ML20202E965
| ML20202E965 | |
| Person / Time | |
|---|---|
| Site: | Byron  |
| Issue date: | 12/03/1997 |
| From: | Jordan M NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION III) |
| To: | Graesser K COMMONWEALTH EDISON CO. |
| References | |
| NUDOCS 9712080192 | |
| Download: ML20202E965 (155) | |
Text
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-I December 3,-1997 Site Vice Presider,i -
Byron Station Commonwealth Edison Company 4450 N. German Church Road Byron,- lL 61010 ;
SUBJECT:
PUBLIC MEETING - BYRON SAFETY FOCUS.
Dear Mr. Groesser:
This refers to the open public meeting on the Byron Station safety focus conducted by :
Mr. A. Bill Beat, Regional Administrator, and other members of the Region til and M::f-peters staff on November 20,1997. .The subject of this conference was a status on the safety focus at -
tho Byron Statum. This includeo presentations and discussion of, operations, engineering, work control, maintenance, and chemistry. We have enclosed a partiallist of attendees (Enclosure 1)
- and a copy of the handout you provided during the conference (Enclosure 2). No response to this letter is required.
in accordance with 10 CFR 2,790 of the Commission's regulations, a copy of this letter and the enclosures will be placed in the NRC Public Document Room.
We will gladly discuss any questions you have concoming this meeting.
Sincerely,
/s/ M. J. Jordan Michael J. Jordan, Chief Reactor Projects Branch 3 Docket Nos. 50-454; 50-455 Licenses Nos. NPF-37; NPF-66
Enclosures:
As stated (2)
See Attached Distribution f
'/
9712000192 971203
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D _ $hkIkll DOCUMENT NAME: G2YROWYRSAFET.FOC T. h,. . ..,y .e w. e i.e. in in. m. c - c.,y =ah.m n ha e i r c.,y =nn mi nn au.a.k -
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OFFICE Rill' AW . Rill O M
- [_ _ __ ) l l l NAME- TTongtehf MJorcih[f DATE 12/3 /97 12/1/97 12/ /97 12/ /97 OFFICIAL RECORD COPY
K. Graesser 2-cc w/o encis: O. Kingsley, Nuclear Generation Group President and Chief Nuclear Officer M. Wallace, Senior Vice President, Corporate Services .
H. G. Stanley, Vice President PWR Operations Daimon Officer, NOC-BOD
- u. A. Seger, Vice President, Generation Support D. Farrar, Nuclear Regulatory Services Manager I. Johnson, Licensing Operations Manager Document Control Desk-Licensing K. Kofron, Gtation Manager D. Brindle, Regulatory Assurance Supervisor cc w/encis:
Richard Hubbard Nathan Schloss, Economist Office of the Attomey General State Liaison Officer State Liaison Officer, Wisconsin Chairman, Illinois Commerce Commission Distribution:
Docket File w/encls DRP w/encls PUBLIOMwlenels TSS w/encls A. Beach w/encls DRS (2) w/encls
! Deputy RA w/encls Rlli PRR w/encis Rill Enf. Coord, w/encls RAC1 (E-Mail)
SRI Byron w/encls CAA1 (E-Mail)
Project Mgr., NRR w/encls DOCDESK (E-Mail)
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Enclosure 1 - ,
Partial List of Persons Present at Conference Commonwealth Edison Company (Comed) -
K. Graesser, Site Vice Pr9sident K. Kofron, Plant General Manager-E. Stanley, Vice President - PWRs D. Sager, Vice President, Gsieration Support T. Gierich, Operations Manager D. Wozniak, Site Engineering Manager M. Snow, Wwk Control Superintendent E. Campbell Aaintenance Manger M. Lesniak, l_icensing Administrator D. Brindle, Regulatory Assurance Supervisor U. S. Nuclear Reaulator', Commission A. B. Beach, Regional Administrator, Rill J. Caldwell, Caputy Regional Administrator R. Capra, Director, Project Directorate 111-2, NRR M. Depas, Acting Deputy Director, DRP, Rlli R. Lanksbury, Chief, Reactor Projects Branch 5, R!il J. Gavula, Chief, Engineering Specialists Branch 1, Rill G. Dick, Licensing Project Manger, NRR, DRPW T. Tongue, Project Engineer, Branch 3, DRP, Rlli S. Bailey, Project Islanager, NRR DRPW During the meeting the current status and safety focus of the Byron Station was discussed. This included specific presentations and discussions on operations, engineering, work control, maintenance and chemistry.
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l Enclosure 2 CorYtEd /ta v ~ ;.v::.7 , g ~ x;; s ,y j i s T.. w .. .
FOCUS
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M ColltEd SAFETY FOCUS l is our Number 1 Priority Byron Nuclear Power Station l November 20,1997 i
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- Our Future. . . is providing l
re!iable low-cost pi s electricity through:
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,. . shared knowledge, and y- respected, highly trainec Values & Guiding Behaviors 5555555
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! Nuclear Operations l Division -
Priorities for 1997 " " " "
! ="
- 1. Safe, Reliable Operation of:
- Byron, Braidwood, Dresden, and Quad Cities i
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! 2. Zion- Unit 2 Startup
! 3. LaSalle- Unit 1 Startup
- 4. Operate Division as One Enterpri ;
(Enterprise Model) 4
- 5. 40 Day Outages in 1998 ,
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l Byron Station _
j Pn,on, ties -
for1997 i'
- 1. Safe, Reliable Operation of Byron Station
- 2. Preparation / Execution of the S/G Replacement Outage l
! 3. Implementation Of the Corrective Action Program
- 4. Improve the Self Assessment Program
- 5. Support 40 Day Outages in 1998 5
g Comed Attendees e Gene Stanley . PWR Vee President e Ken Graesser . Sas Vee President e Kurt Ko%n . Staten Manager e Tom Geersch . Operatens Manager e Dave W<entalt . Site Engneering Manager e Marteytie Snow - Work Control Supenntendent e Elijah Campbell Maintenance Manager e Don Brindie . Regulatory Assurance Supervisor o BillGrundmann Cherrvstry Supervisor e Joe Bauer . Radiation Protection Supervisor e Bob Moravec . SGRP See Project Manager e Doun Spitzer . SVP Executtve Assistant e Rob Colglazier SRe NRC Coordinator e Marcia Lesniak - Nuclear Ucensing Administrator o Bob Helfnch . Senior Counsel e Marty Frost, Donna Raschke, Gary Shoemaker, MAe Denniston e
Bert Davis Ed Moore 3%_ Jerry
& C#ffp+ra . Safety Revew Board
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MAgenda i
e Opening Remarks K. Graesser e Operations T. Gierich e Engineering D. Wozniak o Work Control M. Snow i e Maintenance E. Campbell e Chemistry K. Kofron
- e Closing Remarks K. Graesser i
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Opening Remarks i
Kenneth L. Graesser '
Site Vice President I
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M Opening Remarks e SALP 13 Results
- Operations -2
- Engineering - 1 !
- Maintenance - 1
- Plant Support - 2 e Byron Overview Good afternoon, I'm Ken Graesser, the Site Vice-President of Byron Station. With me today are Gene Stanley, PWR Vice President and several members of my staff: Tom Gierich, Operations Manager, Elijah Campbell, Maintenance Manager; Dave Wozniak, Site Engineering Manager, Marseyne Snow, Work Control Superintendent; Kurt Kofron, Station Manager; and many other station personnel in the audience including Non-Supervisory Employees: Marty Frost, Donna Raschke, Gary Shoemaker, and Mike Denniston. In addition, we have members from our Safety Review Board: Bert Davis, former NRC Region lll Administrator; Ed Moore, formally with INPO; and Jerry Goldberg, forme
- President of FP&L. We are pleased to be here.
To recap briefly, the SALP 13 report for Byron Station covered the period from August 21,1994, through August 17,1996. We received a Category 1 rating in the areas of maintenance and engineering, and a Category 2 rating in operations and plant support.
Although our overall performance was characterized at the time as excellent, we recognized that operator errors needed to be reduced, risk assessments needed to be improved and our chemistry program needed better management oversight.
We wanted to take this opportunity this fall to provide an updated status of Byron and to overview our activities and experiences in the key areas of: Operations, Maintenance, Site Engineering, Work Control, and Chemistry.
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i l M Opening Remarks e Purpose e Safety as our Number 1 Priority e Good Cooperation and Communication with the NRC l have asked each of the presenters to provide their partdid appraisals of where we stand today in each of the functional areas. I asked them to identify any specific challenges we are facing and lessons we have learned since SALP 13 ended, and to outline any significant proactive measures we are taking. Our basic purpose today is to share this information and thereby support in a constructive way the ongoing regulatory assessment process We will be pleased to answer questions and to follow up with additional information as desired. Let me just emphasize that we are sincerely interested in feedback, because we believe that strong two-way communication with the NRC is essential. We have provided a lot of material in your books that you may look at but, we will not be covering all the pages nor will we be covering all the bullets on the pages. We will be happy to discuss anything not covered here at the end of the meeting or feel free to call us at the site.
At Byron Station, safety is our number one poority, Production and cost come after safety. Both here and at our other stations, Comed recognizes that through safe nuclear operations, we must in the future provide reliable, low cost electricity to compete in a deregulated environment. As we have said before, we need to do this by sharing knowledge within the common enterprise and by having respected, highly trained employees.
We are proud of the fact that Byron Station historically has been one of the industries stronger performers and that it remains so. We want to be known also for our good cooperation and communication with the NRC.
With that and unless there are questions, I'd like for Tom Gierich to begin his presentation.
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- Comed Operations '97 Focus Thomas E. Gierich Operations Manager l
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M Development of Focus e SALP 13 Results e Integrated Performance Assessment Process (IPAP) Assessment e Site Quality Verification (SQV)
Assessment SALP 13 Results:
- Conservative Safety Focus
- Personnel errors
- Questioning Attitude IPAP:
- Control Room Fonnality
- Self Assessment and Performance Trending
- Corrective Action Process - Perception / Effectiveness
- Resolution of Operator Work Arounds (OWAs)
SQV:
- Enhance Human error reduction techniques (Qualify, Validate, Verify - QW - Decision Making Process)
- Communications (Manegement to Shift personnel)
- Shift Briefings
- SRO Decision Making Authority (SOER 9641) 1 1
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M Further Development e Zion Reactivity issue e Operations Peer Group a
I Zion Reactivity:
- NOD-OP.19
- Nuclear Fundamentals assessment
- Senior Management Discussions with Licensed Personnel
- Improved Standards
- Peer Assessments led by SVP's f
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l M Challenges for '97 l l
e Increase Operations Safety Focus e Reduce Human Errors i e Increase Communications e Minimize Control Room Distractions e improve Operations Standards e improve Questioning Attitude i
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M Operations Safety Focus e Unit Supervisor for each Unit e SOER 96-01 Training for all Operators e Site Vice President, Station Manager, or Ops Manager meeting with individual License holders at the Site e Operations Manager Discussions in Requalification Training e Development of the Shift Manager and Shift Supervisor Position SOER 96-01
Subject:
- *Control Room Supervision, Operational Decision Making, and Teamwork" Meetings with License Holders:
- These meetings have been incorporated into the initial license training process.
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ee M Operations Safety Focus, cont.
e Development of the Operations Outage Organization i
e Training on the Simulator with Chemistry Personnel o Development and Implementation of the Nuclear Operations Directive (NOD) OP.19 e Development and Implementation of the NOD OP.23 e Independent Shift Technical Advisors (STAM for the Main Control Room NOD-OP.19; Operations Control of Plant Activities NOD-OP.23: Reactivity Mans gement 1
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M Reduce Human Errors e Mandatory Placekeeping of Procedures e Human Error Reduction (HER) Training for all Operators e Implementation of MARC Principles e Peer Checks and Self Checks e Field Evaluations by Supervisors MARC Principles - Management Gyiqe for Successful Dqy-to-Day Labor Relations 4
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l MIncrease Communications e Shift Operations Supervisor (SOS)
Single Voice to Operating Shifts e Operations Managers Meeting with Shifts in Training e SOS Weekly Meetings with Crews on Shift e Shift Manager Leads the Plan-of-the-Day (POD) Meeting o Formalized Training Action Committee (TAC) Meetings j
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M ain Control Room (MCR)
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y Distractions / Control Room Formality e Development of the Work Execution Center (WEC) e Center Desk Duties Moved to WEC e Formalized MCR Access e Remodeled MCR e Human-Machine Interface Compt %rs e Briefings Moved Out of MCR e Formalized Communications in MCR 4
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1 MImprove Operations Standards e New Reactivity Management Rules e Annunciator Response Rules e Three-Way Communication e Heightened Level of Awareness (HLA)
Rules e Panel Monitoring 1
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MImprove Questioning Attitude e Operations indicators / Performance Trending e Training Expectations e Rewards and Recognition for Questioning Attitude e Simulator Scenarios e Problem Identification Form (PIF)
Generation by Operators I
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any event involving personnel error that significantly impacts safety. equipment, production, -
or has regulatory significance,.will reset the clock'. Site Policy Memo 200.20 describes the Station Event Free Operations Program. ,
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1995 1996 Jant !Feb Mar Apr Mayl Jun- .Jul Aug Sep Oct Nov Dec e 1995/1996 AND 1977 YrD TOTAL MISPOSITIONINGDINrS PER MONTII a WUTCDTNrS PIRMONTII The component mispositioning trend chart plots the number of valves, breakers, and controls.
that were found out of the position required by procedure or M/E lineup. I.t also tracks wrong -
unit / train / component operational errors. It.does not track items in the abnormal equipment log or those items in which tiie procedure or M/E lineup is deemed incorrect. -,
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OPERA TIONS DEPARTMENTACTION PIAN Tople: COMPONENT MISPOSIT10N1/iGS . Performance Indicator Discussion: This action plan m as developed in responw to the identification of an adverse trend with respect to component mispositionings. A total of 13 mispositions nast been recorded a hich meets the goal established for the 3 ear.
Objective: Reduce tbc numbe of co nent misposMnings.
Operations Manager: - -
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Date issued: 6 ,
7 lita ACTION OWNER P_ LIE STATUS /RESULTS LMIE
- 1. Post indicator data on performance ficaton 06/10/97 /b j/e///
measure board.
uvxting.
- 3. Ops Manager and or SOS will discuss the SM's 7/1/97 de/ Arwer adverse trend with plant operators at the shift briefings.
/ Shin Managers to conduct followup IP/R W 8/1/97 fv4/4MW briefings to ensure a heightened lesti of SS's autreness is maintained
- 7. Evaluate effectiveness of these actions a'riI^ ~~Dendis 10/1/97 Jesar/a/c/y <e ea << wnF report to Ops Managers. ** / ev/// s/ M* A 4 c#
Je/p/r derafts/// O et
//*po<<d fe 4*5~ l'd!/rf*/ts./ 2 f par ft/t.)
- 8. Evaluate long term effectneness and the Gierich 12/15/97 need for funher actions Operations Manager: ,_ Date Closed:
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M Results e 1 Human Performance LER in 1997 as compared to 5 in 1996 e Standards are in Place e 3000 Procedure Revisions this Year e Steady to increasing Level of PIF Generation e 4 Startups and 5 Shutdowns Meeting or Exceeding our Performance Standards e A Quiet Main Control Room 2
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e WEC is in Place e Operations Outage Organization in Place for B1R08 e Shift Manager is Managing versus
- Supervising e Better Communications in MCR e Operations Training Program Accreditation Renewed with no concerns
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i M Challenges e Steam Generator Replacement Outage e Procedure Adherence e Procedure Upgrade o Continued Development of Work Execution Center e Reduction in Component Mispositionings e Recuction in Operator Work Arounds e Improved Technical Specifications in 1998 2
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M Comed l Site Engineering '97 Focus l
David B. Wozniak
- Site Engineering Manager i
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j Site Engineering Activities ,
o Plant e People e Process 1
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M Challenges e Essential Service Water (SX)
- Action item List
- Procedure Reviews (Non T.S. in T.S. Equip).
- Suction Pressure Tranr.,ient
. Mod installation for B1R08 & B2R07
- AF 005 Osci!!ation
. Trim- Repiacement
- Condensate Storage Tank (CST) Level Admin Limit
. Technical Spedfication Change in Progress When we looked at this (SX) event, we focused ourselves and our activities to assure the specific deficiencies associated with this event were understood and the corrective actions for that event was broad based. We have translated these lessons learned to other activities throughout the SALP period.
AUX FEED We have performed extensive studies via flow modeling and pump s
testing for validation to address this issue. We have concluded, and this conclusion was supported in field tests, that while the low suction alarm setpoint is reached, sufficient water is present to prevent pump cavitation. As such, a modification is being installed during the next two outages to address this issue.
For the AF005 valve, we determined that there was insufficient travel within the valve that did not allow the control circuitry to effectively control valve movement. To address this issue, new trim will be installed to allow sufficient valve travel to effect better valve control.
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M Challenges, cont.
o Fire Protection (FP)
- Safe Shutdown Analysis Deficiencies
. Review to be completed by the 1st quarter of
'98
- Fire Barrier impairments
- Organization Changes I
We have made improvements to the number of fire barrier impairments currently outstanding. At the beginning of the SALP period, the site averaged 200 impairments. We have fncused our efforts to improve overall barrier condition and are currern!y averaging approximately 30 impairments.
Fire protection program has been fragmented between a number of departments. We have reviewed our efforts in this area and have concluded that these fragmented efforts should be consolidated into one organization. To that end we are considering a single fire protection group under one site department.
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I M Plant e Material Condition improvements
- Non-Essential Service Water (WS)
. Check Valve Replacement
- Essential Service Water (SX)
. Strainer Replacement & Increased Preventive Maintenance
. Tower Riser Valve & Pipe Replacement j
. New Tower Fill
. Procedure Reviews of Non-TS Surveillances in TS Equipmeni I
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e Material Condition improvements, cont.
- Fuel Handling Equipment
. Refueling Machine
. Transfer Cart
. Spent Fuel Pool Crane
- River Screen House De-icing
. Floating ice Boom
. Warming Line Modification to River Screen House Intake The new fuel handling equipment will allow our fuel handling department better control of the fuel assemblies for which they are responsible. This better control is ultimately equivalent to improved reactivity control. These modifications compliment and reinforce Operations focus of safety and reactivity control.
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M Plant, cont.
s Modifications
- Auxiliary Power to WS and Station Air (SA)
. New MCC to Allow Unit Separation
. Lessons Learned from May '96 U-1 Loss of Power Event Following the Unit 1 loss of offsite power event, we performed a vulnerability study to identify those systems or components whose loss of function following a unit specific LOOP would require the opposite unit to be shut down or tripped. This study determined that two specific systems were the most at risk to this event and these two systems were non-essential service water pumps and station air compressors.
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M People 1/1/97 Present e System Engineering 48 63 e Mod Design 22 28 e Admin 10 14 e Programs 31 33 Total 111 138 I
Of the 34 new additions to the staff,8 were college grrduates with the remaining 26 having either nuclear navy or other nuclear power plant expenence.
Note that for our ability to address design basis issues and modification designs, the Engineering staff is 90% capable of performing 70-80% of the work the station gives to the site staff.
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4 M People, cont.
e Additions to Staff
- Allow for Training and Staff Movement e PE Licenses
- 20 PE 1 Registered Structural Engineer e SRO/ Certification
- SRO / Certifications (16)
Challenges:
Attention to detail Maintain proficiency in the various Engineering disciplines Provide new challenges for our employces while utilizing their specific expertise d
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M Process Improvement :
o Calculation Library
- Cales Indexed
~80,000
. Challenge - Linking Westinghouse Documents to the Database e 5 Week Work Scheduling
- Improved Engineering Prioritization
. - Timely Support to Maintenance &
Operation
. Challenge - Get out in Front of Schedule 3
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i M Process Improvement, cont.
e Engineering Assurance Oversight
- Ime ;vement in Quality e
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et Design Basis Initiative (DBI) l e Key Actions to Date
- Kicked off teams on initial UFSAR chapters
, Completed identification of functions / values /
requirements a..d commitments
. Identifying design basis documents consistent with UFSAR statements
- Next steps-
, Identification of functions in the ITS and SER
, Unking UFSAR to ITS, SERs, and Procedures i
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M DBI- Project Goals e Consistency between - A Linkage to:
- UFSAR/SER !
- Plant TechnicalSpecifications
- Design Basis Calculations and Analysis
- Plant Procedures
- Physical Plant e Ownership and understanding of the Plant Design I Basis Ry Comed Personnel I I
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DBI- Project Goals, cont.
6 High Level of Confidence that the Facility is l being operated within the Design Basis !
e Reduction in time needed to research Key Plant Parameters i
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OS M DBI Project Indicators 4
e UFSAR Chapter Reviews Work Down Curves o PlF production t
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se M Chapter Work - off Curves 18 16 , = ; . ;
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M PIFs identified by DBI Team
.0 50 40 ,
30 .- .e. % j1 W est cWJA
- 23 stetten 20 -
March M. ..Q[dNh'[
Apr May Jun Jul SI Aug Sep 4
0
MChallenges '98 e Backlog Reduction
- Engineering Requests
- Temporary Alterations
- Drawing Change Requests (DCRs) e Maintenance Rule A-1 Systems
- Effective Action Plan Development e Design Basis Compliance e Results of DBI Effort l
I 4
1 l
l
M Comed Work Control '97 Focus Marseyne Snow Work Control Superintendent 4
2
M B1R08 Activities e Pre-Outage Indicators e Outage Scope and Goals o Training e Experience o Shutdown Risk 4
3
g M Work Control Activities e 5 Week Work Process 4
4
M Pre-Outage Indicators
- Nuclear Work Requests
- Work Request Parts Reservation
- Design Change Parts Reservation
- - Scope Control
- DCP Mod Approval Letters
- Contract Awards
- Procedure Changes
- Out of Services
- Regulatory issues
- Radiation Work Reques's 4
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B1R08 Work Package Preparation Not Complete
& Not Walked-Down s e.. ,
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M Outage Scope and Goals l l
e Safety
- Nuclear / industrial Safety
. Disabling injury, attributable to outage activities
=0 e Exposure
- Less than or equal to 425.6 Person-Rem o Regulatory Compliance
- LER's resulting from personnel performance events = 0 i
J 4
J 4
4 7
M Outage Scope and Goals, cont.
e Quality
- Post-Outage unit operating performance greater than 100 days e Budget
- Operating and Maintenance budget less than $26 Million e Duration
- Less than or equal to 98 days t
l l
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(
Outage Scope and Goals, cont.
oB1R08
- Two separate but related projects -<
. Steam Generator Replacement Project
. Normal Refuel Activities i
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F M Outage Scope and Goals, cont, o B1R08 - Critical Path
- Shutdown, Cooldown, Testing (Mode 5)
- Core Offload
- SGRP
- Core Reload
- System Restoration and Testing
-lLRT
- Heatup and Startup 5
1 4
, , - - , _ . ,...--,-,_._,,..w., . - . - .. . - . - - , _. , . . _ . r -- - - , - . ,---#-.--
B1R08 - Critical Path 4
sto;ces l MODEM t i
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- c msrawv immig MiwaE s$7 S M. )M$$ ^
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Q.%3%lY V4 g;.
Critical W' *kN l
Aga;g, fGy li. % 1*C:1 % - Activilles $x'@Kp $fgf u
, TRAIN WORK:
1 A Diesel Generator 18 month inspection & modification i
' Remove vibration trip switches, intake manifolds, moisture builds up, taking manifold off, and drill hole, C&D to put drain in.
- 1 A Diesel Generator rotor removal & re-installation 1B Diesel Generator 5 year inspection & modification Replace 111 & 112 DC Batteries -
Bus 141 & 142 (and associated USS/MCC) inspection
. Pressure k>cking/ thermal binding MOD on 1Sl8812A/B and 1RH8716A Drill hole in disc Pressure builds up & valve doesn't stroke 4 +1 A/B SX pump discharge check valve inspection SECONDARY WORK - TURBINE:
High Pre'suie ; turbine rotor inspection
+1 A Low Pressure turbine rotor inspection
+1C Feedwater Pump Turbine Rotor Inspection Overhaul 1C Circulating Water Pump
. install RDIIP cooling mod Remove nitrogen solenoids on 1 FWD 09A-D
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B1R08 - Critical Path I
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l M Outage Scope and Goals, cont.
e B1R08 - Other Key Activities
- Refuel Machine & Transfer System Modifications !
- Replace 1A CV Pump Rotating Element
- Clean & Inspect RCFC Colls
- Bus 141 & 142 Outeges .
- ASME Class 1,2,3 Bolt inspections I
- DRPl/CRDM Connector Modifications 5
6
- e M Outage Scope and Goals, cont.
e B1R08 - Other Key Activities
- 30 ESF MOV Inspections (12 Non-ESF)
- 178 Erosion /Corronion inspections
- 231 Tech Spec Snubber Visuals (26 funct.)
- 60 AOV Overhauta
- 43 Relief Valve Inspections
- 32 Check Valve IntemalInspections l~ S 7
l l
M Outage Scope and Goals, cont.
e B1R08 - Other Key Activities
- WORK REQUEST TASKS
>2200
- SURVEILLANCE ACTIVITIES
>1229
- MODIFICATIONS
.44 1
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k M Outage Scope and Goals, cont.
4 e Holiday Hours
- Thanksgiving
. 24 hour2.777778e-4 days <br />0.00667 hours <br />3.968254e-5 weeks <br />9.132e-6 months <br /> break
- Christmas
. 32 hour3.703704e-4 days <br />0.00889 hours <br />5.291005e-5 weeks <br />1.2176e-5 months <br /> break
- New Year's
. 24 hour2.777778e-4 days <br />0.00667 hours <br />3.968254e-5 weeks <br />9.132e-6 months <br /> break e Only critical work will continue I
I 5
9
M Outage Scope and Goals, cont.
e Critical Work
- Work designated by the Outage Manager as:
. Work that if stopped would put a system in a condition which impacts the status of the plant (including Unit 0/ Unit 1/ Unit 2)
> Work that can only be performed when other work groups aren't in attendance (i.e., Radiography)
. Work that would have to be re-performed if stopped (i.e., incomplete welding)
. Work that is very critical to support tb overall Outage Schedule
- " a,.=
6 0
M Training e operations
- Classroom (Licensed and Non-Licensed Operators)
. Covered design, modifications, and unit differences
. Covered specific setpoint and procedure chan0es
- Simulator (Licensed Operators)
. Simulator model revised for RSG
. Crews trained on FW operations, transient, and
- SGTR ._
- l Benchmarked at Catawba Just-in-Time training 6
1 4
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i M Training, cont.
o Other Groups
- All received overview of project j
- Radiation Protection - specifics on replacement activities and shielding a
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6 2
M Experience e Bechtel
- Florida Power and Light
- Carolina Power and Light
- New York Power Authority
- Consumers Power Company
- Virginia Power
- South Carolina Electric and Gas Company
- Rochester Gas and Electric
- Central Nuclear Almaraz i
I Florida Power and Light - Turkey Point Units 3 and 4 Carolina Power and Light - H.B. Robinson Unit 2 New York Power Authority - Indian Point Unit 3 Consumers Power Company - Palisades Virginia Power - North Anna Units 1 and 2 South Carolina Electric and Gas Company - V.C. Summer Unit 1 Rochester Gas and Electric - R.E. Cinna Central Nuclear Almaraz - Almaraz Units 1 and 2 l
6 t 3 l
l M Experience, cont, e Comed Benchmarking
- Radiation Protection
. Ginna, Point Beach, Catawba
- Operations / Testing
. Catawba, McGuire
- Planning and Outage Management
. Ginna, Catawba, North Anna
- Project Management
. Ginna, Catawba, North Anna R. Guse - Ginna - Construction Supervisor for Containment Opening B. Snow - Catawba - 3 weeks
- Ginna - 2 days
- North Anna - 2 days 6
4
M Shutdown Risk e New Shutdown Risk Program
- Use Computer based Outage Risk Assessment and Management (ORAM) program to determine Risk Levels
. Green - Optimal Defense in Depth
. Yellow - Adequate Defense in Depth
. Orange - Less than Adequate Defense in Depth
. Red - No Redundant Pathways with Respect to a Key Safety Function
- Plant Displays will be different i
, 6 l 5 ;
1 1 1
M Shutdown Risk, cont.
e New Shutdown Risk Program
- Protected Equipment Program remain the same
- Awareness of Risk Levels and Precautions remrin the same 1
'l 4
6 6
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j Byron Station BIR08 Refuel Outage !
) Shutdown Safety Risk Profiles j E," 8' -I . F F E#
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! Shutdm 0ookng i 1
l rvel,wcooing j o.op ercows co enmea l WelS, port 9 fstems I
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Byron Station BIR08 Refuel Outage Core Damage Frequency u- .e -r-- - t- - ri - .,
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M 5 Week Work Process e implementation e Work Week Manager and Performance Analysis Review (PAR) ePAR
- Assess previous weeks work
- Department Reports
- Performance Indicators
- Continuous improvement plan 1
6 9
i nov sre -nov stn,1ss7 Byron Station E+1 PAR Report Card Week 9744 G tting Work Dona
) Work Week M:nsger: Jack Cook i
S:ction A(completions) ' '
" i- -
'p Total Tasks >400 gg'aff,y High Pro Tasks <25 ,
46 g Job Jar PM Tasks fages '
f 911Hy Milgg 'rt ' ' ' ~ % CM4 M 'PC M d 2.0 E ' M S_ W4175 S i'% RF MYEMJ iM ?"_affjk
!Ut21.% M M' WJdU~ii T $1% MMMi!N #3 Wd WBU W A'lihC@MY MIM f"4 Scheduled Tasks >250 A l Unscheduled Tasks <20 Job Jar C tasks <40 27) sr'n 4
i EM-30 Q$@ %'N '8 f *** J' N RNM A '1'14' ,L'lM_fia'fJM T tt E 1.ip2 4.li:grp sti;&W EZd_tEl (mia:" M:2 MM. e5w
"- 2:e __ &AL%:3LUe
, Section B (planning) 904 Section C (execution)
Powerblock Bachlog <800 I 874 l OOS at wk 5 100% [ Carryover IN <10% l$,Mi l 9 EM-230 MA M t MM497 3Qite Y 4 iCJf_1s M L'e,gg ,jjjg;gg y g47, gm fin 11AT: #; !J 5MJ-l>3 ch #_ _O d 75~ * " '*' M a ; M ii N #s emi:Kt?M. LI.if4 i
j Bktg Average Age <180d l 188 l Status 30/35 wk 5 100% 98% Start Adherence >90% Q Dyy l EM-248 91i ? i!Eh M " ' S)a <f m'N 4 m A EM47% IM-100% MM44% 2 TM!CM M'Ii i%d!E M M @4'!*";TJ'K42' % -
l M F9a - SED-209 **l1MWj m 44 0 rm NE.i ;V_{i3*SM k1 n_6M'; O B.IEM OP47% QI5*24 .* ;l*H 7,D?f *1X ,A'!
~
l j _Bkig Status 30/35 90% 84% Parts at wk 5 100% Durations act vs est >90% 14%
- W i'Ji;X IM43% MM42% m nsiin :' P EM-22% ' 4 13 % MM-14% , CM4% a
) 4 t.fiKm i4eem ss43% y_ W,M Y a V Op49 sEo.4% FH4s% OA4%
i Resource E12-E1 90% no data Crew Assignments 100% Delay Code % total M 1% total EM IM CM -P "*' C EM4% IM-1% MMA% CM4% 1 OP SED FH CA " I " .'8~ U OP4% SED 4% FM4% FM4% i scope at wk 10 * >250 199 ,
Scope at week 4 >250 g I89 l Carryover OUT <10% 19%
i ,y p; g w ,a-or gg m; ,, r L EM-19% GM MM-25% CM41%
Q SWiPdiVJ #@2dM V
- 4')#dF Mii_Ql.E ~M- eel 1 Q SED-t1% JJZ M?.1*lx ,.0 l
Hold Codes at wk 5 100% 99% l Status 45 wk 3 100% 95% A FINISH' Adherence > 90*/, ,
fM,L/Mg ,y MM47% JJWM1 m C " Nm L_'h.E *t MM40% 6 $_ti,_%
EM49% i"W M Of fE'2 t ilMMQ 14MICs.'fi l OP-87% l SED 47% ,jdL' . E t'd
- R;M OP-89% FH40% '
Section D (other)
PMT assignments l 100% l 92% - Scnid Resources >90% Past Critical PMs 0 2 ;
4 EM42% IM44% n'=< V'r Y EM429% '
Pd" Q ,W
' ?M *LK 9.41@% Vk tI RWP at wk 5 100% Scope Stabihty 90% $5% A )MTs total <50 1'(2 ss
% C ' t V EM40% IM48% MM43% CM43% stw4 TA44 4 OP-71 , Tt4 >30
- 123 ' 3 T 'O l OP48% SED-72% FM 17% .% %M TT-19 seier.13 d ys j l -
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21,1 .. c %e. . : - %, . . :. p; , e' ?, - - - ; .. A: 1.2 % <' J M .u,:" #' . ~ < u TASKS COMPLETE goal >400 . SCOPE STABILITY goal >90%
600 ,
80%
70%
sco - >
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50 % -
383 41s -
370 42s
- - Z. 52%,
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9f29/97 10@97 10/13/97 10/20/97 10/27/97 11/3/97 9/29/97 10697 10/13/97 10/20/97 10/27/97 11/3/97 u '
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, PAST CRITICAL PMs goal-0 Schedule Adherence (completes) :
4 12 90 % .
10 78 % .4 80% 70% l 10 '
70 % :
] 70% ei ,. gs 8 60% -
50% -- --
I 6 -
40% - -
- 4 I 3 30% -- * '
2 20% - -- - -- !
2 1 1 l 10% -- - '
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i 9/29/97 10$ 97 10/13/97 10/20/97 10/27/97 11/3/97 9/29/97 10697 10/13/97 10/20/97 10/27/97 11/3/97 [
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SCHEDULED COMPLETE goal >250 UN-SCHLD COMPLETE goal <25 250
~
200-200 225 180 -
160 188
, 150 - g3 173 140 -
155 120 - -
134 13' 100 100 _ _
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9/29/97 10/5/97 10/13/97 10/20/97 10/27/97 11/3/97 9/29/97 10/5/97 10/13/97 10/20/97 10/27/97 11/3/97 ,
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Priority complete total / FIN >50%
173 140 180 y l 119 e 160 q;f.: 120 I33 I3#
140 ... m d, 100 h-120 110
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100-- -@! 3 y 7I l 80 l
80 -a fl V
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Kl pl 1 th 60 ]E{
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u st 60 --jc4? g 51 y l 45 - 3# #8 33 -
40 40 - 8 , -
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16 22 -
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9&d/97 10/B/97 10/13/97 10/20/97 10/27/97 d3/97 9/29/97 10/6/97 10/13/97 10/20/97 10/27/97' 11/3/97 e
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erblock.Backlo.g Si : ope,Changew Ctation Pow.:
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- POWERBLOCK BACKLOG goal <800 POWERBLOCK AVE AGE goal <180 920 215 910 --- 9,4 -
912 210-- 212 212 --
900-- 205 --
^
. - . .' 209 896 M
890-- -
200 --
880-- ,
195 '- 'E J -
190 -- N.
87 -
870 -- 374 - 4; .
A 192 --
a 185 -- e ,
188 -
860-- ,
180 -
850 '
175 i 9/29/97 10/B/97 10/13/97 10/20/97 10/27/97 11/3/97 9/29/97 10,E/97 10/13/97 10f20/97 10/27/97 11/3/97
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BACKLOG PREPARED goal >90% Scope Week E-10/E-9 to E-5 I 85% - -- 140 84 % 120 -
l 84%
03% '
100 --' , , , , , ,
'n 83 % 83%
l 82% - 80 - M - !
81 %
81 %
- 60 -- -
p - -
81 %
80% _ 40 -- - - - ~ -
79% -_80% -
_ 20 -- -
t i 78 % 0-- . -- l 9/29/97 10M/97 10/13/97 10/20/97 10/27/97 11/3/97 12/7/97 12/14/97 12/21/97 12/28/97 1/4/98 , 1/11/98 l
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MM scope E-10/E-9 to E-5 EM scope E-10iE-9 to E-5 30 30 25 25 24 -
25 21 . _ _ _
24 25 h 2
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16 16 16 g m p 73
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100 to 90 g 80 8 70 ,, 7
" 52 6 60 50 "
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46 5 40 m
-g g 4 3
30 20 316 FF
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Ops scope E-10/E-9 to E-5 SED scope E-10/E-9 to E-5 16 *! 26 10 I' 14 14 14 14 14 !
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12/7/97 12/14/97 12/21/97 12/28/97 1/4/98 1/11/98 12tre 12rt4w 12cim 12/2se7 1/496 1111/96 1
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FH scope E-10/E-9 to E-5 OA Scope E-10/E-9 to E-5 14 to 12 4
9 l 12 -- - -
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10 7-_
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4 J' 3 3 4 .q. _ _ _ _ _ - _ _ _ . _ _ y;: 3 - ----------- -
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l 12/7m 12/14w 12/21m 12m ti+96 1'11196 t2/7 m 12t1wo7 12/21m 12r2SW 1!496 1!11/96 t
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i EM powerblock bkig/ prepared IM powerblock bkig/ prepared 250 120 g
245 100 9
239 P
100- 84 -- I 240--g.i; 234 234 7 "
-" ' 85 g5 86 87 _!
3 " r M 235 230 ---Q 28 $' ,,____ ] ] m 80 -- g , -
g -pj h #
! 225 -
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r 100% 99 %
99 %
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98% M% 99%_ ._ c ,
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CREW ASSIGNMENTS E-4 goal 100% WEEK E-3 STATUS 45 goal 100%
s 88 % 97 %
86 % >
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82%
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____._______._____.______._._.-----______----__m_
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i ( M Challenges e B2R07 Preparations
- Start date 4/10/98 e B1R09 Preparations
- Start date 3/99 e Continuous improvement of the 5 Week Work Process 7
0
f (
*e M
Comed Maintenance '97 Focus Elijah J. Campbell Maintenance Manager I ( 7 1
t Maintenance Activities e Maintenance issues e Improvement Initiative o Equipment reliability e Challenges
*- M1 m
s i 7 2
MMaintenance issues e SALP 13 Lessons learned
- Excellent safety system availability and reliability supports safe plant operation
- The Foreign Material Exclusion Program implementation needed improvement 1
- Isolated occurrence of Human performance events needed to be reduced
- Shutdown risk for maintenance tasks scheduling needed improvement i
)
' i ( l l -t 7 3
e i MMaintenance issues, cont. e current issues
- The Foreign Material Exclusion Program needs continuous improvement
- Surveillance and maintenance procedures acceptance criteria and technical content need to be improved
- The maintenance work package technical content and usability need to be improved 1
( e 7 4
MIndustryIdentified Leading Causes of Equipment Performance Problems e Preventive maintenance was insufficient to maintain the reliability of equipment important to safety. o Large corrective maintenance work requer" Sacklog , that delays timely corrective actions on equipment important to safety e Department interface weaknesses that cause work delays and low productivity that result in increased corrective maintenance work request backlog As stated earlier ( Plant equipment that is well maintained supports safe plant operation. This slide presents the Industry leading cause of poor equipment performance and reliability:
- An inadequale preventive maintenance program
- A Large corrective maintenance backlog of work request
- An ineffective work scheduling and execution process Now lets look at the Byron performance with these issues in mind.
Byron started 1997 with 1537 work requost tasks and action requests in its non outage corrective backlog. The site goal is to be at 800 +/- 10% by the end of 1997. Presently the back log is at 985 work tasks and action requests. Now lets look at the safety related backlog from March of 1997: We started with 408 safety related wc-k request tasks and are presently at 274 safety related work tasks at the end of October Proactive ark timely scheduling and completion of work activities is a means of supporting satc piant operation. Another measure of this is monitoring the average age of corrective maintenance work tasks and action requests. 7 5
U o U o M o M o M o o 0 o N o o o o D o 3/5/97 3/19/97 4/2/96
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~
o E o 11/12/97 } E i l \ t
I 4 Work Request Tasks Cornpleted per Week un . J
$00 4(A . _____________ _ _
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-e- Goal 200 100 -
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- - n y e s. 77
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Station Non-Outage Power Block Backlog ilverage ilge Site Coal <180 Days 300 290 M g 2
- 265 Trend Line 2
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Training initiatives e Foreign Material Exclusion classroom and lab l e Rotating equipment classes e MARC program training for FLS, managers and non-supervisory i ec.1ployees to improve accountability and reinforce standards ! e Human error reduction training from Pil ! for all site employees both management and non-supervisory employees Now lets look at some training conducted in 1997 to address maintenance issues: ( FME- a new FME program was implemented in 1997. This new program uses a NOD procedure that is common to the six sites. There wers %me FME concems dentified during the year. Paint chips found during the CS pump bearing repair Cleanliness review aid control around the fuel pool To ensure that the worker and supervisors intemalized the program, a class room session was added to the 1997 maintenance annual training class that focus on industry events {R C Hatch and H B Robinson) that demonstrated what could happen with poor FME controls as well as reviewing the NOD FME program. In addition a Lab was also conducted just prior to the uait 1 outage to demonstrate proper FME work practices and reinforce standards. This tra!ning was conducted in a crew setting with training mockups that duplicated actual plant conditions As mentioned earlier there were some issues on safety related pump overhauls specifically the RH and CS pump thrust bearing repair. A pump class was conducted by the OEM. This was done to improve the knowledge level of the workers. And as Tom mentioned previously, MARC and HER training were conducted. 7 9
4 as MIndustryIdentified Leading Causes of Work Practice Performance Problems e Monitoring practices are insufficient to identify unacceptable work practices e insufficient reinforcement of high performance standards by supervisors and managers e Insutiicient training of supervisors in coaching to correct behavior problems e Supervisors and managers spend insufficient time in the field monitoring and coaching Now lets look at the industry identified leading cause of work practice ( issues:
-Monitoring practices don't detect poor work practices
-Insufficient reinforcement of high performance standards
-insufficient training of supervisors to correct behavior problems
-Insufficient time spent in the field by managers and supervisor coaching and monitoring As Tom mentioned earlier an Integrated performance assessment process (IPAP) was also performed in the maintenance area in late i
1996. l The results showed that maintenance needed to:
. improve its accountability system i improve workers human error reduction skills
! improve its feedback system improve the credibility, usability, and understandability of procedures 8 0
MImprovement knitiatives e Human error reduction training was provided for all Maintenance personnel e High Perfomianco standards were reinforced during maintenance annual training e The MARC accountability principles were incorporated into the maintenance FLS and department head performance assessment to reinforce standards e The in-field monitoring of work was increased by incorporating a minimum required amount uito the FLS and Department Head performance assessment ( Now :ets look at what was done in 1997 to address these iss'ies: HER Training... ... .. A three hour training module was taught during maintenance where eite.er myself or a direct report covered maintenance expectations as well as reviewed the IPAP results and improvement initiatives that resulted. To improve accountability and ensure that sufficient time was spent in the field, the MARC accountability principles were utilized by putting the requirement to use MARC Checklists / methods and performing a minimum number of field observations in the Performance assessment of maintenance FLSs and department heads. The results: field observations of maintenance activities have increased, the number of training revision requests has increased, and there have been a reduction in maintenance grievances. 8 1
( MImprovement initiatives, cont. e Procedure Upgrades
- Review of the acceptance criteria in site surveillance procedures to assure proper action is taken to correct deficiencies
- Review and upgrade of maintenance procedures to improve the quality and ensure that the proper acceptance criteria are incorporated
- Use of non-supervisory employees to write and validato procedures
- Establishing common maintenance procedures between sites (NSWPs and NSPs) 5 As mentioned earlier, maintenance procedures and work packages
[ needed improvement. As a result of the IPAP assessment and in conjunction with the Essential Service Water events that Dave mentioned earlier, the site is reviewing surveillance procedures acceptance criteria to ensure that proper actions are taken to correct deficiencies and that proper notifications are made. To ensure that there is effective and meaningful improvement in the credibility, usability, and understanding of our procedures, maintenance non-supervisory employees are being used to help rewrite, change and validate maintenance procedures. Additionally there is a six site effort to standardize maintenance procedures, and administrative procedures in the nuclear division. A team approach is used taking Subject matter experts from the six sites and Downers Grove and developing a common procedure. 8 2
l ( MImprovement initiatives, cont. e 5 Week Work Control Process Improvement j
- Performirig a pre-job walk down three weeks prior to Job execution to assure;
. Work package is correct
. Person-hour estimates are correct
. Spt:cial tools identified
. FME barrier review
. ALARA/RWP review
. OOS isolat'on review g As Marseyne mentioned earlier we have implemented the 5 weekwork control process at Byron. This is one of the common NOD procedures that was developed and implemented in 1997.
The pre-job walk down of scheduled activities is of particular interest to maintenance. We feel this will help us solve some of our work package issues by allowing the work supervisor and the craft sufficient time prior to the start of a work act'~ 4y to review it to assure....... I feel with this walk down coupled with the increased supervisor field monitoring and improved feedback from the workers will significantly reduce work package issues. 8 3
i MImprovement Initiatives, cont. e Implementation of the ORAM computerized shutdown risk program and use of the Byron shutdown risk manual And again as Marseyne remarked in her earlier presentation, we have { implemented the ORAM shutdown risk management computer program to improve our shutdown risk management. I ! 8 4
MEquipment Reliability e Excellent safety system availability and reliability supports safe plant operation Now lets look at the actual safety system performance at Byron: ( The WANO goal for SSA is < 2% safety system availability. As you can see the overall safety system performance is excellent. It is well within the WANO goal. And looking at the past years you can see that we have been consistently excellent. Let me call your attention to the 1997 numbers, you will notice safety system unavailability is slightly higher than previous years. This is due to the implementation of an aggressive online maintenance program to IMPROVE the materiel condition of the Byron safety systems, and to ensure that our safety system will be kept at optimum performance levels . l There are some additional slides that show individual safety system unavailability i you may want to review later. But now lets look at FOUR key maintenance tenets to achieving excellent safety system availability. 8 5 l l
BYRON STATION PERFORMANCE INDICATORS #1 NON-OUTAGE CORRECTIVE WORK REQUESTS 1800 k 1600 1400 -
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BYRON STATION , PERFORMANCE INDICATORS #1 I SAFETY SYSTEM PERFORMANCE 0.025 GOAL 0.02 -
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l
i I M Key Tenets to Achieving Good Equipment Reliability e Don't Defer Maintenance o Don't Tolerate the "NOT INVENTED HERE" Culture o Don't Become Complacent eContinuous improvement Don't ... . ( There are some additional slides in your packages that provide further information on these tenets BUT I will not go into them now. Lets look at the last slide Maintenance Challenges for the future. l 1 8 6 l _ __ .. - . - _ _ ~ . _ . -- -
( . M Key Tenetc to Achieving Good Equipment Reliability e Don't Defer Maintenance
- Excellent Equipment reliability Achieved Through a Strong Dedication to proactive Maintenance and a Strong Emphasis on eliminating corrective maintenance backlog P
I 8 7 l l l
i i ( ' h Key Tenets to Achieving Good Equipment Reliability e Don't Tolerate the "NOT INVENTED HERE" Culture
- Challenge the Status Quo, Embrace Change as a Part of Doing Business ;
- Don't Accept "This is How we Always Did It l
" Solution
- Be Aggressive at Seeking Faster, Smarter and Cheaper Ways of Doing things
- Benchmark with a Purpose j I
1 l 1 f 8 8
I I M Key Tenets to Achieving Good ! Equipment Reliability : l e Don't Become Complacent l - Don't Let Your Past Success Limit ! Your Future improvement eContinuous improvement
- Don'tlust occasionally do something 100% better....... do
- 100 things 1% better.....Everv day f
i a i 8 9 l l
h M Challenges e Critical self-assessment of Programs and Processes
- Foreign Materiel Exclusion Program
- 5 week work process e improve the quality of Site surveillance procedures and maintenance work packages e Reduce maintenance Rework occurrences 9
0
I ( M Comed . Chemistry '97 Focus Kurt L. Kofron i j Station Manager I
; l s
i 9 1
- - .xm.,.,,, .-e w-r--e--<-,-,----v. -cm =+ n ---e-v + + - er e w
1 M Chemistry Activities o Causes of Performance Decline as identified in our last SALP e Corrective Actions o Results e Challenges s ( i i l 9 2 l l
1 h Causes for Performance Decline o Poor Procedure Adherence o Poor Teamwork e cack of Critical Self Assessment and Evaluation e Lack of Management Oversight e Strayed Away From Fundamentals
- Poor Procedure Adherence 4
Lack of expectations / accountability
. Inadequate procedures Poor Teamwork Management Staff divided Lack of Critical Self Assessment and Evaluation Minimal self-assessment occurring
. Not identifying deficiencies (PlFs)
- Lack of Management Oversite Strayed Away from Fundamentals Performing well at special projects Performing poorly on procedures, quality control, and routine surveillances 9
3
Corrective Actions 1 o Stress Questioning Attitude
- Training on self check techniques
- Stress procedural adherence expectations
- Developed Procedure Review Team
. Training on Self-Check STAR and OW techniques Human performance simulator
- Stress Procedural Adherence and Expectations
+ Chemistry Supervisor in Training and Department Meeting Procedure Review Team
. Non-supervisory employee membership with Management have revised 100 sampling and analysis procedures 9
4
i Corrective Actions, cont. e Teamwork
- Team building session held with organizational consultant
- New Lead Chemist and Department Head
- More frequent department meetings
- Development of process teams
- Simulator training with Operations
. Team Building Session
. New Management Team using resul9 of Team Building to Build Trust
- More Frequent Department Meetings
. Dis;ussing and addressing items of concem
. Process Team Development
. Teams for sample panel maintenance, standards & reagents, ion chromatographs, procedures
. Improved performance and improved communication
- Simulator Training with Operators
. Chemists in simula' tor - Ops position
. Simulator geared toward chemistry Operators in labs / sample rooms - chemist position 9
5
M Corrective Actions, cont. I e Self Assessment !
- Increased PIF generation and response
- Formalintemal assessment
- External assessments Increased PIF generation and response
( PIFs written to address precursor events L'ocumenting actions to resolve FormalIntemal Self-Assessment Mirroring SQV process External Assessments Corporate Chemistry support Outside vendors SOV 9 6
t Corrective Actions, cont. e Management Oversight
- Lead Chemist position filled
- Increased supervisory field observations
. Observations used to stress expectations
- Training provided for expectations
. Procedure adherence
. Lab practices
. Radiation protection
. Lead Chemist position filled Increasing Supervisory Field Observations 5 individuals performing Documentation used to address deficiencies Training Provided for Expectations Improvements in lab practices and rad practices recognized by NRC followups Procedure adherence improved but still being monitored i
F 9 7 ,
J
=
M Corrective Actions, cont. e Stressing Fundamentals
- Procedure adherence expectations
- Procedure review team
- Quality Control i
l l l l ( 9 8
1 l 4 Results e No significant human error deficiencies for over a year e improved communication betw' an Operating and Chemistry De 1ments e Corrective actions effective h resolve lab and radiation practice contJrns e Self Assessments identifying improvements to be made a Positive Comments by the NRC [ RP practices a Lab practices a Self-assessments 1 I I l' l 9 9
( Challenges o Procedural adherence still needs improvement e Continue
- Supervisory field observations
- Self assessments ;
- Team approach ,
1 l E-
- We assure you.
( Lasting improvements made in all areas
. Now performing wellin all areas
- Critical self-assessment leads to continued improvement and performance
. Always striving to be a leader in the industry 1
0 , 0
( , M Comed l Closing Remarks Kenneth L. Graesser Site Vice President 1 ( 4 J
~
l 0 1
M Closing Remarks e Literal compliance with Technical Specifications. e Aggressive Resolution of Identified issues e Responding to Non-Safety Related Surveillanms in the Same Fashion as a Safety Related Surveillance e More Aggressive to Fire Protection issues We have made progress in each area in 1997, but still recognize we have challenges ahead. Although some of the broad ' Lessons Learned
- have seen an improvement, we are aware, like you are, that we still have challenges:
Literal compliance with Technical Specifications.
- Aggressive resolution of identified issues Responding to non-safety surveillances in the same fashion as a safety related surveillance More aggressive to fire protection issues We recognize today that CHANGE is a process and a necessary one for continuous imrtovement. The change processes at Byron Station now focus on continuous reinforcement and emphasis on:
SAFETY PEOPLE COMMUNICATIONS
- TRAINING AWARENESS 1
0 2
M Closing Remarks e Awareness during B1R08 e Defense-in-Depth e Good Cooperation and Communication with the NRC ( Awareness is now a special focus that we reinforce during B1R08 more than usual because of the magnitude of the outage. Everyone is reminded that: Unit 2 is operating; Unit 1 is refueling and replacing (4) Steam Generators; and preparations are in progress for B2R07. Byron's Defense-in-Depth program is strong and growing stronger; this can be attributed to a Station wide continuous improvement attitude, a powerful self-assessment culture and a strong Quality and Safety Assessment organization. Let me j:::t emphasize, we are sincerely interested in YOUR feedback, we believe that consistent and effective two-way communications with the Nuclear Regulatory Commission (NRC), is essential to continuous improvement and success. (
I StTEVICEPRESIDENT K. Graesser TRANNG MANAGER T.Soment i I I ', I OPERATIONSTRAINNG MANTENANCE & SUPr LEARNING SERVICES TECo m.AtTRAN NG SUPT s S. Poenger SUPT R Lxyd R Swenson INITIAL UCENSE SIMULATOR SUPV RAD / CHEM / GET INSTRUMENT TRANNG
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