ML20198J862
| ML20198J862 | |
| Person / Time | |
|---|---|
| Site: | Crystal River  |
| Issue date: | 01/10/1998 |
| From: | Schiavoni M FLORIDA POWER CORP. |
| To: | |
| Shared Package | |
| ML20198J675 | List:
|
| References | |
| NUDOCS 9801140229 | |
| Download: ML20198J862 (12) | |
Text
, _ . _ . . . _ _ _ _ _ _ _ . . _ _ . . . _ _ _ . _ _ - _ _ _ . . . . . . _ _ _ . _ . _ _ . . . _ . . . . _ _ _ _ . _ _ . . _ _ _ _ _ _ . . _ _ _ _ _ _ . . . . _ _ _ _ -
i r I
Power 4 eFlorida C OR POR At 80N ;
J CRYSTAL RIVER U NIT 3 MAINTENANCE 1
>s t f
[
l} .10 b:
- M.A. Schiavoni Assistant Plant Director Maintenance i
\ l l
9001140229 980110 g PDR ADOCK 05000302 P PDR
. . .- - - .- ~- - - - - . .- =
2 Key issue - liow does CR 3 have-leasonable assurance that the Maintenance !
organization is ready to support the retuni of CR-3 to power operation ;
with equipment reliability, improved station materiel condition and that CR-3 Maintenance personnel possess the skills and knowledge to ensure ;
that the quality of workmanship will support restart and continued l pows operations? {
CR 3 Maintenance Department identified weaknesses through internal self assessments. The most important areas requiring both immediate :
and long term actions for the safe and reliable operation of CR 3 were identified as equipment reliability, improved station materiel condition ;
and personnel performance. These attributes are described as follows.
e l~quipment Reliability / Materia Condition Is equipment monitored !
and the preventive and corrective maintenance performed in a timely manner to ensure plant equipment is repaired and maintained in a manner to support safe plant operations? Additionally, is plant ,
cleanliness and preservation adequate to support sustained operations?
e Personnel Performance - Do Maintenance Department personnel i i
possess the skills and knowledge necessary to meet these challenges, and do they understand expectations for plant pe f*mancet Executive in the area of maintenance, broad improvement initiatives were Summary implemented. The ovaall objective of these initiatives was to identify, assess, correct, and re-assess the deficiencies in maintenance to improve equipment reliability, materiel condition and personnel performance at CR 3. Initiatives undertaken included upgrading departmental corrective action program, work management and control improvements, supervisory oversight, and preventive and corrective maintenance action items.
The following are the more significant improvements within CR 3 Maintenance.
Equipment e. -Standards and expectations for equipment performance, corrective Reliability / - maintenance backlog, station cleanliness and preservation and Material- preventive maintenance program performance were not adequate.
Condition . Maintenance was not aggressively pursuing the closure of long
. Standing materiel issues.
t j f
,, .2
improvement . The Corrective and Preventive Maintenance (CM and PM) program Initiatives administration has been revised to clearly define roles and responsibilities and to establish program ownership within the Maintenance and System Engineering organizations. Established pro [ yam ownership goals and processes that were used to reduce backlog and to prevent an unwarranted escalation in backlog.
. Corrective mair.tenance t)acklog has been reduced to less than 200 items total outage and non outage related.
- Overdue Preventive Maintenance has been reduced to less than 25 items.
- Reduction in long standing materiel problems. The current oldest work request is 3 year which has improved from 10 years at the start of the outage.
- To maintain a low backlog in the above areas an aggressive work control prolyam based on proven and accepted industry standards has been implemented to screen, prioritire, review, risk assess, plan and schedule all maintenance activities.
- Rebuilt and/or repaired over 250 valves and 26 pumps, e Completed a main turbine rotor refurbishment / rewind.
- Cleanliness and Preservation at CR 3 has improved with the commitment of CR 3 and FPC management. A significant plant painting and labeling program is funded for the next three years to completely recoat CR 3. This initiative has already shown significant preservation improvements in both the Reactor Building and balance of plant. The recoating program is approximately 25% complete in the Reactor Building and 15% complete in the balance of plant.
Various reviews performed by NRC Operational Safety Team Inspection (OS11), lNPO Assist / Peer Visits, and Quality Program Surveillances have reviewed and commented favorably on these improvements and longer term initiatives to maintain the materiel condition at CR 3.
Personnel . Maintenance management expectations were not fully developed or Performance communicated to personnel, Additionally, supervisory personnel were not available in the field to mentor craft and technicians and to communicate management expectations on a daily basis, leading to worker performance issues that were not adequately addressed by management.
3
Improvement
- The Maintenance Department was reorganized developing clearer initiatives lines of communications between supervision and craft personnel.
The establishment of a support organization has provided the standardization and focal point for such programs as Training, Corrective Action, Planning, and Administration. Thir organization has aPowed first line supervision to spend more time in the field mm.oring and communicating management upectations.
- The self-critical attitude that is being developed is evident in the increase of self-identified precursors within Maintenance. The corrective action and self assessment program has provided a consistent approach for common problem identification throughout the department.
Various reviews performed by NRC Operational Safety Team inspection (OSTI), INPO Assist / Peer Visit, and Quality Program Surveillances have reviewed these improvements and longer term initiatives to maintain the materiel condition at CR 3.
Initiatives improvement initiatives were developed based on self evaluations, comparisons to best industry practices and peer assist visits. Each of these initiatives continues to be monitored for surtained performance through the use of indicators and assessments.
INPO Assist Visits CR 3 Maintenance utilized the INPO Assist visit process and developed an aggressive self-assessment program. This program extends the self-critical attitude development being emphasized department wide.
Th'ee assist visits were provided by INPO in the areas of Maintenance Work Planning, Work Management and Maintenance Supervisory Practices. Strengths and weaknesses were identified in each visit.
- 1. The Maintenance Work Planning assist visit was conducted during the period of April 14 17, 1997. This visit identified that the work instructions generally contained the information necessary, however the format was inconsistent and difficult to follow.
- 2. The Work Management assist visit was conducted during the period of August 25 29,1997. This visit identified the need to establish an outage defense in depth review, define the process for the implementation of the 12 week rolling schedule, and reinforce control of the preventive maintenance (PM) program implementation for timely accomplishment.
- 3. The , Aaintenance Supervisory Practices assist visit was conducted during the period of October 6-10, 1997. This visit identified that managers and supervisors need to provide additional coaching and 4
L
l mentoring, impiove pre-job briefings, increase leadership skill training and impron foreign materiel exclusion (FME) practices.
Equipment The Corrective Maintenance program was not sufficiently effective prior Reliability / to shutdown. Accordingly, this program has received heightened Material attention. Additional resources, including individuals with relevant Condition background and expertise, were assigned to this program. Program weaknesses, documented through internal and external assessments, were itemized and addressed until follow-up assessments indicated that the CM program was improving.
These problems were attributed to the scheduling / planning and coordination of plant resources not being adequate to effectively control work. To address this an outage and 12 week rolling schedule was developed. The pre-OSTI and OSTI exit notes validate the positive results of backlog control and its low level. An example of our performance indicator in this areas follows, v.w e .. u..... . ai
- ' -+
' 38 ' 2 - - -
-$ 4W--$ jl 137
, _- ,. - , _ - -- .~__
this indicator depicts the materiel condition of the plant based on the amount of equipment that is in need of repair, corrective Maintenance is repair and restoration of equipment or components that are degraded or not performing their intended functions.
Preventive As a result of the increased attention and resources allocated to it, the Maintenance PM program now has a firm foundation, with qualified personnel overseeing its implementation. New PM program procedures were developed, organization interfaces between departments were established, and the groundwork was laid for an effe tive PM program.
An example of our performance indicator follows.
5
i i
~. ~.~ - ~. :
^
.m ;
i q-. gue' * - -- - - -. m-+~ - - + + - - . + ~ - -
n - . . -- . - . . - . . -..
-e- ?m i
3.o - - . - . . - - _
"**w _,..-,..m m _
i
- M _; 1~w-+w-~,, # y I
e -a . a s -s e e .,
e
, t m e .. o .. = e.e.e This indicator depicts the health of plant ' equipment through the use of preventive' [
maintenance on plant equipment. Preventive Maintenance is performed to reduce the risk of premature equipment failure. The
- late PM Tags" describe preventive maintenance items that are in a 23% grace period prior to becoming overtkse. The
- Overdue PM Tass
- describe preventive maintenance items that are etceeding the required periodicity for ,
accomplishment.
- i New Work The maintenance work management system and associated work control Management processes were not adequate to effectively identify, prioritize, schedule, Program and plan and execute maintenance work, return equipment to service, and Work Control close out equiptv , deficiencies. This led to high backlogs in ,
Corrective and Preventive Maintenance and did not provide adequate barriers to minimize control room challenges. These challenges led to tagging errors, unnecessary time in action statements, poor coordination .;
between work groups, and was distinctly missing operational focus and involvement.
This orocess restructure' involved a multi disciplined - team of Operations, Maintenance, Engineering, , and Work Controls. -The challenge of the group was to develop _ an Operationally focused ;
dimension into how work is conducted. To accomplish this, Scheduling. I augtnented their staff with 6 formerly licensed SROS with scheduling t experience. The team provided a new process which was implemented June 30,1997 that made operations the driving force of the process.
s The- addition of an SRO review of all work to. assessiTechnical' '
- Specification impacti Plant Impact Review, and to Prioritize the work-was added. Two other reviews were placed in the process to ensure .
. - proper scheduling and system interfaces, and to assess post maintenance
- testing.-- -
The basis for the program's success was the development of a baseline j schedule. A 12 week rolling schedule has been deyeloped based on the l
l
^
.6 j J
- q
r scheduling of SM activities and surveillances required on plant systems and componen:s, and factors in the probability risk assessment required to maintain the plant in an acceptable risk condition. The Electric Power Research Institute Equipment (EPRI) Out of Service Probabilistic Safety Assessment (EOOS PSA) model was utilized. The EPRI EOOS model was funded and will be fully functional by January 30, 1998. The Probabilistic Safety Assessment Monitor (PSAM) portion for on-line risk assessment is used to accommodate the 12 week schedule reviews.
These tools play an important role in risk informed decision making and in our overall implementation of the maintenance rule and shutdown safety controls.
Other work management program improvements include:
- Improved procedural guidance documenting the new work management process
- Development of a Work Management Manual describing work programs and processes (e.g., Department personnel were trained on the Program and Desktop Guide for Maintenance) e Creation of a partnership between Maintenance Department, Operations, Scheduling, and Engineering in the work controls system through the use of daily production rnectings. These daily rnectings manage the daily work activities and establish priorities for upcoming work.
e implemented and trained site personnel on the 12 week schedule for on line maintenance. This allowed improved planning and ewcution of maintenance, minim! zing the impact to the plant.
. CM Planning backlog goal was established to maintain backlog less than 90 days old in support of the 12 week rolling schedule implementation.
Planning Group The relationship between the Maintenance Craft and Discipline Planners improvement is important for the effective performance of maintenance activities. The CR 3 Planning Group was moved into the Maintenance Department in July 1997 to improve this coordination.
To improve the planner to worker interface, CR 3 Maintenance Management:
. Established well defined planning goals with each planner and discipline.
- Created a planner's desktop gWde to provide consistency in work 7
i package development and cover the required aspects of package preparatiori.
. Created performance indicators to demonstrate work package quality. This indicator measures planner's effectiveness and craft walkdown effectiveness using the following parameters: ,
Work Scope Expansion insufficient / Incorrect Material ;
Support Activities Not Addresses (scaffold, RWP, etc.)
incorrect / Inadequate information Post Maintenance Test Additional Engineering Instructions required -e e Provided . planner expectations for field walkdowns and communication with craft disciplines These initiatives have achieved positive results, as shown by the following performance indicator of Corrective Maintenance Planning backlog.
c.nui. . . m. .e==
g . . , , , . -_ _ . . _
n . . - ,
" YM w
n ., -- - .
n . .~ -. = .
M 4 4 A $ 0 N D This Indicator depicts the readiness to schedule and work corrective maintenance items.
The goal is established to ensure that the 12 week on-line schedsde is adequMely planned to support timely accomplishment.
Personnel Program changes, as weli as related management actions, have fostered Performance fundamental changes and improvements in the Maintenance
- organization at CR-3. Based on these efforts and the results achieved, the current organizations possess the knowledge, skills, and cultural attitudes to s'upport safe er,it restart and reliable operation in the future.
8
. ,_ _-- - , .. ._ - . - - . . .~
Maintenance in 1997, CR-3 hired seven maintenance management personnel with Organization significant nuclear industry experience from outside CR 3. These Changes management changes initiated the culture shift towards technical excellence and accountability. First line supervisor staffing was increased from nine to fifteen to provide an improved span of control and increase field time for mentoring of craft and technicians.
The Maintenance Department also has been reorganized to allow supervisors to concentrate on field activities and personnel. Supervisors currently spend approximately 70% of their time in the f cid vs. 25%
prior to this organizational change. The positive effect of this change was noted during both the pre-OSTI and in the exit notes of the OSTI.
The development of a support group within Maintenance provides standardization across disciplines in the areas of training, corrective action program, planning and administration.
Maintenance management sought to improve the establishment and enforcing of standards and expectations for the conduct of maintenance, and in developing and adhering to maintenance programs. To address this issue and improve work quality, Maintenance management developed and communicated standards, through training and the Department's internal Nuclear Maintenance Manual. Organizational changes, including the establishment of the Maintenance Support Group to centralize programmatic and administrative issues, facilitated greater focus on maintenance 4 elated tasks and was designed to reduce worker errors.
Because Maintenance corrective actions and management follow-through were not sufficient, Department management reiterated expectations regarding the actions and behavior of maintenance personnel. These expectations included:
- Improvement in personal accountability
- Verbatim procedural compliance
- Self identification of problems when possible e improvement in work quality to minimize repeat maintenance
- Development of a self-critical attitude Management expectations are reinforced via use of thc Event free Operations. The field Observation (FO) card is a departmental performance monitoring tool used for Maintenance department supervision of field work. The FO cards serve as a means of documenting the degree to which field work meets management expectations. Maintenance supervisors use FO cards to rate performance in areas including safety (industrial and radiological),
procedure compliance, and the ability to self-identify conditions adverse to quality. FO card data is evaluated to identify potential areas of 9
1 concern and communicate specific guidance and performance expectations to department personnel on a quarterly basis. The OSTI exit noted that procedure usage was good and personnel have a positive attitude.
To ensure that expectations are, and will continue to be satisfied at CR 3, Maintenance management:
- Established a dedicated Corrective Action Group e Established a dedicated Training Shop Peer Group within each discipline to select and direct both contineing and initial craft technical training programs, and maintenance supervisor and contractor training programs.
- Established a Training Review Committee to oversee all maintenance training programs for such thi.igs as program compliance, consistency, quality, operating experience, and future departmental needs.
- Maintenance management continually communicates expectations and means of improving performance. For example, the Maintenance Study Book is a communication tool for timely dissemination of information considered important to the site Maintenance organization. Additionally, the Assistant Plant Director Maintenance (APDM) holds monthly information meetings with all personnel.
SelfAssessrnents As part of Maintenance Department self-critical development, a self assessment program has been developed. Self assessments were performed in 1997 in the areas of Fiectric Shop Written Communication, Maintenance Training Performance Manuals (TPM),
Maintenance Organizational Readiness for Restart, and Switching and Tagging, four self-assessments are currently scheduled for 1998.
- The Electric Shop Written Communication assessment was conducted during the period of April 17 through May 30,1997. This assessment evaluated the efficiency of written communications in the Electrical Maintenance section. Corrective actions have been completed, e The Maintenance Training Performance Manual (TPM) assessment was conducted during the period of August 4 - 9,1997. This assessment evaluated the effectiveness of the Maintenance Department TPM program, The assessment found that the scheduled classroom training is of good quality and the qua!ity of the On The-Job (OJT/OJE) is good but the program lacks leadership. The staff 10
augmentation of two Training Coordinator positions has provided the Oji/Ojl program the necessary ownership and leadership.
- The Maintenance Organizational Readiness for Restart assessment was conducted during the period of September 1 Sough October 13, 1997. The purpose of this assessment was to evaluate the Maintenance Department programs, personnel, and processes to ensure Maintenance is ready to support a safe plant restart. The assessment identified five strengths and four weaknesses. Strengths included, the Maintenance Improvement Plan, pre-job briefings, teamwork and "Can-do" attitude, reduction of corrective maintenance from 771 to < 200, and communication of information. The weaknesses included training (modifications, procedures and the Corrective Action program), procedural adherence, work controls and welding. Weaknesses were identified and documented on Precursor Cards which are tracking their resolution.
. The Switching and Tagging assessment was conducted during the period of September 15 through October 22,1997. This assessment compared the plant switching and tagging procedure with the corporate Accident Prevention Manual. This assessment concluded that work was being performed safely but process improvement could be made to increase efficiency and productivity.
Continuing Based on self assessments, INPO assists, and NRC reviews, a Actions comprehensive Maintenance improvement Plan was developed and is ongoing. This comprehensive action plan covers six major areas in detail.
- Organization and Development e Mana;;ementAVorker Relations
. Training
- Process Controls
- [ffectiveness Monitoring
- facilities This plan is the continuation of plans developed throughout the year and is designed to carry the Maintenance Department to excellence in the next 18 months.
I1
t-I Coexiusion As a result of. the above-described improvement inillatives, CR 3 has i reasonable assurance that CR 3 Maintenance Department has effectively !
Improved materiel condition, ' equipment reliability, and personal ;
performance and has plans in place to contitiue to effect chanys in !
these and other areas. This will ensure that the quality of work meets !
manarment expectations in support of plant' restart and continued i operation in a safe and reliable manner.
I I
-f s
l t
[
1 t
4 L
5
-i t
e 12 .
i
,t.
64.g---- e.9 1 &i- a y. ,,.%.,m-,-. 93,,w-,-- y y .,-- ,3.,y',v,#-- 4-.yg. e r , w, , , - - ,-. ,,i..,,+w., g.. w , ,r.-,,,w,,,, ,