ML20206F233

Discusses Results of Clinton Power Station Corrective Action Insp & Recommendations to Close Demand for Info Ltr.Insp Team Focused on Operations,Maintenance & Plant Support Organizations

ML20206F233
Person / Time
Site:	Clinton
Issue date:	04/19/1999
From:	Kozak T NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION III)
To:	Dapas M NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION III)
Shared Package
ML20206F217	List: ML20206F214 ML20206F223 ML20206F233 ML20206F236 ML20206F248
References
50-461-99-01, 50-461-99-1, NUDOCS 9905060051
Download: ML20206F233 (2)

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py April 19. 1999 MEMORANDUM TO': Marc L. Dapas Deputy Director, Division of Reactor Projects (DRP)

FROM:

Thomas J. Kozak, Chief, Branch 4, DRP "]V.yhj

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Ronald N. Gardner, Chief, Electrical Engineering Branch, Division of Reactor Safety (DRS) kirk)n 7,]d(q George M. Hau rran, Corrective Action (IP 45500) Inspection Team Lead I

SUBJECT:

RESULTS OF CLINTON POWER STATION'S CORRECTIVE ACTION INSPECTION AND RECOMMENDATION TO CLOSE THE DEMAND FOR INFORMATION LETTER I

The Corrective Action inspection Team commonly referred to as the "40500 Team inspection,"

has completed its inspection effort at the Clinton Power Station (CPS). The results of this inspection will be documented in Inspection Report 50-461/99001(DRS). The six member team inspection was conducted from February 8,1999, through March 25,1999. The team members evaluated the effectiveness of CPS's controls for the identification, resolution and prevention of technical issues and problems that could degrade the quality of plant operations or safety, in addition, the team members assessed the licensee's response to the September 1997 Demand for Information (DFI) Letter. The DFl was issued because of the Nuclear Regulatory Commission's (NRC's) concerns regarding Illinois Power Company's management ineffectiveness in identifying, evaluating, and resolving potential safety issues.

i The inspection team focused on the operations, maintenance and plant support organizations to l

determine the effectiveness of CPS's controls in identifying, resolving, and preventing problems.

The team members assessed the licensee's corrective action program requirements in a number of specific areas to determine whether the NRC could have reasonable assurance that the actions taken to correct the recurring weaknesses in the CPS Corrective Action Program I

have been effective and that reasonable assurance existed such that the operability of safety-related structures, systems, and components have not been adversely affected. The specific areas assessed in each organization were management ownership of the corrective l

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Q M. Dapas action program, the licensee's ability to evaluate and resolve problems (i.e., root and apparent cause determinations, quality of condition reports, timeliness of resolution, etc.), the self-assessment program, the operating experience program, and trending. The results of the inspection were as follows:

Overall, the CPS Corrective Action Program showed signs of improvement over the last e

three months. However, weaknesses were observed in the approval process for issuing condition reports, in the inadequate implementation of effectiveness reviews, and in corrective actions that were not always adequate.

e Overall, the licensee's effectiveness of problem resolution for root and apparent cause evaluations was minimally adequate. Problem identification was adequate; however, extent of condition determinations were not always adequate. Also, in some instances, root causes and corrective actions were narrow in scope. Relative to the Integrated Safety Assessment /Special Evaluation Team Inspections' time frame and the present there has been overall improvement in these areas.

Overall, the licensee's self-assessment programs were adequate. Quality Assurance audits / assessments were generally probing and critical. Some self-assessments were limited in scope and depth. The department self-assessments were in the early stages of implementation. The frame work for an effective program existed, but needed management emphasis to work. There was evidence of self-assessment schedule (1999) slippage due to startup activities.

The Operating Experience Program was wellimplemented and effectively communicated e

to all levels of the organization. Relevant industry and internal information was assessed 4

and disseminated in a timely manner. There was evidence of usage of industry web f

sites and databases to prepare for pre-job briefs. The licensee enhanced CPS startup preparations by using lessons learned from plants which had extended shutdowns.

The CPS had recognized weaknesses in their trending program and was taking steps intended to bring about improvements. However, condition report deficiency trending was fragmented and relatively new. The independent analysis group exhibited weak i

control of the overall site deficiency trending program.

Based upon the results of the 40500 Team inspection, the inspectors concluded that the licensee's DFl response adequately implemented corrective actions to create a minimally effective corrective action program. Based on this, the inspciGG mncluded that Case Specific Checklist item 111.1, " Corrective Actions - Establish and Implement Actiorc to Achieve and Sustain improvement in the Corrective Action Program," was sufficiently addressed to support closure of this item. The inspectors also concluded that the licensee had made sufficient progress to close the DFl and to support plant restart, l

in addition, the inspectors reviewed Case Specific Checklist item 1.1," Management and Supervision - Establish and implement Management Expectations." The licensee implemented performance expectations for supervisors and individuals, a management observation program, leadership development training, and performance indicators. The inspectors reviewed these actions and determined them to be adequate to support closure of this item.