ML20136H519
| ML20136H519 | |
| Person / Time | |
|---|---|
| Site: | Three Mile Island  |
| Issue date: | 12/19/1984 |
| From: | UNION OF CONCERNED SCIENTISTS |
| To: | |
| References | |
| SP-I-TMIA-1-33, NUDOCS 8508200377 | |
| Download: ML20136H519 (219) | |
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UNITED STATES OF AMERICA s NUCLEAR REGULATORY COMMISSION b ' ^ M2 , 9 E AUG 7 1985'" -i BEFORE THE ATOMIC SAFETY ?.ND LICENSING B, ARDocitngca suva:xu:;ca V.] Q Z 4fa
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- d' In the lbtter of
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METROPOLITAN EDISON COMPANY ) Docket No. 50-289 SP
) (Restart Remand (Three Mile Island Nuclear ) on Management)
Station, Unit No. 1) ) STIPULATION ON TRAINING EVIDENCE In order to expedite the restart hearing on training issues and to obviate the need for UCS to call a number of witnesses, UCS and Licensee stipulate as follows:
- 1. Licensee stipulates to the authenticity and admissibility of the following documents, which include all documents on which UCS intends to rely in its case-in-chief:
- 1. July 16, 1984, Final Ce rtification Statement of E.
Frederick, consisting of a one page memorandum and four hanc-wr itten pages dated ' August 23, 1984. (Previously identified as Exhibit No. 3 to the Deposition of Mr . Hukill.)
- 2. Evaluation of Mr. Frederick dated 8/15/80 at the bottom of the first page and consisting of two pages.
(Previously identified as the first two pages of Exhibit No. 3 to the Deposition of Mr. Newton.)
- 3. Evaluation of Mr. Frederick dated 8/12/80 at the bottom of the first page and consisting of two pages.
(Previously identified as the last two pages of Exhibit No. 3 to the Deposition of Mr. Newton.)
- 4. Evaluation of Mr. Frederick dated Jan. 23, 1981, at the bottom of the first page and consisting of three pages.
(Previously identified as Exhibit No. 4 to the Deposition of Mr. Ne wt on . ) 8508200377 841219 PDR ADOCK 05000289 G PDR
a o. 1 S. ' Employee Change of Status form for Mr. Frederick dated 3/8/83 in the upper left corner of the first page, consisting of 11 pages. (Previously identified as Exhibit No. 5 to the Deposition of Mr. Newton, except that Licensee has added. appropriate pages to the exhibit to assure that it is complete and accurate.)
- 6. RHR Consultation with GPU Nuclear Management: Priority Concerns of Licensed Operator's at TMI-l and Oyster Creek and Suggested Action Steps - Final Report, Paul F.
D'Arcy, Ph.D and John R. Sauer, Ph.D., March 15, 1983. (Page numbers added by UCS. Markings on pages 1, 11, 15, 21, 24, 25, 26, 27, 28, 29, 32, 34 were placed on the document by UCS.)
- 7. Memorandum f rom Paul D' Arcy to Bob Arnold of May 17, 1983, Re : GPU Nuclear - TMI-l Percentages, and accompanying statistics.
- 8. Employee Performance Review of H.K. Olive dated both 10/19/83 and. 5/15/84 in the upper right corner of the first page, consisting of 5 pages. (Previously identified as the first five pages of Exhibit No. 2 to Mr. Hukill's Deposition)
- 9. Memorandum of June 8, 1984, from H.D. Hukill to File,
Subject:
Discussions.with Mr. H.K. Olive - Shift Operations Foreman, TMI-1, consisting of two pages.. (Previously identified as the sixth.and seventh pages of Exhibit 2 to the Deposition of Mr. Hukill)
- 10. Memorandum of . June 14, 1984, from R.J. Toole to H.D. >
Hukill,
Subject:
K. Olive, consisting of two pages. (Previously identified as the last two-pages of Exhibit 2 to the Deposition of Mr. Hu k ill) _11.- Employee Performance Review of H.K. Olive dated October 25, 1982, in the upper right corner. of: the first page, consisting of 4 pages.. (Previously identified as the first~four pages of Exhibit No. 1 tofMr. Hu k ill' s Deposition)
- 12. Employee' Performance Review'of H.K. Olive with no date on the first page, dated' 10-19-83 on the last page, consisting of 4 pages. (Previously identified as the second four pages of Exhibit No. 1 to Mr. Hu k ill' s .
. Deposition).
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' 13. Employee Performance Review of H.K. Olive, dated !
10-19-83 in the upper right corner of the first page, and 10/17/84 on the last page, consisting of 5 pages. (Previously identified as the ninth 'through thirteenth pages of Exhibit 'No.1 ~to Mr. Hukill's Deposition) 14.. Employee Performance Review of H.K. . Olive, dated l 10-19-83 in the upper right corner of the first page, and 9/7/84 on the last page, consisting of 5.pages. (Previously identified as the nineteenth through twenty-third pages of Exhibit No. 1t . Hukill's j gg o$ .Q y, M }Lj Deposi g
- 15. Employee Pe r formance Review of H.K. Olive, dated 10-19-83_ in the upper right corner of the first page, with the -words "3rd Eval. Reviewed on 10/1/84" in the center at the top of the .first page, consisting of 5 -
pages.. (Previously identified as the' twenty-fourth' through twenty-eighth pages of Exhibit No. 1 to Mr. Hukill's Deposition)
- 16. Upgrade Program for.H.K. Olive dated July 23, 1984, consisting of 7 pages. (Previously identified-as Exhibit No. 6 to the. Deposition of Mr. Newton)
- 17. Memorandum dated May 19, 1983, from H.D..Hukill to File,
Subject:
Interview with D.B. Fmyhew. '(Previously identified as Exhibit No. ~4 to the Deposition of Mr. Hukill)
- 18. ' Memorandum dated June 14, 1984,-from'D.J. Fink to T.W.
Norman, subject: . Lump Sum Payment. Payroll Check for David B. Mayhew, Emp._No. 6422. (Previo~usly. identified as the first page of Exhibit.No. 5 to the Deposition of Mr. Hu k ill) l 19. Memorandum dated August 3,.1982, from D.B. Mayhew to H.D. Hukill,
Subject:
Two' Week Suspension Without Pay. (Previously identified as the fif th page of ExhibitJNo. 5 ; to the ceposition of Mr . Hu k ill)
- 20. Memorandum dated August 3, 1982, from.H.D. Hukill:-to D. B . L Ma y hew ,
Subject:
L Two Week Suspension Without Pay. (Previously identified as ~the sixth through eighth'_'pages of Exhibit No. 5. to the Deposition . of ' Mr . Hu k ill) L 21. :Uritten Examination Certification Cover Sheet- dated Jan.. 14, 1983, for JohnJJ. Wa ls h . -(Previously; identified.as-
;the first page'of Exhibit No. 3 to.the Deposition:of Mr. z Ross)-
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--_-_-.---.---_---_-____-._.-_--E_. -.-___--_-___---._-_--_I.--. '
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- 22. Written Examination _ Certification Cover Sheet dated May 3,.1983, for John J. Walsh. (Previously identified as the second page of Exhibit No. 3 to the Deposition of Mr. Ross)-
- 23. Written Examination Certification Cover Sheet cated 3/8/84, for John J. Walsh. .(Previously identified as the third page of Exhibit No. 3 to the Deposition of Mr.
Ross)
- 24. Written Examination Certification Cover Sheet dated 1-14-83, for Jay E. Moore, Jr. (Previously-identified as the first page of Exhibit No. 4 to the Deposition of Mr. Ross)
- 25. Written Examination Certification Cover Sheet dated 2/2/83, for Jay E. Moore, Jr. (Previously identified as the second page of Exhibit No. 4-to the Deposition of Mr. Ross)
-26. Written Examination Certification Cover -Sheet dated 2-11-83, for Jay E. Moore, Jr. (Previously identified as the third page of Exhibit No. 4 to the Deposition of Mr. Ross)
- 27. Written Examination Certification Cover-Sheet dated 1/25/82, for H.K. Olive, II. (Previously identified as the first page of Exhibit No. 5'to the Deposition of Mr.
Ross)
- 28. Oral Examination Cover Page dated 3-14-84, for H.K.
Olive. (Previously identified as the second page of Exhibit No. S to the Deposition of Mr. Ross)
- 29. Oral Examination Evaluation sheets for D. E. Smith for March 19, 1984, consisting of'12 pages. (Previously identified as Exhibit 3 to the Deposition of Mr.
Leonard)- ,
- 30. Oral examination sheets for Jay Moore, dated 3-26-84, consisting of-12 pages. (Previously. identified as Exhibit 1 to the Deposition of Mr. Ross)
- 31. The RO-1 Answer Key, GPU Document Id. 0639D, created 02/22/84.
32; .The SRO-3 Answer Key,.GPU Document'Id. 0644D, c reated 02/20/84.
- 33. Mr. Kellys handwr itten notes, consisting of 7 pages.
l(Previously identified as Exhibit 1-to the_ Deposition of Mr. Kelly) L_ ;
l
- f, -
2.' -Licensee will not object to the admission into evidence of l 1 that portion of the November 7, 1984, Deposition of Mr. Hukill
~
l starting on page 16, line 25, and ending on page 30, line 14. Licensee agrees that if called as a witness, kr. Hukill would so l testify. i
- 3. Licensee agrees that it will'not object to cross-examination of Mr. Ross-as being outside the scope of direct to the extent that the cross-examination addresses one of the following issues: ~(a) oral examinations, (b) decisions concerning
.whether.and under what conditions licensed operator training program participants may remain in the program, (c) evaluation of performance on the simulator, (d). selection of candidates to i
participate in the licensed operator training program.
- 4. Licensee agrees that it.will not object to cross-examination of- Mr. Newton as being outside the . scope of direct to the extent that the cross-examination addresses the issue of: decisions concerning whether and.under what conditions licensed operator training program participants may remain in the program.
I For. Licensee: For UCS: , Decoran B. Bauser . William S. Jordan, 111 Date:' .Date:
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memorandum
. In u21. Nuclear _ _ . ,
FINAL CERTIFICATION STATEMENT July 16,1984 q Date:
Subject:
' M. J. ROSS, MANAGER, Three Mile Island Location: 3210-84-0303 From: PLANT OPERATIONS H. D. HUKILL, VICE PRESIDENT UNIT I This is to certify that E. Frederick has met the requirement for a SR0 Certification License.
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! t Certification jyj - Signature Manager, 1 t4cperations 7 1-4 C Certification Endorsement b[ Operations & Maintenance Director V
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Applicants Recorcs Retiew kd.Date
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, Mr'. Fredrick's perfomance durino the past ycar has een imoressive. Ho has l
demonstrated his abilities in both licensed and non-f f censed coerator trainino ' 1 1 assignments. His dedication and resconsible attitude were vividly evidenced whe$ 4 as one of the most junior Administrators - Nuc. Tech Trainina and without regard:
- personal reward, he served voluntarily and quite effectively as the "Actina" Groq ,
_ Supervisor of the Licensed Operator Training Group for approximately three month He has establi Mr. Frederick strives for excellence in each task he undertakes. extremely high personal perfomance standards and is severely self-critical, constantly seeking to improve his supervisory, administrative and teaching abili
- His progress toward achieving those standards in his daily work has become cbvioq _
(Use additiccal sheets as required) E""*.CIE CO.WI'? C' M I"?!*7ATIO" % CA" u.' C'JE'~"T!II: 4 l 1 i i f J ( I 1 (Use addi:10:.al sr.eets as req; ired) 1 o e t - - r w --~ + m- p y -- tf I *
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. E. R. Frederick' (continued)
I After attending the recent TMI-I Instructor Development Program, Mr. Frederick's first fonnal training in this area, it was requested that he assist in the [
. presentation of this program the next time it is conducted.
' Mr. ' Frederick's honesty and candor have allowed him to establish excellent worki(
l relationships. His perceptive wit has also made a very positive contribution to the morale of the operator training staff during the recent times of frustration i and challenge.
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. Subpct IMPTM IE CEARGE OF STATUS
, /To . . masources Department Locaem vnr.
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E- [ ' Flaase process the following change (s): JE __ .nuployee Name Edward R. Frederick Employee Number 6063 p - Effective Date March 14, 1983 h i - THE CHANCE (S): PROM , 3 E
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_ - ase c.da Site / Work Incation W t X Supervisor. Non-Lic msed Co. Trnz. Job Title S W sor - Licensed'Oo. { Note: Specify official " payroll" titia, not " functional" title., t X RPF Number T6067 T6066- '= TEE REASON FOR THE CFJL%"E(S): Onclude justification / Interview Easults if appy E Section Transfer (Lateral) L Department or Division Tranafer (Lateral) X Promotion - Include Performance Evaluation. Percent of Increase: 0 Marit Increase - Include Performance Evaluation. Percent of Increase: Six-Month Post New Hire Increase - Include Performance Evaluation. Percent of Increase: I _ Other: ,
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f APPROVALS: g b - -- ec. / Data f/// Current Supervisor
=-
/Date II/R Supervisor Requesting Change
/Date 0 3 Department Head Raquesting Change Y C- /Date M #3 Division V.P. Raquesting Change
/Dat2 / J Ifuman Raamarcas Department urs/ 2-82 Rev. 1 d(d
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.. . .m u.l:.. ".k. W. ,. %. ,, f . ., Y RHR Consultation with Lf ,c-M'!hi' dOh -
^ * * . . . . GPU Nuclear Management l C qe;r, % +-u:ty;;::. -
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s o. ,C. < .M.u".>> i Priority Concerns of Licensed
' t lJ ~ , Nuclear Operators at TMI and Oyster Creek and Suggested Action Steps Final Report
.e .
Paul F. D' ArdY," PS.D. John R. Sauer'; Ph.D. r - March 15, 1983 s~
\
. e.
/
1 l
. - _ _ - _ _ - *I-
i .L : a~ .. , LO Contents o 1 i introduction Purpose , Approach . The Report l The Executive Report Operators and Public Safety Motivation Capability Priority issues of Concern to Licensed Operators Priority issue #1: Training of Operators Priority issue /2: Career Path for Operators Priority issue #3: Improve Cooperation of
. Departments with Operators Adaltional Priority issue for Subgroups Pay Rotating Shifts ,
Quality of Management implementation--A Chronic and Pivotal Problem II.Explanato'y r Material Operator and Safety Safety as primary mission. Changes since TMI-2 and Safety 1 Ccmponents of' Safe Operation .. Regulatory Environment Procedural Compliance Motivation .. Role of Operator Morale-Concerns about Change ' Plant ccmparisons Vorkload-Pay ' Operator Uniform 101sciplinary Sanctions for. Violating Regulations ' , Licensing, Recualification and Training Licensing Requalification-i Satisfaction with Training Content of. Curriculum , l LTraining, Testing.and Ability to Run Plant Recualification Training l Training needs of Navy Nukes vs. those up through the plant Size of. Training Department ICareer. Career Options Career and Rotating Shifts l l
)
i
-- 2 n- w , , - ~ -
()
, Career'(continua
, e Supply of Trainees Career Path and Compensation Job Security Working Relationships Between Departments impact of New Departments on Safety and Workload Problem of Cooperation'Between Departments Cause of Problem Difference in Attitude Adequacy ~of on-site Authority Remedies ,
Interaction with Specific Departments , Management and Supervision Supe rvis ion Job Performance Understanding of' Job Responsibility Support d P G e 3 I 3 l
o .. . , O o
. e Tables l
1 Safety Action Steps 2 Three Highest Priority issues, Overall, by License Status and Plant 3 Three Highest Priority issues by License Status Within Each Plant 4 Training Action Steps 5 Career-Action Steps 6 Cooperation Between Departments Action Steps 7 Pay Action Steps 8 Rotating Shift Action Steps 9 Quality of Management Action Steps - 10 Implementation Phase Action Steps 11 Mean Veights of Operators and Top Management on Contribution of Components of Safety to Overall Public Safety 12 Satisfactoriness of Interaction With People & Policies of Specific
, Departments by License Status at Each Plant i
L 9 9 l O r 4
.. e O introduction l
This report Ldescribes the work done by RHR consultants with GPU Nuclear manage- l
' ment and with licensed nuclear operators at TMt and Oyster Creek commencing in ,
the summer of 1982. -The work was undertaken at the direction of Bob Arnold, l President of GPU Nuclear on the reconnendation of the board of the Nuclear Corporation. _ Rohrer, Hibler & Replogie, Inc. Is the country's largest firm
.of psychological consultants to business. It had a previous relationship l with GPU e ne,
~ .
.uswuse. The purpose of the consultation was threefold: ,
- 1. To assess the attitudes of operators particularly in reference to safe operation.
- 2. To prioritize operator issues in terms of im-
. portance to the operators.
- 3. To recommend action steps.
Aooroach. RHR ~ consultants initially intersiewed a small sample of' licensed ! operators at TMl and OC to discover the range of concerns. After a review of i these with GPU Nuclear management, the consultants met with small groups of operators to further refine the issues, to- prioritize -them and to get their input on action steps. Five such meetings were held at TMI and six at.0yster Creek. . in conjunction with this a customized survey was administered to 43 at each facility for a total of 86. The results were computer analyzed. } Action steps #have been under way since the beginning. Top Management has al-
- ready received mid project reports both oral and written. This final report modifies the earlier report somewhat, incoporates the findings from Oyster Creek and includes for the fir st time the - survey resul ts.
The consultants requested the opportunity to discuss their findings with all of top management. The GPU Nuclear Corporation considers the licensed.co- , erators to have a pivotal role. It sees the other departments as there to support operations. The concerns.of operators involve most other depart- - ments and the recommended action steps require the collaboration of them as well. i This report i s avowedly. to a . large extent one-s ided. There are always at-l least two sides to all issues. The mandate to the consultants was to fo-cus ;on the operators ' concerns. The report conveys accurately the current < percestion of operators. It does not imply that these are entirely jus-
- tified or realistic.~
The'Recort. For the convenience of the reader ' the report has been written 1 in two sections:
- I. The Executive Report. Contains.the essentials of purpose, priorities
- and action steps and is- designed .to' be ' read in ci ts entirety prior to the -
March 22nd-meeting. I II. Explanatory Material. Contains a synopsis of survey.results, material ,. , l -from the small group meetings and consultant observations. This-is' designed l to be read and consulted according to need and interest. i I 5
I The Executive Report l Ooerators and Public Safety _ _. GPU Nuclear Corporation places such a high value upon the safe' operation of I-nuclear power plants that it has made safe performance its primary corporate - Jective. Exploring employee attitudes toward safe performance was an explici - goal of the RHR consultatlon. . Performance = Motivation ~+ Capability Translating this to the present situation, the formula reads: Safe Performance = Operator Motivation (Atti-tude) '+ Operator Capability. The interviews and survey suggest that to the degree there is a problem of sad performance, it comes somewhat from both attitude and capabiiity. 4- Motivation We see a largely positive picture on motivation but with an area of concern. Operators:have pride in their position, they want to do a good job and have a
-strong sense of' responsibility. 'They agree with the high priority given to safety.
Three in four of all coerators agree that 't hei r morale .is good. There is as notab'le ' difference between the two facilities. Over a0% of the operators at TMl agree that their morale is' good. _A majority of RO's and SRO's at Oyster Creek do not_ rate their morale as good. Cacability l We see several issues of operator capability to provide safe performance. These issues of capability do not, appear to=be primary, acute or emergency i issues; they are rather indirect and' contributory. These.come.from two sources: the organization; and the individual..
- 1. _ Organizational Capability ,
, ~ ! A. Procedures: '
- 1. Growth in procedural. complexity, particularly when this is in emergency procedures.
'2. . Verbatim comoiiance
- a. - Fosters reliance on procedures, which in the minds
~
'of operators are at times.inaopropriate.
- + Diminishes ability to think for self-and to handle the exceptional, s ~b. Leads to covert noncompllance when due to waning
- condition of equipment,m procedures are in the minds of. operators, f requently inappropriate.
B._ ' Lack of Cooperation Between Departments: Affec'ts safety. . Especially when it' delays readiness of
'6
. brckup cquipment.
-C. Union and Management:
Degree of management control over licensed operator and equipment operator union members at Oyster Creek in im-piementing constructive programs. D. Lack of consensus on importance of some components of safety. Within top management and between top manage-ment and licensed operator's.
- 2. Individual A. Operator Experience:
At TMI, lack of exposure and experience of newer control room '
~
operators with operating plant. B. Personal Problems: . There are significant personal and family problems among 10-15% of licensed operators and indications of a re-luctance of this group to use Stress Control as a re-source.
~
Table I suggests safety action steps. As with all the action steps which will be suggested, some are simple, within the budget and easy to implement. Others are more complex, may have budget as well as subtle side implications. The latter deserve more study. The RHR recommendations are suggestions to stimulate further thought and action. RHR has not had sufficient exposure
~
to the total organization to make many of these more than suggestions for reflection and review. Priority issues of Concern to Licensed Ooerators One of the main reasons for the small group sessions was to prioritize the concerns of the licensed operators so that the -limi ted resources of GPU - Nuclear Corporation could be focused in an informed and reasonable fashion. From the litany of concerns which emerged in the initial interviews, the co- 3 eratofs with the help of the consultants have been able to prioritize tneir three dominant concerns; both across the whole population of operators and within license status groups at each facility. Tables 2 and 3 summarize this data. . Training, Career and Cooperation between Departments in that order are'the three highest priority concerns for the total population of operators. Besides examining concerns across the total population it is desirable to ) look additionally at priorities by facility and by license status for two j reasons: -l
- 1. Some serious issues are plant speci fi c.
- 2. Operators with different license status have different in-come, different functions, different degrees of manage-ment responsibility and differing sets of interactions ;
wi th units outside operations. Out of this come different ' priority ccncerns. 7
~ ~ ~ -
ianaa i
. i Srfoty Action Stcos
().
- ticn Steps Time Who?
recrdures implification of emergency 1983 Regulatory and Industry cercting procedures Agencies; Tech Functions; Operations ialcgue on and analysis of 1983 Tech Functions; Operations roc dural ecmpliance issues a special cases nprova speed of feedback on pro- 1983 Tech Functions; Operations edurel change recommendations ada by operators. Establish alicy on this .,pr;va mechanism of consultations 1983 Tech Functions; Operations ith operations on development of occdures np nva process of review of pro- 1983 Te:h Functions; Operat'lons
- cs by coerations prior to
- plemnntation .
- coaration Between Deoartments
- pacially speed of repair of 1983 operations
- Maintenance ickup equipment tion and Manacement
- Gyster Creen '1983 Too management; Human Re-sources Ceoartments of Service Ccmoany, Nuclear Corporation and JCPSL
.erator Excerience craase "hanos on" experience: Early Training; Coerations era time of trainees in ic83 Icnt and with equipment; ora coaching from shift uparvisors; efina efforts for keeping nstructors of trainees and iccnsed operators cur' ant n plant equipment, instrumentation ad procedural changes r int and Family Problems 't.. .ai ne ut i l i zat ion rates by Early Human Resources ccn4cd operators of' Stress 1983 neral services 8
O O etlon. Steps- Time. kho? Disseminate information on con- Early Human Resources; Operatioi
-ffdentiality and on availability 1983 of services through Stress'. Control '
End alternate sources Consensus on Comoonents of Safety Duvelop consensus - between top manage- 1983 Top management; Operations ment.'and operators on those factors i contributing to safety on which there is divergence . _. Osvelop consensus within top manage- 1983 Top management
'm::nt on those factors contributing to safety on which there is divergence P
e e l l .i l i, . e f 4 4 . 5 . 9 4
.. , .- -- .-,.-_,r-4 - + - - - * * + - - e*------ -
e-------+
O Tebie 2 o
.. r-Three Highest Priority issues Overall, by License Status and Plant License Status Plant Overall Rank Trainee R0 SRO TMI Oy:ter C:
Cooperation 1 Training , Training Career Betw. Depts. Training Train ing 2 Career Career Training Training Career Career Cooperation Between Requal-3 Departments Pay Pay Training ification Pay Table 3 . Three Highest Prfority Issues by License Status Within Each Plant * . l Tut , n.j e . . , e...b
- 4
Rank ' Trainee R0 SRO Trainee RO S Ca'reer &~ . . Coooera 1 i ra n. ning Career Tra.ining shifts Training Betw. C
"'"*I " 0*****" areer &
2 Career Training Career , Trainin Decartments chiFts __ 3 Pay Pay gareer&Requab Training Pay "' ' Y
- fIcatIon Manacem
- Where two are in same space they have equal weights.
10 O
./ <
O o Daoling solely with tha ' three gsnaral priority concerns will not address seme I of the needs of significane subgroups. The three additional priority concerns from this analysis are Pay, Rotating Shifts and Quality of Management. Pay is the third highest priority concern for all trainees, for all RO's and l overall at Oyster Creek. Rotating Shifts ties for highest concern among trainees at Oyster Creek. This is a plant specific concern because of there being only four shift teams there. Quali ty of Management is the third highea concern of SRO's at Oyster Creek. 4 Priority issue #1: TrainJog of Operators , Training is of (exceptio importance to licensed operators. 'This has to do both with their ne'eo.co pass licensing exams as well as the responsibility a licensed control room operator takes on. The training function, in the eyes of this group, is given more importance than John Sauer and.1 had to date ex-perienced in any other business. environment. 2 Issues of Training Operator dis ;;; f--* fans with training are multiple. Among-the most critical 93;Tne lack of hands on plant experience at ini 'for ex-Navy nuclear trainees.
.This if related to the plant not being operational. At least 80% of the eq-uipment is not in active use.
.X
~
Requalifie'*f^- ' * - .. ;,,3 ' - ' heavy burden. There is dissnefe#---faa u t *h t9 t_r3.Tx?I{~#-- -hi _ f ne..f fi cient tima is cevoted to thic- *ha wav rea-se co er- - - mea 'reauentiv handi-d is borind for the coerarne -_m... mym.ose. is w.. -- re?' att i tude is hard Fne ?5e trainer. -ecun i t :: _. s m i , . .u , , e3pe Jeliv the crecarnrinn for +5, en-,rna-a-im- --e- <n F.=vv bura n
%,for the coerator,- .See Table 4 for action steps.
Priority issue #2: Career Path for Ooerators Many control room operators feel socked in" to a windowless rotating shift career. This is due to:
- 1. History. of shortage of trainees ,
l
- 2. Lack of visible career paths
- 3. Drop in compensation if one transfers cut of ' control room job
- 4. Difficulty meeting college degree requirements for some management positions.
i The. survey results today indicate that almost one half would be willing to take a pay cut to get out of the Job eventually. See Table 5 for action steps' Priority issue E3: Imorove Cooperat ion of Deoartments krith Goerators 4 Reorganization has changed the structure of the GPU Nuclear Corporation so 11
- . , , - - - - - - , - - , -, s - - - , r - a
( _ ~TrainingActicnStcp({}
., t
. Action? Steps Time Who?
l Raoualification . , o Eliminate " comprehensive test" portion- 1983-84 Regulatory Agencies L of requalification test Tech Function Asses Training Make repetitive parts of requalification 1983-84 Training; operationt
. training more attractive .
Post schedule .for coming year of requal- 1983 Training; OperationE Ification training including outline of crntent on operator Bulletin Board at
~
sich facility Content and Methods
- Include -inoustry and. communi ty issues 1983-84 Operations; Training
- as well as GPU Nuclear approach to these .Public Relations;'Te
- j. issues in the training of. operators . Management j R2introduct ion - of '" systems approach" for 1983-84 Operations; Training Nsvy trainees to understand role of equip- '
ent in plant
- Davelop diversified approach for mastery 1983-84 Training; Operations of theory for ex-Navy Nukes and trainees
! coming up from plant
. Simulator specific to TMI -1982-87 GPU Nuclear Managemet Davelop method for trainee to gauge his 1983-84 Training; Operations
.grewen in comoetency to operate during 'a training period.
Standards Tignten standards and evaluation of Early Operations; Training. trainees . 1983 , Evaluate. instructors on pedagogic -Mid 1983 Ooerations;Trainingi skills with view to coaching and ' Trainees- i improving l i i ' 0 valoo method for monitoring and im- .1983-on Training; OperationsI proving consistency between trainina
~
;for ' licensing and requalification and t
testinn for the same tvalop method for monitoring and im- 1983-on Training; Operations
, roving consistency between training
.cnd ability to operate-4 12
~ .-, - . - . - , . -
O o d ~ ction Steps Time Who? Tcsk analyses of what operators actually 1983-84 Training; Operations; do as basis for training relevance RHR Administration Promote improved relationships between Mid 1983 operations: Training; RHR cparat Lons and training personnel , Tcrgeted interviews in Training 1983 RHR D:partment to explore issues. -
.prioritize and set action steps
- High priority 8
e e t i 13
.. . Easis 5 Carcar Action Stcos Action Steps Time Who?
Entry - Improve pay differential between 1983-on Human Resources ifcensed operators and other d::partments Previde some training in theory 1983 Training to AO's with potential for R0 College Credentials
- Fccili cate getting of de 'rees: 1983-84 Training; Human Resources Credits for in-house co rses Programs in area colleges Cereer Counsel i Cr.reer Paths D velop and publish possible 1983-84 Human Resources; Depart-career paths and qualifications ments for them I D e
4 e e 9 t a O 4 14
O n u that operators do not have the control they once had. Ther_e are multiple problems of coordination between the nawiv created depart-ments. _in accation, the-company has added many new people. It is not vu u larger, but individuals do not know each other and each other's roles. There is also resistance to change. The interview and survey indicate that the op'- erator believes that the departments are not working well together but at the same time, believes that this can be improved. Things go well when they know the people in other departments with whom they are dealing. They-would like to know more about what other departments are trying to do and would like other departments to know more about operations. See Table 6 for action steps. Pay. This is the third highest concern at one facility and among two sub-groups. As one operator put it, "This has become so important.because we have lost everything else". Pay is more frequently than not the highest area of concern among workers. In this case pay differential is a concern to operators as they note compensation for other plant jobs which have less P hassle. See Table 7 for action steps. P.otatino Shifts. This is tied for first place among the concerns of Trainees at OC. Rotating shifts are a burden for most but the four shift. rotation at Oyster Creek is particularly hard on the f.ndividual as well as on his family. To date there have not been sufficient licensed operators to staff additional teams there. Operators are disappointed with management for not having been l able to deliver the relief management has promised them on this for some Q ime., See Table 8 for action steps. Quali ty of Manacement. Concerns about management are stronger at Oyster Creek enan at TMI. It is the third highest priority concern among the SRO's there. The concern extends to top management as well as local management and includes past JCP&L management as well. See Table o for action steps. Imolementation--A Chronic and Pivotal Issue I
, We strongly recommend that we ' ave centinuinn dialogue with too management
- both directly and througn its representatives in the planning and implement-ing of action steos.
~
1molementation is important now that expectations have been raised again by our recent interviews and survey. Operators in the small groups have been
, scontaneously inouiring whether anything will come of these i nt e rv i ews.
j They have been through several such meetings before. From some previous inquires they have seen no action and f rom others, temocrary action which
!ouicklypeteredout. There is expressed pessimism that this intervention
' will lead to any lasting improvements in areas of their concern. Visible action steps are likely to hold down operator turnover just as lack of action is likely to increase it.
In terms of management credibility, this is a critical phase. It is also a critical phase because it is where previous efforts have stalled. See Table j 10 for action steps.
\
r 15
. ..u -
V Cocoaration Batwren 0 ox t ^ ts
. .- Act ion Steos l 1
l Action Steps Time Who? Emohasis on Cocoeration Discussion of issues with depart- Early RHR; Management ment heads 1983 . Rainforce concept of organizational 1983 Top management structure that operations is a key function and other departments have support function Mrke cooperation between departments 1983 Top management c GPU Nuclear Corporation objective 0:2velopsystemfor'evaluakingmanagers Early Human Resources; RHR; cn cooperation , 1983
*8 9" Mid 1983 Management; Human Resourc I mp l em.?.n t Freilltating Cocoeration .
8dentification of problems at Spring 1983 Departments; RHR nterfaces between pairs of de-psetments. Intergroup prcblem , solving meetings Educate departments on each Early 1983 Management; Departments; others' roles Human Resources; Training Train:
- Supervisors for cooperat!cn Early 1983 Training and each depart-Operators in persuasion vs. ment tuthoritarian approach Support department memoers fresh frem school in importance of cocoeration ,
- G2t people acquainted across de- Early Ic83 Human Resources; Manage-ptrtments - ment Post photograohs of both licensed 1983 Operations; departments; ocerators and support department foremen Human Resources cnd supervisors at each facility with !
I nrme and function. Circulate current rosters of depart- ! ment foremen with areas of respons-Ibility location and phone
'crk toward sufficient flow of trainees 1983 HumanResources;Operatlod s3 that those with operational experience crn join support departments
- High priority 16
, , .,._ ,c.7 .
O ra 4etien sten, o-1 .- Action Steps Time Who? 4 Pay Differentials Develop data.on pay 1983 Human Resources differentials between licnesed - . operators and other disciplines at GPU Nuclear 4 Develop data on pay 1983 Hu' man Resources differentials in Nuclear ' Plants run by other- - utilities , Use data to reassess 1983-84 Human Resources; policles and pian ap-- Top Management propriate action steps 1 l e s i I i 17~
. .. . - Tccic 6 . O,m Rotatino Shift Action St( ) x Action Steps Time Who? o Vork to initiate 5 shifts 1983-84 Human Resources; Operat f or at Oyster Creek as soon as Top management
~
possible Shift scheduling Study feasibility of each 1983 Human Resources; rotation being consistently *' Operations oight hours later than previous at OC. Study feasibility of twelve 1983 Human Resources; h:ur shifts Operations Provide advance warning of 1983-on Local operations; changes in shift scheduling i Management W
' e 9
e o e o e e e o e 18
ee - .
. e .
unlity of Mantgemant Action ^ ;os Action Steps Time Who? o Interviews with cross-section 1983 Top management; cf management on issues, con- RHR carns and quality of manage-ment Assessment of managers; 1983-on Management; d;velopmental coaching with e Training Department; individual managers; Hanage- Outside Training ment training Programs; Human Re-sources; RHR e
- High priority 4
8 S e e
+ 0 e
e e e e e 19
. , ,, , , q q . - -- -
~1 ImolemantatIon' Phase.
* "* Action Steos Action Steps Time Who? l l
Presentation of findings to Early Top Management; Departmeng . 02partments (so . that Depart- 1983 RHR 1 ments understand background of Action Steps)
.Rsview of-suggested Action Early Top Management; Departmens 5tsps to determine feasibility, 1983 RHR ,
timing and participants - I B 1 4 h 1 l f* i .
=
I
! =
l i i l' O j * - *
, l i-
) i D 1 5 J 'a 20
.. . . Ii Explanatory Matcrial O O Operator and Safety safety as primary mission. The mission of GPU Nuclear is officially stated as follows:
" Manage and direct the nuclear activities of the GPU system to pro-vide the. required high level of protection for the health and safety of the public and the employees.
Consistent with the above, generate electricity from the GPU Nuclear stations in a ~ reliable and efficient manner in conformance with all applicable laws, regulations, licenses and other requirements in the directions and interests of the owners". , GPU Nuclear top management has gone to pains to spell out its objectives. How do operators look on this effort? Nine out of ten believe the ob-jectives of GPU Nuclear are clearly stated. However, there is majority disagreement on this from Trainees and RO's at Oyster Creek. A 60% majority disagree that objectives are well-consnunicated. A majoric at THI agree; Trainees and RO's at Oyster Creek disagree. unty six cut of ten consider the objectives to be valid. A majority of RO's at Oyster Creek do not. Thealthya5%disagreedthatsafetygetstoohighapriorityhere..Yetonly
/ a slight relative majority agreed that top management is more concerned about '
public safety than it is about generating el.ectricity. Surprisingly, a sub-bstantial minority disagreed including a majority of Trainees at yMI and RO's I at Oyster Creek. Sincu this ties in with the primary objective of the cor-poration, there should be more consensus than there is. h-From the small group discussions it 's clear that while the coerators may have been informed of GPU Nuclear objectives, they are far from being etched on their minds. Vbile precisely articulated by top management, they are only vaguely and loosely recollectable by operators. More in-novative modes of communicating and reinforcing objectives are required. 4 lilustrative of this, one operator reconstructed the objectives frem his recollection of a GPU Nuclear bumoer sticker which said in three words what GPU Nuclear stood for. ' Chances since TMI-2 and Safety. Eight of ten agreed that on balance we are ' better prepared for un emergency as a result of changes since the TMI-2 ac-cident. This agreement is strong across subcategories. There is, however, s slight majority agreeing that the constructive benefits made.since the ac-cident are more than offset by the cumoersome procedures and organizational structure. Most agree that they are required to do too many things on the Job which are not productive. The exception to this is RO's at TMI. , i it is understandable that putting safety ahead of efficiency is in~ practice f a difficult adjustment to make. 1t requires undoing of habits and values , one has grown accustomed to take for granted. While this ordering of pri- , orities is imperative for the Nuclear Industry, it runs counter to pre-i valling patterns in most other business enterprises. 21
. . _. . . - . . ~_ _
a .From the'small group Interviewr, cnd from tha survsy, it is obvious that the operators are frustrateo and to an extent demoralized by the roadblocks and inef ficiencies that result from this ordering of GPU Nuclear priorities. A
~
-majority of operators, but only a slight one, would not put efficiency second to safety. Only one subgroup. RO's at TMI have a majority placing safety al:ove efficiency. This further confirms some confusion about or disagree-
- m nt with top ' level objectives'.
Nearly .three out of four.dist; greed that operators like themselves !!ved so closely to their technology that they tended to underestimate the potential j danger. It is perhaps significant that one quarter agreed. There were no
- significant differences across subcategories on this item.
1
.Comoonents of safe Operation. Safe operation is made up of a variety of
! components. Operators and in this case management as weII, rated the con- !' tribution of 30 factors to !averall public safety. The possible range of ratings was from No contriEution through Weak, Moderate to Strong. Table
.11 gives .the mean ratings e,f Operators and Top Management on each of these components. ;
i ! ' There was a good deal of agreement on the mean weights. Top management tended , l toratehigheringeneral.lThebiggestdifferenceswere: Operator knowledge Ef emergency procedures;
. Operator knowledge isf theory of plant functioning; i
- Supervisor's tightrfess of discipline in procedural compliance; .
i l- Cooperationofdep$rtmentsoutsideanemergency; : F 4 Requalification exams; I I ! Licensing exams .; - I in each case top manage!nent rated these items as more important than did the
'. operators.
! A second and perhaos re important issue, was the degree of consensus of these
- groups en the' relative importance of eacn comoonent. The greatest consensus was on those issues wl;h direct operational relationship to safety. Among
- top managers there waslthe least consensus on
i l Appreciation of the role of support departments; Appreciationoffpublic,regulatoryandpoliticalconcernsabout nuclear safety;l , I
! Emergency regullatory standards -
I In the combined addition to the abovn groutj)of was on: operators and top mana'gers the least con 4 [ I. ' i _f. _ ,_ _ . . . . , . . ,,. _ _ _ , . _ , _ _ _._ _
.. . lause il Mxheights of Oparators and TopOnagement .- .. on Contribution of Comoormnts b,JSafety to Overall Public Safety l
Degree of item Mean Veichts Contribution . Number Components Oprtrs Top 9 High 186 Sobriety on the Job 6.6 7.@ Strong 174 Operator knowledge of plant operations 6.5 69 196 Supervisors' knowledge of plant operations 6.5 6.@ 6.3-7 0 176 Operator's knowledge of how to diagnose l nature of emergency 6.4 6.9 l 175 coerator knowledce of olant eculoment 6.3 6.5 l Strong 192 Cooperation between departments in emergency 6.0 6.4 5.6-6.2 194 shift team: quality of working relationships 6.0 6.1 l 195 shift team: familiarity with each other's role 6.0 6.3 198 Supervisors: Leadership skills 6.0 6.2 181 Operator's vigilance on shift 5.9 6. 7< 188 Operator morale 5.9 5.7 177 coerator knowledge of emergency procedures 5.8 6. 7< 187 Operator stress 5.8 5.6
. 179 ope'rator knaaledge of theory of plant func-tioning 5.7 6. 3 <
l 191 Coerator job commi ttment 5.7 5.9 High 180 Operator's length of experience in this plant 5.5 5.2 Moderate 183 operator's rescect for the potential danger 4.8-5.5 of the technology 5.5 5.7 199 Control room crowding 5.5 4.8< 203 Simulator training 5.5 6.1< 189 Operator workload 5.2 6.3< 193 Cocoeration between departments outside emer-gency 5.2 5.7 197 Supervisors: Tightness of discipline in pro-
- cedural comoliance 5.2 6.2<
202 On-site training 5.2 6.1$ 178 Operator knowledge of emergency regulatory standards i 4.9 L.7 l Low 201 Licensing exams 4.7 5.6d Moderate 185 Aopreciation of public regulatory and pol-4.1-4.7 itical concerns about nuclear. safety. 4.2 4.5 j 200 Recualification exams 4.2 5.44 184 Appreciation of the role of support depart-ments - 4.1 4.4
+ Notable deviation between mean ratings of operators and top management.
23
f'd O
. .. U Boredom Cooperation between departments in emergq Control room crowding Cooperationbetweendepartmentsoutsidej gency - - -
1 On-site training Requalification exams Morale Simulator training Workload Regulatory Environment Seven out of ten have made the adjustment to Iiving in a regulatory environment Interestingly, the majority of these are at TMI. The majority at Oyster Creek have not. Two out of three say the organization has too many policies and procedures whic! interfere with doing a good job. All subcategories at both plants agree. There is also strong agreement by all subgroups that the growing procedural complexiti
\is itself a hazard to safety. Operators strongly agree that they suffer from information overload.
A slight majority comolain that procedures are too detailed. A majority concur that by and large procedures are up-to-date. There is a.greement to this at TMI but strong disagreement at Oyster Creek. Procedural Comoliance. There is strong consensus that the policy on compliance is clearly ccamunicated. This agreement is stronger at Oyster Creek than TMI. That the comoiiance that is held to by management is reasonable gets agreement f rom a slight majority overall. However, this varies by facility. TMI is in agreement but Trainees, RO's and SRO's at Oyster Creek disagree. A majority of all subcategories agree that they worry about _ breaking some regulation with-out realizing it.
' Tight majori ty- agree that despite cumcersome procedures, the GPU NQclear pol-s icyl a .....,asance is followed. A majority of SRO's at Cyster Creek however, die t ag,ree. _ _ _ _ __ , , , , ,
,:-..- 4
.r. -
! The conceot of comoliance was discussed in some depth in the small groups. Op-
[ erators at. Oyster Creek say that the material condition of their plant and
\ couicment has declined. Procedures are written with the presumotion of well-functioning couipment. Many of the procedures at Oyster Creen as written cannot be followed exactly because of the state of the ecuipment.
T ne senses a certain uneasiness in the small group sessions when the degree of The consultant emerges gv l. actual with procedural compliance the imoression that this the
- s m' topic E of discussion.
cancy between the fo rma l _ recu i re-ment and what actually~coes on in practice. It is not so"*5fTdh*ThlIt' thelp- ~ n(% . 1 ; erators are tryIUg to cTt Y r'Edia, A JtaMf=tef=:rf" comp l i ance in many cas'i?sT --
,1 is not felt to be realistic and further that it is not practical to write up all the exceptions. Foremen are said to push their operators to keep things L ..
24
o o moving and this requires deviating from written procedures. Many operators feel that detailed procedural instructions are valuable for training but are a hindrance in day-to-day operations. They should be sim-- plified to take into account the operator's command of his art. For ex-ample instead of going through several steps, they should merely tell the operator to turn on the pump. There h ,1 m considerable feeling the m - nrocedures need to be sliiip l i fied. _ 7 Finally, it is felt that procedures should be wi-itten by individuals familiar b/withoperations. They recognize that there are organizational mechanisms for checking procedures out with operations but they fee.1 that these do not. work ~
,[
out well in practice. I Motivation - The vast majority (all but seven per cent) were proud to be licensed operators and many strongly so. Four of five felt it was worth the efforts and demands. Positive feeling on both these issues was stronger at THI than at Oyster Creek. There is strong agreement among the operators that they are committed to qualit< performance. Only six per cent disagree. , .[I Role of Ocerator. in the eyes of the majority the role of the operator has bee; evolving over tne last few years in a poor direction. The one exception to thi is among SRO respondents at TMI. Furthermore, a majority of all subgroups dis-I agree that the direction GPU has taken has the operators' interests at heart. ( Morale. Three in four agree that among them morale is good. This is the case at TMI. It is a bad sien, however, that a majority of RO's and SRO's at O_yster Cr u veny .. w ~ ir morale ls goca. Morale naa ni t a acw o.mng cperators at THI in the recent past. It is h raging that half the RO's and the majority of the SRO's at THI feel that their morale is better that it was a year ago. Three out of four would rather work in a nuclear than a fossil plant. This is most strongly felt by the SRO's especially at TMI. Concerns about Chance. GPU Huclear has undertaken a program of rapid change on many trents. it intentionally selected this policy in preferance to one of gracual . cha. ge in order to shorten the difficul t period of transition'. - A 1i etle over a thi rd fir.d It difficuit to adjust to the fast pace of change. Further analysis shows that RO's are having a little less difficulty in ad-justing than SRO's. Also the less educated, longer service coerators on rotating shifts at Oyster Creek have more difficulty adjusting. The average age of SRO's at Oyster Creen is 38. This is four and a half years rmre than the average at TMI. The majority are afraid that cualifications for the licensed operator position will change to their disaevantage. There was a number of additional insights into motivation provided' by the small group sessions. The job has changed a lot over the years and the organization has grown large and impersonal. Operators feel like numbers. They say it used to be possible to talk with someone if they had a comolaint but this is 25 T
=
(v) -- less pas e now. They complain of working in a piperwork ju e and being underjehe microscope. Because of the documentation which records their act)(ities, they feel vulnerable. If they maku a .sistake, everyone k s. New operators are expected to perform i tk- ~$as o s th ten years experien ecause of the required documentation, the operators feel the organizati is looking to hang them. This climate encourages them to be protective (andtoplaythegamebythebookapproach. ganization is becoming more threatening, it is becoming less supportive I At the same time that the or-
' enabling them to get things done.
N Plant Comoarisons. Three out of four agree that it bothers them to be told
' tnis is the way we do things at the other nuclear f acili ty". This is much stronger at Oyster Creek than at TMI. From the small group interviews it is clear that operators at Oyster Creek blame TMl for a lot of their problems.
They particulairly resent it when TMi is held up as a model. Vorkload. There is strong feeling among Trainees and RO's at Oyster Creek that operators on the day shift are overworked, although the SRO's at Oyster Creek disagree with this. This is not a big issue at THI. Pav. More disagree than agree that operators are well paid for what they do. They also do not consider themselves well paid in relation to other depart-ments. This is the characteristic attitude of Trainees and RO's but not of the majority of SRO's. Ooerator Uni form. A modest majority accept the operator uniform but there is strong anc venement minority disagreement. There i s some dif f erence between facilities. RO's at TMl are fairly strongly in favor of it while,those at Oyster Creek are against it. l A majority are dissatisfied with the quality of the uniform. The dissatisfacti( with quality is stronger at Oyster Creek. Inthesmallgroupdiscussionsthere] is a perception among operators that the uni form was imposed by management with' out consultation with operators and without sufficiently researching radiat ion safety aspects of the mater?al. Those who appear to be fastidious about thjir I aooearance are dissatisfied with the fit and cuali ty of the garment. They chn-; sider it below the stancard of what they normally wear. ,
,~ Disciolinarv Sanctions for Violatinn Reculations. While this is not a major .c priority concern or operators. it is one wnicn generated a lot of emotion at' ..
3), TMI when stiff sanctions were promulgated for those discovered bringing. mind alterina substances into the parking lots at TMI. This was not an issue at *
'[. A g Oyster dreer whara ^=-Aing lots are not within a security check rene.
There is strong acceptance of regulations on mind altering substances. How-ever, a majority disagree that disciplinary procedures are fair. They also agree that when it comes to disciplinary practices there are tw g ed=:
,gh? a tough set for operators and an easier set for top management.
/
Two out of. three agree and some strongly that there is not enough conr with coerators before disciplinary policies are established. Only or three feel they are sufficiently informed on the background of disc
- regulations.
26
n 0 0 V
~
1.icensing, Recualifiertion and Trainino The predominance of training is devoted to preparing individuals for licensing an"d to a lesser degree for requalification of their yearly licenses. Training
,l s the overall highest priority issue because more than any other issue it euches all operators. All operators depend on training either to get their or(ginal license or to maintain it.
Licensing. Operators unanimously agree that licensing is necessary. In the light of this it is surprising that only two thirds believe that the process of Ilcensing promotes safety. This is perhaps because entv W .f i; d who
)\ re y nded wro*A that the e nn ' ~ ' ' F the last exams wn<' inh einem wG^only k one third aoreed that the n r/i l or*1pn of the exam tested how one would act _
gency.
! Exam security has had an unpleasant history among operators partcularly at TMI.
However, two thirds agree that exams needed to be monitored closely. The same proportion however, agreed that the precautions taken made them feel not trustec in small group discussions a number of operators felt that some of the pre-cautions taken at the last testing were carried to undue lengths and were de-meaning. Recua l i fi ca t ion. Nine out of ten agreed that recuali fi' cation was necessary. f[This was a hign consensus but scmewhat less than the unanimous agreement
' there was about the necessity of licensing. Again, the majority agreed that requalification promoted safety but a significant minority disagreed. Most i feel that they learn something useful from this requirement and that the '
training and testing programs have rade them more effective operators. The biggest issue about requalification is the burden which it puts upon operators. Annual retesting to retain one's license may be without parallel in the world of work. Three or four respondents considered it a big burden. Only one in the seven agreed that this became less of a burden over time. Most have a fear of failing, feel that preparing takes tco much of their personal time and a strong majority consider the volume of material to be too broad. There is majority agreement that operators are required to know more that is practical. Only SRO's at OC disagree. They would like some relief from this. One form of relief would be to have the exams broken into content sections which would be administered scoarately af ter one had prepared for that particular part. This would be in place of a comorenensive exam. Eignt out of ten favored this. A majority would al-so favor another approach to solving this issue which would be reouali fication on an every other year basis. A signi ficant minori ty disagreed to this. geSatisfaction with.Traininn. Close "' *h-cr ~*M
?& w rators anreed
+tnat GPU Nuclear av - n- _G. a t t; : - "' *P'Ining. Nwever, alenst "'n N
,/j/sma
/ . aumeer were dissatisfied with the traininn for Itcentinc ~- ..w a
' Greater crocort ion stren W I3.ac.i Cca. u th,_,,rco,ualification u trag m ,,,,,
" a RO ':, were more di ssat isfied7 fiat SRO's and Oyster Creek was more dissatisfied than TMI. The operators at Oyster Creek appear to get fewer hours of formal requalification training. To some extent this is related to the fact that they have cnly four shif t crews ccmpared to TMl's six.
27
0 4
. - .. C)
Mner censidered +4, erninine department as not criented to the needs of the ceassg iime An overall majority agree that training has been improving al-~ though a substantial minority disagree. Here again, there is a difference between TMI and Oyster Creek. At Oyster Creek RO's and Trainees do not - agree that it is improving and the SRO's while they agree that it is improv-ing, do so to a lesser extent that at TMI. There is more satisfaction at TMl with training although they are less satisfied with the staff. A maj- 7 ority agreed that the cuality of the re'fafac ~ ## :: p: d P t"T - Trqinees and SRO's at TMI disagreed. Content of Curriculum. More were satisfied than not with the relative em-phasis given to emergency and normal operations. Only a small minority con-sidered there to be too much training in specific procedures. , There is, bewever, strong agreement that there is nor encuch trainina on plant con-( difions. Agreement was close to unanimous that reactor theory deserved a place in the training as it was about thermodynamics, heat transfer and fluid flow theory. A slight majority agreed, however, that the latter three were overstressed. In general, the sentiment is against broadening the content of the curriculum. A majority was against including material broader than the technical and op-erational so that the operators could better understand their role 'in the in-dustry and in the cormunity. There was significant minority dissent. .Sim-ilarly, a majority did not consider it important to cover the political and public relations conr. erns relating to safe operations. Again, there was sig-nificant minority dissent. A slim majority of Trainees and of SRO's at Oyster Creek favored including material broader than the technical and operational. Operators are already responsible for so much material that they are under-standably reluctant to take on more. It is apparently the policy of the training department to include only material in the training programs on which the operators will be tested. Operators would understandably be ad-verse to more material on which they would be tested. .There is, however, very strong consensus that training snould include material on which they would not be tested. The consultants favor providing this broader background because'It enables the coerator to understand the reason for organizational priorities and ex-
. plains wny certain policies are recuired which would not make sense outside this context. Their inclusion should lessen resistance and dissatisfaction.
! Individuals would not have to be tested on these matters, however.
~ ~ ~
,, e _ _ _ _, _. - _.. _ - . .-
l Testino and Ability to Run Plant. Onerators ccmolained of a lack of ' I
&[-[G ainino.
convergence t etween t raini nc, testino and ani ;ry :: ccer.uc ;ne pttnt. ig
% a cur denira :nat i.-ainino ernoncon "r- for wnat iney 3 c tII;W!o. In *
.their perception training prepared individuals to cass va_m y no is successful !
.u. g :. ;ut it coes not preoare them suf f ic b:cMLic.cr.cu.ta M!.:L.is p.ari-icularly true at TMI wnere many _ Trainees have ,n,ot seen the plant in full op-ern mu . .
.. s By policy the one who gives the training is different frem the one who makes up the exams. Consecuently the examiner asks different questions from what has been covered in training.
28
V (V~'T To compound this, what is taught in training is different from what they ex-
, -perience in the plant. For this reason they want trainers with operational j experience and this experience needs to be kept up-to-date. Efforts are made at keeping trainers up-to-date on the plant but these are not as ef-fective in practice as they app ar in principle. The shift supe rvi so r should be used on shift to givn hands on training to shift members. This, however, is not a high priority with the shift supervisor.
Recualification Training. Operators comolain that not enough time fe A-va*ad to recualification trainino. Even wnat is scneduled is often cancelled at the east moment. Requalification training presents some special problems in keeping the participants interested and motivated. The -arrefal n< nresented
,' by some instructors, is recetItIve and W f 9 J" mggess.-that these
' are among the most difficult groues rm * - - ' Eame operators attend with a chip on their shoulder. une imaginative trainer uses to good advantage the requalification training periods to get experienced operators to exchange their expertise with each other. There aopear to be more antagonisms be-tween recuali fication trainers and licen ec c;cratsrq at .MI thaD at Oyste Cremo.
Training Needs of Navy Nukes vs. those uo throuch clant. The_present train-ing g ram is cearco to the needs of tne Ex-Navy Nuke and'out of phase with the nee,g cf the coerator wno comes uo enrcuch the plant. inose trcm the WucTear Navy are versed in tneory ano tne GPU Nuciear training programs builds on this. Those who_c=me up fr_om_the_ plant feel left behind and at _ a,disa_dynne qce.~~~ Reports of this furtner oi scourage auxi l iary or equ 6 pment operators from apply,ing to be trainees for licensing. Conversely, those from the Navy complain that they do not get enough hands-on plant ex-perience with eculpment. They compare it to learning to drive a car in a classroom. They would also like to see more systems training to help them understand the role of the individual pieces of equipment within the total plant. Size of Trainino Deoartment. Many o,oers_t_ ors have____sgid in_the small_jrouos that wnile tne training cepartment ha s iciTigs7dco l ly i n s i :c . the staff assienc to operWtci n JihThb%"*"**in$ne -r - They 'ce i i e7e~tlW.e t r a i ning deparr ehtis"r7a*T"UUNo to nancle the range of operator needs. Career , c8% of the operators plan to continue as licensed operators for the forseeable future. . Career Gotions. There is strong need expressed by the majority for more career optiens. This goes across all subcategories. Six. cut of ten feel " locked in" with no path out of their present job. 97% felt that more options would be hel. fui even if they never used them. Almost half would be willing to move event-ually to another job even if it did not pay as much. RO's at Oyste-favored this; it was the opposite at TMI. This is related to the d
. shift situation at OC. . Career and Rotatino shif ts. Nine out of ten would not look forwar snitt for ene rest of their careers. Close to two out of five whc 29 .
+ - , i *- y.
- O n O
to this item are currently restless to get out of a rotating shift -job. Ther is a difference between TMI and Oyster Creek in this respect. The majority ae TMI are.not' restless while those at Oyster Creek are. This is because there are currently six shi f t teams at TMI and only four at Oyster Creek. The op-erators find the four team rotating shift extremely difficult. It places great strains on family life and is wearing on the individual in others ways as well. A five team rotating shift is livable and a six team one is quite satisfactory.
- Supply of Trainees. Operators recognize that a steady flow of trainees is required both to provide more shif ts and to free them up for other jobs. Theg are concerned that not enough equipment operators wnat to be RO's and that noe enough RO's want to be SRO's. More AO's might be interested if there were more training.of their ranks in reactor theory so that they would feel more secure in competing with the Navy Nukes. The Union at Oyster Creek has re-sisted this kind of training. Similarly, there has to be more differential in compensation at a number of transi tion points ' to make the added burdens of the RO and SRO positions worth it. Again, there was resistance from the Union on addressing these compensation issues.
Career Path and comoensation. Because of operators' relatively high com-pensation, it is difficult to find a sufficient number of career paths that do not involve drops in compensation. A substantial number of operators while not looking forward to a drop in compensation, would be willing to con-sider it. It is significant that in the survey a majority agreed that al-though they would like to be operational foremen, the efforts and demands made it not worth it. Of all the subgroups, only the SRO's at TMI had a Fortunately, a IIttle over a quarter are motivated majority disagreeing. to move on to foreman. Job Security. One in five was concerned about his Job security. This is largely cue to the anxiety of requalification and is also related to some concern about the stability of the nuclear industry itself. Vorkino Relationshios Eetween Deoartments in the process of establishing and reorganizing GPU Nuclear, some functicns were take out from under operations. These functions became Departments which reported, to VPs off the nuclear sites. This was to better comoly , with the increasing regulatory demands and to take some of the workload , resulting. from this off the operator so he could focus his attention and energies on the most imoortant operational issues. Both of these were intenced to promote safety. Additionally it removed some of the conflict of interest within the operator role. A degree of tension between func-tions (such as between Rad-Con and Coerations and between Quality Assurance and Operations) was anticipated and was a concept of the organizational de-
. sign. It was_a system of checks and balances.
Imoact of New Deoartments on Safety and Workload. Over two thirds of the op- l erators. agree tnat ene new departments were installed to promote safer op-
' eration. This agreement is stronger at TMl than at Oyster Creek: In fact the majority of the SRO's at Oyster Creek disagree with.this. As to the present structure promoting safer operations, two out of three operators deny that'It-does. ;
30 _ - _ _ - _ _ _ _ - _ _ - _ _ _ _ _ _ - _ _ _ _ _ _ - _ _ _ _ ______-_________---__-_-_a
,. w O.
As~to its' impact on workload, raspondents feel equally divided.' o A slight maj-ority disagree overall that it reduces workload either of RO's or SRO's. J RO's-
- are evenly divided on its impact on their own workload. Those at Oyster Creek agree that~It reduces it and those at TMI disagree.- SR0's at both plants deny that if it were not- for the support departments their workloads would be in-creased. -
Problem of Cooperation Between Departments. The majority of all subgroups cond cur that the concept of support departments makes sense in theory. There is
, strong disagreement that it is working out in practice. This pessimism is particularly strong among SR0's at Oyster Creek, Granted the frustration-they cause, a majority at TMI feel better off for the change but the opposite is true at Oyster Creek. There is strong agreement that the departments have to find better ways to work together. .
To the degree that there is a problem of-cooperation, a majority of the op-erators agree that it is as much their fault as that of the other. disciplines. A majority of RO's at TMI and SRO's at Oyster Creek admit to this; R0's at Oy-star Creek and SR0's at TMI disagree. The consultants have been cold.by managc of other departments that some operators use this issue as an excuse for not holding up their own end. Operators as a group strongly disagree with this. There is a substantial minority among SRO's agreeing that operators use the other departments as an excuse. Cause of Problem. The source of the problem was credited by a majority of responcing operators to both structure and management with a little more weight to the latter. Trainees alone'falt that it was not so much a prob-lem of structure as one of management. The consultants see the present structure as recuring exceptionally strong management talent to make it work. As a result, the structure may need modi fIcatlon. Difference in Attitude.' Two thirds of the operators felt that other depart-ments die not have tne same sense of urgency as they did. Only.the RO's at Oyster Creek felt that the other departments had the same sense of urgency as themselves. TMl more strongly disagreed with this than did Oyster Creek. Again, the majority of operators concur that they do not get action fast enough on their problems. In the perception of two out of three operators other departments do not have the good of the organization as a whole in mind den they. go.about - thel,r daily work. Adecuacy of On-site ' Authority. In the reorganization authority for certain functions was removea trom cne control of Coerations and put under depart-mend heads off-site who had on-site representatives, in the preliminary Interviews. "t.ack of on-site authority" was mentioned as an issue and was in-cluded in the survey in two places. It did not emerge among the three top priority issues as a whole or for any subgroup at either facility. There Is strong majority agreement at both facilities that there is sufficient authority on-site to handle emergency situations. This is somewhat stronger at TMI. Similarly, a. majority agree that there is sufficient authority on-site to coordinate delly activities. Further analysis shows that a strong majority agree to this-at TMI but at Oyster Creek a slight majority deny that'there is sufficient authority on-site. A mdest majority agree that they have enough authority to do their job. SRO's as a group, by a slight 31
. - ~ . _ . -_. - . _ - -
w .., margin. disagree that they have enough authority to do their job. , Remedies _. The survey data also supplies some suggested remedies for the prob-lem of inter-departmental cooperation. 99% agree there would be far less problems between operators and support departments if there were more co-t ordination between the corresponding supervisors. There is fairly strong disagreement overall that middle managers of operations resist support
- department programs. A majority of. R0's at Oyster Creek believe they do, it is Indicative that one third overall perceives this as being the case.
There is exceptionally strong consensus that operators do get cooperation when
- they know the Individuals with whom they are dealing and that It would help matters if they knew their counterparts'in other departments better. Similarly' they strongly deny that they have been given sufficient Information to under-stand and appreciate the roles of the other functions. There is again a
~. i strong consensus that they would like to know more about what other depart- i ments do. Conversely, operators almost to a man believe that members of support departments need more basic knowledge of plant operations. so as to better comprehend the results of their actions on operations. i i interaction with Soecific Deoartments. Operators rated the quality of their ( interactions witn eignt departments based on a) the people they Interact with; i l b) the policies of the department Table 12 outlines the results of this. 40% . of the interac.tlons were rated below the mean in satisfaction. Three quarters l l
~
of these were for reasons of policy and only one quarter had to do with pecole.; The departmer.: with whom operators had the least satisfactory relationship was
! Tech Function- followed by Quality Assurance. Rad-Con, Materials Management and Training were tied for the next place. The largest number of un-satisfactory relationships were experienced by RO's at Oyster Creek followed by SRO's at TMI. In the small group interviews several causes were alleged 1 by the operators for their dissatisfaction with Tech Functions. They did not j know and had little direct contact with the individuals in that department.
Tech Functions people had little direct operational experience and there I were two sorts of comunication problems. Tech Functions did not censult . operations sufficiently before taking action which affected them and they did not give timely feedback on recomendations submitted to them by op-erations.
.The reasons for dissatisfaction vary f rom department to'deoartment based on the functions of each. That is why there should be dialogue at eacn inter-face where there is dissatisfaction to identify specifically the orcelem areas from the perspective of either side as a step to agreeing on ao-proorlate action steps.
)
- There is a difference between facilities. TMl had its greatest dissatisfaction 1 with Rad-Con policies and after that equally with Training and Materials
< Management policies. Oyster Creek had its greatest dissatisfaction with Tech Functions policy. Tech Functlens peopie and Quality Assurance policy '
4 in that order. .
;,", M an a ceme n t and Sueervision
' N A relative majority of licensed coerators do not hays.m;af ldence in cercorate i
32
A SatisfccVin2ss of Inter cticn with P{mleStatus Sp:cific02partmentsbyLicst~) and Policies of
. ? 4 ,
at each plant Type of TMl Oyster Creek Department Interactior Trainee RO SRO Trainee RO SRO People Rad-Con policies X* X X X People X Training X X X Policies Quality Pacola ' X 4 Assurance Policies . X X X j X Peoole l X X L X Technical Functions Policies X X X X X Haintenance Pecole - l G Construction Policies X Pecole ' X l X I Naterials ' Hanacement Policles L l X X Security l I Policies l X Plant Pecole l l l Maintenance Policies l l X l l l l
- X is rating belcw wan in. satisfaction l
l l t 33
~
o s '. m. b d(3
~
man -ment. Further analysis shows that a majority at TMl do have confidence. but that n0's and SRO's at Oyster Creek do not. Confidence in plant manage-ment is somewhat stronger overall than in corporate management. A majority have confidence in their plant management. This is much stronger at TMI. A majority of RO's and Trainees at Oyster Creek do not. Only one'in five believe that CPU Nuclear management is as concerned about itC causoyees and organizational issues as it is about oublic relations and tech-gggpl issues. Nine out of ten deny that thei r management work togetner as a team. Four a"e af Ffva e-- ~'- ;: ;n: :: -et '"##i'f"-*fu fa *n"rh uf*h ' hat J s coine - :t their level. This last is across all subcategories. Two out of three deny that management has committed to an accountable organization which resolves problems at the correct level. Even more disagree that manageo ment sees to it that there is cooperation between departments. Only trainees at TMI agree to this. The small group discussions provide more insight into the operators' perceptie of management. This still leaves a lot to be understood which could not.be gathered by talking to or surveying operators. One would have to explore this issue with managers themselves. There is always griping about manage-ment among the rank and file and a good deal of this cannot be taken at face value. Management is a convenient target. There is invariably a mixture of scapegoating on the one hand and of the workers accurate perception of some real deficiencies. These need to disentangled. . The last few years have been painful for those operators who have been around for a long time. More things have gotten worse for them than have gotten better. Contrarily, the operator transferring from the Navy excerlences a much Imoroved lot. There is also history and emotion woven into operator reaction to management. The history is different at the two facilities. The operators at TMI were at their low point a year and a half to two years ago. From their perspective things are looking up. There has not been that much change at Oyster Creek nor have things been as bad in the past. There is more allenation from management at Oyster Creek than at TMI. Over the years there has been more of an adversary relationship between cocrators and management at Oyster Creek. This is tied in with the differing labor management histories of MET-ED and JCP&L. ' GPU Nuclear management is remote. more so at Oyster Creen. There i s - ambivalence about this among the Oyster Creen courators. 'In one way they are hacoy to have GPU Nuclear management at a distance. They liked their old independence and would prefer not to be interfered with by outsiders. On the other hand, they suspect they may be getting the short end of the stick because of the attention being given to THl. They point to some specifics such as the extra bonus at TMl and newly paved parking lots for employees, but they have more in mind than this. At Oyster Creen there is resentment of the change in management from JCPct to GPU Nuclear. One operator estimated that 90% would rather be under JCPct. They have fond memories of the good days under JCP&L although they are not entirely . happy with them either. They hold it against past management for lett ing .the equipment run down, 34 L
( '?. >.
- ? s a O o
\,)
Operators, more so at TMI, disapprove of top management 's handling both of regulatory agencies and of the attacks of anti-nuclear activists. The de-mands and criticisms of these groups annoy them and they would like to see their management take a more aggressive stand, it leads them to view their top management as wehk and passive. They see management as unable to deliver on some promises that are of great concern and urgency to them. The operators on the four rotating shif ts at Oyster Creek consider this duty a " killer". They have not seen the relief l that has been periodically guaranteed to them by top management. Operators at both plants resent some aspects of the way management deals with them. They are not consulted in advance in matters which concern them nor in: formed, 'suf ficiently in advance, of changes which af fect their personal lives ( such as shift changes. They feel " dumped on" by management e.g. , blamed for l things without their relative inexperience bel'ng taken into account. They miss not getting compliments. They would like to be addressed versus Ig-nored when they cross paths with their leadership. At TMI they remember that their management suggested retesting for licensing which has become a big burden for them. They fault their leadership for crisis management although it is,hard to Imagi a company that has been through a greater succession of recent crises. More ! significantly, they are concerned about management's design of an organizatiom structure which creates multiple problems of coordination and the lack of management ef fort in bringing abcut coordination within this structure. They keep saying "there is no one in charge" even though they know that in a formal organizational sense this is not the case. Some are scandalized by what they consider waste of money and wrong priorities on spending. They ' cite dead wood in the management ranks and reward of managers for significant failures for which they would have been severely censured. They see a lack of a formal program of training to improve the skills of supervisors and ranagers. TMl is farther along in the process of accepting the management structure. As centioned before, there is more allenation from management at Oyster Creek l than at TMI. The manager of Oyster Creek has a priority task to overcome I this allenation and restore confidence in leacership. SuoervisIon , Almost three out of four were haopy with the cuality of supervision they re-calve. The only subgroup with a majority disagreeing were the CR0's at Oy-star Creek. There was strong disagreement that the supervision of coerators
- is too tax. This was the consensus of all subgroups with the exception of j SR0's at Oyster Creek who were evenly divided on this point. Similarly, there was stong disagreement that the suonrvisors in this organization ,
l allowed too many infringements of ccmoany rules to go by unnoticed. Again. l all subgroups disagreed with the exception of CR0's at Oyster Creek of whom l a majority agreed.
- l This issue como up in the small group discussions at Oyster Creek, it was an 35 l l
u______.._______ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ . . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ . _ _ _ _ _ _ _ . _ _ _ _ _ _ _ _ _ _ _ _ . _ _ _ _ . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ . _ _ . . _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ . _ _ _ _ _ _ _ _ _ _ _ _ _ _
;. . d.'. .t p
v fs
.*-er emotional Issue with strong polarization. Some operators (probably SRO's),
! are convinced the discipline is too loose. it was felt that an individual supervisor could not on his own tighten up without being subjected to un-bearable peer pressure from the rest of the operators. it would have to be a concerted, orchestrated effort in which all supervisors participated. R0's in another small session tcok strong exception to the need for in-creased discipline. They felt that the facility was already run too much Ilke the naval ships they had known. As was mentioned under other headings above, there was strong consensus that supervisors could do much more than they are doing to foster cooperation be-i tween departments. Also in the small group sessions it was brought out that operators who are supervisors currently get no additional training in how to lead. Sometime ago there had been supervisory training provided by JCPsL. I There is clearly great variability in the styles of individual foremen and supervisors and in the control which they exercise. There is such strong bonding between members of a shif t that it would be extremely difficult for a supervisor to take on the task of tightening discipline on his own. There have been attempts at Oyster Creek to make supervisors more in-dependent by rotating them independently from the other members of the shift team. Foremen and supervisors of operations need supervisory training which is l l specially focused on developing skills for gaining cocoeration f rom other
. units, on persuasive and interpersonal skills and on exercising greater leadership and control In relevant areas.
Job performance Several items on Job performance were included in the survey at the re-quest of plant management. l Overall, the majority feel their Job conditions have Imoroved over the past ! year. R0's and SRO's as well as Trainees at both plants agree with this. R0's and SR0's at Oyster Creek feel the opposite way. Understandina of Job Resconsibilftv. Nine out of ten agreed that they under-i stoco tneir Jon respons a bil i ties and that these had been mace clear to them. This was consistent across plants and subcategories. Agreement dropped to eight out of ten that others with wnom I work understand their job re-sponsibilities. A relative majority of 49% agreed that their concerns re-laced to Job responsibility were being addressed. A majority at TMI agreed; [ a majority at 0yster Creek disagreed. Suecort. Overall.55% agreed to having adecuate support (facilities, pro-t caoures, eculement, etc.) for doing their joo. However, le5: disagreed and some of these strongly. A majority of all categories at Oyster Creek disagreed as did SRO's at TMt. Two out of three ov'erall, agreed that they had mananeene suoenre in helping them do their job. There was a sharp l difference, again, entween the two facilities. The majority of all op-l 36
1 . O o
, .; 1
.. o I
erator categories at TMI agreed; a majority of all operator categories at ' Oyster Creek disagreed. Three out of four agreed that they were being kept I i ~ current on industry events. Operators at TMI agreed. A majority of SRO's j at Oyster Creek disagreed. , h
=
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o,- Un Ch E -D a(R'F" U FiGeoUudv . Trainco (/A); RO (lky SRJ (/I) Currrne Liesn m St't8 . . Stati.on to Which Assioned: TMI ([9 ; Oyster CrcCk ( ) , Normal Assignment: On rotating shift ( ); Not on rotating shif t ( Nuclear Power Backorcund: Navy Nuclear experience ( ); In plant experience ( ) Ace: Cumulative number of years holding license (R0 and SRO) on plant you are assigned to: Highest grade of formal education completed: (circle one) Hich School College Post Graduate , 11 12 13 14 15 16 17 18 19 Trade School or Military Trainino School 13 14 15 16 6% )
>, c!
>, O e c - c;;
en u os we ce e o ca o C-1 C *1 ' o c:4 uuu n ua a et en - u ,i s m m .c c mc '
. Licen s ing g ..
1 2 3 4
- 1. The licensing process is necessary.
(f 4 5 ;*C a J1
- 2. Licensing exa: :: promote safer operation. 1 2 3 4 I 07 N d "5
- 3. Licensing and requalification exa:ns need to be 1 2 3 4 monitored cle::ely to insure honesty.
- 4. The securi".y precautions surrounding the exa:ns make M< If 1 2
>, 0
,3 4 3
f5 me feel not trasted. g': *, j -- i
- 5. The content of the last licensing exams was job re-1 2 3 4 levant.
e sG fx 2 :<
~ E
- 6. The a: al portion of the licensing eucams tests how 1 J //
2 3 4 you would really act in an euzergenc/.
. Recu a l i fic a tion y G Q _j 1 2 3 4
- 7. The requalification procecs is nececcary.
s -a a/a .' b J/
- 8. Requalification exams for P.0's and SF']'s promote 1 2
/
3 4 safer operation. ,
'I ,'1 2' I 4
- 9. Preparing for the requalification exar:n is a big 1 2 3 4
,~ "J burden f o r r:e .
u(E lECf L f u , G d q 0 h1 , n c. tfa ,17,i1s 3
. ,, O TJ 0 oc en E UO u -<
/)
(~ i : ma .< a ma'
, LJ Recuolification (continund) l
- 10. The requalification exams become less of a burden for me with each passing year. 1 2 3' 4
- 11. Each year I have a fear' of failing the requalifica- d7 df d 3 tion exams. . 1 2 3 4
- 12. Requalification preparation takes an unfair amount 33 3[ J7 3 3 of my personal time. 1 2 3 4
/f1 3;
- 13. The volume of material for which we are responsible $7 /5' in requalification exams is too broad. 2 3 4
- 14. I learn useful material while preparing for my re- d I [ 3 qualification exams. 1 2 3 4
- 15. Requalification exams should be broken into content f sections which are administered one by one over the YA 32 b 3k course of the year (as contrasted with the current single annual comprehensive exam). 1 2 3 4
- 16. If it were legally feasible, requalification on an every other year rather than on a yearly basis gy gj3p f' would be desirable. 1 2 3 4
- 17. The content of the last requalification exam was ff2 3[3 ~
- 3) f 300 relevant. 1 4
- 18. The training and testing programs have helped me be a more effective operator. -
1 f[ [f 2 3
)
4 (( C. Trainino e C Ll
~
/
- 19. GPU Nuclear has a major commitment to training. 2 '3 4, l,' ' Y[ U
- 20. I am satisfied with the training for licensing. 1 . .
,Y
- 21. I am satisfied with the training for requalifica-
*" ?l d S'f tion. 1 2 3 4
- 22. Our current training prepares us for what we
*6 *cc /
' jg gd jc actually do as operators. 1 2 3 4 a a li e Je -
- 23. The overall quality of the training staff is poor. l' IUf '? T
- 24. The training department is not oriented to the /f 5 / d
needs of the operators. 1 2 3 4
- 25. P.nactor theory dec.*rves little or no place in th: 5. [O lI J
'~
training prcgram. 1 2 3 4
w us n a w c3 N
' u c- m u" Trnining (continu 'vO' s
'4 " d Q mC
- 26. Thermodynamics, hact tranefar and fluid ficw thacry deserve little or no place in the training program. 1 o7 Q 34 '
2 3
- 27. Thermodynamics, heat transfer and fluid flow theory d N /d
, have a place in the training program but are over 33 T/ stressed. 1 2 3 4
- 28. The training program should include material broader than the technical and operational so that operators g Jg ff f,.
better understand their role within the industry and : community. 1 2 3 4 5 f/ /.2 ot. 6o
- 29. Training has been improvir g. 1 2 3 4
- 30. In training, too much emphasis is placed on emergency d and not enough on normal operation. 1
(( 2 h 3 4 {
- 31. Sufficient attention is given to requalification bN U d training. 1 2 3 4
- 32. Operator training does not have a high enough priority among the range of training needs.
/f 1
//// Jf 2 3 4
)
a 11 4
- 33. We have too much training in specific procedures. 1 6 3 4
- 34. We do not have enough training in analyzing plant conditions. 1 Jf 4/2 J3 3 4 2 t
- 35. We are required to know more than is practical.
/f 1
yf 15 2 3 4 d
- 36. I feel confident my training has prepared me to 2/ N 5/ E handle a genuine emergency. 1 2 3 4
- 37. It is impo r tan t for the training program to cover d' Y/ fj /d g the political and public relations concerns relat- /
ing to safe operation. 1 2 3 4
- 38. The training department is richt in not wanting to **
n d'/ '[ d s train us on anything we are not tested cn. 1 2 3 4 D. Career -
- 39. I plan to be a licensed operator for the foreseeable lj H f O Y future. 1 2 3 4
.i
- 40. I feel I have good job security as a licensed 35 M- A/ d 7 operatcr. 1 2 3 4 5 55 l'! !
- 41. I need rare career options. I 2 3 4
uo u o oo
; a u 5.l u a u ==
um Carmr (czntinund) t , V u c, in m .:: m a a mc l , 42. It would be halpful to me to have career alterna- b t tives within CPU lluclear even if I never used them. I 2 3 4 j 43. I aspire to advance to management. ! D 2 4
- 44. I would not look forward to being on shif t in ff f6 f 3 operations for the rest of my career. t/
1 2 3 4
- 45. I am restless to get out of a rotating shif t job. [ 2 3 4
- 46. I would be willing to move eventually to another job that did not pay as much.
[}- 1 3la 2 ef[ 3 [ f 4
- 47. I feel " locked in" to this job with no career path out.
[J '// 1 2
'[f 3
ch. 4 f
- 48. Operators who come up through the plants function y [
better than those who transf er in from the llavy fluclear Program. ' 1 2 3 4 f
- 49. Those from the flavy should have more training and sa g/ y exposure to plant equipment before working in the TT e
*3 '
con tro L room. 1 2 3 4, E. Motivation W # 5 d
't >/ o J 50. I am/would be proud to be a licensed operator. 1 2 3 4
- 51. Being a licensed operator is worth the effort and demands to cc.
33 I [3 2 3
/f 4
- 52. I would like to be an operational foreman but the offorts and demands of the job make it not worth it.
/) 3[ Y 1 2 3 4 3(
- 53. It bothers me to be told "this in de way we do things at the other nuclear facility."
I/ 4'2 3T 1 3 4 5s
- 54. I would rather work in a nuclear plant than a fossil plant.
J/ 6{E/ d f. 1 2 3 4 S5. My morale at the present moment is good, 'l l2[ "3' 4
$ d.
1 / D it
- 56. My morale is better than it wan this time last year. 'f: ~3 )' 4 i-
- 57. I am afraid that qualifications for the licenced I Y$ '/[
operator pocit on will chanr;e to my disadvantage. I 2 3 4
&$ A 2 ? .J.
Sa. Operatorn on the day chif t are over'crked. L. E _.L. - 4 m
*e
',.mf' , :.o .~
- S?. The operator job on back chifts is horinc. 1 . D 4 * ' -
9 0
uy 3 o u. py gy y
,. ,. y y,
, .Motivntien (contin:_Us J gj y y jj '
- 60. Operators are well paid for what they do. 17 fi'yff
- 61. Operators are well paid in relation to other depart- Q 33 35.3d a ments. 1 2 3 4__
- 62. I would like to see some changes in the way shifts 3 [ [d [ t are scheduled. 1 2 3 4
~
- 63. The role of the operator has becn evolving over the -
last few years in a good direction. 1
, Q3
/f 4
- 64. I feel I am required to do too many things on my /"/ ((jf f job that are not really productive. 1 2 3 4
- 65. I feel that the direction GPU Nuclear has taken 1
.34 2
G 3
/[
4 f has the operators ' interest at heart.
- 66. We operators are committed to quality performance. 3 4
/5 55' 4 t
- 67. My job ccnditions have ir: proved over the past year. 1 2 3 4 e Creani=ational Iccuns F.
- 68. The support depart =ents of GPU Nuclear are working f $ % U
/
at crous purposes with operations. I 2 3 4
- 69. The new departments we now work with were installed h M d to' promote safer operation. 1 3 4
- 70. The new organization may lessen the operator 's con- d/ p"/ ;
trol and authority but it promotes a cafer opera- /" e tion. I 2 3 4
- 71. Our facility lacks anyone on cite with sufficient .2. 2 f[ J/ h authority to handle omorenney situationn. I 2 3 4
- 72. Our facility lackn anyone on cite w i th sufficient [ d f authority to coordinate daily activitio".. I 2 3 4
- 73. The concept of support departrents makes conne in hh 1 2 3 4 l
theory.
- 74. The support departments are working well in prac- 37 8f /d -
t 1<:u . I 2 _ _3_ 4
-. 4
- 75. I r: e t r;ood cooperation fran other departmetnts when /2 lj O -
I kncv the individualn with wncn I am dealing. 1 1 4
- 76. I may he fruntrated by the p ree.idu rc e o f o t h.' r do- a s e'
/,* / "/
partrent but by and la r ;o , we aro bottor off for th e m . } 2 ) 4
, -g - --
D W c"c"i - p 6- /7 c' e o os O V ut 3 W (7 On
-4 H:
Md
. - or ntzntienal Incuas (centinued) m( 4 a mo
- 77. The various departments need to find better ways to work together. .
)/
I ff 2 3 4
- 78. It would help matters if we knew our counterparts 7g af in other departments better. _1 2 3 4
- 79. Operators have been given sufficient information to understand and appreciate the roles of t!he other !I !2 I functions. -
1 2 3 4
- 80. The concept of a Shif t Technical Advisor is good in theory.
J((ol. f 1 2 3 4 __ f
.3 '/4 vf 1 '
- 81. The STA program is working well in practice. 1 2 3 4
- 82. To the extent there is lack of cooperation between departments, it is as much the fault of the opera-4[ df /3 j tors as of the other disciplines. ,
1 2 3 4 l 83. To the extent there is a problem of cooperation, [ Y/ ff j it is because of poor organizational structure. 1 2 3 4 l l
- 84. The the extent there is a problem of cooperation, I II Y/
2 3 4 f it is due to poor management. 1 8 5. Other departments do not have the good of the whole 7 4 organization in ctind when they go about- their daily /g g/ry /- l work. ,- 1 2 3 4 f 86. If it were not for the support departments, RO's [ b d2 d Y would have tco much to do. 1 2 3 4 l
- 87. If it woro not for the support departments, SRO's O~ fj 32 O J 1 2 3 4 would have too much to do.
- 88. Rad-Con should be under the supervisory control of /2 N h 2 3 4 operations. 1 13 d3 M 4 Y
- 89. Operators use tho . support departments as an excuse. 1 l
- 90. I would like to know more about what other depart- /d N /O monts in the company do. 1 2 3 4
- 91. I hava all the authority I need to perform my job Y N 2 U I [
3 ! properly. _1 _4
- 92. I don't get action f ast enough on my problurs. 1 e q7 JU 2 'I 4
'f 9 3. !!nt hors o f support departnonts need norn basic knowl --
s d., udge of plant oporationn no an to botter cor prehend M "/e / ' thn rusults of thnir actionu on operatiano. 1_ 2 3 ,4,_, d W eMum .*
- y-
- -ce o y py---
dE O O $ w **
,Or&ni=ntionni Isru! . / (c ntinund) gg y g gy'
- 94. There would be far less problems between . operators and. support departments if there were more coordina-tion between the corresponding supervisors.
f N2 I 1 2 3_ _ 4_,
- 95. The support departments have the same sense of 1
/[
2 (( 3
/f 4
f urgency as do the operators.
- 96. Middle managers of operations resist impicmentation yy 9 3 .3d o f support department programs. 1 2 3 4 C.* Reculatory Atmoschere
- 97. I have adjusted to living in a regulated environ-ment and by and large it does not bother me.
- 1 2 3 4
- 98. The growing procedural complexity is itself a M 1
63 2
/f3 4 f
hazard to sa fety. _ 4 77 /'/ 4
/
- 99. By and large, proceduras are up-to-date. 1 2 3 4 100. Our procedures are too detailed. 1/1 2n #f 4 f 101. We suf fer from informational overload. In 2# 4 4 5 102. There are so many cumbersome procedures that in practice the GPU !!uclear policy on compliance is 8 /f /0 [ L 1 2 3 4 dis regarded.
103. I worry about breaking some regulation without 1 fS 2 3I 3 4 f realizing it. , j 104. The compliance to procedures that we are held to ') by our management is reasonabic. I [2[ 3/ 3 4 105. The policy on procedural coopliance is cicarly com- N [b 4 1 2 3 c:unicated to us by management. N I . 106. Our organization has too many policies and pro- I $3 I cedures which interfere with doing a good job. 1 2 3 4 f 11 . Diccioline 107. There is not enouch consultation with us before dis- I 2 3 4 ciplinary policies are established. 108. We are nuf ficinntly informed on the background of US [4 M I 1 2 3 4 disciplinary rerfulations. 109. Dicciplinary practicon are f air. 1 ud
':' Jf 3 4
'.' ~
110. When it comes to dicciplinary policios there arn two a q' rd "I J cuandards: a touyn cet for operators and an oacier v 1 2 3 4 l cot for top nanagement.. l l e 8 -M WW W sg 4
w
-8 c el n e, c et c
() Yd d E yj Discioline (continund _ gy y y ON h g7 p3 3 .11. Regulations on mind altering substances are sound. _ 4_
- ,12 . I accept the idea of an operator uniform. _
t.3 fD ft L13. I am satisfied with the quality of the operator 1
$7 2
33 3
/B 4
f( uniform. G Manacement 4 4 114. I have confidence in our corporate management. 1 2 3 L15. I have confidence in our plant management. 1 7 2 4 67 33 4 4~ 2 Ll6. The objectives of CPU Nuclear are clearly stated. 1 3 ll7. The objectives of GPU Nuclear are well communicated. 1 4 k 4 3 L18. The objectives of CPU Nuclear are valid. 1 119. GPU Nuclear management is as concerned about its "g f employees and organizational issues as it is about 2 4 public relations and technical issues. 1 3 120. CPU Nuclear is changing faster than I can adjust. _1 4 s y2 a' 121. I am happy with e.e quality of supervision I receive. I 3 4 a/ Id 77 /d 12 3 4 122. Supervision of operators is too lax. I 123. Our management works together as a team. 1 N 124. I feel that top management is sufficiently in touch O 2 NM 3 4 4 1 with what is going on at my level. 125. Management has committed to an accountable organisa- ME N f 3 tion which resolves proniems at the correct level. 1 2 3 4 126. Management here sees to it that there is cooperation 3[ N 1 2 3 4 be tween depar tments. 17 / s J2 ev
- 4 127. The supervisors in this nrganization allow too many 2 3 4 inf ringements of company rules to go by unnoticed. _t J. Cafety
.i t~y "\ I 129. On balance, we are better prepared for an emergency as a result of changou cince the T tI-2 accident. L
_2 _ 3 1 129. Any tene fits f rom the conctructive changen mado ~Q g f; 4 e ' since the accident are more than offset b the cum-t bursome procedures and organizational structure. __ 1 2 3
.. m C Bc aci-~ ~ . 1 O- ce o e O' - (./ $[ g a 23
- . l
$$ m"$
- Safety (continued) j],
.~ 3 0 . Our new kind of functional structure may be having M To growing pains, but is has the potential to function 1 2 3 4 well.
/8 k2 j[ [
,'31- Ef ficiency of operations should not take a second 1 3 4 place to public safety. 132. Top management is more concerned about public safety than it is about generating electricity. [ [h 1 2 3 4__ h Because we live. so closely with our technology, we .l33. operators tend to underestimate the potential danger. I Q .)[ [f /f-2 3 4 f' 134. Safety gets too high a priority here. I h 4 ( K. Job Performance 135. I understand my job responsibilities and they have 1 2 k 3 4 been made clear to me. 136. Others with whom I work understand their job re-h 1 ff2 7 3 4 sponsibilities. 137. I have adequate support (f acilities, procedures, 2 E[ 3 M 4 Q
/
I equipment, etc.) for doing my job. 1 4 138. We have management suppo rt in helping us do our job. 139. My concerns related to job responsibility are being 7/ Mf 4 34 - 1 2 3 addressed. 140. I am being kept current (through required reading 1 NI /1 3 4 of LER, plant changes, etc.) on industry events. l
G rcr, Hiblar & R:pingic,() -
= ** e 6C Fifth Avenue .
, .s ,
- r - ' b**-'-'' '
New form. New Yorm 10020 Te6eonone: 212 247 2520 J ,e ,,)4 4, .
, r- f. ., ,
l April 11. 1983 Mr. Rooert Arnold CPU Nuclear Cor3 oration
-360 Cherry HiiI Road Parsippany, New Jersey 07504 l-
Dear Bob:
- At the meeting we had with your executive staff on March 22nd. Phil Clark put it l ', on the agenda for the next staff meeting to study the report further and suggest L action steos.
l Ve would appreciate any feedback you could give us on their comments and on ac-tion steos you plan to take. As you must have noticea, ne r;et our satisfaction l as consu! ants from seeing things ircolemented and not erely from the ccmolecion of a recort. On my previous visit to Parsipoany with you anc Phil C l a rit on the day of the blizzard, we had discussed at some lenoth an issue tnat-had risen witn Stress Con-trol over indivicuais nno had done ccorly on a-f.rst assessment and had been re-evaluated and cassed. You were considering usino DHP *.o rec *eck the procedures used with this 34rticular grcuo to mame succestions. I had a short crat witn Phil on the'd.1v of tPe ?MI meetino and oather that tmis issue is being resolved to your satls'.1ction nith no need of AMP involvement. John Sauer anc 1 loon #crwarc to hearing frcm you after your coming staff meeting, l tincereiv.
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- necuuntainisims Accountatslitias/ flain10 Significant Paniocts 1 2 3 4 5 N,4 An eM
- 1. Ensures proper daily '
4*g cIhg . operation of systems
- and components to assure plant operability and safety.
- 2. Schedules shift / ba_. oh k C qutvod personnel to ensure
- required staff coverage.
- 3. Acts as an Instructor k .h M1 c-#.2 t j to train CRO's & .
cM p.w, . to % , A.O.'s, ,!
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4 Supervises the , t/ g- #f switching & tagging procedure to ensure procedural compliance and safety.
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- 5. Administers the surv.
$[h M g-eu M/
programs to ensure. " compliance with ccwnpany & liftC regulations.
- o. Acts as the Shift bT d tjM; M hMN Supervisor during an emergency (until properly relieved) to ccxnply with
[/ E-Plan Procedures. -
/ "
fg j To w NM 7'Haintains an llRC 580 license to ensure cc.mpilance with IIRC regulations. , b , Special Assi0nments
- 1. i ! N[a l. f f
- in n at en te.nre s ectier
- 2. liy usons cperat of simislatoi personne .
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i. CONPIDENTIAL r.vlNuclear # iSmarandum . DISCCSSICMS WITI PR. H. K. CLIVE - Date: June 8,1984
Subject:
s SHIFT CPEFATICNS ECE!2 TAN, DE-1 From: H. D. Hukill - Location: 2!I - Trailer #122 Vice President & Direct:3r, T'.I-l File: Operations - Shift Supv/ - Shift Forcrnen ! File: Operations - Exa:rs
. Tc: File ,
3000-84-209 _= Cn O.=sday, Pay 31, 1984, I had a perscral discussion with Pr. Olive ' concerring his perfccance in a r/rber of areas. First of all, I . advised .'t. Olive that it was extrcrnely irportant that he he prepared - for and successfully c:r=lete his Sic cral beard reexa:n whic'. is seneduled for the next day, June 1. 2.is is the third t:y to ex=lete the cral exa:ninstaen as part of his annual requalificatien. If he 7 does not pass this reex=inatien, it is very likely that the cm=any will rewa.r.fri to the !7. C rcr:cval of his SIC licence. Tcur atte =ts te c:=lete any par: cf the regaalificatica procr:rn wculd be granbd
=
by the Ccr= art / caly tr. der the rest unusu.21 cir rctances. Failure en his part to pass this exa:.ination c=uld also vert well rean roccval fr:n licenced duties a .d fr:ra a positien as Shif t Operatiens Fcre:mn. P.is furre ec=lej en: wit the Carany wculd then depenf en wi.at other pcsitiens are avW,wle for wnich he is q.alified. I 2' :o discussed vid vr. Olive his recent assierrnent to the Wai .ine Cera.-:nent wnic . was not hignly successfr.1 and resulted in de Wal .ing Cera- amt re:uesting that he be rerr .ed to the C=erations ::erar :nent. Mr. Clim indicated that the prcble. dring his as'sigme .: to ite Wai .im Cerarrent was a personal cenflict herseen he a:xi his .riediate su er t .scr, M.r. Solt:. I reninded P.r. Olive can he had also enccuntered scoe leaders .ip and supertincry prehlems wit his shift daring his ir,itial assi ...cn: as a Shidt Fcre.ran at e.e plant. "r. Clive noted .r.at dese p:cclErS were pr_-"ar*_1y rciated OO C*a iDiiV:.dr.al, a:Ki dat he felt dat he had to take st: m act:.cn with de irriividual t: ensure his shift
=erfered preperly and to set an exa=le fcr . .c cc.ers scrking fer hi:
cn shift. a I furter noted t: P.r. Olive dat his eerscral a==earance left : :.cn to ~ be desired and was ret befitting an i:$iivid '1 is a positien ci aue.cr tf sucn as a Shift Fcremen. It is essen ial dat e.e Shift Forenen and Shif t S=:erviscrs ser 0.e exa::cle in all areas, it.cludino dress a:rd ap,earance, fcr ecse sto scrk fcr e.em, as well as all personnel in de plant. Cross, appearance, and personal demearer are a v:.tsi part of leadersnip. e e AOOOC64
/ * - . - - . - . . . .
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3, . a- _ June 5,1984 File 3000-84-209 l 1 l Pr. Olive was infor::ed that he will be observed closely over the next ' few months and is expected to show improvenents in all areas of his l job, including overall plant knowledge and leadership ability which. l incorporates appearance, bearing and ability to wrk with juniors and ) 8 seniors alike. . e ?
/
H. D.. .4.II7!. VICI PESICC7" & DIFF.CC3, TE-1 ACT.:Di M* EY: . Y dbidn_lrh _ L 2Y H. K. C C/E SFIT* IC.*E'On!', OC-1 FCH/pjl 1 cc: H. K. Oli*/e - Shif t Pereman, OC-1 R. J. '" cole - Operat.:.Ons & M2.i.n.e:nace Cirect:r, OC-1 l Ferse..el File J l 1 i i l l l 4
,0 9
r o ne =
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.. .- j June 14,1984 Ca:e
[c w 1 Nuclear )- i l Suclect K. OLIVE 3200-84-214 H. D. Hukill, Vice President & Location TMI-l Nuclear Station To a , Director TMI-1 , , On 6/13/84 M. Ross and I.=et with K. Olive to discuss his perfor=ance and our expectatiens for his improve =ent. We had =et with Keith after the B&W Si=ulator session last su==er which was used to train on OTSG tube failure. At that ti=e we had placed Keith on an i=provecent and an evaluation progra= which was not co=pleted correctly. Shortly after starting the evaluation process Training requested Keith be assigned to the= to help in the Si=ulator develop =ent. After the te=porary assign =ent Keith had dif ficulties with his Requalification Oral Exa= which took until just recently to correct. Based on the fact that we had not co=pleted the evaluation with Keith in a Shift Fore =an?s position, we agreed that we would do a conclete evaluation beginning now. In order to insure that we were starting with the sa=e i=pressions we established the following: )
- 1. We expect a very high level of perfor=ance fro = a Shif t Operating Fore =an and we will get it fro = an individual or he will not be allowed to continue in the position.
- 2. .Ite way a Shift Operating Fore =an presents hi=self is very i=portant to h1= being successful. !
- 3. Keith will be assigned to vork for T. Crouse vnere he believes he can verk with Terry and his crew. Keith believes that he will i= prove with Terry's crew and can be evaluatec fairly there. !
4 Mike and I will meet with Terry and Keith every 30 davs for ; three evaluations wnich will be cade by Terry. It is clear to j Keith that he cust i= prove to =aintain his position as a Shift Fore =an.
- 5. Not discussed in the =eeting of 6/13/84, but a key to Keich's success in i= proving, is that Mike and I will meet with Terry and review this memo.
AoD
Jun 14. 19 84 ~ 3200,84-214
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- 6. At the completion of the i=provement and evaluation program, Mike and I will make a recommendation to conitor Kesth's improvement over a time frame with a lesser frequency of
- evaluation, or a decision that Keith cannot be a Shift Foreman for us.
- Mike and I assured Keith that we are interested in him becoming a quality Shif t Foreman and pledged our support to him. We also identified
; some specific areas for him to pay attention:
. 1. Don't talk when you should be listening.
! 2. Be patient with yourself.
- 3. Don't be overbearing when presenting yourself.
- 4. Keep a lower profile.
- 5. Don't expound on what you are good at and avoid what you are not good at. ,-
- 6. Take on the items that are hard for you and i= prove.
j - I will keep you abreast of his progress., f cts R. Toole Operations & Maintenance Director TMI-1 RJT/che cc M. J. Ross, Manager, Plant Operations, TMI-1 j T. L. Crouse, Shift Supervisor, TMI-1 : I H. K. Olive, Shift J' ore =an, TMI-1 J. Troebliger, Aremi,7bnager, TMI l I 1 f D t ' e 1 l l O f-e
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e l'ellos ni.ince Factuis Page 2 pen tusmanco l .solue s Comment s 1 2 3 4 S
- 1. Job Knowledge:
A Job Skills x l'"Id I I Y nec s InsIiucIion or lieIp due tu inesiper lence les plarit . O Psocedures/ Regulations ,
.0" nWIe 4e o cannpany policy arid regulatory reyssirennesi s.
r Job Management: C Planning /Orgamzing x C#"'. rally acceptable, planning al,ility lias increased afin eng finis repor t period. D Decision t.t.sking , Sat is f ac t ory per forpance denavist rated, laut can reacle too quit k a elec ls jgi. E Delegaleon b'""#II*"5 I C"els to deIc9 ate t no inuc h a u t lio r i t y , instead x of Iak sng cas e of jot, liinisel[ when i t is c,alled Ior.
- 3. Wor king IIelationships: ,
Connouni cat es wel l . Some t i ones t a l ks nuire than necessary F Communications a to get point actoss.
- aGep a> y. ets results.
gG Leadership , It icamwo4k I"'prown.en t lias been seen in this area. Performing ) x at t ep t al.l y , i E mg>toyeo Development
"#' U"" o t r. ning otlier s wi t hi.. scope of leis mai
, I nsfo l eilyn I".>lling wi to earn and train utliers on i t erus of ult t i la. lse . a,s. nut.as. f am Isar
- 4. Job Accomplishment:
J innelmess a PC' I"is .mp t ale l y , Inst occasionalIy needs some pr o.f i n g i o at < eunpl i sh won k on tine. As t ept aisle p s o.lut t is leeinq proiluccal Ior Iasks he it.es.
. h 8 g h h L . _ _ _ _ . _ _ _ _ _
a !
- n. con.a.ii io s, . "a a n S<spulicant penici es t 2 3 . t, i Ensures proper claily
- operation of systems ~~ ncipainet. s on.. .piid.uir e ilne to inexperience in our plant.
and components to assure plant operaliility an.1 saIcty. Willa nais e t ime io position, 11ls area will improve, 2 Scliedules shift
- A.I...p a t e l y once t <. t lic lots reepairement s for proviiling
~~~~
$ personnel to ensure - slii f t c over a.ge .
- required staff coverage.
3 Acts as an instructor x to traln CRO's & I"'"'"""'I lo I til s as ca and does a comp t et e job wisen A.D.'s. t a l l eil on to train. 4 Supervises tlie
- taccas little guidance in this area. Ensures operation is switching & tagging
, g,,n g gagegy, 6
procedure to ensure procedural compis,ance and saIcty. 9 s i Adailni s t er s tlie sur v. x progsams to ensure
- p. ic s a tines ough job of enster inq survelIlances as e compl iance wi th counpany L ilRC f e9dId! ',""* * , simple t cil 08i 1 ime and ar e ilswie cor e et t l y.
G Acts as the Shift a j Supervisor during an - - - - lias olit aineil tiie a cqui red S nowici!qe of t he Emer genc y emergency (until properly relieved) to tomply w.th - i aincu or dutics and pr m dur n tai .memil i di dii s E-Pean Procedures. a O o y ttain ains an flHC SRO x license to ensure kr cpt atst e per f oi sunce dur Ing rerina l examina ions . coinpliance wi th flRC regulat ions. . Specul Asserpuneias t 2
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Perfusinance f actoss Paga 2 liainn Pes loimance Factors J- - -i-- L."""""'5 1 7 3 4 l S
- 1. Job Knowledge:
Shows mas hed improvenient in areas of change nwids L ICS. Is A Job Skdis x
!,,,s,g,
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[,iei rinq , reve. lmpon RPS ESAS r ovtuittif._ cuntS[Auc a stems. h Should be a 3 or liaintains_lthe level of knowledge required and insures O Proceduses/Iletiutat ons x changes are generated where required. l I
- 2. Job Management:
Demonst rat es sat is f ac t or y organliing abili t ies & plair, for C Planning /Osganizmg x conflicts before they interfere with the job, TIE cs appropriake decisions for tasiss assigned usinq all D Decision Making x informatlon avaltable. Delegates respansibilitles and work satisfactorily, follow-E Delegation x up Is irnproving, needs only occasional reminding to follow up
- 3. Wosking Relationships:
Ve bal consuunicat ion is satisfactory, written instructions F Communicahons x c memos are complete and accurate. Deminist rat es sat isf actory abi l i t y in supervising the shift i I G l.cadership x L providing proper influence to shlft personnel. Wiking well with others at this time. Actively pursues ani H icaniwork p s ov iiles input t o snak e a t eam funcilon succeed. ] a Spends tlic t inne to review and insure trainees assiqued are i E mployee Development con.pl e t ing their r equir ed work anil proviiles a.fcquate
, C o!8n se I Ij J!!' . itllCll IICLc:isJ f y -
- 4. Job kccomplishment:
'lasks ate performed and finished within t he t iene constraini ,
J Tienchness x 355i'34"d-Jobs are completed and work is complete with no re work
. K- Quahiy x r e qu i r e ti .
,h oun i of woe & pi tidnt, c.! is saaisiats.ny. lia r eas. I pr ninc : . ...
> L- Quantity , c onlil be acownpl islied liy Irarbinn inhs a ii t I le c loser. L_ _ _ _ _ _ _ _ . _ _
sst.t uisses.sessaiise: . i t.it u iq Accounialabliesi . - - Crnnenenh S9i.fic. int Puyects i 2 3 4 '.> 1 Ensures proper daily
- Performs these tast.s <.atisfactory. Needs only normal operation of systenis .
-.npervision wliile on shift.
cnd components to assure plant operability and safety. l 2 Schedules sliift x runstantly i looking into the schedules to insure that personnel to ensure alie shi f t is properly manned, required staff coverage. I k 3 Acts as an instructor x Provides questions guitlance to tralnees asslitned to his to train CRO's L , shift. Pr ovides ailequat e inst ruct ion, encouragement and A.0.5s. lieer ion to irninees assigned ta hls shiIt. 4 Supervises the
- Iteviews and corr ec t s and explains any and all discrepancies switching L tag 9 i ng
,i t h t he personnel sohmi t t ing swi t cliing applicat ions in an procedure to ensure piocedural compliance and s.ifety. g ,
5 AJministers the surv. " x Insures the required surveillances are completed and looks programs to ensure iheail for t he nex t week's schedule, compliance wi th coinpany L llRC regulat ions. G Acts as the Shift x las received all the train.ing, hnt has not had the chante Supervisor during an o perform during a drill. emergency (until properly relieved) to ctanply with E-Plan Procedures. _ . - _ . 7 Maintains an 11RC SRO , is comgileting all ti.iinisig qisizes in a prq>er f Wiion, Iscense to ensure . . _ _ _ . _
,illi no respairement for retaking exams.
compliance with flRC regulations. Special Ass 9unents won 4 vi tli g is II. i. l e' ti.oigg [e t . pr eviil. E'I 'Ir d'!cil - Aw ignnn n t was cut .Inir l ley mutual ammm.. better use of s inde l 3It" by c,perat e vos pes sonne . 3 .
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Page 4
""~
Plan for ImptScomentCarelopment: rei s t .lis,nlil ceins ison- s' ev i n,i ng - 3. lan t sysi cms as lie i s ilo i n.: nins. - Continuing the inc reasnt t ime sgnt in Ilie lilant to mienitor anil instrurt Annitiary,_0icrators L on the performanc.g of' their joles. Complete the 05-2 Training Program. Supes:ssos Comments
?)
v( r_i.ng t.h.e. .l_as.t..._se_v_.e.r.al_.m..on.t._hs. t_Mr. Ol ive lias licen on a spec ia l eva lua t ion pe ngram <!ne t o low per formance. Mr. Olive has maile significant progress in f.ecoming a better Shift Foreman and now is functioning at a satisfactory l eve.l . .. Ke i t h's he t t er per formance and imlir.o.v.e.d... _a.t t i .t u.ile .ha.s...cnal..i .-cil. __h..i.m_._t
. . -. . . _ o,_b_e.cr_wue__ a Prod.u.c t i ve member o f t h i s
_ _ _ _ _ = - - depariment.
~
Eenplo,ce Go. sis a Asenas ons: No comment shies el>l I- 0 in fl* $ 1 _. k h L k i si.c3 ., '2. E-t'f ce v ~ * *h s e 71.r~ * ~d FL1.111 s. T. - p aa. _ *
. s . - . s i. : n o E_Lk Aku n L m.4 { 4_-
em Isuployee Comments: Y/,/ M. No comment liinisaI>l b i l ' l s } [e.diIatch by
. ILc .t.4 e nate /* 3[/.2k[ Employec Hevice,cd:
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.? - ~ D K7tth Olive's 2nd Eva Ratino tion - Reviewed on 9/7/84
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f Section Consnent 1.A. 2 Still maki.ig progress on his job skills, working on his upgrade program. 1.B. 3 Showed that he has a good understanding of procedures / reg. Showing more improvement every day. 2.C. 3 Still showing improvement in this area, low 3 now, still increasing. 2.D. 3 Low 3 at this time, is better than a two but still is room for inprovement. 2.E. 3 If this trend continues, problem of not following up on jobs will disappear, tends to delegate too much. 3.F. 3 This is the area of largest improvement this has improved his effectiveness as a foreman. 3.G. 3 This follo'rs along with the above as comunications improves so does his leadership. 3.H. 3 The whole subject of work relationship has improved. 3.I. 3 Has gotten core involved in training subordinates. 4.J. 3 Still could improve or be more efficient on time spent. 4.K. 3 He has madc it to a three and should stay there and improve 1 4.L. 3 This is a Icw 3, most of time he does fine, occasionally needs push to continue job. 4.M. 2 Really not involved in this area for a good eval. Accountabilities I
- 1. 3 Lontinued improvement, involvement in plant and job.
- 2. 3 Completes as required.
- 3. 3 Continues to show improvement and involvement.
- 4. 3 Performs satisfactory.
- 5. 3 Perfonns satisfactory.
- 6. 2 Traind but hasn't had an opportunity to exercise.
- 7. 3 He is upgrading his plant knowledge through his upgrade program.
- 8. 2 Has just started to work on this, needs to schedule time with people yet.
;e o 9 4
Plan for Improvement / Development: None Supervisor Coments: Keith is showing the improvement thet he previously has showed last time. But still needs to work harder at the temptation to talk too much and concentrate on things he needs to accomplish. Should spend a little more l time in plant monitoring jobs. Overall progress has been sufficient. Have received many positive reports about Ketih's actions and performances. Employee Goals & Aspirations: None Employee Comments:
"No Coment" Block checked 1
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A c countata.I. lies / b'"9 - Comments Sginficani Pmie ct? I 2 3 4 ' b , 1 Ensures proper dally / pro h,,..
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operation of syste:ns ~]* C - _~ cnd components to assure plant operabill,ty aust safety. 42 Ym v:2 O ,, _ ) \ b y 2 Schedules shiIt .t Q personnel to ensure
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I procedure to ensure procedural compilance and safety. 5 AJninisters the surv. ./ , , [ . ..w i-c.,b[<, v Uk programs to ensure l compliance with company C fiRC regulations. ,
/1 A e 6 A. cts as the ShiIt # dGw N 'Y "P l # ~ "
g), .b Supervisor during an g e ~ h.,_c .cc .Gc i emergency (until properly relieved) to coinply with E-Plan Procedures. d h 7 Halntains an NRC SRO y , e , ,,, J ,p , ],, , ,, , .{ ff -- _5 j7n , , f._ 7,,,,, license to ensure f.) .. comptlance with tiRC regulations. .
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[w - Nuclear O W==rnadum JULY 23, 1984 4 UPGRADE PROGRAM Date-8"D3'C' H. K. OLIVE, SHIFT FOREMAN TM! NUCLEAR STATION i INSTRUCTOR IV Location: 6211-84-0584 b*
> RONALDH.HAAd MANAGER, PLANT OPERATIONS THI-1 To~. .
MICHAEL J. ROSS , .
REFERENCE:
(a) 6211-ADM-2611.-1 Licensed Operator Requalification Training Program Descriptien (b) 6211-84-0218 Oral Examination Failure, H. K. 01 tve (c ) 3210-84-6191 Oral Reexamination of H. K. Olive (d) 6211-84-0370 Oral Reexaminaticn Failure, H. K. Olive (e) C-84-012 Gral Board for H. K. 01fve Reviewing the results of the oral examinations of Mr. H. K. Clive as found in references (b) througn (e) an upgrace program was developed. This u:: gree program cover: In cetail, tne areas you recccnenced he review, and as incicatec ty recurring weaxnesses in tnese areas. The areas to be covered by this program are:
- 1. Change Mocifications
- 2. ESAS
- 3. RPS
- a. :CS The ;regram is designec :: run ever a six montn ; erie: as you recuested.
A recutrec rogress of 14 f tems comclete per contn is necessary to snew satisfact:ry ;r:gress anc acnleve ccm:leteness.at tne enc ci six montns. The er:1csec Attacreent is for your review anc a reval. U:en ycur H. K. Olive alcng with a::reval, nt s ::: grace Oregram will ::e sert :: Fe. a c:ver et cr exclatn1r.g 1t: pu r:O se. The cever lettar will aisc exclain
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O n t:ha can giv? th2 various task examination and tha resircd progress' rate and completion date. Submitted: $/// e Ronald H. Maag Instructor IV i
~
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Approved: 5. L Newton Manager Plant Training 7 . W Approved: M.J.Ros '
' Manager Plant Operations Unit I RFN/SLN/MJR/ mss
Attachment:
(1) I cc: ce President. TMI-1, H. D. hukill Cceraticn and Maintenance Manager, TMI-1, P. J. Toole Directcr, Training ana Education, R. P. Cce i Vice President, Nuclear Assurance Division, R. L. Lcng CARIRS i - D t l
- l l
l l l V
() () ,
. TMI-1 SENIOR REACTOR CPERATOR UPGRADE PROGRAM NN4E:
y THIS SHEET LIST ICS SUBSYSTEMS WHICH MUST BE-STUDIED, DISCUSSED AND WALKED , THRU ON SHIFT. THE TASK EXAMINER ~IS TO 8E AN SRO LICENSED (OR SRO THE FINAL VERIFICATION IS TO BE PERFORMED, AND DOCUMENTED ON AN ORAL PERSON. l EXAMINATION
SUMMARY
BY A SHIFT SUPERVISOR.
- . - TASK EXAMINER DATE SIGNATURE i ,
s I ' 2.0 ICS j i 4- 2.01 ULD SUBSYSTEM to include all load limits ano tneir purpose. Also to : j include' runback rates, when they're in j- effect and tieback curcuits. 1 2.C2 INTERGRATED PASTER SUBSYSTEM to l incauce turnine vasve contrci, turof ne l' bypass /at=os neric valve control inclucing control bias. Also heaaer l pressure contcl. 2.C3 FEECWATER CONTPCL SUBSYSTEM to inciace ciscussicns n sia limits., - FW errer signals, FW Tave centrol', CTS 3 level centrol curing all moces - l cf : lent c:eratten, celta Tc centrol, I feec:um: celta F c:ntr:1 anc neutron cr:ss limits t 2.C4 FEACTOR CONT:CL SUBSYSTEM to l 2n:1. e :sve c;ntras neutron ere:r signals, ni anc io ifmits anc FW , cr ss ifm1ts. I . 5 ' FINAL YERIFICATION t,eme/ s a te t
' 'Forware com letec Cral Examination Summary to tne Su:ervisor, Licensec .
- .Operat:r Tratn1ng t
} I L .. . .t 4 a 5 i-4-, - g og ay-h- - + . - , --- *=-e'yk + y-- - y-- e- w- g w ,' -r r_=
- TMI-l SENIOR ACTOR OPERATOR
() NAME: UPGRADE FROGRAM THIS SHEET LIST CHANGE N005 WHICH MUST BE STUDIED, DISCUSSED ANO WALKED THR ON SHIFT. THE TASK EXAMINER IS TO BE AN SRO LICENSE 0(OR SRO CERTIFICA THE FINAL VERIFICATION IS TO BE PERFORMED, AND DOCUMENTED ON AN ORAL PERSON. EX#1INATION SIEMARY BY A SHIFT SUPERVISOR. TASK EXAMINER DATE - SIGNATURE 1.0 CHANCE N005 1.01 For the listed change mods be able to discuss what plant changes where made, their ef fect en the associated system cperaticn, why the change was made, appropriate TS, and* component locations. A. T sat - Margin Monitoring and
- Alarm . '
- 8. Reacter Building Sump Level Instrument C. Emergency Feecwater Cavitating Ventur1s D. Fuel Hancling Building Isolation Cam er:
E. FC; nign Fotnt Vents F. Ccntainment Mign Range Ractatten Monit:r G. Fest Acc: cent FB At:cs;nere Sam: ling System H. LM-32 Trt;;1ng of hoocs on ES Euses I. Femete Shut::wn Fanel j J. Manual Centr:1 cf PORY l X. Cecay heat anc Ccre Flecc Checx Vaive Test:r.; Systen i L. !C5/NN! wess :f c-er M. LM c3 E & C lC!/Nhl !m:revement:
- h. Alternate Ihut::wn Cacao 11ity External t: Femote SiO Fanel I
- 0. Cecay Feat Femote Ciling System P. Cecay Feat Femoval Pum:
Vibratien Ment t:rt ng y stem C. Aucto Moni t: ring Sy stem f or Main Steam fystem Ccce Safety Valves e ge.- e
[ - o l O TMI-l SENICR REACTOR CPERATOR NAME:
- UPGRADE PROGRAM THIS SHEET LIST CHANGE M005 WHICH MUST BE STUDIED, DISCUSSED AND WALKED:
THE TASK EXAMINER IS TO BE AN SRO LICENSED (OR SRO CERT t . ON SHIFT. PERSON. THE FINAL VERIFICATION IS TO BE PERFORMED, AND 00CLNENTED ON AN ORAL i j EXAMINATION SIM4ARY BY A SHIFT SUPERY!SOR. TASK EXAMINER DATE SIGNATURE R. RC-R-VI A/B and RC-R-V 2 Delta P Flow Indication S. Themal Hydrogen Reccmeiner Emergency Feedwater Flow T. Heasurement (New) U. Hign Pressure Injection System Crossconnect and High Capacity Make-up Valve Ar.cition Y. Pressurizer Heater Emergency Power , W. ICS/NNI Non-Automatic I Transfer Switcn e
'FI'iAL VERIFICAT:CN
- .amet ate
'Fcrearc ceccletec Cral Examination Surrnarf to tne Superviser, Licensec Cperater Trasning s
4
-- _ ______n_ __ _ _ - _ _ _ - _ _ - _ _ _ _ _ _ _ _ _ _ _ _ _
TMI-1 SENIOR EACTCR CPERATOR
.a UPGRADE PROGRAM NAME:
THIS SHEET LIST ESAS SYSTEM WHICH MUST BE STUDIED, DISCUSSED AND WALKED THRU ON SHIFT. THE TASK EXAMINER IS TO BE AN SRO LICENSED (OR SRO CERTIFICATE) PERSON. THE FINAL VERIFICATION IS TO BE PERFORMED, AND 00CUiENTED ON AN ORAL EXAMINATION
SUMMARY
BY A SHIFT SUPERVISOR. TASK EXAMINER DATE SIGNATURE I . 8.0 ESAS 8.01 Discuss the functions of the ESAS
- system and how each function is
- carried cut by the ESAS system.
8.C2 Of scuss what ccmpenents actuate on ESAS signals of 1600* RCS pressure, 500* RCS pressure, 44 RB - pressure ano 20e RB pressure. To be brezen cown by bicck 1cacing secuence 8.03 Ciscuss what conciticns have to te net ano set peints for Suticing Spary Pumps :: start witn 2Cr 38. 8.C; Cis:uss hcw EIAS interf aces witn the EFW sys:eg d.CS Discuss *nat bistables are fcunc in eacn ESAS tistacle cacinent, tnetr set ;ctnt anc functten.
'c:.'.AL ,ER IF::AT N
.. amer. :e
'e crware c:ncletec Cral Examinaticn Szanary :: the Su erviser, Licensec C: erat:r Training t
e
. .o
.~ , THI-I SENIOR EACTOR CPERATOR N AME:
UFGRADE PROGRAM THIS SHEET LIST ESAS TESTING AND OPERATION kHICH MUST BE STUDIED, O!SCUSSED
- AND WALKED THRU CN SHIFT. THE TASK EXAMINER IS TO BE AN SRO LICENSED (OR SRO THE FINAL VERIFICATION IS TO BE PERFORME0, AND CERTIFICATE) PERSON. <
00CLMENTED ON AN ORAL EXAMINATION SU" MARY BY A SHIFT SUPERVISOR.
- TASK EXAMINER DATE - SIGNATURE i 9.0 ESAS TESTING AND OPERATION i
- 9.01 Describe how to bypass the following ESAS actuation of:
3 A. Both channels of 1600#
- 8. Botn channels 1600#, 4*, and 30s C. Botn channels 1600#, 48, and 30*
D. Manual Actuation Botn channels de , 9.02 Cesertte what has to be cone to rearr. ESAS uncer tne f olicwing concitions: ' A. Normal plant S/U, H/U witn ESAS bypassec initiall/ . B. hornal ;1 ant 2/U, H/U with ESAS bypassec af ter an actuatten. 9.C3 ESA5 Testing - incluce in the cis-cuss:cn cf One f olic ing: Tne test swit:nes involvec anc ineir functicn, anc incicattens tnat would cs?.e in as a result cf testing anc tnetr meaning.
'A. 3B :sciatien anc Cccling System ,
Leg:e :har el anc C .:enent .est _,
- 2. HEl anc '.CAO SecueDCe Iest C. Test:rg 53 :: ray "c :s 9.;; Ots:uss EI'5 *-ci:sti:ns, Inetr meaning anc anen -ould *ne c erat:r see inese enange. lnclucec *n inis is EIA5 cact. - et lignts, status itgnts anc incicat en en :ne ESAS s:stus
- anel, anc tre E;A5 octuaticn staticns.
'F:hAL VEFIFICAT!DN !
t.on e e . a t e
*e crwarc cemcletec Cral Exantnation Sumnary te the uperviser, Licensec Ocerat:r Training
i l C$p30@ ' l... O Inter Office Memorendum 9 D. . Subject
- e . "
ETIERVIEW WITI D. B. 2%YHIE ENuclear
-3000-83-160 1 E X H I a 1, To FIII t.ocation 'IMI - Trailer i122 ,
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b //~ 7 1 Y l On fty 18, 1983 I interviewed D. B. Payhua for the purpose of certifyiry his Pcactor Operator license reneaal. Pr. Payhua's attit::do was very positive, and he indicated a thotrugh urderstandi:q of his responsibilities and duties as a Pcactor Cperator, especially those related to the safe operation of the plant. He also indicated conplete understaniing for total honesty and integrity in the perfor:anco of all his duties, includiry his participatica in the trainirq pime. fty obsertations ezo also su ported by discussions with his supervisor, nruly, M. J. Poss the Parager of Operations, TH-1. , I specifically discussed with Mr. P.2yhua his helos average perf =anco in the trainiry pswi._a during the later part of 1982, including the coerator roqualification examiration. He indicated he was wil aware that he did rot do wil and was raking every effort to i::p:~: /e, *4tica has been dcronstrated I in his peri:=ance thus far this year. Based cn ry inter /les ard cn the report cf his perfccance by his sucervisor, I censider Mr. Payhue to be q/alified and cmpetent for relicensing and have so cert:.fied hi:.. O l s v d(1 H. . . itIII. VIC PPE5ICT:' & CIECOR, OH-1 9 H::it/pjl 8 A000084(
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- Inter Offica M:mdrcndum l l
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LUMP SUM PAYROLL CHECK TOR DAVID B. Subject MAYHUE. EMP. No. 6422 EdNuclear j EXHIBIT "
. Location CPU Reading . /
To T. W. Norman i Supervisor - Payroll , j //- 7-/7/ fr Please initiate a specist payroll check to reflect two weeks of straight ti=e pay for Mr. David B. Mayhue employee no. 6422. since his forth-coming reassignment outside of the Unit 1 licensed operations function has been justified by CPU management as a substitution for the period of ti== that he was suspended f rom the company without pay between August 4 and August 17, 1982. It has also been determined that 15% interest be added to this straight-time figure in order to reimburse Mr. Maynue for any potential financial loss or inconvenience which he may have incurred. , The payroll calculation and reimbursable amount to appear on this special check etfactive i==ediately is as fo11cvs. 80 hours x $14.04 hourly rate + $1.20/ hour licensing bonus - $1.219.20 x 15% interest = $1.402.CS (minus appropriata FICA. federal, state, and local withholding) If you have any questions, please call. _ D. W
. Eick. Administrator -
Compensation & Benefits DJT/ sal cc: R. L. A=an. Mgr. Organization Planning & Development I APPROVED: b . J. /itYeofiger /J Ares . pagA-Human ResouNes. TMI
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APPROVED: / , H. D. Huiill Vice President TMI-l l APPROVED: T. L. Myers ' Director - Human Resources
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" Inter-Offica Meniorandum a om. . . . ' "
Nuclear Subiect 'no-WEEK SUSPCISIcti WIU! cur FAY IS. D. B. MAYHLT Lccation 'ntree Milo Islani TJ On .nily 27, 1982, the III Unit I Atcznic Safety and Licensity Ecard issued its Partial Initial Decision (Fcopened Preccedings) on issues raised 6/ the disecverf in July 1981 trat tw shift supervisors had cheated en .'ucicar Fagulat=rf Carritssicn exru.raticra adednistered in April 1981. As pr: of the Canany's ic/estigation into the issues raised 6f the cheatirg, extensive rettess were carr:.ed out en C:r:nstrf-.xtunistered exarrati:ns relied u=cn f:r c::rullarca with var =us :mC requiremnts, ircludity cernficacen to cr.c :.TC cf cperaters' q.:alificat=ns for takirn :tFC licen::o e.unmc:ns. Cur rn the courso cf treso intosugatens, as well as sucsoq.:ent erns cen-duc.cd bf others in ceny.: .cn:n with the ASL3 proceedings, tacro were a rroer er instarcos en var:.cus weer.ly q.r:=cs where pur anc.crs hora str2ity sic.11.tr-ines to no anesers cf Pr. G. Based upcn the rettes cf the exrtirata n anrsers, the cirerstances at the t.:. c, and pur c=nsisten denial cf Pavtry encatal en at:y cf tna ex:rracens, tna Cxt:any c=ncluded tr.se ycu did rce encat. We c:n :nued t as ;cstuen thr:ugr. cut the p=ccedirns assoc:.sted wit. t.o A3*3 doc u i:n. Mcwe/cr, en pga 7 of tr.o decisicn, tr.o Soard Statos:
"*!o firxi also that G and H, norsurcrtiscry licensed reac c; cecrat=:s, encatcd en em=an/-4c.irastered rtgaslificat.:.:n c.vm ra c:ns. " ,
(Atta ..ed to tr.is lottar iro paco 7 and pages 23-44, wnien are tr.o prircipi soc =sr.s cf mu Cecuten cat descr:.to tr.o Board's censideracens ard cen-clustr.'.s relat:.rc to pur cercuc..) 0.o Cxnstrf :mst and decs gr.ve sur.stantial watcht *.m the TM=vmts rado bf tr.o ircemenient, c==otent Soard stien reviesed and weigned tno fsets and tasti. cny in tras proccei:.rn. Absent an adcassion 6f *r.o persen it:volved cr no roMacle acx:=unts cf eyestt. asses, the f acts of tr.oco ejpesHcwtor, cf situs-ticra are cf ten irpcssible to detenun tejeni a crudos cf deuct. we fcol cerroMed to accept ene Eoar='s ucc unt tr.st pu cacated in tr.o iratances idenufied in tr.o Doir.'.'s decisten. O.is corr.uct en your pr: was uracz:cptablo. We rec:cni::o trat it ec:* ace.1 and was idanufied under cire.rstances wttica Pad rany clermes, vrn cf wnich are set f rth cn pago 43 cf the Deard's Cecisicn. Those olennts creatn cen-flicts snon detenarr.g tr.o appr priato respenso wracn add:cs:;os all of the restensdilitics of eno Corany to the public and to its ,r::loyees, ircl'dira providirq eno ::.gne irstr.:cuen to otrer urpicye es. soconsee
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na Board has preposed what t.'ay believe to be an acprepriste pemle/. Cn page 43 of the Decision the Board states "The Board therefore proposes that G and H voluntarily accept a twc ni suspension without pay in lieu of an action against their (tmC Pasctor Operator) licenses. Wm suspension my be at any ti.ma C, H and the Licensee deems best. Two weeks is not the result of an exact mathematical l calculation; it is the product of our collegial jucLpent. It is a renedy sttich is within our jurisdiction and is appropriate because it is fair, final, si::pIm, and responsive l ! to the C ard H cheating episodes."
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i You have voluntarily agreed to accept the Board's prepesal as irdicated in your lettar of August 3,1382 (oepy attsched), for reasons descrdhed below and M--sed with 3cu, the ccrparr/ has concern as to whether this pernit/ is adequata. However, in light of the cire.sratances previcusly discussed and in recognition of the additio:ul actions to Wich geu will be subje:t as damer bed teiow, the C.:rparr/ accepts the Board's preposal. While tne iden:Lfied batances of cr.e'aci.w are few in rsrber in the total cen- ! text cf gaestr.:ra unten ycu have been rogn:rd to ane.=r in the ccur:e of hei z; l rehece. sed ard, trarefera, do rot estse q;est:rs as to your cx=etence as an l operster, they do ral:e gaestlers as to Scur trastusetninoss. WAse qJesters ' are c::r= curded by Scur c=n=r.uud dan:.s1 of havi.w croatad. W.is is a : attar of =n crn to me Ca pry. :ks cra perf:: s er hensves perfe:tly. In the unli:sc:n cf a c:rmlox taennolocy witn tr.e art.orent r:.sks to puclic healtr. and saf a:y represented by .ucicar ene:7/, it is 1.= erst:.ve tr.sc cur erml:3ws ! be strugned:reard sni hernst in ackmwW.cin7 : stances of inadeqv.sta ce:uu:: cr part:=ame. W.is step :.s ver/f r:crunt in es=clisning me destral leml l cf c=nfidama cf rafor/ snd reliscthty in the cparsuen cf cur rucioar tsc:.11' l Absent ce :pe:121 c:.r:=atsmes :urr:uniim ' ilimness to sc*.newledge arr/ wrc.w:::n;r .cul.i have .talresu.gcur in s :cro severe per.21t/ encat.:w, Scurtr.s; ur
, .r:;n=ec ey =e 3 core.
Y0ur coaum has resultai in umnet.:u.nr/ ss = ycur roliscilir/ std senedo l .reard Cs=ar/ sumsr= a:xi req'n:cren=, includim :no !.TC
- iconnm proces0 C nseq;antly, inu have a prn: alar resocnsth:. lit / t: derera=sta :.n all Scur sc :.v:.uas, tonsvier ar4 scur.: des sni= are ueyen: =cc::acn. 2.aref:re,itur su:ervinen an2 ransgamn: wtil be evalue:.nq ':rece as:ec= cf 'pur pert:.. arc l
cver =o raxe r. elva (12 .cntr.s. Mr. Fcsz, :'anscar Of Cperscens, vili eet l wttr. you ae lease reico d=:.m tr.2e pened, a:x1 sddiu:nai1*/ sa c:::.r.starcaa i warrant, t:s in:uro ':nare is a c:rren uncar:tsretm terseen pa sa Scur rarace-! ment as to tr.e Cs=arr/'s as:.escrw.nt cf Scur perf:=anco and set.: rado. 7.a Cx=arr/ ay 21:o u.se otr.or <sysiv.sti:n to:rt.tgacs Orcuid tr.oy smw pr:ru.co cf bein7 nelpr:1. i I 1 i l l , 1 1
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' As arrood to with 302, the period of Suar suspension without pay is August 4 thru and including August 17, 1982.
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- DIPIC"XR, 211-1 l
EMENN , b. E m ... DA2E P ?\E7 I D.I 5. Mayhue / Att.sc. h ts cc A. W. Brid:mnn - Per:cr.nel File, P l 1 1 , i l f' l l i l 1
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" ^"S""" - '82
[r e1 Nuclear e Subject 'I10 hT.OC SUSPUISICtl WI2DUT PAY H. D. HUFrL - DIFEC".CR, CIrr I t.ccation Three P.ile Island To I voluntarily accept the TMI, Unit I Ata: tic Safety ard Licensing Board prepcsal cf a e.o week suspension withcut pay. The Boards' preposal is detailed en page 43 cf the Board decision ard states:
"The Board therefore prc:rses that G ard H voluntarily accept a em-week suspensien witrcut pay in lieu cf an acticn against their ( .T.T Feac=r Cperatcr) licenses. The suspension :ay to at any t::.u G, H and the Licensee como besc. Too weer.s is rce the result of an exac: .atnc accal calculacen: it is the precuct of cur collec:.al j1.ds: ent. It is a re cdy -nica is within cur urisdict:.cn ard is apprcpriata because it is far, final, 3::=le, and respcnsive to the G and H cncatr.g episodes."
l+f acceptance cf this suspensicn does rot consti" te an adr.issien cf cheati.g er cther wrcrndcing en cf parc. :tf suscensicn per:.:d as agreed with =/ super t:.::: will be carried cut en ene dates listed: Au:;.:s: 4 5 6 9 10
, 3 12 13 16 17 Cur:.:n the aceve succensicn, secull the ::PC dec:.de t= 1..itiate any t/po cf hcar:.ng c :.n/estrat:n inte tne 11.iesstens acainst . a, I rg.:csc Of suspens:cn to placai en hold unt:.1 ene fi:nirus cf tne hear:.:n are puclishad.
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, , . _ WR 6. N EIAMINATION CIETIFICATIO
., COVER SHEET i NAMg (PLEASE PRINT)
EIAM i (FIRST, MID. INIT. , I.AST): Men' .$ l d Al 'eil - D ATE: dN Ni EMPLCYER (CCMPANY): EMPLOYEE NO: M EY- 80 SOC. SEC. NUh3Eg;g AddQ E57.S~.J~Y63/ EIAM LIAM LOCATION: R !.* TITLE: Moc.k'M8( hMt M CATECORY: f MTU I3 iEIAM FO: ,y g CINEPE INSTRUCTIONS AND CUIDELINES l 9Mg i *PLEASE READ THE TOLLCttTNG INSTRUC !ONS CARETULLY:
- 1. Remain seated and quiec curing the examinacion. *
- 2. Please raise your hand when: you have any question on the examination "
you have finished the examinacion 3. You are required to do your own work and you are not to help anyone else.
- 4. Use only the reference material authorized below.
3. If you must leave the room before you finish, the ez_ amination must be . returned to the proctor. apply while you are out of the Note that instructions #3 and #4 above still room.
- 6. Misconduct cr cheating on examinacious will result in disciplinary action on the part of the Ccapany, and posaibly additional civil and/or cri=inal sanctions.
- 7. At the complecion of this examination, you arv to sign the f ollowing ce rtificacio n.
CE2CTICACON I ce.rtify that all answers 'concalced in this examination are ny own, that I have neither received nor given unauenorized assistance, and that I have not used any unauctorizac references. SICNACEI: C' - /# / ! -- ' CATI: -
*tC NOT EECIN ~2E IIAMINATION EITCRE . 2:. PRCC C R RIT!I*JS .4:. REMAINEER CT ~IIS PACI 15.4 YCU. -
AL .a0ECE: EITIEENCI MATII.IM 0: l TO START STCP -
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*PAGI CHICI .c.:. EIAMINATION "'O ENSURE YCUE CCPT IS CC!'PLE"*I.
- SPEC:n INSTICC""!CNS:
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- 2. Artssou*
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EliPLOYEI NO: EMPLCYER LCCMPANY): u .u i C. i. .I . ygi. e LCCA TION: EXAn
- gxAn Imc - Mock Exam CAnCcRY I /> 7
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l CINERAL INSTRUCT!CNS AND COICELINES
*P12 AST READ ""HI TCLLC'.lING IN53CC"!CNS C ARITUI. lyt _
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- 1. Seasta seacea anc quaec curing tne examination.
you have any question on the examinacion
- 2. Please raise your hand wnens
- you have finisned the exantnat ion
- 3. You are reeu ired to do your own work and you are not to help anyone else. -
- 4. Use only the ref erence macerial autnertzed below.
- 3. If you ause leave the room before you finish, the examination must be returned to the proctor. Note that instructions #3 and e4 . cove still apply wntle you are out of the room. in disciolinary action
- 6. Mtsconouc: or eneating on examtnacions will result on cae part of tse Cassany, and poss th1y aeditional civtl ana/or criminal sancatona. fellowing
- 7. At ene cenoiecton of this examinacion, you are to sign the c e rt t fic ac to n.
CIR7!?*C ATICN in cats exaatnation are ny own, I certify th ac all answers contatnoa thac : have nettner recetved nor given unauenortzen asststance anc ense I have noc u,see any unautnortze a re f erence s. ' e e '< C s GMA;" RE: S/ N f/ -
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*57ECIAI. INSUCCT: NS:
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- 1. Flesse raise year kame smessa you have any guessise es tse e ==maastas j y== ha ve fin t a ted the enastaattes
; Tem are tweeired to de yeer own wees and yee ere ses se help anywce else. ; 3.
- 4. Cae eely tse ref ervese materuL sessensed below.
I.! rwe umaa 1**** tae rose e fers ye e fins.a h. sae ===4naais e suasa be 4
- 3. eall returnee ae ese pg,*ter. meea tant instruea tema # 3 ame A a e.,=
e I spely ==ile yee are ee's ei tse team.
- 4. 1: 144semes er eaaattas es e==-aptissa vill reewit le elsete lisary settee - es e.se part of taa;t.ame ey, ame pese tbly eedtatesal etni aester trumsaat * , eeneetema.
- 7. As the esee L ee ase e i taia === == tis e, yee a rs e e a en tse f a 11ee tag eerstfisassme.
- cm* AM"W s t eartify tast all anewers seeuamee sa c.ata esmataat tee e r, et ewe.
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WITTEN EXAMINATION CERTITICATION COVER SHEET NAME (PLI.ASE PRINT) (FIRST, MID. INTT., t.AST)* [F M EXAtt
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EMPLOYER (CCMPANY): /!/e'n*F J"' . DATE: .-eu-*
/HJ r . p,/ EMPLOYEE NO:
EXAM j; qq .; SOC. SEC. NQ12E1
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TITLE: M oe.k MR/' n A_M Exa m CATEcoRT: I LCCA TION: art is iEXAM NO: CE?TERAL INSTRUCTIONS AND CUIDELINES l _
*PII
- 1. ASE READ TE FCLI.C'JINC INSTRUC* IONS C ARETUT.LY, Remaan seate d and quiet curing the exantuacion.
- 2. Please raise your hand when:
- you have any quencion on the examination
- 3. you have finished the examinacion
- 4. Youonly aretherequired to do your own work and you are not costoelse.help an Use
- 5. If you must reference e.acerial authorized below.
returned to the leave the room before you finish, proccer. apply while Note that the examinacion must be
- 6. you are out of the room. inscruccions #3 and #4 above still Misconouct on the part or choacing on examinacions will result 7.
sanectons. of the Ccepany, and pose ably sodicional ctvtl and/or crirt . cAc the cenotecicu of this examinacion, you are to sign the following a rcificacio n. C an TICAM N I certify thac all answers 'concatneo that chac II havehave netther received nor given unsucharizedin chia examinacion are my ow aeststance, ano l,oc useo any unaghorized references. s SICNA ORE: p 4.' r% l-A- i OAT::: e - ' V - ?. ?
*':0 PACISCT '*C*I TCBEGIN/CI
. (IZAMINATION SETCRI ~~!I PRCCT::R R ,'
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Attachme nt 1 W11T;IN EIAMINATION CIETITICATICN COVER SHT.ZT NAttf. L PLIA5E PRIN T) E ZAtt (TTRST. NTD. !?ff T. , t.A$T) ? / /~ ///evvf _ DAT!! E E.'tPLGYER (CCMPANY ): / E)(PLGYEE Not 50C. SEC. Ntatti , '. [ /Me r Cry c ed w ~P J M *f. O .. r . ExAkt EXAtt LOCA TICH:
,i rt I.t f POCX NRC R0 EXNi cArtconyt 1 TRAINING CENTER (LINT NO:
,, CINERAL TMST1tCCT!CN S AND CUT :EI.!NTS l j *
*Pt.Z ASE READ TW! FCt.fi:VTMC f MST1t'CTIONS C AR!yUt.t.Y t
- 1. Ramatu soste d and qutet duttug the e xantaat ton.
j 2. Please reise pose band when: you have any question on the examination
', you have finished the examinst ion 1 3. You are required to do your own work and you are not to help anyone else.
- 4. Use only the reference material authorised below.
- 3. If you must leave the room before yoi/ finish, the es. amination esist be returned to the proctor. Note that Lancructions #3 and #4 above act11
. apply wnile you are out of the roca. V
- 6. Mtsconduct or cheating on esaminations will result in disciplinary action -
on the part of the C.secany, and pose ibly edditional civil and/or crt:nanal s a nc e ton e . .
- 7. At the cownlation of this examination, you are to sign ene f ollowing ca rt1i Ac a t to n.
c:"4"T
- A T* O N L I eartify enac a11 answers containee to tais exantastion are my own.
tha t I have nestner recetvea nor stvan unautnortsee asstacance, and that : have not used .any unautnortse d re f erence s. si m m t, / 1
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, *PLE ASE READ TE! TCt!DVTNC INST 1tCC"" IONS C ARITUI.LY r _
- 1. Renatn eeste d and quiet curing the e xamtnation.
- 2. Please raise your hand wnent you'have any question on the examination you have finished the examination
- 3. You are required to do your own work and you are not to help anyone else.
4 Use only the reference material authorized below. e,
- 3. If yeu saas t le ave the rooie b e f o re yo u f in is h , the examina t io n mu s t b e returned to the proctor. Note that instructions #3 and 44 above still apply while you are out of the room.
I
- 6. Misconduct or chescing on examinations will result in disciplinary action on the part of the C.2arpany, and poseibly additional civil and/or criminal j aanctions.
i
- 7. At the completion of this examination, you are to sign the f ollowing I .
certificatio n. J Y Cr?""TT a A'"* O N I certif y th at all answers 'contatnea to this examination are ey own, i tha t I have neitner recetved nor given unauthortmed aeststance, and
; that I have not used any unsuchorized ref erences.
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; '57ECIAL IN372CCT:0N3
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( T LS" . M I D !'f* . . LtS 1 d. w . ,,. A v 0t'a, 7~ OA':"! : EMPLCYER: EMPLCYEE NO: SCC. SEC. , i (catpaNY$ m u. t-( ua4 N'UMBEft : ,0.,u/ A 1 INSTRUCC CNS AND CUIDELINES 'l PLEASE READ T1E FCL!.CWING INSTRUCUCNS CAREFUI.LY.
- 1. Use only black ink or pencil Clo. 2 or softer).
- . Remain seated during the exa.tination.
- 3. Iter.ain quiet during the e.unination.
8 4 If ycu have any questions during the examination, pies.se raise your hand. Ya st:.setor will provide clarification wherever possible.
- 5. Raise your hand when you have cr=pleted the ex.m. Ycur instr.:c::r will pick
- 6. Ycu are expec:cd to do your own work and you are not to help anyone else. .
l 7. It should be noted that in addition to disciplinar/ action en the par: of :he C; nise:nduct or cheating on sece ex.uinattens =sy result in additional civil and/c crt:Inal sanctions.
. 3. Use cnly t?.e reference caterial authori:ed bel w.
- 9. At the c:=plet :n of this exasination, you are :s sign the isticwing certifi::.:f.
1 I cert .fy all an. der: centsined in this eenati:n ars =v cwn. In addi:1:n. I not received nor given any unaut.~.cn: d assistance. nor have : used any t .aut .on:ed references. b hdg b -v 5:OfA*'lM : / / - . .__ (E CAn:
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.. EXAMINE COMENTS:
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, , OPERATOR EXAMINATION SUPMARY l l EVALUATION l EVALUATION AREA i sRD 1 RO i PAGE FU i i l ISEE FOR'@
IA I. Shift Turnover i 5 I I IA II. L1f ted Leeds / Jumper Log i e i I I A III. Control Room Curve Boot I t- 1 I IA IV. Primary-Secondary Chemistry Log I (' I I IA V. Emergency Plan l P l I lA YI. Inermo; Flu 16 Flow I Li' I I I A VII. Reactor Theory I (" i I I AVIII. Energency Procedures l'c l l IA IA. IL5/iranstent Doeration 1 e. I I IA X. Operating Procedures I i- 1 I ( IA XI. Other I 9F i 1 _l B I. E5A5 l O_ i i IB II. RM5 i V" i i IB III. Pzr Safety /PURV Monitors l V i l IB IV. Main Steam Relief Yalve Monitors I r. I i 18 V. RP5 1 'P' I I IB VI. Pzr Heater Power Suopiy I ]* i i IB Vli. Electrica l i i f' l IBVIII. NNI I i- 1 I 18 IX. ICS i "6 . I I Il 4. LFw i 51 i i IB XI. Air sucoly 1 ",- l l I B XII .19J & P iP i i IB i. AP5 i l' 6 i 16 4. tSAS i r- e e 15 3. sM5 i ~ r. i IB 4 River Water I i i 15 5. Girc water /5econaarv Gioseo Coolino e i i 15 c. Concensate/Fecowater e c' e i 18 i. Iteam Systems i r* i i 18 6. Prima ry Systems i 3P i i 16 9. LAD i i e 16 iU. .s5 t ,_f i 18 11. Electricai i e a oc .hvLAni _a
.T , u m i
l' CCMENTS ARE REQUIRED FOR ALL EVALUATIONS RATED AS 'U' - Use extra sheets as I reaut red, i 2.0 .
-M
A .!. Shift Turnover O tv Lu,rren i A. Logs to be Reviewed g l i.
- 2. SRO
;, 7 I I A !!. Lifted Leeds / Jumpers Log l [ l j l A. Location p l
- 8. Responsibilities C. Log entries A !!!. Control Room Curve Book g
g A. Explain curves A T IV. Primary /Secondar/ Chemistry Log
'A. Location ~
('
- 8. Limits, Values r
A V. Emergency P1an T 1
? c~
A. Event Classifications, Definitions 8. 4 [ PAG's j l C.. ! Notifications g D. Phones E. Support Centers S t-A VI. Themo/ Fluid Flow f
, A. Definitions f
- 8. Mollier Diag.am Use
(*
- 1. PORY Probles C.
j l Modes'of Heat Transfer y D. Fuel Pin Heat Transfer J
- 1. Modes
.C C. Temperature Profile 3
CCMNTS AAE '2EQUIRED,FOR ALL EVALUATIONS RATED A5 'U' - Use extra sneets as reaut rve. - 3.0 h j. 4
,, ,,,, _ .. ~~. -~~ --****"'~ ~ '
} ,- ?
r i
UA DN >3 E. OTSG t Transfer i 1 J l
- 1. Regions l j
- 2. Steam Temp / Press vs Power i m i i l l , s"~ l F. DN8/DN8R l g i N I
- 1. Definitions g g
'l3 l
- 2. Effects ; ,_ g iS I
- 3. Limit 'g g I I G. Puups 1.
g[ I g l Head Curves
- 2. NPSK lS l
l l
- 3. Pump Laws H. Heat Balance Calculation
- 1. Tech Spec (alpha)
.E l 2. Computer Program 3.
.5 Hand Calculation 4 dT Approximation A VII. Reactor Theory A. Suberitical Multipitcation J~
- 1. CR 2 = l'X I 1
T 1 1-4 2 c-
- 2. Rules of Thiano l l
l@ 1
- 3. Shutdown Margin l Is P
- 4. 1/M Plots l Is C Delayed on' Effects
~
B. : g I (~ l
- 1. Reactor Startue -
a. 1 .C l Stable Period, .SUR j g l T I b.. Exposure effects
~
l j i d i CCm ENTS ARE REQUIRED FOR ALL EVALUATIONS RATED AS 'U' - Use extra sneets as-requ1 ren. J
~ . ~ . . . . _ , .
ss O O v EVALUATION 2.. R: actor Trip j y
- a. -80 Sec Period I f
.I f I C. Coefficients I~ I
- 1. Moderator Temperature IJ l I i
- 2. Doppler lT I i I
- 3. Power Doppler lI I l'
- 4. Void I#
j
- 5. Exposure Effects. Values l I D. Poisons iS I i I 1.
l@ l Xenon i I
- a. Production, removal IJ l i I b.
bS I Transient effects 1
- c. Reactivity values IT f
- d. Startup/ Shutdown .
- e. Core Age Effects
- f. ' Peak Xe Startup Problems l3 I
I i i i f I
- 2. Samarium .
a.
} -
j Production / Removal b. S Reactivity Yalves l l l l5 1
- 1. BOL/EOL Ecuflibrium
~
g j
- 11. Post Trip j
E. Long Tern Exposure Effects ' j
- 1. Effects of Boron Reduction I I 2.
II 1 Effects of Pu Increase p
- 3. Fuel Temperature Effects COP 9fENTS ARE REQUIRED FOR ALL EVALUATIONS RATED AS'U' - Use extra sneers as requi red.
5.0 Wee memb
' EVALUATION A VIII. Emergency Procedures j j--
DISCUSS AT LEAST FIVE PROCEDURES IS
- 1. /2/0 -/
i.- 2 1210-2. C' 3.121o-3 [
- 4. tzio s/
- 5. 11 1 o - S'~ ~
C
- 6. /2/o 4 l -l I 1
- 7. /.2.s o - 7 >
- 8. /X/O-7 l l l I
- 9. I Ato - 9
- 10. /2/o -/o
- 11. /2 c2 -it l j l 1
- 12. /Jtoa -t 7_ .
13- /.2cm -29 1 14 fa on _Sg- j g i i
- 15. /2a2 !f g g i i
- 16. /d c 2 - 2 G, g
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- 17. /2 c 2 -3%
-l
- 18. /Ad2-MO LII 4 2
- l 1
19. 20.
; g
- 21. l- l
-3 ;
I I
- 22. j j l' l COMfENTS ARE REQUIRED FOR ALL EVALUATIONS RATED-AS' Use'U'extra sneers as rtCU1ftG.
- 6. 0 w
O O EVALUATION A' IX. ICS/Transicnt Op3 ration i l A. Reactor Trip lg
- 8. Turbine Trip w/o Rx Trip C. Load Change g l
- - D. ~ Dropped Rod i I I ( l E. Loss 4 RCP's -
1 i
, I I F. l l l l G.
H. l
. I I. g i
A X. Operating Procedures /////////// l
/////////// I A. Heatup i i
! I B. Startup C. Power Operations . I 1 l I I D. Shutdown - '
1 i i i l i
.__ E. Cooldown I
' l I I F. .1 i i I G. I I H. 1 I l l A XI. Other A. Tecti Specs M 1 I l l B. Industrial Experience i I-C. I i i I 4 CCMENTS ARE REQUIRED FOR ALL EVALUATIONS RATED AS 'U' - Use extra sneets as reoutred. l
~
7.0 -
- - - -y n -- + w - y 4 --,
O O EVALUATION ,
** .. B I. ESAS I I
'A.
I J l , Load Shedding l g
- 8. RTI I I i C. 30f Isolation
! J l i I '
'I T l D. Line Brwak Isolation I I -f E. R8 Spray I I_
F. lJ l Auto ES Bistable Reset i I I I B II. RMS
- I I I I A. New Monitors i I
- 1. Types, Locations I [ l f
- 2. Interlocks I f l
- 3. Hi Ra'd Isolation i I-I l
- B III. Pzr Safety /PORY Monitors '
g ! A. Elbow dP's - B. f 4 Accellerometers I i C. PM-4 I ( l i B IV. Main Steam Relief Yalve Monitors g A. System / Panel / Alarms I i ' B V. RPS I
~
f I-I l I r. I A. New Trips
- '1. Both F.P. 's ( 710%)
<-~
- 2. Turbine Trip ( )20%) -
C0f9fENTS ARE REQUIRED FOR ALL- EVALUATIONS RATED 'U' - Use extra sneets as recui red. s 8.0 l m *- - %- ,---- +e op- --w - ,- v ---- p-+,w- r-+y
O O ! EVALUATION 8 VI. Prr Nester Power Supply C A. Purpose
- 8. XV requirement l } '
(- l C. Only one used y l D. Changeover Z E. Interlocks ! I l l B YII. Electrical - 1 I I l A. New UV' Protection I I B. ICS/NNI Power Supply l I I I l
- 1. Power Monitor Panel l _(
l 2. ( Control Room Indicators
- 3. New Transfer Switch-S B VIII NNI A. Tsat Margin Meter
{ l 3, g B. Hot Shutdown Instrumentation i 1 I I B IX. ICS l i , A. I C I l MS-V-4A/48 i 3
- 1. New Hand Stations / Failure Modes l I I f I B. EF-V-30's I i 1.
l f i New Hand Stations ' I i I I COPMENTS ARE REQUIRED FOR ALL EVALUATIONS RATED AS 'U" - Use extra sneers as requi reo. i 4
. 9. 0 ,,
. ,. - ).I ; .~
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O O EVALUATION X. EF System B I l A. Starting Interlocks
- 1. Ini+.iations l I l I I
- 2. 5 Second Timers "
f
- 3. ES Interface B. Venturies !
C \
- 1. Purpose '
f
- 2. Location i
C. Flow Instrumentation g
- 1. Indicators / Locations -
I i
- 2. Detector Locations I i S I l l D. EF-V-30 Failure Mode g
D XI. Air Supply System
- 1. Backup Instr. Air Operation i[
I I l i g . j . l
- 2. 2-Hour A1r Supply System I i l i B XII. MU & P I I A. Cavitating Venturies I ( !
I r 1. B. New Flow Instr *s ~ C C. Cross Connects I i D. MU-V-217 I [ ! 1 i CDP 9fENTS ARE REQUIRED FOR ALL EVALUATIONS RATED AS 'U' - Use extra sneets as recu1 red.' t e 10.0
* / *e l
O Alternate System Checklist O EVALUATION 8.1 *RPS 8.2.*ESAS: Injection Containment Isolation 8.3 *RMS 8.4 Rf ver Water Systems B.S Cf re Water A Secondary Closed Cooling 8.6 Condensate /FEedwater 8.7
- Steam Systems 8.8 Primary Systems ///////////
///////////
A. RCS
' 8. RCP's 4 OTSG's l l I l C. -
- Pressurizer I -1 I I O.
- Makeup A Purification '
i E. Waste Disposal Systems - Releases . I I F.
- Closed Cooling Systems l l l l G.
- Decay Heat Removal l
H. Fuel Handling 'i ' l 8.9 CRD l l , I l 8.10 *ICS j i 8.11 Electrical i /////////// 1 i
. l /////////// \
A.
- Class IE I I
B. 80P l l C. *Yital AC & DC , - D. Emergency Ofesels
- Indicates ECM's associated COPMENTS ARE REQUIRED FOR ALL EVALUATIONS RATED AS 'U' - Use extra sheets as rwcuirua. .l 11.0 '
. . ,. ,l?,Y
- - - - - w, -,,-e --
+ -- **sp- --+w--- 4w-- --,3<- -y---
O O C IN-PLANT ITEMS EVALUATION
- 1. ID/IE 4160 OY Relays i I l l
- 2. ICS/NNI Power Monitoring Panel I l I
- 3. D.H. Remote Vents Vibration Monitors i I I I
- 4. ES Relay Light Indicators l l l l l
- 5. UV Lod Shed Relay Lights u i !
l l
- 6. New ATA Transfer Switch " l I
.. I l l
- 7. Pzr Heater Power Supplies I i !
I l
- 8. DHR Oilers l I l I ,
- 9. Liq / Gas Release .
l
- 10. MS-V-3 Local Manual Control I l <
- 11. Containment Fire System Isolation Valve l !
l
- 12. H2 Recomeiner
- 13. Backup I.A. Compressors J.
l5 l I l i i
- 14. EF-P-1 Trip Indication l
- 15. EFV Sc-h .% I..a. ': 8h e ,s 4 l8 1 l j l I I !
- 16. EFW Flcw Indicators - 0.0. ??d;. faf l l
- 17. Backup Air Bottles l[
l l l 1 l l l
- 18. I i
19.
- 50. I j l
COP 9 TENTS ARE REQUIRED FOR ALL EVALUATIONS RATED AS 'U' - Use extra sneets as reautred. t l =
- 12.0 ..
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- OPERATOR EXAMINATION
SUMMARY
I j g 4 EVALUAT;Of. i l EVALUATION AREA i 5RO 4 RO l FAu; .v q l I l ISEE FOR'U'VI iA .. Shift Turnover e I + 'I iA ... L1f tec Leaos/ouncer Log i i i .i sA 4... wontrei Room Curve Boot 6 i e - lA ib . Primary-5econoary Cnemi stry Log i 1 i ei lA t. Emergency Plan i i i ll ) 4A V.. Thermo; Fiu1C FioW l i i fl ! 1A Y... ReaC!or Ineory e i 6 IAVi... imeroency ProCeoures i i i i; IA .A. au5s . ran si en Goera:1on i e e il i lA X. Operating Procecures i I I i. lA X. 0:ner i I I si 15 .. iSA5 I i ; 3-l5 . . . Fl'.3 I I I I( { iE i... F:r Sate:v/FOR Monitors e e < e.
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EVALUATION A !. Shift Turnover - i
.. I
, A. Logs to be Reviewed l 1 I
- 1. R0 ' '
l : 1
- 2. SRO a o i i / *?
l A II. Lifted Leads / Jumpers Log j j A. Location - 3 l , I B. Responsibilities l l C. Log entries i m i f I A III. Contrcl Room Curve Book i .I .- t
! I A. - Explain Curves l
A !Y. Primary /Seconcary Chemistry Log 'l i
! i A. Location i I
, E. Limits, Values I i
! I A Y. Emergency Plan ! .. t l s A. Event Classifications, Definitions I .
I i ! ! E. PAG *s i _. t I i C. Notifications .
< a C. Phones i f
E. Succort Centers (
; I A VI. Therr-!~luid Flow i - l t '
.)
q A. Definitions ; i' i , i
; E. Mellier Of agram Use fx
- 1. PORY Peral im j f.- ;
C. Moces of heet Transfer i ; D. Fuel Pin heat Transfer a
~
! s u-res 1 l .. } )
~
amoerature Pmffie
- u. l l' 3 l ComENTS ARE RECUIREC FOR ALL EVALUATIONS RATED AS 'U' - Use extra sneets as -
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' EVALUATIO" E. OTSG heat Transfer i 5 i
- 1. Regions I l $ j
- 2. Steam Temp / Press vs Power j q j F. DNB/DNBR I q 8 l ..
I
- 1. Definitions i <: 1 I -e i
- 2. Effects I q , I i -
1
- 3. Limit I i 1
-g I G. Pumps I c- 1 I .3 1
- 1. Head Curves I - I l <3 1
- 2. NPSH i l
q l
- 3. Pume Laws I I l a I H. Hea: Ealance Calculation P
[ l '
- 1. Teen Spec (alpha) I i
- i I
- 2. Coccuter Program i e I f
- 3. Hanc Calculation -
l l 4 dT Accroximation j i A V::. Reactor Theory 1 - i
! -, 8 A. Suberitical kJltiplication I *~-
l I i , 4
- 1. .CR; 1-K) '
_ i t t q _e-*2 ' ' j 2. Rules cf Thumo I-
, j -
S. Shu cown Mar;1r ' i t i '4 1 1/M Flots i t *
! E. ' Delayec en Effects -I -- .
i 1.- Reactor Startuo I - i I
- a. Staole Perioc SUR t ,- 8 I ... I
- b. Excesure effects t , 6 f 's I C0fHENTS ARE. REQUIRED FOR ALL EVALUATICHS RATED AS 'U' - Use extra sneets as reout rec.
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~
. O o EVALUATION
- 2. Reactor TriD e <-- i a '
I !
- a. -80 Sec Period i q*
l j C. Coefficients i v.s i ' l f
- 1. Moderator Temperature i .a i
- 1 1
- 2. Doppler i i j l 7 I i j.
~
- 3. Power Doopler 1 e i t
. l l 4 Yofd 1~ :
I l i S. Exposure Effects. Yalues i i . 1 <5_ 1 D. Poisons . i l l
- 1. Xenon 1 - 6 1 !- I
- a. Produe:f on, removal I c' .i-l -
I ;
- b. Transient effects e i I '
- c. Reactivity values ! .
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- d. Star uc/Shutcown 1 :
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- e. Core Age -Effects a. t l 'll * '
- f. Peak Xe Star.uc Proclems , _ __ i i I
- 2. Samarium I . .
I !
- a. Pmeuction/ Removal 1 i l
- b. Reactivity Valves : >
~
- i. 20L/EOL Ecuilibrium i -
- 11. Post Tric - i l i
- E.- Long Tere Exposure Effects i __ ,
I a
- 1. Effects of Earon F.eauc: ion i .
}: p.
- 2. Effects of Pu :ncrease 1 -
; -. ,i i . 2. Fuel Temperature Effects l __ e ;
l : e i COMMENTS ARE REOUIRED FOR N '. EVALUAT:0NS l'ATED AS 'U' - Use extra sneets as j reout red.
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ryAtuA7;cy A V ::. Emergency Pmeeoures j j c:5;;:55 :T LEA 37 F:YI CRO:E2UD.E! ~ ! i m i l .. l !' l . /S /O - /
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EVALUATION
.A IX. IOS/ Transient Operation i f 3-- l A. Reactor TM p i i l 1 j I' i
- B. Turbine Trip w/o Rx Trip l
-$. l-4 C. Load Change of
- 0. Dropped Rod l l
l I E. Loss 4 RCP's i :
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. I. : i l l i A X. Operating Procecures jffffffffff :
I /////////// f
, A. Heatuo l ..
] ! ) I j E. Star.us i
! l ; C. Power Operatiens 1-D. Shutcown ,
4 ,
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! E. Cooldown , , j
- . I I I i I I i G. , ,
I H. ; 3 f I A XI. Other a - ; - ' . . , 1 A. YeCT Specs j g
--,e i r i Inoustnal Experience ~
B. , i i
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! C. /, .
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O O EVALUATION 3 I. ESAS I . I l - I A. Load Shedding 1 1 I '. I
- 5. RTI I I
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- C. 30# Isolation i I e )
I 1
- 0. Line Break Isolation i i I
ei I E. RS Spray i - 1 i > l F. Auto ES Bistable Reset I c- 1 i .) l B II. RMS i i
' I 3 i A. New Monitors 1 - I l % i
- 1. Types, Locations q j
- 2. Interlocks ! I I 3 1
- 3. Hi Rae Isolation q j B III. P::r Safety /PORY Monitors I .- i l i A. Elbow dP's i i
- I
. I E. Accellerometers i C.
I . l PM-4 i _ i i i E
!Y. Main Steam Relief Yalve Monitors i e i I - 1 i A. System / Panel /Alares I e i I l E V. RPS
- 1. -
1 A. New Trips i i I L I 1. Botn F.P. 's ( 710t) .i . l > l
- 2. Tureine Trip ( p 20t) i ., i 1 - I CO?NEhi! ARE REOUIRED FOR ALL EVALUATIONS RATED 'U' - Use extra sneets as
) Peoutrec.
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- - - - - - , - - , - , - - , - + --e , ns - ~ - - -
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. U V EVALUATION E VI. . P:r Heater Power Supply )
l g l A. Purpose g l B. KW reoufrement j q l C. Only one use! 1 D. Changeover 3 g- l E. Interlocks i - I
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I r3 i B VII. Electrical i e4 i l i A. New UV Protection IN. s l N l ~ l B. ICS/NNI Power Supply i ,- 1 I -- l 4
- 1. Power Monitor Panel e i 3 1
- 2. Contn:1 Room Indicators i c
.3 1
- 3. New Transfer Switen .
l E VI!! NNI l .. i - 3 I I j A. Tsat Margin Meter
; ; I .- i I i B. Hot Shutcown Instrumentation l
i % i i I l E IX. ICS i
- c. '
6 l I .- 1 A. MS-V 4A/48 l ,_ i i 3 1
- 1. New hand StationsEailure Moces 1 I
I f E. EF-V-30's i i e i i
- 1. New Hanc Stations .
t , I t l COMMENTS ARE REQUIRED FOR ALL EVALUATIONS RATED AS 'U"
- Use extra sneets as recu1 rec.
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. O^ o EVALUATION
- ~B X. EF System '
S I I A. Starting Interlocks i g- i 1 l
- 1. Initiations g l j
- 2. 5 Second Timers t 3 I
- 3. ES Interface i l c) I B. Venturies g
- 1. Purpose q n l
- 2. Location i ,$
l C. Flow Instrumentation i q l I i
- 1. Indicators / Locations ! 1 I l
- 2. Detector Locations i i
g:; . 1 I D. EF-V-30 Failure Moce I%- i 1 E XI. Air Supply System I q l . I - i
- 1. Backuo Instr. Air Operation i .- .
l 1 1
- 2. 2-Hour Air Supply System i x, t i I B XII. MU & P i ,
I I l A. Cavitating Yenturies ! I - I I B. New Flow Instr's i I C. Cress Connects : i
' l !
D. Mt:- Y-217 ~ i i [ COMMEN'S ARE REQUIRED FOR ALL EVALUATIONS RATED AS 'U' - Use extra snee:s as recu17tc. 6
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l : O o Alternate System Checklist
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EVALUATION E.1 'RPS I i I l-B.2 *ESAS: . Inj ection Containment Isolation f
'l B.3 *RMS I I
B.4 River Water Systems B.5 Cire Water & Seconcary Closed Cooling i l
~
B.6 Condensate /Feedwater 4 , B.7 ' Steam Systems I I B.8 Primary Systems 1 /////////// I I /////////// l A. RCS I l E. . RCP's & OTSG's i i l I C. ' Pressurizer i I l l~
'D. ' Makeup & Purification , I i i I
- j. E. Waste Disposal Systees
' Releases . I I l I l F.
- Closed . Cooling Systems 1
l l s l G. 1ecay Heat Removal ' i - z s s i l H. Fuel Hancling 1 , I I I B.9 CRD I e i I i E.1C '!CS ~ i i l i 5.11 Electrical i //// ////// ,
~
t ////l/!//// \ A. ' Class IE~ ; I I E. BOP i i i I
'Yital AC & CC C. l I !
- 0. Emerver:y Diesels i. i l l-
'Incicates ECM's associated COMMENTS ARE REC' J IRED FOR ALL EVALUATIONS RATED AS 'U' . - Use extra sneets as FTOUirTC.
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CCNTRCL CF EXAMINATICNS FOR UNITS I & II l-00 EXHIBIT 2 Examination Review Exas Tf tie M Date Administered _ 3 '/ /7/ Assigned Retiewer /Hr($ud , b. MLT*f)('pt,plyo Questions Reviewed I //W , 8 Students Reviewed hat A.$ (" Reviewer's Ccanents: (Use back or additional pages as necessary) y ,4 M w .- h W4 ' fo'O #. _ n v c .. u - .. p ca)pf'W' na Op2&s/ /y a ff;/j re / f' 'W s p
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gj Cogrt3zant Supervisor / Operatcr ~ raining ranager lfForm 6210-ACM-2604.C1-2(4-43) ! II ACCo t C5011 E2-1
InuilNucleaO V,, amcrcndum Subrect: ANNUAL REQUAL EXAM Date: MARCH 15, 1984 COLLUSION REVIEW From: B. P. LEONARD Location: THREE MILE ISLAND OPERATOR TRAINING MANAGER 6211/84- 0216 To: E. R. FREDERICK SUPERVISOR - LICENSED OPERATOR TRAINING, UNIT I 1 In accordance with section 3.3.2 of AP 6210-ADM-2550.01, Control of Exams, I am designating F. Kacinko, D. Wilt and M. Fuller to perform the collusion review for the Cycle 10 Annual Written Requalification Exam. J gji_- $ 2 -- U
- 8. P. Leonard Operator Training Manager I
BPL/ORG/dg cc: F. J. Kacinko, Administrator Nuclear Tech. Trng. D. L. Wilt. Administrator Nuclear Tech. Trng. i AG00044n i
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DOCUMENT
SUMMARY
Mk Document Id: 06390 Document Name: R0-1 EXAM Operator: DAUGHN SILAR Author: ED FREDERICX Coments: U-I QUIZZES STATISTICS OPERATION DATE TIME WORKTIME KEYSTROKES Created 02/22/84 13:02 :15 482 Last Revised 03/03/84 08:57 :01 53 Last Printed 03/03/84 09:07 Last Archived 03/02/84 14:55 onto Diskette 00760 Total Pages: 20 Total Worktime: 1:21 Total Lines: 352 Total Keystrokes: 2931 Pages to be printed 20
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CATEGORY 1 (1.0) 1. Define the following ters: Subcritical Multipifcation.
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! Multiplication of source neutrons by the Wre while K,ff <1.
OR e ; 1 The ratio of the total neutron flux due to both the primary source and the fissions to .the flux due to the source only. I (0.5) 2. Equal changes in eK rf (f.e. 5 to .6 or .6 to .7) result in equal changes in subcritical multipitcation level. 4 TRUE OR FALSE l' 1 FALSE 4 4 9 1 1 i s i e z l i 1.0 1
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o o CATEGORY 1 i I (4.0) 3. Consider Unit 1 is shut down in a xenon free condition with all rods inserted. The count rate is 100 cps and Keff = .96. Also, the integral rod worth of an individual rod is 15 x 10-4 aK/K (full in to full out). FIND and SHOW work: i (1.0) A. Initial and final reactor reactivity if a fully inserted l rod is fully withdrawn. l l (1.0) B. The final K,rf (after rod is fully withdrawn). l j (1.0) C. The new rate (after rod-is fully withdrawn). l' (1.0) D. The total number of rods to be withdrawn to achieve criticality. (Assume no coupling between rods and no rods out.) f A. og = .0417 + .0015 o2
.6-1
,! = .0402
= .0417 j
B. K= I l 1 ~.0402 5 . 9613 i j CR 2 1**' q
- 1-^2
't 2.0 l .
=- -.
v w- - r -, - +n, n ,-.
.n v-- -
.wm, - v,, +~ e, -
o O. CATEGORY 1 ANSWER'TO OUESTION 3 CONTINUED
- j. 1 . 96
. CR2 = 100 (1 .3014)
= 193.359 j ), og = .0417 ao = .0417
- s. ,
i, l' 0417 '
. No. of Rods . g .
r h
= 27 or 28 Rods i
b 1, i I i i 2 t i i i
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# s CATEGORY 1 (2.0) 4. During a fuel loading, three (3) different people are plotting 1/M using data from the same source range detector. The first person waits 10 seconds before recording the count rate. The second person watts 60 seconds, and the third perspn watts 240 seconds to record the count rate.- Explain any differences in the plots.
1 If the data is taken and plotted too quickly, the count rate will not have increased and stabilized. The plot will show ciriticality won't be reached until substantial additional fuel
- is loaded. This is very unconservative. By waiting longer, the third operator has seen essentially all or the growth in countrate and his plot is an accurate reflection of the approach to a critical loading.
(2.0) 5. During a start-up, assume that a total actual Shutdown Margin (SDM) of 3.0 percent 4K/K was estimated at a counting rate of 1000 cpm; a reactivity addition of 2.4 percent AK/K was made. What new counting rate would be expected. f 2 1~ 1 og = .03 o2 = .006
. CT- 1
- 1 - r,2
!~ K 1 u l.a xa6 2
Kt = .971 K2 * '99# I'*971 CR 2 M " l .994 CR2 = 4.833 x 1000
= 4833.3 CPM i
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CATEGORY 1 (3.0) 6. Assume 80L Many parameters affect control rod worth. For each given item, state whether control rod worth increases or decreases . A. Moderator Temperature Decrease B. Boron PPM Decrease C. A Control Rod moved from inside core towards outside edge. D. A control rod worth as it is withdrawn from 0 percent to 50 percent. ppy&p_ won
! A. Decrease - Tg decrease, DM increase, 1 decreases, rod worth decreases.
! B '. Increase - less competition
! C. Decra=ea - lower radial flux toward outer edge.
! D. Increase - Basis axial flux shape.
- (1.5) 7. The reactor is taken from 100 percent power to just critical condition at 10-8 amps. what rod motion is necessary to maintain this power level over the next two hours and why.
! Rod will have to be oulled (0.75 pts) in order to comoensato for Xe cuiicuo wnicn would snutdown the reactor as it's concentration increaseo. (0.75 pts) 4 5.0
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- 10; O
-CATEGORY 1' j (1.5) 8. Match the following:
- a. Saturated Liquid
- b. Saturation Pressure
- c. Saturated System I. This is a closed system with ifquid and vapor in contact at the same temperature and pressure. An equilibirium exists between evaporation'and condensation.
II. Pressure of the if quid, which is equal in atmospheric pressure at the boiling point. III. A liquid existing at its boiling point. I a. III
- b. II
-I C. I i
a l i 6.0 4
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. . O 4 CATEGORY 1 (2.0) 9. For the following curve of temperature vs. specific enthalpy, for water, why doesn't temperature increase between point A and 8. C and D.
i 4 4 i ANY CF THE FOLLOWING:
! Heat is going into phase changes instead of temcerature change. '
! A-8 is latent heat of fussion (melting) and C-D is latent heat of vaporization.
- Phase enange of water, i
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- CATEGORY 1 (3.0) 10. For water at 236*, 23.2 psia and with a specific volume of 8.743
! ft3 /lba, find the: i i
- a. Qualfty j b. Enthalpy
- c. Entropy l !. a. Sat. water at 236*
I ! Sat. vapor at 236*, , vv .. 0169 17.471
! Solve for *X", qual f ty 1
v . Vr + X (Vg-Vr) OR 1 v=XY (1 - X)+Vf
- 8.743 .g *(.0169)
X (1-X) 17.471
- X = .5
- b. h . X ha + (1 - X)hr h . 5 (1160) + (204.4) 1160 1 h . 682.2 BTU /lbe
- c. S X S, + (1 - X) Sr
! S 3 [1.72) + (.5) ( .348)
S . 1.0326 (1.5) 11. For steam at 500*F and 180 psia find: '
- a. Specific volume
- b. Entnalpy
- c. Entropy l 3.04 1 1271
! 1.64 l
(1.5) 12. Calculate themal efficiency for.a reversicle heat engine gt sen the following cata; 2500 !1Wt plant that rejects 1425 !!W t the ri ver. 0,n - O eut
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107c j cT. . g . 3 percent efficiency '
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1 l l 8.0
.. :: O O CATEGORY 1 (1.5) 13. A nuclear power plant produces 3800 MWt of heat and converts 1400 of it into work. Calculate the ideal rankine cycle efficiency.
WK net s R*Q in
! 1400
- " 78Utr j R = 37 percent O
e 9.0
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CATEGORY 2 (2.0) 1. List four factors which increase reactor vessel brittle fracture failure possibility.
! 0.5 EACH - ANY FOUR (4)
! Severe cooling of vessel inner surface due to system transient.
Irradiation BY n f S
! Vessel materials and chemistry
~
1 Assumed crack geometry
- Mixing in cold leg and and vessel downcommer 1 Operator actions or misactions (2.0) 2. List three methods of depressurization in order of preference if i PTS curve is violated.
LIST 1.0 POINT - ORDER 1.0 POINT l 1. HP! Throttling if HPI is on
- 2. Press. or Vents - Press Spray - if RCP's on
- 3. PORY (3.0) 3. HPI may be throttled if LPI flow is greater than 1000 GPM in each if ne for 20 minutes. Explain the bases for this.
- 1. 1000 GPM ensures adeouate cooling ficw to the core when HPI is terminated.
! 2. To ensure fluid is continuously being injected to t7e reactor vessel for ALL breaks LPI msat be pumoing fsid thrcugn BOTH lines. In the event of a care floco lins break the fluid entering the CF line does not react tne reactor vessel.
! 3. The 20 minute time delay is included to ensure tnat the RCS will not repressurize and result in a loss of LPI Fluid.
f i 1 10.0
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. f.' V CATEGORY 2 (2.0) 4. Describe the bases for steaming an OTSG with a tube leak until the RCS <540*F.
! This will maintain RCS pressure low enough to avoid lifting the main steam safeties.
(3.0) 5. State the interlocks associated with the following Liquid Radiation Monitors and their Monitored Systems,
- a. RM-L1 RC Letdown:
- b. RM-L6 Rad Waste Discharge:
c. RM-L7 Plant Discharge:
! a. High closes MU-V2A and 8 (isolates letdown)
! b. Closes WOL-V257 (Liquid release isolation)
I c. Closes WDL-V257 (Liquid release isolation) (1.0) 6. Explain how Reactor Coolant activity may be affected by major plant evolutions such as heatuo, cooldown, or abnormal pressure / temperature transients.
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.Crud ate w u. u k hc k 13 ..
Burst (Release of irridated corrosion product'scr_ fission orecucts th-ru; 21 -a r t y . .s , . . o q i.ci viewdi,+t)'.'# = Explain increase activity = result i J l 'l i 11.0
CATEGORY 3 (1.0)- 1. Given the following Detector Systems, number them in order of most accurate to least accurate for calculations of tilt and imbalance: A. J- Out-of-Core Detectors (N!'s)
- 8. / Full Incore System q C. 3 Minimum Incore System 2-A. Out-of-Core Detectors (N!'s) 1-8. Full Incore System 3-C. Minimum Incore System (2.0) 2. Explain why a wait period of at least 10 minutes is required following any power change before recording data from the incore neutron detectors. r
! for detector output to reach standby state due to half-life (1.0) 3. A. Quadrant tilt shall be monitored on a minimum frecuency of l cnce every % hours during power operation above /5~
1 percent of ratea power. (T.S. 3.5.2.4.g)
- 8. Power imbalance shall be monitored on a minimum frequency 1
of once every L hours during power operation above YO percent of rated power. (T.S. 3.5.2.5.d) A. 2, 15
- B. 2. 40
. (1.0) 4 TRUE C (Choose the correct answer) The gentile flow tube works on the principle that increasing fluid velocity results in a reduction in its pressure. FALSE i 13.0 l I
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CATEGORY 2 (3.0) 7._ Briefly describe how the Control Rod Absolute Position Indication is obtained. , 1 A magnet attached to torque taker closes (45) equally spaced reed switenes attacnee to outside of motor tune. The reed switches are connected to a voltage divider networker. As reed switches close the resistance of the networm cnanges causing a variable current autout wnich is translated to position indication. , (1.0) 8. With respect to Task 8, what is the purpose of the overlay tank. t When would it be used.
! To add resin overlay into elements of spent powdex vessel.
i ! If backwash water through the exhausted powdex vessel is of an l objectionable quality. l (3.0) 9. GPUN switched its RCP trio criteria to <25' SCM. List three I advantages of having a 25' SCM versus a 50' SCM.
/>I'ul"%% Stf C CaAl" f Y' Minimizes void femation.
! Allows using MFW. min. tube to shell AT
! A11cws use of press, spray i
! 'Ashure expeditious cooldcwn l
Tuce AeoMT, leak fft reduce Wntleakap)e ( .L ftJf)and offsite doses. (3.0) 10. State the interlocks associated with the following atemseneric radiation monitors i
- a. RM.Al Control Bufiding Vent:
- b. RM.A4 F.H. Buf1 ding:
- c. RM.A6 Auxiliary Building:
l l a. . Aligns Control Building for Emergency Rectre. l l b. Trips F.H. Bldg Supply Fan and Damcers ( AH.(10)
- c. Trips Aux. Bldg. Supply Fan (AH. Ell) l 1 l
l l 12.0
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* .., ' b CATEGORY 3 (1.0) 5. An ope ouple will cause its indicator to read (hig (Choose the correct answer.)
LOW (1.0) 6. If the reference leg in a dry reference leg level measuring device were to fill with water, indicated level would . 1 DECREASE
- 7. Mitigation of some accfdents requires using incere themocouples to determine core temperature.
(2.0) a. Explain the principle of operation in the incore j themocouples. i (1.0) b. How many incore themoccupies make up the total system and how many are in the Backup Incore Recorcer Output System. (2.0) c. Explain the effect of variations in cold junction temperature and how the system compensates for changes. (2.0) d. Specifically, when must the incore themoccuoles be used vice loco RTO instrumentation. l ! a. dissimilar metals (Chronel-Alumel) connecteo at hot and cold junctions. AT increases Amy, whicn is measured and correlated to not junction temperature.
- b. 52 total
- 15 81R0
- c. Themoccuole cutout is corrected for cold junction temocrature ey reasurin7 cold junction temocriture wf th an <
RTO ano apolytng correction f actor to cutout of themoccuole. Changes in cold junction witnaut correction l l would leaa to error in reading. l l
- d. No forced flow on HP! cooling. (Also used to verify N.C.
! Cooling (<dCO*F by T/C).) . l 1 i l l 14.0
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CATEGORY 3 (1.0) 8. If a RTD with a negative temperature coefficient of resistivity were to short, indicated temperature would fail (high/ low).
! high (1.5) 9. List the three (3) principle means of OTSG Tube Leakage detection which are routinely monitored during power operation.
! RM-A5; Condenser Off-Gas Grab Samples; Primary Leakrate ; 073'4 r4Mtt3; Sns. t.anc &~Ch (&he }/or/st)
- 10. Assuming pressurizer level is indicating 220" at 100 percent
! power operation, for each condition described below, state whether indicated level would increase, decrease, or remain the same: (0.75) A. 0/P Cell Diaphram Rupture. - (0.75) 8. Decrease in density of reference leg water. (0.75) C. Temperature Compensation Fails Hign. (0.75) D. Brean in Reference Leg. 1
- A. Increase
- B. Increase
- C. Increase
- D. Increase (2.0) 11. How can you determine which ICS/NN! instruments in the Control Room are invalid on a Loss of ICS/NN! Hanc and/or Auto Power.
! Labels on instruments correscono to the lacels on the :CS/.N!
suDfeed airam lignts. When a suDfeed lignt'goes c'ut. inst tments witn tne corresponaing lacel ar7 invalid. (1.0) 12. What indications in the Control Room (Primary and Seconaary NNI), would be availaole for controlling :ne Plant on a total loss of ICS/NN! Power.
! Indications on Thermo-Hydraulic Panel.
1 l 15.0
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A C_ATEGORY 3 i i (1.0)- 13. Describe two (2) reactions of all ICS/NNI hand-auto stations to a total loss of ICS/NNI Power.
! Indication fall to midscale.
! Hand-Auto lights go off.
4 4 (0.75) 14. Write the equation for Quadrant Power Tilt. j Power in Any Guad.
. Q.T. . (Avg.Pwr.of All Quac.1) x 100 (0.75) 15. Define Power Imbalance.
! Imb. . PowerT0p - PowerBOT l
i l i 1 9 a i 16.0-I
, , - - - . , . . - . , . . - - - . - . . . - - - . . . . . , - , - - . . . , ~ - , - - - - . . . . , . .
O CATEGORY 4 (2.25 ) - 1. Fill in the blanks.
"0TSG LEVEL-GUIDELINES:"
,7f a. If is lost raise level in the operable OT5G(s).to .
-,1f b. Maintain 0.T.S.G 1evel greater than or equal to with RCP's on.
, yf c.
Maintain OTSG 1evel greater than or equal to with RCP's off.
*W
! a. If 25" SCM - is lost raise level in the operable OTSG(s) to /90-M) percent Ocer. Range . 4 se /
1 b. Maintain 0.T.S.G 1evel greater than or equal to 30" S.U. Range with RCP's on. 1 .c. Maintain OTSG 1evel greater than or equal to 50 cercent coer. range with RCP's off. * (1.0) 2. During a trainsient, if pressurizer levels cannot be maintained greater than or equal to 150", wnat is tne proper operator action. of 5 1 ' Trip the reactor, initiate HP!. (3.0) 3. "A" OTSG has a tuDe leak. RCS Pressure is 12C0 pounds and projected offsite cases are 75 mr/hr wnole-bocy. Should you ' isolate tne effectea generator. Explain your answers. La No, 1 If Isolatec "A" .0TSG pressure wgle ecualize with RCS ress are g ano at 1200 pounas you would lif t ne M.s.-" ,*9s, ano ney are not cesigned for water tnus tney may rali coen t rreasing integratea offsite cases. ,, f - an.- < y p g,e&A40$m$6 A$ $.
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e L1.0
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CATEGORY 4 (2.0) 4. Saturation margin is to be detemined by the Saturation Margin Meter and/or the average of the five highest operable incore therwocouples. List the rules for detemining which to use.
, J' 1 Use the most conservative operable indication of Sat. Margin.
7 /'
! Sat. Margin meter is only to be used when RCP(s) are operating and RCS temperat ry>300F.
(3.75) 5. What are your five (5) feediate manual actions for a large break LOCA. yo pp o
! . l. Verify that HPI and LPI pumps are operating and valves are full open.
! a. Verify that both Core Floos valves are open.
! 7 Verity that RB Spray / Cooling are operating, and 30 psig r
containment isolation occurred. 4 I V. Verify that the reactor trip containment isolation has occurred. , ! 4. Verify that 1600 psi and 4 psi containment isolation has occurred. 4 9
-18.0
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.o CATEGORY 4 O,
, (2.0) 6. The immediate manual actions for an OTSG Tube Leak / Rupture are i partially listed below. Finish each statement. ! a.. If.the reactor was not tripped then: L, - h b.- If the reactor trips while shutting down, then: I
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j~ j ! a.- If the reactor was not tripped then:
! close MU-V-3 and begin to reduce load at a rate soecified by the
! Shift Suoervisor to onnimize tne risk of a .'15 Jaret/ /aive li f ting. .
t 8 4 l < j l b. If the reactor trips while. shutting down, then: > l ! ccmolete the irriediate actions of ATP 12101 and croceed with ,
- piant cconcown cer .' sis croceoure.
! t t (3.0) 7. Full HPI (2 Makeuo pumos) must be initiated at full caoacity when: I
- a. .
~~
D. C. ' ! d. i I
! a. -1600 counds ESAS bas auto initiated
- i b .~ SCM <i5 i c. e r
~! c. nei tnewaG i s a va s i a o i e a s a reea t s i n n . ) :
(; l d. press. ;evei cannot te maintaineo greater : nan or ecuai to .:u or 20" arter Rx Trio, trie Aux. ano initiate NPl.- lL4 /** W . $ 0 0 ?e
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._ . - . , . . ..., . . . . . - , . . , . . , , - . ~ . , , _ _ , - - , . , ,--,,....,,e,,---,--,,-4 - - - --
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o O i CATEGORY 4 L i I (2.0)- 8. The reactor is at 15 percent power and there is a total loss of r.uclear service river water. The operator starts a 3rd secondary service river water pump and opens the cross connects (NR-V-2 and
- 7) between S.R. and NR. Are hf s actions allowable. Esplain.
l l l Yes, secondary river may back up nuclear river water (as directed fn 1202-38). (1.0) 9. If the Turbine General Area reaches 5 mr/hr. a plant shutdown is required. . TRUE OR FALSE l
! True.
(2.0) 10. List three (3) ways of determining there is an OTSG tube leak. l ! RM.A-5 ! ! Steam Line Rad lionitors RM-G-26/27 1 Grao Samples
! Tritf um Samples
! primary to Seconcary Leakrate Calculations
- (Ccmoined with one of the abovel I
l j ( 1.5 ) 11. According to ATP 1210 3, Excessive Cooling, an OTSG with a steam j Ifne break may not be fed with feedwater i if . 1 the break is in the Intemediate Buf1 ding (1.5) 12. According to ATP 1210-1, if unaile to cbtain crqoer decres.e of Main Feeawater Flow following 4 neactor .etp, nnat is the required action. l
! Trip Both MFW pumps.
I l l' 20.0 l t.-____.___ _-- _---_- _ -_ _ _ _ _ _ _ _ _ _ _ _ _ . - - - - -
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, g, CCNTROL CF EXAMINATICNS FOR UNITS I & II 1 00 EXHIBIT 2 Examination Review Exas Tftle [go -3 Date Administered J 9NM Assigned Reviewer p H. NutYE , b. SUIL WV" WAC/NWQ Questions Reviewed d u h. d Ls
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Im.DINuclearO 9emorandum Subject ANNUAL REQUAL EXAM Date: MARCH 15, 1984 COLLUSION REVIEW From: B. P. LEONARD Location: THREE MILE ISLAND OPERATOR TRAIll!NG MANAGER 6211/84- 0216 To: E. R. FREDERICK SUPERVISOR - LICENSED OPERATOR TRAINING, UNIT I In accordance with section 3.3.2 of AP 6210-A0M-2550.01, Control of Exams, I am designating F. Kacinko, D. Wilt and M. Fuller to perfom the collusion review for the Cycle 10 Annual Written Requalification Exam. 64- ^A B. P. Leonard Operator Training Manager BPL/ORG/dg cc: F. J. Kacinko, Administrator fluclear Tech. Trng. O. L. Wilt Administrator Nuclear Tecn. Trng. ACC00644
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- - DOCUMENT
SUMMARY
Document Id: 06440 Document Name: SRO-3. EXAM Operator: DAUGHN SILAR l Author: ED FREDERICK Coments: U-I QUIZZES STATISTICS OPERATION .DATE TIME WORKTIME KEYSTROKES Created 02/22/84 13:05 :09 381 Last Revised 03/03/84 10:22. :12 336 Last Printed . 03/03/84 10:56 Last Archived 03/02/84 14:56. onto Diskette 0076D Total Pages: 17 Total Worktime: 1:03 Total Lines: 320 Total Keystroken 2107 h, Pages to be printed 17 p" _
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v ./aG e d
~o o CATEGORY 5 (4.0) 1. Consider Unit 1 is shut down in a xenon free condition with all rods inserted. The count rate is 150 cps and Keff = .97.
Also, the integral rod worth of an individual rod is 12 x 10~4 AK/K (full in to full out). FIND and SHOW work: A. Initial and final reactor reactivity if a fully inserted rod ' is fully withdrawn. B. The final Keff (af ter rod is fully withdrawn). C. The new rate (after rod is fully withdrawn). D. The total number of rods to be withdrawn to achieve critical i ty. (Assume no coupling between rods and no rods out.J A. E-I oy = g o2 = .0309 + .0012
'97 ~ I = .0297
,! =
l = -.0309 B. K 2*1- .M e
= .971 CR 1-X 1 2
C.
=y2 I
i 1 1= = .U JO
= .97
- 1. 0 -
O O h- CATEGORY 5 l CONTINUATION OF ANSWER FOR QUESTION 1 i I '97
!. CR2 = 150 (1.9/1 )
! = 150-x 1.034
! -= 155
^
! p g = .0309 ao = .0309 4
!~ ! Y = No.' of Rods to be-withdrawn i ! .0012 x Y = .0309 2
! Y = 25.75 1 26 Rods .
i 3 i f ; l i 4 i 4 c. + 4 2.0 ;
. -. . . - . :- . - . . . -- .. .- ._ - . . , . ~ . - . - . - -
o o . CATEGORY 5 1 (2.0) 2. TRUE 10R FALSE Criticality does not depend on neutron flux level. Explain. 1 TRUE, Criticality is a function of reactivity added not countrate (2.0) 3. Describe two (2) reasons for using an installed neutron source. 4
! Provide a RELIABLE source of neutrons for the approach to criticali ty.
i . Provide an indication to the operator to demonstrate Nuclear Instrumentation operability.
! Provide a means for the operator to see neutron flux changes as
- 1. Keff is increased.
(2.5) 4 . At a constant baron concentration .as noderator temperature decreases total boron worth (decreases / increases). Explain.
! Increases l Tm decreases, 0, increases, Og increases, therefore boron wortn increases.
(1.0) 5. For a given boron concentration, moderator temperature coefficient-is more negative with control rods (in/out).
! In
( 3.0 )' 5. Draw a simplified diagram of tne followingi Lacel the ax 1. A. Single Control . Rod Differential Rod Wortn Carve (Not. an APSR). B. An Integral Rod Worth Curve of Sequential Witnerawal 'Of Groups 5, 6, and , with.E0 cverlap. I i I 3.0
. ~ _ .
j CATEGORY 5
-(1.0) 7. ' Explain' the reason for using silver, indium and cadmium in Unit 1 Control Rods. (Not the melting concern.)
! The use of these three elements provide for a wide range of neutron capture, over the thermal and EP! thermal range.
1 ( 3.0 ) . 8. For the 'following sketch give the following: (values)
- a. latent heat of vaporization
- b. sensible heat added.to liquid water
- c. latent-heat if fusion (melting) -
h 1 DRAWING MUST BE INSERTED.
! 970.33 BTU /lbm
! 180 STU/lba 1
! 144.17 i
l 4.0
f} .
. CATEGORY 5 (3.0) ~9. For steam relief out a main steam safety valve at 985 psig find the temp and moisture content of the steam relieved to atmosphere.
1 This is an iscenthalpic process (use Mollier diagram)
-! Temp = 290*F
! No moisture content > superheat (1.0) 10. Is the turbine in the plant a reversible or irreversible process.
! ' Irreversible
. (1.5) 11. Calculate theimi efficiency for a Carnot Cycle reversible heat engine given the following data: Tstm = 610*F, Tcond = 40*F. T {
. ec= sta
~[ond 800 l 'stm l Convert Temps F* to rankine tem
! 610*F = ( 610'
- 460)R * = 1070 R
- ps.-
! ~40*F + (40* + 460)R* = 500 R*
07 500
,! cc= g = 53.25 percent efficiency ~
(1.0) 12. If steam of 885 PSIG had an enthalpy of 1452.2 BTU /lba, what is its specific volume.
! Using superneatec taoles (as sat. steam at this press has h" of 1196) we find that the temoerature for tnis entr.al::y is 9C'F.
At inis temperature (ana pressure) tne specific valuae:f s .8504 f:3jlb, 4 5.0
i D O
! l
. . CATEGORY 6 I i
- 1. How does fast neutron fluence affect the reactor vessel. !
(1.0)
! Less ductile /more brittle /less tough (2.0) 2. HPI may be throttled if the required 25* subcooled margin exist and pressurizer level is >0".- Explain the basis for the criteria.
! - 25* - GPU's plant specific test regarding instrument error and physi. cal configuration.
! >0" - core.coolability is not. based on press. level so no need to refill at full HPI Flow or prevent going solid.
(1.5) 3. Following Chemistry and SS/SF approval recovered water from- the
' Powdex Backwash Recovery System may be sent to i either or .
(This is af ter oackwasn water- purification.) Cond. Storage Tank Turb. Building Sump (2.0) 4 During a tuce leak, list the three ways to depressurize the RCS
-in order of preference.
! Ocen Press. Soray
! Ocen Press Vents
! Coen PORY (1.0) 5. TRUE OR FALSE ,
The 3f esel Generator Voltage Control Knoos on the Lccal Electric Ecuipment Panel controls generator voltage wnen the exciter is in j "AUT0" anc tne Unit / Parallel Switen is~ in " PARALLEL." l TRUE 0.P. 1107-3. l 6.0 1 1 I
l Q CATEGORY 6-(1.5) 6. List the three (3) conditions that will cause an auto inhibit on the CRDM System. 1 Safety Rods not out.
!- Neutron error >l percent i No ICS Auto power (1.0) 7. State the function of the Buffer Assembly in the Control Rod Drive Mechanism.
! To absorb the shock of the lead screw dropping in on a trip.
(1.0) 8. In Ifning up the Emergency Diesel for ES Standby, how does one tell if the "5A"or "SDR" relays in the engine mounted relay cabinet are de-energized.
! Black knoo is sticking out.
i (1.0) 9. Should the undervoltage devices on the CRDM Main and Secondary Sucply Breakers fail to trip the breakers, given a Reactor Trip i Signal, wnat action must be taken to de-energize the cechanisms frca the Control Room. 00 NOT USE WITH QUESTION 47.
! Trip supply breakers to 1G and .1L 480 volt buses.
i
-j
\
(1.01 10. When the Diesel Generator is startec locally at.the EMIP, how does the operator further increase diesel ~speec frca 400 to 900 RPM. Using control knob on engine . governor and turing in fast direction. l l 7.0
O O CATEGORY 6 (2.0) 11. Explain why OTSG pressure is used to control EFW flow instead of j RCS temperature, according to the EFW Throttling Criteria. l
! OTSG pressure is quickest, (most direct response to EFW flow ,
l whereas RCS Tc would be a more delayed response to loop l transport time, expecially during Natural Circulation). . (2.0) 12. A. State the maximum allowable plant effluent temperature (river water outlet temperature) at MDCT effluent.
! 87'F B. When may this temperature be exceeded and what is the Ifmitation imposed on this case. ,
! If RW inlet is >87'F and then outlet temperature must not exceed inlet temperature. ,
(1.0) 13. State two (2) conditions that will automatically trip the pressurizer heater group 8 or 9 emergency power supply breakers on the IP or 15 480 volt bus. ACCEPT ANY TWO
! ES Signal
! Undervoltage on Bus
! Overload on Breaker (1.0) 14. What component is cooled by SSCC and has a backup cooling supply. What is this backup supply.
!- Instrument Air Compressors
! Fire Service Systems 1
8.0 _ _ .__ .. - __ _l
CATEGORY 6 (1.0) 15. List two .(2) conditions that will cause the standby Intermediate 1 Closed Cooling Pump to start.
! Low Flow < 550 GPM
,' -! Running I/C Pump Trips (4.0) 113. Some mechanical differences between the APSR Drive Mechanism and the Control ' Group Drive Mechanisms are
- 1. No ball checks in Thermal Barrier (APSR)
- 2. Segment arms buttoned in engaged position _(APSR)
- 3. Coupling is different size.
- 4. No buffer assembly in APSR.
Explain 'the reason for each.
! 1.~and 4. APSR does not trip on Rx Trip.
! .2. To prevent group 8 from dropping into core.
! 3. To prevent group 8 rod from accidently being attached to a safety or Reg. group.
, ( 1.0 )' 17. TRUE OR FALSE The reactor must be in hot standby or subcritical prior to connecting pressurizer Group 8 or 9 heaters to the diesels. l TRUE per EP 1202-29, PAGE 14 NOTE 4 4 9.0
,\
U CATEGORY 7 (2.0) 1. Following a transient and the RCP's were tripped when may a RCP be restarted.
! RCP's may be restarted if the min. emergency NPSH is available and >25*SCM.
! 525*SCM not required >1 hour (1.0) 2. What is the proper operator action if,RCP's are not tripped within 2 minutes following loss of 25 SCM.
! Leave 1 RCP per loop on for at least two (2) hours.
(1.0) 3. Following a tube rupture, you have E.S. actuation. The cooldown rate is 130*/Hr and all three HPI pumps are operating. What is proper operator action.
! Secure (Hon-ES selected) MVP and observe the throttling criteria for the 2 ES selected MUP's.
(2.0) 4 The immediate actions for HP! cooling - recovery from solid alant operations are partially listed below. Complete eacn statement. 4 1. If HPI cooling is required, then: a. b. c.
- 2. If subccoled nargin is regained, then:
- a. ___
! 1. start 2 'PI umos.
! coen PORV ano .ne 70RV alock valve.
! Verify rPI ficw cer tne attacneo Enciasure ..
l 2. throttle HPI ind start one DCP. 4
~10.0
Of** v CATEGORY 7 (3.0) 5. What are your six (6) immediate manual actions if RCS is superheated.
. srn'4 LVerify HPI and LPI have been initiated (all available pumps).
A Verify OTSG 1evels are 90 - 95 percen J Decrease OTSG pressure to achieve 100}F/hr decrease in secondary saturation temperature. y, Verify core flood valves CF-V-1A and CF-V-1B are open. s Verify or initiate 4 psig containment isolation.
! cIf RCS pressure is greater than 2300 psig:
1 Then open the PORY until RCS pressure decreases to 100 psig above OTSG pressure. (2.0) 6. When is it acceptable to violate the fuel compression curves during a cooldown. Why.
! Only during a tube rupture.
Minimize SCM at close to 25' or greater to minimize leak rate, thus reduce offsite dose. (1.0) 7. One possible consequence of total loss of Intermediate Closed Cooling is CRDM Cutlet temperature at 160* tne MU-V-1A/8 will close, thus isolating the letdown. If letecwn can not be re-established wnat are your actions as pressurizer level continues to rise. When pressurizer level reaches a certain level (330") conne,ce unit snutdown, if it continues to rise trip tne rea: tor (-31 inenes).
- (0.5) 8. If the powoex recovery system or cowoex raof aticn
- evel reacnes 100 mr/hr at 10 f t a plant snutdown is recuired.
TRUE OR FALSE i i
! True i
i l 11.0
o o CATEGORY 7 (2.0) 9. List the four (4) immediate manual actions for high activity in Reactor Coolant, per 1202-11. .
! s, Announce high letdown activity on page and direct unnecessary personnel in Controlled Area to HP Checkpoint.
! 3 If RM-L1 High and Low in alert, isolate letdown and connence shutdown.
! 2 Monitor RM-A5 for increase; if alert alarm, go to ATP 1210-5.
! Y Request a 15 minute gross degassed activity analysis and gamma scan.
(2.5) 10. According to ATP 1210-4, lack of heat transfer, what five (5) actions are required if neither Main nor EFW can be established to OTSG's.
! Initiate HPI
! Open RC-V2
! Open PORY
! Run 1 RCP ff SCM exists
! Go to ATP 1210-9, HPI Cooling I
(1.0) 11. According to ATP 1210-1, Reactor /Turoine Trip, in verifying the Turoine Step Valves are closed, if they are not, what is the recuired action.
! Trip EHC-PIA /B i
o 1 12.0
t o o CAfEGORY 7
'(5.5) 12. List the inmediate actions required by ATP 1210-1 for a Reactor / Turbine Trip. (Include verifications-do not include remedial actions.)
.rPA i 1. Manually trip Rx
! Verify <10 percent power
~ Verify- all rods f n.
~
! 2. Manually trip Turbine
! Verify T/G stop valves closed
! Verify Gen. 8krs. open
~! 3. Decrease main feedwater flow.
. Verify ICS autcmatically running back MFW
! 4. Verify ICS/NNI Power.
! 5. . Verify all 4160 volt buses energized.
! 6. Start 2nd makeup pump
! Verify pressurizer level >100"
! 7. Verify safety system status
! RCS >1600 pounds and RB <4 pounds
! OTSG >c00 pounas 4
I 8. Announce Rx trip over page
! 9 .- Verify SCM >25'F
! 10. Verify RCS Temp / Press and OTSG press. approacning post trip values within 2-5 minutes.
! 11. Veri fy RM A5 normal .
(1.5) 13. State the two (2) immediate manual actions requtrea by EP 1202 40 for a Total Loss of ICS/NNI Power. i
! Trio "FW pumos and verify EFW actuation, trip 100-P1 ano one CO-P2.
! Select EF-730 A and E 3ackup manual loacers.
1
.13.0
. ' 3 CATEGORY 8 (2.0) 1. What are the administrative requirements for a fire brigade.
Include minimum number assigned. personnel who can be assigned to the fire brigade and documentation of members assigned to the fire brigade. 1 (A Fire Brigade of at least 5 members shall be maintained on-site at all times.)he required in t control Room nor those parsonnel necessary for1he Fir the safe shutdown of the Unit as specified 'in Technical Specifications./ 6nly personnel who have satisfactorily completed the required fire fighting training shall be assigned as Fire Brigade members) /The members o the Fire Brigade shall be documented in the Control Room Operator's Log Sheet ' J (3.0) 2. What are the Tech Spec Bases for the following 1.imiting Conditions for Operation.
- a. T.S. 3.13.1 The iodine-131 activity in the secondary side' of a steam generator shall not exceed 1.0 uCf /cc.
- b. T.S. 3.1.3.1 (Minimum Condition for Criticality) The reactor coolant temperature shall be above 525.*F.
- c. T.S. 3.1.12.3 If the reactor vessel is installed ana Tavg is
<275'F, Hign Pressure Injection Pump Breakers shall not be ' racked in unless:
4
- 1. MU-VISA /B/C/D and i1U-V217 are closed, and
- 2. Pressurizer level is < 220 inches.
! a. There is loss of secondary coolant through tne M.S.
safeties following a reactor trip by limiting I-131 'evels in secencary we limit the dose at tne site councary. (<1.5 Rem)
! c. wT will ge less regative, or more cositive tnan at oper, i .
temp. 520 F is nin. acceptaole temperature.
! c.. To. prevent overpressurization (in the event of a signel failure).
i
-14.0 6
4 7--- -- 4 4 _ -
r b a b
- CATEGORY 8 (1.0) 3. When filling out a PCR, how do you determine if it is Environmental o Sgfety Related.
moo Cover sheet of proc., MPM, or call PRC Chairman (0.5) 4. Can you 2 man TCN an Admin Procedure. YES OR NO.
! No (1.0) 5. What are the signature requirements for a 2 man TCN approvals.
! Both approvals must be RTR qualified
! If change affects operations of the unit, one must be SR0 What are the special requirements for verification cf STP's
~
(2.0) 6. involving ESAS, RPS, EFW, RMS.
! STP's must have a step that requires -the SF to verify redundancy prior en ranovtl from service and switch posting. Incecendent valve verificationJr ESAS AND EFW Sys must be part or tne STP.
(2.5) 7. What five (5) Emergency Director-responsibilities may NOT be celegated.
! Decision to notify offsite emergency management agencies.
- 'f, " 2 7 : - nc- % . .- - e - _; -- c e n ,;
- -e-,r, -_me
;n -- w v ,anam-an* = ~ ~; , ; s .
- Classification of emergency event.
1 Cetermning the necessity of of fsite evacuation. Autnorization for emergency workers to exceed 10CFR20 radiation exposure Ifmits. cp. . fu , Asa / 18
$e 9, v '
l 15.0
~
a . < 0 0 : l
. . CATEGORY 8 (6.0) 8. State whether t.'.2 following items are TRUE or FALSE:
Out of service stickers shall be affixed to any alarm a. window in which the alarm circuitry has been disabled for maintenance. b' . Departmental key lockers may contain keys to General or Controlled Key Lockers. +
- c. Do-Not-Operate tags may be used in place of CAUTION tags in environments where the CAUTION tags may otherwise deteriorate.
- d. The exceeding of any Technical Specification Safety Limit requires notification of the NRC within 24 hours.
- e. Either the Shif t foreman or the Control Room Operator must review the Revision Review Book and the Operations Memo
- Book before watch reliev.
f.. -Jumper tags should be red in color, while lif ted lead tags should be blue in color.
! a. Tme
! b. False
; c. True
! d. False
! e. False
- f. True (4.0) 9. Technical Specifications require minimum values for certain system parameters.
- a. What is the minimum water capacity, boron concentration and temperature for- the borated water storage tank.
- b. What is the minimum and naximum pressure, minimum vnlume.
and minimum coran concentration for the core ficoai 1 tanks.
! a. 350,000 gallons
! 2270 ppm
! 40'F
- b. 1040 ft3 30 f t. (13 f t. *.45 f t. )
600 +25 pssg 2270 ppm 16.0 I
c o . o - CATEGORY 8
. (3.0) 10. A. Is leakage through the PORY considered leakage or losses by Tech. Specs.
- 8. . What is the Tech. Spec. Ifmit on RCS kealage plus losses, and what is the required action if this ifmit is exceeded.
! A. Losses
- l' B. 30 GPM - Hot shutdown within 24 hours of detection.
I' i 4 N 1 f I 1 i r 4 A ) l l 4
. 17.0 l f h a-
'w- r w w m - - - -t e r-c--s- 6 y-% ww p ---eye % y y w e
O O FORMULA SMEET PE = , , , peg + keg +U1+Wft + Q = PE2 + KE2*U2*Nf2 *N Mg (Z2-Z) g P t , Vf + Z g + H, = 2 +
.PE = g c
g g g g +22+Hf 4 s M9 2 L KE = g H f = f (g) Jg [ WF = PAL H f+K7 gg "U "
= A7 H, =
4 M = c A7 P p = H, W ' H, W h=WAT P"m c W net J = 778 ,7g f t. - lbf nT = y. in 4 Oin - O r ' 32.2 lbm - ft
. 'T
- y r
9c* .lbf - sec d Tl-T i HP = 2544 BTU /hr = 550 ft-lbf/sec "T = y t.S = f v
= v7 + X (v g - vf)
S=S 7+ X (Sg -S) f h=h f+ X (hg -h) p
~
O: O FORMULA SHEET REACTOR THEORY aN g 1 CR g c = No N= g W* ,
.. CR d=Nv Reaction Rate = de h=1-K2
,g 2
1 edV R 2 81 II ~ 82 I Power _
. 3.12*10 10 %
- p2 0~8 2 f
d N=5 + S K-+ S K2 , ,,, 3 g N-1 Il 1=1/c 0 0 0 0 .j - - j a ff = a * (Efficiency Factor) 1,y, = 1 (1 - s) + I d I8I K-1 1 K"1-3 8 * - l A t j T=a-a A J T=I ' I8 ~ *I J 43 = K2~K1 ac ; -; c 1 1 ~ j- SUR = 26jC6 P = Poe '" ' . i 'I 00N E P . = Po l0 P = Pg e~'I i i S M=1-A eff Equil. Ccunt Rate . i-A i ' , CR 2 M = CR l , 1 .
~. . . - .. .
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