ML20138G909
| ML20138G909 | |
| Person / Time | |
|---|---|
| Site: | Salem, Hope Creek  |
| Issue date: | 12/31/1994 |
| From: | Public Service Enterprise Group |
| To: | |
| Shared Package | |
| ML20138G636 | List:
|
| References | |
| FOIA-96-351 NUDOCS 9701030054 | |
| Download: ML20138G909 (84) | |
Text
,
d R
1 i
1994 Performance Indicators i
Year End Status I
ama mum l
i
}g.
s
\\
i E OPE f
C REEK I
ggioggos4961226 l
O'NEILL96-351 PDR g
d.
S 1994 i
Performance
~
Indicators l
Year End l
Status m m 1
1
=
=
SALEM 4
s E
E OPE s
I C neex i
10 g 4 961226 j
O'NEILL96-351 PDR
a t
Nuclear Business Unit Performance Indicator Report Fourth Quarter 1995 4 Renort Contents Section 1 NBU Principal Goals NBU Safety Inde:; and Performance NBl' Perfo'rmance Standard Unit Power Output Graphs S.f'd!EGl Performance Measures
l 1
NUCLEAR BUSINESS UNIT PERFORMANCE INDICATORS I
i i
I REPORT CONTENTS GENERAL The Nuclear Business Unit Performance Indicator Report is published quarterly to j
provide management with a broad picture of PSE&G's nuclear performance trends in those key areas where excellent performance is necessary to achieve our long term safety, performance and cost goals.
Success of the Nuclear Business Unit in a competitive environment can only be assured if we achieve and sustain excellence in nuclear, radiological and personnel safety, plant and personnel performance, and operational cost. We must be a dependable source of competitively priced electricity, while maintaining safety as our unquestioned number one.
PRINCIPAL GOALS I
The Nuclear Business Unit Principal Goals Matrix summarizes quarterly performance l
towards achievement of our Busiass Plan annual targets in the categories of safety, plant and employee performance, and cost competitiveness.
COMPOSITE SAFETY INDEX A composite safety index for Salem and Hope Creek each highlight performance against the target in a matrix format for the ten key measures of nuclear, radiological, environmental and personnel safety.
1 NUCLEAR PERFORMANCE STANDARD 1994 plant performance against the NJ Board of Public Utility's Performance Bonus / Penalty Standard including individual nuclear unit power output performance for a
the year.
1 PERFORMANCE MEASURES A composite matrix format highlights performance against the target for key indicators
{
addressing the fifteen problem statements resulting from the Comprehensive j
Perfonnance Assessment (CPAT) conducted in 1993, the response to the 1994 NRC l
Notice of Violation resulting from the April 7,1994 Alert at Salem, established INPO indicators,and key financial indicators.
QPilNTILO DOC
(
Nuclear Business l' nit Pr ic.al Goals. %latrix s
1994 1st qtr Status 2nd qtr Status 3rd qtr Status Year-End Status Principal Goals Targets Actualfrarget Actualfrarget Actualfrarget Actual Safety Composite Safety Performance Achieve Salem - 91 points S1 - 78 points SI - 74 points S1 - 73 points (Salem /Ilope Creek) 100 Points Hope Creek - 123 S2 - 90 points S2 -95 points S2 - 88 points points HC - 110 points HC - 104 points HC - 98 points SALP Rating Salem Not Scheduled Not Scheduled Hope Creek Not Scheduled Not Scheduled INPO Rating Salem Exemplary Average Hope Creek Excellent Excellent i
Performance Plant I
Capacity Factor 78.5 %
64.7 %/78 %
56.9 %/78.8 %
65.1 %/81.55 %
65.0 %
Salem Unit i 83.5 %
41.2 %/83.5 %
30.1 %/83.5 %
47.4 %/83.5 %
59.3%
Salem Unit 2 72.2 %
81.9 %/84.4 %
76.0 %/84.4 %
73.6 % /84.1 %
57.8%
i Hope Creek 81.4 %
71.6 %/65.3 %
65.2 %/67.7 %
74.8 % /76.7 %
78.9 %
Employees Availability 97.8 %
97.8 %
97.8 %
97.9 %
98.0 %
Contractor /PS Employee Ratio 9%
13.3 %
11.6%
12.7 %
9.9%
Cost Competitiveness O&M Budget
$302.7M
$69.0M/$74.7M
$138.7M/S149.1M
$201.5M/$221.9M
$302.3M Capital Budget
$157.4M
$26.7M/$45.5M
$49.lM/$85.9M
$75.5M/$123.3M
$127.4M
- Production Cost (O&M & Fuel)(Per 1.98 2.19 /1.964 2.41 /1.95p 2.15 /1.90(
2.58 "
KWh)
Actual 1994 Capital expenditures prior to an accounting reclassification and insurance recovery valued at $31.2M and $8.5M respectively.
- Includes $31.2M of Capital expenditures reclassified to O&M,2.41 KWh prior to reclassification.
1/26/95 11
Nuclear Business Unit Performance as of 12/31/94 Safey (YTD Actual / Year-End Goal)
Unplanned NRC NRC & INPO Licensee Personnel Auto Violations Significant Event Error Scrams Events Reports LER's l
Sdem1 (4/t)
Sdem1 (17/18)
Sdem 1 (3/4)
Sdem 2 (t/t)
Sdem (21/8)
Sde (2ft)
Sdem 2 (14/17)
Sdem 2 (W4)
Hope creek (5/t)
Hope creek (er4> E
" a c ea iort>
"ee c ea ita 20>
" ve cree-is<=
Safety Radiation Skin & Clothing NJPDES Permit Lost Time &
System Exposure Contaminations Violations Restricted Duty i
Unavailability Accident Rate Sdem 1 (0014/o 01g Smem 1 (32/30)
Q g
Sdem (0.26/0.95)
Sdem (130/175)
Sdem (tV4)
Sdem 2 (o co8/o of@
Sdem 2 (188/220)
Hope creek to 00410 ot3 Hopecreek (333r3*4 Hope cred (106/130)
Hope Creek (11 3)
Hope Cred (a34/o.9@
Performance Cost (YTD ActuaVYTD Goal)
(YTD ActualmD Goal)
Capacity Factor Bud for (s3022wsao2.7ag Salem & Hope Creek
,,,,g,,,
Hope Crsek(s103.8/s108.8)
Sdem 1 (50.3/83.5)
Sdem 2 (57.8/72 2)
Budget i
($127AWS157.4n4 **
" Acsad 11B4 Captd egendtres prior to an i
HopeCreek (739fSt.3) acomaneng reciessdcane arid insurance Sdem
($100.5/s1265) recasery venued at sat sat exs sa ses l
Hopecreek (s2ssrs30.a Legerxt significantly exceeds goal needs improvement g sigmficantWeakDESS ach QM SASPESTORPT Tif
Total Capital Chargco Nuclear Business Unit
\\
The values shown include 100% Capital, Cost of Removal and Deferred charges for Salem Units 1 & 2 and Hope Creek. The budget is $157.4 million for the year in line with the business plan.
Better 200 175 160 159
~
j$o
...,?.**....._
125
._i
.. 2
.a
..t 100
-~~
aw 75 ya 4
50 A;
, a 25 g -h s
y (a
f, f +.j d] y. g 3 m f""p"']
f""T'"1 m
< i;..
i 1991 1992 1993 J
F M
A M
J J
A S
O N
O 1994 Year-to-Date Budget Monthly Forecast p g Responsible Manager: Leon Eliason Data Source: Steve Cohen Analysis:
The actual year.to-date expenditures of $87.8 million were under budget by $69.6 million. Approximately S127.5 million was spent in 1994 before credits of $39.7 million for insurance recoveries on Salem Unit 2 turbine generator and reclassification of some deferred projects to O&M. Salem spent approximately
$100.6 million and Hope Creek $26.9 million before these credits. After the credits, Salem spending totaled $74.2 million and Hope Creek $13.6 million.
IY is
Total Capital Chargoo Salem Project 100%
The values shown include 100% Capital. ^,ost of Removal and Deferred charges. The budget is $126.5 million for the year in line with the business plan.
i l
4 Better 150 125
- - - -120.5"
~ ' ~ ~ ~ ~ ~ ~ ~
~ ~ ~ ~
" - ~ "
-~ ~~~ ~ ~~
.. ". * * * ~~
118 4
110
.1 100
~~- i
- ~ -
g 4
Ti 75
,,.=***,
$o y
25 i
1)
J 3
c p's},,, i
- [
i:.
a ist s'
_W -:, ~"l i p g,
,,,,q
,. j;i 1991 1992 1993 J
F M
A M
J J
A s
O N
D 1994 Year-to-Date Budget Monthh/
Forecast O
p qj Responsible Manager: John Summers Data Source: Steve Cohen Analysis:
The actual yearly expenditures are $74.2 million. The underage of $52.3 million is principally due to the reclassification of deferred projects to O&M - PRA & IPE Program, Motor Operated Valves and IPEEE Program ($17.9). Also Unit 2 Turbine / Generator insurance recovery credit ($8.5) and reduced spending on the estuary ($8.5), revitalization ($2.3), rotors ($3.5) and feedwater activities ($5.9). The Bayside Land Tract was budgeted in 1994 ($7.1), but was previously purchased by PSE&G.
V iSS
Total Capital Chargoo Hope Creek Project 100%
The values shown include 100% Capital, Cost of Removal and Deferred charges. The budget is $30.9 million for the year in line with the business plan.
)
Nn Better eo i
42 40 30 21 20
...d
.,..4
=
0 h_] 2 u _
_.T.. u _.
1991 1992 1993 J
F M
A M
1 J
A S
O N
O 1994 Year to-oate Budget Monthly Forecast
[y, ej Responsible Manager: R. Hovey Analysis:
Data Source: Steve Cohen The actual yearly expenditures are $13.6 million. The underage of $17.3 is principally due to the i
reclassification of deferred projects to O&M - PRA & IPE Program, Motor Operated Valves and IPEEE Progrem ($13.3). Also, efficiencies in spending occurred on projects worked during the refueling outage.
4 15H
Total Operationo and Maintananco Chargoo Nuclear Business Unit 4
i The values shcrwn include 100% Operations and Maintenance charges. The goals tie to the business plan.
1 l
8.n.,
30,
?.no s*
250 j
22-
...._..._.........._.,e_.,
200
.----3..-
1,,0 100
..---~ ;
e
..-__..........._.._..T f?![].
.f (d) he:M
[
N$;llg4]ln;6l h e-hh 1991 1992 1993 J
F M
A M
J J
A O
N D
1994 Yw40-Dat, Budget MontNy
[1,- <yu.
1{
Responsible Manager: Leon Eliason Data Source: Steve Cohen Analysis:
The actua! year-to-date expenditures of $302.3 million are $1.5 million under the original budget. The year-end variance reflects prepayments to Westinghouse in 1993 that were applied to the Salem fall outage, coupled with LLRW Siting Board Fees not incurred, offset in part by an accrual for future burial costs of LLRW and Salem forced outages. Without the Westinghouse prepayment credit the NBU was under budget by approximately $300K.
14
Total Operationo and Maintenanco Charges Salem Station Project 100%
c.
i The values shown include 100% Operations and Maintenance charges for Salem Units 1 & 2. The budget is $195.0 million for.the year which ties to the business plan.
l l
222 225 i
- s. tier 214 l
200 175 j
150
- - -,-, I
~
125 J
100 8
,,.=**"
l 75 l3 50 y#.i 1
l 25
- w. 3 ssa
. ; g.] (;j;j gj [.sq-gj f kffhC) l/f,%'] [fy1j l]:;;;j f(lh f.bj.Qj -[f.
h l
9
.t, u
0 1991 1992 1993 J
F M
A M
J J
A S
O N
D 1994 l
Year-teDate Budget Monthly e
p-il 1
Responsible Manager: John Summers Data Source: Steve Cohen Analysis:
The actual year-to-date expenditures of $198.5 million are over budget by $3.5 million. The overrun is principally due to forced outage costs caused by river grass clogging the cire water system which were partially offset by LLRW siting board fees not incurred and prepayments to Westinghouse in 1993.
VIII 14S
Total Operations and Maintenanco Charges
' Hope Creek Project 100%
The values shown include 100% Operations and Maintenance charges. The budget is $108.8 million for the year in line with the business plan spending goal for O&M.
150 Better8 125
- - - - - - - - - - -~~ --
100
- ' - ~ - ~ ~ ' - ' '
- - - - - - ' - - ~ ' - - - - - - - ~ ~ -
' - - - ~ ' - - ' -
~ ~ ~ -
.2 75 8
~ ~ - ' - ~ - - ' '-~ ~ ~ " - ~
50
~ - ~ ~ ' ~ '
'-'"-~~-';*'
7 25
,.. ~
~
'q yp,,
- f c.,il M i-;Y
- g lYg
- j[,:js1[zpij M @ (h.lj F,el M i
1991 1992 1993 J
F M
A M
J J
A 5
O N
D 1994 Year-to-Date Budget Mmrthly 0
[7 Al Responsible Manager: R. Hovey Data Source: Steve Cohen Analysis:
The actual year-to-date expenditures of $103.8 million are under budget by $5.0 million principally due to less than anticipated Hope Creek outage spending, and N.J. LLRW siting board fees not incurred.
IX 14H
NJBPU Capacity Factor - Winter / Summer MDC Nuc ear Business Unit Capacity Factor is the ratio of net electrical generation actually produced to the yearly average maximum dependable capacity of each unit. This value is comprised of PSE&G's share of Salem Units 1 & 2, Hope Creek and Peach Bottom Units 2 & 3. The forecast is based on a forced outage rate of 8%,
4% & 10% respectively with all planned outages included.
This factor is tracked for reporting against the N.J. Board of Public Utility's Performance Bonus / Penalty Standard. A year-end capacity factor below 65% prompts a penalty while a capacity above 75% yields a bonus to the corporation.
100 Better
..,..,A a
.. ~..
._ 77.._
.n.
tQf ~
.s' v
.,,,,.,,,c wL.+.
=
+
c..
x w
m'I
~
e_'
70 I
~
66 j _-
- _ t e_w a_
m x ;.
S?A:
- f,;w If, R'? Y?
W5 f':f:+. 9k'h<:9,,;
,Y
,,j
$b?
, /,.;;;
. e,,,
gy 6e; 60 4,%.
S 0
N;h;[
hp
_hN j g j
b g
.;g ;
,y 9; ':
. g ^jp
- ); j, h[gg
- 'f 7
.j i,
c.
@M
~ i 9'd
$?
?
.' 'i
~'
- {
L, 0
- {,f, f
?
.m.
~
40
~'
k j
e x: 3 4 h
.1
+
/
s fhh l j hqll f i;;
- :1 l
- Ly
., w ijff s:
3 4 l 1 [*
'.; i }fe'?(
30
^
$ib(,
4.% if $l}L i
L
- r
- I'
' ', f'-.,f l,;
' l 20
~
~
ll f
ibfif
~, f h
10
[h, f,,C'>,';'l
- q ls%
'h' '
TE :',
n' ',
N{%%
l
' A,Is
$ti
$?;
&f 7
- h J'I, hb I '" 'i k
Er
- T it.
4
'~' i.
h.4, &,, a lJ,'<hl f,:<cj l, l'(1')
')
&eq g,.
t 5,
x, e
o_
w n:
0 1991 1992 1993 J
F M
A M
J J
A S
O N
D 1994 Originalforecast Year to-Date Bonus 30%
Penalty 30%
Penalty 40%
Projected Monthly Q
1.
1 Responsible Manager: L. Eliason Data Source: B. Gorman The year.end value is 74%. This includes the 5% uprating of Peach Bottom Unit 2 completed in October 1994.
i l
X 44
Salem Unit 1 Power Output -1994 Capacity Factors-31IX: Net Annual 59.3 I.ifetime 57.6 1,200 1,100 Ih f M%
- 9 i'
h F
i
/
l 1,000 I
}
I 900 g
800 W
700 gio _ cis Trip Failure 600 of W 'ane N
Regulator PT 500 g
2/4 - IIS 6/24 - 6/27 7/14 7/18 OfHine-Ice &
OfDine For Manual Trip - Loss 400 crass At cire cire waier Of AH Circulators Water Dredging 300 s/24 - s/31 10/2-2/2 f
2/10- 2/20
~
200 nro nit Trip-toss of cireWater Due Repair To 31arsh Grass f
1 1 r
j j
Jan Feb
$lar Apr May Jun Jul Aug Sep Oct Nov Dec w
Salem Unit 2 Power Output -1994 Capacity Factors-MDC Net Annual 57.8 Lifetime 56.7 1,200 1,100 W %
w) s unn 4
1,000 l
VV 900 g
800 Yg 700 3
i d
600 g
9/29 -10/1 h
500 y,,,,, 7,,,,
Inadve1 ant Closure j
g or2 msiva 400
, za _,,3 l
Shutdown-I 300 Failure Of 2C EDG 9/22-9/28 10/13-CsI. Liner 2/4 - 2/6 Shutdown #21 200
~
omim - i= a 6/25-7/12 RMi@
Grass At Cire Omine-Cire Water Charging Pump Water Dredging (Rx Trip Illgh \\% ration
[
1 Jan Feb Mir Apr May Jun Jul Aug Sep Oct Nov Dec xit
g a
Hope Creek Power Output -1994 CapacNy Factors - 31DC Net l
Annual 78.9 Lifetime 82.2 1,200 l
1,100 9M N
1,000 900 I
g 800 Y
I g
700 3
600 u21 u22 g
Omine To Repair 3/30 - 9/1 500 ElIC Leak On 3c,,, _ to,, or t
h
- 1 Bypass Valve Stator CooMag 400 I
i 5/15-5/21 gjg _ gf4 10/2 10/12 cn= -
Saam. APRM 300 Level Control Scram - Balk 7 Card 3/5-4/27 tipscale Due To
& Dignal Feed Fauh.
5th Refueling M alfu h Faulty Tat EllC Card FaHure 200 OutsRe Equipment Caused 2nd Scram During S/U on 10/7 100 V
O Jan
- Fet, Mar Apr May Jun Jul Aug Sep Oct Nov Dec t
Ylli
Peach Bottom 2 Power Output -1994
)
Capacity Factors - MDC Net Annual 80.4 LKetinne 54.8 1,200 y 4 l ?-
1,000 900 i
g 800 Ws
~
g 700 i
600 g
i G
500 g
400 i
5/14-5/20 scrani-necerc P.,
300 7i Control Malfunction 9/16-10/22 RefueHag#19 l
(p,,,,,,,,, 7, 200 7,l.
10$*i-3458 MWthk l
'1' y.
l 100 o
l i
.i.
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec i
0 l
2 XIV
Peach Bottom 3 Power Output -1994
~
rapacity Factors - StDC Net Annual 97.3 Lifetime 56.6 1,200 l
1,100
~
- %w,W%
l 1,000 900 -
f l
g 800 i
g 700 600 g
[
500 400 300 10/11-10/15 2/3 - 2n scam - sia*
stanuai swam -
200 Main Generator Inverter Failure Field Ground 100 O,
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec I
PERFORMANCE MEASURES Actual / goal as of 12/3 t/94 Indicator / page no.
CPAT NOV INPO Other Step Change Supported Seleni I Salen 2 Hope Creek NBU Esent Free Operations X
X M-2 Management risk assessment and prioritization 83/60 37/60 25/60 S-1 Root cause determination (dass)I S-2 Corrective action follow through S-3 Performance trendmg for sutems and equipment important to reliability and operational control. Action upon results.
S-1 Operating Experience Feedback (OEF) and tracking that meets thejob needs of recipients for information.
NOV -Improve Control Room Command and Control.
NOV - Resolution of long standing equipment problems.
NOV - Reorganization and Unitization at Salem Station Unplanned Automatic Scrams X
X X
S-3 Performance trending for systems and equipment important to 4 3/I 1.1/1 4.9/I (per 7000 hours0.081 days <br />1.944 hours <br />0.0116 weeks <br />0.00266 months <br /> tratel) 3 reliability and operational control. Action upon results NOV - Improve Control Room Command and Control.
NOV - Reorganization and Unitization oat Salem Station.
NOV - Improvements in Root Cause Analysis.
INPO Median / Goal: Salem: 1/1 Ilope Creek: 1/1 Sigmficant Events tINPO)
X NOV -Improve Control Room Command and Control.
1/0 I/O 0/0 (no.) 6 NOV - Resolution oflong Standing Eqwpment Problems.
NOV - Reorganization and Unitization at Salem Station.
NOV - Improvements in Root Cause Analysis.
Personnel Pertornumce X
X M-1 Supervisory Practices that properly support professional who 1/0 0/0 1/0
!ncident Reports a no ) 7 make decisions and perform the uurk.
M-3 Management actions and establishment of accountability.
W-3 Process work around versus ownership and continuing improvement.
W-5 Content and delivery of technical training to effectively support individuals.
S-1 Root cause determination S-2 Corrective action follow through S-4 Operating Experience Feedback (OEF) and tracking that meets the job needs of recipients for information.
NOV -Improved Performance Appraisal Process.
Repeat Eqmpment hoblems X
X S-1 Root cause determmation.
0/0 0/0 0/0 (no ) R S-2 Corrective action follow through.
S-3 Performance trending for systems and equipment important to reliabihty and operational control. Action upon results S-4 Operating Experience Feedback (OEF) and tracking that meets the job needs of recipients for information.
NOV - Resolution oflong standing equipment problems.
NOV -Improvements in Root Cause Analysis.
Corrective Maintenumte X
X W-2 EITective use of work plannmg and schedules.
513/525 510/525 513/525 Ilacklog (no i 10 NOV - Resolution oflong standing equipment problems.
i
PERFORMANCE MEASURES Actual / goal as of 12/31/94
)
i Indicator / p.sh nn.
( PA T NOV INP Other Step Change Supported Salem i Salem 2 Hope Creek NBU l
0 i
h Presentne M. nitlino e ~
X N
W-2 I tiestne use os no L planning and shedules.
3R/25 31/25 27/25 NOV - Resolution oflong standmg eqmpment problems.
Ilmkhy ano : 11 _
X NOV - Imprme Self Assessment aml Corrective Action Processes.
210 2/0 1/0 -
Regrat Cauw holent NOV -Improsements in Root Cause Anahsis Reports (no i It.
Accident Rate 4 AlI \\
X W e. Stathlards and metints of contractor peitormance.
2 9/5 (Contratov ii R.ite e l '
I A1S (her lue rater.is I & 2 X
NOV - Improte Self Assessment and Corrective Action Processes.
13.4/0 tasks (%) I M 111 D Content ApphiaNhts X
M-1 Supervisots Practices that properly support professional who 83/70
(%) 19 make decisio ts and perform the work.
M-3 Management actions and establishment of accountability.
M-l Content and delivery of management training to efTectively support individuals and groups.
Capabihty l' actor (*.i 20 X
X S-3 Performance trending for ssstems and equipment important to 60.R/83.5 58.8n0.0 77.8/81.4 reliabihty and operational control. Action upon results.
INPO Median / Goal: Salem: 75 5/80 llopeCreek: 75.5/R0 i
Capabihty Inss I ator t %)"
X INPO Median / Goal: Salem: 7.1/4.5 llope Creek: 7.1/4 5 39.1/10 19.6/10 7.9/3 23 Composite Safet3 hules (pts )
X M-5 Self assessment processes.
73/100 R8/100 98/100
[
Control Room Indicators Out-X NOV - Resolution of Long Standmg Equipment Problems.
20/14 23/14 9/14 l
of-Service (no ) 26 DMS AvailaNhts Ihrs )29 X
W-1 Access to timely and accurate technical information versus 131/131 reliance on interpersonal contacts i
DMS Documents Scanned X
W-l Access to timely and accurate technical information versus 47.9K/
ami Indesed a no i 30 reliance on interpersonal contacts.
45.9K i
DMS WorL Statums Installed X
W-1 Access to timely and accurate technical information versus 151 W150
(
(no ) 31 reliance on interpersonal contacts
[
f lhnamics of I eadenlup X
NOV - Developed Supervisor llehavn. Model.
3.5/4 0 1
trating) 32 NOV - Develop and Implement Business Leadership Development (BLD) program.
Employee (hertune t %.5) 33 X
NOV - Reorganiiation and Unitiration at Salem Station 10, i
19.6/15.5 L
l'uct RehaNhis t 10-1 pC/gm, X
2.9/6 3.4/6 39/200
[
pC/sec) 34 1.icensee Esent Regerts X
X S-3 Performance trending for ssstems and equipment important to 13/-
6/-
9/-
t equigwnent)t no i 37 reliahhty and operational control Action upon results.
j NOV - Resolution oflong Standmg Equipment Problems.
ii L
F
' PERFORMANCE MEASURES Actual / goal as of 12/31/94 Indicalor/ page no, CPAT NOV INPO Other Step Change Supported Salem i Sale m 2 Hope Creek NBU X
X M-3 Management actions and establishment of accountability.
4/4 7/4 5/6 Licene Event Rep >rts W-3 Process work around versus ownership and continuing (ferwmel crTor Hno )
improvement.
W-5 Content and delivery of technical training to effectively support individuals.
S-4 Operating Experience Feedback (OEF) and tracking that meets the job needs of recipients for information.
NOV - Improve Supervisory Monitoring of Werk Activities.
NOV - Improve Performance Appraisal Process.
Licensee Event Repwis(total)
X S-4 Operating Experience Feedback (OEF) and tracking that meets 1R/18 16/18 19/20 (no )
thejob n eds ofrecipients for information.
Lost Time / Restricted Duty X
INPO Median / Goal Salem.66/.50 llopeCreek.66/.50
.26/.95
.34/.95 Accident (rate) 39 MMIS Work-In-Progress X
W-1 Access to timely and accurate technical information versus 164/75 Ixvel(no )41 reliance on interpersonal contacts.
NJPDES Vmlations 42 Operate with no NJPDES Violations to demonstrate commitment 0/4 1/3 to environmental citizenship.
NRC Violatmns (no ) 44 X
M-5 Self assessment processes 21/8 8/4 Outage Duration (refuel days)
X Implement outage improvement plans at Salem and flope Creek 124 125 53 Personnel Performance X
W-6 Standards and methods of contractor performance.
.5/0
.3/0
.210 Incident Reports (Contractor)
(no ) 46 Product Cost 47 X
Reduce product cost (product cost, decommissioning msurance, 5.67/4.23 10.24/9.62 AFIX' 3cpreciation, income sw o _. cats).
Production Cost X
Reduce production cost (O&M, fuel).
2.71/1.92 2.38/2.12 Radiation Exposure (person-X INPOMedian/ Goal Salem-193/185 flope Creek: 353/255 32/30 168/280 333/340 rems)" 50 Radioactive Waste (cubic X
INPO Mediar/ Goal: Salem 76/110 llope Creek: 221/245 12/17 12/17 179/170 meters)" 53 Safety Systems IInasailabihty X
INPO Median / Goal: n.al.023
.014/.015
.008/.01
.004/.015 (rate)" 55 5
iii
PERFORMANCE MEASURES Actual / goal as of 12/31/94 Indicator CPAT NOV INPO Other Step Change Supported Salera 1 Salem 2 Hape Creek NBU Temporary Mmhfications X
3N25 8/25 32/30 (no.) 58 Thermal Performance (%)
- X INPO Median / Goal.
Salem: 99.4/99.5 liope Creelc 990/990 97.1/99.0 99.2/99.0 99.4/99.5 Work Practices and Standards X
M-1 Sug.umy Practices that properly supped professional who 80/75 Monitoring by Line make decisions and perform the work.
Management (%) 61 M-3 Management actions and establishment of accountability.
W-3 Process work around versus ownership and continuing, my u. --- =t.
Work Practices and Standards X
X M-1 Supervisory Practices that properly support professional who 85/72 Monitoring by QA (%) 62 make decisions and perform the work.
M-3 h8-1--_=,t actions and establishment of accountability.
W-3 Process work around versus ownership and continuing me u, u.s.t.
NOV-Improve Sw.u emy Monitoring ofWork Activities.
Shaded Tit!c denotes " Super Seven +1'
- Chart not available
- INPO Three year distribution 9411PI. DOC iv
l Event Froo Op3ratieno Salem Station This indicator tracks station performance against significant events resulting from less than adequate personnel performance as well as some other personnel related occurrences where focus is necessary to achieve uneventful operation. The year-to-date average is calculated by the total number of days from July 18th to the date of the chart divided by the number of events within that period.
150 Bemer 125 --- -h--
100 75
~ ~ ~ ~ ' " " -
s0 4
su A
J 6.
25 y
up
{
1 2
3 4
5 12/3154 Everd number 1994 Days from W event Year 404ste avg.
Target m
unnt1 :
=* * -
Anil sis:
c :3 unnt24 4
Responsible Manager. J. Summers Y
Data Source: Joe Fest Ssycn recordable events have occurred since initiating this indicator in July 1994. The averages to-date are 83 days for Unit 1 and 39 days for Unit 2.
Unit 1: #1; August 28,1994 - Power was reduced due to missized o-ring.
- 2; December 9,1994 - 2nd SEC made inoperable.
Unit 2: #1; September 22,1994 - Shutdown due to extended charging pump maintenance.
- 2; September 29,1994 - Reactor trip during startup due to operator error.
p3; October 1,1994 - Gas Analyzer was unable to sample tank.
- 4; October 29,1994 - 4kv cable cut.
- 5; December 26,1994 - Tech Specs were violated involving RTD status.
Corrective Actions:
Our near term emphasis is on improving plant performance, ownership and accountability, and not tolerating poor performance The focus of our near term actions will be personnel performance and safe, uneventful operations. This means addressing operator work arounds and repeat equipment problems, and using more ssif assessment and root cause analysis.
80cs
.].
Evont Frco Oporationo
.-l i
Hope Creek Station
~
i This indicator tracks station performance against significant events resulting from less than adequate personnel performance as well as some other personnel related occurrences where focus is necessary to achieve uneventful operation. The year-to-date average is calculated by the total number of days from July 18th to the date of the graph divided by the number of, ents within that period.
a l
150 Boter 123 9-j qg 75 1
J 50 25 4
e n
a 1
2 3
4 5
6 7
12/31/94 l
4 Days from het event Year 404dete av9 Target O
O i
Responsible Manager R. Hovey Data Source: Bob Cephas Analysis:
Seven recordable events have occurred since initiating this indicatorin July. The average 24 days.
- 1; July 29,1994 - FRVS surveillance not performed.
- 2; August 1,1994 - Reactor scram on hl neutron flux.
- 3; August 30,1994 - Reactor scram on high pressure following a loss of TACS cooling.
- 4; September 16,1994 - Non-compliance with shift manning requirement of Tech spec.
- 5; October 2,1994 - Reactor scram from 100% power following main turbine trip.
- 6; November 2,1994 Inadvertent start of the "A" diesel.
- 7; November 21,1994 - Operation at 100.07% due to instrument being out of service.
Actions underway to reduce the frequency of station events include resolution of long standing equipment problems, improved supervisory monitoring, and management's communication of expectations for focus, ownership, and teamwork.
2-
Unplannod Automatic Scrama Salem Unit 1 An unplanned automatic scram is defined as an actuation of the reactor protection system that results in a scram when the unit is critical. This excludas manual scrams or scrams that are planned as part of special evolutions or tests. The value of 7000 hours0.081 days <br />1.944 hours <br />0.0116 weeks <br />0.00266 months <br /> is representative of critical hours of operation during a year for most plants. The value reported here is a 12 month rolling average for Salem 1.
10 m
8
- 2
^
6 i
d 4
2.IE, OO
- ~*~'~*~*~*~*~*~*~*~*~
- r. a.4.r.4.r.4.r.J.r.4 7'Q ~ 3 ~ 3
~~ ~~~ ~ ~-
- 4.r.4
' r. :
j; y.y I
Ad AaIAbab 0
1990 1991 1992 J F M A M J J A 8 O N D J F M A M J J A 8 O N D 1993 1964 lNPO Moden Target 12 Mn Rothng Avg Protected scrams g,
O
-'~
g#q Analysis:
Responsible Manager: J. Summers Data Source: John Morrison The year to-date summary is as follows:
January: Trip due to steam generator low low level during startup.
February: Trip due to loss of power to turbine EHC system.
April:
Trip and subsequent safety injections due to marsh grass fouling the intake screens June:
Trip due to voltage regulator system failure.
Corrective Action:
A SPRE (Scram Power Reduction Elimination) Committee has been formed in order to solicit and evaluate ideas through PACE and other sources sfor ioentification of scram / trip or down powenng causes and their elimination. Other specific scram reduction actions include the installation of digital feedwater control system at next refueling outage (1R12). a design change installed to provide improved margin on steam generator level trip setpoints, and station review of industry lessons leamed from Westinghouse Owners Group.
4ssi 3-
Unplanned Automatic Scrams Salem Unit 2 I
An unplanned automatic scram is defined as an actuation of the reactor protection system that results in a scram when the unit is critical. This excludes manual scrams or scrams that are planned as part of special evolutions or tests. The value of 7000 hours0.081 days <br />1.944 hours <br />0.0116 weeks <br />0.00266 months <br /> is representative of critical hours of operation during a year for most plants. The value reported here is a 12 month rolling average for Salem 2.
10 sen.
b 8
I 6
H l
4.1 a
2 62 2
o 9s
- r. :.r.<.:. 4.r.2.r.2.r.:.r.2.r.-. -. -..m.."...
- W....
d o
f 1990 1991 1992 J F M A M J J A S O N D J F M A M J J A S o N O 1993 1994 INPO Medan Target 12 Mn Rothng Avg.
Propcted Scrarns Outage O
g,yy Responsible Manager: J. Summers Data Source: John Morrison Analysis The year.to-date summary is as follows:
June Tnp due to steam generator low low level during startup after dredging.
- SDRE (Scram Power Reduction Elimination) Committee has been formed in order to solicit and
.3 sa:e iceas P sugn PACE and other sources fo.* identification of scram /tnp or down powenng causes a : t'ier ehm nation Other specific scram reduction actions include the installation of digital feedwater
- ntro. systerr. at next refueling outage (2R9), a design change installed to provide improved margin on steam generator levelinp setpoints, and station review of industry lessons leamed from Westinghouse Owners Group.
45s2 Unplanned Automatic Scramo Hope Creek Station An unplanned automatic scram is defined as an actuation of the reactor protection system that results in a scram when the unit is critical. This excludes manual scrams or scrams that are planned as part of special evolutions or test. The value of 7,000 hours0 days <br />0 hours <br />0 weeks <br />0 months <br /> is representative of critical hours of operation during a year for most plants. The value reported here is a 12 month rolling average for Hope Creek.
10 ee.
Better 8
k 6
^;
^
l d
4 1.90 2
U I..I...I..I.h$I.$I..DI.II_ *;~ ~~
- j
['
i
^^^
0 1990 1991 1992 J F M A M J J A S O N D J F M A M J J A S O N D 1993 1994 INPO Median Target 12 Mn Rothng Avg Projected Scrams
= *
- + --
C) outage Responsible Manager: R. Hovey Analysis.
Data Source: Jim Clancy
~
The year to-date summary is as follows:
May.
Scram due to feedwater level control system problem.
August:
Scram due to surveillance testing failure.
Scram due to loss of TACS/ generator runback.
October Scram due to feedwater pump logic card failure.
Scram due to turbine trip caused by EHC logic card fault An inaepenaent review of the recent digital feedwater control system modifications was performed to identify any additional design flaws To reduce challenges to the plant. enhancements to the root cause/ corrective action program are undsrway Middle management / supervisory and independent reviews have identified additional areas of focus to reduce this rate. A review of recovery efforts for other plants who have recovered from high rates is underway.
Significant Evonts Nuclear Business Unit l
l This indicator shows the events that have been designated as significant by INPO utilizing the entena in INPO 94-001 " Significant Event Evaluation and Information Network (SEE IN) Program Desenption" Appendix A. Target is O events.
1 s.it r 6
S
?
3i 2
E g
m:
m3 su sei.m i sei.m 2 wo. cr
- t.re.t Responsible Manager. J. Summers, R. Hovey Data Source: John Nichols Analysis:
Apnl 7,1994 - Loss of all circ pumps - Reactor trip,2 safety injections and pressurizer solid.
Salem Unit 1:
Salem Unit 2: March 15,1992 - ESF Actuation: Control Room Ventilation switch to Emergency mode.
Apnl 28,1992 - RHR water hammer with stuck open relief valve.
September 3,1992 - Reactor trip from 100% power with lifting of main steam relief valves.
December 13,1992 - Failure of the overhead annunciator system.
February 6,1993 - 1st stage turbine pressure sensing lines frozen.
June 4,1993 - Rod control system malfunction.
January 21,1994 - Reactor power higher than indicated.
Hope Creek: None.
Corrective Actions:
Salem The ' ras of the organization is on personnel performance and event-free operations. e:
~
Porsonnol Porformanco incident Reports Nuclear Business Unit is focusing on reducing the occurrence of plant incidents through improved human performance. This graph shows the number of significant personnel performance incident reports that were reported in the NRC daily status report (1 & 4 hour4.62963e-5 days <br />0.00111 hours <br />6.613757e-6 weeks <br />1.522e-6 months <br /> reports per 50.72), Licensee Event Reports (per 50.73), designated Significant by the NRC, designated Noteworthy or Significant by INPO, or resulted in an intemal Significant Event Response Team (SERT).
l y
Bener b
Target: 0 Incidents 12 a
10 l
g
-........-.n...
1
~'
~ -
- ~
6 3
j J
2
~E.
ET EL ER M El EiER J
F M
A M
J J
A S
O N
D 19D4 4
$mem 1 2
m Crm 9W"i i
- _i i
Responsible Manager: J. Summers, R. Hovey Data Source: John Nichols i
Analysis:
December:
Salem unit 1-2nd SEC made inoperable, personnel error.
Hope Creek - Failure to obtain 24 hr grab samples rad monitoring system.
'l Corrective Actions:
Communication of management's expectations has been intensified to all NBU employees both formally anu informally through Nuclear Today. FYl's. supervisors dialogues. rolloowns and memos Also supervisior' nas been reiniorcing that work is to be stopped and procedures corrected before work l
continues t
RE3Y 7
. l Ropoot Equipmont Preblomo.
Salem Station This indicator is the number of components that had a failure of the component in the indicated month and a failure within the past 18 months. The repeat failure may not be the same part. The data was generated from standard NPRDS failure reports submitted to INPO. There is a lag of about 1 month for the previous month failures to be evaluated.
s.n.r ig T*W1'*P"'.'*"".
l 12 d
1 g
4
... h..
... l
.... 5.....
J F
W A
W J
J a
a o
m 0
if94 Und i Unn2 Top Ten Avg.
Responsible Manager: John Morrison Data Source: John Nicho;s Analysis:
There were no repeated failures reported for November & December.
For the past identified 18 month repeat failures major corrective actions are underway as follows:
26% are age related failures of radiation monitoring transmitters, being changed by DCPs over the mxt few outages.
16% are Reg. Guide 1.97 type A, control room chart recorders, which have been addressed by procedure and improved training. A design change may be needed to further improve failure rates.
13% are eir operated valves, caused by air quality. This is being addressed by mr drier and filter improvements.
10% are air operated valves in Service Water and going through major refurbishment.
6% are feed pump govemor problems and being addressed by a design change.
3% are hydraulically operated valves caused by a matenal problem and being addressed 3% are flow transmitters and being addressed by PM revisions.
5:RS
.g.
Ropoot Equipmont Prablomo Hope Creek Station I
This indicator is the number of components that had a failure of the component in the indicated month and L failure within the past 18 months. The repeat may not be the same part. The data i
was generated from standard NPRDS failure reports submitted to INPO. There is a lag of about 1 month for the previous month failures to be evaluated.
20 Better w
w Target. O repeat failures 16 n
D 12 l.
d 5
3 e
.. t
- 4....... 4....!......... t
- 4........ y.
J F
M A
M J
J A
S o
N D
1994 Responsible Manager: Jim Clancy I
i Data Source: John Nichols Analysis:
There were no repeat failures for November and December.
Main turbine CIV failures - 2 unrelated failures on different subcomponents, action taken to improve reliability on hydraulic shutoff valves.
EHC panel-failures on 2 different circuit boards. Specific reliability improvements initiated. Overall system review in progress.
W SLC pump relief valve dnft - 2 dnfts on same valve No root cause because of extent of maintenance IST engineer will observe next surveillance performance MS equahzer valve - reuse of component caused 2nd failure problem understood Corrections in progress Leak repair will prevent reoccurrence until refueling.
s2 m
,9,
Corrective Maintenance Backlog
~
Salem Station This indicator shows the work order bacidog at the end of each month'. Previous years are the 12 month average. The backlog includes those items on hold awaiting planning, parts, or plant conditions for implementation. This indicator reflects non-outage corrective maintenance work orders, priority A, B,1, and 2 assigned to station departments. The target is to hold the backlog to less than 525 per unit. Past years are both units combined.
- 2. h 8
1835 1.500 1.000 Y
soO m-1991 1992 1993 J
F M
A M
J J
A 6
O N
D 1994 Unit 1 Unit 2 Teqpet Responsible Manager: J. Summers Data Source: T. Cellmer Analysis:
Unit 1 is 513 and Unit 2 is 510 work orders open.
Corrective Action:
The station departments are evaluating the merits of developing additional data to improve communications and increase ownership with integrated resources to reduce the CM backlog. The
' Work it Now' (WIN) team was organized in 1994 to assist in reducing the backlog by accomplishing maintenance activities requinng minimal planning ano support.
18AS _ _, _
+
t Cerrcctivo Maintanonco Bocklog Hope Creek This indicator shows the work order backlog at the end of each month. Previous years are the 12 rnonth average. The backlog includes those items on hold awaiting planning, parts, or plant conditions for implementation. This indicator reflects non-outage corrective maintenance work orders, prionty A, B,1, and 2 assigned to station departments. The target is to hold the backlog to less than 525.
2.000 Better R
1.500 1
.000 1
g 5
b 450
- ** y a=
- + ***
+ ******** ***
g
_.429 f
,M '
,iilf a;, g y;x,
423 g
s y
Y Yh,
'h llh,'l:A
'l,
$f'f
~, W
N '
Qji
'"i f.
g' 'k',,
y..
$f
@?:
l
.gg W
j6 4
i 4
g 9K
?f
' ?&
- Ri?"
l
$1p 9
? ;N i)'% i
<,?[%
sQ'9 '
s@., $ ki idif: t1
- 'i 9 i,-
45 5.
&p u';.%
$jb'$ d'fs kjh h 1991 1992 1993 J
F W
A M
J J
A 0
N o
1994 Monthly Target
]
Responsible Manager: R. Hovey Data Source: Charlie Smith i
Analysis:
There is a backlog of 513 work orders.
This indicator had improved until October v are resources vere diverted to the Salem outage. The non-outage CM backlog increases dunng the months preceding any refueling outage due to a diversion of Plant resources for preparation This increasing trend continues into the refueling outage and is recovered
)
aunng the operating cycle We are roughly 100 CM verk orders higher than last operating cycle at this point due to an increased facus on nsk assessment and root cause determination Resources have returned and recovery is expected in the 1st quaner of 1995 1 BAH
-1l-
Provontivo Mointenanco Ovarduo Salem Station This indicator shows the number of non-outage preventive maintenance work orders that are open and past their ovardue date. This count includes predictive and trending workorders assigned to station departments. Priority 1 and 2 work orders are included. N target is to hold the overdue to O during the operating cycle and adjusted upward during outage p-is to account for the lower priority non-outage PM's not being performed during the outage.
380 135 100 s.ti.e go
..A go
- 3 yo 5
go
_ k 3
f
~
=
so r
2 30
_..a g
[gj_g Qs 4 y F
h
--h b ff 20 m -
m y
q m9 Q & a a # $ i
- i 7"g M
y:
t M g$. 3 %
g#$
_ g
$ g
.. g
_g - q_
- e_ @ u 7
a m.
at g
.g
,o k
=$5f 4 J ff
! $ }-% N Ij
?"
0 a
m jggg ggg2 ggg3 J
F M
A M
J J
A S
O N
D j
1994 Unit 1 unit 2 Target gvy Responsible Manager J. Summers Data Source: T. Cellmer Analysis:
Unit 1 is 38 and Unit 2 is 31 workorders past their overdue date.
Corrective Action:
Station Maintenance and Planning are evaluating the process to appropriately match available resources to plant condition to achieve an effective Preventive Maintenance Plan.
20s 12-
Provontivo Maintononco Ovorduo Hope Creek Station This indicator shows the number of non-outage preventive maintenance work orders that are open and past their overdue date. This count includes predictive and trending work orders assigned to station departments. Priority A, B,1 and 2 work orders are included. The target is to hold the backlog to less than 25 during the operating cycle and adjusted upward during outage periods to account for the lower prionty non-outege PM's not being performed during the outage.
100 Better n
90 J '-
~ - ' - - " ' '
~
- - - ' ~
E 80
'M l
70 T's,.
- 2 b D'b f4 b
60 h
}{tQ
'5)&
y gg y
- y l
T; 50
k'
fhfh(i[N' E
),
g y
M.x 2
'O 3Q,'y y&Q LQ
- y,,
30 6
' $U^'
- Dk
$)bk' lih
~
'F S '
yh[f
- g' j { ;g 4..,,.,@.. -
f
-48$h
? O 30 jgi (
1 m
..... mm
-.w.....,,...... o hh I
/$D "lk,*sy; yn
/,
i
/
- g, 'h Nif I
y,,,;
' h.
${~
A
-i:0
', ll bl: $,
'y 1'fl'.&
E t
3g
- -- -4
//
i,,,,,
o.
{i$Q'[
Ek
':p$$bi
/s,
,l',,,
- 5 y
' 7: ;
g/
/; g g ;,
i,,
';t
. (.
~ ;n g::
gp O
J F
M A
M J
J A
S O
N D
1991 1992 1993 1994 Target Monthly J
j s
Responsible Manager: R. Hovey Analysis:
Data Source: Charlie Smith Of the monthly average of 270 scheduled work orders,23 work orders were past their overdue date. The increasing number of non-outage PM's overdue during March-July time period is due to the diversion of resources to the refueling outage. This number will normally increase in the month preceding the refueling and is recovered within 2-3 months following the refueling outage. The process for deferral will be change in that this data will accurately reflect true PM backlog Heavy vacation period and diversion of resources t: Salem outage resulting in an increasing trend in December Resources are back in place and a j
aownwara trend is expected in January
- 'OM Ropoot Couco incidont Roports
~
Nuclear Business Unit i
Nuclear Business Unit is focusing on reducing the occurrence of plant incidents through improved human performance. This graph shows the number of repeat significant personnel performance incident reports that were reported in the NRC daily status report (1 & 4 hour4.62963e-5 days <br />0.00111 hours <br />6.613757e-6 weeks <br />1.522e-6 months <br /> reports per 50.72), Licensee Event Reports (per 50.73), designated Significant by the NRC, deshnated Noteworthy or Significant by INPO, or resulted in an intemal Significant Event Response Team (SERT). A repeat incident is one where the primary causal factor and the sub-casual factor are the same and has recurred within a 2 year period.
4 Bett*
y JT u
Target: 0 Incidents l
,o
. _.. _..... _.. ~. _... _. _
1 e
?
l
=
2 I
C.
M m2 J
F M
A M
J J
A 8
0 N
O Seem 1 Setem 2 Hope Osak same suum u
Responsible Manager: J. Summers, B. Hovey Data Source: John Nichols 1
Analysis:
Salem; Repeat cause-Job scoping.11 events were out of a total of 24 ' job scoping' during the 3 year period.
l Hope Creek; Repeat cause-procedure non-compliance.
Corrective action:
Salem; Station management focus is concentrating on personnel performance with emphasis on the STAR program and efective communication.
Hope Creek; Adherence to procedures has been strongly reinforced with emphasis on self reporting.
4 This upward trend shows this heightened awareness with a need to monitor closely to ensure the behavior is improving. A letter from the GM Hope Creek personally addressed to every employee clearly articulated expectations for strict compliance. Appropriate disciplinary action has been taken for these events The enhanced emphasis is expected to show improvement in the indicator within j
the next few quarters l
RE3RY1.__
Accident Rate OSHA Major Contractors The OSHA recordable rate is the number of recordable accidents per 200,000 manhours. The monthly values shown are a rolling 12 month average. The target is based on the National Safety Council, Contractor incidence Rate as reported by construction contractors including heavy construction.
25 Bener g
15 h
10 5
1993 J
F M
A u
J J
A s
o N
D 1994 E Bechtel E Ray *heon P.T.L l -- l Wackenhut Target
-G--
YTD Responsible Manager: Bill Schultz Data Source: Pete Moeller Analysis:
The marked improvement in the safety performance of the Nuclear Engineering retained contractors (Bechtel and Raytheon) can be directly attributed to a strong pro-active safety focus during 2R8. This successful effort will continue to be emphasized during all periods. The increased P.T.I. accident rate will be addressed through closure of the Fire Watch contract and discontinuance of PT.I. use
- SC
-15
ATS Overdue Category 1&2 Tasks
~
Nuclear Business Unit 1
The Action Tracking System (ATS)is a NBU software application used to track and status regulatory i
and intemal action items. Category 1 tasks are exclusively regulatory commitments with extemally
?
Imposed due dates. Category 2 tasks are regulatory or other significant items with an intemrJly imposed due date. The percent of tasks overdue at the end of each month are monitored as a performance indicator including all priorities. Previous year values are the percent of overdue tasks st the end of each year. The goalis 0% overdue.
4 1
2s Bemer h
)
l'a 2o -
is -
j s
1#
11.s 3
to -
4 j
s-
}
i o
1991 1992 1993 J
F M
A M
J J
A S
O N
D 1994 Percent ue
..g.
Responsible Manager: Art Giardino i
Analysis:
Data Source: Art Giardino i
There are currently no Category 1 tasks overdue.
1 The year-to-date value is 13.4% overdue Category 2 tasks (121) from a current population of 900. This is an increase since the third quarter. The increase in percentage is due to a 4
j reduction in overall population of total Category 2 task. Salem Operations has the most overdue tasks with 49 an increase of 19. This increase has resulted due to re-prioritization of
]
activities to finalize Salem Unit 2 outage and return the unit to operation.
l Beginning in January, overdue tasks will be reported by responsible department, rather than NBU Totals.
ATSODUE i
BLD Contant Applicobility Nuclear Business Unit Business Leadership Development is a five week course for managers and supervisors initiated in the Spring of 1994. This indicator is defined as the average rating that supervisors assigned to the following question at the end of the session-l "To what degree to you feel that materials covered during this session is applicable to your job?"
First time out new programs are considered successful with response satisfaction of 75%. If total scores are consistently below 65%, there would be cause for redesign.
100 BeGer
)
y&g
~~~
bh E
!{$fh[M h ffhh hhh.h
.bhff.f p~e c-._
- p ~~ -
j ~, g
~
p s
z;
(
e y
?
9
.l l
i
[
f
,j f
4 a
j e
b
~
\\
/
l s
?
i
-l s
7 j
f f'
- k 20 h
4 2
g 1
4
,i fj. i f,,
h e
1993 1st 2nd Sns dei Stn Semon Score Tar YTD n,, %
Responsible Manager: L. Newman Analysis:
Data Source: L. Newman The year-to-date value for five sessions of training is 83% satisfaction. The number of feedback forms returned were as follows: 1st session; 94,2nd session; 95,3rd session; 69,4th session; 67, and 5th r.,ession. 45. As of 1/27/05 Cohorts 1,2 & 3 have completed all five sessions. Cohort 4 has completed three sessions and Cohorts 5.6 & 7 will have completed session one. This date reflects Canons 1 & 2 completing all sessions and Cobons 3 & 4 completing one through four sessions CPM 1
.I 1
~
Capability Factor Salem Unit 1 The capability factor is the ratio of the available energy generated over a given time period to the reference energy generated over the same time period, expressed as a percentage. Both of these
)
energy generation terms are determined relative to ambient conditions. The "lNPO Median" and 4
"Intemal Target" values represent the year.to-date values needed in order to achieve those goals at
{
year-end.
100 sean llE
-_g L_
,o
..................... m......
yo L
)
en
I.-
so l-l l
\\
e 20
+1--l1--
1 w
1 10 0
1991 1992 1993 J
F M
A M
J J
A S
O N
o 1984 mpo u.a.n Yew h Dee Mwe#
Twpet Propded
+
EE3B Q
Responsible Manager: J. Summers Data Source: John Morrison Analysis:
The year-to-date value is 60.8%. The capacity factor value is 59.3%.
January &
February: Delayed startup due to diesel generator liner problems and 2 inps.
April.
Trip due to grass clogging circulating water intake screens.
May.
Resolving issues from the April trip and safety injections.
June:
Trip due to voltage regulator system and dredging of circulating water intake area.
August Offhne due to condensate pump piping repairs.
Novemoer Power reduced due to loss of 13 station power transformer.
50s1
-i8-
Capability Factor Salem Unit 2 The capability factor is the ratio of the available energy generated over a given time period to the reference energy generated over the same time period, expressed as a percentage. Both of these energy generation terms are determined relative to ambient conditions. The "INPO Median" and "Intemal Target" values represent the year-to-date values needed in order to achieve those goals at year-end.
son.r
..._.1
-........,...............g........,,,
.l l
40
_ _l..-
l
~
i- ' * -
?
"I 0 --
60 8
g 30 20 n
M g
10 1991 1992 1993 J
F M
A M
J J
A S
O N
D 1994 I
INPo Median Year 4o-Date Monthly Tar 9et png.cted i
Q
+
Responsible Manager: J. Summers Data Source: John Morrison Analysis:
The year-to-date value is 58.8%. The Capacity Factor value is 57.8%.
January: Power production lower than planned due to forced outage associated with the diesel generator liner problems.
February:
Power was low due to marsh grass and ice fouling the intake screens.
J Apnl Power was low due to marsh grass fouling the intake screens.
June Tnp dunng startup after dredging.
July Dredging of intake screens area.
j September: Offline due to charging pump maintenance.
Oct-Dec:
Refueling outage 5 s2
,)9, j
l
~
Capability Factor
~
Hope Creek Station l
The capability factor is the ratio of the available energy generated over a given time period to the reference energy generated over the same time period, expressed as a percentage. Both of these energy generation terms are determined relative to ambient conditions. The "INPO Median" and
" Target" values represent the year-to-date values needed in order to achieve those goals at year-end.
??k',
h bh?
S gn
-... ~
l'h, O,
'h'Q
&s
'WN' $$
l$'%
'v *J
' jf*3 b bl.i l,, ',,.
',.s g,,q, 80
- ^ -
- ,{,g
- M,
' h5l 7
A klld' %
';?
80 87
- sg>,
tf?
$1Q
'",'T'
' ' * * * * * ****4 FR W Mi%'** w...
2 ?;
?P+
- a. w
' ' ' ',.,,=O,
76 7 h.
"y f4'
h,i
?,}'$
gg$
, y' g***,,7 2 g)" 'A
.?.A?
3;g kg' yo 13 p so
.' )7
(,-
f /uf'"
Wi;
\\,s
- oes,f' Mt
9 W:?
N' '-(
r a
g$$g$
j'j'y jR;.. g b~
r -;.
g
[f :$y'8 g[g,)@g3
{
50
.- gj j
4
?
t i: i #9
- ' i9 s
d
.{]
]
gy g
a
.,a p.
gg
.3
- )
k g;
- zg'$
x q
h I
f
.:r' f f k
~
v
- t ac
, d. a 3 <
w, i
] @k 30 I
hl'
?
RI@
I ;
'h yo k'*;i
$f,,j.'n i
?* E j./
3 t
e.'x:[h.
'k,,y.ir y
- " ?.
\\
v r
g u
w$' V?
syh
- N
'a un k
N l
$!N 10
- I ?l
'k(?h h5
, ?d
?{' b l
b N
g.q O
1991 1992 19g3 J
F M
A M
J J
A S
O N
D 1994 i
l INPO Meden Year to-Dete MontNy Target Protected l
v 1
Responsible Manager: R. Hovey Data Source: Jim Clancy Analysis:
l The year-to-date value is 77.8%. The capacity factor value is 78.9%.
l March:
Start of refueling outage.
June:
Offline for repair of Turbina Control System.
May:
Scram due to testing failure and scram due to feedwater level control problem.
August:
Scram due to surveillance testing failure.
Scram due to TACS/ generator runback October Scram due to feedwater pump logic card fault.
Scram due to turbine top caused by EHC logic card fault.
50H Cop 0bility Loss Factor 4
Salem Unit 1 Unplanned capability loss factor is the ratio of the unplanned energy losses during a given period of time, to the reference energy generation. To be considered planned, the outage must be planned 4 weeks in advance.
100 D
Y; a.a.r nU
_ ;e c?
M Th;b 1
j&'
a 70
'k$f k ;1
' /
^
.0
_.g3 7p__
av y
- ' u(
+,,.
.x so
- g- ?i i F 2
4m p
n T,
3 j
~
yr T
'i
?
so y
,f 23.9 "1
>p
}
[
3 20
--17 4 --
~
,f 1
9s a m w
wa
.,,u. _-
um s,
M YPE r:m ?% We.W#. WA @ W
- @ m r,,
1991 1992 1993 J
F W
A M
J J
A S
O N
D 1994 Year to Dete Monthty Target INPQ Medaan Protected
+
Q Responsible Manager: J. Summers Analys.is:
Data Source: John Morrison The year-to-date value is 39.1%.
January &
February:
Delayed startup due to diesel generator liner problems and 2 trips involving steam generator two low level and turbine EHC system.
April & May: Trip due to marsh grass fouling the water intake screens and revolving issues with several safety injections.
June:
Trip due to voltage regulator and dredging of circulating water intake area.
August:
Offline due to condensate pump piping repairs.
November Power reduced due to loss of 13 Station Power transformer.
December Power reduced due to heavy nver grass and trash rake repairs.
sisi Capability Leco Factor Salem Unit 2 Unplanned capability loss factor is the ratio of the unplanned energy. losses during a given period of time, to the reference energy generation. To be considered planned, the outage must be planned 4 weeks in advance.
100 sea.,
n so U
so 7o so 1-2a.s k
22.4 so -g-l l
J
^
20 to h
h~
i
" ',~ ~ ~ ',
o 1991 1992 1943 J
F M
A M
J J
A S
O N
o 1994 Year-to Date Monthly Target INPo Medien Protected
+
.rm Q
Responsible Manager: J. Summers Data Source: John Morrison Analysis:
The year-to-date value is 19.6%.
January:
Power production lower than planned due to forced outage associated with the diesel generator liner problems.
February: Power was low due to marsh grass and ice fouling the intake screens.
April:
Power was low due to marsh grass fouling the intake screens.
June:
Trip during startup after dredging.
July:
Dredging of intake screens area.
September: Offline due to charging pump maintenance.
51S2
-22
Capability Loao Factor Hope Creek Station Unplanned capability loss factor is the ratio of the unplanned energy losses during a given period of time, to the reference energy generation. To be considered planned, the outage must be planned 4 weeks in advance.
50 Better 40
"-~
- - ~ - -
30 I
W a
e
';'f!!
~. -.
20 i
- p - l 53h 5[fid
'3M 1
i I
h 10
- ^ zj
[Ih%j... _.
^
6.2
~, g W -'
$?
j 4
i ih$'
'k,j b[g Qj UQW 9
't 61kl
$?6!
- j. 'tf!'
m?#p(1 7flA'1 Uyi?d[w;wl y
^t 1991 1992 1993 J
F M
A M
J J
A S
O N
D 1994 Year-to Data Monthly Target INPO Median Protected
.)
i Analysis:
Responsible Manager: R. Hovey Data Source: Jim Clancy The year-to-date value is 7.9'/o.
Apnl Extended refueling outage.
May Scram due to testing failure and scram due to feedwater level control problem.
June Offline for repair of Turbine Control System.
August Scram due to surveillance testing failure.
Scram due to TACS/ generator runback 0:::ce-Scram due to feedwater pump logic card fault Scram due to turbine trip caused by EHC logic card fault 51 H i
l Contractor Staffing Levels
~
~
' Operations & Maintenance i
{
The number reported include those long term contractors for special projects for those filling permanent PSE&G positions. Security personnel are excluded. The graph shows the breakdown by major f
department. Numbers can be fractional due to O&M/ Capital splits. The numbers reported for previous j
years are the average of the monthly values. The original goal for contractor to approved permanent employee ratio was 12% by year-end, revised targets were established which changed the ratio to 8.7%
i by year-end.
[
Better S
I 1
l
- "a.........,,-
==
1991 1992 1993 J
F M
A M
J J
A S
O N
D 1994 1
Hope Crook Salem ESPB Ee.wces other Target
{
I M
r i
Responsible Manager: Steve Cohen Analysis:
Data Source: Steve Cohen At the end of the 4th quarter of 1994, there were 236 O&M contractors - 3 at Hope Creek,68 at Salem, 59 in E&PB,63.25 in Nuclear Services & Support,4 in Material Control,3.6 in QA/NSR,7 in Human Resources.13 in info Systems /Extemal Affairs,15 in Training. The contractor / approved permanent staff is 9.9%.
1 j
The year-end vanance is pnmarily due to the firewatch contract personnel not Deing released as j
scheduled due to the delay in the return of Unit 2 to service. It is anticipated they will be released in
{
January 1995.
i 37 l
l Central Resm Indicot@rs Out-of-Sorvico Sa em Unit 1 The number of control room instruments, including back panels and annunciators, that cannot perform their design function are tracked for this performance indicator. Monthly values recorded are the total number of indicators out-of-service on the last day of the month. The year to-date value is the average of the number ofindicators out-of-service on the last day of each month. Some indicators (non-outage) do not require a unit outage for maintenance.
35 sen*
h_.___
so 8
25 J
~ -. -..
I F$
7 f$$j
-. g4 3
20
-se e-9-
?~H y
giv v
g; ly g
1 k h.
g.
. b 15 se g
g 10 1
3o x
j L.
{ /
,f l
l 'I 2
7.s s
'fj,f 5
ik
('
f-y
^
i
~'
- pd
?
i
~
CGJ5 j
$}Ju(S
_ m-@
i $S L
j
) (
Il
_2ldj.
$f J
F u
A u
a J
A s
o N
o 1991 1992 1m 19M uonttwy ouino.mnite non ame.
v.w*o i.
7-9.t t..
.i y
+
Responsible Manager: Mike Morroni Data Source: Mike Morroni Analysis:
Twenty control room indicators were out-of service at the end of December for a year to-date average of 18.3. Included in these indicators are eight outage related items that can only be restored during the impending 1R12 Refueling Outage or forced outage as appropriate. With the completion of the Unit 2 outage, resources will be retumed to permit a continual focus on reducing indicators to within the desired goals.
Data for non outage indicators was not available prior to December.
27S1 I
.l Contr@ Reem Indicaters Out-of-Sorvico L
Salem Unit 2 1
1 l
l
\\
l The number of control room instruments, including back panels and annunciators, that cannot perform their design function are tracked for this performance indicator. Monthly values recorded are the total number of indicators out-of-service on the last day of the month. The year-to-date value is the average i
of the number of indicators out-of service on the last day of each month.
)
45 Bgtfor JL
- e 40 Q
~
M.. o,
-.. '. '. -M c
- i f
4l',.
Wl.
' - )
w g[
gly;
,,~
~
w j
g z.h4:
g
$ 's'
{$'i
' j.]
jh
- l:":j:
- afk, v
x g'f [,ip g' r:g g)::g,,,gg gf4,g' -
j 25 g::.
h
' $ g,c/
g
-~> ;lf,,;
..,,,:j,.
v:
,:..N 9p'#'" ':Sc ::s G
'I'IT EIR W,.
P4 O
TI t'
I" 20 5 5
4.
4 Y? s,f b
'f$hfli hl
.Q's*W$s,/Q IO Q
15,qg Sh by : ',:,
-W,5E*
- <:w '
'L
/y.,%
- Q,,:
.d Q-y l
?
l
,,i,,'
Z,,.
vi,,y
\\
/ ~0s;.
I ;
v
~
.'i'?
,:;;iQ IIM;e k;; h
$'fth:
- g t,
e
'q?,, j
'?.
Y ;.
k
'f
~"
^ ^
h ts
- '+
,?1
?,.n. <',
i 9g f
~="~
~***
~~'*
~*
- ~~
10 4
~,
r W,Y:
?'v-W:'.
> h;
- it>,7
-pygg
- f%;,,
'{$f,j,,
(/
~r~
&V
$4er y&;:
- ft I
', ')~ f it
.J QY e
/
?0'Y, % IS,.
i, :
"w
$a
a l
u k
fy'%,$
8 d'g'y:.,g :
l,glgz
- ,_cfl g;;
5 A
~%
$4 i'V k, ;;,',
W W' ',,
'?y',
L,,'p,,
+
Q'j; 49 9
J
.. s,o i
.~-i,
.,~3;(
",;; c':-
'q
'-:.y' e
- pt
's f s
'+ -
a? ;,5
,s
[
0 J
F M
A M
J J
A S
O N
D ggi ggy jy3 1994 Monthly outage Morithly non outage Yeardo-Date Target j
[',
-l 4
Responsible Manager: Mike Morroni Data Source: Mike Morroni Analysis Twenty-three control room indicators were out-of-service at the end of December for a year-to-date average of 30 4 l
l Corrective action I
a+ter completion o' Unit 2 outage. focus will be maintained to reduce the number of these indicators to
- a' goa e' 14 by 215 94 This goal assumes a reasonable number of emergent issues will be
'e:e s e during inis period Data for non outage indicators was not available prior to December.
1
- 7s: 1 l
J C@ntr@l Reom ndicot@rs Out-of-Sorvico Hope Creek Station The number of control room instruments, including back panels and annunciators, that cannot perform their design function are tracked for this performance indicator. Monthly values recorded are the total number of indicators out-of service on the last day of the month. The year-to-date value is the average of the number of indicators out-of-service on the last day of each month.
25 Better I
I 20 l
a
,o CR a,s j
14 3
- $,wt i
j 15 14 2
~.... ' ". ~.......... ~...... ~.......
+. ~
' ~ '
-.Y.'[*'*<
.... ~....~....**.........'.'...........
=
6 l
+ = <-
+
i:-o+;
jff'<.
g y
~ ~ '
i
. kid 6y VM 1
e-
%, N
. 7,,A W
- ^
f di':,
,g
~
's 10
- f h-f>n
-[ f
$h,k'$f
~ f.,, 6
- hk'?
1x age k.
- a5 a w'fg{
%?$, h, f -wg t ' g,ff{ ,,, } .:x. 'G 7,3 r y:, $',4R,$,
- ( ;,< $, ' '
1 ~ c 'h,hh k T$,l4,$ . n 2% I z ~eh .1< v,,. 'h1 . n' ?l h . b:4T,4 'W 4 -l"h, );'i 'N Y;, Nl 'E 'f E, >'b' $5'g,.kh', ? ? ?% WO :i ??h 'i; f " yh Q l0$$ gg'i I'. L,; l yym a i d;lv
- .n,..
,4,,,, n u. ?,V ?* ^ 'yb ?: fy, fW? +41,ji %; l M' A b^ Y'M't 'f?'m d _2_ i_ M[,, _,l'ji, u_M@_1_11,L o _, L "E ? : _4 h J F M A W J J A S O N O 1991 1992 1993 1994 MontNy Year 4o-Dete Target i- ,4q + l Responsible Manager: Marty Trum Data Source: Marty Trum Analysis: Nine control room indicators were out of service at the end of the month. Five are on hold for system or unit outage. Four are work in progress. i 27H 27-I
Document Management Syotom-Time Available I l Nuclear Business Unit I This indicator shows the average weekly availability of the Document Management System (DMS) [ against the current goal of 150 hours per week. Availability of the system is a reflection of system j performance and user access to controlled documents. The goal is based on an estimated time of j unavailability to allow for maintenance of the system. i i 300 e.., 2so 200 j -r iso i E ,oo 50 -~ ) 0 J r u A u J J a a o a o j 1994 .may ...o.. vio Tw.i + Responsible Manager: Robert Gehret Data Source: Robert Gehret Analysis: The value for December is 151.5 hours, above the target. The lower than targeted times in September through November was die to server backup time increasing because of the growing number of documents entering the system. Additional server hardware was installed that resulted in reduced unavailabihty times. cPwie g
Documont Menegoment Syotom ' Documents into System Nuclear Business Unit This indicator shows the number of controlled documents that have been converted into the Document Management System (DMS) from a base of 302,200 active documents in the Document Control System as of 3/31/94. Documents in DMS are available for onJine viewing and printing at any DMS workstation. A document may contain more than one page. The goal is based on the estimated total number of pages and the scanning rate. eo Better j g .,*... ~. g ... ~. ,e R 1 g ~. =.... _ _. g ,8 10 ~ ~ ~ - ' ' " ' " ~ ~ ' " ' " " ' ' ~ ~ " ~ ' ' ~ ~ - l ~ ~ ' ^ ^ ~ ' ' ~ ~ ~ ~ " ' - ~ ~ ' ~ ~~- J f M A M J J A 8 0 N D 1994 Responsible Manager: Robert Gehret Data Source: Robert Gehret Analysis: The year-to-date value is 45.9k documents scanned into the system since April, cmB ,u.-- a . ~ -. - u - = - -.. 2 k-a-, Documont Managomont System Workstations Installed Nuclear Business Unit This indicator shows the number of Document Management System (DMS) workstations installed in comparison with planned installations. DMS workstation installations represent growth in the number of departments that have direct access to the system. l 200 g.. ,an f ,,...................M l }; gyn ]go e m-ggg J F M A M J J A S O N D 1994 Month YTD Target Responsible Manager: R. Gehret Analysis: Data Source: R. Gehret The year-to-date value is 131 workstations installed, on target. The installation of the workstations for September through November was placed on hold due to delays of the cable installation in Hope Creek station. OPW1 A -3 0-
Dynamico of Loadorship Nuclear Business Unit This indicator is defined as the average rating of employees' response to ten questions involving their perception of how well NBU management is doing in leadership skills. The rating scale varies from a j high of 5 to a low of 1. The survey will be conducted quarter 1y, with a target of 4.0. SO M.r 30 a: 2.0 1a 1st Otr 2nd Otr 3rd otr 4th Or 1994 rating Target Responsible Manager: C. Johnson Analysis: Data Source: V. Wiegal The 2nd quarterly survey was conducted during December. The average rating was 3.5. The survey revealed that most people feel empowered to identify problems. take action and know the standards of performance needed for theirjobs. The areas that need improvement are improving feedback on individual performance. ensureing everyone is treated with respect and continuing to break down barners The next survey is scheduled for March 1995. HUM 4 31-
Empl@yco Ovortimo Nuclear Business Unit i Overtime hours are reported as a percentage of total recorded work hours. The year.end target is 16E This target has been established intemally. Expenditures for overtime are shown with a year.end budget of $15.5 million. 2s Bener 22 5 to - - ~ ~ - ey 17 $ 15 5 i ........................................................................y. 13 ,~ f p r" ur a / / Y 12 5 ,( - g -- s y 09 / 10 I 8 -r! 7 0 --- y a. 1 s [ [ / 75 ~ ~ f f /7 u g s 2 1991 1992 1993 J F M A M J J A 8 O N D 1994 S Post years S Year to oete S Target % Peet years %wer W e % Target C:: M -S-Responsible Manager C. Johnson Analysis: Data Source: R. Longhurst 1994's $21 million overtime costs exceeded the budgeted $15.5 million by 35% Actual overtime dollars have increased approximately 76% and have risen, on average, by approximately 19% annually since 1991.1994 overtime costs exceeded budget primarily due to unplanned outages and extended refueling outages. The ratio of overtime hours to straight time hours worked during 1994 is 16% for Salem and 10.9% for Hope Creek stations. Additional analysis separating bargaining unit, exempt (typically grade 9 through
- 13) and non. exempt (typically grades 1 through 8) employee overtime hours worked suggests that exempt employee overtime is high relative to bargaining unit overtime.
Actions taken dunng June and July 1994 began with a review of overtime costs, trends and specific archtations of the policy in August, a memo from the CNO was distributed to R/C managers W rm,ng the Ou' rent overtime pay policy, guidelines and management responsibilities. Throughout Me secono half cf 1994 specific managers were provided feedback about overtime practices. During O :coer overtime was identified as a potentialwork process improvement team issue. The management of ovenime has been identified as a 1995 business goal. 39a 32-
\\. Fuel Roliability Salem Unit 1 t l Nuclear fuel can be manufactured and operated to achieve design bumup levels without fuel rod failure. When this is achieved to fuel has operated reliably. Routine fuel inspection following removal from the l reactor vessel is not always practical to verify fuel reliability. Failed fuel rods release iodine activity to the primary coolant during operation. The magnitude of the steady-state (greater /less than 5% power for at least three days) lodine-131 activity in the prims,.y coolant corrected for the recoil (tramp) contribution and normalized to a common purification rate providu a relative measure of the number and size of fuel rod failures in the core. 100 Bauer ._. _ _..h. ____ 3o 10 -~- 3.as 3 1.07 ] x 0.3 ~ O.1 ~ t ~ 0.03 x, p g ( 0.01 1991 1992 1993 J F M A M J J A S O N D 1994 YTD1 Fahne Threshold (INPO) Target Month 9 c .i + Responsible Manager: Elliot Rosenfeld Data Source: Elliot Rosenfeld Analysis: The current chemistry analysis indicates the possibility of one or two failed rods in the core. The unit will be shutdown on April 8,1995 for refueling. In-mast sipping, ultrasonic testing and visualinspection will be performed to find the leakers. New design fuel assemblies were utilized in the last refueling but results will not be known until the spring of 1995. 09S1 -3 3 -
Fuel Reliability Salem Unit 2 Nuclear fuel can be manufactured and operated to achieve design bumup levels without fuel rod failure. When this is achieved to fuel has operated reliably. Routine fuel inspection following removal from the reactor vessel is not always practical to verify fuel reliability. Failed fuel rods release iodine activity to the primary coolant during operation. The magnitude of the steady-state (greater /less than 5% power for at least three days) lodine-131 activity in the primary coolant corrected for the recoil (tramp) contribution and normalized to a common purification rate provides a relative measure of the number and size of fuel rod failures in the core.- 1 100 -8 = 10 l 3 ...................................._.................,...... g.................... g _.................g..... o.3 -wat- + l 1 ) 0.1 [- o.os 1991 1992 1993 J F M A M J J A 8 O N D 1994 Y Failure Thresheid Tor 9et Monthly __,TD Responsible Manager: Elliot Rosenfeld Data Source: Elliot Rosenfeld j Analysis: Salem 2 ended its Cycle 8 operation on October 14,1994. Fuel inspection and assembly repair were performed during the end-of-cycle refueling outage. Nine damaged assemblies with 12 leaking fuel rods were found. Eight fuel assemblies are VANTAG-5H (V5H) fuel which had 11 leaking rods. The damage to the V5H rods was caused by grid-rod fretting (vibration). The vendor had offered a solution to mitigate the problem with the same design from failures discovered at the end of Cycle 7. The Fuel Rehability Task Force, formed last fall, recommendations are being implemented which is expected to improve the rehability through increased manufacturing audits and better root cause analysis. The other damaged assembly is a standard 17X17 fuel. The assemblies were removed form the core. 09s2 34
Fuol Reliability Hope Creek Station Nuclear fuel can be manufactured and operated to achieve design bumup levels without fuel rod failure. When this is achieved to fuel has operated reliably. Routine fuel inspection following removal from the reactor vessel is not always practical to verify fuel reliability. Failed fuel rods release iodine activity to the primary coolant during operation. The magnitude of the steady-state (greater /less than 5% power for at least three days) lodine-131 activity in the primary coolant corrected for the recoil (tramp) contribution and normalized to a common purification rate, and offgas activity provides a relative measure of the number and size of fuel rod failures in the core. Past performance indicates a practical level for the target when there has not been any fuel failures. 500 Beeer 400 l 300
- ._:--=-._ - _.
200 100 C 0 0 21.4 21.1 "d 10 1991 1992 1993 J F M A M J J A 8 O N D 1994 YTD Failure Threshold (INPO) Target Monthly g e a Responsible Manager Elliot Rosenfeld Data Source: Elliot Rosenfeld Analysis: Hope Creek is in Cycle 6 operation. At the end of Cycle 5 refueling outage, a leaking bundle was found. The cause(s) of failure is unknown at the present time. The vendor attributed the only other failure to PCI which was likely caused by missing pellet material. The leaking bundle was removed from the core. Since then the offgas activity has returned to a very low level around 10 uci/sec. Manufacturing audits have been enforced to eliminate manufacturing defects. The offgas activity continues to stay low indicating no fuel failures are present. 09H -3 5-
Inventory Value Nuclear Storerooms The year-end target for inventory value is less than or equal to $100 million (100% do the 1995 NBU milestone that supports the corporate goal of $100 million (PS share) for to inventory value in 1999. The NBU portion of the 1999 goalis $57.963 million (P.S. sha goal for 1995 year-end is $69.057 million in P.S. share dollars. a.a.r . 13,6 O 94 12.N 12 99,3 0- - 10 I,8
- ~
Y .f. e 2 ~ ~ 19'd 19921983 J F M A M J J A S O N D 1994 Target Responsible Manager: Mark Shedlock Analysis: Data Source: S. Cohen The year to-date inventory value is $104.9 which is better than the target. PROC 4 -36
i l. Licensee Event Roports Salem Station All power reactor licensees are required to rtnort r rtain types o' unusus) occurrences to the NRC. a 3 These reports, called Licensee Event Reports (1.ER's) cover a wide range of occurrences including equipment failures, personnel plant errors and plant emergencies. The monthly number of LER's, I broken down by cause, is monitored along with the year.to date total. The yearly targets are total LERs no more than 35 and Personnel Error LERs no more than 8. The targets are based on industry averages l and past performance. The LER is issued within 30 days of the occurrence. It is counted in the issuing
- month, i
1 1 i Better 60 b-l SO l 40 b 3_4 l 3 30 20 1 ? O j 1991 1179 2 1993 F M A M J J A S O N D J 1994 Year-to-Date total Personnel Design / Equip AllOthers Target total Target-psnt error Year to Date Prs! _e a Responsible Manager: J. Summers Data Source: Joe Fest Analysis: During 1994 there were 34 LERs,17 with design as primary root cause and 11 personnel error. I Personnel error count will reduce with continual focus on ownership, attention to detail, self checking. and procedure compliance. Nine of the 17 design LERs were due to rod indication position dnft. This l issue is under study by the owner's group In addition. a Licensee Change Request has been submitted to NRC for review in August 1994 to allow an hour to restore operability i 285 37
Liconcoe Event Roports Hope Creek Station All power reactor licensees are required to report certain types of unusual occurrences to the NRC. These reports, called Licensee Event Reports (LER's) cover a wide range of occurrences including equipment failures, personnel plant errors and plant emergencies. The monthly number of LER's, broken down by cause, is monitored along with the year-to-date total. The yearly targets are total LERs 1 no more than 20 with Personnel Error LERs no more than 6. The targets are based on industry averages and past performance. The LER is issued within 30 days of the occurrence. It is counted in the issuing month. l Bctter 60 $o 4o b l N y 20 - 3 16 .12 ' 10 - -- 7,;... Nl ~ 1991 1992 1993 F M A M J J A S O N D J 1994 Personnel DessgrVEquip AllOthers Target. total Target. pani error Year-to-Date total Year-to-Date Psnl. i i. 4 Responsible Manager: R. Hovey Analysis-Data Source: Jim Clancy The year-to-date va!ue is 19 LERs with 5 personnel errors and 9 design / equipment reports. January 94 018 - voluntary LER on service water travelling screen flow switch (design inadequacy)- flow switch permissive does not meet design intent 94-019 - HPCI lube oil exceeds water content specification - equipment failures - LER due 1/12/95 l 28H -3 8-l 1
Leot and RGotrictad Time Accident Rate Salem Station This indicator is defined as the number of accidents for all PSE&G employees in the NBU, that result in one or more days away from work (excluding the day of the accident) or one or more days of restricted work, or fatalities, per 200,000 person-hours worked. If the accident occurs outside a station it is assigned to one of the stations in an altemating sequence. The intemal goalis.95. This goalis based upon industry goal and past performance. 5 Bcuer 4 3 1 ' ~ ' - - - ~ ~ ~ g 2 2 ' ~ - - - - - { 1.5 c: 1.16 1.24 ,. ll 1 r r-- hh ~ k + 1991 1992 1993 J F M A M J J A 8 O N D 1994 Year-to-Date INPo Median Monthly Target .-e a Responsible Manager: J. Summers Data Source: Pete Moeller Analysis: The year-to-date value is.26. The improvement over 1993 is primarilly attributed to increased buy in to the safety program at allievels in the organization, combined with increased management oversight and more safety coordination in the field 255 -3 9-
0 . l Loat and Rootricted Timo Accidont Rato Hope Creek This indicator is defined as the number of accidents for all PSE&G employees in the Nuclear Department , that result in one or more days away from work (excluding the day of the accident) or one or more days of restricted work, or fatalities, per 200,000 person-hours worked. If the accident occurs outside a station it is assigned to one of the stations in an altemating sequence. The intemal goalis.95. This goalis based upon industry goal and past performance. l 5 s.it.r 3 \\ E 2 N g2 - - - - ~ - - - - - - - - - - - - - - - - I f - - - - - ~ - - - - - 5 1 4 s[ djv \\ 1 08 (* f 1 ot f y 1991 1992 1993 J F M A M J J A S O N D .4 1994 Year to-Dete INPO Median Month 9 Target + .i........ Responsible Manager: R. Hovey Data Source: Pete Moeller Analysis: The year-to-date value was.34. Emphasis has been placed on the monthly safety meetings with more attention being paid to coaching employees for safety awareness 25H -4 0-
MMIS Diocropancy Formo ( Work-in-Progress Level Nuclear Department MMIS Discrepancy Forms (MDF) are used by Nuclear Department personnel to identify and correct MMIS Resource Data Module discrepancies (e.g., input errors, inaccurate, incorrect or missing data). This indicator shows the total number of MDFs residing in Nuclear Engineering Design (NED) for disposition. The Work-in Progress (WIP) level of 75 is the normallevel NED can process. Current levels above the WIP are considered a backlog. l s f ,ggo g T sJ ~ hi.. 73-d !j. - - t \\ 3 w O-5 p q t 6 ; ~ 3 _v s _;' 9 j }-s p-p-p-)' j -- I' h-1 3 m e t e c 1 3-280 pq j; - ': --- ', y -s 1 x, } {f( - d [ - " 5 -i 9 2e 1 -- g -l-- j { - -( 5 ( s.- - - - s 200 7 h._f ,,o _ f - {._ } 1 ,20 y i ^ :- 6 4 s s n s 4 - ~- -~ g 8 x f , - ~ u v a 3 ? 9. s .m. p ; s t f t
- )
's 7 s e y - 3 g.- O J F M A M J J A S O N D 1994 Bacid on p ms et le ad Responsible Manager: George Englert Data Source: George Englert Analysis: There are 164 MDFs waiting disposition with 103 MDFs greater than 3 months old. 5 MDFs are data base discrepancies. The increase in open MDFs is a result of resources lost to support station outage DCP packages. and not available for MDF resolution. ENG6b 41-
~ NJPDES Violations Salem Station i New Jersey Pollution Discharge Elimination System violations are compared to Salem's intemal target for the year. Included in this count are exceedances of DMR numericallimits, administrative deficiencies and Notices of Violation. 24 20 -e. a. .m._-eem me.4...- s o.e.-5 e. --h .-e-- e+.e.. .a4 19.a.O.- g. 12 ...g... a "~ ~ - - - -._ A j J j 8 o N g 1991 1992 9gg3 1994 Year-to-Dete Monthly Target --o-i,y Responsible Manager: J. Summers Analysis: Data Source. F. Thomson To date no violations have been received. 43S 42-
NJPDES Violations Hope Creek Station 1 I New Jersey Pollution Discharge Elimination System violations are compared to Hope Creek's intemal target for the year. Included in this count are exceedances of DMR numerical limits, administrative deficiencies and Notices of Violation. 1 i i 8 Beter q 7 9. i 6 5 - - ~. _ l g 4 ~ ~... ~ ~,, ~ 3 3 ' - ~..., ' ~..,.... ~.., l .~.a................................ - ~.. s... 2 O O = 9 ~.,, = O p 1991 1992 1993 J F M A M J J A S O N D 1994 Year.ts@ete Monthly Target + [ .} Responsible Manager: R. Hovey Data Source: Frank Thomson Analysis: March: One (1) violation of petroleum hydrocarbon limit and oil sheen due to overload of Low Volume Oily Waste System. 43H -4 3 -
'l NRC Violatione Salem Station The number of NRC Violations are monitored by the month in which the violations were actually received by PSE&G. There is normally several months time lag between discrepancy identification and l written notification of the violation by the NRC to PSE&G. Severity Level I and ll violations are very significant; Level ill violations are serious and generally result in civil penalties; Level IV and V l i violations are less serious and generally don't result in civil penalties. The target includes having no Level 1111 violations. 20 son., -h l 18 l gg I 14 l f 12 - - - - - - ~ i 'E to 5 h 6 - - - - ~ ~ - - - - - - - 6 a'*..**** 6 - ;g.e lfa a. x. .. ^~..***,.is***,...***....*****" +
- V 4
hfi k lg@i hh3<R ,'tj$ ~ 'py& ) 2 $f" ~*"'R ~' ~K 2 ni:> ye, ,w; , s, ;; hm . _$5_ _ _L',, ; } o 1991 1992 1993 J F M A M J J A S O N o 1994 Lowl 1-3 Lowl 4 5 Year-to-onte Target t..,... i --o - Responsible Manager: J. Summers Data Source: Frank Thomson Analysis: The total for the year is 21 violations. The list of individual violations and the correctiw actions are listed on the following page.. 1 13s ~..... - -. Aarlysk: The total for the year is 21 violations. J:nuary: Level IV violation for April 1993. There was a falure to properiy implement Tech Spec requirements involving operability of the diesel generators. CA: Event reviewed, procedure changed, increased testing. Fgbruary-Level IV violation for December 1993. Operators placed a safety system in an abnormal valve lineup for edsting plant conditions. CA: Event communication with operations (NOB)), procedure dewlopment March: Level lli violation for October & Nowmber 1993. Failure to properly implement procedures in the areas of work control & industrial safety. Level IV violation for May 1993. A mode change was made with inoperable equipment. CA: Expectations reinforced, oversight group established, letter from VP on field presence, contractor reduction, training for contractors, unitization planning . April: Level IV violation for March 1994. Operation of the plant was not conducted in accordance with Technical Specifications when certain valves were inoperable. CA: Event reviewed, procedure change, training June: Lewl IV violation for May 1994. No wntten evaluation was performed for a change to the plant equipment. Level IV violation for June 1994. Security Program. CA: 50.59 completed, letter issued, training revised, counseling Sep*cmber: Lewl IV violation for July 1994. Insufficient training for person in a safety related activity. CA: Training increased, counseling, ownt communicated, work control document changed Level IV violation for August 1994. Test procedure did not implement design criteria. CA: Calculation review, procedure changed, self assessment completed, ewnt reviewed October: Four Level til for April 1994 - Allowing degraded conditions or workarounds to exist rather than being addressed. Failure to update the FSAR. The Senior Nuclear Shift Supervisor failed to maintain the command function of the control room. Having inadequate procedures. CA: Transmitter sensitMty changed, plan to remove signal from SSPS, new root cause analysis procedure, effectiwness rework to be done, MS10 modification installed to eliminate reset wind-up, work around list made & scheduled, review of DCP's for simuar problems, Quarterly meetings with SNSS, letter from GM on empsctation on reactivity management, operations letter on expectations, simulator training sessions, video, procedure changes, counseling, WOG review of EOPs. Two Lew! IV for April 1994 - Loss of configuration control of the plant. Not providing suffeient information to the NRC in accordance with requirements, i CA Safety evaluation DCP process change, prestaging of material, training, counseling, assignment of installation & test engineer, configuration control process changed, ECG revised, EC training.
- November Four Level IV for July & October 1993 failure to identify & correct sustained periods of power above Icensed level. Failure to perform a daily calorimetric power reading. Moved irradiated fuel without proper containment isolation. Security guard granted access to persons without wrifying prope,r authonzaton.
CA: Testing completed, flow nozzle replaced, safety analysis performed, evaluation of remowd nozzles procedure changed, ewnt communicated, counseling, initial licensee training emphasis, review of outage planning & schedule processes, put in requal training, retrained & recertified personnel, ewnt communicated to security force, disciplinary actions taken, follow-up assessment survey December Two Level IV for September thru November 1994 - Failure to perform adequate corrective actions dunng certain maintenance activities, inservice testing of several valves was not performed in accordance with the ASME Code. C A IST procedures changed, operabikty training, operabikty evaluation, program for testing & cleaning valves changed Rehef request to NRC, recurring work order established, event reviewed. IST wit. assessment upgraded program. -44a-
NRC Violatieno Hope Creek Station The number of NRC Violations are monitored by the month in which the violations were actually received by PSE&G. There is normally several months time lag b~ tween discrepancy identification and e written notification of the violation by the NRC to PSE&G. Severity Level I and 11 violations are v significant; Level ill violations are serious and generally result in civil penalties; Level IV and V violations are less serious and generally don't result in civil penalties. The target includes having no Level I-ill violations. i 20 m., 16 16 ^ ~~'-~ --- - ~ ~ ~ ~ - 34 ~.. 12 - ' ' ~ ~ - ' - - - ' ' ' - - l = = 6 ~ ~ ~ ~ ' * - ' - ' - * - - - - - ' - ~ ~ - " " " - 4 Q,....;.......,... I a. + - g 4 y5 0 1991 1992 1993 J F M A M J J A S O N D 1994 Level 13 Level 4-5 Year to-Date Terget a e W. :.0 f-1 + Responsible Manager: R. Hovey Data Source: Frank Thomson Analysis: The total for the year is B volations 13H .'I b -
i-Analysis: The total for the year is 8 violations. June: Two Level IV violations for May 1994 - procedure non-compliance. CA: Test review, procedure changed, event reviewed, hardware replacement, PM established, counseling, new procedure, review program established, admin measures established. Level IV violation for May 1994 - Inadequate corrective actions on a previous refueling problem. CA: Counseling, procedure changed, training, new self verification, DCP examination, eot cause procedure. Level IV violation for June 1994 - Security Program. CA: Disciplinary actions, self assessment, QA review, contractor feedback. Srptember: Two Level IV violation for July 1994 - Inoperability of a remote operated safety-related valve. Test procedure did not implement design criteria. CA: Design Change reviewed, procedure changed, event review, retest program review. 125v battery is being disputed. October: Level IV violation for July 1994 - A contaminated ladder was used outside the radiological control area and contaminated workers. CA: Event review, procedure changed, / consolidated, HIT review, relabling, new storage area. Level IV violation for August 1994 - A fuse was replaced with the wrong size which prevented the operation of safety related instrumentation. CA: Replacement and repair, replacement review, event review, procedure developed, counseling, in-field review, training. -45a-
Porsonnol Porformanco incident Reports Contractor With a reduction in the number of events caused by equipment failures, a key to further improvement is to enhance human performance. This graph shows the number of primary causal factors itat havr, been caused by contractor human performance in each quarter. The values shown are monthly averages for the quarter. l l 3 Better w l l .k 2 a .o bz 1.5 1 l 0.5 0 ist 2nd 3rd
- n 1st 2nd 3rd en 1993 1994 seem i Eeem 2 Fope Creek ESPB Otner l
'j l- { .:rv s.d [- 'l Responsible Manager: Bruce Preston Analysis: Data Source: John Nichols The fourth quarter increase was a result of increased contractor activities during 2R8 outage. To assure adequate understanding and defense in depth all outage irs will be addressed in the 2R8 outage lessons learned RE6o -4 6-l l
Coat of Gonoration Nuclear Business Unit i The cost of generation is our total product cost; Operations & Maintenance, Fuel, other costs (depreciation, decommissioning, franchise tax, interest, insurance, overt 1ead, and operating revenue requirements) divided by the net electrical generation. Budget values include capacity factor targets, monthly O&M budgets, thermal performance targets and projected fuel costs. 12 'W5'k' 99 ] 10 ~~ ~ "' " " - ~ ' ~ ~ ~ ' ' ' - ' ~ ~ ~ ~ ~ ~~~~~"~~~~~^ ~ ,1;,":,,4,,:,g 9 ', ,$gl '6 ' g 8.51 ja*
- /4 '
W -m 6 'g' ~~~ - $)'., ,h;l'll. ~ ~ ~ ~ ~ ^ ~ ~ ~ " ~ ~ ' ~ ~ " ^
- /h+ks *
'j 4 gg;a o 'z 1 - d 4. ~ vg. p y ..., m.g%, ,x 4 6.25 AD2"
- ,gh
'$nf
- M,,z N_
@,N c / n,s m,,, h$f b -M' 1 .W W MI' " " - ~ ~ - U N 6 i s 'ts 'o f,j'. :' g; y's' ?, ' 4NQ
- riyw
' g' f 2+l
- t,$$
N? ,/ 6 ,fp 4 >; s'$p' j g. g, g;g& u 4 Wf's k'%:7 l[ j, .$. ky f:,(gg'i'gy. Qq > lg jf,', %gy q i .i. x;,. M -.w: D,g,.,'; y "' ':2>,: i b*
- eh hf Q[hdfl[ M; h M 3
2 52 2.19 t 2 1 76 k k ~ ' 'h'w { Y h b YN~, ^ 'A %,J ~/; / ~k ' + ' T' 1 'i ?-r -w i.,ik. !f.5 l,, i{,'hk,?'.cNh,sh& ;Q,;,.l,[' gl ,khy.uif: h,l:;, /.,', ';/,a., ? gi 1 y n4 u, n,, y;,
- g
,. g,, gin u 0 O N D 1991 1992 1993 1994 M other O&M & Fuel Totai Total O&M & Fuel Protected Cost -.a q.- g i Year-to-Date Year-to-Date Responsible Manager: L. R. Eliason Data Source: Steve Cohen Analysis: The actual year-end production cost (O&M and Fuel cost) is 2.58 cents per kwhr versus the budget of 1.98 cents. The actual total product cost for the year is 7.43 cents per kwhr versus the budgeted total product cost of 6.01 cents. Special year-end accounting transactions increased our final production cost and total product cost 16 47-
Coat of Gonoration Salem Station I i Total Product Costs i 14 s.ne, ,12 to g g s si s.4s u e l-___ b a 93 - 1991 1992 1993 J F M A M J J A S O N D 1964 Production Costs (O & M and Fuel) a e, f __ l 2.as _.... _g,,, *.,,,. E.'..>.~ *. -............. g 2.se 2 ..e-1991 1992 1993 J F M A M J J A S O N D r nts indirect Expenses Year to-Date Budget O&M & Fuel Direct O&M Part FueiPari Analysis: Responsible Manager: John Summers Data Source: Steve Cohen The actual year-end O&M and Fuel cost is 2.71 cents per kW-hr versus 1.92 cents per kwhr budget in the t astness plan The actual total gost of generation of 5.67 cents per kW-hr was higher than the budgeted amount of 4 23 cents in the business plan Although our capital. O&M and Fuel components are below Dudget the costs per kW-hr exceed the objectives due to lower than planned production. Special year-end accounting transactions increased our final production cost and total production cost. 16SB 48
4. l. Cost of Generation Hope Creek Station j Total Production Costs i 8.n. 9-.:. 12 ---~u--~~~- ~ - - " ' ' ~ ~ - - ~ ~ ' ~ ' - ~ ~ ' ' ' ~ - - - - ' - ~ ~ ' ' i io.so I l 1. 9 8 j 1991 1992 1993 J F M A M J J A S O N D Production Costs (O & M and Fuel) s.n. g ';'d g...,& 2.._ ..f,,, u f-h'e '#"*' r e e 4,. g.. n f.,* 2 os o 1991 1992 1991 J F M A M J J A S O N D vee hDw'e Budget O&M & Fuel Dweet O&M Part Fuel Part Reg evnents indrect Espenses m m Analysis Responsible Manager: R. Hovey Data Source: Steve Cohen The actual year-end O&M and Fuel Cost is 2.38 cents per kW-hr versus 2.12 cents per kW-hr budget in the business plan This vanance was due to special year-end accounting transactions. Although actual net generation for the year was lower than the budgeted generation, the year-end production cost goal .v:.ca nas e oeen attainea without the special year-end transactions. Actua tota: product cost for the year is 10.24 cents per kwhr versus budgeted business plan total product cost of 9 62 cents Higher inventory write-offs and special year-end reclassification transactions were mainly responsible for the additional cents per kW-hr variance. 16HB 49 ,t
- 1 Radiation Expoauro Salem Unit 1 The collective radiation exposure is the total amount of whole-body (deep-dose) radiation received by all personnel, including utility employees, contractors, and visitors at Salem. The "lNPO Median" and
" Target" values represent the year-to-date value needed in order to achieve those goals at year-end. The INPO value is the industiy PWR value with approximately 1/3 of the units having a refueling outage. 1 300 Better R 250 n. 206 207 200 l .) ,a
- ig
'1 s cL { ' ' - - ~ ' ' ' ' - ' ' ' - ' - - - '. * - ' * ' ' ' * ' ' - ' - ' ' - ~ " ' ' ' ' ' " - " ' ' ' ' - ' ' ' ~ ' ' - ~ ' - ' 100 y $o .l .l ,.-.7.,... . ~. J 4 .i.; ^... - -- g j' _ g.........=. - ~ - ~ ""'"....... 0 M A M J A O N D 1991 1992 1993 1994 Internal Target Year to-Dete INPO Medaan Monthly Responsible Manager: J. Summers Analysis: Data Source: E. Katzman The year-to-date values are 32 person-rem for Unit 1. The success of the 1994 Collective Radiation Exposure performance was attributed to: detailed planning, use of remote audio-visual surveillance, aggressive temporary shielding, and the combination of micro-filtration, utilization of early boration (crud burst) techniques and introduction of non-stellite fuel bundles. 10s m
ll Radiction Expsauro Salem Unit 2 The collective radiation exposure is the total amount of whole-body (deep-dose) radiation received by all personnel, including utility employees, contractors, and visitors at Salem. The "INPO Median" and " Target" values represent the year to-date value needed in order to achieve those goals at year-end. The INPO value i: the industry PWR value with approximately 1/3 of the units having a refueling outage. 300 Better R 250 229 208 207 200 f
- o g
a: lI 150 100 l- .D ~ 50 4 ,. g,= 1 $?ll. j.. o w o w. y " * ' [ " * '$ ' b hh M A M J J A S o N D 1991 1992 1993 1994 Internal Target , Year to Dete INPo Median Monthly --e-o Responsible Manager: J. Summers Analysis: Data Source: E. Katzman The year-to-date values are 168 person-rem for Unit 2. The success of the 1994 Collective Radiation Exposure performance was attributed to: detailed planning, use of remote audio-visual surveillance, aggressive temporary shielding, and the combination of micro-filtration. utilization of early boration (crud burst) techniques and introduction of non-stellite fuel bundles. 10s Rediation Expoauro I Hope Creek Station The collective radiation exposure is the total amount of whole-body radiation received by all personnel, including utility employees, contractors, and visitors at Hope Creek. 'The "INPO Median" and " Target" values represent the year-to-date value needed in order to achieve those goals at year.end. 700 Better 600 500 437 k O ' ~ ~ - 4 30 = ee ~~
- .b. a
^ 200 ~~ ~ y e gg gg 100 'k EIU 98 4.g $Y' ' ' ~ ' ' ~ - - . [. Lh5 M bf . 4.~ J F M A M J J A S O N O 1991 1992 1993 1994 Internal Target Year-to-Dete INPO Median Monthly + t r Responsible Marge : R. Hovey Data Source. Mr ty Prystupa Analysis The year-to-date value Is 333 person-rem, on target. 10H Radioactivo Wooto Shippsd Salem Station Solid radioactive waste is the accumulation of radioactive products (sludge, resin) removed by liquid and gaseous processing systems. Contaminated solid materials (disposable gloves, booties, trash) are generated primarily as a result of in-plant maintenance activities. The data reported reflects radioactive waste, after compaction, shipped from both Salem units combined. The "lNPO Median" and " Target" values represent the year-to-date value needed in order to achieve those goals at year-end. 250 225 ~ .Il. 200 175 150 "---'-';F-"'~***~'"'~**'**-~**~***-
- i' 125 102 O
gg 100 75 --~--s' 50 $72 g q
- =~ ~ ~ ~ * ~==
,_...*~"~'-~ ~ ~~'~ ., f 25 M l g m = &... mw 1991 1992 1993 J F M A M J J A S o N O 1994 Monthly Shipped-YTD INPO Medssn Target i i =.=.- l Responsible Manager: J. Summers Data Source: E. Katzman Analysis: The year-to-date radwaste accumulation is 65 cubic meters. Our excellent performance in respect to the industry Median value is due to aggressive reduction of contaminated area and strict controls to limit introduction of materials into the RCA. 11 s -53
4 Radioactivo Wooto Shippad Hope Creek Station Solid radioactive waste is the accumulation of radioactive products (sludge, resin) removed by liquid and gaseous processing systems. Contaminated solid materials (disposable gloves, booties, trash) are generated primarily as a result of in-plant maintenance activities. The data reported reflects radioactive waste, after compaction, shipped from Hope Creek. The "lNPO Median" and " Target" values represent the year-to-date value needed in order to achieve those goals at year-end. 500 Bener R ... ~.. g 4 m U 200 ' - ~ ' ' - - '- ' - - - - ~ ' - - - ' ' - - " - - ' ' - ~ - - - ' - ' ~ ~ ' - ~ - -- t ~ ' ; ': v ~ ' - - " - ' '. = ' * - - ' ' ' " "5 is4 0- ,,,,...=******..... I. ' s******** 100
- ' A,,.****,..**
t $ @ h,,, l t, pl a ~ 0 1991 1992 1993 J F M A M J J A 5 O N D 1994 Monthly Year-to.oete INPo Median Tar 9et e +
===*- Responsible Manager: R. Hovey Data Source: Marty Prystupa Analysis: The year-to-date value is 179 cubic meters of compacted waste. The increase in in the 1st half of the year was due to refueling outage waste and volume reduction before burial site closure. (Barnwell site closed July 1,1994) 11H -$ 2.
Sofoty Syotam Unavailability i Salem Unit 1 i The safety system performance indicator is used to monitor the readiness of important safety i systems to respond to off-normal events or accidents. Systems monitored at Salem include high I pressure safety injection system, auxiliary feedwater system and emergency AC power system (Emergency Generators). The combined safety system performance is an average of these three systems, and is compared to the average of the INPO Medians for the systems. l 02 . c a 0.04 5 0.03 0.02 -.016 .014 ^ ^ - $)- 0.01 ~ -l gf-I '4 k ~ 0 J F M A M J J A 8 O N D 1991 1992 1993 I 1994 Year 4ocate Industry Goal Monthly Target + Responsible Manager: John Morrison 2 i Data Source: John Morrison Analysis: Overall performance for 1994 was below the goal. March unavailability was high due to 1 A Diesel Generator failing a post maintenance survoillance test and therefore accumulating 334 hours of unavailability (1/2 of time since last successful surveillance). September unavailability was primarily due to 13 AF pump oiler and linkage repairs totaling 63 hours. 1 a ssst __
t 4 Sofoty Syotam Uncycilability Salem Unit 2 The safety system performance indicator is used to monitor the readiness of important safety systems to respond to off-normal events or accidents. Systems monitored at Salem include high pressure safety injection system, auxiliary feedwater system and emergency AC power system (Emergency Generators). The combined safety system performance is an average of these three systems, and is compared to the average of the INPO Medians for the systems. 0.05 8 0.04 0.03 \\ i i l 0.02 0.01~IE!_memisum \\ ~^ .007 0 1991 1992 1993 J F M A M J J A 8 O N D l 1994 Yew @ INPo Median Mor## Ter9et + eseeen Responsible Manager. John Morrison Analysis: Data Source: John Morrison Overall performance for 1994 was below the goal. sss2._
.i. wi.4meigpue sD $yp -w a Safety Syste Hope Crm Un t The espo ds fetysyste anceindic toris e Statioav ilability a to ek a r injectio /he tr n to ff-norm lemperform o n power a a se thresystem(Emergeemov lsystems the v n e ts a a n or accidents. s de to e u syste ms, andisncy Gene (rators)RCIC), resiSystems HPCl/ mo itorthe n S. co mpared othe. The mo itoredat Hope C re dines dualhe tre a n combineds fety t movalsystem(RHR)n lu a o 0.05 average f a syste reeki o theINP a tysyste e c Mediamperformance,is O igh pre ms g ns forthe ssure ana systems.verage f o OM ~- ~~ i I ;E \\ ,E_ aAg __.____._................,,,,,,,,,,_,_,_. _ \\ s \\ ._m. h. ... _. -.me. m. Ig., o. i to r- ' '1 v lusis 0.004. a Responsible Man Data Sourc :: Jim Clan yager Jim e c ~
4 s Temporary Modifications Salem Unit 1 Temporary modifidations are generated for jumpers, valve and flange leak repairs, lifted leads, and mechanical and tdectrical modifications. The total number of T-Mods open the month before the refueling outage and the low after the outage are shown for past outages. The target value refers to total T-Mods. Mcst leak repairs require a unit outage for the permanent repair to be completed. 100 Seeer 90 I. go 70 as 60 so so x JhuiiH i 1R9 1R10 1R11 J F M A M J J A 8 0 N D 1994 1 Total Taqpet l l l Responsible Manager. John Morrison Data Source: John Morrison Analysis Open T Mods at the end of December were 33. There are 18 leak repairs outstanding. A 3 year review has indicated that the increase in the number of T-mods is cyclic in conjunction with refueling outages l l l 17Si..-
p Temporary Modifications L Salem Unit 2 l l' Temporary modifications are generated forjumpers, valve and flange leak repairs, lifted leads, and mechanical and electrical modifications. The total number of T Mods open the month before the refueling outage and the low after the outage are shown for past outages. The target value refers to total T-Mods. Most leak repairs require a unit outage for the permanent repair to be completed. I 1 1 l 100 l aeeer 90 ~- l .o l ro 60 - ~ - so 44 42 m g 2R$ 2R6 2R7 J F M A M J J A 5 O N o 1994 Tatal Terget M Responsible Manager: John Morrison Data Source: John Morrison Analysis: Open T-Mods at the end of December were 8. A total of - have been installed for longer than 6 months. There are 2 leak repairs outstanding. A 3 year review has indicated that the increase in the number of T-mods is cyclic in conjunction with refueling outages. The drop in November was due to Unit 2 refueling outage. 17s2 ] i Temporary Modifications Hope Creek Station Temporary modifications are generated for jumpers, lifted leads, and mechanical and electrical modifications. The count does not include leaks. The total number of T-Mods open the month before the refueling outage and the low after the outage are shown for past outages. The total number of l T-Mods open and the segment of them that have been open for more than 6 months are detailed. A monthly average is computed for comparison with previous years. 100 Better o 80 ~ ~ ~ g 60 qy 5 g 33 29 y 17 - 10 o RFM RFm RFW J F M A M J J A 8 O N o RFo5 gg Ageeamos e a mos Target Monthey Avg. + Responsible Manager: Jim Clancy Data Source: Jim Clancy Analysis: The year-to-date value is 32 outstanding T-Mods with 15 older than 6 months. The T-Mod procedure was amended to include annunciator bypass previously controlled by another procedure. Thit,.hange was made to provide greater management visibility to facilitate speedier closure. Eleven of the new T-Mods are former bypasses of vibration alarms with nine slated for closure by March 1995. Five T-mods at Service Water are also scheduled for removalin the first quarter 1995. 60-
,4, N* $ lQ Werk Practicco & Standorda ~ Line Monitoring Salem Station This indicator is an index representing the quality of work observed and the quality of the observation. The objectiw is to reach an appropriate level of self assessment. 100 a.ii.r 90 ~ ' - ' ' ' - - ' ' ' ' '-d"'~ -'~~ i ' ~ ' - ~ ' ' ' - ~ ' - ^ ~ ~ ~ - ' ' g -. U O 4 ~ m .= f y' s'g' i y' 439
- "~~1.
70 ~ - ~ ~ ~ ~ ~ ~ ~ QS, l$ i ..'3 W p$ ie
- ' 1 a
? 4 4 .i
- -' ' ~ ii
.. ' :,) g&iG gn $?;1' c g $o .r g p',1 p 1 ? . g g, {h,h'k f' fY T j., go ?q. L - P, si j 2 . [i j f
- j
~ j i - j 1, q g l l l ,1 j-- - 5' - f~1 [ 20 y-js_g@hh_h b M$j Jh_Ik,i .I [' jf 's i 3 4 J F M A W J J A S O N D 1994 Year 4o-Dete MontNy Target l 5 + .i Responsible Manager: J. Summers Data Source: J. Fest Analysis. The year-to-date value is 80.0%. The declining trend is indicative of the observations becoming more critical., 1 e2 4 Werk Practicoa & Standardo ?; QA Monitoring Salem Station This indicator is defined as the percentage of work that is implemented in accordance with procedures and standards as observed by QA station organization. .l s.n.r ^Q IINI M = T~ ?$ } g; j ~ v?h? l f [: ** { - _{ l: .:_ f' ,j 7 . x r so y f j 1 m E ] r s i l-e = .o g . j l J _. _ _ - ' = g l i ~ p. t f 20 =- I I a e a L- }$ I n ~- s 1BM Month 4 Year 400ste YTD Target + Responsible Manager: R. Griffith Data Source: R. Griffith Analysis: The year.to-date value was 85%. Contributors to the highest percentage of discrepant conditions were procedure adherence and inappropriate worker actions (supervisor / technician). The 1995 indicator will be divided to reflect the performance of the individual units. 53S }}