ML20198F947
| ML20198F947 | |
| Person / Time | |
|---|---|
| Site: | Millstone  |
| Issue date: | 07/24/1997 |
| From: | Bowling M, Brothers M, Langan J NORTHEAST UTILITIES |
| To: | |
| Shared Package | |
| ML20198F845 | List: |
| References | |
| PROC-970724, NUDOCS 9708130212 | |
| Download: ML20198F947 (51) | |
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Docket No. 50-423-B16576 Attachment 2 Millstone Nuclear Power Station, Unit No. 3 Operational Readiness Plan, Revision 4 August 1997 9708130212 970005 "
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MILLSTONE UNIT 3 OPERATIONAL READINESS PLAN I
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$ Northeast Revision 4 Utilities System
t MILLSTONE UNIT 3 l OPERATIONAL READINESS PLAN Prepared By: O r~m w Date: 7// v h 3 Y J. A. La/gan Reviewed By: .
Date: 3-/6"99
[ J. Z. L'aPlante Approved By: '
M Date: 3 7 M. L. Bowling /
Approved by: Al l Date: 7!7Y 5 7
' 'M. H.' Brothers Unit 3 Operational Readiness Plan Revision 4 i _
TABLE OF CONTENTS 1.0 Introduction 1.1 Purpose
1.2 Background
1.3 - Nuclete Regulatory Commission Restart Procest.
1.4 Roles and Responsibilities 1
2.0 Performance Assessment. l
2.1 Background
L 2.2 Management Actions 3.0 Restart Issues Management 4.0 Restart Elements 4,1 Oronnization Readiness 4.1.1 Management Oversight and Effectiveness 4.1.2 Human Performance 4.1.3 Corrective Action /Self Assessment 4.1.4 Employee Cc 'cerns 4.1.5 Nuclear Over s.;it 4.1.6 Work Management 4.1.7 Plant Support 4.1.8 Procedures Program 4.2. System Readiness
~4.2.1 Configuration Management 4.2.2 Design Control Process Improvements 4.2.3 10 CFR 50.59 Process improvements 4.2.4 Engineering Skills Enhancements 4.2.5 - Physical Plant Work 4.2.6 System Operability 4.2.7 Testing Program 4.2.8 Plant Materiel Conditions 4.3. Doerational Readinc33 4.3.1 Operations Department Readiness Unit 3 Operatonal Readiness Plan lj Revision 4
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4.0 Restart Elements (con't) 4.4. Regulatorv Randiness 4.4.1 -- Regulatory issues 4.5 Communications Strategy 4.5.1 What Should be Communicated 4.5.2 Unit. Wide Communications Approach 5.0 Operational Readiness Assessment 5.1 Methodology 5.2 Closcout ofORP Deliverables l 6.0 Startup and Power Ascension Program 7.0 Long Term Operational Objectives 7.1 Methodology Attachments
- 1. Regulatory Process
- 2. Department Annunciator Panels
- 3. SelfAssessments Unit 3 Operational Readiness Plan jjj Revision 4
1.0 INTRODUCTION
1.1 Purpose )
l A clear understanding of the causes leading to the decline of Millstone's performance has been l achieved through the use of various investigation and root cause techniques. Improved l
perfonnance must be demonstrated to the public, regulatory agencies and the employees to I ensure Unit 3 can be safely returned to power operation. Millstone management has developed ,
the Unit 3 Operational Readiness Plan (ORP) to identify and control the actions necessary to achieve and maintain improved performance. Incorporated into the ORP are the topics previously contained in the Millstone improving Station Performance (ISP) Plan and selected elements of the Nuclear Excellence Plan (NEP). Once Millstone management determines plant readiness for restart has been achieved, a request will be submitted to the NRC for approval to return to power operation.
1.2 Background
Millstone Nuclear Power Station was designated as a Watchlist Category 2 facility by the NRC or January 29,1996. On March 7,1996, Unit 3 received a letter from the NRC requesting the unit provide, within 30 days, the actions taken or planned to be taken, to address the conclusions of ACR 7007 as it pertains to Unit 3.
During the month of March, Unit 3 was the focus of a special NRC inspection of engineering and licensing activities. On March 31,1996, Unit 3 shutdown when a deficiency was identined with Auxiliary Feedwater containment isolation valves thai would have prevented them from performing their safety function. On April 4th,1996, as a result of the findings of the Special Inspection, the NRC forwarded Unit 3 a letter requesting information be provided as required by 10CFR50.54(f) within 7 days prior to restart. This letter was superceeded by a subsequent 10CFR50.54(f) request dated April 16,1997.
On June 21,1996, the NRC forwarded a letter confirming Millstone's continued status as a Watchlist Category 2 facility. On June 28,1996, Millstone was designated by the NRC as a Watchlist Category 3 facility, in a letter dated August 14,1996, the NRC issued an order requiring the establishment of an Independent Corrective Action Verification Program (ICAVP).
A second confirmatory order was issued by the NRC in a letter dated October 24,1996, which required the establishment of a comprehensive plan to address the handling of employee concerns by an independent third party. A third Confirmatory Action Letter was issued by the NRC in a letter dated March 7,1997, confimiing our ongoing efforts and committments to evaluate and correct problems found within the licensed operator training programs at Millstone.
1.3 Nuclear Regulatory Commission (NRC) Restart Process Prior to NRC approval to restart, the following regulatory items must be addressed and satisfactorily completed (Unit 3 actions required by these regulatory items are included in the ORP):
Manual Chapter 0350 Process / Operational Safety Team inspection (OSTI)
Section 50.54(f) Activities Unit 3 Operatonal Readiness Plan 1 Revision 4
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- NRC Signincant items List
- Independent Corrective Action Verincation Program Order e Employee Concerns Third Party Oversight Order
- e. Con 6rmatory Action Letter - Operator Training e Commission Vote Additional detail is provided in Attachment i 1.4 Roles and Responsibilities The successful implementation of the Unit 3 ORP requires a consolidated team effort. The l following is a list of roles and responsibilities of the key team members:
l Vlee President Unit 3 - Responsible for providing the overall strategy for restart and establishing performance expectations.
Vice President Nuclear Oversight - Responsible for advising the Unit 3 Vice-President as to the readiness of Unit 3 for restart.
Unit 3 Management - Implement action plans and corrective actions to support restart readiness.
Unit 3 Employees - Support the implementation of the ORP by focusing on plant safety and continuous improvement. Key to this responsibility is the obligation to raise any and all identined quality and safety concerns to management's attention for resolution.
Management Review Committee (MRC)- The MRC is an ad hoc management oversight board charged with reviewing ORP deliverable packages, as well as reviewing organizational readiness ofline and selected support organizations. The MRC shall be made up of members of the Unit 3 management team as assigned by the unit Vice-President. Challenge meetings will be scheduled as required to review department's readiness to support safe operation, and review action plans for areas determined to need improvement. The committee performs a management oversight function, and, therefore, does not fall under the perview of 10CFR50, Appendix B.
Unit 3 Operational Readiness Plan 2 Revision 4
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2.0 PERFORMANCE ASSESSMENT 2,1 Background The causes for the performance decline at Millstone have been assessed and documented in various Millstone root cause analyses, such as ACR 7007, the Fundamental Cause Assessment Team report, the Joint Utility Management Association report and several NRC Inspection Reports. The issues can be summarized as follows:
- Senior executives at Northeast Utilities (NU), from the CEO to senior nuclear site executives, were inefTective over a number of years in providing vision, direction, and leadership necessary for the management of the NU nuclear power program.
- Senior management failed to provide the nuclear organization with clear direction and oversight in several key areas, including performance standards, station priorities, and management expectations. The message that safety was a higher priority than cost effectiveness was not consistently understood by the workforce.
- Many of the more important initiatives and activities intended to address identified issues, such as employee concerns, design bases, configuration control, and correction of backlog, did not receive consistent and clear management direction and support nor did they inte adequate owner accountability.
- Key performance weaknesses, such as an effective corrective action program, licensed operator qualification standards, and critical self evaluatioa processes were not addressed in a prompt, comprehensive, and lasting fashion.
- Senior management did not ensure effective communication throughout the nuclear organization. They did not recognize the existence of the horizontal and vertical barriers to two way exchange ofinformation and the resulting loss of trust and con 0dence in management at the Millstone site. Further, top management discouraged information that contradicted their understanding of the nuclear organization.
- Top management did not establish a cooperative and supportive team atmosphere among groups competing for resources and recognition. This was particularly true of the Operations and Engineering organizations where an appreciation of each other's role and importance to plant safety was lacking.
Prior to declaring the unit icady for restart, a root cause evaluation will be performed to ensure the root causes of Millstone's performance decline are known and understood. Corrective action plans will be veri 0ed to be in place. The results of this evaluation will be included in our final 10CFR50.54(f) response.
2.2 Management Actions Bruce Kenyon was hired as the new President and CEO of NU Nuclear in September 1996.
During October 1996, Mr. Kenyon obtained the resources, and three top utility management teams to develop and manage the recovery of each Millstone unit. In February 1997, a new Chief Nuclear Officer (CNO), Mr. Neil Carns was hired.
Una 3 Operational Readiness Plan 3 Revision 4
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The Unit 3 leadership team is led by Mike Brothers. A leadership team has been assembled combining the strengths of all three utilities providing recovery support to the Millstone units.
Jack McElwain, the Unit 1 Recovery Omcer from PECO Energy has been given line authority for physical readiness for restart. Marty Bowling, the Unit 2 Recovery Omcer, from Virginia - 1 Power, has been given line authority for regulatory readiness. Denny Hicks, Unit 3 Director, has line authority for operational readiness. Paul Grossman, Unit 3 Engineering Director, retains line authority for system readiness.
1 Unit 3 Operatonal Readiness Plan 4 Revision 4
1 30 Restart Issue Management Millstone 3 is controlling its work items to ensure that all items are completed which:
- 1. Support Nuclear Safety,
- 2. Establish and maintain the Licensing and Design Basis,
- 3. Implement an effective Employee Concerns Program, and
- 4. Maintain safe and reliable operations.
He unit's specific process is, in general, represented by the generic discussion which follows.
Work iterrs originate from various documents, depending on which program the work item came from. TI.e major documents that generate work are the Unresolved item Report (UIR), the Condition Report (CR), the Non Conformance Report (NCR), the Automated Work Order (AWO), and the Engineering Work Request (EWR). Other documents exist, however, they are general v daughter documents generated to resolve an issue identified by one of the higher level documents previously mentioned, in addition, these documents can be linked to each other. For example, a CR may generate an EWR.
As items are identified through UIRs, CRs, NCRs, AWOs, and EWRs, the associated activities are screened to determine if they should be completed prior to startup. Figure 1 depicts the general process if the item is an AWO, it is reviewed to distinguish between work that should be considered for the current outage and work that is scheduled for the future. An example would be preventive maintenance. There are many AWOs that exist for future scheduled preventive maintenance that do not represent deferred work.
All other AWOs and all UIRs, CRs, NCRs, and EWRs are then reviewed for priority. Work identified for completion prior to restart includes:
l
- 1. Any item that supports or implements a Technical Specification change that is required for startup,
- 2. Any item that corrects or resolves a Licensing Basis or Design Basis deficiency. This includes FSAR corrections as well as plant modifications,
- 3. Any item that involves a commitment to the NRC for completion of specified activities prior to restart, and
- 4. Any item that is required for a Maintenance Rule (10CFRSO.65) group 1 or 2 system to be operable or to perform its design basis function it is recognized that certain discrepancies may exist on Maintenance Rule group 1 or 2 systems that do not impact operability and may be considered for deferral, subject to available materials and resources.
If an item is selected for deferral, it is reviewed by management to ensure the deferral is appropriate. Management may either concur with the deferral, or direct the item to the restart worklist.
Unit 3 Operational Readiness Plan 5 Revision 4
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4.0 - RESTART ELEMENTS There are five major elements of restart readiness: Organization, System, Operational, Regulatory and Communications. This section describes the initiatives necessary for each element to demonstrate restart readiness and establish a foundation for long term sustained improvement.
ORP Attachment 2 identifies the performance indicators designed to measure and trend organizational performance. The performance indicators are in the form of annunciator panels
= and include indicators relevant to both restart and operational performance. As a management tool, the annunciator panels will be revised as necessary to achieve management's goals and objectives. It is not intended to revise the ORP if the annunciator panels are adjusted.
Attachment 3 contains the self assessment plans that support the annunciator panel display. As self assessments are completed, they will be presented to the MRC for review and approval.
Any identified weaknesses will include appropriate action plans for improvement using existing administrative systems (i.e., Corrective Actions, AITTS, etc.).
The issues addressed in Section 4 are derived from various root cause evaluations and common cause assessments performed of Millstone's performance decline. These issues capture and umbrella the elements of the improving Station Performance (ISP) program. The success criteria
, defined in Section 4 and Attachment 2, coupled with the assessment plans in Attachment 3, will l be used to demonstrate that performance is improving, and that performance is at a level to
! support safe, event free operation.
I 4.1 Orennleation Readineam 4.1.1 Management Oversight and Effectiveness Objective:
The objective of management is to establish organizational culture and values. At the heart of Unit 3 culture is a consideration for Nuclear Safety and a profound respect for the nuclear core.
Supporting nuclear safety is an organizational focus on raising standards, completing effective corrective actions, establishing accountability, and fostering a spirit of continuous improvement.
Success Criteria:
The following " Management Oversight and Effectiveness" annunciator windows must be evaluated as either white or green:
- Standards and Expectations Communicated to the Staff
- Committment to Achieving improved Performance
- Demonstrated Nuclear Safety Conscious / Safe Working Environment
- Uno.rstanding of Plant issues and Corrective Actions
- Procedure Usage and Adherence
- Effectiveness of Management Review Co,mmittees
-ALARA
- Nuclear Safety Unit 3 Operational Readiness Plan 7 Rewston 4 l
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e 4.1.2 Human performance Objective:
Adequate performance ofindividuals within the framework of a functional organization is essential to meeting organizational goals of safe and reliable operation. Essential elements contributing to acceptable human performance include:
Demonstrated committment to achieving improved performance
- Demonstrated safety consciousness
- An understanding of management expectations Understanding causes of the current shutdown and corrective actions
- Adequate staff qualification and training Success Criteria:
- 1. The following annunciator windows must be evaluated as either white or green in each department (as applicable):
- Training / Qualification (All Departments)
- Attention to Detail (All Departments)
- Attentiveness to Duty (Operations, Chemistry, Maintenance,1&CE, Rad Protection, Work Planning & Outage Management)
- 2. The Confirmatory Action Letter on Operator Training must be complete.
4.1.3 Corrective Action /Self Assessment Program Objective:
An effective corrective action program is necessary to identify, correct, and prevent recurrence ofidentified problems. In the identification phase, a low threshold must be maintained to get all potential discrepancies into the corrective action program. Appropriate immediate corrective actions must be implemented and reportability must be determined in a timely manner, if necessary, root cause assessment will be conducted. Additionally, periodic management reports and trends are generated to ensure continuous improvement and prevent recurrence of events.
Success Criteria:
The following Corrective Action annur.ciator panels must be evaluated as either white or green:
- Initial CR Screening
- AITTS CAD Management
- Overdue Assignments
- OE Effectiveness
- Conduct of CAD CRs/ACRs
- Conduct of CAD - Self Assessment
- Root Cause Quality
- Trending Effectiveness Unit 3 Operational Readiness Plan 8 Revision 4
4.1.4 Employee Concerns Objective Effective resolution of Employee Concerns is of the highest priority. Employees must feel free to raise their concerns to a management willing to listen and respond in an efficient, timely, and
. respectful manner.
Success Criteria:
The confirmatory order for an independent Third Party Oversight Program is rescinded.
4.1.5 Nuclear Oversight Objective:
The conduct of quality work and the responsibility for quality work resides with line management. The Nuclear Oversight organization's role is to provide independent and critical feedback to line management in the key areas of regulatory compliance, work and management performance, and standards. MP3 will value and support the Oversight function.
Success Criteria Nuclear Oversight actions for restan and effectiveness are addressed in the Nuclear Oversight Recovery Plan.
4.1.6 Work Management Program Objective:
Work planning and management is necessary to ensure that activities are planned, controlled, and completed in a timely manner, inherent in this goal is a prioritized and managed backlog, quality work packages, efficient scheduling, and an awareness of the safety impacts associated with equipment outages.
Success Criteria:
The following annunciator panels must be evaluated as either white or green:
Engineering:
- Effectiveness of PRA Usage Work Planning & Outage Management
- POD Effectivenss
- Schedule Adherence
- Post Maintenance Testing
- Preventive Maintenance Program Maintenance
- Conduct of Maintenance
- Work Package Quality
- Overall Effectiveness of Plant Maintenance Program
- Maintenance Backlog Managed and Impact on Operations Und 3 Operational Renoiness Plan 9 Revision 4
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4.1.7 Plant Support 10bjective: __
Support organizations must be prepared to support unit restart and safe operation.
Success Criteria The following support organization annunciator panels are either white or green for Ready for
- Restart:
Materials Corrective Actions Radiation Protection Maintenance I&CE Work Planning & Outage Management Engineering Chemistry Training Licensmg 4.1.8 Procedures Program Objective:
Procedure compliance and quality are fundamental to safe nuclear operations. This includes verbatim compliance with controlled procedures that have been properly verified as current and correct.
Success Criteria:
The following annunciator panels must be evaluated as either white or green:
Worker Practices: Procedure Use (Operations, Maintenance, I&CE, Chemistry)
Procedure Compliance (Radiation Protection)
Technical Adequacy of Procedures (Maintenance,1&CE)
Procedure Quality (Operations) 4.2 System Readiataa 4.2.1 Configuration Management Objective:
One of the key underpinnings supporting nuclear safety is the assumption that the plant design basis and licensing basis are accurately reDected in the physical plant construction and associated operating, maintenance, and test procedures. Unit 3 has undertaken a Con 0guration Management Plan to verify the integrity of the design and licensing basis and verify it is properly translated into the physical plant.
Success Criteria:
The confirmatory order for an independent Corrective Action Veri 0 cation Program is rescinded.
Unit 3 Operatonal Readiness Plan 10 Revision 4 j
.4 4.2.2 Design Control Objective:
Once the design and licensing basis has been verined, they must be maintained. Thus, controls are required to ensure proper con 0guration management on a going forward basis.
Success Criteria:
The following Engineering annunciator panels must be evaluated as either white or green:
- Design Quality
- Configuration Management NCRs
- Temporary Modifications 4.2.3 10CFR50.59 Process Objective:
10CFR50.59 safety evaluations must be complete and comprehensive to support safe operation and appropriate operability determinations.
Success Criteria:
The following Engineering annunciator panels must be evaluated as either white or green:
- 10CFR50.59 Safety Evaluations 4.2.4 Engineering Skills Enhancement Objective:
Engineering is a key support organization, and is an essential panner in ensuring that other plant organizations understand the plant's design basis. Engineering must be technically proficient to support management in safe, ef0cient operation of the plant.
Success Criteria:
The following Engineering annunciator panels must be evaluated as either white or green:
- Effectiveness of System Engineers
- Effectiveness of Engineering Support 4.2.5 Physical Plant Work Objective:
Required modi 0 cations, corrective maintenance, preventive maintenance, and associated testing is complete or scheduled for required plant mode.
Success Criteria:
The Corrective Actions and WP&OM departments report restart required work is complete.
Unit 3 Operational Readiness Plan 11 Revision 4 i
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4.2.6 System Operability Objective:
All systems required for restan and plant operation are operable or awaiting scheduled testing at required plant mode. Balance of plant systems and necessary support systems are also operable.
Success Criterlat The following annunciator panels must be evaluated as either white or green:
Engineering:
- System Readiness
- Results of System Testing Operations:
- Operability of Tech Spec Systems
- Operability of Required Secondary and Support Systems
- Operator Burdens
- Adequacy of System Line-ups
- Post Maintenance Testing l
4.2.7 Testing Program Objective:
Surveillance testing must be technically accurate and complete to support operability of associated systems. Additionally, a power ascension test program, including required startup testing, must be developed and approved, Success Criteria:
The following annunciator panels must be evaluated as either white or green:
Engineering:
- Adequacy of Power Ascension Testing
- Surveillance Tests l Operations:
- Suneillance Tests Complete
- Adequacy of Power Ascension Procedures 1&CE and Maintenance:
- Surveillance Testing
- M&TE 4.2.8 Plant Materiel Condition Objective:
Proper plant housekeeping is indicative of the overall staff attitude toward plant operation. This includes not only maintaining work areas neat and clean, but also encompasses proper equipment and chemical storage, proper equipment and chemical labeling, appropriate leak collection, and_
control of contaminated surface areas.
-- Success Criteria:
The following Operations annunciator panel must be evaluated either white or green:
- Housekeeping Unit 3 Operational Readiness Plan 12 Revision 4
4.3 Operational Readiness '
4.3.1 Operations Department Readiness-Objective:
Operational activities must be conducted in a manner that ensures safe, conservative, and reliable operations. Nuclear Safety and a profound respect for the core must be foremost in operational decisions. Operations personnel are to be cognizant of the status of plant systems and comply' with all applicable regulations and the Technical Specifications.
Success Criteria:
The following Operations annunciator panels must be evaluated as either white or green:
- Staff Levels Adequate
- Worker Practices
- Required Reading -
- Document Control / Availability Awareness of Plant Security
- Work Observations
- Awareness of Plant Status
- Black Board Alarms
- Tech Specs l
- Reactivity Management
' 4.4 Regulatory Readiness 4.4.1 - Regulatory Issues Objective:
An effective organization to address regulatory issues must exist. This includes adequate Technical Specifications that are acceptable for plant operation and are understandable to
- Operations, in addition, regulatory committments must be tracked and fullfilled.
Success Criteria:
- 1. The following Licensing annunciator panels must be evaluated as either white or green:
- Tech Spec Clarifications
- Committment Management
- 2. The final 10CFR50.54(f) response for Unit 3 must be complete and submitted to the NRC.
- 3. The NRC Significant items List (SIL) must be complete.
4.~ A summary root cause has been performed to umbrella ACR 7007, QAS Failure evaluation, FCAT fundamental cause evaluation, and JUMA. Corrective actions have been verified to be in place, and the results of this evaluation included in the final 10CFR50.54(f) response.
Unit 3 Operational Readiness Plan 13 Revision 4 j
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'4.5- Ca = = ==le=' " Strateev Face-to face communication is the most effective way to disseminate information and accomplish the following objectives:
Establish an atmosphere of trust and credibility among employees and management e
Keep employees fully informed ofissues, developments and management expectations in an honest and timely manner.
Build enduring knowledge, support and ownership responsibility for the readiness plan and its vision.
The following sections describe elements of the communication strategy. A communications matrix w hich implements our strategy, is also part of the plan.
4.5.1 What Should He Communicated The information communicated falls into many different categories:
- Management philosophies and messages e
Progress and Celebration of successes by individuals and/or groups e Challenges that lie ahead e
Industry and Unit specific experience that should be communicated to all unit personnel, such as lessons learned
- Management feedback on its plans and commitments Other information that is useful, ofinterest, or of value from the standpoint of employee moraic Communication across working groups should be stressed and the emphasis should be continuous. Also, employees need to know that their comments / suggestions / constructive criticism will be presented to higher management in the form it was intended when given to line management so they feel upper management is getting an accurate input Three specific short term communication strategies involve techniques used to boost employee morale and confidence, and provide progress:
- Celebration of successes at all levels. These can consist ofletters of commendation, recognition in management meetings, celebration events, spot recognition awards, a written newsletter, and photo stories.
Setting of several(3 5) short term objectives that support longer term gc,'Is
- - . Unit Vice-President meeting with all supervisors, managers and directors together to review status, goals and future initiatives Und 3 Operational Readiness Pian 14 Revision 4
4 4.5.2 Unit-Whle Communleations Approach A communications matrix has been created, which lays out the plan for communications- both interpersonal and written. The plan has been developed to ensure enough contact between upper management and other management levels, to provide management's philosophies and expectations from top to bottom.
A number of communications vehicles are available. Some are system wide and can be used to disseminate unit specine information to the rest of the units, as appropriate. The unit communications liaison will be responsible for coordinating unit input into the system wide communications vehicles.
Other vehicles are unit specinc. They are:
- Face-to-Face Meetings:
Face to-face meetings are the prefen sd method for communicating information on the unit. Face to-face includes not only interaction between employees and immediate management, but also interactions between employees and unit senior management, it should be made clear that written communications do not replace face to face, e All hands meetings:
In many cases, face to face communication is more appropriate in large groups. There have been, j
and will be, occasions when it is appropriate to hold a unit all hands meeting. This could be run by the unit recovery ofGcer, the unit director, the unit engineering director, as applicable.
- Department meetings:
Whenever appropriate, information from the morning unit meeting should be discussed in department meetings. As discussed above, employees want to get most of their information from their immediate management, and brief meetings are an important element.
- Unit management letters and memos:
In many cases, timely information is best communicated by management. These come out on a regular, as-needed basis. The objective is to project the fact that management is keeping the work force informed and recognizing individual achievement, e Unit / Department Celebration / Motivational Events: There will be times when an event, such as a rally or picnic, will be appropriate. These can be used to celebrate success, rally support for upcoming challenges, and convey a sense of teamwork.
Unit-specific print communications: Examples include unit dailies, weekly repons, issue-specine picture stories, ofGcer letters / memos, etc. Two important messages that are crucial in our communications are individual and group recognition, and progress.
Unit 3 Operational Readmess Plan 15 Revisen 4
- TEMPLATE FOR RECOVERY OFFICER / DIRECTORS FACE-TO-FACE COMMUNICATIONS PLAN ACTIVITY EMPLOYEE AUDIENCE RESPONSIBLE SUGGESTED INDIVIDUAL EREQUENCY Management Staff Meeting Directors / Managers Unit Omcer Daily Unit Walkdown with Department Managers Unit Omccr Monthly Managers Employees Unit Director Weekly Department All Hands Meetings ist Line Supervisors & Unit Omcer Monthly (Note: May include the entire Non Supervisory Personnel Unit Director Weekly depanment orjust a major group in Unit Engineering Weekly the department) Director Unit 3 Strategy Meeting Unit Director Unit Omccr Weekly Engineering Director Employee Communications Simulator Observations Licensed Operators Unit Vice President Monthly Unit Director Monthly System Engineer Plant Walkdowns System Engineers Unit Engineering Periodically Director Operating Shift Turnover Operating Shift Unit Omcer Monthly Unit Director Monthly Meetings with First Line First Lir.e Supervisors and Unit Officer Quarterly Supervisors and above above Bi weekly (Th. Management Team) Bi-weekly Meeting with Operations Shift Mana Shift Managers Unit Director Weekly
" A quarterly meeting of the Unit Omcer with all supervisors. With Unit progress, the frequency may be extended. Unit and Engineering Directors will meet with all of the first line supervisors in one
- department (e.g., Maintenance) on a bi-weekly basis.
'" The Unit Director will meet with at least one Operations shift manager on a weekly basis, except when the unit conditions or being away from the unit preclude it.
Unit 3 Operational Readiness Plan 16 Revision 4
FACE-TO-FACE COMMUNICATIONS PLAN (Cont.)
ACTIVITY EMPLOYEE RESPONSIBLE SUGGESTED AUDIENCE INDIVIDUAL FREQUENCY NRC NRC Resident inspector Unit Officer Weekly Engineering Director NRC Region /HQ Unit Officer Monthly Management TEMPLATE FACE-TO-FACE COMMUNICATIONS PLAN For Department Managers ACTIVITY EMPLOYEE AUDIENCE SUGGESTED E QUENCX Status Meetings Management Team Daily Department All Hands All Department Employees Bi Weekly Management Jbservation of Employee Groups Monthly /
Training Weekly for Licensed Ops Requal Ops Manager Meeting Ops Shift Managers Weekly Meetings with First Line First Line Supervisors Bi weekly Supervisors Customer / Corporate Support / Periodic Vendor Invite NU Nuclear senior All Department Members Periodic management (above Director level) to speak to department Unit 3 Operational Readiness Plan 17 Revision 4
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5.0 OPERATIONAL READINESS ASSESSMENT -
5.1 - Methodology.
Unit readiness assessment is the process by which Unit 3 will determine its readiness to support safe and reliable stanup_and power operation. Satisfaction of the suuess criteria described in Section 4 ensures the Millstone Station success objectives, embodied below, are met:
hent e-. semetam gue,.a= Ohleedves
-+ High standards and clear accountabilities
- Incorporated many best practices from other utilities
- Regularly benchmark with other nuclear utilities
- Indicators show strong improvement toward excellence
- Commitments are met
. - Strong nuclear safety policy
- Careful adherence to high nuclear safety standards
- Conservative decision making I e Effective self assessment
- - Signincant issues are identined by NU rather than the regulator f-f e Effective Corrective Action process Corrective actions and commitments are prioritized and resolved in a timely manner, thereby maintaining a low backlog
- Improved regulatory performance as demonstrated by decreases in NRC violations and LERs 1
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Restored licensing and design bases with process to ensure that they are properly maintained i
- ICAVP contractor con 0rms that the design and licensing bases have been restored
- Implemented conGguration control processes to ensure design and licensing bases are maintained
. An environment that supports the identincation and effective resolution of employee concems
- An improved Employee Concerns Program actively supported by manageme .t and employees
- Independent review of employee safety _ concems con 0rms effectiveness
. Commitment to resolve long standing issues and to maintain safe and reliable operations
- Resource commitment meet or exceed those of similar well run units
- Problems are prioritized and resolved in a timely manner
- Commitment to resolve longer term issues is captured by continuous improvement Unit 3 Operational Readiness Plan 18 Revision 4 l
Operational readiness assessment shall consist of the following elements:
Unit assessments as described in Section 4. Organliational, sptem, operational, and regulatory affirmations of readiness for restart shall be made in accordance with approved plant procedures, e Nuclear Oversight shall perform an independent assessment of restart readiness. ,
e 'Ihe Unit 3 limployee iteview Committee shall provide a reconunendation to the Unit 3 Vice President on the unit's readiness for restart 5.2 Closcout of OltP Deliverables l
l Section 4, along with Attachments 2 and 3 list the criteria against which we will measure readiness for restart. Departments shall assess their condition periodically, develop action plans for areas rated less than satisfactory, and present these to the Management Iteview Committee.
As such, there are no specific deliverables associated with the OltP; management will be held accountable only for results.
Und 3 Operatonal Readiness Plan 19 Revision 4 i
6.0 STARTUP AND POWE:R ASCENSION PROGRAM A startup and power ascension program will be der. loped that will formalire a controlled startup of Unit 3. The program willinclude the following:
e Modined / enhanced organization for startup
. Specine holdpoints, acceptance tests and criteria for proceeding
- Modi 0ed / enhanced management observation e PORC review and approval of various power levels to authorire continued power ascension
- Post startup review and critique l
l Unit 3 Operatonal Readiness Plan 20 Revision 4
o e, ,
7.0 LONG TERM OPERATIONAL OlWECTIVES 7.1 Methodology Section 4, along with Attachments 2 and 3, comprise the management tool we are ttsing to l
prepare for restan. As such, we have set our performance criteria at a level appropriate to support safe, event free operation. This level, on a continuing basis, would not be appropriate or i
consistent with our goals of achieving excellence in operations and industry leadership.
Accordingly, the standards supponing satisfactory performance on the annunciator panels will be continuously raised, establishing a program of sustained improvement. The cycle of self-assessment, improvement, and higher standards will be continuously repeated.
Prior to restart, a plan for addressing deferred items, as described in Section 3, will be developed.
I Unit 3 OperationalReadiness Plan 21 Revision 4 l
1 J
s a.
ATTACllMENT I REGULATORY PROCESS
- 1. Manual Chapter 350 Process The first NRC prerequisite to restart Unit 3 will be NRC staff approval. NRC Inspection Manual Chapter 0350," Staff Guidelines for Restart Approval,"is the NRC's established process being applied to Millstone for the NRC Staff to satisfy itself regarding operational readiness of Unit 3. MC 0350 requires that the NRC staff designate a Restart Assessment Panel to oversee the process. For Millstone, this function is being fulfilled by the NRC Special Projects Office (SPO), which was created on 11/3/96 to oversee the restan of the Millstone units. By procedure, the Panel must develop a Restart Action Plan which incorporates a plant specific " restart checklist". From a process standpoint, the Restart Action Plan specifically acknowledges the 10 CFR 50.54(f) process initiated earlier this year on configuration management / licensing basis documentation issues. The Restart Action Plan also acknowledges the Confirmatory / Order requiring the ICAVP, The restart checklist explicitly addresses regulatory compliance and licensing matters, it established the following as steps needed to be completed prior to restart:
- Necessary license amendments are issued.
- Necessary exemptions or relief requests are granted, e *Signincant" enforcement issues have been resolved, e " Allegations have been appropriately addressed", and.
- Pending 10 CFR 2.206 petitions "have been appropriately addressed".
A key component of the MC 0350 process is NRC Operational Safety Team Inspection (OSTI). T he framework for an OP.Tl is established in Manual Chapter 93802," Operational Safety Team inspection."
For Millstone, the Restart Assessment Plan states that the " inspection will cover self assessments by the licensee, the licensee's implementation ofits startup plan, control room observation during the approach to criticality and power ascension, selected systems readiness inspections and observation of management oversight."
Ultimately, when the NRC's restart review process "has reached the poir}t that the issues have been identined, corrected and reviewed," a "restan authorization process" will be initiated. At the NRC Staff level, the process of preparing a recommendation includes the following steps (as stated in the restan
- hecklist):
- A restan recommendation from the Millstone Oversight Team
. The Regional Administrator must concur with the restart recommendation
. The office of Nuclear Reactor Regulation (NRR) Associate Director and/or NRR Director must concur with the restart recommendation There are no restart objections from other app'icable NRC (lleadquarters) offices
- There are no restart objections from applicable Federal agencies.
Unit 3 Operat onal Readineas Plan 1 Revision 4
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- 2. Seetlom 50.54(f) Activilles Each of the Millstone units presently is subject to a request for information pursuant to 10 CFR $0.54(f),
dated April 16,1997. The April 16,1997, request supersedes all previous NRC requests and requires the following information be provided for each unit:
- 1. The significant items that are needed to be accomplished prior to restart,
- 2. The list ofitems to be deferred until aller restart,
- 3. The process and rationale used to defer items (identined in 2, above), and
- 4. The actions that have been taken to ensure that future operation of the unit will be conducted in accordance with the license, regulations, and UFS AR.
l
- 3. Independent Corrective Action Verification Program The Independent Corrective Action Verincation Program (ICAVp) completion is required prior to NRC restart approval. The ICAVP will review modifications of selected systems since initial licensing including:
(a) Review of engineering design and configuration control processes.
(b) Veri 0 cation of current, as modined plant conditions against design basis and licensing basis documentation,
! (c) Verification that design and licensing basis requirements are translated into operating, malmenance, and test pocedures, (d) Veri 0 cation of system performance through review of specific test records and observation of selected restart testing activities.
(c) Review of proposed and implemented corrective action ofidentified design deficiencies.
- 4. Employee Concerns Due to "past failures in management processes and procedures for handling issues raised by employees,"
and to ensure that the employees who raise concerns are not discriminated against, the NRC ordered Millstone to: 1) submit a comprehensive plan within 60 days ofissuance of tht arder to address the root cause of past performance failures, and,2) propose within 30 days for NRC approval an independent third party organization to oversee implementation of the plan, independent oversight will continue until Millstone demonstrates that the conditions which led to the order have been corrected to the satisfaction
- of the NRC.
- 5. Com'nission Vote Once the NRC Staffis satisfied that restart is appropriate it will prepare a restart recommendation for the Commission. The Co nmission approval process ordinarily will involve at least one public session (at NRC Headquarters), with presentations by the NRC StafTand NU.
Una 3 Operatonal Readiness Plan 2 Revision 4 f Se
ATTACIIMENT 2 - DEPARTMENT ANNUNCIATOR PANELS l
l Una 3 ORP Attachment 2 Rensm 4 l
)
Millstone Unit 3 "ou.n.n 1.t Year: 1997 Performance Annunciator Panel Reporting System (Date: } (Department:)
(Area:} ( Window: )
Last Three Quarters Second Third Fourth Quarter Quarter Quarter 1997 1997 1997 (Color]
( Justification ]
( Documentation ]
( Criteria )
Co rective action plan needed for RED nr YELLOW window:
RED Significant Weakness l Yellow limprovement Needed I White ] Satisfactory ("^i ""?g Significant Strength
e ..
4 ATTACHMENT 3 - SELF ASSESSMENTS i
l l
Atachment 3 is cunently under development, and will be incorporated into the Operational Readiness -
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Plan as they are developed. Self Assessment plans may be added and/or changed without revising the ORP.
Unit 3 ORP Attachment 3 Reveen 4 J
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. MANA GEhfENT OVERSIGHTAND EFFECTIVENESS Assessment # 1 Date Lead Assessor Other Assessors Rev 0 7/16/97
[ ] Standards and Expectations Communicated to the Stafr(2) l l Commitment to Achieving Improved Performance (3)
IUnderstanding of Plant issues and Corrective Actions (5) l Nuclear Safety (4)
Reactisity hianagement
, Conservative Decision hiaking OSTl/MC 0360 CORRELATION MATRIX hfC 0350 OSTI hiGMT Self Asstnt.
[ Effectiveness of higmt Review Committees (1) 02.04.c.10 1 PORC 02.06.a 2,3,47 MRT 02.06.b 4 hiorning hiceting 2.07 1 C.2.1.a 2 Resources Appropnately Allocated -- C.2.1.b 6 C.2.1.d 1 l l ALARA (7) [ l Budget C.2.1.e 5 C.2.1.f 5 l l Plant 11ousekeeping - C.2. l .g 1,3 C.2,1.h 5 l l Procedure Usage and Adherence (6)-
l Ready For Restart
. Red Significant Weakness [ Yellow limprovement Needed
[ White l Satisfactory Greco Significant Strength Pagei
. READYFOR RESTART Assessment # 1 Date lead Assessor Other Aucssors Rev 0 7/iti/97 DEPARTMENT ASSESSMENTS COMPLETE RESTART ISSUES CLOSED l lOperations l lConntmatory Order lCAVP Rescinded l l Engineering l lConarmatory Order ITPOP Rescinded l 1 Corrective Actions l lConnnnatory Action Letter Operator Training Complete l l Maintenance l l10CFR$0.$4(f) Response Complete l l Work Planning / Outage Management l lNRC Significant item List. Complete l l Instrument and Control l
l l Chemistry
[ l Materials l l Procedures l l Radiation Protection l l Training l l Licensing l l Management Ready For Restart Red Signincant Weakness l YellowllmprovementNeeded l White l Satisfactory Grdag Signincant Strength Page 3 4
Cerrective Action Pragram Self-Assessment Check-OffList Assessment # 1 Date Lead Assessor Other Assessors Rev 0 7/16/97 CR Close-out Timeliness l lCR Package Evaluation Quality l Average Age of CRs in Backlog l l Trending Effectiveness (1) -
l AITTS CAD Management (Assignments in Notify > $ Dusiness Days) (2) '
l l Overdue Assignments (3).
I lOE Effectiveness (Information Supplied by NSO) (4) l l Conduct of CAD (INPO 96-006 criteria) CRs/ARs (5) l Conduct of CAD (INPO 96-006 criteria) Self Assessment l l Root Cause Quality (6) l Effectiveness of MRT (7) lDudgu and Contractors l
l linitial CR Screening (8) .
l Training / Qualification l l Attention to Detail Overall Rating Ready For Restart l
. Red Significant Weakness l - Yellow - Improvement Needed White l Satisfactory beeMMP] Significant Strength
.. o.
OSTl/MC 0350 CORRELATIONMATRIX CAD l
~Rev 0 7/16/97 MC 0350 OSTI CAD Window C.l.3.c 2,3 C.I.3.d 02.08d 1,5,6,7 l C.l.3.e 02.08d 1,5,6,7 C.l.3.f 1,6,7 C.l.3.g 1,6,7 02.08.a 7,8 02.08.b 8 02.08.c 8 02.08.e $
02.08.f 5 02.08.g 4 C.I.4.b 4 02.02.g 1 02.03.a.6 8 02.09.c 4 C.I.4.d CA Role-Up C.2.2.e 4l Page5 ,
Rcdiation Protection ,
Assessment #
Self-Assessment Check-OffList 1 Date Lead Assessor Other Assessors Rev 0 7/16/97 11ousekeeping Budget and Contractors
[ l Worker Practices l Personnel Contaminations !
iraining & Qualification Attentiveness to Duty l Procedure Compliance l Attention to Detail l l Hot Spots / Source Term Reduction lCR/AR Close-out Catch Container Work Observations l Contaminated Sq. Footage lOverall Rating ALAIM Exposure Temporary Shielding l Conduct ofllealth Physics (INPO 96-006 Criteria)
Ready For Restart Red Significant Weakness l - Yellow l Improvement Needed l- White l Satisfactory b4eR(M4 Significant Strength
} - - . . - - - - . . . . . . . . --
Prscedures Self-Assessment Check-OffList Assessment # 1 Date !
Lead Assessor Other Assessors Revo 7/t6/97 Technical Adequacy of Procedures (See OPS /Mntell&C) l lEALs/EPIPs (Input from EP)
Compliance to Reg. Guide 1.33 [ l Administrative Procedures l lCR/AR Close-out l Ad_ min. Guidelines Adequacy l l Budget and Contractors
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Writ.: Guit lluman Factors [ Qualification and Training Procedure Modifications (Changes and Revisions) l Station Qualified Reviewer Prog. l l Attention to Detail l l Interface with CMP l ]Overall Rating l l Organizational EfTectiveness l SAMG Ready For Restart M SignificantWeakness I Yellow' -l Improvement Needed l White l Satisfactory Significant Strength
, Werk Planning / Outage Management Self-Assessment Check-OffList Assessment # 1 Date _
Lead Assessor Other Assessors __
Rev0 7/10/97 POD EITectiveness (1)
Schedule Adherence l l Backlog of C.itical AWOs l lCR/AR Close-out i Post Maintenance Testing (3) l l Budget and Contractors l MOVs l l Preventive Maintenance Program (2) l l Training and Qualification l
l _
Effectiveness of Engineering Support l l Attentiveness to Duty
[ l Level of Attention to Detail l l Work Observations s l l Conduct of Work Planning (INPO 96-006 Criteria) l l Overall Rating Ready For Restart Red Significant Weakness l Yellow l Improvement Needed
[ White Satisfactory 160 fig @l Significant Strength
o ..
OSTl/MC 0350 CORRELATION MATRIX- WORK PLANNING Rev 0 7/16/97 MC 0350 OSTI WP&OM Window 02.02a 1 02.02b 1 02.02e 1
.. [ 02.02f 2 ,_
02.03.a.7 1 02.02k 3 i
See Mntell&CE for Work Package Quality i
Page 9
Maintenance Self-Assessment Check-OffList Assessment # 1 Date Lead Assessor Other Assessors Rev 0 7/16/97 l lFhtE l Procedures / Document Control l Schedule Adherence l ] Work Quality Physical work PMs lWc,rk Observations Suncillance Tests l Worker Practices (4) l ] Conduct of Maintenance (1)
Procedure Use (INPO 96 006 Criteria) l
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Rad Worker industrial Safety l lSuncillance Testing l Attentiveness to Duty Missed Suncillances l _
Level of Attention to Detail Adherence to Procedures
! Training / Qualification (2) Non Tech. Spec.Surveillances l CR/AR Close out Technical Adequacy of Procedures Timeliness Surveillances Quality Mnte. Procedures M&TE (3) _
SQR Program l l Budget and Contractors l lR.O.1.33 Compliance l lMOVs l Ability to Conduct Wk Efficiently Parts OPS /HP/ENG/l&C Support Control of Chemicals / Materials Storage Tools and Equipment Work Planning Support l l Maintenance Backlog Managed and Impact on Operation (5) l l0verall EfTectiveness of Plant Maintenance Program (6) l^ l Work Package Quality (7) .
l l Overall Rating l l Ready For Restart Red Significant Weakness l Yellow --l Improvement Needed l White l Satisfactory _ [iXtfysail Significant Strength
OSTl/NRC 0330 CORRELA TION MA TRIX MAINTENANCE Rev 0 7/16/97 MC 0350 OSTI Mnte. Window
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02.02.1 3 02.02c 1 02.02d 2 02.03.a.2 2, 4 02.04.d 1 C.4.1 02.09k 5 l C.4.h 6 l 02.02) 7 I
02.04.c.1 7 l
Page 11 J
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, . Instrument and Central / Electrical Self-Assessment Check-Off List s l
Assessment # 1 Date Lead Assessor Other Assessors Rev 0 7/16/97 l llousekeeping l ] Work Obsen'ations Schedule Adherence M & TE (1)
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Physical work
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PMs l Ability to Conduct Work Efficienti Parts Availability l Worker Practices _
OPS / IIP /ENG/MNTN Suppon Procedure Use _
Tools and Equipment Rad Worker Work Planning Support industrial Safety Proc./ Document Control (2) Level of Attention to Detail l Work Quality l l Control Room Interface Training / Qualification (3) ^ Work Package Quality (4) l NCR/CR/AR Close out l l Attentiveness to Duty Timeliness
[ Quality l lALARA l_ l Budget and Contractors Surveillance Testing
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Missed Surveillances OST!/MC 0350 CORRELATION MATRIX Non Tec 3pec.Surveillances MC 0350 OSTI l&C Self AssmL 02.02.1 1 i Technical Adequacy of Procedures 02.03.a.2 2,3 Sun'eillances 02.02) 4
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I&CE Procedures 02.04.c.11 4 SQR Program l R.G.1.33 Compliance l [Overall Rating Ready For Restart Red Significant Weakness - Yellow - ] Improvement Needed l White Satisfactory l#Xt@VG Significant Strength
Operations Self-Assessment Check-OffList Assessment # 1 Date Lead Assessor Other Assessors Rw0 7/16/97 l l Housekeeping (8) Operator Burdens Wk Arounds (18)
[ ISurveillance Tests (7) Document Control / Availability (15)
[ l Staff Levels Adequate (1) l l Training / Qualification (9) j Worker Practices (2) Tech Specs Procedure Use Quality Rad Worker _
Knowledge industrial Safety _
Adherence Operator Rounds _
Clarifications
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Control Room Demeanor Tumovers/ Briefs l l Attentiveness to Duty (10) logkeeping Practices l lLc.el of Attention to Detail (19)
Communications [ ] Awareness of Plant Security (20)
[ CR/AR Disposition l ] Effectiveness of Engineering Support
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Timeliness Quality [ l Budget and Contractors Post Maintenance Testing (14) Adequacy of System Line Ups (6)
Procedure Quality Results of Pre Start Up Testing OP T SQR Program AOP ^
Surveillances l ] Work Observations (12)
^
EOP R.O.1.33 Comphance Events (13) Conduct of Ops (INPO 96 006)
Tagging '
Mispositioning l IBlack Board (Alarms)(11)
Operability of TS Systems (4) Reactivity Management Required Reading (16) l Awareness of Plant Status (3)
Operability of Required Secondary and Support Systems (5)
Adequacy of Power Ascension Procedures (17) Overall Rating Ready For Restart Red Significant Weakness l-- Yellow limprovement Needed l White ISatisfactory !MUrW, Significant Strength
., * *O OSTl/NRC 0350 CORRELA TION MA TRIX OPERA TIONS Rev 0 7/16/97 MC 0350 OSTI Operations Window C.3.3.a 02.01.k 1,9 l C.3.3.b 02.01.s 2,3,9,10,12 C.3.3.d 3 C.3.3.f 2 C.3.33 2 C.4.a 4 C.4.b 5 C.4.c 4,5 C.4.d 6 C.4.e 4,7 C.4.] 8 02.01.b 2 02.01.c 2,3,10,11,12 02.01.d 2,12 02.01.e 2,8 02.01.h 13,14 02.01.1 _,.
15 02.01.] 16 02.09.a 17 02.09.c 9 02.09.h 2,5,9,18 02.09.] 11,18 02.09.p 1,4,5,9,17 02.03.a.1 2,7,19 02.02.c 2 02.03.a.2 2,9 C.4.g 17 C.3.ll 20 Page 14
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Engineering Self-Assessment Check-OffList Assess. # 1 Date land As. Other Assessors DE and TS First une Supervisors Rev 0 7/16/97 l l Maintenance Rule l Effectiveness of System Engineer (5)
[ (a)(1) Systems System Unavailability llours l Work Observations l l Corrective Actions Design Quality Oocas'auoos(6) i incn=<7)
[ MSEEs l l System Readiness (13)
Code 2 DCNs (6)
Post Mod. Testing (12) 10CFR$0.$9 Safety Evaluations (8) l l l Budget and Contractors Results of System Testing (10) l l Close-out Packages l l Effectiveness of PRA Usage (!!)
Quality Timeliness l Temporary Modifications (2) l l Training / Qualification l Effectiveness of Engineering Support (4) l CAttendance l l Effectiveness of Design Mods Process Task Qualifications l l Attention to Detail Conduct of ENG. (INPO 96-00 6) l l Configuration Management (1) l l Adequacy / Power Ascension Test (9) l l Surveillance Tests (3)
Adequacy and Test Results Non Tech Spec l Overall Rating l l Ready For Restart l Red Significant Weakness l = Yellow l Improvement Needed
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l W hitc Satisfactory FiOfi&nNSignificant Strength
<. 4 u t
OST]/NRC 0350 CORRELA TION MA TRIX ENGINEERlNG Rev 0 7/16/97 MC 0350 OSTI Engineering Window l C.4.g 9 l C.4.c 10 C.I.4.f i1 l C.2.2.c 4 02.01.f 1,13 02.01.g _ 2 02.03.a.4 3 l
02.03.a.5 3 02.03.c 3 02.04.a 4 0104.b.1 5 02.04.b.2 5
,02.04.b.3 5 02.0_4.c 1 2 02,.04 c 2 6,7 02.04.c.3 8 02.04 c.4 6 02.04.c.5 6 02.04.c.6 6,7 02.04.c.7 _
6 02.04.c.8 6 02.04.c.9 6 02.09.m 6 02.04.d 4 02.02.h 4 02.02.k 12 02.03.a.2 3 02.03.a.4 . 3 02.03.a.5 3 02.04.c.10 2,8 C.4.a 13 C.4.b 13 C.4 e 3 Page 16 W
us '. s ENGPO2 Assessment Number 1 Date of Assessment Lead Assessor Other Assessors DE and TS First Line Supv.
Rev 0 7/16/97 l Engineering Programs hiOVs Fire Protection EEQ Seismic Qualification Appendix R Post Maintenance Testing IIELB Containment Leak Testing IST/ISI VETIP MEPL Setpoint Control Operating Experience i SBO Separation Internal Missiles PMMS RG 1.97 Fuse Control Bolting Erosion / Corrosion ATWS Block Walls Cable Raceway ASME XI Repair / Replace Readyfor Restart in In Significant Weakness l Yellow 1 improvement Needed l White l Satisfactory EQffigE Significant Strength i
Pa0017
_d
Materials Self-Assessment Check-OffList x Assessment # ___
1 Date Lead Assessor Other Assessors Rev 0 7/16/97 l l Work Order Delays l l Inventory l Shelf Accuracy / hiaterial Allocation
)
[ l Expediting - Lost / # Material requests expedited l l Time to Deliver l lhiaterial Returns h1EPL Control of Chemicals Consumables Labeling of Pans l lhiaterial Dedications Process l Storage of hiaterials l Budget and Contractors l Qualification and Training l l Attention to Detail l ]Overall Rating Ready For Restart Red 4 Significant Weakness l Yellow- l Improvement Needed l White Satisfactory a3 Significant Strength
- v. ,,
Licensing Self-Assessment Check-Off List Assessment Number i Date of Assessment Lead Assessor Other Assessors Rev 0 7/16/97 Technical Specification improvement Plan (1) l Tech Spec Clarifications Quality of Submittals l Timeliness of Submittals l Reportability Determinations and LERs l
Timeliness OSTl/MC 0350 CORRELATION MATRIX Quality MC 0350 OSTI MGMT Self Assmt.
02.09.g 1 Attention to Detail 02.09.n 2 l l Budget (Still under one cost control center for all oflicensing) l Commitment Management (2)
Training / Qualification Overall Rating Readyfor Restart utD Significant Weakness l- Yellow l Improvement Needed l Whitej Satisfactory l Acii%tl Significant Strength
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Training Self-Assessment Check-Off List Assessment No. 1 Date Assessment Lead Assessor Other Assessors Training Stafi Rev 0 7/16/97 l Attendance l Quality of Accredited Programs Licensed Operator T raining / Simulator Non Licensed Operator Training Electrical Maintenance / Maintenance First Line Supv l&C Chemistry Engineering RP j Simulator Fidelity 1
l l l Management Support of Training Conduct of Training (INPO 96-006)
Budget and Contractors l l Training and Qualification l Attention to Duty lOverall Rating Ready For Restart Itt'n ' Significant Weakness . Yellow Improvement Needed White Satisfactory lN05@iMSignificant Strength
CHEMISTRY Self-Assessment Check-OffList Assessment # 1 Date Lead Assessor Other Assessor:
Rev0 7/16/97 l l Primary Systems Chemistry l ] Worker Practices l l Secondary Systems Chemistry [ Procedure Use
] Chemistry Performance Indicator (CPI) ] Rad Worker practices Condensate Resin Performance [ Industrial Safety
[ Secondary System Lay up [ Shift Turnover
[ Days at Reduced Power l Work Observations l l Auxialiary Systems Chemistry l Training and Qualification
[ Radwaste Efiluent Volume & Curies l l Procedure Quality instrumentation l Dudget and Contractors i
JOn Line Monitoring
[ LabInstrumentation l Attention to Detail Control of Consumable Chemicals NPDES Performance l l llousekeeping ] Regulatory Compliance l l Surveillance Testing Adequacy of NPDES Permit l l Document Control ] NPDES Permit Impimt. Proc.
l Attentiveness to Duty C Personnel Training / Knowledge l Post Accident Sampling System (PASS) l Overall Rating Ready For Restart Ited Significant Weakness , Yellow l Improvement Needed White Satisfactory lMefMy Significant Strength
.