ML20141E188

Forwards INPO Rept Re 851209 Progress Visit.Keeping Incident Investigation Team on Site to Assist in Assessing Feasibility of Getting Facility Back on Line Suggested.Aslb Hearing Requested Re Prolonged Operation

ML20141E188
Person / Time
Site:	Rancho Seco
Issue date:	03/06/1986
From:	Henning D, Price A SMUD RATEPAYERS ASSOCIATION, INC.
To:	NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION V)
References
RTR-NUREG-1195 NUDOCS 8604080512
Download: ML20141E188 (28)

Text

{{#Wiki_filter:, f +,. 60CEVEt: W. ' March 6, 1986 ISEB HAR 12 FH 12 7 Regional Chairman Region 5 U. S. Nuclear Regulatory Commission 1450 Maria Lane Walnut Creek, California Gentlemen: We have only partially reviewed NUREG-1195 and completely reviewed the Institute of Nuclear Power Operations (INPO) Pro-gress Visit on December 9, 1985 which was discussed with the management of the Sacramento Municipal Utility District (SMUD) on December 13, 1985. We are attaching a copy of the INPO report for your review and comments. We strongly urge that you keep an Incident Investigation-type Team on site at Rancho Seco to assist the SMUD board of directors and General Manager Dewey Lowe with assessing the feasibility of getting Rancho Seco back on line. We do not want to lose the operation of this p] ant because of its obvious economic benefits to our community, but we need to know if this is still a logical request. In order to regain public confidence in the operation of this l plant, it will be necessary for the public to be fully apprised of what has been done and how safe the plant is. Therefore, we formally request a fully Atomic Safety l Licensing Board (ASLB) hearing to held in Sacramento so that we can hear the explanations, the status of the plant and our position and if it is possible for this plant to be operated for a prolonged period of time. We thank you for your time and consideration and look forward to receiving your comments and decision. Sincerely, y M1A' ' /f/Cf Anna D. Price Deborah Benning Chairman Vice Chairman SMUD Ratepayers' Association, Inc. P. O. Box 220 Elk Grove, CA 95624 8604000312 860306 PDR ADOCK 05000312 P PDR

RECEWED Np~ / Institute of Nuclear Power E E I2 M I2 U v Operations 11o0 Cercie 75 Parkway sune 1500 REG 10"" "* " - Atlanta. Georgia 30339 Tewpnone 404 953-3600 January 2,1985 Mr. Dewey K. K. Lowe General Manager Sacramento Municipal Utility District P. O. Box 15830 Sacrame o, California 95813 Dear o Following a progress check visit to Rancho Seco in September 1985, we worked out arrangements for a second progress check visit in December. Our team conducted this progress check, including a review of related corporate activities the week of December 9, 1985. A copy of the team's trip report is attached. My review of the report and discussions with the team indicate that while several areas need additional attention, progress is being achieved in most areas reviewed. Of particular note is the progress to date in the chemistry area. As agreed upon during the team's visit, we will work with you to To assist in arrange for another progress check visit in early March. preparation for this progress check, we request an updated status of the IMPO corporate and plant evaluation responses by February 28, 1986. l Should you have any questions regarding this matter, please contact Pat Beard (404-980-3214) or me. Sincerely, X i Zack T. Pate President ZTP:ke attachment cc: R. J. Rodriguez RECEIVED JAN 0.!SE3

Pv institute of Nuclear Power Operations jP Memorandum

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December 30, 1985 To Pe M. Beard, Jr. From pie /. W. Wigley se PROGRESS VISIT TO RANCHO SECO AND SMJD CORPORATE HEADQUARTERS (85-25F2) PURPOSE An evaluation progress check visit was made to Rancho Seco and Sacramanto Municipal Utility District corporate headquarters during the week of December 9,1985. The purpose of the visit was to assess the status of corrective actions since the INPO evaluation in July 1985 and an earlier Rancho Seco progress check visit in September,1985. DISCUSSION Progress was assessed in cognizant corporate areas and in the following plant areas: organization and administration, operations, maintenance, radiological protection and chemistry. Also, the response status for all findings was reviewed to assess the adequacy and timeliness of actions. l Plant tours, discussions with individuals responsible for actions, j review of plant and corporate status reports and observations of certain activities were used to assess progress. Plant activities observed included a startup and partial power ascension. SIM ERY OF RESULTS The team noted a number of improvements at Rancho Seco. Satisfactory progress has been achieved in addressing a number of the issues reflected in the INPO findings. It appeared to the team that many plant and corporate personnel have a positive attitude toward improving the SMUD image and Rancho Seco performance. The following specific improvements were noted: Increased corporate involvement is evident. Secondary cheniistry has improved and now appears to meet Steam Generator Owners Group Guidelines. Plant supervisory tours are consistently conducted by Chemistry, l Radiological Protection and Electrical Maintenance. ~ ~ ' ~ - - - Turbine building and auxiliary building housekeeping has improved. l t

Good progress is being achieved in the radiological protection program. Control of maintenance and post-maintenance testing is improving. The team identified the following areas as needing additional emphasis: Non-licensed operator performance during rounds (draf t copies of an observation on Auxiliary Operator Rounds dated 12/11/85 were given to Messers Lowe, Rodriguez, and Coward - see attachment 1) Supervisory involvement with non-licensed operators and some maintenance personnel Development of the Coordinated Commitment List and plant task tracking system Operations department's cooperation with the maintenance and health physics departments Planning and scheduling of maintenance activities ' reflects the status of some specific issues where additional attention is needed. In addition, we suggest that SMUD formally adopt the Steam Generator Owners Group Guidelines for secondary chemistry. Details of the team's visit were discussed at a debriefing conducted December 13, 1985, attended by Dewey Lowe, Ron Rodriguez, George Coward and members of the plant and corporate staff. INPO FOLLOW-UP ACTION Schedulev a followup visit to Rancho Seco in early March - Action - Lu Yarfjer Arrange for an evaluation trip to Arkansas Nuclear One for George Coward in early Februrary - Action - Lu Yarger Provide assist visit in maintenance planning and scheduling in l early January (contact - Jim Shetler) - Action - Nick Paleologos Provide additional materials as requested in training, maintenance and operations - Action - Don Gillispie and Bill Wigley s DLG/WWW:ke attachments cc: President's Office

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..====w w e. w ew/ AJ/ OJ Finding (CA.3-1) Managers and supervisars are not sufficiently monitoring day-to-day plant activities to help establish standards and provide guidance to station personnel. Recommendation Strengthen management and supervisory involvement .n monitoring and assessing station activities. Ensure that managers and supervisors establish acceptable performance standards, and require plant personnel to meet these standards.

Response

- The Nuclear Operations Department has instituted a policy of management and supervisory involvement with plant activities. This policy has been given a number one priority by the Manager, Nuclear Operations. All ma ugers and exempt supervisors have been directed to observe and assess plant activities, and document the observations. This policy is being tied to our goal of personal accountability. The documented results of supervisory tours and the corrective actions taken are reviewed with the Manager. Nuclear Operations. In addition, periodic quality assurance (QA) audits will be conducted to assist the Manager, Nuclear Operations, in identifying trends and underlying causes of deficiencies that require corrective action by management. Training is being provided to managers and supervisors on how to make effective observations. This training is based on the INPO course on the same subject. Status A review of supervisory plant field reports, discussions (12/13/85) with some supervisorsj and some performance problems indicate that the operations, mechanical maintenance and I&C maintenance department supervisors are not meeting station requirements for conducting supervisory tours. I

Finding (OA.3-2) Increased management attention is r.W to ensure correction of recognized problems. Identified deficiencies and neccec actions are not prioritized and tracked to ensure timely corrective action is taken. As a result, many long-standing problems have not been corrected. Recommendation increase management attention to resolve long-standing problems. Prioritize problems, track corrective action to completion, and assess the affectiveness of action taken.

Response

Identified deficiencies are tracked on the Coorcinated Commitment List and/or the QA Follow-up List until completion. Additionally, increased management attention will also be used to correct long-standing problems such as those identified in this report in an appropriate order of priority. The scope and depth of the QA audit program are presently under review. Included in this review will be a determination of how the identification of recurring problems can be improved and how the effectiveness of corrective actions can be assessed. Action is underway to implement a priority system for the Coordinated Commitment List and to implement a system to ensure closed items are completed. Status While a program has been outlined to upgrade the coordinated (12/13/85) comitment list including prioritization of items, it will be difficult to meet the January 1986 date for completion without additional emphasis. Also, further emphasis is needed to implement the plant task tracking system. 2

- - = Finding (OP.2-1) Operations supervtsory personnel need to be more involved in routine operations activities ouuide the control room. Routtne activities of auxiliary operators (AO) and equipment attendants (EA) are not monitored to ensure conformance with statten policies and good operating practices. Recommendation Emphasize to a!! operations u.. rvisc.s the need to menster v operator activities outside the cas. trol room. Shif t supervisers should routinely observe AO a: 1 EA activities and provide appropriate direction and on-the-scis tcaining when necessary.

Response

The Nuclear Operatiens Department has instituted a policy of management and supervisory involvernent with plant activities. This policy has been given a number one priority by the Manager, Nuclear Operi.tior.s. All managers and exempt supervisors have been dire :tec to observe and assess plant activities, and document the 25ervations. This policy is being tied to the goal of personal accountability. The documented results of supervisory tou.s and the corrective actions taken are reviewed with the Manager. Nuclear Operations, in addition, periodic QA audits will be conducted to assist the Manager, Nuclear Operations, in identifying trends and underlying causes of deficiencies that require corrective action by management. Training is being provided to managers This and supervisors on how to make effective observations. training is based on the INPO course on the same subject. This program is departmentwide and includes the Operations - Division. In addition, experienced operators are being used to provide on-the-job training on a continuing basis for the EAs and c Aos. A review of supervisory tour reports and discussions with Status two shift supervisors revealed that the shif t supervisors (12/13/85) are directing their time spent outside the control room prima to equipment inspections rather than observation of. operators Additionally, many operations department supervisor at work. are not meeting station requirements for conducting supervisc tours outside the control room. Specific guidance has not been provided to the supervisors in what activities to obsers and as a result, individual operator strengths and weaknesse! have not been identified so that corrective a: tion can be For example, auxiliary operators appropriately focused. have not been observed conducting rounds, and department management was not aware of some significant auxiliary opera knowledge and performance weaknesses. 3 l l

Finding (OP.3-1) Control af disabled annunciator's, computer alarms, and trend e recorder points needs to he upgraded. Control room opera:crs were not aware of the status o! some disabled alarms and :re.c recorder points or the reasons they were not in service. Supervisory authorization is not required prior to disabling these devices, and formal s documentation of their status as not maintained in the control room,. Recommendation Provide formal cocumentation in the control room of the status of all disabled alarms and trend recorder points, including tne reason the device is disabled. Shift supervisor approvat should be required before these devices are disabled. Rer;ense Procedures will be revised to include positive supervisory control of disabled annunciators and trend.. recorder potnts. These controls will include requiring shif t supervisor permission to disable any alarm or trend recorder and requiring the logging of disabled annunciatots or trend recorders along with the reason for the action. The disabled alarm and annunciator Icg will be reviewed during shif t turnovers. Status A method of logging disabled annur.ciators and trend recorder (12/13/85) points has been established tnat provides the essential elements of approval and control. However, a spot check of some trenc recorder points showed the. logged status was not always accurate. A program.to periodically audf t the log to ensure accuracy has not been implemented. N, 1 r. l 1 x

.~ Finding (OP.3-3) Log sheets or other guidance to the auxiliary operator for conducting rounds in the radiologically controlled area (RCA) is not available. Some operators did not inspect impcrtar.t equipment or were unfamiliar with the normal operating rare $5 of important parameters. Recommendation Establish tog sheets for equipment in the RCA to guide cpera-tors on their rounds. The log sheets should include maximum, minimum, or normal values for appropriate equipment param-eters.. INPO Good Practice OP-206, " Generic Round Sheets and Shitt Operating Practices,"could be of assistance in this ef fort.

Response

AP.23, " Control Room Watchstanding," is to be changed to include guidelines for watchstanders on tours of watchstations, watchstation tour sheets, and watchstation logs. Included in this change is a definitive guideline for each watchstation as to the responsibilities and requirements imposed on a watchstatien. Log sheets will be implemented for equipment in the RCA. INPO Good Practice OP-206 will be reviewed for additional steps that could be implemented. Status Round sheets have been provided for the radiologically controllec (12/13/85) area. however, guidance has not been provided for their use. One operator observed did not take the sheets with him on a large portion of his rounds. 5

Finding (OP.4-1) Equipment attendant (EA) and auxiliary operator (AO) perfor-mance needs upgrading in the areas of equipment monitoring, material inspection, documenting deficiencies, and radiological practices. Some operators did not note or report plant deficien-cies, and did not check some operating and standby equipment. In addition, some operators did not follow station requirements for work in high radiation or contaminated areas. Recommendation Instruct EAs and Aos in the proper techniques for monitoring equipment and identifying, investigating, and documenting abnormal conditions. Ensure operators inspect all equipment and spaces on a regular basis and that plant radiological control policies are followed. One-on-one training, which is 75 percent complete, is being

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performed with the non-licensed operators. This training is being performed with experienced operators as the instructors. This trainint upgraded the performance of the non-licensed ~ operators. "he on-shift licensed operators will help maintain the level of performance of the non-licensed operators and future non-licensed operators through the training they receive a.s on-the-job evaluators / supervisors and through the accredited traming program. Status Improvement is still needed in this area. One operator was This (12/13/85) observed conducting rounds in the auxiliary building. operator had performance weaknesses in the areas of system and equipment inspection, procedure use, documenting deficiencie Addition: radiological practices, and rounds sheet utilization. he did not understand some important aspects of equipment he was responsible to monitor and was not provided supervisory guidance when he encountered difficulty. l 6 ...m,,,,,. _ _,, ---.,,r_ ,.--,.w w

.o Annunciator response procedures have not bem developed for Findbg (OP.5-1) control panels located outside the control room. Some operators are not familiar with causes and corrective actions associated with some annunciators in the plant. Provide annunciator response procedures at local panels. Recommendation Alarm response procedures are currently being developed for

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annunciator panels located outside the control room. They are approximately 75 percent complete and wi!! be in place by December 1985. Annunciator response procedures are not available yet for Status the diesel generator mechanical and electrical panels, and (12/13/85) the chlorinator panel. Procedures are in place for the radioacti waste panels, the condensate demineralizer panel and the make-up water treatment panel. In these procedures, some instrument designations are different from the panel labels, resulting in possible operator confusion, and some of these procedures are incomplete. l l L

.~ Finding (MA.3-2) Planning and scheduling of mamtenance activities need to be upgraded. Problems identified include the following: Job scoping before beginning maintenance is se!cer-a. accomplished. b. Delays sometimes occur due to incomplete planntrg, inadequate work packages, and lack of coordination among plant departments. c. A schedule does not exist for daily maintenance 1 activities. Recommendation improve job planning by on-site job scoping, better definition of work to be accomplished, and use of work packages in joo planning. Prepare a daily schedule to improve communication and coordination among departments. The District concurs with the need for better job planning and

Response

scoping and endorses the concept of the use of work packages in job planning. The District currently has a contractor performing a study of the site scheduling organization and identifying the The planning and scheduling needs for the Rancho Seco site. results of this study are due to be issued in December 1985 and will define a recommended organizational structure for per-forming outage and maintenance planning and scheduling at Rancho Seco. It is the District's intent to review the study andIn implement the applicable recommendations during 1986. anticipation of the increased staffing levels required to a!!ow proper job planning and work package preparation, both the' Maintenance and Scheduling divisions have requested additional l manpower in the 1986 budget. Recognizing that the implemen-j

• tation of the Planning and Scheduling study and hiring of addi-tional staff is a long-term effort, the District has initiated an immediate corrective action in the form of the Daily Work Plan. The Daily Work Plan, coupled with the review conducted by Scheduling and Operations and the increased management attention at supervisor meetings, results in added emphasis on the individual shops to plan their jobs in advance. In addition, it provides a mechanism to improve communications and coordina-tion among the departments on maintenance work activities.

Planning groups have been set up in mechanical and electric Status a. (12/13/85) maintenance. The I&C maintenance department has not established a planning group to date.

b. and c.

A daily schedule is now in use which improves consnunicatior between OPS, maintenance, and HP. Delays have been reduced with the exception of clearance tagging problems. Currently, only about 2/3 of the clearances requested are approved by operations in time to support daily maintenance activities. d. A review of supervisory tour reports indicate Mechanical and I&C maintenance groups are not meeting the requirement: of the plant supervisory tour program. . _ - - -}}