ML20138G924

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Nuclear Business Unit 1995 Senior Mgt First Quarter Status Rept
ML20138G924
Person / Time
Site: Salem, Hope Creek  PSEG icon.png
Issue date: 03/31/1995
From:
Public Service Enterprise Group
To:
Shared Package
ML20138G636 List:
References
FOIA-96-351 NUDOCS 9701030061
Download: ML20138G924 (45)
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I NUCLEAR EUSINESS UNIT I'

SENIOR MANAGEMENT REPORT MARCH,1995 TABLE OF CONTENTS PAGE L

EXECUTIVE

SUMMARY

Executive Summary 3

j Power Output Summary 7

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Key Performance Indicators Summary 11 IL SAFETY Event Free Operations

  • 16 Significant Events
  • 19 Collective Radiation Exposure 20 Industrial Safety Accident Rate 23 Safety System Unavailability 25 III.

OPERATIONAL EXCELLENCE Capability Factor 30 Capability Loss Factor 33 Control Room Indicators Out of Service 36 Corrective Maintenance Backlog

  • 39 i

Personnel Performance Incident Reports

  • 42 Preventive Maintenance Overdue
  • 43 Repeat Cause Incident Reports
  • 46 Repeat Equipment Problems

COST Chemistry Index 54 Contract Services Expenditures 57 Fuel Reliability 61 Production Cost (cents / kwhr) 64 Thermal Performance 67 V.

CUSTOMER FOCUS ATS Items Overdue (Cat 1 & 2) 72 Licensee Event Reports 73 Low Level RadWaste Generated 75 NJPDES Violations 77 NRC Violations 79

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i I. EXECUTIVE

SUMMARY

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IST00ARTER SIGNIFICANTEVENTS

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GENERAL A new program, "Ask the CNO" began on January 17,1995. This program provides Nuclear Business Unit employees the opportunity to submit questions and is designed to open the lines of communication between NBU employees and Senior Management.

An action plan was initiated on January 23,1995 to focus the organization on short term performance improvements. This action plan has three main elements. The first element is to consolidate, prioritize, and refocus the existing improvement plans into an integrated effort, with NBU-wide actions. The second element is to re-allocate resources to ensure proper focus on support of plant operations and the NBU improvement agenda. The third element is to implement a QA improvement plan for near term improvements. These actions are being performed concurrent with functional realignments.

On January 30,1995, the CNO and President distributed the new functional organization structure aimed at realigning the Nuclear Business Unit.

On Tuesday, January 31,1995, a Mescalero Apache Tribal referendum on the spent nuclear fuel storage project in Southern New Mexico was defeated 490 to 362. Salem #1, Salem #2, and Hope Creek spent fuel storage capacity will be exhausted in the years 2008, 2012, and 2006 respectively. This decision will impact our long range planning to minimize costs and to stay competitive and will require implementing new strategies. We plan to pursue other private opportunities prudently in the future. Further, we will work with our Federal Affairs group in shaping congressional legislation in 1995 which is needed to give the DOE program a new direction to meet their commitments to the industry.

On February 8,1995, the Director Quality Assurance / Nuclear Safety Review announced the formation of the Employee Concems Department which will provide a clear pathway through which employees of the NBU can express their safety concerns. Also announced in early February was a change of Q.A. Manager at Salem Station.

E. J. Ferland, L. R. Codey and L. R. Eliason addressed the NBU at the Annual Employee Meeting held in Salem on February 10,1995.

On February 23,1995, the decision was made to reschedule the upcoming refueling outages for Salem Unit #1 and Hope Creek. Salem Unit #1's 12th Refueling Outage was moved from April 8,1995 to September 5,1995, to allow more time for outage preparation and to maximize use of the fuel currently in the core. This will ' volve a power coastdown beginning m

the end of July, to approximately 70%. Hope Creek's 6th Refueling, originally scheduled for October 14th, has been moved to News.bw 9th to avoid overlap with the Salem Refueling.

Hope Creek will also experience a coastdown to approximately 80% power, beginning in mid-September.

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o ISTOUARTERSIGNIFICANTEVENTS In conjunction with the NBU's functional realignment announced on February 13,1995,22 positions were eliminated in Nuclear Engineering and Nuclear Support and Services. Fifteen of the affected employees accepted positions currently held by contractors, with the remaining seven employees entering the transitioning associate process On March 23,1995, Mr. Richard Swift, a member of the Public Service Enterprise e

Group Board of Directors, toured the NBU. The tour included Salem and Hope Creek Stations, a meeting with Leon Eliason and his direct reports, and concluded with a visit to the Nuclear Training Center.

On March 19,1995, the Mescalero Apache Tribe voted to pursue a private interim spent fuel storage facility, reversing their January 31,1995 vote against the project.

On March 30,1995, Leon Eliaron visited the oversight committee of the Board of Delmarva Power and with senior management of PECO Energy.

SALEM On Wednesday, January 18,1995, the NRC held a public meeting to present the Systematic e

A-ment ofLicensee Performance (SALP) report for Salem Station. The report, covering the period ofJune 20,1993 to November 5,1994, rated Operations & Maintenance as a Categor 3, Engineering a Category 2, and Plant Support a Category 1.

On January 20,1995, Estuary Enhancement Program began land acquisition activities.

Salem Units #1 & #2 went to Mode 5 (cold shutdown) on February 5,1995. While Salem Unit #1 was in Mode 1 (Power Operations), a design change to correct Solid State Protection System (SSPS) problems was being implemented. This design change was a result of discoveries made at Diablo Canyon and an im'estigation of our own cordiguration. Technical Specification relief was granted by the NRC, but evM adverse performance of the SSPS power supplies caused the unit to be brought to Mode 3. After continuing problems with the power supplies, the NRC rescinded the previously grr.nted relief and Unit #1 was brought to Mode 5. Unit #2, which was in Mode 2 conducting physics testing, was also taken to Mode 5. DCP's were implemented and SSPS power supplies replaced on both units.

An unusual event was declared at Salem Station due to low river water level on Februsry 5, 1995. This condition had no safety impact on the units. In addition, the requirement to declare an Unusual Event based on this condition is under review.

A letter was sent from James M. Taylor, Executive Director for Operations (NRC) to E. James Ferland on February 6,1995. The letter expressed concern ofNRC Senior Managers with equipment failures and personnel errors at Salem Generating Station over the 4

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1STOUARTERSIGNIFICANTEVENTS years. It further requested a meeting with the Board ofDirectors to discuss their view on the need for continued improvements in equipment reliability and staff performance. This meeting occurred during the March meeting of the Board ofDirectors.

i An NRC Enforcement Conference was held on February 8,1995 for the harassment and e

intimidation of two engineers that were presenting safety concerns at Salem in December, 1992. PSE&G presented the results of a comprehensive internal investigation performed in early 1993. The presentation also included root causes associated with the event, near-term corrective actions and ongoing actions necessary to encourage the appropriate environment i

for pursuing concerns j

Salem Unit #2 returned to service on Febmary 16,1995, completing its 8th Refueling Outage in 125 days but was taken out of service on February 19,1995 for No. 21 Reactor Coolant t

i Pump (RCP) seal repairs. No. 21 RCP seal was replaced, but numerous challenges to restart impacted the sync date. These included but were not limited to the following: No. 23 RCP l

motor oil leak, No. 21 RCP shaft sleeve replacement, No. 22 Auxiliary Feed Water Pump j

motor replacement, High Pressure Turbine Stop Valve (22MS28) weld buildup, Emergene i

Core Cooling System check valve leakage, and Hagan module inspections.

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On February 27,1995, INPO began their 2 week onsite evaluation of Salem. The team

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included 4 NBU peer evaluators. The exit meeting was held for March 24,1995 at Salem.

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  • A six-member team of nuclear industry experts arrived at Salem on February 27,1995 to j

begin a focused assessment. As a part of the plan to address NBU performance, this l

assessment determined why past corrective actions haven't produced the changes needed at l

Salem. The team held an exit meeting on March 24,1995.

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e Salem Unit #1 returned to service on March 2,1995, following a 26 day forced outage to

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address Solid State Protection System (SSPS) power supply design problems. Return to full power was challenged by, but not limited to the following items: Containment pressure j

transmitter replacement, pressurizer auxiliary pressure channel repairs, main steam atmospheric relief valve (11-14MS10) troubleshooting and repairs, and Hagan module inspections.

The Estuary Enhancement Program submitted a proposed Bayside Tract Management Plan on February 27,1995 and feasibility studies for fish ladders on February 28,1995 to the NJDEP.

Salem Unit #1, returning from a previous outage, reached full power on March 8,1995. A marsh fire on March 18,1995 required removing the 5015 500KV transmission line and a reduction in power to 70% until March 20,1995. On 5

ISTOUARTER SIGNIFICANTEVENTS l

March 21,1995, power was reduced to 94% because of thermal limits due to feedwater heater problems. It has been decided to remain at that power due to the economics of the Salem 1 fuel coastdown.

Salem Unit #2 returned to service on March 9,1995 und ramped to 95% power. A load reduction to 50% was required on March 20,1995 because ofproblems with #22 steam generator feed pump controls. On March 23,1995, another reduction in power to 50% was required due to problems with #21 steam generator feed pump controls.

After extensive troubleshooting of both feed pump control circuits, the unit returned to 95% power on April 1,1995. The unit is currently limited to 99% power due to turbine valve position limiter problems which would require high scram risk to repair.

On April 11,1995, the NRC notified PSE&G management of their intention to impose e

a Level II Violation and Civil Penalty of $80,000 for events which occurred in December 1992, at which time 2 Salem employees raised a safety concern. The concern was investigated and found not to be a safety issue, however, management's response to the 2 employees was improper. PSE&G does not plan to contest the fine.

HOPE CREEK

  • There have been no significant power reductions during the period, and Hope Creek is in its 145th day ofcontinuous operation. A significant power reduction is tentatively scheduled for the end ofMarch to replace the commutator on the 'A' Recirculation Pump MG set exciter, due to commutator wear and brush arcing.

On March 20,1995, Hope Creek was manually scrammed from 58% power due to a trip of both Recirculation Pumps. While performing a surveillance, a technician inadvertently duplicated the pump trip signal by incorrectly setting his test equipment.

The unit had previously been on-line for 159 days, and returned to service on March 27,1995.

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Salem Unit 1 Power Output -1995 Capscity Factors-MDC Net Annual 65.0 IXctione 57.7 1,200

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Salem Unit 2 Power Output -1995 Capacity Factors-MDC Net Annual 15.2 IXctime 56.0 1,200 1,100 i

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-i Hope Creek Power Output -1995

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Capacity Factors-MDC Net Annual 92.4 Lifetime 82.5 t

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Management Focus on Performance & Results NBU Key Performance Indicators Year-to-Date as of 3/31/95 1

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Performance Indicator Salem 1 Salem 2 Hope Creek i

SAFETY t

Event Free Operations

  • M4960we awe 30R60*ar?

22/60 ' 4M 1

Unplanned Automatic Scrams

  • O/l 0/1 0/1 h

Significant Events

  • 0/0 0/0 0/0 j

Collective Radiation Exposure W, M22/6We

  • W44 24/12 m >

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Industrial Safety Accident Rate

.25/.50 0/.50 j

Safety System Unavailability

.010/.015

.009/.015

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OPERATIONAL EXCELLENCE l

Capability Factor iMM6SW39.6 ' '

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  • E90.2/93.96 "

j Capability Loss Factor M W34.4AS.7F Y,

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' $$ 9.7 8.9 m m j

Control Room Indicators Out of Service

  • 8t28/14 W & 2WW19/14Mr 8/14 Corrective Maintenance Backlog *

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475/525 455/525 495/525 Personnel Performance Incident Reports * /

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Repeat Cause Incident Reports *

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Temporary Modifications

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  • Mn37/25W#W 14/25 25/30 i

COST l

Chemistry Index

.19/.20 WeR$3/.20250 NW.40/.30W -

Contract Services Expenditures t$1220510.9M?

$3.4M/53.6M l

Fuel Reliability

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Production Cost (cents / kwhr)

  1. M334/ta$$Nd 2483WIMer 1.67/1.67 I

Thermal Performance 99.7/99.5

W963f9PStTM 99.7/99.5 CUSTOMER FOCUS 2

ATS Items Overdue (Cat 1 & 2) fa #2i100MW 0/0 i

Licensee Event Reports WiiesEBits 9W~

2/2 fe > 44/21r

  • I Low Level RadWaste Generated 10/15 30/36 2

NJPDES Violations 0/0 0/0 0/0 i

NRC Violations 0/2 W&M2/IMMb Shaded areas denote values that fail to meet the targets.

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Event Froo Oporationo Salem Station I

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This indicator tracks station performance against significant events resulting from less than adequate 1

personnel performance as well as some other personnel related occurrences where focus is necessary 1

to achieve uneventful operation. The year-to-date average is calculated by the total number of days i

from July 18th to the date of the chart divided by the number of events within that period.

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Target M1 M2 Unit 1 O O

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Responsible Manager: J. Summers Analysis:

Data Source: J. Fest

- Twelve recordable events have occurred since initiating this indicator in July 1994. The averages to-date are 45 days for Unit 1 and 30 days for Unit 2.

Unit 1/2: #4/7; March 20,1995 - Unit 313kv tags misased without Load Dispatchers permission.

  1. 5/8; March 22,1995 - Incorrect breaker cleared and tagged.

CA: Short term corrective actions were taken to improve the review process at the Work Control Center. Also, long term plans include removing the preparation and review of scheduled tagging from the Work Control Center. This increases the level of preparation review and allows operating crews to focus on tagging field applications. A task team has been formed to identify additional work control process improvements.

Unit 1: #6; March 24,1995 - Personnel violated the requirements of a RWP by entering a High Radiation Area.

CA: The violation of the RWP requirements is under investigation. Although an air exposure problem did not occur, a fundamental barrier related to radiation worker practices was reduced.

Upon investigation completion appropriate corrective actions will be taken.

Unit 2: #9; April 5,1995 - Control room ventilation monitoring system was made inoperable.

i CA: The event is currently under investigation.

SALEMa0AS IJ

Evont Frco Op3rationo Hope Creek 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 graph divided by the number of events within that period.

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i Responsible Manager R. Hovey i

Data Sourm: J. Clancy j

Analysis:

Thirteen recordable events have occurred since initiating this indicator in July,1994. The average is 22 days.

Event #10; March 14,1995 - There was an unauthorized removal of a red blocking tag.

1 CA: The maintenance supervisor was suspended pending further action.

11; March 20,1995 - Two Reactor Recire Pumps were inadvertently tripped which caused a manual scram to be initiated.

j CA: The trip logic was revised to preclude a dual pump trip. Additional measures are being developed to address the other causet.

12; March 23,1995 - There was a loss of shutdown cooling. The root cause and appropriate l

corrective actions sre being evaluated.

13; April 5,1995 - There was a radioactive material release to the atmosphere. The root cause and appropriate corrective actions are udng evaluated.

,1 HCVOAH 14 1

Unplannod Aut@matic Scramo

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Salem Unit 1 I

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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 NBU target of 2 scrams for 3 units is based on the INPO Median of one.

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Responsible Manager: J. Summers Data Source: J. Ranalli The 12 month rolling scrams / 7000hr rate is 2.1.

Corrective Action:

A SPRE (Scram - Power Reduction Elimination) team meeting was held on 3/31/g5. These meetings evaluate ideas from various sources to eliminate scrams and down power transients. Two of nine ideas reviewed during the 3/31 meeting were implemented; color coding the aux building doors and mounting signs identifying the steam generator feedpump COPA units as a potential trip hazard, in addition, INPO was contacted for recommendations on plants with good scram reduction programs. Other specife scram reduction actions include the installation of a digital feedwater control system, at the next refueling outage and review of industry lessons leamed from the Westinghouse Owners Group.

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Unplanned Automatic Scramo ~

Salem Unit 2 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 'nanual scrams or scrams that are planned as part of special evolutions or tests. The NBU target of 2 scrams for 3 units is based on the INPO Median of one.

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Analysis:

The 12 month rolling scrams / 7000hr rate is 1.4.

Responsible Manager: J. Summers Data Source: J. Ranalli Corrective Action:

A SPRE (Scram - Power Reduction Elimination) team meeting was held on 3/31/95. These meetings evaluate ideas from various sources to eliminate scrams and down power transients. Two of nine ideas reviewed during the 3/31 meeting were implemented; color coding the aux building doors and mounting signs identifying the steam generator feedpump COPA units as a potential trip hazard. In addition, INPO was contacted for recommendations on plants with good scram reduction programs. Other specific scram reduction actions include the installation of a digital feedwater control system, at the next refueling outage and review of industry lessons teamed fromthe Westinghouse Owners Group.

17 sALEMASS2

Unplanned Automatic Scrama Hope Creek Station l

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An unplanned automatic scram is defined as an actuation of the rea:: tor 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 target is based on an INPO Median value of one. The NBU target is 2 scrams for three units.

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Responsible Manager: R.Hovey Data Source: J. Clancy The 12 month rolling scrams / 7000 hr rate is 4.6.

Corrective action:

Trip critical and trip sensitive reviews have been added to the Scram / Power Reduction Elimination (SPRE) committee directive. Draft trip critical / sensitive system lists and walkdown requirements will be completed by eariy May. We have rejoined the BWROG scram frequency reduction committee. Enhanced root cause training lesson plans are completed. The training shifts focus from symptoms based to causal based corrective action. Classes will start after NAP-6 is SORCed.

HCW5H 18 i

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Significant Evonts Nuclear Business Unit This indicator shows the events that have been designated as significant by INPO utilizing the criteria in INPO 94-001 " Significant Event Evaluation and information Network (SEE-IN) Program Description",

Appendix A. Target is 0 events.

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T=pt Responsible Manager. J. Summers, R. Hovey i

Analysis:

Data Source: John Nichols l

Salem Unit 1: April 7,1994 - Loss of all circ pumps - Reactor trip,2 safety injections and pressurizer solid.

Salem Unit 2: March 15,1992 - ESF Actuation: Control Room Ventilation switch to Emergency mode.

April 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 focus of the organization is on personnel performance and event-free operations.

R&A20 19

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Collectivo Radiation Expocuro Salem Unit 1 l

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l The collective radiation exposure is the total amount of whole-body (deep-dose) radiation received by all i

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.

j The INPO value is the industry PWR value with approximately 1/3 of the units having a refueling outage.

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m Responsible Manager. J. Summers Analysis:

Data Source: E. Katzman The year-to-date value is 22.3 person-rem. The above target performance is due to the forced outage.

SAL. RAD \\10S

Collective Radiation Exposure.

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 "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 industry PWR value with approximately 1/3 of the units having a refueling outage.

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Responsible Manager: J. Summers Analysis:

Data Source: E. Katzman The year-to-date value is 24 person-rem for Unit 2. The above target performance is due to the extension of the refueling outago and the forced outage.

21 SALRAD\\10S

Colloctive Radiction Expocura Hope Creek Station The purpose of the chemistry performance indecator is to monitor operational chemistry effectiveness. The indecator is based on concentrations of important impurities and corrosion products in selected plant systems. The chemistry indicator combines several key demistry parameters into a single indicators that can be used as an overview of the relative effectiveness of plant operational chemistry control. The goal is based on INPO guidelines.,

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Responsible Manager. R. Hovey Data Source: M. Prystupa The year-to-date value is 17 person-rem, below target 22 HC\\10H

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Loot and Rootricted Timo 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 attemating sequence. The intamal goalis.95.

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Responsible Manager: J. Summers Data Source: Paul Eldreth Analysis:

The year-to-data value it. 25.

January:

Corrective Actions for Technicians Sprayed with Sulfuric Acid: Technician counseled on proper use of protective equipment and following directions of Pre-job brief. Inclusion of use of splash apron in future work orders dealing with flushing chemical systems. Review of incident with current Chemistry personnel. Inclusion of root cause report in formal technician training.

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Loat and Restricted Time Accident Rate Hope Creek This indicator is defined at, 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 persorr-hours woded. If the accident occurs outside a station it is assigned to one of the stations in an ahomating sequence. The intomal goalis.95.

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Responsible Manager. R. Hovey Data Source: P. Eldreth The year-to date value was 0.

Emphasis has been placed on the monthly safety meetings with more attention being paid to coaching employees for safety awareness.

HC\\25H 24

~

Safety Syctom Unovailability Salem Unit 1 The safety system perfom1ance 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 it is compared to the average of the INPO Medians for the systems.

Baterb o.o4 0 03 4

U o.02 i

\\_

0.01 g

I mR B-a Q

l J

F M

A M

J J

A 8

N D

toer $m sm l

1996

)

12 month rossig industry Gael MontWy Terget a

+

m k

Responsible Manager. J. Summers Data Source: J. Ranalli Analysis:

The 12 month rolling average is.010.

SALEM \\SSSI

Sofoty Syotem Uneveilability

~"

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.

0.06 s en 0.04 0.03 ll 0.02 081.Il.c07

-h,

,.e J

F M

A M

J J

A 8

O N

D 1992 1993 1m 1806 1

12 M roene Protdaden M4 Target i

+

m 1

1 Responsible Manager. J. Summers Analysis:

Data Source: J. Ranalli The 12 month rolling average is.009.

i 4

i i

I 26 j

sALDAsss2

Safaty Syotam Uncvailability i.

Hope Creek Station 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 Hope Creek include high pressure injection / heat removal systems (HPCl/RCIC), residual heat removal system (RHR), and emergency AC 2

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.

O.05 Bauer 4

8 0.04 0.02 1

0.01

-- d j;

l.00s

.o04 a

k.

0 J

F W

A M

J J

A 8

O N

D 1992 1M 1m 1995 j

12 more rohre industry Goal MonWY Target e.-

mm Responsible Manager: R. Hovey Data Source: Jim Clancy j

Analysis:

The 12 month rolling average is.006.

There was high unplanned hours for corrective maintanance on RCIC for valve repair and a failed fuel oil transfer pump. Planned maintenance was performed and a heater DCP was removed.

HC\\SSH 27

o a

BLANK j

I 28

(.o.

III. OPERATIONAL EXCELLENCE 29

4 l

l Capability Factor i

Salem Unit 1 i

j The capability factor is the ratio of the available energy generat3d over a given time period to the j

reference energy generated over the same time period, expressed as a percentage. Both of these i

energy generation terms are determined relative to ambient conditions. The "lNPO Median" and "intemal Target" values represent the year to-date values needed in order to achieve those goals at l

year-end.

1 i

100 Beesr j

Q

7. '.I.'." '.C.~l '.~...~ '.%.C.~ '..~..*g.

So l

nm

~

i IE\\ p l 1]'"

o a-so J,

d i

e 3a l

20 i

10 o

1991 1992 1993 J

F W

A W

J J

A 8

O N

D 1eo4 j

INPO Medan Year b Dete Mor##

Ta W Projected mean o

Responsible Manager: J. Summers i

Data Source: J. Ranalli t

Analysis:

The year-to-date capability factor is 65.4%. The year-to-date capacity factor is 65%

Primary losses during March were due to:

1. QPTR Tech Spec limitations due to flux tilts following the SSPS power supply outage.

2.11C Feedwater heater tube leakage I

3. Marsh fire and removal of 5015 line from service.

I 4

30

  • 11EM\\ SOS 1

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 "lNPO Median" and "Intemal Target" values represent the year.to-date values needed in order to achieve those goals at year.end.

500 semer 4

J U

a i

70 O

i 57.8 58.8 80 1

_N_

c.

So i

l 40 i

j z

l 20 10 i

i i

i i

i i

2 o

J F

W A

M J

J A

8 O

N D

1992 1M3 ig i

ioes 1

INPO Median Year b Dute My T5 pp

- e..

m q

1 i

l Responsible Manager: J. Summers Analysis:

Data Soume: J. Ranalli The year.to-date capability factor is 17.1%. The year-to-date capacity factor is 15.6%.

Primary losses during March were due to:

1. 21RCP Seal work 2
2. 21 and 22 SGFP control problems
3. Marsh fire and removal of 5015 line from service 1

i I

SALEMiSOS2

?

4

Capability Factor Hope Creek Station 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.

100 i

\\

o m-

=

so y

~

7o

?-

_ g y

,o so 4o

=

3o 20

=

10 0

I J

F M

A M

J J

A 8

O N

D 1992 1993 1994 1995 INPO Median Yeme40 osta Monthy Torpet Projected e.

e m

Q

==

Responsible Manager: R. Hovey Analysis:

Data Source: Jim Clancy The year-to-date capability factor is 90.2%. The year-to-date capacity factor is 92.4%. The unit was manually scramed on the 20th due to a loss of shutdown cooling which resulted in an eight day forced outage. The trip logic was revised to preclude a dual pump trip.

32 NC60H

Capability Loco Factor Salem Unit 1 Unplanned capabilityloss factoris the ratio of the unplanned energylosses dunng a given period of time, to the reference energy generation. To be considered planned, the outage must be planned 4 weeks in advance.

100 i

Seger nO 80 70 60 i

$0 40 30

's 23.9 20 m -

L L-o

,0 t'

O 1992 1993 1994 J

F M

A M

J J

A 8

O N

D 1995 Ysot h Dete Monthly Target INPO Medan Projected o

+

m,,

Responsible Manager: J. Summers Data Source: J. Ranalli Analysis:

The year-to-date value is 34.6%

Primary losses during March were due to:

1. QPTR Tech Spec limitations due to flux tilts following the SSPS power supply outage 2.11C feedwater heater tube leakage
3. Marsh fire and removal of 5015 line from service.

33 SALEM 4131

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 Bemer

  1. /

p z

e as rei

=

bb 00 i

g 50 E

28.8 40

[-

22.4 j

30 p

0 20 18.8 10

~

~ ~I l

1 I

I f

.~.

0 1982 im im J

F W

A W

J J

A 8

O N

D 1996 Year & Dete Monthly Target INPO Medan Projected

+

m Q

Responsible Manager: J. Summers Data Source:J. Ranalli Analysis:

The year-to-date value is 83%.

Primary losses during March were due to:

1. 21 RCP Seal work
2. 21 and 22 SGFP control problems
3. Marsh fire and removal of 5015 line from service SALEM 5132

Capability Loac Factor Hope Creek Station l

l Unplanned capability loss factor is the ratio of the unplanned energy losses during a given period of time, to i

the reference energy generation. To be considered planned, the outage'must be planned 4 weeks in advance.

50 Iktter 40 30 20 h

s 10

" 3 7.g 3.8 3.4 0

2 I

1992 1993 1994 J

F M

A M

J J

A S

O N

D 1995 Year 4o Dete MontNy Target INPO Median Projected Q

+

,fauw Responsible Manager: R. Hovey Data Source: Jim Clancy Analysis:

The year-to date value is g.7%. The unit was manually scramed due to a loss of shutdown cooling which resulted in an eight day forced outage. The trip logic was revised to preclude a dual pump trip.

35 HCE1H

Control Room Indicators Out-of-Sarvice 1

l Salem Unit 1 i

f 4

l The number of control room instruments, including back panels and annunciators, that cannot perform 1

their design function are tracked for this performance indicator. Monthly values recorded are the total j

number of indicators out-of-service on the last day of the month. The year-to-date value is the average 1

of the number of indicators out-of-service on the last day of each month. Some indicators (non-outage) i do not require a unit outage for maintenance.

35 1

Setent i

20

.18 1 _

l j

~

~

!.4, g

~~

' illili

!5!!!

z 10 7.3 5

5 4

0

' ' ~ '

l-'

J F

W A

M J

J A

S O

N O

j 1902 1993 1M 1906 MeritNy er- * /^., norMmenGe Target Yk Responsible Manager: J. Summers Data Source: Mike Morroni Analysis:

j 19 Non-Outage and 4 Outage Control Room Indicators were out of service at the end of March.

Corrective Actions:

7 items are in the initiated status with 5 additional being in various holds. Emphasis will be placed on ensuring items are planned, scheduled and completed to maintain goals.

SALEMi27S1 36

b Control Room Indicators Out-of-Service

~

Salem Unit 2 i

The number of control room instruments, induding back panels and annunciators, that cannot pt rform i

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, i

b i

i 1

]

3S v 30.4 3a I

j j

25 i

A 1

i 3

=

l 4

o N.

'5

~

y~

3 9.o x

z 10

~

f 0

1992 1993 1994 J

F W

A M

J J

A S

O N

D 1995 MontNy odage MontNy non. outage Target r-Responsible Manager: J. Summers Data Source: Mike Morroni Analysis:

13 Non-Outage and 6 Outage Control Room Indicators were out of service at the end of March.

Corrective Actions:

Continual monitoring to ensure that items are planned, scheduled and completed to ensure maintenance of goals.

SALEM'27S2 37

Contrcl Room Indicators Out-of-Sorvice

~

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.

2s s.a.r D

2o 14.3 b

15 10 2

7.3 i

i i

i 1991 1992 1993 J

F M

A W

J J

A 8

O N

D 1994 MoneNy Te e an,a Responsible Manager: R. Hovey Analysis:

Data Source: Marty Trum Eight control room indicators were out of service at the end of the month. One is on hold for system or unit outage. Seven are work in progress.

38 HC\\27H

Corrective Maintenanco Backlog j

Salem Unit 1 J

This indicator shows the work order backlog at the end of each month. Previous years are the 12 month sverage. The backlog includes those items on hold awaiting planning,' parts, engineering, work in j

progress and ready to work. This indicator reflects non-outage corrective maintenance work orders, priority A, B,1, and 2 assigned to station departments covering Unit 1 and common equipment. The target is to hold the backlog to less than 525 per unit. Past years are an average of both units.

I an.or O@

000 498 218 200

?

...I 1992 1993 1994 J

F M

A W

J J

A 8

O N

D On Hold Eric Parts Planning Ready to Work Workin Progrees Target e

vm i

i 33 106 100 176 de Responsible Manager. J. Summers Data Source: T. Cellmer Analysis:

Unit i has 475 work orders open.

Corrective Action:

The actual work on " hold" is less than target. Efficiencies have been gained on the WIN team progress including potential expansion of the team size. The Step Change improvement Plan will target a reduction of backlogs in " parts on hold" and " engineering on hold." These step changes will also improve the work control process to reduce planning hold.

SALEM \\18AS1 39

Corroctivo Maintonance Backlog Salerh Unit 2 This indicator shows the work order backlog at the end of each month. Previous years are the 12 month average. The backlog includes those items on hold awaiting planning, parts, engineering, work in progress and ready to work. This indicator reflects non-outage corrective maintenance work orders, priority A, B,1, and 2 assigned to station departments covering Unit 2 and Unit 3. The target is to hold the backlog to less than 525 per unit. Past yecrs are an average of both units.

1,h 800 m

400 y

218 200 l

M 1W2 1993 1994 J

F M

A M

J J

A 8

O N

D On Hold Ene Pens Planning ReadytoWwk Workin Progme Target w

as m

29 SG 231 88 58 Responsible Manager: J. Summers Data Source: T. Cellmer Analysis:

Unit 2 has 455 work orders open.

Corrective Action:

The actual work on " hold" is less than target. Efficiencies have been gained on the WIN team progress including potential expansion of the team size The Step Change improvement Plan will target a reduction of backlogs in " parts on hold" and " engineering on hold." These step changes will also improve the work control process to reduce planning hold.

SALEM 18AS2 4n

Corrective Maintenanco Backlog Hope Creek This indicator shows the work order backlog at the end of each month. Previous years are the 12 month average. The backlog includes those items on hold awaiting planning, parts, engineering, work in progress and ready to work. This indicator reflects non-outage corrective maintenance work orders, priority A, B,1, and h assigned to station departments. The target is to hold the backlog to less than 525.

t.om 8

em i

l l

an loll_.El j

I I

.oo 1m 1993 1994 J

F M

A M

J J

A S

O N

D On Hold l

Eng Ports Plannho Reedy to Wo#k Work h Progrees Torpet g

O

.~;.,

i et ei si

$se tse I

Responsible Manager. R. Hovey j

Data Source: F. Higgins Analysis:

1 There is a backlog of 495 work orders.

There was a forced outage for 7 days in March. This caused a slight increase in the backlog due non-outage j

workorders temporarily going on ' hold'.

i l

He\\18AH i

)

41

- - - - - =

Porsennel Porformance 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), Ucensee 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).

1 k

I i

7 eetter l

h larget: 0 incidents e

5 a

1 1

y 3

l. 111 l l.

J A

W J

J A

8 O

N D

J F

W 1504 E

Sulum 1 Suism 2 Hope Chek Responsible Manager: J. Summers, R. Hovey Data Source: J. Nichols Analysis:

Salem 1: One incident in late February was not included in last months report: Missed TSAS 3.4.4; Faled to close 1PR7 as Required by Technical Specifications,24 Feb 95, is attrbuted to cause " Supervisory Methods, Too Many Concurrent Tasks Assigned to Worker".

Salem 2: None Hope Creek: Incidents a) and b) occurred in mid February wth LER's issued in March, a) Remote Shutdown panel Monthly Survetlance Not Performed 15 Feb 95, is attributed to cause "WHtten Procedure and Documents, Not Properly Coordinated With Change implementation".

b) Performance of 18 Month Surwllance OP.-ST.KJ-011 Whle in Mode 1 wrsus S/D,17 Feb 95, is attributed to cause "WHtten Procedure and Documents. Technical inaccuracies" c) Reactor Scram Due to Loss of Both Recire Pumps. 20 Mar 95, is attrbuted to cause " Work Practices, Self Checking Not /pplied to Ensure Intended Action ls Correct Before R ls Performed",

d) Loss of Shutdown Cooling Due to isolation of Suction and Retum Valve,23 Mar 95, is attributed to cause

" Work Practices Documents Not Followed Correctly" Se3 Attached:

R&AVtE3M 42

Proventivo Maintananco Overduo Salem Unit 1 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 workorders assigned to station departments. Priority 1 and 2 work orders are included. The target is to hold the overdue to O during the operating cycle.

i 70 se saw

.4 a r,

i O

a M

l 47 i

48 40 "e 32

"**'~~

- N 24

..h

_[

1.

s -E 8

E-I!EMM

, Y

'~

~

FW91IEk1 1992 1993 1994 J

F M

A M

J J

A 8

O N

D 1995 wak h emy.= D7 om*

m n

o o

o Responsible Manager. J. Summers Data Source: T. Cellmer Analysis:

Unit 1 has 0 workorders past their overdue date.

Corrective Action:

None.

SALEM \\20S di

Provontivo Maintanonco Overduo Salem Unit 2 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 workorders assigned to station departments. Priority 1 and 2 work orders are included. The target is to hold the overdue to O during the operating cycle.

70 se neuer O

se

. [

47

1;;f 40

..A i%

'Nf M

s2 -f l

Be 3

24 19 R

M U

se -3

$,, -4_

s.--g_z_

_= _g_q_

0 1992 1993 1994 J

F W

A W

J J

A 8

0 N

D 1996 0**r work h Pro 9ross o.s.,,w.

m v:gn 0

4 0

Responsible Manager. J. Summers Data Source: T. Cellmer Analysis:

Unit 2 has 4 workorders past their overdue date.

Corrective Action:

The four WIP are Unit 3 work and are overdue due to a delay in the Unit 3 surveillance test run.

SALEE20S 44

Proventive Maintenanco Overduo 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 past years values are monthly average. The target is to hold the backlog to less than 0 dunng the operating cycle.

l l

70 Better 56 i

f 48 I

f 40 i

37 32 30.8 I_---

--I-----""'-

I'-'

' "' ' I 24 16 8

w 0

J F

M A

M J

J A

5 O

N D

ggg3 gg 1995 othw Work in P

Responsible Manager: R. Hovey Analysis:

Data Source: F. Higgins Of the monthly average of 270 scheduled work orders,6 work orders were past their overdue date. Two tre priority 3 and should not have been included in count. One is closed. Three are work in progress.

One of WIP is waiting for CM to be completed. One is behind because of resources diverted to 4/5/95 cleanup. One waiting for retest.

The program is in place (6-8 months) to issue every week to all discipline shops a One Week Look-ahead' list of overdue items.

HC\\20H 45

Ropoot Cauco incidont Roports R

j Nuclear Business Unit 4

i Nuclear Business Unit is focusing on reducing the occumence 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, designated 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 7

a==

Target: 0 Incidents 5

14 I

4 3

2 1

I, A

M J

J A

4 O

N O

J F

M 1eN 1986 Seem 1 Seem 2 hee Owsk Elms num C: ::)

Responsible Manager: J. Summers, R. Hovey Data Source: John Nichols Analysis:

Salem : None Hope Creek:" Loss of shutdown cooling due to isolation of sudion and return wtws" 3, Mar.95, represents the 5th cause " Work practices, documents not followed correctly" on significant incidents in the past 2 years.

Corrective Action

  • Salem:

The focus of the organization is on personnel performance and ownt free operation.

Hope Creek; Appropriate discipline for indMduals involwd. Procedure Use and Adherence Task Team initiated.

i i

R&AME3RM AA

(

['

Ropsat Equipment Problema Salem Station i

I 1

This indicator is the number of components that had a failure of the component in the indicated montn 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.

1 l

Beaer 16 I

12 4

1 8

4

...l1

.. @......... Q...................

A M

J J

A 8

0 N

D J

f M

Unit 1 unit 2 Top Ten Avg.

Responsible Manager: J. Summers Data Source: John Nichols Analysis:

There were no repeated failures reported for March. A new list of components will be utilized for the baseline as identified for the Maintenance Rule Program.

R&AE2RS 47

7 Ropact Equipmont Problomo Hope Creek Station s;

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 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 j

month for the previous month failures to be evaluated.

t t

1 20 Better n

R)-

1 Target: O repeat Isauros j

16 I

12 l

l

]

4 8

)

i

)

j 4

l k

)

R......... Q........ H.........L..}

}. Q...................

A M

J A

5 O

N D

J F

M l

1994 ute TopTan k Responsible Manager: R. Hovey Data Source: John Nichols s.i...........

i Analysis:

There were no repeated failures reported for March. A new list of components will be utilized for the baseline as identified for the Maintenance Rule Program.

I i

l I

i R7AE2RH 4

3 48

Temporary Modifications

~

Salem Unit 1 Temporary modifications are generated for jumpers, 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

I i

}

100 i

Ben

  • n i

U f

I l

}

70 l

83 l

-}

m 45 u

l 4o j

z

,q-j 20 8

10 I

o j

1R9 1R10 1R11 J

F M

A M

J J

A S

O N

D 1995 Regular Laaks Target W

l Responsible Manager. J. Summers Data Source: J. Ranalli l

Analysis:

I Open T-Mods at the end of March were 37. There are 23 leak repairs outstanding. There are 27 greater than 6 months old. Salem is developing a plan to target no T-Mods open upon completion of a i

refueling outage.

j i

I i

l i

f 17S1 r

d 49

Tomporary Modificationo Salem Unit 2 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.

O 1(X) seen n

U so 70 54-3 m

42 so

= -mem-e 2

1o 2R6 2R7 2R8 J

F M

A M

J J

A 6

O N

D 1996 Regular Laaks Tweet Responsible Manager: J. Summers Analysis:

Data Source: J. Ranalli Open T. Mods at the end of March were 14. A total of 5 have been installed for longer than 6 months.

There are two leak repairs outstanding. Salem is developing a plan to target no T. Mods open upon completion of a refueling outage, sALEuu7s2

I" Tomporary Modificatione i.

Hope Creek Station l

1 i

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 l

the refueling outage and the low after the outage are shown for past outages. The total number of T-Mods open and the segment of them that have been open for more than 6 months are detailed. A l

monthly average is computed for comparison with previous years.

4 i

500 j

uw

?

O 90 i

l g

I a

j i

M i

6 6-i g

i 33 i

m b

22 f

20 i

10 j

I O

{

j RF03 RF04 RFoS 4

F M

A W

J J

A S

O N

D i

j 191M Age > Omos Ape < 6 mos Target Morety Avg.

g

+

Responsible Manager: R. Hovey Analysis:

Data Source: Jim Clancy Tha year.to-date value is 25 outstanding T-Mode with 11 older than 6 months.

5e T-Mod procedure was amended to include annunciator bypass previously controlled by another procedure. This change was made to provide greater management visibility to facilitate speedier closure. Eleven of the new T-Mods are former bypasses of vibration ala" 't with nine stated for o nure by April 19S'> Five T-mods at Service Water are also scheduled for remo.. in the first quarter 1995.

51 HC\\1/H a

a m

6 80 0

BLANK h

i 1

1 52 l

N 1

e i

IV. COST 1

1 53 I

Chemictry Index Salem Unit 1 The purpose of the chemistry performance indicator is to monitor operational chemistry control effectiveness. The indicator is based on concentrations of important impurities and corrosion products in selected plant systems. The chemistry indicator combines several key chemistry parameters into a single indicator that can be used as an overview of the relative effectiveness of operational chemistry control. The goal it, based on INPO guidelines.

1.0 Bauer

.8

.6 a

23

.21 y

.17 7-o 1

1992 1993 1994 J

F M

A W

J J

A S

O N

D 1995 Year h Dute Target U

+

Responsible Manager: J. Summers Data Source: G. Suey Analysis:

The year-to-date index number is.19.

SALRADi11S

Chomictry Index i

Salem Unit 2 The purpose of the chemistry performance indicator is to monitor operational chemistry control effectiveness. The indicator is based on concentrations of important impurities and corrosion products in selected plant systems. The chemistry indicator combines several key chemistry parameters into a single indicator that can be used as an overview of the relativo effectiveness of operational chemistry control. The goalis cased on INPO guidelines.

+

1 1.0 j

M*'.-

.e i

~.. -.

f 4

l

. h

.21

$g

.2 n

h i

0 t

2--

t r

i 1992 1993 1994 J

F M

A M

J J

A S

O N

o 1995 4

Monthhr Yearboate Target

-+-

k i

Responsible Manager. J. Summers Data Source: G. Suey j

j Analysis:

The year to date index is.33. We are above our goal due to unit startup in March, several power 4

reductions, and power escalation hold points associated with startup testing. CPD dissolved oxygen 1

levels were elevated due to air inleakage, and leaks have subsequently been repaired. Continued 1

steady state operation should retum these indicators to values below our goals.

l i

I I

SALRADi11s l

j Chemiotry Index l

Hope Creek Station i

The purpose of the chemistry performance indicator is to monitor operational chemistry effectiveness. The indicator is based on concentrations of important impurities and corrosion products in selected plant 4

systems. The chemistry indicator combines several key chemistry parameters into a s'rgle irdcators that can be used as an overview of the relative effectiveness of plant operational chemistry control. The goal is l

based on INPO guidelines.

1 i

1.0 j

1 B.m.r n

i O

i j

.s

.e

^

=

.2

- -l..

' w' 5W 1,

.31

+

~

4.y y.s.J a3 1:

.i E a p 1.4 J

F M

A M

J J

A 8

0 N

D 1992 1993 im 1995

% r.,,.

wer*o sm c.cueevey es,w

--o--

BEREI e==

Responsible Manager: R. Hovey Data Source: P. Osal Analysis:

The year-to date value is.4.

Root cause analysis has revealed that sulfates are coming from the low cross linked resins that have been used for iron removal in the condensate deep bed. One of seven beds have been replaced with the older style resins. Additional beds will be replaced in the future. Red waste disposal will have to be balanced with iron removal and sulfate levels.

56 HC\\22H

l-Contract Sorvicco Expanditurca

~

i Salem j

YTD Through March 31,1995 l

The values shown include 100% Operations and Maintenance Contract Services and Contractor expenditures based on the 0/12 revised plan and actuals through March 31,1995, 1

1 1

%er 4

/

D

/

/

/

/

l S 000 l

/

g%

~,. _

'N..,

/

l l

6" i

  1. 0 000 l

l e d...........................,#

10. con

~'%.-

9 %.m w

O u

j J

F M

A M

J J

A S

O N

D l

YTD 0/12 Bud YTD Actual YTD 0/12 Bud YTD Actual I

Contr svcs Contr svcs Contractors Contractors

}

Better I

I i

<xo

}

j l

3000 2000

'2 3

i e

1 3000 s--

0 l

CNO& PRES VP.NO VP.NE HR QA/NSR t

g.-

3

!!EiHii!!!!!!!H!

1 1

YTD 0/12 Bud YTD Actual YTD 0/12 Bud YTD Actunl i

contr sves contr svcs contractors contractors i

e 4

Responsible Manager: Steve Cohen Data Source: Jackie Walker. Johnson l

Note: Contractors include C/E 40.12,40.13 and 40.30 Contract Services are all other 40.xx cost elements l

C

Centrcct Scrvicco Expanditurco Salem YTD Through March 31,1995 l

Analysis:

Contract Services actual year-to-date expenditures of $8.0 million are $(1.5) million over the revised budget. Contractors actual year-to-date expenditures of 54.1 million are $.1 million under the revised budget due to earlier release of contractors. The Contract Services overrun is being offset within the organization by elimination of lower value work. These reductions will bring the NBU within the total budget for 1995.

CNO & President -

Contract Services are over due to Prism S.27 million and consultants for Organizational Effectiveness Assessment 3.07 million.

Human Resources -

Contractors are under budget due to an accrual reversal from prior years for Wackenhut S.4 million.

V.P. - Nuclear Operations -

Contract Services and Contractors are over budget due to the extended Unit #2 outage and forced outages experienced thus far YTD at Salem Station.

V.P. - Nuclear Engineering -

Over budget in Contract Services due to SG Feedwater Flow project $(.5) million and under budget in Contractors expense due to timing of cash flows for 1R12 outage 4.7 million.

58

l" Centract Sorvicco Expanditurca i

Hope Creek i

YTD Through March 31,1995 The values shown include 100% Operations and Maintenance Contract Services and Contractor j

expenditures based on the 0/12 revised plan and actuals through March 31,1995.

I Better

/

.S 14.000

,. p

, I-- s.

/

12.000 l

l

?-

" 8000

-~~..

....*****"" ' ~s g'

  • 000

..e 4 con

......,~...

2000 t....=...m_

f 1

J F

M A

M J

J A

S O

N D

YTD 0/12 Bud YTD Actual YTD 0/12 Bud YTD Actual Contr Sves Contr Sves Contractors Contractors Better 1750 1500 1250

  • 1000 750 Son 250 0

IN CNO& PRES VP.NO VP. Mi HR CWNSR g

siiii!!!i!!!!!!

p.

4 YTD 0/12 Bud YTD Actual YTD 0/16 Sud YTD Actual contr sves contr svcs contractors contractors Responsible Manager. Steve Cohen Data Source: Jackie Walker.Johnr.on Note: Contractors include C/E 40.12,40.13 and 40.30 Contract Services are all other 40.xx cost elernents t is

. +

..a.

.. _- - -s-n.-

e

.a n-. ~ --..

-n.a...-~ ~

..a---.--

Centract Servicco Expanditurco 4

Hspe Creek YTD Through March 31,1995 i

AnaWis:

1 Contract Services actual year to-date expenditures of $2.5 million are $(.2) million over the revised 1

budget. Contractors actual year-to-date expendituras of 3.8 million are 4.4 million under the revised budget.

CNO & President -

Contract Services are over due to Prism $.16 million.

Human Resources -

4 Contractors are under budget due to an eccrual reversal from prior years for Wackenhut 3.2 million.

i i

i e

1 k

i i

t

!~

Fuel Reliebility

~

Salem Unit 1 i

j Nuclear fuel can be manufactured and operated to achieve design bumup levels without fuel rod failure.

l When this is achieved to fuel has operated reliably. Routine fuel inspection following removal from the j

reactor vessel is not always practical to verify fuel reliability. Failed fuel rods release lodine activity to j

the primary coolant during operation. The WANO Fuel Reliability Indicator is defined with the following i

limiting conditions: the magnitude of the steady-state (greater /less than 5% power for at least three days and at least 85% power level) lodine-131 activity in the primary coolant corrected for the recoil (trarnp) contribution and normalized to a common purification rate. This provides a relative measure of tb number ano size of fuel rod failures in the core.

i 100 j

esaw U

3o 1

V l

I 10 3.68 3

i 1.07 g

l w

~

.=. 3...............................

0.1

=

4 j

0.03 0.01 1992 1993 19g4 J

F M

A M

J J

A a

o N

D 1995 YTD 1 Fedure Threshold (NPo) & target Monthly e.--

am Responsible Manager. Elliot Rosenfeld Data Source: Elliot Rosenfeld Analysis:

j l

The current chemistry analysis indicates the possibility of one or two failed rods in the core. The unit will be shutdown on 9/9/95 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 fall of 1995.

l 1

1 i

i 61 NDLGS1

-.n.

l Fuel Reliability Salem Unit.2 1

Nuclear fuel can be manufactured and operated to achieve design bumup levels without fuel rod failure, i

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 l'uel rods release iodine activity to j

the primary coolant during operation. The WANO Fuel Reliability Indicator is defined with the follcwing

)

limiting conditions: the magnitude of the steady-state (greater /less than 5% power for at least three 1

days, and at least 85% power level) lodine-131 activity in the primary coolant corrected for the recoil i

(tramp) contribution and normalized to a common purification rate. This provides a relative measure of l

the number and size of fuel rod failures in the core.

i 100 i

e.aw E

3 3

i 10 i

i

)

3 i

k

~.'sif 4

I 02 0.1 i

Om 1

l i

i l

gg ggg3 ggg4 J

F M

A M

J J

A S

O N

O j

1995 YTD Feuwe Threshold & target Mor##

Responsible Manager: Elliot Rosenfeld Data Source: Elliot Rosenfeld l

Analysis:

i l

The unit has not operated under steady state conditions nor at or near the minimum power level ( 96%

i for one day & 48% for eight days) for reliable analysis to be made.

I i*

i i

l 62 1

  • coes2 5

1

Fuol Roliability 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 lodine activity to l

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)

I contribution and normalized to o common purification rate, and offgas activity provides a relative i

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 Beast 400 300 3

200 100 30 21 I

I 0

J F

M A

M J

J A

8 O

N D

ggg2 ggg3 gg 1995 YTD Fenwe Thrnehold (INPO)

Teqpet Monehty m

+

Responsible Manager. Elliot Rosenfeld Data Source: Elliot Rosenfeld Analysis:

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 retumed 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.

NoC9H O

Production Cost (O&M an'd Fuel)

Salem Unit 1 The values shown include 100% Operations and Maintenance charges. Production cost includes all O&M spending including NBU and corporate direct charges. The total O&M plan for Salem Unit 1 is

$113.1 million..

esem 0

O

$f 4

goth urds IS[

2.71-2.se 2<

2 l

-,e gp.

'"~'~

%d:.

$k

"';". Pji:

o tee 2 toss tend J

F M

A M

J J

A S

O N

D tee 6 Were. Dato eudget E"'IP'd o_.

m man ts:m Responsible Manager: J. Summers Data Source: Steve Cohen Analysis:

Production cost for the month of March is 1.86 cents per kwhr versus a budget of 1.68 cents per kwhr.The actual year to date production cost is 2.14 cents per kwhr versus a budget of 1.70 cents per kwhr. The unfavorable variance is attributed to poor production which was only 72.5% of the plan. The year end Production Cost plan for Salem 1 is 2.27 cents per kwhr.

t 16S1M

I' Production Coat (O&M and Fuel)

Salem Unit 2 The values shown indudo 100% Operations and Maintenance charges. Production cost includes all O&M spending including NBU and corporate direct charges. The total O&M plan for Salem Unit 2 is j

$81.2 million.

I l

Beller U

6 4

I 4

Brth unes I

2.7%

gg g

WM i

I f

f I

t i

t t

f 1882 1883 1884 J

F M

A M

J J

A S

O N

D ines eman cow g

Fgggt 3

w rm.

W

-e-Responsible Manager: J. Summers Analysis:

Data Source: Steve Cohen Production cost for March was 2.75 cents por kwbr against a budget of 1.45 cents per kwhr. Actual year to date production cost is 8.37 cents per kwhr versus a budget of 1.50 cents per kwhr. Extended refueling outage and a forced outage has greatly reduced year to date generation. The year end Production Cost plan for Salem 2 is 1.49 cents per kwhr.

16S2M

Production Coat (O&M and Fuel)

Hope Creek Station The values shown include 100% Operations and Maintenance charges. Production cost includes all O&M spending including NBU and corporate direct charges.The total O&M plan for Hope Creek is

$114.2 million.

a.-

O 4

2.0L 2

1.72 1ss2 1ses 1s84 J

F M

A M

J J

A S

O N

D E

w-wam.

euded E

Pud M

-e_.

t=:n uma sen Responsible Manager: R. Hovey Data Source: Steve Cohen Analysis:

Production cost for the month of March is 1.94 cents per kwbr versus a budget of 1.60 cents per kwhr.

The actual year-to-date Production Cost is 1.67 cents per kwhr versus 1.67 cents per kwhr budget.

Production costs are favorable due to capacity factor and O&M costs at or near budget. The year end Production Cost plan for Hope Creek is 2.07 cents per kwhr.

66 16HM

. -... _... ~

._.a..

-.....-.a.-

~. ~. - - -- - -., -...,

Thormal Performanco Salem Unit 1 The purpose of the thermal performance is to monitor progress in achieving and maintaining efficient thermal operation. This reflects interest on thermal efficiency and attention to maintenance of balance-of. plant. It is defined as the ratio of the design gross heat rate (corrected) to the adjusted actual gross heat rate. The goal is based on INPO guidelines.

101 JL E#

100 adRN gg

!# El l

I 7

l g

l 07 J

F M

A u

J A

s D

1992 1993 1994 f

iteti j

YeareOues trubstrfGeel Mantidy Te#get

+

.m t

l l

l Responsible Manager: J. Summers Data Source: J. Ranalli l

Analysis:

i The ysar-to-date value is 99.7% The lowperformance is due to 11C feedwater heater leak.

I i

i i

1 67 SALEM \\21S1 l

j i

Thormal Porformance Salem Unit 2 The purpose of the thermal performance is to monitor progress in achieving and maintaining efficient thermal operation. This reflects interest on thermal efficiency and attention to maintenance of balance-of-plant. It is defined as the ratio of the design gross heat rate (corrected) to the adjusted actual gross heat rate. The goal is based on INPO guidelines.

101 m

O 100 904 30.8 90 I

~

se 97.1 97 l

Se J

F M

A M

J J

A S

O N

O 1986 Responsible Manager: J. Summers Data Source: J. Ranalli Analysis:

The year-to date value is 96.3%. The low performance is due to running at less than 100% power to evaluate the plant after feedwater nozzle adjustments and valve position limiter malfunctions.

1 4

68 SALEM \\21S2

u.

Thormal Performanco j.

Hope Creek ' Station l

The purpose of the thermal performance indicator is to monitor progress in adileving and maintaining emcient thermal operation. This reflects emphasis on thermal efficiency and attention to detail in maintenance of balance-of-plant systems. It is defined as the ratio of the design gross heat rate (corrected) to the adjusted actual gross heat rate. The goalis based on INPO guidelines.

I e

i 101 f

b l

^

L1

~

~'

-$2 H.2 5

y 96 p

I 1

f I

8 1992 1M 1m J

F M

A M

J J

A 5

0 N

O 1996 Irtemel Target Year m Monthh/

  • M Responsible Manager: R. Hovey Data Source: J. Clancy Analysis:

The year-to date value is 99.7%. The low performance may be attributed to high condenser back pressure from one circulating water pump being out of servloe for the period.

69 HC/214

h 9

9 BLANK 4

I

\\

I l

l I

70 l

4 4

d 4

i O

V. CUSTOMER FOCUS J

d

'9 h

71

i 1

.1 ATS Overdue Category 1&2 Tasks l

Nuclear Business Unit The Action Tracking System (ATS) is a NDU software application used to track and status regulatory j

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 intemally imposed due date. The number of tasks overdue at the end of each montn are monitored as a 4

i performance indicator including priorities A,B,1, and 2. The goal is 0 overdue.

i i

l 20 s.ew I

18 16 34 12 j

10 1

1 6

-~~------

4

=

??

M M

M o.

m u o,.ana mu HC k Ergr & SJpp QWR PumrgW"in rca acampyva c mpys Responsible Manager J. Benjamin Data Source: J. Momson Analysis: (Dets as of 3/1/95 at 7:26am)

Two Category 1 tasks reported as overdue including ilR requiring evaluation by Nuclear Electrical Engineering and 1 EPA issue requiring action by Nuclear Ucensing.

31 Category 2 tasks were overdue. This is a decrease from the 33 reported in Februssy. There are no j

priority A or B tasks overdue. There 4 priorty 1 and 27 priority 2 tasks overdue. Salem Operations and Nuclear Operations Other have the largest number of overdue tasks with 10 followed by Nuclear Engineering with 8.

72 QA\\TSODUE

Liconcoo Evont Roports

~

Salem Station

'mr reactor licensees are required to report certain types of unusual occurrences to the NRC.

a reports, called Licensee Event Reports (LER's) cover a wide range of occurrences including

%.pment failures, personnel plant errors and plant emargencies. The monthly number of LER's, broken down by cause, is monitored along with the year-to-date total. The yearty targets are total LERr no more than 35 and Personnel Error LERs no more than 8. The LER is issued within 30 days of the i

occurrence. It is counted in the issuing month.

l I

l 1

l 80 i

n v

4 I

l 1

40 34 34 l

g 30 y

3 10 t

e i

i t

i i

i i

t n.

F M

A M

J J

A E

O N

D J

gg gg ggg4 1995 Year 4>Cato total Personnel DeeWEesip Asothers Drget-letal

+

g g g-Responsible Manager: J. Summers Data Source: Joe Fest Analysis:

The year-to-date value is 5 LERs, with 3 attributed to design / equipment,1 to personnel error and 1 to management deficiency. Two of the three design related LERs involve planned TS 3.0.3 entries to correct analog rod position indication drift. The procedure for adjusting analog position indicators was recently changed and will reduce 3.0.3 entries. Also, a license change raquest was submitted in August 1994 to allow an hour to restore operability.

73 SALEMQ8S

Liconoco Evont Roports Hope Creek Station All power tsactor licensees are required to report certain types of unusual occurrences to the NRC.

These reports, called Licensee Event Reperts (LER's) cever a wide range of occurrences including equipment failures, personnel plant errors and picat emergencies. The monthly number of LER's, broken down by cause, is monitored along with the year.to-date total. The yeariy target is total LERs no more than 20. The LER is issued within 30 days of the occurrence. It is counted in the issuing month.

j l

i 50 i

Better nO l

30 3

x 15 0

...*****,.=

p 12

l 10

..*****~'

1992 19W ig F

M A

W J

J A

S O

N D

J 1995 Personnel Deelgrnquip Al others "Inrget-totel Yew.tWete total y

+

Responsible Manager: R. Hovey Analysis:

Data Source: J. Clancy The year-to-date value is 4 LERs with 1 personnel error and 0 design / equipment reports.

74 He\\28H 1

s e,

Low Lovel Radioactivo Wooto Generated Salem Station Solid radioactive waste is the accumulation of radioactive products (sludge, resin) removed by liquid j

and gaseous processing systems. Contaminated solid materials (disposable gloves, booties, trash) l 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.

l l

l 2so 225 200 175 150

,e s

12s se e

,oo e..,.,. **',.,,

l-ss-75 50

....m,,,,,......-~~~*****'"',

2s T

i o

1982 1983 teed J

F M

A M

J J

A 6

O N

D 1985 Monthy sNpped-YTD INPO Medlan Terpet

-e Responsible Manager: J. Summers Data Source: E. Katzman Analysis:

The year-to-date radwaste accumulation is 10A cubic meters, below the target. The extended refueling outage of Unit 2 resulted in higher than anticipated waste levels.

75 SALRAD\\11S

Lcw Loval Radioactivo Waota Genorated Hope Creek Station Solid radioactive waste is the accumulation of radioactive products (sludge, resin) removed by liquid and gaseous processing systems. Contaminated solid materials (dispo:i.able gloves, booties, trash) are generated primarily as a result of in-plant maintenance activities. The data reported reflects radioactive waste, after compaction, generated at 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.

soo a.en8 m

~

ii

,,, 1s4 l.Ie5

,,,a

~

g

' *,,,....- ~ ~ * * * * * * * *,,,........ = * * * *

  • j o

J F

W A

W J

J A

8 O

N D

)

qq gg qgg4 l

1996 Monthly year 4> Cues

    1. C Med6mn Target 4 a, +

Responsible Manager. R. Hovey Data Source: Marty Prystupa j

Analysis:

The year-to-date value is 30 cubic meters of compacted waste, below target.

HC\\11H j

I e

NJPDES Violationo Salem Station 1

New Jersey Pollution Discharge Elimination System violations are compared to Salem's intemal target i

for the year. Included in this count are exceedances of DMR numericallimits, administrative deficiencies and Notices of Violation. The target for the year is 0.

i I

24 Demer h

~

i 4

2o i

l s

12 f

8 4

E O

- t t-1 r

^

^

^

t-J F

W A

W J

J A

8 O

N D

1992 1993 1994 1995 2

Year

  • Dele Monedy Target

--.e-E RequisiMe Manager: J. Summers Analysis:

Data Source: F. Thomson To date no violations have been received.

77 NDW3S

NJPDES Violatieno Hope Creek Station 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. The target for the is 0.

8 a.m.

7 6

5 4

1 3

_8 2

1 i..

O 0

J F

M A

W J

J A

8 O

N D

1992 1993 1994 1986 4

voorbones MensW Twast

+

y,, ;

Responsible Manager: R. Hovey Data Source: Frank Thomson Analysis:

To date no violations have been received.

78 NDW3H

,r _ _

NRC Violationo l

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 written notification of the violation by the NRC to PSE&G. Severity Level I and ll violations are very significant; Level 111 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 1-111 violations.

20

<r n,h-l to i

16

~%

~

l b

l e

4 a........

4 i

i i

i

/

faar fan, fg r

k A

k 4

A 8

o N

o 1ses i

Level 13 Lauud 44 Vuorecues Target j

nummen

.+

j Responsible Manager: J. Summers Data Source: Frank Thomson Analysis:

No violations have been received through March.

l l

1 1

a ND\\13S

)

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 between discrepancy identification and written notification of the violation by the NRC to PSE&G. Severity Level I and il violations are very significant; Level 111 violations are serious and generally result in civil penalties; Level IV and V l

violations are less serious and generally don't result in civil penalties. The target includes having no Level 1111 violations.

l 20 i

sauer n

1s -q 16 14 12 4

10 f

a z

e a

8 4

2 2

...... 9 y-....,

, a.

g y~-

c 1992 1993 1994 J

F M

A W

J J

A 8

O N

D 1995 Level 13 Level 4 6 Year h Dees Target pggym

+

Responsible Manager: R. Hovey Data Source: Frank Thomson Analysis:

March: There were two Lewi IV violations recehed for actMties January through March. Diesel generator operability was not shown as required by Tech. Specs. During February, sewral surveillance procedures were not proper 1y established nor maintained.

ND\\13H l

1 l

,,j, Production Cost (O&M and Fuel)

Hope Creek Station The values shown include 100% Op6 rations and Maintenance charges. Production cost includes all O&M spending including NBU and corporate direct charges. The total O&M plan for Hope Creek is

$114.2 rnillion.

sein 6

~ ~ ~ '

~

~

~

-~

F l

)

4 5

1 2.05 2

3

,y p

A 47 L_

~

kll I,'

0 1992 1993 1994 J

F M

A M

J J

A S

O N

D Fuel Part wn-to u.

euem a

Responsible Manager: R. Hovey Data Source: Steve Cohen Analysis:

1 Production cost for the rnonth of March is 1.94 cents per kwbr versus a budget of 1.60 cents per kwhr.

The actual year-to-date Production Cost is 1.67 cents per kwhr versus 1.67 cents per kwhr budget.

Production costs are favorable due to capacity factor and O&M costs at or near budget. The year end Production Cost plan for Hope Creek is 2.07 cents per kwhr.

16HM 4

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