ML20149H847
| ML20149H847 | |
| Person / Time | |
|---|---|
| Site: | Quad Cities  |
| Issue date: | 12/23/1994 |
| From: | Kraft E COMMONWEALTH EDISON CO. |
| To: | NRC OFFICE OF INFORMATION RESOURCES MANAGEMENT (IRM), Office of Nuclear Reactor Regulation |
| References | |
| ESK-94-111, NUDOCS 9412300096 | |
| Download: ML20149H847 (16) | |
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Commonwealth Edison Quad Cities Nuclear Power Station 22710 206 Avenue North Cordova, Illinois 61242 Telephone 309/854-2241 ESK-94-111 December 23,1994 U.S. Nuclear Regulatory Commission Office of Nuclear Reactor Regulation Washington, D.C. 20555 Attentiom Document Control Desk
Subject:
Quad Cities Nuclear Power Station Units I and 2 Restart and Performance Improvement Areas NRC Docket Nos. 50-254 and 50-265 As Site Vice President of Commonwealth Edison's (Comed's) Quad Cities Nuclear Station, I want to take this year-end opportunity to provide you with the current status of Quad Cities Station. This includes our extensive improvement efforts since shutdown of both units in October 1994, and our future improvement areas which we will focus upon in 1995.
In early October,1994 both units of the Quad Cities Station were operating, and the station had embarked upon a long-term improvement program, guided by the provisions of the Quad Cities Course of Action and the Quad Cities 1994 Management Plan. During startup testing and maintenance on Unit 1. a Recirculation System loop differential temperature limit was exceeded and the unit was piaced in a cold shutdown condition. Subsequent to a review of this and other recent operational events, Senior Station Management also decided to place Unit 2 in cold shutdown until the causes of the problems were determined and corrective actions were formulated and implemented.
A detailed post-shutdown analysis revealed that specific areas related to personnel and plant performance,(focus areas), needed to be addressed prior to restart of the units. The analysis also indicated that these focus areas were already contained within the scope of the Course of Action and Management Plan. Ilowever, activities in these areas were not providing the expected results in the necessary timeframe. It became clear that these programs needed to be reviewed, reprioritized, and rescheduled to achieve the near-term improvements necessary to support restart.
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December 23,1994
-Based upon the analysis, we concluded that two major areas needed to be addressed before restart:
a Station Management The existing senior management team had not achieved sufficient improvement in plant / staff performance. Accordingly, in mid-October, the Station Manager, the Maintenance Manager, the Technical Superintendent and the System Engineering Supervisor were replaced. In the course of restart activities, a considerable strengthening of the Quad Cities Management Team was accomplished through the hiring of a ne'v Station Manager, an experienced, interim Site Engineering Manager, a new V'ork Control Supervisor, a new Maintenance Superintendent (scheduled to arrive on-site in January 1995), and a new Radiological and Chemistry Superintendent. During the implementation of these changes, corporate support for the site was enhanced by the presence of the Senior Vice President and Chief Nuclear Officer for an extended period of time. The changes represent a process which will continue until all positions are filled with permanent Commonwealth Edison employees.
e The Development of a Detailed Quad Citics Restant Plan The site developed a comprehensive Quad Cities Restart P'an to guide and direct j
the necessary actions. This Restart Plan incorporated eight focus areas, all l
grounded in the Course of Action and Management Plan. All of the focus areas identified activities to improve station performance. A summary of the eight focus areas is contained in Attachment A, along with a summary of the focus area, and the interrelationship between the focus area and the Quad Cities Course
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of Action, in order to obtain a clear understanding of the nature of the items in the Restart Plan, it is important to understand their origins in the Course of Action, as well as the higher level planning vehicles within the Nuclear Operations Division (NOD) at Comed. Attachment B provides a time-line based, graphical representation of the interrelationships between the restart focus areas, the Quad Cities Course of Action, the Quad Cities Management Plan, the j
Quad Cities Business Plan, and the higher level NOD and Comed Strategic Plans.
Based upon our analysis of the actions necessary for restart, several areas for improvement were added to near-term work. This represents a significant expansion of the initial restart effort. Although not directly related to restart, these additional issues are being worked on in parallel with the restart efforts. Similar to the restart efforts, these actions address various objectives and issues within the Quad Cities Course of Action. These are
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December 23,1994 noted, where appropriate. Included in the expanded improvements are:
a implementation of Single Integated Site Schedide Work evolutions at Quad Cities Station were being scheduled and initiated from several different, and sometimes conflicting, work schedules This led to decreased productivity and contributed to the increasing backlog of work and presented a challenge to the Main Control Room. In order to address this issue, the site developed and implemented a single integrated schedule for accomplishing work. Course of A ction Objective 3.2.2.4, Impmve the Work Pmcess including.
package prepamtion, planning, scheduling, and irnplementation.
m Work Contml Pmcess The Work Control Process at Quad Cities was cumbersome and ineffective. This also lead to decreased productivity and increased work backlogs. The site has completely redesigned and streamlined the existmg, cumbersome process for controlling work. Implementation of the new process will occur in January 1995.
Course of A ction Objective 3.2.2.4, Impmve the Work Pmcess including package prepamtion, planning, scheduling, and implementation.
m Redefinition of the Work Package Creation Pmcess The Work Package process at Quad Cities resulted in complicated, unnecessarily -
large, and non-user friendly work packages, which led to decreased productivity and increased the potential for personnel errors. The site has developed and initiated the implementation of a redesigned and streamlined process for the creation of work packages. Final implementation is scheduled for January 1995.
1 Course of A ction Objective 3.2.2.4, impmvc the Work Pmcess including package j
prepamtion, planning, scheduling, and implementation.
m Quality Contml (QC) and Quality Verification (QV) Effectiveness In an effort to upgrade and enhance the oversight of activities at Quad Cities, the QC department is being realigned to report to the QV Manager, and the QV Manager will now report directly to the Site Vice President. Course of A crion Objective 3.4.2.1, Strengthen the mie and authority of the Quality Venfication function; and 3.4.2.3, Impmve the effectiveness and timeliness of QV pmducts and pmcesses.
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m llot Spot Reduction The radiation source term at Quad Cities Station has historically contributed to personnel radiation exposure and high cumulative exposure totals. To reduce this
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December 23,1994 source term, and thus reduce personnel exposure to radiation, the site has been aggressively reducing " hot spots" throughout the plant. Since early-1994, the site has eliminated 63 hot spots, with over half of these during the Fall forced outage.
Course of A ction Objective 3.S.2.1, Reduce workers collective mdiological dose.
m Plant Decontamination Since August 1994, the site has decontaminated a net 53,000 square feet of plant floor area (approximately 17% reduction in contaminated floor space). Course of A ction Objective 3.S.2.2., Reduce contaminated an'as.
Following a comprehensive evaluation of the restart effort, including review and evaluation by industry peers and recognized experts, we have concluded that sufficient performance improvements have been accomplished to proceed with restart of the Quad Cities' units. The restart and sustained operation included extensive, on-shift oversight by both Senior Station Management and Operations management. Startup of the first unit (Unit
- 2) was initiated on December 15,1994. That startup, which continues to be in process, has proceeded without significant personnel error, and in a controlled and deliberate manner, with due regard for conservative operations and decision making.
Ilowever, while we continue to conclude that substantive and important gains have been made, based on our observations in the startup of Unit 2, a recent event has indicated that we have not yet fully achieved the desired extent of improvement in conduct of operations. This event, which resulted in a spill of reactor coolant from the shutdown Unit I during maintenance activities, indicates that we have not yet fully succeeded in ensuring operating personnel use only the formal plant configuration control processes in the conduct of day-to-day operations.
We have extensively investigated this event, and have concluded that operation of Unit 2 can safely continue in consideration of the belief that the event was due to inadequate decision making, restricted to certain operators in one operating crew. The personnel in this crew have been removed from watchstanding, and will not be returned to watchstanding until still-to-be-defined remedial training and coeding have been completed. This conclusion is supported by the observations of the peer evamators, and operations oversight by Senior Management personnel of other crews in the conduct of day-to-day operations and maintenance activities.
As a conservative measure, we have decided to maintain Unit 1 in cold shutdown and maintain Unit 2 at its current operating condition until all results of our investigation are
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December 23,1994 completed, and we have further monitored operations in Unit 2. We will keep you informed of our continuing actions regarding operation of the units.
Despite the significant progress made by the site in addressing the restart focus areas, resulting in the decision to restart both units, this latest event highlights the need for continued management attention and focus in the future. To that end, the site has identified the key focus areas which will need to be addressed in 1995 to ensure continued performance improvement and conservative operations. These are described in Attachment C. One specific issue identified in Attachment C is the preparation and planning for the upcoming refuel outage (Q2R13, currently scheduled to begin in h1 arch 1995). The site is aggressively pursuing this preparation, and I will continue to monitor the progress. However, we intend to not enter the refuel outage without an appropriate level of preparation.
If there any questions or comments, please feel free to contact me at 309-654-2241, extension 3600.
Sincerely yours, E.
' kraft, J Site Vice President Quad Cities Station cc:
J. hl. Taylor, Executive Director for Operations W. T. Russell, Director - Nuclear Reactor Regulation J. It h1artin, Regional Administrator - Region III
- 11. Niiller, Deputy Regional Administrator - Region til R. Capra, Project Director - Nuclear Reactor Regulation
ATTACHMENT A QUAD CITIES NUCLEAR STATION RESTART IMPROVEMENT AREAS Both Quad Cities units were shutdown to permit Comed management to assess the cause of problems and to develop the actions necessary_ to achieve important short term improvements in the effectiveness of the management team and all personnel at Quad Cities, prior to resuming operations. As an important step in completing the actions required to restart the units, substantive changes in management of the Station were required. Shortly after the forced outage, the Station Manager, Technical Superintendent, Maintenance Superintendent and the System Engineering Supervisor were relieved by a management team more effective in achieving conservative plant operations.
The following summarize the Restart Improvement Areas which were addressed during the forced shutdown of the Quad Cities units. The restart plan was based on achieving measurable improvements in selected areas. These restart focus areas were already contained within the scope of the Course of Action and Management Plan.
OPERATIONS STANDARDS UPGRADE Plant operating experience immediately prior to the shutdown of the Quad Cities units emphasized that standards of performance in the Operations Department needed to be upgraded, and that a more formal, disciplined approach to operating the plant was required.
The Operations standards upgrade activities focused on defining the increased standards of performance, demonstration of these standards by the operators, monitoring performance against the standards, and assessing effectiveness of these improvement actions. Attributes of the upgrade activities included operating vigilance, supervisory effectiveness, Control Room professionalism and demeanor, intolerance of workarounds, command and control, procedure adherence, and control of plant conditions.
The upgrade activities included an Operations self-assessment and formation of a core group of management and bargaining unit personnel to review the results of the assessment and develop the action plans and participate in the classroom portion of the training conducted prior to restart. These activities were closely monitored by Operations Management.
ATTACIIMENT A Page 1 of 7
Training included classroom training, workshops conducted by the Site Vice President,
' Operations Manager and members of the core group, and simulator training emphasizing procedure adherence, communications and self-checking. Additionally, the crews practiced the startup plan for the impending startup.
Industry peers have been utilized to observe, coach and mentor Operations personnel.
Management observers from Quad Cities, peer evaluators from other Comed nuclear units, and Nuclear Oversight personnel are being used to observe Operations activities during the startup and initial operations for both units.
Interrelationsidy to Course of Action and Objectives:
3.1 Operations 3.1.2.1 Define Roles, Responsibilities, and Acco:mtability of Operations Personnel The actions taken as part of the restart effort art consistent with the intent of Objective l
3.1. 2.1.
These actions have addressed thefollowing issues identified in 3.1, l
Opemtions: Oversight of Contml Roorn activities t>y the Shift Contml Room Enginecr; Understanding of Management Expectations; Definition and understanding of Opemtions' mies and responsibilitics; and Contml of plant activities by Opemtions.
ROOT CAUSES OF SilUTDOWN The Quad Cities units were shut down due to the need to improve control of plant conditions, and a series of maintenance, operations, and engineering problems. Disciplined and rigorous analyses of the root causes of the events leading to the shutdowns were performed to ensure that the appropriate short and long term measures were being taken.
Overall, the cause of the shutdown of the units was the need to more effectively implement the site's performance improvement program. The team, which evaluated the results of the investigations of the problems, concluded that the following common causes had contributed:
Procedure adherence; attention to details; use of self-check; questioning attitudes; verbal communication and enforcement of standards; corrective action management; procedure and work control effectiveness; and reactivity management.
It was concluded, based on this evaluation, that the eight focus areas in the Restart Action Plan provided the initial and important steps for improvements in these areas.
ATT/.CHMENT A Page 2 of 7
1 Interrelationship to Course of Action and Objectives:
4.1 Corrective Action frogram 4.2 SelfAssessment 4.2.2.1 Address all Outstanding Site self-assessmentfindings and improve the internal evaluation, in response to, and implementation of the results offuture self-assessment activities.
The actions taken as part of the wstart effort am consistent with the intent of Objective 4.2.2.1. These actions have addmssed the following issues identified in 4.1, Cornetive A crion Pmgmm; and 4.2, Self A ssessment: Short-tenn focus of cornctive action accountability; Effectiveness of cornetive actionfollow-up; Effectiveness of self assessment efforts in impmving perfonnance; and Effectiveness of the evaluation and wsponse to self assessment effons.
OPERATOR WORKAROUNDS Workarounds are material or document de6ciencies that require operators to take contingency or compensatory measures in the operation of plant systems and equipment. During the forced outage of the Quad Cities units, the Station focused on developing a formal process for ownership and accountability for identification, classification and resolution of operator workarounds. This effort was led by System Engineering.
The operator workarounds were identified and priority for resolution was determined considering safety signi6cance, industrial safety and potential impact on plant reliability.
Based on this prioritization, workarounds were selected for resolution prior to restart of the units, or for longer term resolution via maintenance and design changes. For workarounds not resolved prior to restart, each workaround was evaluated to ensure that the manner of implementation made best use of administrative and temporary modification controls, and minimizes the distraction and burden on Operations. Additionally, the collective importance of the remaining workarounds was evaluated.
Interrelationship to Course of Action and Objectives::
3.1.
Operations 3.1. 2.4 Take a l>oactive Role in Correcting and Preventing liant l>oblems The actions taken as pan of the wstan effort are consistent with the intent of Objective 3.1. 2. 4.
These actions have addwssed the following issues identified in 3.1, Opemtions: Opemtions' acceptance of equipment deficiencies; and Effective communications between Opemtions and other Station Departments.
ATTACHMENT A Page 3 of 7
i e
SYSTEM ENGINEERING EVALUATIONS AND WALKDOWNS A broad spectrum of equipment reliability and material condition problems had been identified as emergent problems, rather than through pro-active efforts by Systems Engineering such as system walkdowns, preventive maintenance, periodic testing and performance testing. Recent experience at Quad Cities has indicated that there are important improvernents required in the support provided by System Engineering to the operation and maintenance of the Station. These improvements are required in the experience level of personnel, timeliness of response to identified deficiencies, standards used, ownership of systems, equipment and associated problems, and the working relationship with Operations and Maintenance personnel.
The restart program implemented a system evaluation and walkdown process which emphasized two purposes: (1) provide a practical demonstration for training of the System Engineering personnel of the approach that should be taken in monitoring, assessing and improving the material condition of plant systems and equipment, and (2) identify important material condition problems which should be resolved prior to restart.
4 The process included table-top reviews by knowledgeable Engineerin;; and support personnel to identify existing and potential problems, walkdowns of the system e(uipment, categorization of the problems identified and determination of whether the problem required resolution prior to restart. Systems chosen for reviews and walkdowns were selected based on importance to overall nuclear safety and reliability, and to ensure involvement of the largest practical number of System Engineers.
Important conclusions drawn from this process included the following:
Station personnel have become accustomed tn the existence of an unacceptably large number of operator workarounds.
Most of the important technical issues were identined during the table-top discussions prior to the walkdowns.
There has been considerable difRculty in resolving long-standing equipment issues.
Interrelationship to Course of Action and Objectives:
3.3 Dsgineering 3.3.2.1 Engineering Effectiveness and Timeliness 3.3.2.2 Engineering Standards and Espectations 3.3.2.3 Dsgineering Experience Level The actions taken as part of the wstan effon am consistent with the intent of Objectives 3.3.2.1, 3.3.2.2, and 3.3.2.3. These actions addwss thefollowing issues identified in 3.3, Engineering: Effective msolution of plant pmblems (in a timely manner); Understanding and intemali ation by engineers of their mies, msponsibilities, and expectations; System knowledge and experience level of engineers.
ATTACHMENT A Page 4 of 7
-MATERIAL CONDITION PROBLEMS 9
There were a range of material condition problems which were known to require resolution prior to restart of the Quad Cities units. These problems were resolved prior to restart and included the following major wo3k items:
Correcting high temperature conditions in the isophase bus duct due to inadequate mechanical connections leading to high circulating currents (Unit 2)
Resolving high vibration and seal leakage problems in several safety related pumps (e.g.,
2B RIIR SW pump; 1 A and 2B CRD pumps; 2C RIIR pump)
Changing out the diaphragms on 364 scram solenoid pilot air valves for 182 HCUs, total in both units Rebuilding the actuators in scram discharge volume drain valves (Unit 2)
Replacing the missing caps on the HCU high point vents (Unit I and Unit 2) a Removal of sludge from the torus (Unit 2)
Inspecting the internals of the core spray discharge stop check valves (Unit 1) and the HPCI turbine exhaust stop check valve (Unit 2)
Replacing the power packs and correcting high vibration on the cooling water pump for the 1/2 emergency diesel generator Interrelationship to Course of Action and Objectives:
4.5 Material Condition 4.5.2.1 linprove Plant Material Condition
- 4. '/
Residual lleat Removal (RIIR) Systern
- 4. 8 Iligh lyessure Coolant injection (flPCI) Systern 4.10 lbnergency Diesel Generator (EDG)
The actions taken as part of the restart effort are consistent with the intent of Objective 4.5.2.1, and addtrss material condition pmblerns idennfied in, and associated with Course of A ction Sections 4.5, 4. 7, 4.8, and 4.10.
1 PROCEI)URE REVISIONS /ADilERENCE A large backlog of uncompleted procedural revisions with an unacceptably long in-process time existed for Quad Cities at the time of forced shutdown of the units. This contributed to difficulties in achieving procedural adherence. This activity was directed toward ensuring that i
those procedural revisions deemed important and necessary to support an error-free startup were completed in a timely and quality manner.
ATTACilMENT A Page 5 of 7
Station personnel were requested to identify any known procedural deficiencies in addition to those'already in the revision process. The emphasis was on the technical content as it may affect the user's ability to perform the procedure without deviation.
The resources and direction to effectively process the necessary procedure revisions were implemented. Additionally, the procedure revision process was modified to practically support expedited processing of procedure revisions. Revisions to about 100 procedures were processed to correct known, substaative deficiencies. Corrective actions have been initiated to resolve the long term procedure revision backlog; these actions will be completed following restart.
The Station policy on procedure adherence was revised to eliminate any ambiguity in the requirement for strict, literal adherence to all Station procedures. Training was provided, particularly focused on operating personnel. The restart of the units will be done entirely open book, with literal compliance being enforced.
Interrelationship to Course of Action and Objectives:
4.3 lyocedural Adequacy 4.4 Iracedural Cornpliance 4.3.2.1 Reduce Itocedure Backlog 4.3.2.2 Irnprove the Coordination and Timeliness ofItocedure Revisions 4.4.2.1 Convey Management Espectations to Plant Personnel The actions taken as pan of the restart effon air consistent with the intent of Objectives 4.3.2.1, 4.3.2.2, and 4.4.2. L These actions addirss thefollowing issues identified in 4.3, Pmcedumi Adequacy; and 4.4, Pmcedurt Adherrnce: Quality of pmcedurts; Effectiveness and timeliness of the pmcedurr developinent and trvision pmcess; Managernent enfortement of pmcedumi compliance; and Understanding by all personnel of pmcedum! adherence requirements / expectations.
OPEN NUCLEAR WORK REQUESTS Concurrent with shut down of the units, it was determined that a large number (about 340) of nuclear work requests (NWRs) with field work and process paper complete remained open pending the performance of specified test requirements (e.g., post maintenance; post-modification; technical specification) or administrative closure of the paperwork. The individual and collective effect was unknown.
This problem was investigated by an ad hoc review board comprised of personnel from Operations, Quality Control, Site Engineering and Work Control. As the review progressed, it was found to be necessary to extend the review, on a sampling basis, to all NWRs in the maintenance and modification inventory due to uncertainties regarding the specific status of particular maintenance activities (e.g., whether work had started, but was not completed).
The problems encountered in determining the status of initiated or in process activities were primarily due to incomplete documentation, inaccuracies in the data bases used to track NWR ATTACilMENT A Page 6 of 7
' status, incomplete assignment of responsibility for completing activities (e.g., testing) and inadequate management review and oversight of ongoing maintenance and modiGcation activities.
Specific corrective actions were implemented to correct the deficiencies identi6ed via these reviews. A complete review was performed of all NWRs that have work started and are not complete, or work complete but not tested, to assess the effect on equipment and system operability. All items will be resolved before startup of the affected unit.
interrelationship to C<mrse of Action and Objectives-3.2 Maintenance 3.2.2.4 Improve the Work Process A hhough the actions taken as pan of the restan effort in this area were intended to addtrss a small set of very important documents (open Nuclear Work Requests), the actions are consistent with the intent of Objective 3.2.2.4. and address thefollowing issues identified in Section 3.2: A dequate specification of post-maintenance testing; and Coonlination ofintenlependent activities between Maintenance and other depanments.
STARTUP PIAN AND RESTART CIIECKLIST A detailed Startup Plan was prepared which included a series of special controls, reviews and assessments to assist the operating staff in achieving an error-free startup. The elements of this plan were to ensure that the direction of Station Management was conveyed and understood by startup participants; to establish proper oversight of startup activities; to implement positive control over startup activities; and to ensure proper resources for startup.
A formal Restart Checklist was prepared for use in obtaining concurrence by cognizant Station management that all activities had been completed and that the unit was ready to be restarted. Each major organizational section (e.g., System Engineering, Maintenance, Operations, etc.) has a separate checklist with a series of questions enumerating the most important of the functional areas which should be considered in determining whether a unit is prepared for restart. These checklists are an adaptation of similar checklists used at other nuclear facilities. This formal Restart Checklist will be used in future startups of the Quad Cities units.
Interrelationship to Course of Action and Objectives:
2.1 Management and Leadership The actions taken to develop a Stanup Phm and Restan Checklist addressed the following specific issues identified in Section 2.1, as they relate to restan:
Establishment and communication of clear direction and expectations by management; De.finition and communication of clear mies, responsibilities, and expectations of each depanment by management: Aggressive pursuit and resolution of equipment pmblems (prior to restart); and managernent effectiveness in resolving underlying mot causes.
ATTACilMENT A Page 7 of 7
ATTACilMENT B QUAD CITIES NUCLEAR STATION OVERVIEW OF PLANNING AND OVERSIGIIT VElllCLES I
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Overview of Planning and Oversight Vehicles NuclearOpendonDtviales PLANS Commonwealth Edison Strategic Plan I
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Nuclear Division Strategic Plan I
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l Quad Cities Business Plan l
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l Quad Cides Course of Action FOCUS Ramar:1amman AREAS sun-wm ShutdownRCA Oper.Sundards SEWakdowns OpWork Arounds Proc. Process and Adhenace Open NWRs unserialemut Quadcnies eN (Annual Revision and Priornsurir= ofIssues) 12/94 12/95 12/96 12/97 1258 1289 MEASUREMENTS LineMaangessent A
- MetncReports-BWRMonddyReort OVERSIGHT Iminpandent hear - Nuclear Oversigk Report - Management Review Board - Nuclear Operation Ovesysew Ch
ATTACliMENT C QUAD CITIES NUCLEAR STATION 1995 PERFORMANCE IMPROVEMENT FOCUS AREAS The actions summarized in Attachment A focused on the activities required to support restart of the Quad Cities units which were shut down in early October 1994. Those activities address, in part, issues discussed in the Quad Cities Nuclear Power Plant Course of Action.
The following briefly summarize the most important of the improvement activities, or focus areas, which will be addressed in 1995. These 1995 activities do not complete all of the remaining actions described in the Course of Action, but are for the purpose of emphasizing those which require most attention in 1995.
Work Management The performance improvements in work management will focus on implementing the new work control process and phase-in of the electronic work control system. The twelve week rolling " window" schedule for maintenance activities will be fully implemented.
Material Condition Emphasis will be on reducing the backlogs (e.g., corrective maintenance, temporary modifications; operator workarounds). The overall reliability of systems and equipment will be the focus of completing the system evaluation and walkdown program. Continued attention will be paid to completing motor-operated valve program efforts, and establishing the performance baseline for maintenance rule implementation.
Technical Support Performance The overall functions, assignments and responsibilities for the System Engineering and Site Engineering departments, and the associated improvement plans, will be developed and implemented. The backlogs of design changes and unprocessed safety related vendor information will be substantively reduced.
Conective Action Pmgmm Major emphasis will be on improving root cause determinations to support resolution of long standing equipment, process and personnel error problems. The backlogs of corrective action items will be substantively reduced, and recurrence of problems will be closely monitored to assess effectiveness of the corrective action process and identify and additional changes.
ATTACilMENT C Page 1 of 2
- " 'Radi:l:gical Centrols Parf:nnance Spe,cific actions will be taken to reduce overall personnel dose and make major reduction in
.the extent of contaminated floor area. This will include detailed ALARA planning :'or -
selected outage work (e.g., drywell work) as well as day-to-day participation in maintenance and modification activity planning to minimize dose and the potential for personal contamination.
Outage Preparations Complete preparations for Q2R13 by February 15,1995, and establish a detailed schedule that supports completion of preparations for QlR14 by November 5,1995.
Management And 12adership Implement training for improved management / bargaining unit relatirns.
Operations Upgrade Continue operations upgrade as an extension of restart improvements. Complete Conduct of Operations Manual to formalize management's expectations and requirements. Unitize the center desk (control room) position to provide improved comrnand and control in each unit.
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1 ATTACIIMENT C Page 2 of 2
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