ML20198J888
| ML20198J888 | |
| Person / Time | |
|---|---|
| Site: | Crystal River  |
| Issue date: | 01/10/1998 |
| From: | Thomas Taylor FLORIDA POWER CORP. |
| To: | |
| Shared Package | |
| ML20198J675 | List:
|
| References | |
| NUDOCS 9801140236 | |
| Download: ML20198J888 (7) | |
Text
{{#Wiki_filter:.. . .- . l Power 6 Florida i ConPonAtsoN I CRYSTAL RIVER U slT 3 l TRAININ G i k % ' 27 1 T.lf. Taylor / Director, Nuclear Operations Training l l t 2 l
Key issue How does IPC have reasonable assurance that personnel are trained and qualified to perform the tasks they are assigned during plant restart and subsequent operationf Executive implementation and maintenance of high quality training are necessary Sunimary to ensure that station personnel posses required knowledge and skills to safely startup and operate the station. Since the quality of training is reflected by the performance of station personnel and inadequate performance led o the current outage, FPC management focused on the training program as pa t of its restart readiness efforts. In summary, to idendly training deficiencies as soon as possible, station personnel performance weaknesses are screened by management for potential training issuas. The issues are then coramumcated to the training department for identification of corrective actions and reviewed by the curriculum committees. Next, the corrective actions are included in tSe training programs and effectiveness evaluated. The quality of tha training also is monitored and evaluated through observation and assessment of training activities, including the following:
- Line and training management observations of plant and training activities e Self assessments e Peer reviews QA assessments
- INPO reviews lhe results of these efforts are reviewed individually and in the aggregate, and actions taken to correct and avoid recurrence of the identified weaknesses.
Initiatives Management and As part of FPC's efforts to improve overall personnel performance, the Staff Training Department was reorganlied and staffed with several new Augmentation management personnel with significant industry experience. In addition, new and experienced management personnel who have a history of strong line management ownership of training joined Operations, Engineering, and Maintenance. This new management team brought with them a step change in professionalism and personal accountability, as well as new ways of focusing training to improve performance. The new personnel include the Director, Nuclear Plant Operations, Director, Nuclear Operations Training, Director, Nuclear 2
Engmeering and Projects, Assistant Plant Director of Maintenance, , Manager, Nuclear Plant Operations Support, and Manager, Nuclear Technical Training. Continuing The continuing tra;Nng programs for station personnel are designed to Training maintain and enhance station perunnel knowledge and skills. 4 Continuing training was delivered throughout the outage for the various disciplines to ensure plant personnel were knowledgeable of changes and operating experience that affected them, and to strengthen areas of 3 identified weaknesses such as communications, self-checking, and precedure use and adherence. Continuing training also was used as a tool to communicate and reinfarce management expectations. For example,' sessions on conservative decision making were presented to the operating crews and engineering personnel by the Vice President, Nuclear Production (Site Vice President). Training personnel also participated in these sessions.
/ust in Time Where appropriate, "Just in Time" training continues to be provided to Training station personnel to better ensure they are ready to perform assigned tasks. For example, training was provided to the operating crew just prior to draining the reactor coolant system for steam generator work, s This evolution was conducted with no significant performance problems.
EOP/AP Training Significant improvements were made to Emergency and Abnormal Operating Procedures during the current outage. Also, as discussed in more detail in the Operations discussion, to ensure that the changes were complete and satisfied their intended purpose, operators spent a significant amount of time on the updated CR-3 simulator validating the revised Emergency and Abnormal Operating Procedures, and training on their use. The ability of the operators to use the upgraded procedures is reflected in the strong performance they demonstrated 6 during the evaluated simulator exercises and during annual operator requalification examinations, in addition, nonlicensed operators, naintenance, health physics, chemistry, and other personnel were provided training and participated in plant walk-downs, as appropriate, on their assigned tasks in the emergency ope ating procedures. During an INPO assist visit, several opportunities for improvement were suggested for classroom and simulator training on emergency operating procedures. Improved instructional techniques and operator critiques have resulted from actions taken on these suggestions for improvement. J 3 i I . -
Modification Since a considerable number of plant modifications were made during Training the outage, training was provided to operations, maintenance, engineering, and other personnel on these plant changes. In addition, the control room simulator was updated to reflect those modifications that have a training impact. To support operator training on the revised emergency operating procedures, many modifications were made on the simulator prior to their completion in the plant. A process existed to ensure any changes to these modificatiens following early implementation would be corrected on the simulator. Assessments in this area by the Training organization and Quality Assurance did not identify any weaknesses. Startup Training Approximately 16 hours of focused startup training will occur prior to Mode 2 for each operating crew. Input from past startups, operations personnel, line managers and other utilities that have experienced extended shutdowns was used to determine the content of the training. Both classroom and simulator training is being conducted. The training addresses the approach to criticality, startup, heat up and power escalation. Unusual events that could be encountered, such as a reactor trip and natural circulation operation with low decay heat, are included in the training. Also, a review of management expectations regarding plant operations, and a refresher on applied fundamentals (e.g., reactor physics, thermodynamics) are included in the training sessions. Furthermore, lessons learned from in-house and industry operating experience are an integral part of the startup training. For example, lessons learned from industry events involving reactivity management, conservctive decision making, infrequently performed evolutions, and other operational activities are being emphasized both during classroom and simulator training sessions, in addition, a simulator training session was conducted to familiarize the seeior management team on startup and power ascension activities. Sei/-Checking / When aroblems regarding component mispositionings continued to QW occur,- nonlicensed operators received additional training on self-checking, and on-Qualify, Verify and Validate (QvV) techniques. The ability of the operators to use these techniques was demonstrated on the self-check simulator. Following this training, substantial improvements were noted in nonlicensed operator performance. Improvements al>o were evident during recent major plant evolutions when no mispositioning events by operators occurred and improvements with communications and procedure use were noted. Additionally, Event-Free Operations training previously provided to operators to reduce human performance errors, was provided to other station personnel 4
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1 l identified as a strength L I DSNUSQD; a discussed elsewhere relative to 10CFR50.59 and licensing an'd design L 7 raining / basis issues,' comprehensive training on performing safety analyses and- .
'unreviewed safetyLquestion determinationf(SA/USQD)Lwas conducted !
, , for appropriate engineering,- licensing,f and other station personnel.
Since this. training, _there has been noted improvements in the quality 3 and thoroughness of the SA/USQDs as evidenced by fewer comments , . - by the Plant Review Committee members during document reviews ar.d the favorable comments received from regulatory personnel. Self-Assessment /! ' To confirm the effectiveness of operator t_ raining, a self-assessment of the -
- Accreditation: operator training programs was recently completed. - A utility peer and a consultant with many years experience in training participated in_the :
assessment. . The-self-assessment, which evaluated CPA performance against ACAD 91-015, "The Objectives and Criteria for Accreditation of - - Training _in the Nuclear Power Industry," identified several areas where the station could further strengthen its training programs. ' Corrective , actions have already been implemented on many~of these issues and aggressive l actions are being taken to correct the remainder within a ) reasonable time period. . The type of issues yet to be resolved do not i impact plant restart. ly ' Other A total C8 self-assessments and 2 third party asscssments have been Assessments conducted in the area of training. In addition to those already addressed in this report, assessments were conducted in the areas of maintenance, supervision, . and on-the-job taining. These assessments validated performance in some areas such as supporting line training needs and ^ ' identify areas where additional emphasis needs to be placed such as line o'aership of training. Actions are being taken to' address these ,
- op,ortunities for improvement. ,
-In addition, a self-assessment of the Training organization to verify readiness for restart was conducted and identified weaknesses have been corrected.
Management : As part of the station's efforts to strengthen line management ownership involvement : of training, the Plant Manager chairs the Training Steering' Committee. Similarly, _line managers now function as chairmen of their' individual i' programJcurriculum committees. In addition, the- quality and the quantity _of management observations of training in each setting have improved. More critical feedback from the ~ managers is being provided to improve personnel performance and to identify areas where training [ . can be further improved. ' 5:
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? Long-Term ' As part of efforts to better position the station for the next 20 years of l
- Improvements . operation,1 an assessme'nt : was conducted _ tof identify long-term l development and training needs for station personnel. _ Results included the need for additional ! licensed operators to supplement existing operating crews l and ~ to promote sharing _ of experienced _ operation's personnel; with other- departments. In addition, a Senior. Reactor Operator certification prograrn r for . managers was : implemented. to i
provide 'more operational expertise to thel station management team, Three managers were certified in the first class. The second certification ' a class is scheduled for- 1998. [ Results _ Plant 'and personal performance is a key measure in determining the effectiveness and quality of training. In addition to the previously noted
-strong performance of personnel during recent major plant evolutions including the reactor coolant system draindown, establishing vacuum in -
the main condenser, and annual licensed operator requalification : exams, there are additional indicators of improved performance-in ' which training had a contribution. These include the following: e Operator error rate has steadily improved during the outage from a high of 0.29 errors per 1000 opportunities in March 1997 to the target value of 0.10 or less for three of the last four months :
. Personnel performance - . noted as strong in a number of areas during a recent self assessment led by an independent organization.
Strengths included control - board awareness, control room professionalism, operations shift management, procedure usage by operations, nonlicensed operator watchstanding practices, and various maintenance and engineering activities.
- Operator performance in the conduct of plant evolutions and while responding to casualties in the simulator also was noted as a strength in several areas during INPO visits. These included communication, self-checking practices, pre-evolution briefings, system walk-downs and identification of issues that may impact plant evolutions.
Conclusion The above activities and results confirm that the reorganization of Nuclear Training, including the infusion of new line _ management personnel with -valuable ~ qualifications. and experience, and process / procedure upgrades have strengthened the station's focus on ensuring high quality training is provided to station personnel. Also, a renewed; ownership 'of. and commitment for training by line management are apparent. l.ir.e managers are heavily involved in the various , aspects of - training.- . Plant periormance is good. When weaknesses are identified, training is a fundamental part of the solution. Training management is proactively seeking ways to further improve a - 6
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. plant and personnel performance and.ls working hand in-hand;with the#
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line organizations to meet their development and training needs.- ?
* ' To better ensure lthat:improysd performance' continues, critical.self- .
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- evaluatiops are now an integral.part of Crystsll River's culture, both ini a e
the line organizations and in training.! Through strong line~ ownership of
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i training andLthe:proactive approach of thel training organizationito
' improve plant and-personnel performance; the culture exists t_liat will-keep the training programs healthy and growing in the months and years? ,
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< a Plant and training personnel have'the knowledge'and skills to ensure -
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that the quality'of work meets site management expectations in support-
- of plant restart and long-term operation.
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