doing, and I believe in detail,ed position' descriptions, and 14 they will be completed next week, at least for my first brush 15 with them, and that is for all 930 positions.
16 The new Commission personnel are being moved to the 17 site. We had about 50 people in downtown Toledo engineering, 18 and this says Material Supports personnel, and they are, too.
19 but also the engineering people are being moved out there. We 20 have had to go into a trailer complex to accommodate those 21 people for the present, but it's a nice trailer complex, and I 22 don't like trailers on site, but you have got to do with what 23 you have got to do, and they will be occupying that by the end 24 of this month.
25 We have a new plant manager in place. The position
18 1 of Assistant Plant Manager-Operation has boon ostablishod and 2 filled.
3 [ Slide]
4 The position of Assistant Plant Manager-Maintenance 5 has.been established, and an experienced maintenance manager 6 has been hired for that position. The Maintenance Depsrtment 7 has been completely reorganized. It has been enlarged, and 8 experienced personnel have been hired for the key positions, 9 and the position of Materials Manager has been established.
10 We have a new centralized planning department, as I i 11 refer to, and the previous plant manager assumed the duties as 12 head of the expanding EngineerinD Division, and are increasing 13 our staffing in engineering.
14 When I got there, I found a plethora of to-do items, 15 just a bit to-do list that reflected the SALP problems that 16 were surfaced in the last SALP report, and also the 17 performance enhancement program that Toledo Edison had 18 generated that was surfacing a-lot of the issues that we are 19 addressing here and correcting.
20 But there was just too much on the plate, and I have 21 reassigned the priorities of all of those issues, and the ones 22 that you see here on this slide are the ones that are going to 23 get the most emphasis and the most resources. When you read 24 the course of action, you will see the second category are 25 those that were well along and it didn't make any sense to
. . 19 1 terminato them.
2 The third category is of lesser priority. Now 3 gentlemen, that doesn't mean we are not going to pursue those, 4 but we are going to pursue them in the due course of doing 5 business.
6 '[ Slide.3 7 I have already talked about the position 8 descriptions and the merit review and salary administration 9 program, and that has moved very rapidly and we have come to 10 conclusion on that.
11 Configuration management is the really big swinger.
12 [ Slide.] Thst is a multi-million dollar program 13 that will do these things for me. It will give me component 14 system data base of what I have in the plant, verify that. It 15 will provide system descriptions that give our operators the 16 design basis for the operation of those systems. It will 17 validate our vendor manuals, give us control of drawings and 18 manuals, and it will give us a very accurate spare parts 19 allowance.
i 20 [ Slide.]
21 Now, in the interim we have to do something about 22 the spare parts allowance, so we have hired some engineers 23 that are competent to do that type of thing and they have done 24 it, to come in and review our vendor manuals and come up with 25 recommendations on the spare part additions that I will do i
20 1 now. And we will have some waste here because when I get on 2 down to the final line, I will find that there were some 3 things that these people recommended that my configuration 4 management program doesn't show 1 needed, but that is 5 downstream and I have to do something in the interim.
6 Management training. We need that --
7 COMMISSIONER ASSELSTINE: Before you leave 8 configuration management, that is obviously not the kind of 9 thing that can be done overnight. What kind of time frame are 10 you looking at?
11 MR. WILLIAMS: Our RFP should have already been on 12 the street, but it is not written just like I want it. It 13 should be on the street by the first of November, and we 14 should have that completed in its entirety by the end of 1987.
15 COMMISSIONER ASSELSTINE: So you are going to 16 contract out?
17 MR. WILLIAMS: I'm going for prime contractor, will 18 probably have some subs under him. I'm going to put it out so 19 people can bid on different parts of it and I can determine 20 who will be the sub and who will be the prime and just get the 21 best people we can and move as fast as we can on that area, 22 but that is really a multi-million dollar project, and I will 23 probably bring somebody inhouse to manage that contract who 24 knows that configuration management better than we know 25 configuration management.
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' - 21 1 COMMISSIONER ROBERTS: What type of organization 2 would the prime be, not by name but --
3 MR. WILLIAMS: It could be an architect engineering 4 firm.
5 COMMISSIONER ASSELSTINE: Although I take i t one of 6 your objectives is to make sure that from now on you have the 7 drawings, you maintain control of them, it is your plant and 8 your drawings and you know what is there.
9 MR. WILLIAMS: That's right. Now, those will be 10 moved out and we will have all of our stuff out of 11 Gaithersburg by the end of the year. I won't wait for the 12 configuration management to move that out and start 13 controlling our own drawings. It's just the validation and 14 making sure that what.we have on the record reflects what is 15 in the plant is a big effort, but we are in the process now of 16 moving not only the engineering support that Bechtel gives out 17 from Gaithersburg to the station but also moving all of our 18 data .from there to the station, and we do have the room to 19 store it properly.
20 [ Slide 3 21 Management training is important, and there they 22 had a management by objectives program that was in place when 23 I got there, and of course, the foundation for that kind of'a 24 program, it really starts with position d'escriptions, and 1 25 will continue that l
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1 Fire protection. I will say we are in hot pursuit, i l
l 2 in risk of a pun, of our compliance with Appen' dix R, and we 3 have a ways to go, but we know what needs to be done and we
' 4 are going to go'do it.
5 Nuclear mission procedures. We need site-wide --
6 CHAIRMAN PALLADINO: When are you going to do that?
7 MR. WILLIAMS: It is programmed out. I am having 8 them change it now. It~was stretched out, and we are pulling a 9 lot of those things that need to be done back into 1986 and 10 1987. When am I going to be in compliance with Appendix R?
11 I can't give you that date today, but we are working very 12 closely with Region III If I am hot in pursuit of Appendix 13 R, they are hot in pursuit of me'in pursuit of Appendix R. I 14 might put it that way.
- 15 [ Laughter.3 16 COMMISSIONER ASSELSTINE
- Joe, could you highlight 17 maybe a couple of the more significant items under fire 18 protection that you still have to do?
19 MR. WILLIAMS: I'm going to 1*t Mr. Wood step up to 20 bat on that one.
21 ?'R . WOOD: I think we have a number of fire dampers 22 that we are reevaluating, a number of-fire barriers that need 23 to be looked at and upgraded as necessary, and we also have 24 some cable routing to consider for protection or for l
25 rerouting.
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- 23 1 COMMISSIONER ASSELSTINE: For alternato shutdown 2 capability?
3 MR. WOOD: That's right 4 MR. WILLIAMS; We also installed a sprinkler system 5 eight feet off the deck, but we are not sure that it properly 6 reflects the heat so that you,will get the action of the 7 sprinkler heads, and that is under review also. A lot to do.
8 Nuclear mission procedures. We did not have
' 9 site-wide-procedures that are uniform, and there is some 10 conflict in administrative procedures, and I have told 11 Mr. Williamson that we are going to cut down on the l
12 consultants. I have the people in here now writing 13 procedures, and we had to resort to that, but we need good 14 site-wide procedures.
15 QA awareness program. We are cranking that into the 16 training program so that people are aware of the need for QA.
17 Non-outage work prioritization. We have a work prioritization 18 committee, and this is a function, of course, of the new 19 scheduling and planning group, and we have the STAS to assume 20 the interim EDO functions.
21 COMMISSIONER ASSELSTIhE: Could you explain that 22 last one a little bit?
23 MR. WILLIAMS: Yes, sir. It will be explained a 24 little further later on.
25 COMMISSIONER ASSELSTINE: We'1, that will be fine.
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24 1 MR. WILLIAMS: Woll, the idon is that tho shift 2 supervisor in times of emergency is hard pressed to keep up 3 with everything. We just felt that it was a good thing for 4 the STA to be the emergency duty officer or interim emergency 5 duty officer. But i f we would train him in that role, that he 6 would be a real valuable adviser to the shift supervisor and 4
7 take a lot of that load off of him in the first heat of 8 battle, such as happened on the night of June 9th, and at that 9 time, our STA was somewhat removed from the place. He is in 10 very close proximity now.
11 COMMISSIONER ASSELSTINE: More an integral part of 12 the shift now than they used to b e' 13 MR. WILLIAMS: He just has another function there, 14 specifically.
15 I would like to have the assistant plant manager for 16 maintenance now discuss the improvements in the maintenance 17 program, Mr. Chairman. That is Mr. Steve Smith.
18 CSlide.3 19 MR. SMITH: Thank you, Admiral, Mr. Chairman, 20 Commissioners.
21 The maintenance improvement program currently 22 involves changes and improvements in many broad areas, and 23 major areas affected are organization and st'ffing, a training, 24 administrative and technical procedures, preventive l
l 25 maintenance, spare parts and material control, engineering
.- _=. . _.. . .
. . 25 1 intorfaco and support, plant oloonlinoss and motorial 2 readiness, and new facilities.
3 To assure that our new philosophies and our new 4 programs and concepts are brought together and all maintenance 5 department personnel clearly understand the duties.and 6 responsibilities, the position descriptions, along with our 7 new management policies, are being incorporated in the 8 procedure which I call conduct and maintenance activities.
9 This procedure is currently in its draft stage, and 1
10 I i n t e n'd for the procedure to be approved and implemented by 11 October 15th of this year, at which time training will be
~
j 12 conducted for all maintenance personnel 13 CHAIRMAN PALLADINO: You list facilities. Are you 14 building some new training facilities?
15 MR. SMITH: Yes, sir.
!~ 16 MR. WILLIAMS: We have a slide on that.
17 CHAIRMAN PALLADINO: I will wait.
18 MR. SMITH: The maintenance organization itself --
19 CHAIRMAN PALLADINO: Now, are the facilities going 20 to be completed by the 15th?
21 MR. SMITH: No, sir. Just the procedures.
22 [S11de3 23 The maintenance organization itself has been 24 realigned to perform two specific activities; that is, to 25 provide adequate supervision, increased supervision to assure
. . . ._ __ _ . _ _ _ m- m . _ - - ._ __. _ - _ - - _ _ . _ _ _ _ _ _ - - . _ _ . . _ _ . _ _ . - - _
- 26 t
, 1 the corroct conduct of maintenance activitios in the field and 2 to provide a small technical staff that will be the parent 3 body for maintenance technical procedures and for minor 4 maintenance technical problem resolution.
5 The dotted line blocks that you see are new 1
! 6 positions within the maintenance department. The ones wi,th the l
l 7 dark hatch in the corner are those that are realigned to 4
8 higher planes of supervision. New men brought in from the j
9 outside in the maintenance organization are myself, the 10 maintenance superintendent of instrument control, the general 11 foreman mechanical, and the mechanical maintenance ,
I 12 superintendent, e
13 CSlide.1 I
14 I have realigned certain personnel within the 15 group, promoted certain personnel, upgraded other personnel 16 The new composite maintenance experience within the i
4 17 organisation is 155 years nuclear and power plant experience, 18 Within that 155 years, we have 60 years of commercial nuclear k
19 plant experience.
20 The maintenance organization of new management -
2 21 personnel are intended to accomplish several things, but more l 22 important is improved communication both within the group and i 23 within our facing organizations. To assure that communication 24 exists, I have increased the number of first line supervisory 25 personnel in the mechanical area to one to ten craft persons.
4
.-,e .-. - -
27 1 It was originally one to twenty-three. In the electrical 2 area it is one to six. It was one to twenty-six. In the ISC 3 area it is one to seven. It was one to nineteen.
4 4 These people each have direct supervisory 5 responsibilities in the plant, are required to spend 75 6 percent of the working day in the plant with the personnel 7 supervising activities. They each have a prime collateral 8 duty, some of which I will get into later.
9 To assure that I set the pace for communications 10 within the maintenance department, I meet daily with my 11 superintendents, the general foremen and the lead engineers. I 12 meet weekly with all the foremen and the shop stewards. We 13 are a labor-organized organization.
i 14 I meet monthly with each discipline in their i
15 department, and I meet quarterly with the entire department.
16 The superintendents themselves have an additional schedule for j 17 meeting with their people.
18 COMMISSIONER ROBERTS: Did you encounter any 19 difficulty with your bargaining unit on changing these ratios?
i 20 MR. SMITH: Yes, sir, I did. They had a union 1
21 position called group leader which had been responsible for 22 the supervision of maintenance activities in the plant, and 23 those individuals thought that their, authority had been 24 usurped somewhat, I have redirected their authorities and 25 responsibilities te the training area and have outlined a
28 1 program where they can be of much more benefit with their 2 wealth of knowledge and experience, and I have outlined the 3 reasons for the increase in management staff in the plant, 4 which is actually a help for them. We can communicate better 5 with supervisory organizations outside the maintenance I 6 department and cut away the logistical interference fLr 7 getting war.k done.
8 COMMISSIONER ASSELSTINE: In terms of your ratios i
9 and in terms of your requirements that they spend 75 percent i
10 out in the plant, how does that translate in terms of the i
11 amount of ongoing work that they are able to at least observe 12 to some extent?
13 MR. SMITH: It is my observation, I have it on paper 14 right now, that we are increased the amount of the work done 15 in the field by a factor of three.
16 COMMISSIONER ASSELSTINE: Would that, say, mean that 17 your supervisors would be out there actually seeing say 50 18 percent of what's going on in terms of individual jobs or --
l 19 MR. SMITH: Basically. They rotate between two to 20 four crews. Bear in mind now that just the increase in 21 the supervisory staff is not the reason why we have improved 22 our work performance. We have a centralized planning group 23 that takes care of a great deal of the paper work burden for 24 the foreman, the paper work flow to the field, and 25 communications with the operations department has improved
. . 29 1 immensely. We have vast onginooring support whoro wo did not 2 have it before.
3 The entire organization is working together to move 4 the work into the field and ensure that we are ready to do the 5 work.
6 In the area of training for the maintenance side, I 7 have established an organization and directors within the 8 organisation to be sure that we identify and establish a 9 schedule and meet our training needs.
10 To this end, I have a foreman in each discipline who 11 is designated as the training foreman, and his sole 12 responsibility is to ensure that the training schedule is met 13 by our personnel, to monitor the program performance within 14 the training program, and to coordinate in-shop training.
15 I have established training shifts with each 16 discipline. Those shifts aT e comprised of. craft and 17 supervisory ~ personnel. They are dedicated for a period of a
18 time each year into the training program. Their sole job and 19 function is to attend training and complete that training.
20 To assure that we have adequate feedback and craft 21 input into the training program, I have established training 22 councils within each discipline. Those councils are composed 23 of craft personnel on a ratio of 1-to-10 for that discipline.
24 The training foreman is a member of that council, and the 25 training discipline supervisor is additionally a member of 4
- , - - , - ,-.n ,
. 30 1 that council.
2 That council reports directly io me and the training 3 director. They make recommendations for the type courses to 4 he taught. They assess the quality of the courses that are 5 being taught, and they help us to develop a training schedule.
6 Where appropriate, we are using outside 7 organizations and facilities to augment our training facility, 8 such as Babcock & Wilcox, vendors and other utilities.
9 Currently we are using the facilities of Commonwealth Edison.
10 We have mechanical, electrical and. instrumentation control 11 personnel right there at this time attending portions of
~
12 training, until such time as our training courses are fully 13 developed and implemented at the site.
14 COMMISSIONER ASSELSTINE: Steve, there's obviously 15 some sort of dynamic tension between the amount of work that 16 you've got going on at the plant and the objective of being 17 able to devote more time to training these people. Is this 18 like a longer term effort, or are you really achieving --
19 MR. SMITH: This is ongoing right now. I have 20 established that our training schedule will be met. We have 1
21 gone to outside contract organizations to augment our 22 maintenance staff in the plant. We are meeting our work 23 schedule with contractor augmentation. We are using 24 additional Toledo Edison maintenance personnel from some of i
25 our fossil facilities that do have experienced personnel,
. . 31 1 oxportonced at Davis Bosse. We are moeting both noods and 2 will continue to meet both needs.
3 I have budgeted for 1986 and will continue to budget 4 20 percent of our manpower to training all the time. Our 5- schedule works out to be 48 weeks a year maintenance will be 6 in training.
7 MR. WILLIAMS: Dave Bleddo was sending those people 8 over to Chicago to Commonwealth Edison, but they sent them.
9 COMMISSIONER ZECH: Let me just say, too, I think 10 your emphasis on maintenance is certainly appropriate, and 11 also your emphasis on training and the establishment of a
~
12 nuclear training director at a higher level, I think is 13 certainly the right way to go.
14 What I would like to hear from the maintenance head 15 is as far as maintenance is concerned, you've got to work very 16 closely with your operational people.
17 MR. SMITH: Yes, sir.
18 COMMISSIONER ZECH: Now, how do you accommodate 19 ensuring tla a t your maintenance fits in with your operational 20 schedule during the time the plant is running at 100 percent 21 power, for example?
22 MR. SMITH: The advantage of'having a centralized' 23 planning and scheduling organization is that within that 24 organization are SRO people, actually licensed people in the 25 plant. That organization actually is the driver, as far ~ as
32 i schedule is concerned.
2 COMMISSIONER ZECH: Who is in charge?
3 MR. SMITH: Mr. Mike Shefers, who reports directly 4 to the plant manager. He speaks for the plant manager on 5 schedule decisions.
6 COMMISSIONER ZECH: But I mean who is ~ in charge of 7 whether something is going to be -- some maintenance operation 8 is going to b.e placed in effect, or whether it is going to be 9 delayed? Who has the final decision on a maintenance item i
10 during plant operations?
11 MR. SMITH: That's a difficult question to answer in 12 that operations has input to that schedule, maintenance has 13 input to that schedule, engineering has input, 14 COMMISSIONER ZECH: But who's in charge?
15 MR. WILLIAMS: It really comes down to the plant 16 manager.
17 COMMISSIONER ZECH: I hope so.
18 MR. WILLIAMS: Well, you know, the plant scheduler 19 says I want to do these things at the plan-of-the-day meeting, 20 and the people say no, you're not going to do them, and the 21 plant manager has to step up and say either yes, you don't do 22 them, or yes, you do do them.
23 COMMISSIONER ZECH: Well, you have emphasized 24 maintenance, and it sounds like in a very strong and healthy 25 way, and I commend you for that.
33 l
1 On the other hand, you've got to have somebody in 2 charge.
3 MR. WILLIAMS: That's right. No, no, he's not a <
4 loose cannon.
5 COMMISSIONER ZECH: Good.- He's very enthusiastic, I 6 can tell, and I just wanted to make sure t h a t - s ome body 's got 7 control of it.
8 MR. WILLIAMS: Yes, sir.
9 LLaughter.3 10 MR. SMITH: In the area of administrative and 11 technical procedures, we have established an upgraded program 12 that commenced-this month. We now have four people on site.
-s 13 Effective Monday, we will have four more people on site. That 14 cadre of personnel are immediately involved with the upgrade 15 of the administrative department or the administrative 16 procedures for the maintenance department 17 We intend to do several things with this effort:
18 One is to incorporate NRC, INPO and industry 19 guidance into our administrative program.
20 We are going to establish formal feedback mechanisms 21 within the administrative controls to ensure that the craft 22 personnel experience in the plant is evolved back into the 23 procedure as ongoing procedure improvement 24 We want to improve our technical procedures; both 25 technically and in the " doer" fashion. To that end, we have
34 1 included in the staff of personnel a human factors engineer.
2 He is presently assessing the format of our procedures. We ;
3 are going to reformat the procedure for each discipline to 4 assure that it works specifically for that discipline, and 5 that the work flow through the procedure is correct and will 6 permit quality work in the plant.
7 I have established in a directive at this time that 8 any revisions to existing procedures or any new procedures 9 created until such time as we have the program fully rolling 10 will be reviewed by craft personnel and their comments 11 resolved prior to my approval of the procedure and its 12 submittal for plant approval 13 This effort will involve approximately 100 i
14 administrative procedures and approximately 1500 technical 15 procedures.
I'm going to break in, if you
~
16 MR, WILLIAMS: St4ve, 17 don't mind, Mr. Chairman. I want to move along. He's 18 provided for a systems engineering group to provide the 19 preventive maintenance input to upgrade our preventive 20 maintenance program.
21 The spare parts and material control in the next one 22 is being addressed in an interim fashion by bringing in the 23 engineers I was talking about to give us a purification of the 24 spare parts system, at least on an interim basis.
25 Steve has also written the directives for the
l 30 i l
1 engineering interface, to make sure that he gets the proper l
l 2 support and that engineering knows what support he needs.
3 Now, Steve, I'd like you to take that next one, 4 plant cleanliness and material readiness, back away from me, 5 would you, please.
6 MR. SMITH: Yes, sir. In the area of plant 7 cleanliness and material readiness, we have two concurrent 8 programs in place. I have a composite crew that is devoted to 9 walking down the plant, identifying plant cleanliness and 10 material readiness items.
11 The crew consists of mechanics,' electricians, I&C 12 personnel in our station services organization, which is the 13 janitorial service. The size of the crew is approximately 30 14 people. Their supervisor reports directly to me. They are 15 responsible for correcting minor problems when they are 16 found. They initiate maintenance work r e q u e s t s . 'f o r those that 17 they cannot correct, and they establish a schedule and conduct 18 cleaning in the plant based on the priorities for those areas 19 in the plant.
20 Additionally, each member of my staff, which is i 21 approximately 38 individuals, is responsible for doing 22 inspections in the plant. We are building a very large l 23 backlog of plant cleanliness and material readiness 24 activities. I intend to do this. I have given specific 25 guidance for this to happen.
i f
- 36 1 This backlog of work will be prioritisod and 2 scheduled on a weekly-basis into the plant for composite work 3 crew of mechanics, electricians, ISC people and station 4 service men. This crew will have a prime responsibility of 5 being what I call the "do it now" force. They will report 6 directly to the shift s.upervisor and respond to his 7 operational needs in the plant In order to keep them 8 productive, they will work on this backlog of work when they 9 are not performing functions for the shift supervisor.
10 COMMISSIONER ROBERTS: What is your backlog now?
I 11 MR. SMITH: There actually are two backlogs. The 12 backlog of work that existed on 6/19/85 was 969 corrective 13 maintenance work orders. We have to this date accomplished 14 663 of those work orders, leaving 306 which are being factored 15 into the schedule at this time.
16 We have initiated an additional 1431 work orders.
17 Of those, we have worked off 486 to date.
18 In the area of preventive maintenance, we have a 19 current backlog of 138 preventive maintenance activities. 46 20 of those are in the process of being worked at this time. 21 21 more are on schedule to be worked. The additional would be 22 worked prior to start-up.
23 MR. WILLIAMS: The new maintenance facilities that 24 are being provided, Steve, includes a five-story structure on 25 which we have broken ground. We are probably putting in steel
. -. . . .~ _ ~ _ _. _- .__ . . _ _ - = _ _ _ - . _ . . .- - - . . .
r
\
37 i
, 1 today, and we will be into that building .next November or next l
? 2 October. It's a five-story structure, 100 square feet, and it 3 gives the shop facilities a really modern well-equipped
\
!- 4 machine shop, electrical shop and an ISC shop.
1 5 It also has facilities for the quality control and 4
6 for the engineers that are. direct support of the plant. It's 1 7 a patch to the present station building, with access directly 8 into the. plant.
u
\
9 CHAIRMAN PALLADINO: What interim facilities do you 10 have for training maintenance people?
1
! 11 MR. WILLIAMS: Well, the training area -- we have i
12 a very good training facility that is coming into being. The 13 square footage -- it is astounding to me how much room they i, 14 hae down there. There are three laboratories that are being ,
i '
} 15 constructed in that building. They will be complete in i
l 16 December.
$ ~
l 17 CHAIRMAN PALLADINO: You are talking about the new 18 building?
19 MR. WILLIAMS: No, sir, that's a separate building.
20 The training laboratories are down in the training building.
I 21 These are actual workshops, well-equipped workshops. But the 22 training laboratories -- and we will be speaking to-them later 23 in'the training section -- are being installed in a building 24 that is outside the controlled area.
25 MR. WILLIAMSON: Mr. Chairman, we ~have two buildings
- 38 1 we are talking about, really; the shop facility building is t
2 one that we have been planning for two years now, and have 3 broken ground and are underway. It is attached right to the 4 main part of the plant itself, so it will provide large shop 5 facilities to what we have, as well as processing facilities, 6 to bring people in and out. -
7 The other building is a separate training building, 8 two-story, very large building. The entire second floor of 9 that building is devoted to training, classrooms, facilities, 10 plus part of the first floor has laboratories.
11 I think it is very important that people get 12 hands-on training in things, 13 CHAIRMAN PALLADINO: Do you have mock-ups or --
14 MR. WILLIAMSON: Yes.
15 MR. WILLIAMS: There will be. They are being i
16 installed now.
17 Now I would like to turn our direction to the i
! 18 specific events of September -- June the 9th --
i 19 COMMISSIONER ASSELSTINE: Just before we do that, I i 20 have just a couple more questions, if I could.
21 One was, could you give me -- you talked about the
' '22 - backlog, cutting down the backlog. How does that translate in 23 terms of say equipment that's been out of service for long 24 periods of time? Are you focusing on the stuff'that's been 25 out, whether for spare parts reasons'or whatever, has been out I
e . 39 1 for a good period of timot 2 MR. SMITH: Yes, sir. We have established new 3 priorities. .Those priorities include items such as 4 safety-related equipment, fire protection, security equipment, 5 personnel safety items, and those things that have been 6 outstanding for long periods of time due to the fact that they 7 were not essential for plant operations, but they are a long 8 term maintenance conditions.
9 In our water treatment facility, we have an 1
i 10 intensive effort to remove no longer needed systems, to l 11 improve the cleanliness in the area and the operability of the 12 system That facility is near completion at this time and i 13 looking'very good.
14 We are directing ourselves at all the material, 15 equipment type items in the plant, and that program is coming 16 along very well. -
17 COMMISSIONER ASSELSTINE: How are you doing on 18 equipment that's out of service in the control room?
19 MR, SMITH: We are working very intensely in the 20 control room to --
21 MR. WILLIAMS: What did you say about the 22 enunciators? They will all be clear by start-up?
23 MR. SMITH: Except for the ones that have to be left 24 due to system alignment, they're going to be clear in the l
25 control room.
I
a .
40 1 MR. WILLIAMS: Lifted lead and wire log is being 2 attacked vigorously also, as is the instrument air, which you 3 asked the last time we were out there.
4 All of these maintenance things are going into 5 place. You realize this has only been going on about six or 6 seven weeks now, and you said you have a mature, glossy system 7 out there, the answer is-no. You know, we are -- this is all 8 being done in parallel and there's a lot of things going on, 9 and it will be a while before things get to where we are 10 satisfied that we have in place everything that we want, and 11 that it is working the way we want, and this takes a little 12 bit of time.
13 COMMISSIONER ASSELSTINE: You talked also about 14 upgrading your maintenance procedure for different pieces of 15 equipment. Could you talk a little bit about where you stand 16 in upgrading your maintenance procedure for safety-related 17 valves?
18 MR. SMITH: The program for upgrading those 19 procedures is --
20 MR. WILLIAMS: Safety-related valves.
21 MR. SMITH: Yes. First, we have to create the 22 administrative controls and approve our administrative 23 controls. The first one is the development and approval of 24 procedures and that's the one we are working on right now.
25 It is our intent to complete the administrative
1 41 1 controls portion prior to the and of tho yoar and start the 2 massive technical upgrading program. There are several 3 reasons for that. We are allowing the systems engineering i 4 review group to'get their effort underway. We will come in 5 behind them and we will be pacing each other in the. upgraded 6 procedures. ,
7 Some of the informational fall-out from the system 8 review is going to help us upgrade our technical procedures.
9 MR. WILLIAMS: The Limitorque valve procedures that 10 we had to go -- they were a result of Mr. John Woods' group.
11 Those are specially developed procedures to go in and to 12 adjust those.Limitorque valves. ~ So whenever we run into a 13 problem like that in the "get.well" program, that is a 14 separate issue, and that procedure is addressed right then, 15 but it's addressed by the technical group agreed to by 16 maintenance. And it is not one of the routine things as of 17 yore. It will be in the future, okay?
18 May I go on, sir?
19 COMMISSIONER ASSELSTINE: Yes. That's all.
20 MR. WILLIAMS: On June the 9th event is the next 21 area I'd like to address, and I'd like Mr. John Wood, who has 22 headed up the effort that was manned by Toledo Edison 23 engineers and also the best talent that we could find 24 throughout the nation to bring in to work on these individual 25 problems. And, Mr. Wood.
l l
42 1 MR. WOOD: Thank you, Admiral, Mr. Chairman, 2 Commissioners.
3 The 6/9 sequence of events involved a number of 4 equipment concerns or anomalies. These concerns were 5 addressed using guidelines developed with cooperation with the 6 NRC fact-finding team.
7 I am going to present on the next page then the 8 basic process that was used. We subjected an investigating 9 and trouble-shooting routine using detailed action plans which 10 were again reviewed with the NRC fact-finding team to these 11 specific concerns that generated findings, root causes, that
-12 -allowed us to appropriately identify what corrective actions 13 and generic implications were involved.
14 Now, what you are going to find on the following 15 slides are items addressing each one of these.
16 The generic implications are specific to Davis 17 Besse equipment, not industry generic implications. Also some l
l 18 of the programmatic generic implications, such as maintenance, 19 training, testing and operator actions are addressed in other 20 elements of the program.
- 21 [ Slide.]
22 MR. WOOD: The concern was the overspeed tripping of l
r I
23 the number one main feed pump turbine, which initiated the 24 plant runback which then resulted in the reactor trip. We 25 found in our investigation that there was a failed circuit
= . 43 1 board capacitor in the Gonoral Elootrio control system. This 2 control system had been newly installed in a previous 3 refueling outage. Here, very simply, we are going to replace 4 the faulty board and also continue the checkout and testing of 5 he controls for both main feed pump turbines.
6 [S11de.3 7 The next item is the steam feedwater rupture control 8 system, which had a spurious actuation and closed both main 9 steam isolation valves, thus isolating team to the main feed 10 pump turbines. Here we have found in our investigations that 11 the turbine trip caused the pressure oscillations, wh i c h then 12 the system recognized as a low steam generator level .
13 situation.
14 Now, this oscillation is caused when the massive 15 turbine stop valves slam shut under full flow conditions. It 16 sets up an oscillation within the secondary side. We have 17 made some changes in the last refueling outage on some level 18 transmitters which had caused a more responsive level tap.
19 That more responsive situation then allowed the oscillations 20 to be detected, and then the system responded inappropriately.
21 Here we have fixed this or intend to fix it by 22 adding electronic filtering to the input signals to prevent 23 this from happening in the future.
24 [ Slide]
25 The next item is the auxiliary feed pump turbines.
i
' + 44 1 COMMISSIONER ASSELSTINE: On tho SFAR oyotom, I toko 2 it that you are pretty well satisfied that thero aren't any 3 broader questions or implications about the reliability?
4 MR. WILLIAMS: No, sir. There are some things that t
5 we wish to change about it, but that will be addressed later 6 by Mr. James, who headed up the decay heat removal.
7 MR. WOOD: The next item was the auxiliary feed pump 8 turbines, which had tripped on overspeed. This, of course, 9 prevented the backup supply of water to the steam generators.
10 It has been our determination through our investigations that 11 this was caused by condensation in our long steam inlet lines, 12 in which condensation forms in t'hese lines as the lines warm 13 up from the ambient using the hot steam, and this then 14 disrupts the proper turbine control.
- 15 We intend to correct this by keeping the lines hot 16 with steam to greatly redude the water formation. We are also 17 going to improve the governor controls on our number one 18 turbine to be identical to our number two turbine, which was 19 changed out in our last refueling outage.
20 MR. WILLIAMS: That's one of our big swingers. When 21 we move that steam valve down next to the turbines, it makes 22 that entire steam line then -- you have to consider it from a 23 high energy break. Bechtel has done the analysis on that, and 24 we have some of the whips or some of the supports, new ones 25 that will have to be put in, designed. The control valves ar*
45 1 on order and we will be moving them down, but we are taking 2 care of the high energy line considerations at the same time.
3 [ Slide] .
4 MR. WOOD: Continuing on, we have the auxiliary f
5 feed pump turbine trip and throttle valves. Now, the j
6 operators experienced problems when they went down into the
! 7 rooms and tried to reset these valves. We have found that our 8 procedures and our prior training were not entirely 9 sufficient, and to correct that, we are providing improved 10 hands-on training with actual full steam pressure at the 11 valves.
l 12 We are also giving the operators additional help by i
j 13 providing placards and local indicators so that they have 14 better indication at the equipment as to their situation. We i
15 are also enhancing communications in the pump rooms.
16 You should note that under generic implications 1 17 here, there can be other crucial operator actions such as 1
I 18 resetting of the emergency diesel generators, for instance, 19 that need to be performed locally. This area was looked at by 1
20 our operator actions review group that B111 Connor will be l
21 talking to later.
! 22 COMMISSIONER ASSELSTINE: How do you enhance I
23 communications both between the pump rooms and up to the t
i 24 control roomt 25 MR. WOOD: Prior to this, we had one Ositronics l
t I
I
.._. _ _ _ _ . _ _ _ . . _ ~ _ _ . _ _
46 i station in the number two room, and we are putting an 2 additional Gaitronics station in the number one room so that 3 they can communicate between each other and also to the 4 control room.
5 Next we have the auxiliary feedwater valves, AF599 6 and 608. These valves failed to open on demand after closing 7 earlier. They closed earlier when the operator incorrectly 8 pushed the top buttons on the auxiliary feedwater initiation 9 buttons. This should have been corrected, however, when he 10 went back a minute or so later and reset the buttons. The 11 valves, however, failed to open.
12 This gets into our motor operator problems that 13 Steve mentioned just a short while ago. The valves were 14 allowed to torque out before opening. We are moving the 15 MOVATS system to go in and readjust, and we will have the 16 ability then to verify that the settings are correct.
17 This is, of course, applicable to other motor 18 operated valves in our plant.
19 CB11de.3 20 The next is a pilot operated relief valve, or the 21 PORV. During the transient, the PORV failed to close properly 22 after its third opening. However, the operator had closed the 23 block valve and isolated the FORV, thus shutting off flow. He 24 went back a couple minutes later, reopened the block valve, 25 found that the PORV was still closed. So it was not defined l
[
47 j 1 at that point whether the FORV.actually was in a failure mode. i 2 We disassembled the valve,-found no physical 3 evidence to explain the improper closure. However, we cannot 4 rule out poor material in the pilot. We find that the 5 Davis-Besse record on our PORV operations is similar to 6 industry experience, and I think the bottom line is there that 7 the FORV is.not 100 percent reliable and you have to be able 8- to design your plant to accommodate occasional failure to 9 close.
10 CHAIRMAN PALLADINO: Were you looking into the ,
11 characteristics of the PORVs with regard to cycling? Is there
- 12 some aspect of cycling that influences the effectiveness of 13 the valve?
14 MR. WOOD: We are looking into the testing that will 15 give us additional information regarding cycling, yes, sir.
16 COMMISSIONER ASSELSTINE: And specifically in terms 17 of that, are you going to do tests on the valve, or at least a 18 similar valve that cycles and also that uses both steam and 19 water going through it to see whether that's a problem?
20 MR. WOOD: We are currently developing a test 21 program in cooperation with the Duke Power Company using the 22 Marshall facility and some of the EPRI valves that were used 23 there, and we will be getting that under way in a short 24 fashion.
25 MR. WILLIAMS: And we will be doing confirmatory
48 1 action testing on the rebuilding of the one that we have; is 2 that,not right?
3 MR. WOOD: That's correct.
4 COMMISSIONER ASSELSTINE: So that would really go 5 beyond the EPRI's testing that has beer. done so far. So-in a 6 sense that may be useful generically. You may have the only 7 kind of this particular valve, but I suspect the information 8 will be useful to everybody that has PORVs.
9 MR. WOOD: That is correct, and it is also our 10 intent to test other valves besides the one that we have.
11 CS11de.)
12 The main steam headers is the next item. We had 13 .some pressure control problems experienced on the main steam 14 headers. We found this to be actuation of the atmospheric vent 15 valves, which took the header pressure down. We are 16 correcting this by adjusting and checking out the atmospheric 17 vent valve control circuitry.
18 Part of the reason for the manual actuation of the 19 atmospheric vent valves is the operator's. uncertainty over the 20 main steam safety valve performance, so we will also be 21 testing the main steam safety valves and refurbishing them as 22 needed so that the operators have confidence in that l
l 23 equipment.
l 24 COMMISSIONER BERNTHAL: I have one question about 25 the previous point on the PORV. Refresh my memory for me. As i
i
49 1 we all recall, in the Three Mile Island incident, to be sure, 2 it was a problem tha t- the valves stuck open, but in my 3 judgment, an even greater problem, whether it is this valve or 4 a pump or whatever it is, is lack of information, positive 5 information about what really is happening.
6 I seem'to recall -- and again in this case you did 7 not have positive information. You only had, at best, 8 indirect information on whether the' valve really was open or 9 shut. Is that the case? And I trust that -- you can do a lot 10 with mitigation and operator action, but only if you are 11 getting information. That surprised me way back in '79 and it 12 continues to surprise me.
13 MR. WOOD: The second bullet under corrective 14 actions are the acoustic monitor.
15 COMMISSIONER BERNTHAL: I a,ssume that is --
16 MR. WOOD: That is the direct indication that there 17 is flow out of the PORV. Now, the situation here was that 1
18 that indication was not in the direct line of sight of the i 19 operator at his panel but it was off to the side. The i
20 operator correctly closed the block valve during the 21 transient, but that was in response to system characteristics, i
! 22 which were appropriate.
1 23 COMMISSIONER BERNTHAL: Yes, exactly.
24 MR. WOOD: Here, we are moving lights from that 25 post-accident monitoring system directly onto the panel so l
50 1 that he will have that direct line of sight information 2 available to him. So we will have a more unambiguous direct 3 indication.
4 COMMISSIONER BERNTHAL: Is that kind of effort -- I 5 probably ought to ask our staff. but at least in your plant, 6 are you.at some point, at least, down the line, perhaps 7 systematically going through to make sure that whether or not 2 something works, at least you know whether it worked or not, 9 that you are getting the information whether or not there is a 10 mechanical failure, in fact?
11 MR. WOOD: Yes, that is part of our control room
~
s 12 design study.
13 MR. WILLIAMS: We have a human engineering program 14 for control room design that is ongoing, and we will be 15 picking that up and bringing those into the fore.
16 [ Slide.3 17 MR. WOOD: I want to move on to the main feedwater 18 startup control valve. When the operators put on the startup 19 feed pump, they needed to open SP-7A or its sister valve, 20 7B. They were uncertain as to the status of it due to a blown 21 light bulb. Here there was no significant finding and it was 22 actually just a blown light bulb that has been corrected.
23 [ Slide.3 24 Next we have the auxiliary feed pump --
25 CHAIRMAN PALLADINO: What was it, a blown light I
4 51 1 bulb?
2 MR. WILLIAMS: Yes, sir. There was no indication.
3 Another thing that flowed out of that, too, he asked them to
) 4 go back and determine what was wrong, and they determined the 5 light bulb was blown, and then when he started replacing it, 6 he also put a six volt in a 120 volt circuit, and that blew, 7 and so we have put some labels up that say, essentially, don't 8 put six volt light bulbs in 120 volt circuits.
5 9 [ Laughter.3 10 MR. WOOD: And the next, auxiliary feed pump number 11 one suction supply. We had that pump suction transferred to
~
12 the backup water supply, which is service water, which'is raw 13 lake water, and that is an undesirable feature. We have 14 found, though, that there was no impact to the steam generator 15 from water chemistry checks.
16 Also, the transfer took place because of, again, a 17 transfer or a transient condition. When you disrupt the flow 18 or suddenly introduce flow, you can set up oscillation j 19 again. Sensitive instrumentation picks that up and makes a i
20 transfer.
21 In order to improve the hydraulics, we are going to 22 remove and replace strainers as appropriate. We are also 23 improving the circuitry by revising the transfer switch 24 setpoints and providing a time delay to take some of that 25 sensitivity that is not needed out of the circuitry.
l
_ _ ._ _ _ _ __ . _ _ _ . . __ . .m ._
i f
, 52 i !
! 1 We have Valve MS-106, which is used to emit steam i
2 from steam generator No 1 to aux feed pump turbine No. 1 s
3 [Sitde.]
i ,.
I 4 This valve -- it indicated a stroking in a much 1
I 5 faster time than the water should have with the seal-in I i
4 6 circuitry. We found here again that the motor o p e r a t-3 r on the i t
i 7 valve was not properly adjusted and falls into the same 8 category as the other motor operated valves we discussed, i
9 COMMISSIONER ASSELSTINE: Are you confident, both in 10 this case and in the previous ones now, that what you have i
7 11 done t o. look at the motor operated valves, the use of the 12 MOVATS machine, that that is going to resolve some of the 13 uncertainty that had existed before about what is needed to be k-done both to maintain and to assure proper setpoints for the
^
14
]
i 15 motor operated valves?
l 16 MR. WOOD: Most certainly it will take. care of much i
1 17 of that uncertainty.
j 18 MR. WILLIAMS: And we are going to do the !
4 19 confirmatory testing on that to make sure that they do operate 20 properly with the differential pressure.
I'
- 21 COMMISSIONER ASSELSTINE
- Are you doing all your )
1 i
22 motor operated valves and not just these?
23 MR. WILLIAMS: We are doing all of them in the i
j 24 safety systems and we will do the others -- Steve, when do 25 you plan to get to the others?
i i
)
i I
,- :. - - . , , , , , . . - , , . , , _ . . , , . , . _ _ _ . . . . , _ _ - , . y- _ . _ . _ _ . _ - . . _ _ - , , , , . . , . ~ _ . . , , _ . . _ . . - , . , , _ _ . _ , . _ . _ _ . _ _ , .
53 1 MR. SMITH: It is an ongoing schedule that will take 2 us through 1986.
3 MR. WILLIAMS: It will be done before startup.
4 CHAIRMAN PALLADINO: I'm sorry. What?
5 MR. WILLIAMS: All safety-related motor operated 6 valves will be done before we request permission to start up, 7 or before startup.
8 COMMISSIONER ASSELSTINE: That is what, 180 of them?
9 MR. WOOD: 166 is a ballpark number, 10 CHAIRMAN PALLADINO: I was just going to ask you how 11 much of these things are going to be done before restart, t
12 MR. WILLIAMS: They will all be done before restart, 13 yes, sir.
14 CHAIRMAN PALLADINO: And what was this about 198B?
15 MR. WILLIAMS: The nonsafety ones. We have a lot of 16 motor operated valves throughout the plant that are not in l
17 safety systems and that really, we feel, are not required for 18 startup, but they will be on a continuing program of checking 19 those.
20 CHAIRMAN PALLADINO: I guess my concern is that the 21 so-called non-safety valvts generally and inevitably have some 22 impact on the plant. Is there any interaction between these 23 systems that causes concern?
24 MR. WILLIAMS: Well, we will do them as rapidly as 25 possible, Mr. Chairman, and we've Dot MOVATS teams in there I
I t _ _ _ .-- . ..
54 1 and our own teams. We bought one of these sets and when we 2 get through with it then we'll rent it out to the rest of 3 industry to get my money back.
4 CLaughter.3 5 CHAIRMAN PALLADINO: Well, my question is actually 6 broader. We have all sorts of procedures here that you're I
j 7 revising, you have a new organizational setup, you've got new 8 things underway with regard to maintenance. You have O
f 9 corrective actions on specific components. And I guess in the 10 end what I'd like to get a feel for is what are you planning 11 to do of these before restart, and how can you get away with P
12 stopping wherever you're going to stopf 13 MR. WILLIAMS: The next presentation you will see is t
14 one that a concern was raised the day after the event when we i
15 set in motion the action to determine what systems needed 16 reviewing based on the June 9 event, and we have review groups 17 set up. There are about 50 engineers working in this area 18 that are reviewing the history of these systems and 19 determining what confidence we can place and what kind of 20 testing we need to do, what kind of corrective action we need 21 to do, what additional preventative maintenance we might need j 22 to do to assure ourselves that those systems that we consider l
23 to be essential for startup are, in fact, operable when we --
24 before we decide to start up. And that's the next 1 25 presentation.
I i l
l
o .
55 1 CHAIRMAN PALLADINO: Okay.
2 COMMISSIONER ASSELSTINE: Joe, just for a point of 3 reference, you said there are about 166 safety-related I 4 niotor-operated valves. How many do you have that are a
S non-safety related? A ballpark.
6 MR. SMITH: About 110.
7 COMMISSIONER ASSELSTINE: 100 more? Okay. Thanks.
l 8 MR. WOOD: Okay, continuing on, the n u c'1 e a r ,
1 l
9 instrumentation and nuclear source range detector 4,, Prior to
! 10 the event, one channel was inoperable and the second failed 11 during the transient. Now this caused the operators 12 additional confusion during an already confusing situation.
l 13 Here we have found through much trial and tribulation that the i 14 N!-1 system had an inadequate ground at the shield, or the 15 shield found at the pre-amp. Number 2 had an intermittent
- 16 fatture of the containment penetration, and we have corrected i
j 17 both these situations to restore these components, i 18 CHAIRMAN PALLADINO: What were those due to?
19 Inadequate maintenance?
20 MR. WILLIAMS: Yes, sir. It's a very difficult --
i 21 those are triaxial cables and the fittings on those, there are 22 just many, many of these fittings. They are very difficult to 23 make, and it takes a well-trained man, and even then he can 24 get into problems with them. And if you go back to the 25 history, you know, they just weren't installed properly. And I
1 56 1 at this installation here, we've had our troubles getting them
(
2 installed with the vendor in there giving us a hand. It's a e
]\ 3 difficult thing to do.
4 1
4 COMMISSIONER ASSELSTINE: Does this mean on the second one where the thing had worked and sometimes it
) 5 i
I 6 wovidn't work,that you understand now what was wrong with it 7 and from now on it's going to work?
4 MR. WOOD: We believe we do, sir.
9 MR. WILLIAMS: From now on?
1 1
10 COMMISSIONER ASSELSTINE: Well, you're not going to 1
11 have those intermittent failure problems.
12 MR. WILLIAMS: No, sir.
13 MR. WOOD: We should realise that these are very low i
14 signal systems and it's very hard to maintain this system in l
l
! 15 100 percent working capacity, l
! 16 COMMISSIONER ASSELSTINE: Well, I know you've been 17 looking at the intermittent failure problem. I was just i
, 18 having difficulty understanding what it was.
19 MR. WILLIAMS: Well, there was a plethora of things 20 that were not making it work.
21 MR. WOOD: In fact, this information is new to the 22 Staff as well because we have just found it since our 23 discussion with the Staff.
24 CB11de.3 i
i 25 The next one, the turbine bypass valve. This 1 _ _ _ _ _
57 I
1 1 actually represents the only equipment damage that occurred j 2 during the 6/9 event. Here we had an actuator that cracked 3 during cooldown. We found that the internal valve components I 4 became disengaged, and because of pressure forces the loose 2
, 5 disc then was able to have a hammer blow up to the stem and 6 then caused the damage to the actuator. We are repatring the f
7 damaged valve and also have disassembled and refurbished the 8 other five sister valves. We're also going to take a look at i
- 9 the drainage and make sure that that's proper for the system.
J 10 [S11de.3 1
1 11 _
The last one I have to talk about is,the Safety 12 Parameter Display System, SPDS. Both these SPDS display 13 devices were inoperative during the event. One had failed I i 14 believe the night before, and of course they are to be used by l 15 the operators during a transient.
4 16 We found here that we had a bad fiber optic cable 17 and also had faulty terminations. Here again, it's a very 18 sophisticated termination with a fiber optic. We found that 19 they had done that improperly and we have used a spare cable i
1 i
20 and corrected the terminations and have restored it to good i
, 21 working order.
22 MR. WILLIAMS: Mr. Chairman, all of those will be 1
i
- 23 corrected and tested, all of these issues that Mr. Wood has i
24 addressed.
25 The system review and test program that I would like i
L -
o
- 58 1 now for Mr. Lingenfelter to address, is I think one that will 2 answer the question that you had just asked about what do we 3 intend to do about other systems and assure ourselves that we 4 have the confidence that they, too, will operate.
5 CHAIRMAN PALLADINO: The whole pattern of activity 6 involves a lot of things. At the moment I don't have a clear 7 picture of what is going to be done before restart and what's 8 going to be done after restart, and why can we do it that way.
9 MR. WILLIAMS: Well, it's a clear picture for these 10 that we have just presented, all of those. They will be done 11 prior to restart. And all the motor-operated valves in all 12 the safety systems will be done. But then we have other 13 things that we may need to do in these systems, and you're 14 right, we don't know what those are yet because we haven't 15 finished our review of those. And Mr. Ligenfelter will tell 16 you where we are on that.
17 MR. WILLIAMSON: Mr. Chairman, possibly one if the 18 confusing things here is that we are going way beyond the 19 requirements. We're just going through the whole plant and 20 the whole operation to be sure that we get it up to the 21 excellence that we really want. But the essential things will 22 be done before restart, but our program is ongoing.
23 COMMISSIONER ASSELSTINE; This first one might be a 24 good example because I gather one of the concerns that came 25 out of the June 9th event was using that long run of pipe
59 1 where you had a system configuration that they safety analyses 2 said they were relying on but they hadn't been tested, and I 3 think that is a good example, perhaps, of what are you going 4 to do to make sure that, not only for that particular run of 5 pipe but throughout the plant, you understand which 6 configurations your safety analyses and our safety analyses 7 have relied upon in now making sure that all of those are 8 tested so that you know if you have to use those 9 configurations, they will' work, will function as anticipated.
10 MR. LINGENFELTER: And that is the purpose of our I
11 program.
12 COMMISSIONER ASSELSTINE: That will help us 13 understand how you are going to address the more generic 14 implications of what occurred.
15 MR. LINGENFELTER: The system review and test 16 program addresses two major generic concerns raised by the 17 June 9th event. Obviously, the first is the effect of 18 inadequate maintenance in root cause determination of systems 19 important to safe plant operation, and the second is the 20 concern on incomplete functional testing of systems and 21 components.
22 The objectives of the systems review and test 23 -program are represented on this slide.
24 CSlide.]
25 In summary, the program will review systems 4
60 1 important to safe plant operation to identify maintenance and 2 operations problems and proposed corrective actions. Second, 3 the program will review the existing test program to identify 4 any additional testing requirements and to prepare and conduct 5 a restart test program to assure that systems important to 6 safe plant operation are functional prior to restart.
7 The scope of the program includes 31 systems.
8 [ Slide.3 9 They are presented on the following two slides.
10 These are the systems we feel are most important to safe plant 11 operation, and not all of the systems we are reviewing are 12 safety related. There are nonsafety related systems that we 13 are looking at.
14 The systems are arranged in five groups, as shown on 15 these two slides. The groups include primary systems and 16 electrical systems, groups 1 and 2. Group 3 is instrumentation 17 and control, group 4 are support systems, and group 5 are 18 secondary plant systems.
19 CS11de.]
20 As the Admiral stated, we currently have over 50 21 people working on this project We consider it to be one of 22 our most important activities. And the new systems 23 engineering group is heading up this effort.
24 We have the 50 people arranged in five groups 25 corresponding to these system groupings on the previous 4
61 1 slide. The groups consist of Toledo Edison engineering 2 personnel assigned as the lead responsibility.for each of the 3 system reviews, and they are supported by highly qualified 4 industry representatives experienced in operations, 5 maintenance, design and testing. s 6 Each system review began with a problem 7 identification phase. That phase consists of a review of 8 selected documentation as shown cny t h e slide and focused 9 interviewing of station operations and maintenance personnel 10 The problems they have identified are currently 11 going through an evaluation and corrective action development 12 phase. In this phase, the problems are sorted according to 13 significance, and those which we must address prior to restart 14 are being further evaluated to develop corrective actions 15 which solve the root cause problem.
16 This process and the results generated by the groups 17 are being monitored and appropriately modified by an 18 independent system review group composed of high level 19 industry and Toledo Edison personnel with a broad range of 20 experience.
21 [ Slide.]
22 The test program phase of this effort is being 23 conducted by the same review groups. The groups will review 24 the existing test program to assure that overall routine 25 tasting, including surveillance testing and periodic testing
62 1 and preventive maintenance testing, is adequate to assure that 2 systems will perform specified functions.
3 The groups will then develop and improve the test 4 program, including modified routine testing and some special 5 one-time tests as required. The scope of this restart test 6 program is also under review by the independent review group.
7 That is.all I have.
8_ COMMISSIONER ZECH: That has got to be coordinated 9 too with your plant manager, all those tests as well ~as the 10 maintenance program.
11 MR. WILLIAMS: Absolutely. Actually, we are going 12 to bring in some test engineers. Our operators are good at --
13 you know, they are used to conducting surveillance tests and 14 that type of thing, but we are going to bring in some test 15 people that have used in startup tests elsewhere that have 16 been more in tune with this kind of a test program, which is 17 of greater magnitude than our operators have seen since
, 18 startup.
19 COMMISSIONER ZECH: Very good.
20 [ Slide.]
21 MR. WILLIAMS: We had to do some analysis work to 22 determine whether or not certain components in the plant might 23 have been damaged in the June 9th event and also to 24 invest'igate the feed and bleed capability -- no, that's not 25 right I wanted to take this startup feed pump.
l 1
I - _ _._ _- _
63 1 As you know, we had a new auxiliary feed pump 2 planned to be installed in upkeep March of next year, and it 3 was to referred to as the third pump. We accelerated that and 4 pulled it back. That pump is on site, has been installed on 5 its foundation, and most of the piping is in, the electrical 6 wiring is in. It will be in and ready to operate well before 7 the startup.
8 It is electrically driven. It gets its power from --
9 in an emergency, it will get its power from either diesel 10 generator. It can be operated from the control room. That is 11 the pump. It will be lined up when we start the plant up to 12 the main feed system, and when we get up in power, we will 13 shift it over to line it up to the auxiliary feed system.
14 In the auxiliary feedwater spaces, all of the piping 15 and valves are -- it's a fully safety grade system. The pump 16 itself is located in the turbine building. It has the same 17 capacity or as great a capacity as either of the auxiliary 18 feedwater pumps that are steam driven.
19 I do not intend to take that existing pump out. We 20 are having to use its electrical supply for the new one, but 21 we are studying to see what it is we can do to get that one 22 hooked back up in the long term so that we will have 3-1/2 23 pumps, if you_will.
24 CHAIRMAN PALLADINO: It was my understanding 25 before you spoke that the system in which this auxiliary l
l P - -
m -
64 1 feedwater pump, the electrical one, is in is not safety 2 grade.
3 MR. WILLIAMS: The building is not safety grade.
4 CHAIRMAN PALLADINO: Is that the only --
5 MR. WILLIAMS: No, neither is the motor or the pump 6 safety grade. All of the piping and all of the valves that are 7 within the auxiliary -- -
8 CHAIRMAN PALLADINO: Nor the what?
9 MR. WILLIAMS: Nor the motor are safety grade.
10 ' CHAIRMAN PALLADINO: Well, why can we get away with 11 that? Why not make them safety grade?
12 MR. WILLIAMS: Well, it was not considered as 13 necessary to be a safety grade pump when it was originally
\~ 14 decided to put it in next March, in that the two auxiliary 15 feedwater pumps were safety grade and suffice for the 16 emergency cooling.
17 CHAIRMAN PALLADINO: I guess my question is why do 18 you feel it need not be a safety grade, or maybe that is for 19 the Staff, as well. -You say you felt it wasn't necessary to 20 make it safety grade.
21 MR. WILLIAMS: Well, our studies showed that the 22 ability for decay heat removal, that the steam-driven pumps 23 did provide that capacity or that capability, and they had the 24 small startup feed pump that was electrically driven. The 25 desire was to increase our cooling capability, and so they
'
- 65 l
l 1 havo put in a larger startup feed pump. That ~was not roquired 2 to be a safety grade pump. I't was not really required to be a 3 safety grade' system, but I have made the system safety grade 4 with the spaces, the auxiliary machinery spaces.
5 The pump has to be located in the turbine building, 6 and the turbine building is not seismic.
7 COMMISSIONER ASSELSTINE: Maybe if you could just 8 highlight in what respects this new pump you are putting in, 9 particularly as it is being configured, is not safety grade or 10 would differ from a safety grade one. For example, one thing I 11 understand is it is at least now going to be hooked up so that
~
12 you can start from the control room and you don't have to run 13 around --
14 MR. WILLIAMS: Oh, yes, you can start it from the 15 control room. You don't have to run around to do that. It 16 can be fed from either emergency diesel generator. The valves.
17 that we are putting in now are manual because I cannot get the 18 safety grade remove control valves in short term. They are 19 long term items. Our long-term fix on that is to put in the 20 remotely operated valves as well.
21 That is really not a problem because we will 22 manually align it to the main feed system, and after we 23 start up the plant and get up to 30 percent power, we will go a
24 down and manually align it'to the auxiliary feed system where 25 the valves open. So that's not a problem. And all of that is
- ' 66 1 safety grado, so tho operators will no longer have to run 2 down there to do anything.
3 COMMISSIONER ASSELSTINE: So is it mostly the
'4 nonseismic qualifications, just the space in which it's 5 located?
6 MR. WILLIAMS: That.'s right. Not seismic qualified.
7 COMMISSIONER ASSELSTINE: The turbine building-is 8 not seismically qualified.
9 MR. WILLIAMS: That's the extent to which it is not 10 safety grade.
11 CHAIRMAN PALLADINO: Did you say the motors in the
~
12 pump itself were not seismic?
13 MR. W I I.L I A M S : Oh, yes, that is seismic. I'm right 14 on that, am I not, Ted?
15 MR. MYERS: That's correct.
16 MR. WILLIAMS: The only thing that's not safety 17 grade about it is it's not seismically qualified.
18 COMMISSIONER ASSELSTINE: That is because that is i
19 the spot you had where you could put it in.
20 MR. MYERS: Yes. Well, no, it probably goes a 21 little bit further than that because if you were going to 22 establish the seismic, there are certain quality assurance,
! 23 quality control aspects in the manufacturing of the pump that 24 you would address to make sure were done, and then the 25 building is not that way
67 1 COMMISSIONER ASSELSTINE: So it is both the 2 equipment and the building.
3 MR. WILLIAMS: Yes. Not that it's not an extremely 4 reliable pump and motor; it's just that those aspects of OA 5 were not applied during the manufacturing process.
6 CHAIRMAN PALLADINO: Okay. When -- and maybe not 7 today -- but when we talk to the Staff, I would like to get 8 their assessment of the situation.
9 I notice it's 12:00 o' clock, and we're about halfway 10 through.
11 ,
MR. WILLIAMS: Well, the analysis program and the 12 decay heat removal are the essential ones. I think the last 13 two, we can drop off without any loss on your part, really, 14 sir.
1 15 CHAIRMAN PALLADINO: All right. What do you propose 16 to do?
17 MR.~ WILLIAMS: Run rapidly through those two.
18 Mr. Myers, run rapidly.
19 CSlide.]
20 MR. MYERS: The analysis program, post-June 9th, had 21 four major objectives. First of all, of course, was to 22 evaluate the effects of the transient on selected plant 23 equipment; secondly, to develop and benchmark an accident i 24 transient model that could be used, specifically representing l
25 Davis-Besse; thirdly, was to evaluate feed and bleed or the
\'
o '
68 1 makeup'HPI cooling at Davis-Besse; and then finally, support i 1
2 any procedural or equipment improvements recommended for the 3 rest of the program through an analysis evaluation.
4 [ Slide.3 5 The current status, the steam generator and 6 auxiliary feedwater systems, the stress and heatup condition 7 evaluations are complete and satisfactory. No significant 8 effects.
9 The reactor coolant system is also undergoing a 10 review, and preliminary results indicate there will be no 11 significant problems stemming from the June 9th even there, 12 either.
13 The transient model that was developed is a 14 RELAP-5/ Mod 2 model and has been successfully benchmarked 15 against the OTIS test facility. That is a joint NRC/EPRI/B&W 16 Owners Group B&W facility built in Alliance.
17 Our June 9th evaluation was made with that transient 18 model, looking at the case where we would have run a similar 19 transient and have not restored feedwater, relying totally on l
l 20 Davis-Besse feed and bleed. That indicated successful core 21 cooling throughout that event.
I 22 Additionally, 100 percent cases, full-power cases l 23 were run for Davis-Besse. I will summerize them in a moment.
24 COMMISSIONER ASSELSTINE: Is that dependent upon l
l 25 when you turn on the makeup pump?
9 1 MR. MYERS: Yes, it does.
2 COMMISSIONER ASSELSTINE: So when you say it 3 verified it, that was under the assumption that you turned --
4 well, you had one running, as I recall
$ MR. MYERS: Yes. In the June 9th event, the 6 simulation we ran lost all feedwater, as we did in that event, 7 and precluded operator action until 30 minutes after the C
8 event. We will go through the other simulations here in just 9 a minute.
10 [ Slide.3 11 Just as a reminder, in this diagram we talk about 12 feed and bleed operation at Davis-Besse. The bleed portion is 13 provided through the reactor coolant system. The hot leg high 14 point vents, the pressuriser vent, the pilot-operated relief 15 valve, and of course the code safeties are available.
16 The injection portion is provided by the Davis-Besse 17 makeup system at pressures higher than what our_high-pressure 18 injection system would provide.
19 Similarly to our discussion before --
20 CHAIRMAN PALLADINO: I'm sorry. You say you have 21 pumps that can inject --
22 COMMISSIONER ASSELSTINE: It's the piggyback mode, 23 right?
24 CHAIRMAN PALLADINO: But only in a piggyback mode?
25 MR. WILLIAMS: Well, they can inject at full system l
l l
I 70 i l
l 1 pressure. They come around at 1850 pounds with the piggyback
~
2 mode, even piggyback. But these analyses were run un' der those i
, 3 conditions.
. 4 CHAIRMAN PALLADINO: You are not going to correct 5 that?
6 MR. WILLIAMS: We are looking -- I will speak to 7 that later when Mr. Jain gets here. There is a long-term 8 correction on installation of high-pressure makeup feedpump, 9 but we don't --
10 CHAIRMAN PALLADINO: I was sort of surprised to' find
-11 that situation existing in a plant, that you would have an 12 injection system that can't inject. I would e 2 pect to see 13 that given prompt attention.
14 MR. WILLIAMS: It is given as prompt attention as it 15 can be given, Mr. Chairman, but there are two ways you can 16 lick that problem. One is to blow the pressure down quickly 17 on the plant, so that your existing HPI system can take care 18 of it, and that is the case of using the PORV and the hot 19 point vents, and our system can b e- reduced in pressure down to 20 the point where our systems can handle it.
21 CHAIRMAN PALLADINO: Is this the only plant that has i
22 this kind of situation?
23 MR. WILLIAMS: I will have to defer to the Staff on 24 that, sir.
25 CHAIRMAN PALLADINO: Yes. I was looking at the
71 1 Staff.
2 MR. DENTON: Let me answer that this way, I
I 3 Mr. Chairman.
4 Westinghouse plants, many Westinghouse plants, do 5 not have the capability to pump water at high enough head to 6 open the safety relief valves, and they rely on PORVs to blow 7 the plant down. This plant has sort of_the Westinghouse level 8 of HPCI, but they don't have all the relief capacity that some 9 of the Westinghouse plants have, and that is one.of the things
- 10 we are looking at.
11 CHAIRMAN PALLADINO: But I thought this one couldn't 12 pump at the operating pressure.' I think the Westinghouse ones 13 can at least pump at the operating pressure, 14 MR. DENTON: There are very few plants, only a
- 15 handful, that can actually pump water right through and 16 against the relief valve setting.
17 CHAIRMAN PALLADINO: I wasn't thinking about pumping 18 against'the relief valve setting, but pumping so that you can 19 get water in when the system is still at pressure, and I am 20 thinking of the LOCAs or small LOCAs.
21 MR. DENTON: I should get Brian Sherwood to get up 22 and talk about this just a little bit.
23 If you remember, these systems were designed to 24 comply with the emergency core cooling requirements of the 25 Commission, which is to cope with pipe break sorts of things, l
72 1 and a variety of designs resulted, some of which are able to 2 pump right through the relief valve.
3 Some plants -- you will recall that we have talked 4 about Combustion Engineering plants -- don't have a PORV, and 5 therefore you have a difficulty in that case, and they rely on 6 other ways to get the pressure down. -
7 But here, what we are looking at is the total 8 capability of the pressure to cope with loss of feedwater, and 9 that means looking at the size of the PORV, the makeup pumps, 10 the HPCI, and other means.
11 If you would like to hear more on this subject --
12 CHAIRMAN PALLADINO: Well, maybe not at this time.
13 MR. DENTON: TMI-1 is somewhat of a unique B&W 14 design, in that it does have very high pressure to HPCI pumps, 15 which can't pump water against the relief valve pressure.
16 MR. WILLIAMS: The point I'd like to make here is, 17 since this event has happened, there was a question about 18 whether or not Davis-Besse could feed and bleed under these 19 conditions. We had B&W burning the midnight oil to make the 20 analysis that is specific to our plant, and it didn't turn out 21 that, yes, we could keep the core covered with operator action 22 being deferred as long as 30 minutes.
23 We had some problems with some other issues. How L 24 do you determine -- you know, at what point did he really take 25 action? And this is what gets into the next part of the
73 1 analysis.
2 As you will see, we concluded that it's better for 3 our instrumentation and the quality of our instrumentation to 4 have him take action on hot leg temperature. And we went into E 5 the analysis on the assumption that we would take that action 6 and get 610 degrees hot leg. That took, in our estimate at 7 the time we went into the studies, three minutes to three and 8 a half minutes for it to reach that point. So the graphs you 9 see are going to be peculiar in that they will say 8.5 10 minutes, 13.5 minutes, and so forth for operator action time, 11 but that's really because it took three and a half minutes for 12 the temperature to get there, and it actually it takes longer i 13 than that.
14 MR. MYERS: The injection portion provided at 15 Davis-Besse comes from what we call the makeup system. There 16 are two centrifugal pumps, 12-stage, 450-horsepower motors, a
17 that are provided on a normal -- one is normally operating at i
18 all times for inject'ing against system pressure.
19 In the injection feed and bleed mode of operation, 20 the operator is instructed to start the second pump, to open 21 the high point vents, to open the pressurizer vent, and open 22 the pilot-operated relief valve. This initiates feed and 23 bleed cooling at Davis Besse.
24 What we tried to depict in this slide is, although i 25 the makeup system was not originally identified as a
{
1 t
I t
74 1 safety-related system in its original licensing, there are 2 many attributes, very similar to the other discussion, that J
i 3 are provided and supported as a safety-related system.
- 4 MR. WILLIAMS
- Essentially, all of this is not 5 safety grade, really. It is the ventilation to the room in 6 which the pump and motor are located.
7 MR. MYERS: And an evaluation of hazards which would normally accommodate any safety-related system. Also, 8
9 redundancy is not part of it.
10 So for Davis-Besse, the injection mode is provided 11 by the makeup system and has full capability against full
~
12 system pressure and right against the code safeties to inject 13 water.
14 [ Slide.3 15 The next slide looks at the actual, 100-percent 16 full-power cases that were evaluated for feed and bleed 17 operation with our benchmark model that was developed after i
! 18 June 9th.
19 There is some conservatism built in to these 20 evaluations. As I identified before, makeup flow is normally
. 21 flowing at all times. In this case, we ignored that flow and 22 provided actuation at the operator action times identified 23 below, and also we took no credit for the post-TMI l 24 anticipatory reactor trip system installed, which would trip l
25 and eliminate the full-power conditions about eleven or twelve l
. . 75 1 seconds earlier than identified hoz*,
2 Four cases were run, again looking for a new and 3 better operator initiation parameter. It was identified that
, 4 we would use hot leg temperature alone as an indicator for the 1
5 operators to initiate feed and bleed cooling.
6 Preliminary analysis indicated that by selecting a 7 hot leg temperature, we would end up with approximately three 8 and a half minutes before the system got to that ocndition, 9 and therefore we ran cases with five and ten-minute delays on 10 that, giving us an eight and a half and thirteen and a half 11 minute case, and then twenty and thirty minutes cases to i 12 initiate feed and bleed.
13 The results are summarized in the next slide.
14 CS11de.3 15 As identified in the first three cases, there is 16 ample core cooling in each of those cases, and the information 17 that was provided to the Operations Group and the evaluation 18 and coming up with a new parameter to initiate feed and bleed 19 is coming out to be a hot leg temperature of 600 degrees.
20 COMMISSIONER ASSELSTINE: Is the line at 12 covering 21 the core?
22 MR. MYERS: 'Yes, that's correct. I'm sorry. The 23 12-foot is the top of the core.
24 COMMISSIONER ASSELSTINE: But I take it, what you 25 have done is to look at your procedures in terms of saying, I
l
- . . 76 1 "We are going to pick a point in terms of hot log 2 temperature." That is when all the makeup pumps go on, and 3 you open the high point vent, you open the PORV and start 4 draining water out of the system, and that is three and a half 5 minutes?
I 6 MR. WILLIAMS: Well, actually we may change that a 7 little bit. It was 610 in this analysis, but it may come out 8 that we use 600 or 602 degrees, being that we haven't really 9 decided on that parameter as of yet; am I not right?
10 MR. MYERS: It looks like it will be more like 600.
11 COMMISSIONER ASSELSTINE: So that will prompt 12 operator action.
13 MR. MYERS: That's'a very conservative case. We i
14 expect there will be much more time _ avail.able based on the 15 conservatisms in the analysis.
16 MR. WILLIAkS: Mr. Chairman, in addition, when we 17 looked and we said, "Well, there's all that much question I
18 about the feed and bleed in the pumps, I put another group 19 together of very competent people, I think, under Mr. Sushil 20 Jain's leadership, to determine what could be done near-term 21 and long-term to better equip us, that made any sense to do, 22 to remove the decay heat.
23 And this is Mr. Sushil Jain.
24 MR. JAIN: Thanks, Admiral.
25 Honorable Chairman and Commissioners, most of the
- 77 1 systems'that were critical to the Juno 9th ovent rolated to 2 removal of decay heat- from the reactor core, namely the main 3 feedwater system, the main steam system, the oscillating 4 feedwater system, the startup feedpump, the steam and feed 5 rupture control system, or the SFRCS, and the feed and bleed 6 mechanism, which is the cooling mode for the primary-site.
7 The task f o r c e' identified changes to improve the 8 reliability of these systems, as well as the complexity of the 9 SFECS, and the task force utilized lots of senior-level, la experienced people in design, operations, and engineering, 11 both from Toledo Edison as well as people from MPR, Cygna, and 12 B&W.
13 The objectives of the task force were to reduce the N~ frequency of demands for the auxiliary feedwater system and 14 15 the emergency means of decay heat removal, and reduce the 16 number of automatic responses that-initiate auxiliary 17 feedwater and to reduce the potential for common mode failure, 18 similar to the one experienced on June 9th, and finally to 19 evaluate other redundant means to remove decay heat from the 20 core.
21 The overall goal that we were shooting for was to 22 improve the liability specifically of the auxiliary feedwater 23 system for it to be commensurate with the NRC's specified 24 Standard Review Plan criteria.
I 25 [ Slide.]
I
78 1 Tho methodology oxorcisod by the task forco used 2 deterministic approaches, as well as scoping calculations 3 where necessary, and engineering judgment, as well as 4 reliability analyses were utilized to assess the relative 5 benefits of different changes that were recommended.
6 In the process of doing all this, applicable 7 documentation, as well as past operating experience, including 8 the June 9th operating experience, was totally reviewed by the 9 task force, and in the process also, Toledo Edison people 10 appropriately were interviewed.
11 [ Slide.3 12 There are three things-that can be done to improve 13 the reliability of any system. The very first thing you do is 14 to minimize challenges to it. So if you minimize challenges 15 to it, the fewer times it fails.
16 The second thing.you do is, once you challenge it, 17 you make sure it starts.
18 And finally, what you do is, once it starts, you 19 want to make sure that i.t does accomplish its mission.
20 So the very first part is to reduce the spurious 21 initiators for the decay heat ~ removal systems. In that 22 regard, the steam generator level signals that feed the SFRCS, 23 the steam and feedwater rupture control system, which 24 initiates the auxiliary feedwater s y s t em ,- wi l l be filtered to 25 screen out all the spurious signals going into the level
79 1 strongths of the SFRCS.
2 Also, the power supplies that are utilized by the 3 SFRCS, their performance will be improved by providing better 4 support systems for the power supplies.
5 And finally, the main steam and main feedwater 6 isolation on low level of the-SFRCS initiation will be 7 modified to ensure that the primary means of heat removal, 8 which is the main feedwater system, supported by the main 9 steam system, is always available.
10 CSlide.]
11 COMMISSIONER ASSELSTINE: What has the history been 12 in terms of having spurious initTators of aux feed where it 13 really wasn't called for?
14 MR. JAIN: There have been several initiations in 15 the past, and a brief review reveals that about, say, 40 to 50 16 percent could have been caused by -- I wouldn't call it 17 spurious, but undesired actuation, not necessarily caused by 18 instrumentation problems, but because of plant conditions at 19 the time.
20 To improve the performance of the auxiliary 21 feedwater system, based on the analyses conducted in the past, 22 the most dominant contributors that were found for the 23 auxiliary feedwater system were the motor-operated valves and t'
! 24 the performance of the turbine and the governor.
25 As mentioned earlier, Toledo Edison has embarked on
80 1 a program to improvo the motor-operated valvo in gonoral, and 2 further modifications are underway to reduce the number of 3 valves in the auxiliary feedwater flowpath that have to either 4 position or reposition, basically to minimize their failure.
5 In that light, the discharge valve from the 6 condensate storage tank, which supplies the suction water to 7 the auxiliary feedpumps, will be depowered to minimize 8 spurious actuation or spurious mispositioning of that valve.
9 Also, to minimize overspeed tripping and minimise 10 the condensation in the long steam lines, the steam admission 11 valves will be provided in close proximity to the auxiliary 12 feedpump turbine.
13 Further, to enhance human engineering for the 14 control room. operators, the UFRCS actuation panels will be 15 revised, which I will get to in a little bit.
16 MR. WILLIAMS: I think I will break in right here 17 and say that the valve flowpath reductions is one that you 18 brought up, I think, Mr. Chairman, at an earlier meeting, and 19 you know, the isolation of those steam generators, the 20 discharge valves and the auxiliary feed, that is directed at, 21 can we leave those valves open?
22 Our analysis, which was completed last night, shows, 23 yes, you can leave one of them open on the last steam 24 generator that is depressurized, and so if'you have a break on 25 the other side, this one's going down, this one is following, t
1
81 1 that valvo will stay opon. Your other isolation will tako 2 p l a c e ,- and then you've get a source for cooling and no valve 3 to open.
4 We are continuing the analysis to determine whether 5 to leave both of them open, but that analysis will take longer 6 to do, and it will be done before startup. But we don't have 7 that yet.
8 MR. JAIN: To ensure that the auxiliary feedwater 9 system does continue to run once called upon to actuate, the 10 governor on the No. 1 turbine will be replaced by a 11 better-designed PGG governor, which has alreaty been installed 12 on the No. 2 pump t u r b i'n e in t h e' last r e f u e l i nit outage.
13 For a better awareness of the operator, the control.
14 room annunciator window will be modified to make him better 15 aware of the SFRCS status. The nert three modifications 16 basically relate to improving the performance of the 17 oscillating feedwater. system on the suction side, and then a 18 local position indication for the trip throttle valve will be 19 provided, in case the operator has to manually locally control 20 the turbine, l
21 [ Slide.3 22 The next slide shows the manual actuation buttons 23 for the SFRCS, which kind of played a key role during the June 24 9th event.
25 MR. WILLIAMS: He not only pushed the wrong buttons;
. . 82 1 he pushed the two top ones that had to do with the pressure, 2 low pressure.
3 [ Slide.]
4 MR. JAIN: The next slide shows the revised 5 configuration of the manual initiation buttons, where the 6 buttons most frequently used have been located on the top, and 7 those are the ones that will te used the most by t h e' operator 8 as directed by the procedure. The others on the bottom are 9 the less frequently used buttons, and they will be provided 10 with a plastic cover. I have samples here of the buttons.
11 And in order to make those switches less 12 error-prone, plastic covers will be provided on those, so the 13 operator has to think twice before depressing those switches.
14 HMR . WILLIAMS: Each one of those will be covered 15 with one of these (indicating).
16 COMMISSIONER ZECH: I'm sure that's a good idea.
17 But still, training is very important in all of this, so they 18 really don't just go to the top button for some kind of casual 19 reason, when it could be that the need to push the other 20 buttons.
21 MR. WILLIAMS: I'm going to skip the operator part 22 of this, because time is running out. But one of the things 23 in the operator area is not only the training, but we're 24 changing our procedure, so that when the reactor operator 25 takes preliminary action in a case of this kind, he must l
- 83 1 notify tho SRO that ho is doing so. He doesn't havo to ask 2 his permission, but this gives a chance for the SRO to have a 3 vote.
. 4 Sushi!, I'm going to cut you off here.
5 [ Slide.3 6 The longer-term decay heat removal, they are really 7 long-term, and we are looking at them -- I don't know what 8 that is going to show. Certainly, the control room mimic 9 panel.for the finalized AFW/SFRCS will be designed and 10 installed to enhance the capability of the operators to 11 recognize and handle these situations better.
12 But there are two other areas I've asked Mr. Jain to 13 go back -- they gave me the report on the recommendation for 14 short-term /long-term improvements, and we're going back to 15 take a look at our ability to instatl additional PORV valves, 16 two of them, under the pretent code safety valves on.the 17 pressuriser. That will give us the capability to rapidly blow 18 the plant down, and further more, take a look at one that he 19 looked at previously, take another look at it -- the 20 installation of one high-capacity injection pump, HPI pump, 21 that can pump at system pressure.
22 Now, you know, we were talking about, that is a 23 longer-term thing, but it would give us a far better
{ 24 capability to do that, and thats going to take a little bit 25 of time to generate that study, and then if we decide to do l
84 1 it, it's decidod that it's nooded, it's going to teko awhile 2 to get that kind of hardware built.
3 But we do have the room on top of the pressurizer to 4 do that. And let me assure you, we've done the -- on the 5 operator's side, we're going to do the training and change of 6 procedures to reflect what was learned in tlie June 9th event, 7 and also in the training area, as you may know, we have a 8 site-specific simulator on order, or the contract ~will be let 9 here right after the first of the year, and that will be to available -- when is that going to be available? -- '88. It 11 will be placed in the Administraticn Building there. We will 12 move a lot of the training u p ' t h'e r e .
13 The present training facilities are really superb 14 in terms of space, and the laboratories that are going in are 15 good. The Training Department has been built up markedly in 16 terms of personnel. The qualification of the personnel has 17 been upgraded. We have made it financially attractive for f 18 station people to rotate out of the station and over there as 19 a career path, so that we have knowledgeable people. That is j 20 all to be put in place, but that capability exists.
21 And with that, Mr. Chairman, I will conclude our 22 presentation. I know you need to get going.
23 CHAIRMAN PALLADINO: Thank you very much.
l 24 MR. WILLIAMSON: Pardon me, Mr. Chairman. You might 25 introduce Bill O'Connor, who is our Assistant Superintendent.
l
___ m _. .
l 85 i
1 MR. W8LLIAMS: I cut him off This is Mr. Bill i
2 O'Connor, Assistant Plant Manager of Operations. He d i'd a 3 marvelous -- he did the job over the telephone on June 9th and 4 kept saying, "You do this, you do that, you do this."
5 CHAIRMAN PALLADINO: Well, we commend him for his 6 very fine work.
7 Well, let me say, we have covered a lot of ground, 8 or you covered a lot of ground. I hope that we all stay with 9 you. But I must say, I commend you for the initiatives you 10 have shown and the reorganization and new people that you have 11 brought aboard and are bringing aboard. Your attention to j
12 these problems, I think, is an e'ssential part of making sure 13 that this plant operates safely.
( ' '
14 Of course, we have not heard from the Staff as a 15 result of this presentation, but I am sure that on the points 16 that I am speaking to, they certainly would be heartened by 17 the initiatives you have taken.
18 Before seeing if the Commissioners have any other 19 closing questions, I would like to see, if possible, at agenda 1
20 planning, having a meeting before we have the hearing with 21 Congressman Markey on the 2nd.
22 Now I was considering even a possibility of 23 tomorrow, and I would like Staff to look at their schedule and 24 for us to look at our schedule, so when we come to agenda 25 planning, we can look at it. I notice-that we do have a I
86 1 meeting scheduled from 9:00 to 10:30, and I think we had it at 2 that time because we had something else that now fell by the 3 ' wayside, and I want to look to see if at least we can get an 4 hour or so with the Staff, not only on Davis-Besse, but on 5 some of the generic issues and-the related plants that I'm 6 sure will be a subject at the hearing.
7 Now let me see if the Staff has any particular 8 comments on the presentation this morning that they would like 9 to make, on the order of one or two minutes.
10 [ Laughter.]
11 Go ahead.
12 MR. DENTON: There is a substantial upgrading in~all 13 the major safety areas going on at this plant, and we are k'- 14 encouraged by that. We just received in the past few days an 15 answer to my letter of a few days ago, and that is being 16 looked at. We are having assessments of their upgraded 17 maintenance plans done, their training plans. I have 18 requested an ACRS subcommittee meeting on thermohydraulics to 19 look at the feed and bleed and the auxiliary feedwater 20 systems. In fact, I have asked the ACRS to meet with us on 21 the entire plant upgrade before reaching any decision on a 22 restart.
23 So we are doing a lot of studies and inspection.
24 But I am finding that this is a case where the utility is 25' showing the initiative. They are taking the lead in these, I
L
- 87 1 and our principal rolo et tho momont is boing suro that they 2 have gone far enough, the sort of question you've asked.
3 CHAIRMAN PALLADINO: All right, thank you.
4 Let me ask the Commissioners if they have any 5 burning questions they would like to ask?
6 COMMISSIONER ROBERTS: I have a very quick.one, and 7 I don't mean to ask something that is none of my business.
8 Have you got a timetable on when you are going to 9 complete this ambitious undertaking?
10 MR. WILLIAMS: Yes, sir. I want to commence the 11 startup evolution the first week of November, and that's where 12 we are headed, and the resources are'being applied to it.
13 CHAIRMAN PALLADINO: I understand something was
('
14 given to SECY on scheduling, and I was' handed a copy by my 15 assistant sometime during the meeting.
16 MR. WILLIAMS: It's not in the presentation. It was 17 separate, I_believe.
18 CHAIRMAN'PALLADINO: Yes, It was handed to me 19 separately. So we might make sure that everybody has it.
20 COMMISSIONER BERNTHAL: Let me just make a comment.
l 21 I guess one of the things, Admiral, that I learned back when 1 22 was-still on the Hill was tF,7 people in universities are not 23 necessarily the best at t S ) .~ g and briefings, and I was 4
24 always impressed with the ability of the services to give a 25 concise and informative. briefing without wasting time, and you
88 1 certainly have done that here today.
2 I am sorry I missed the early part of it. I have a I
3 feeling, though, that it reflects your experience from earlier 4 days.
5 We have learned here, to our chagrin, that being too 6
~
complimentary seems to be the kiss of death. So I'm not going 7 to compliment you much.
8 [ Laughter.3 9 MR. WILLIAMS: Thank you.
10 COMMISSIONER BERNTHAL: I think hveryone here knows
/
11 of one or two cases recently like that, so I will save my 12 compliments.
13 I will say that the people of Ohio, I think, once
(' 14 before were denied the opportunity to benefit from your 15 expertise and capabilities and probably should have had that 16 opportunity, and I am looking forward to seeing your 17 capabilities and those of a responsible and apparently good 18 team applied in the months and years ahead.
19 MR. WILLIAMS: Thank you, Commissioner.
20 CCMMISSIONER ASSELSTINE: I would just add, I agree 21 very much with what Commissioner Bernthal said. I thought ,
22 this was an excellent presentation. You covered a lot of 23 ground that provided us with a lot of information'to chew on.
24 And without having had the opportunity to chew on that a 25 little bit more and talk to the Staff about 1~ t , I would say r
89 1 that I cm vory impressed with the amount of work that you hevo 2 been able to do thus far, particularly since I was out there.
3 It looks like you have covered an awful lot of ground and made 4 some real progress.
5 MR. WILLIAMS: It.'s really hitting Mr. Williamson in 6 his pocketbook, I'll tell you that, 7 [ Laughter.3 8 CHAIRMAN PALLADINO: Any further comments?
9 [No response.]
10 CHAIRMAN PALLADINO: Well, thank you very much, 11 gentlemen. We appreciate your coming here today, and we did 12 get a Eery good presentation. -
13 We stand adjourned.
( "
14 .[Whereupon, at 12:30 o' clock, p.m., the Commission 15 meeting was concluded.]
16 17 18 19 20 21 22 23 24 25 l
l ew wm- g ,,p --
t 1 CERTIFICATE OF OFFICIAL REPORTER 2
3 4
5 This is to certify that the attached proceedings 6 before the United States Nuclear ReguIatory Commission in the 7 matter of: COMMISSION MEETING S
9 Name of Proceeding: Continuation of 7/24 Briefing on Davis-Besse 10 _.
11 Docket No.
12 pIace:
Washington, D. C.
ts cate: Tuesday, September 17, 1985 14 15 were held as herein appears and that this is the original 16 transcript thereof for the file'of th'e United States Nuclear 17 Regulatory Commission.
18 !
(Signature).
(TypedName'ofReprter) , Su'zage B. G ng<
20 21 22 23 Ann Riley & Associates, Ltd.
l 24 25 n
l Toledo Edison Presentation !
to NRC Commissioners September 17,1985 John P.Williamson introduction Chairman Joe Williams, Jr. Mission Management Changes Senior Yme President Nuclear Steve Smith Status of dourse of Action AssistantPiantManager, (Maintenance improvements)
Maintenance John Wood Event investigation Mechanical / Structural (Equipment investigation)
EngineeringManager Jacque Ungenfelter Safety System & Testing Review Operadons Engineering Program '
Manager Joe Williams, Jr. Motor Driven Feed Pump Ted Myers Analysis Results NuclearSafety& Licensing Director SushilJain Decay Heat Removal SeniorNuclearEngineer Bill O'Connor Operational and Proced'u ralChanges AssistantPlantManager Operations Mel Stewart Training TrainingDirector l
' Joe Williams, Jr. Closing Remarks l
4 l
1
Nuclear Mission Organization senter Vice Presideal Nuclem i
Vice President Administraties, Perseasellecurity i
CMel 08 Stall Feecties p-_I_y Necneu -
l Engineerles l Groe 2
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! Superialendent Superlatendeel Superlatendent Superialendent i Superintendent L___JL___JL___J i
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1 g Tech. Support g Plant Services
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Operations l Operattens STA Superviser Engineerlat i Supervisor Supervisor 1
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j l Englasering l 4 Grou L _ p Directet J
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Summary of Major Changes Within The Nuclear Mission l
- e A new organizational structure for the Nuclear Mission nas been approved. Staffing increases from 690 to approximately 930.
m Salary adjustments will be made to make TED truly competitive in recruiting talent and maintaining stability.
- a The Asst. Vice President, Nuclear has been assigned to concentrate his attention on Security, Personnel, and Administration activities. All of i
these functions are provided by Toledo Edison i organizations outside the Nuclear Mission.
1
Summary of Major Changes Within The Nuclear Mission a Position Descriptions are being written.
m All Nuclear Mission personnel are being moved to the site as well as materials support personnel.
e Training Director now reports directly to the Senior Vice President, Nuclear.
f I
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f Summary of Major Changes Within '
The Nuclear Mission _
s A new Plant Manageris in place.
- The position of Assistant Plant Manager, Operations has been established and filled.
!
- The position of Assistant Plant Manager, Maintenance has been established and an experienced maintenance manager has been .
. hired for that position. -
a The Maintenance Department has been reorganized, eniarged, and experienced
! personnel have been hired for the key positions.
a The position of Materials Manager has been established. An experienced manager has been hired.
i
Summary of Major Changes Within The Nuclear Mission a A new centralized Planning Department, reporting to the Plant Manager, has been established and an experienced manager has been hired as Superintendent.
m The previous Plant Manager has assumed the duties as head of the expanding Engineering Division. .
m The Nuclear Engineering Division has been substantially enlarged and is being staffed.
I 1
l l
Reassignment of PEP and SALP i improvement Program Activities i l
High Priority-Will Receive Commensurate Emphasis and Resources:
- a Prepare Detailed Position Descriptions for New Organization s Merit Review and Salary Administration
- Program s Configuration Management' i
a Manasement Training.
l = Management By Objectives ;
- a Fire Protection !
a Nuclear Mission Procedures.
l m QA Awareness Program l
i a Non-outage Work Prioritization a STA Assume Interim EDO Function l
l l
l l
l l
f 1
Configuration Management a Component / System data base a System descriptions / design basis a Validated vendor manuals
- m. Control of drawings and manuals ,
a Accurate spare parts allowance 9
- - - - - - - - , - -, - , - - - , , , - + ,--------,--------,y-,-,--, - - - - - - , - - w----, - - - - - - - --- - - --~- - - - - -- - - ,-.
t Maintenance improvement j Program l Changes are being implemented in several broad j areas:
) ' Organization and Staffing !
I l m Training u Administrative and Technical Procedures j u Preventive Maintenance i a Spare Parts and Material Control
- a Engineering Interface and Support i
e Plant Cleanliness and Material Readiness
! u Facilities Overall Procedure " Conduct of Maintenance ,
i Activities"in preparation: l l
l = Will formalize management policies, duties and responsibiilties.
! a Will provide guidance regarding goals and l objectives.
m To be completed by October 15.
4 l
Plant Maintenance V-se - Masager Malatemance I
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I s.perimasent l l septiesenseen i I s.perwe.seni l IaC Hochanical Electrical l L _ .. _ J L___J L___J l l I I I I I I I I Lead I & C VGeneral Ferseae Lead Hochaelcal VGeneral Foreman Lead Electrical V General Foreman Engineer 1&C Enginest M.th = led Emelecer Electrical a
l' Englaser Ferense Englaeor Forenes . Engineer Foremes i
maissemance e,, malaienance e,, mai.ie co c,,
Specialist Specialist Specidst I
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l Organization New Management Personnel a Assistant Plant Manager, Maintenance e l & C Superintendent a Mechanical Maintenance General Foreman Increas~ed supervisory personnel for each discipline:
m Superintendent a General Foreman u Lead Engineer n Foreman improved supervisor / craftsman ratios:
= Mechanical,1/10 (was 1/23) s Electrical,1/6 (was 1/26) i e I & C,1/7 (was 1/19)
Improved department communications:
- Assistant Plant Manager meets daily with Superintendents and General Foremen.
j u Weekly with Foremen and Shop Stewards.
- Monthly meetings with each discipline.
- Quarterly department meetings.
1
i i
Training .
1 m One Foreman in each discipline has been
- designated " Training Foreman".
j u " Training Shift" concept being adopted a Assures periods devoted to training.
i
- a Training Councils formed in each discipline.
m Craft personnel (1 member for each 10 l craftsmen) a Makes recommendations to Assistant Plant Manager, Maintenance and Training Director.
m Considers types of courses, course quality, schedule.
' u Where appropriate, outside organizations or facilities will be utilized to prov!de training.
m Currently utilizing Commonwealth Edison training facilities to support certain training needs.
l <
l l
k Administrative and Technical Procedures a Upgrade program commencing 9/85, to be completed 12/86 I
l 8 incorporate NRC, INPO and industry guidance in administrative procedures.
m incorporate plant experience in technical procedures.
m Establish well-defined administrative and work controls.
- Assure formal feedback mechanisms.
m involves approximately 100 administrative and-1500 technical procedures.
l m Outside assistance with expertise in procedure preparation.
- a Technical positions in each discipline responsible ;
i for technical procedure content and quality.
m Walk-throughs for new and revised procedures.
1 m Vendor technical manuals will be reviewed by
, each discipline until configuration management program is in place.
_ . . . , , --_._,r- _.,__,,---.,r_,,-...,_7, .
. Preventive Maintenance a Will be addressed by system engineering group.
m Outside assistance involved:
a Babcock arid Wilcox e Bechtel u PM's to be scheduled by new central planning group.
m Establishes priority.
m Assures coordination with backlog reduction.
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i Spare Parts and Material Control a Program developed and in implementation.
= Spare parts adequacy and inventory control are priority issues.
m Objective is assurance of improved material resources.
m Part of configuration management program.
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Engineering Interface and Support a Formal identification of concerns to appropriate levels of engineering and management.
m Concerns listed in integrated plant schedule with response dates.
a Responsibility to resolve concern and to implement assigned to specific individuals.
- a Procedure incorporating these features to be implemented by 9/30.
m Goal is improving turnaround time for engineering problem resolution.
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i Plant Cleanliness and
- Material Readiness
- Continuing program now in place.
Composite (cross-discipline) crew devoted to
, plant walkdown.
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! a Reports to Assistant Plant Manager, Maintenance.
a Repairs minor problems as found.
m Initiates maintenance action items and work requests.
e Establishes schedules and priorities for dedicated cleaning crew.
Each member of Maintenance Department staff (38 people) responsible for daily inspection of assigned area.
a Permanent assignment of area responsibilities.
m Guidance provided.
m Deficiencies result in work requests or cleaning cmw punchlist items.
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! i New Maintenance Facilities l
- Five-story structure being constructed
! = Adds 100,000 sq. ft. of shop and office space.
m Preliminary work currently in progress.
= Groundbreaking -September,1985.
]
m Scheduled for occupancy-N'ovember,1986.
. Benefits to be recognized: ;
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a lmproved shop facilities and enhanced capabilities.
m Fewer components will be returned to suppliers for repairs.
m Facility has been organized to support daily interface of support organizations.
m Maintenance work orders generation and scheduling will be improved through better communications.
m improved personnel morale will result in ,
improvement in personnel performance.
1 Equipment Concems I
a Main Feedpump Turbine
- a Steam Feedwater Rupture Control System
- a Auxiliary Feedpump Turbines i e Auxiliary Feedwater Turbine Trip & Throttle Valves a Auxiliary Feedwater Valves AF 599 and AF 608 ,
m Pilot Operated Relief Valve a Main Steam Headers
! a Main Feedwater Startup Control Valve a Auxiliary Feedwater Pump # 1 Suction Supply s Main Steam Valve MS-106 m Nuclear instrumentation Neutron Source Range Detectors P
m Safety Parameter Display System 1
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1 i Issue /Concem Resolution Flow Chart 1
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j Cerrettive Attleet levesticalles & u ' '
pinging, "
& Generic , Fleelliesolutlee TromheesheeNeg 7 Impucaliens I A I
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- Generic Fledless e i e B
I i i Y :
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, Generic I
! Corrective Acases
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Main Feedpump Turbine
- (MFPT).
Concern: Overspeed tripping of MFPT 1-1 initiated a plant runback.
! Findings: Failed circuit board capacitorin
- General Electric control system.
Corrective 1. Replace faulted board.
Actions: 2. Check and test control circuits for both MFPT 1-1 & 1-2. -
. Generic None-problem is specific to MFPT implications: control circuits.
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Steam Feedwater Rupture Control System (SFRCS)
Concern: Spurious SFRCS actuation closed l both main steam isolation valves and !
isolated steam to main feedpump turbines.
Findings: Turbine trip caused pressure !
oscillations which SFRCS detected as low steam generatorlevel. Level pressure tap was made more sensitive due to transmitter changeouts. ,
Corrective Add electronic filtering to signals.
Action:
Generic increase in sensitivity / response can ;
Implications: result due to transmitter changeouts.
- Installing filtering in Reactor .
Protection System flow transmitter circuitry.
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J Auxiliary Feedpump l
Turbines l Concern: Both auxiliary feedpump turbines tripped on overspeed - this prevented supply of water to steam generators.
- Findings
- Condensation in long steam inlet lines disrupts proper turbine control.
Corrective 1. Keep lines hot with steam to Actions: greatly reduce water' formation.
- 2. Improve governor controls.
' Generic None-no other quick start steam implications: driven turbines.
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- Auxiliary Feedpump Turbine Trip and Throttle Valves Concern
- Operators experienced problems resetting the valves- delayed initiation of auxiliary feedwaterto '
Findings: Procedures and prior training not ;
sufficient.
Corrective 1. Provide improved hands-on training. ,
Actions: 2. Provide placards and local indicators on T&TV to help operators.
- 3. Enhance communications between pump rooms and from pump rooms to Control Room.
, Generic Other crucial operator actions performed implications: locally. Covered by Operator Actions review.
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Auxiliary Feedwater Valves ;
Concern: Valves failed to open on demand after closing earlier-would have prevented auxiliary feedwater flow.
Findings: Motor operators on valves were not properly adjusted allowing valves to " torque out".
Corrective 1. Readjust AF 599 and AF 608.
Actions: 2. Evaluate and readjust other motor operated valves. :
- 3. Test valve operations. :
- 4. Provide new maintenance procedures.
Generic: Applicable to other motor operated implications: valves l
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Pilot Operated Relief Valve l (PORVi Concern: During transient PORV failed to l close properly after third opening '
-closure of the block valve isolated the PORV and it ,
reseated.
Findings: No physical evidence found to explain improper closure-foreign materialin pilot cannot be ruled out- performance similarto industry experience.
Corrective 1. Testing of valve-old/new.
Actions: 2. Add acoustic monitor flow indication light on PORV !
control panel.
- 3. Change PORV annunciator light from white to red.
- 4. Improve panellabeling of solenoid open/close switch.
- 5. Provide for PORV exercising during shutdowns.
Generic None-no valves of similar implications: design.
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i Main Steam Headers Concern: After closure of main steam isolation valves, pressure control problems were experienced in the main steam headers.
Findings: Manualactuation of atmospheric vents valves (AVV) caused large pressure drop in header # 1 - AVV control circuitry on header # 2is a lesser concern. Switch contacts corroded on ICS module.
Corrective 1. Full check-out and adjustment Actions: of AVVcontrolcircuitry.
- 2. Testing of main steam safety valves and refurbish as needed.
Generic Switch contacts being evaluated on Implications: other ICS modules.
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l Main Feedwater Startup Control Valve Concern: Operators were uncertain of status of control valve SP-7A due to blown light bulb. ,
Findings: Valve operated properly - technician inserted incorrect voltage lamp during event.
Corrective Provide additionalinformation to Action: operators.
' Generic None-no significant findings.
Implications:
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l Auxiliary Feedwater Pump
- 1 Suction Supply Concern: Pump suction transferred from normalto backup watersupply about 20 minutes after reactor trip.
Findings: No impact to steam generator-transientlow suction pressure
, caused transfer.
Corrective 1. Remove / replace strdiners.
Actions: 2. Revise transfer switch setpoints.
- 3. Provide time delay.
Generic Other pump suction transfer implications: systems.
Main Steam Valve MS-106 Concern: Valve positon indication recorded as closed to not closed to closed in about one-third the expected time-this valveis used to admit steam from steam generator #1 to auxiliary feedpump turbine # 1.
Findings: Motor operator on valve was not properly adjusted.
. Corrective Readjust and test valve.
Action:
Generic Other motor operated valves.
Implications:
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1 Nuclear instrumentation Neutron Source Range Detectors Concem: Prior to event NI-1 was inoperable and NI-2 failed during transient - previous !
problems had been experienced.
Findings: NI-1-inadequate grounding of shield found at preamp due to paint and lack of star washers.
NI-2-intermittent failure of ,
containment penetration cable center l conductor. ,
Triax cable connectors also found i
degraded in each detector string.
Corrective 1. NI-1-proper ground established Action: 2. NI-2-using spare penetration.
- 3. Replacing / refurbishing connectors as required.
Generic Preventative maintenance program !
implications: needed for source rar.ge, intermediate l range, and power range connectors.
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Turbine Bypass Valve Concern: Pneumatic actuator assembly cracked
- and failed during cooldown operations several hours following reactor trip. '
Findings: Intemalvalve components became disengaged and caused hammer blow forces which damaged. actuator.
Corrective 1. Repair damaged valve.
Action: 2. Repair steam traps and drains.
- 3. Refurbish other turbine bypass valves.
- 4. Revised operating procedure to assure proper drainage of headers.
Generic Applies to both turbine bypass valve implications: headers.
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Safety Parameter Display System (SPDS)
Concem: Both SPDS Control Room display devices were inoperative during event -
they are intended to be used by the operators during transients.
Findings: Bad fiber optic cable and faulty ,
terminations on data transmission cable. .
Corrective 1. Use spare cable.
Action: 2. Correct terminations.
- 3. Replace obsolete terminal.
Generic None-no other fiber optic systems.
Implications: ,
System Review and Test Program Program Objectives The objectives of the System Review and Test Program can be stated as follows:
l u Evaluate systems important to safe plant operation to identify kn own significant or recurring maintenance and operations problems and propose corrective actions, where appropriate. .
m Evaluate the scope of existing surveillance -
testing on' systems important to safe plant '
operation to identify any additional %st.ing required to assure that systems wiil perform their specified functions.
m Based upon the surveillance test evaluation, and testing requirements l identified to verify the adequacy of the new l system modifications, prepare and ;
l conduct a test program to assure that l systems important to safe plant operation are fully functional.
m Complete this program on a schedule
! - consistent with the timely restart of the unit.
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System Review Program Specific Systems Included Group 1 Reactor Coolant System High Pressure injection Core Flooding System Decay Heat Removal and Low Pressure injection Containment Spray System
! Containment Emergency Vbntilation Containment Air Cooling and Hydrogen Control Makeup and Purification System l Group 2 Electrical 125/250 VDC (includes Battery
- Room H&V)
Electrical 4.16 KV System (13.8/4.16 KV Transformers)
Electrical 480 V Distribution (includes inverters and Required Transformers)
Electrical 13.8 KV System (includes Startup and AuxiliaryTransformers)
Emergency Diesel Generators (includes "Q" Fuel Oil Tanks and Diesel Room Ventilation)
Instrument AC Power (includes inverters ,
and Required Transformers) i I
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System Review Program Specific Systems Included (Cont'd)
Group 3 Anticipatory Reactor Trip System
. Control Rod Drive Control System incore Monitoring (Includes Core Exit TC)
Reactor Protection System Steam and Feedwater Rupture Control System -
Safety Features Actuation System Integrated Control Sys'. m
, Security System Group 4 Control Room Normal and Emergency H&V Systems Station and Instrument Air Station Fire Protection Component Cooling Water System Service WaterSystem Group 5 Auxiliary Feedwater System Main Steam .
Steam Generator System Main Feedwater System
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System Review and Test Program System Review Methodology a Five system review groups. ,
a Headed by Toledo Edison engineering personnel.
m Supported by highly-qualified industry representatives.
m Selected documentation review a LER's, DVR's NPRDS Data MWO's -
FCR's HED's TAP Reports a Focused interviews of operations and maintenance personnel.
s Evaluation / decision making guided by consistent, specific criteria / review process.
m Preparation of suggested corrective actions.
m Preparation of report documenting findings and l recommendations.
I a Overview and decision by a~ designated independent system review group. -
1 System Review and Test Program ;
Surveillance Test Review a Each group will review their respective surveillance tests for completeness and test adequacy considering design basis conditions.
m identified concerns will be documented and recommended test outlines developed.
- Independ_ent system review group will provide oversight and will approve the test outlines.
t u As appropriate new or revised surveillance tests will be developed, approved and conducted in accordance with existing procedure and test programs.
m Outlines for post-modification testing will be prepared in conjunction with surveillance test review. New test procedures will be prepared where testing beyond surveillance tests is deemed necessary.
m System review group will review tests performed and will assume responsibility for rectifying problems.
i Actions Conceming Motor Driven Feed Pump Pre-Start Up Install new motor driven feed pump prior to startup.
New pump design features:
a Provides 100% capacity auxiliary feedwater flow.
m Pump discharge aligned to the auxiliary feedwater headers during normal full power operation.
m Pump suction normally from the condensate storage tank. .
- Pump capable of being started from the Control Room.
m Pump motor can be supplied from either l emergency diesel generator following a loss of offsite power.
l m Can be manually realigned to feed the main feedwater system. This will be the normal alignment during low power operation. Pump
- suction in this alignment will be from the DST.
Following installation and initial operation, common suction line strainer will be eliminated.
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1 Analysis Program a Evaluate effects of the transient on selected equipment.
m Develop and benchmark Relap 5/ Mod 2 Davis-Besse specific transient simulation capability.
" Evaluate adequacy of Makeup /HPI cooling.
m investigate the acceptability of proposed operational and system improvements.
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Current Status Equipment Area a Steam generator-no significant effects.
m AFW supports-no damage due to the event.
Transient Model e RELAP 5/ Mod 2 Modelis OTIS benchmarked.
= On June 9, makeup /HPI cooling would have been adequate.
m Makeup /HPI cooling will mitigate full power loss of all feedwater cases at Davis-Besse.
Operationaland System Evaluations a Ongoing to identify if previously bounded.
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Decay Heat Remsval by ,
Makeup /HPI Cooling l O~ O OO A Pressurizer SafetyValves k JL 2 _
L ;L ;_
FT F1 Hot Leg FlI1 High Point @n b PORV
( Steam
( 'W O O L Jk J
' 1 FTFT
, Generators N\ '
Pressurizer Vent
/
/ Reactor Coolant \
- Pumps t t Pressurizer o
("- [l
/
J=L = = =,, Y
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Reactor o
[
From Makeup -
Makeup Pumps Tank or Berated Water Storage
(
Tank i
- [ High Pressure Directly from Borated Water injection Pumps Storage Tank or via " piggyback" through the Decay Heat Pumps
(
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Quality Attributes of The Davis-Besse Makeup System (Injection Portion)
Makeup Pumps 2-safety grade, seismically qualified,450 HP twelve stage Continuous service, I
centrifical pumps.
Makeup Pump Cooling Lube Oil Safety grade.
Ventilation Non-safety grade.
Electric Power Fed directly from the safety related buses (not load shed).
1 Seismicity injection portion constructed Class I.
WaterSource Normal - Makeup Tank.
Emergency - Borated Water ,
Storage.
Control injection configuration is
, contro!!ed from Control Room.
Technical Specifications Operability of both pumps l covered similarto ECCS technical specifications.
Qualification Majority of system outside containment; much in non-harsh environment.
Hazards (Missiles, etc.) Not reviewed as safety related.
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Feed and Bleed Cooling Evaluation TOTAL LOSS OF FEEDWATER FROM 100% POWER Assumptions: Power 1.02 x 2772 MWT LOFW Time Zero ReactorTrip 15 Seconds Makeup Flow 2 Pumpsinitiated at operatoraction time PORV Blocked open at operatoraction time Operator AcGon Time Matrix: Case Operator Action Time
- 1) 8.5 Minutes
- 2) 13.5 Minutes
- 3) 20.0 Minutes
- 4) 30.0 Minutes n - e.- --- - , - - - -
, . , , , , - - . - ,m._-.,y - _ -._ i r,-
Core Level vs. Operator Action Time 20 i 19'-
! 18 - A 17 -
- 16 - A Mixture Level 1 14 -
13 -
12 - a 11 - Collapsed Liquid Level Lcvel, Ft 10 -
9-8- A 7-6- a 5-4-
l 3-2-
l 1-
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i 8 12 16 20 24 28 i
Operator Action Time, Min 4
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1 Decay Heat Removal Reliability improvement Program
! Task Force Effort
)
a Chartered to review all systems used for i decay heat removal.
Main Feed and Steam AFW ,
SUFP l SFRCS Feed and Bleed a ldentified changes to improve operational reliability and to reduce complexity of SFRCS.
m Broad Membership
= Experience in design, engineering, operations.
mincluded outside expertise:
MPR Associates Babcock and Wilcox Cygna !
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i Task Force Objectives:
a Reduce frequency of demand for emergency decay heat removal.
m Reduce number of automatic system responses required to initiate auxiliary feedwater, a Reduce potential for common mode failure.
m Evaluate diverse and redundant means of l decay heat removal.
Goal: -
a Provide equipment recommendation that would improve reliability of systems used
, for decay heat removal. Specific improvements forthe AFW should eventually achieve SRP reliability criteria.
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Task Force Methodology a Multiple " techniques" used.
Deterministic Preliminary Scoping Analysis Engineering Judgment Assessment of existing PRA's a Reviewed Documentation.
m Evaluated past operating experience.
m interviewed Toledo Edison personnel.
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AFW/SFRCS Reliability Reduction of spurious initiators:
a Filter existing steam generator level signals.
m improve SFRCS powersupply performance.
m Remove main steam and main feedwater isolation on SG low level.
AFW/SFRCS Reliability i AFWinitiation to SG-improvements:
a Valve motor operator improvements. :
a Valve flowpath reductions.
l e Depower CST to AFWPT suction valves.
m Provide hot steam lines to AFW pumps.
m Disable feed isolation to last steam generator depressurized.
s SFRCS panel revision.
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P l AFW/SFRCS Reliability l AFW continuation improvements:
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- Install PGG governor on AFPT-1. '
u Provide seal-in manual reset for SFRCS full trip alarm.-
a Remove AFW pump suction strainers.
- Resize strainer from CST. ~
m Revise AFP suction transfer scheme.
m install local position indication for AFPT trip throttle valve.
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1 Original Layout :
l SFRCS l l ManualInitlation Switefies l WYri'pped f
/ q) ped SG 11 Low --
SG12 Low sm Press M. o STM Press Trip g Trip ;
' Tripped ~ ..=.
~~
SG12 Low SG11 Low STM Press Trip / Trip STM Press
- Tripped- .5.
i SG11. ? -
3G 1-2 mdP O NdP Trip -
l Trip
/
Tnpped- Tnpped SG11 Low -
SG 12 Low WTR LVL WTR LVL O O Tdp p Tdp g 1
[r'hped' '
[ Tripped Loss of Loss of RCPs O O RCP:
Tdp p Tdp p 6
Revised Layout l
1 l SFRCS Manuallnitlation l !
CH1/3 CH 2/4 Note 1(Typ.For 2)
' Tnppect ' Tripped.
SG11 -
SG 1-2 H./LewLevel o Hl/ Low Level Trip F Trip F
\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\
Note 2 (Typ.for 8)
. Tnppect Tnpped SG11 Low SG 11 Low STM Press o o STM Press Tdp F Inp F F F
/ l N\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\N\\\\\\\\\\\\\\\\\\\\\
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Trippeck -_Tnpped.
SGI2 Low - -
SG 12 Law STM Press O O STM Press Tdp F Tdp F F F
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s\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\N
\ T Tripped.\ Tnpped.
SG 11 SG12 MAP o a m6P Tdp F Tdp F F F
/ l NN\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\\'
\. .. . .
I Loss of 'A Loss of RCPs o RCPs Tdp Tnp F F
/ \
Notes:
- 1) Cutter Hammer Full Shroud (No Windom) Cat # E30KT6 (Gray)
- 2) Cutler Hammer Guard With Clear Plastic 311 ding Window, Cat i E30KR32 (Red) l l _
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l i Longer Term Decay Heat Removal Reliability Improvements e increase margin between SFRCS trip and ICS low levellimit.
m improved AFW level control.
m SFRCS logic revision to further minimize isolation.
m Control Room " mimic" panel for finalized AFW/SFRCS.
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l Operational and Procedural Changes ShiftTechnical Advisor (STA)
= Shift schedule changed from 24-hour duty day to rotating 12-hour shifts.
m STA spends entire shift within protected area.
- STA office located within 1-2 minutes of the Control Room.
m Trained as Interim Emergency Duty Officer to advise the Shift Supervisor in event classification and Protective Action Guidelines.
m New class of STA'S currently in training will be SRO licensed and part of normal shift complement.
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l Operational and Procedural Changes NRC Notification :
a Checklist provided in the Control Room to ensure information provided to the NRC Duty Officeris timely and accurate.
= Additional training will be provided to personnel responsible for NRC emergency notifications. -
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i Operational and Procedural Changes Emergency and Abnormal Procedures a SRO required to remain in the Control !
Room directing actions of the RO once EP l 1202.01 is implemented. I a Review all Emergency / Abnormal Procedures to assure clarity of instructions when unusual actions are required.
m Review all Emergency / Abnormal i Procedures to assure Control Room l instrumentation is adequate to support the decision statements requiring operator action.
m Provide manual pressure-temperature plotting capability on the operator console.
Operational and Procedural Changes Emergency and Abnormal Procedures a EP 1202.01 will be modified to:
a Provide definitive criteria for Makeup /HPl cooling.
! a Correct SFRCS response verification.
s Realignment of Auxiliary Eeedwater mini-recirculation flowpath.
m MSIV status verification.
m New motor driven feedwater pump operation.
m Criteria for AFW suction transfer from service water to the CST.
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l Operational and Procedural Changes
- Training / Administrative s increased emphasis by management and training on adherence to procedures.
= Pre-startup training of all operators on high priority-infrequent operator actions (e.g.
AFWT-trip throttle valve).
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m Manual vs. automatic safety system i actuation.
i a Operating philosophy changes requiring
, reactor operator to inform senior reactor
- operator of intent to manually actuate system.
]
m Pre-startup training for licensed operators.
m Loss of feedwater events.
m Control logic and operation of AF 599/608.
- SFRCS changes and actuation.
m Control of steam header pressure following a reactor trip.
m Simulator training (starting 8/26/85) includes SFRCS mock-up and manual P-T plotting (assumes inoperable SPDS).
m Other new hardware modifications.
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Training Program Enhancements Management involvement a Training Department elevated to Division status.
Recognition.
Desirability.
Morale.
m Director level management reporting to Senior Vice President, Nuclear.
Upper management attention.
Support.
Better able to address training issues.
l Training Program Enhancements staffing a Training supervisors to manager level.
Promotion path within Training.
Appropriate level to work with Mission counterparts.
! u Training instructors elevated to comparable level with Station positions.
Attract high caliber personnel.
Alternate career option.
In line with other utilities.
O O Training Program Enhancements Staffing (Cont'd) l 8 NuclearTraining staffing levels. l 41 positions currently approved.
35 filled by Toledo Edison people. .;
6 offers awaiting responses.
This is being supplemented by 10 additional contract personn.el.
m Progress 8/84 8/85 24 Approved Positions 41 17 Toledo Edison Staff 35 2 Contract Instructors 10 ;
, a Additions I Additional staff will be needed to support the simulator and expanded maintenancetraining. Approximately 55 total.
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! l Training Program Enhancements Program improvements ;
- ulNPO Accreditation !
u NUMARC commitment.
All programs ready by December 1986 ,
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= Operator Programs (NLO, RO, SRO/SS) ,
~
Expect to be ready by December 1985. I
- INPO to review draft SER in October.
m Remaining programs (Mechanical, Electrical, I&C, Chemistry, Health Physics, Shift 1 Technical Advisor,TechnicalStaff and Managers)
Concerted effort to have these programs ready prior to December,1986.
Expect maintenance programs to be ready closer to mid-1986.
a Clarification of responsibilities for training ;
functions. l a Drafting procedure defining responsibilities.
Training responsible for development and implementation.
l Line organization responsible for training i and qualification of assigned people.
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Training Program Enhancements Upgrading of Facilities
.m New Training offices and classrooms.
j u Doubled number of classrooms.
s Much improved learning environment.
m New furniture.
= Significant parking lot project.
m Nearing completion. -
s Dedicated Training labs to be completed December,1985 for:
Mechanical Electrical Instrumentation & Control
) Chemistry l Health Physics Quality " Hands On" Training i
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Training Program Enhancements Upgrading of Facilities (Cont'd)
= Plant specific simulator will be built.
m Finalizing design specifications.
m Nearly 300 simulated malfunctions will be available to test and evaluate operators.
a Bid and review process early 1986.
8 32-36 month lead time.
8 On site and operable by December,1988.
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Attached are copies of a Cbmnission meeting transcript (s) and related meeting doctment(s) . 'Ihey are being forwarded for entry on the Daily Accession List and placenent in the Public Document Bocn. No other distribution is requested or required. Existing DCS identification numbers are listed on the individual docunents wherever known. .
Meeting
Title:
bnM My/a/
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u Meeting Date: M 7 /9 J' Open Closed DCS Copies (1 of each checked)
Item
Description:
Copies Advanced Original May Duplicate To PDR , Ibcument be Dup
- Copy *
- 1. TRANSCRIPT 1 1
.. When checked, DCS should send a ,
copy of this transcript to the .
LPDR for:
b)fAdhm%A
- 2.
3.
- 4. ,
i (PDR is advanced one copy of each doctrnent,
- Verify if in DCS, and two of each SECY paper.)
- Change to "PDR Available."
,