ML20198D875

Confirms That Nrc/Smud 860324-25 Site Meetings Open to Public

ML20198D875
Person / Time
Site:	Rancho Seco
Issue date:	03/20/1986
From:	Cook G NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION V)
To:	Henning D SMUD RATEPAYERS ASSOCIATION, INC.
Shared Package
ML20198D857	List: ML20198D870 ML20198D875
References
NUDOCS 8605270093
Download: ML20198D875 (1)

Text

{{#Wiki_filter:, _. - ) i TEXT OF' TELEGRAM SENT 3/20/96 'i'D;borah Henning Vice Chairman SMUD Ratepayes Association r 3457 Ardendale Lane Sacramento, CA 95025 This is to confirm that the NRC/SMUD meeting scheduled for March 24 and 25 at the Rancho Seco Nuclear Generating Plant is open to the public. You are welcome to attend both days, with the exception of the plant tours scheduled for the afternoon of the 24th. The sessions are scheduled to begin at 8:30 c.m. each day. Bnsad on our phone conversation of March 14, we believe this meeting will provide the information you requested in your March 6 letter to us. Gregory N. Cook Senior Public Affairs Officer Nuclear Regulatory. Commission Region V 1450 Maria Lane Walnut Creek, CA 94596 (415) 943-3809 I t t e k O w. B605270093 860515 DR ADOCK O 32 - ENCLOSURE

dECEVEt: w~ March 6, 1986 IBE6 MAR 12 PH 12 1 %GiD?i w r 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 plant 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 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 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, J'P?/Cf / tsitC Anna D. Price Deborah Benning Chairman Vice Chairman SMUD Ratepayers' Association, Inc. P. O. Box 220 Elk Grove, CA 95624 i ENCLOSURE te }hbkh 1

RECEIVED Np? / Institute of Nuclear Power GES E 12 R I2.,d v Operations ~ 11oo Circle 75 Parkway REGION \\'" ~ nt oorgia 30339 Telephone 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. Should you have any questions regarding this matter, please contact Pat Beard (404-980-3214) or me. Sincerely. Zack T. Pate President ZTP:ke attachment cc: R. J. Rodriguez RECElVED JAN 0.ISU

2 INPv institute of Nuclear Power Operations oc. December 30, 1985 Memorandum To P e M. Beard, Jr.' From pie /. W. Wigley sue,.ci PROGRESS VISIT TO RANCHO SECO AND SMID 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. Plant tours, discussions with individuals responsible for actions, 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. SLSOERY OF RESUt.TS 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 chemistry has improved and now appears to meet Steam Generator Owners Group Guidelines. Plant supervisory tours are consistently conducted by Chemistry, Radiological Protection and Electrical Maintenance. ~ ~ " ~ ~ ~ Turbine building and auxiliary building housekeeping has improved.

f 1 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 (draft copies of an observation on Auxiliary Operator Rounds dated 12/11/85 were given to Messers Lowe, Rodriguez, and Coward - see attachment 1) 4 Supervisory involvement with non-licensed operators and some maintenance personnel Development of the Coordinate:! Connitment 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. 4 In addition, we suggest that SMUD formally adopt the Steam Generator t 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 Schedule a followup visit to Rancho Seco in early March - Action - Lu Yarger 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 early January (contact - Jim Shetler) - Action - Nick Paleologos maintenance Provide additional materials as requested in training,y and operations - Action - Don Gillispie and Bill Wig s DLG/WW:ke attachments j cc: President's Office

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.n e= e, so e sp gJp oJ e Finding (CA.3-1) Managers and supervisors 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 I management and supervisory involvement with plant activities. This policy has been given a number one priority by the Manager, Nuclear Operations. All managers 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 i require corrective ection 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. s-l 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 maintenanct l department supervisors are not meeting station requirements for conducting supervisory tours. l i l l 1

m Finding (OA.3-2) Increased management attention is needed 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 offectiveness of action taken.

Response

Identified deficiencies are tracked on the Coordinated Commitment List and/or the QA Follow-up List until completion. Additionally, increased management attention wi!! 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) comunitment 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. l l 2

1 Finding (OP.2-1) Operations supervtsory personnel need to be more involved in routine operations activities outside the control room. Routtre activities of auxiliary operators (AO) and equipment attendants (EA) are not monitored to ensure conformance with statien policies and good operating practices. Recommendation Emphasize to all operations supervisors the need to monitor operator activities outside the control room. Shif t supervisors should routinely observe AO and EA activities and provide i J appropriate direction and on-the-job training when necessary.

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 managers and exempt supervisors have been directed to observe and assess plant activities, and document the observations. This policy is being tied to the 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 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 -u Division. In addition, experienced operators are being used to provide on-the-job training on a continuing basis for the EAs and AOs. Status A review of supervisory tour reports and discussions with two shift supervisors revealed that the shift 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 action 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 ~

Finc.ag (OP.3-1) Control of disabled annunciators, computer alarms, and trend recorder points needs to be upgraded. Control room opera:crs were not aware of the status of some disatted alarms and :rer.c recorder points or the reasons they were not in service. Supervisory authorization is not required prior to disabling these devices, and formal documentation of their status is not maintained in the control room. Recommendation Provide formal documentation in the control room of the status of all disabled alarms and trend recorder points, including the reason the device is disabled. Shift supervisor approval should be required before these devices are disabled.

Response

Procedures will be revised to include positive supervisory control of disabled annunciators and trend recorder points. These controls will include requiring shift supervisor permission to disable any alarm or trend recorder and requiring the logging of disabled annunciators or trend recorders along with the reason for the action. The disabled alarm and annunciator tog will be reviewed during shift turnovers. Status A method of logging disabled annunciators and trend recorder (12/13/85) points has been established that provides the essential elements of approval and control. However, a spot check of some trend recorder points showed the logged status was not always accurate. A program to periodically audit the log to ensure accuracy has not been implemented. 4

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 imper:a.t equipment or were unfamiliar with the normal operating ra ges of important parameters. Recommendation Establish log sheets for equipment in the RCA to guide opera-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 Shif t Operating Practices,"could be of assistance in this effor:.

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 watchstation. 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. Round sheets have been provided for the radiologically controllec Status However, guidance has not been provided for their use. (12/13/85) area. One operator observed did not take the sheets with him on a large portion of his rounds. 3 5

Finding (OP.4-1) Equipment attendant (EA) and auxiliary operator (AO) perfer-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 fo!!ow station requirements for work in high radiation or contaminated areas. Instruct EAs and Aos in the proper techniques for monitoring Recommendation equipment and identifying, investigating, and documenting abnormal conditions. Ensure operators inspect a!! equipment and spaces on a regular basis and that plant radiological control policies are followed. Cra m4 training, which is 75 percent complete, is being

Response

performed with the non-licensed operators. This training is being performed with experienced operators as the instructors. i This training, upgraded the performance of the non-licensed ~ he on-shift licensed operators will help maintain operators. the level of performance of the non-licensed operators and future non-licensed operators through the training they receive as on-the-job evaluators / supervisors and through the accredited training program. Status Improvement is still needed in this area. One operator was This (12/13/85) observed conducting rounds in the auxiliary butiding. operator had performance weaknesses in the areas of system and equipment inspection, procedure use, documenting deficiencie Additiona 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. i i I i e i 6 ^ 2 m .-m

Annunciator response procedures have not been developed for Finding (OP.3-1) control panels located ouuide 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

Response

annunciator panels located outside the control room. They are approximately 75 percent complete and will 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. s - e 7

Finding (MA.3-2) Planning and scheduling of maintenance activities need to be upgraded. Problems identified include the following: Job scoping before beginning maintenance :s se!ccr. a. accomplished. b. Delays sometimes occur due to incomplete planntrg, inadequate work packages, and lack of coordinat;on l among plant departments. c. A schedule does not exist for daily maintenance l activities. Recommendation improve job planning by on-site job scoping, better definition of work to be accomplished, and use of work packages m job l planning. Prepare a daily schedule to improve communication and coordination among departments. 4 The District concurs with the need for better job planning and k

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. i antu:ipation of the increased staffing levels required to allow proper job planning and work package preparation, both the Maintenance and Scheduling divisions have requested additiona'l manpower in the 1916 budget. Recognizing that the implemen-

• 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. A review of supervisory tour reports indicate Mechanical d. and I&C maintenance groups are not meeting the requirement: of the plant supervisory tour program. . -.}}