ML20206P896
| ML20206P896 | |
| Person / Time | |
|---|---|
| Site: | Cooper  |
| Issue date: | 05/07/1999 |
| From: | Brockman K NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION IV) |
| To: | Horn G NEBRASKA PUBLIC POWER DISTRICT |
| Shared Package | |
| ML20206P902 | List: |
| References | |
| NUDOCS 9905190009 | |
| Download: ML20206P896 (105) | |
Text
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UNITED STATES NUCLEAR REGULATORY COMMISSION a
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HEGloN IV
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611 RYAN PLAZA DRIVE, SUITE 400 ARLINGTON, TEXAS 76011-8064 g g MAY -71999 G. R. Horn, Senior Vice President of Energy Supply Nebraska Public Power District 141415th Street Columbus, Nebraska 68601
SUBJECT:
COOPER NUCLEAR STATION MEETING
Dear Mr. Horn:
This refers to the meeting conducted at the Region IV office on May 1,1999. During the meeting we discussed your upcoming revision to the Strategy for Achieving Engineering Excellence and plans to achie /e performance improvements. In the meeting, we also discussed how your plans were integrated with the overall Cooper Nuclear Station business l
plan. The meeting attendees are listed as Enclosure 1. Your presentation and documents provided at the meeting are included as Enclosure 2.
The exchange of information during the meeting was candid and informative and allowed us to gain a better understanding of Revision 3 to the improvement strategy and the status of your plans.
In accordance with Section 2.790 of the NRC's " Rules of Practice," Part 2, Title 10, Code of Federal Regulations, a copy of this letter will be placed in the NRC's Public Document Room.
Should you have any questions concerning this matter, we will be pleased to discuss them with i
you.
l Sincerely,
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irector Division of Rea or Projects
. Docket No.: 50-298 License No.: DPR-46
Enclosures:
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- 1. List of Attendees
- 2. Licensee Presentation I
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i Nebraska Public Power District cc w/ enclosures:
John R. McPhail, General Counsel Nebraska Public Power District i
P.O. Box 499 Columbus, Nebraska 68602-0499 J. H. Swailes, Vice President of Nuclear Energy Nebraska Public Power District P.O. Box 98
' Brownville, Nebraska 68321 B. L. Houston, Nuclear Licensing and Safety Manager Nebraska Public Power District P.O. Box 98 Brownville, Nebraska 68321 Dr. William D. Leech MidAmerican Energy I
907 Walnut Street P.O. Box 657 Des Moines, Iowa 50303-0657 Mr. Ron Stoddard Lincoln Electric System 1040 O Street P.O. Box 80869 Lincoln, Nebraska 68501-0869 Randolph Wood, Director Nebraska Department of Environmental Quality P.O. Box 98922 Lincoln, Nebraska 68509-8922 l
Chairman Nemaha County Board of Commissioners l
Nemaha County Courthouse 1824 N Street j
Auburn, Nebraska 68305
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r Nebraska Public Power District
~ 3-Cheryl Rogers, Program Manager Public Health Assurance Consumer Service Section Nebraska Health and Human Services 301 Centennial Mall, South P.O. Box 95007 Lincoln, Nebraska 68509-5007 R. A. Kucera, Department Director of Intergovernmental Cooperation Department of Natural Resources P.O. Box 176 Jefferson City, Missouri 65102 Jerry Uhlmann, Director State Emergency Management Agency P.O. Box 116 Jefferson City, Missouri 65101 Kansas Radiation Control Program Director
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@..dicAoMEEEGWi%ick8i-28MRL.JN 1853 R o a d m a p to the Future
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To All Employees:
The next few years will be pivotalin the history of Cooper Nuclear Station. As the United States embraces deregulation of the electnc utility industry, we face our greatest challenge. With that challenge, however, will come tremendous opportunities, and we at Cooper Nuclear Station must ready ourselves as a team to act swiftly and decisively as these opportunities ase presented.
To help us prepare for this new environment, we have developed this detailed Business Plan to serve as our "roadmap to the future? This Business Plan descobes what the future will look like, where we are today and, based on our Values, how we will achieve success as we strive towards our Vision of being:
The Planet's Best Energy Value' while fulfilling our Mission:
To produce low-cost and reliable energy while maintaining an impeccable reputation for safety and stewardship.'
How did we develop this Business Plan? Initial efforts to define the picture of the future, Vision, Mission, and Perfamiance Goals were begun by the Senior Managers in 1998. These results were used as the starting point for the sign:hcant effort made by the Cooper Business Planning Team to prepare this detailed plan, reconfirm our Values, and finalize our Vision.
Mission, near-term Site-Wide initiatives and Performance Goals. The Cooper Business Ranning Team includes members from every reporting area at Cooper Nuclear Station and represents our wide diversity of employees.
In the futre-as electricity is bought and sold worldwide-the performance of Cooper Nuclear Station will be measured on a regional and global scale. As industry deregulabon gains momentum. it is likely that the electncity we produce in excess of the native load requirements of NPPD will be sold and transmitted to points beyond the Midwest, possibly even beyond 'he United States With that in mind, the Cooper Business Planning Team developed our Vision statement, to be "The Planet's Best Energy Value "
While it may sound like a lofty vision - to be the best energy value on the entire planet - this vision is founded in our Midwestem pride, competit;veness and spint of fun And it is intended to encourage all of us to improve our performance in areas we know are not on par with the planet's best.
The words " Energy Value" were also chosen carefully, as our work extends beyond the production of electncity. This value is reflected in our Mission statement which identifies our core business of producing low-cost and reliable electncity safely while being a " steward" of the environment and a good corporate neighbor to our communities. Cooper Nuclear Station adds value through the non-emitting technology used to produce electricity, and our employees add value through their involvement in community efforts to improve the quakty of hfe for others. This " total value" is important to all of us, as well as to customers seeking an electncity supplier The 1998 Employee Survey told Senior Management that Cooper needed a clear direction or focus with understandable performance goals at alllevels of the organization. Issuing this 1999-2005 Business Ran is the "hrst step"in communicating this sense of direction and pnonty The Business Ran will be updated in the fall of 1999 as we extend the planning cycle to 2006.
It is our expectation that this Business Ran will be used as the guide b/ all employees as we move forward Together.
We are responsible for the success of Cooper Nuclear Station, and together, we will make the investments in our future that will ellow us to benefit from the many opportunities ahead. Together we will make Cooper Nuclear Station "The Ranet's Best Energy Value "
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OUTLOOK:
W H AT WILL THE FUTURE LOOK LIKE?
THE INDUSTRY:
Power marketing wiU be aa integral function d bis division, which will also provice technology support.
-T Our industry. lust hke the telecommunications and other design. construction. operanon. fuel supply and market.
industnes. is fast approaching a new era in the form of based energy croducts for NFPD's markenng and sales deregulation and full competition among those who provide functions to who!esale o strtutors and eno use customers consumer energy scrwces and products in the United States After many years of debate on both state and gg
~io C00PER NUCLEAR STATION:
l feoerailevels. deregulation is making progress Many j
states have enacted legislation to ensure full-scale retaa T0 DAY AND IN 2006 electnc competition by the year 2000 Today: To under stand wrere we are going, it is tmoortant to have a clear view of our starting point. the current state Speofically, these laws will "unbundle' the generat on.
of Cooper Nuclear Station Dur oe'rtormance in 1998 was transmission and distobution functions traditionally
" mixed"- we odn t meet an ut our goals and objectives peitormed by utilities No longer will the standard be especa9y n terms of our planned outages We were.
vertically integrated utikties providing bundled generation.
however. successful at com.nu ng many of the investments transmission and distnbution services in the coming in our employees programs and processes. and plant that business environment, utihties, independent power will be of bencht on our ;oumey to success We are very
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producers and power marketers will offer electocity to enthusiastic about the future of Cooper and our opportunities consumers anywhere as a result of open access to the ior improvement g
transmission gnd Customers will choose suppliers based y
pumanly on pnce and value-added customer services in IE98. an important conhoence builaer came in the form of a commitment ham NPPD to dedicate significant
(
j NPP0: T0 DAY AND IN 2006 resources (both t.me and money) to improving the h
Today: The Nebrasb Pubut Power Distnct is Nebraska's pdormance of Cooper Nuclear Station. NPPD has 1argest electric utility. with a chartered temtory including communicated c!early, both intemally and extemally.
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all or parts of 91 of Nebraska's 93 counties NPPD provides that ~ Cooper Excellencens a corporate-wide " Blue Chip" electricity to customers in more thar: 205 retail communities hop pn nty) This resource commitment has allowed us I
~~
as well as 69 wholesale communities and 25 rural pubhc to aut uw. NgNy wahfied employees at alllevels and powor distocts and rural cooperatives NPPD uses a mix provide for the training and retention of our entire staff _
k of generating facihties to meet the needs ofits customers, i
including nuclear, fossil, hydro and diesel units About 6.300 Dunng 28. no signihcam opraong ees oauned E
miles of transmission knes make up the NPPD electrical Dur constant focus on operahonal safety resulted in precise gnd systcat which dehvers power to about one milhon control of plant conditions dunng all of 1998, including both b
Nebraskans. Additionally. NPPD is a member of and sells the mid-cycle outage in March of 1998 and the refueling electrioty tc the Mid-Continent Area Power Pooland the outage in the falI It should be noted that we have not JJ Westem System Power Pool expenenced an automatic SCRAM at Cooper Nuclear g
Station in nearly fae years A picture of NPPD in 2006: In 2006. NPPD expects that as With the full support of NPPD we took decisive action a result of deregulation, it will be an integrated company with three Divisions: Retail. Transmission. and Energy I '*P' ve me Nnctional Rdomana oE Wneennq Supply which will operate as separate profit centers.
D vision througn tne development and impiementation of Traditional support services such as accounting and legal our " Strategy for Achieving Engineenng Excellence " This will be provided to each of these three Dmssons. As a strategy defines speofic goals and targets, which directly consumer sales focused organization, NPPD will support-correlate to improved engineenng performance in all areas Immediate rewards of this effort were reakled as 46 1
through wholesale energy supply - the competitive activities of 75 municipal electric distributors. 24 rural scheduled actions in the Strategy were completed in power distributors and its own retail division This will 1998. signifying an important behavioral change at all be accomphshed by supplying the distobutors' power levels of the Cooper organitation Approximately 70 and energy needs under the terms of flexible wholesale engtneering statt members were added and a much-power contracts which will enable the dehvery of a needed improvement in employee retention was attarned vanety of energy products and services.
The engineenng turnover rate was reduced to just under
, arcent, as compared to approximately R percent NPPD's Energy Supply Division will own, operate and m & Ab in 28. B enginwrs smeasfuW maintain generation assets such as Cooper Nuclear Station completed the first six-month Plant Certification-as well as execute outside purchases and off system sales.
an gcw n W em as one acMn in N Strategy for Ach,eving Engineering Exceifence
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OTHER N O T E V; 0 R T H Y SUCCESSES OF 19 9 8 IN CLU D E:
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+ EMPLOYEES
, COSTCOMPETITIVENESS Our nuclear safety culture and performance
. We began work on the nuclear fuelinitiatives continued to improve, with a lower threshold that are designed to significantly reduce fuel costs.
for the recognition and reporting of problems
. We achieved overall employee retention goals-RELIABILITY reducing turnover to 81 percent at year end
. We commenced the Optimum Water Chemistry Project to help ensure the integrity of the pnmary
- SAPETy system and reactor vesselintemals.
. Site-wide teamwork resulted in a reduction in
. Our focus on work management processes resulted
(
the number of contr01 room challenges. including in the continuing decline in the number of maintenance Plant Temporary Modifications (from 28 to SL work requests in the inventory. At year-end 1998, outage required " Red Arrows" (from zS to 6).
approximately 970 items were in the inventory as and Operator Work-Arounds (from 21 to 9) compared to approximately 4,000 work items in
. The availability of our Emergency Diesel Generators the inventory at the end of 1995.
ranked in the industry's top quartile
. Plant thermal performance continued to show
. The Nuclear Regulatory Commission (NRC) improvement.
Systematic Assessment of Licensee Performance (SALP) assigned the Plant Support functional area STEWAROSNIP the highest ranking of "1" for overall performance in Radiation Protection, Security Emergency
. We established an agreement with a local a.aa wellness center.
Preparedness, and Fire Protection programs.
. Despite the extended Fall 1998 refueling outage'
. Our employees continued their community contributions with blood drives, school and church collective radiation exposure was maintained within the established annualgoal.
involvement, a holiday gift giving program, support g
of the Brownville Theatre, a local art gallery, the E
. We met challenging project commitments for Steamboat Trace Trail, Habitat for Humanity, implementation of the Improved Technical and more.
Specificatiuns (ITS) and the Severe Accident Management Guidelines (SAMG).
b OPPORTUNITIES F0R coupled with budget and cost control challengcs.
lMPR0VEMENT:
c used us to miss our goaW M Wumn as in order to help define areas where improvements are
- PERSONNEL SAPETYlSSUES needed we reviewed our 1998 performance against our established goals and the results of independent The number of industnal safety accidents did not and self-assessments, including the December 1998 rneet the established goal Jnd remains in tne bo!I0m Site Wide Self Assassment Pnmary areasidentified half of theindustry We expenenced alarge number of as needing attention includ rninor injunes and accident precursors that could have resulted in more significant injunes
- OUTAGEPERPORME CORRECTIVEACTIONPROGRAMl CAP)'
Both the mid-cycle outage and the fall 1998 refuehng outage resulted in considerable unplanned loss of Designed as a safeguard to help prevent problem production, lasting signihcantly longer thaa planned recurrence. CAP has not been optimally utihted to The duration of our outages impacted not only out performance but created undo stress for employees.
many of whom worked a more-than-anticipated We intend to decisively and immediately address
- gjg, amount of overtime and were forced to change Site-Wide Initiatives.
E
%g holiday vacation plans The loss of production rime, t
1 Correctwe Acnon Prograin ICAh reqwed by the Code of federaiRegulatmL utdves en assessnwnt inethoikungy that sds m the &ntduw and THL 3
rssues and con @tes that adveviv ettect plant operarmns By adhevng to rte CAP we are able to pred,ct andprechode rewnence of the5e adme Cn'#U'n
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A PICTURE OF COOPER Y;O s
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's lj li ji Af ter reviewing and analyang the results of independent evaluations and our self assessments tu determine our current state of performance, Cooper's Business Planning team members identified six near term Site-Wide initiatives designed to most effectively improve our performance. Supported by the foundation of our values with a constant focus on our core business, we will invest in the following improvements as our top prionty in 1999 and 2000; m.
Improve Human Performance Implement the Enterprise Business Solution Improve the Corrective Action and Self-Assessment Programs Focus on Our Strategy for Achieving Engineering Excellence Improve Outage Performance
l and implement actions to improve performance. 0ur Site-ENGINEERING EXCELLENCE Wide Initiative for Self-Assessments in 1999 is to:
In sarly 1998. Cooper began implementing the " Strategy
- Further standardize the use of self evaluation for Achieving Engineering Excellence." Covering a three-techniques and define how such activities -
year period. the Strategy contains many actions still to be constitute self-assessments completed. Lessons leamed from the 1998 implementation
- - Establish a centrallocation to file completed self.
I the strategy, and insights gathered from assessments ) performed since then, were used to validate the cun ent assessments set of Engineenng issues, their causes and required actions. e. Use the results of completed self-assessments to better identify common fte-wide performance issues Although implementation of the Strategy is largely the and schedule future self-assessments responsibility of the Engineering Division and will require
- Ensure results from completed self-assessments a significant investment of Engineering resources over the are entered into the established site processes for next two years-while maintaining ongoing responsibilities-problem resolutinn and corrective action tracking it requires significant support from all employees. Some l
of the Strategy Actions for 1999 focus include: The site-wide self-assessment procedure will be revised to incorporate these requirements and will be communicated Development and implementation of design basis to all employees. In 2000, a se.ond Site-Wide Self-Assessment knowledge training j will be completed and results will be compared to the one - Review of past modifications - performed in December 1998. This will all0w us to gaug our progress relative to the Site-Wide initiatives contained Re.baselining of the Updated Safety Analysis Report in this Business Plan. Engineering training program improvements NRC Reactor inspection and Oversight Program. Mant ceMcation training for engineers
- I Cooper Selected as Pilot Program
- Follow up to the unauthorized modification Cooper has been selected as one of two NRC Region IV review project
" Pilot Plants" for the new reactor inspection and oversight
- Review of past significant condition reports program, to be implernented by the agency as the replace-J ment for the SALP The new plant assessment program IN1TIATIVE: 1MPR0VE OUTAGE will establish performance indicators in several " corner.
stone" areas and will utilize these indicators, baseline PERF0RM ANCE inspection findings and determinations of risk significance An immediate area of concem is improving our to dictate levels of enforcement action. This risk-informed performance during the Spring 2000 refueling outage. regulation will rely heavily on Cooper's ability to identify, Outage performance is key to ensuring the long-term investigate and correct problems using the Corrective business success of Cooper Nuclear Station. Many of Action and Self Assessment Programs. our Performance Goafs are directly tied to the duration of future refueling outages. Lessons teamed from the As a " Pilot Plant,", Cooper will be expected to play a leading Fall 1998 refueling outage have been incorporated into p I i role in the dissemination of information and lessons teamed our milestones for the Spring 2000 refueling outage to the rest of the industry. in this stewardship role, the and into our future outage and contingency plans. j Cooper team implementing the reactor inspection and Cross-functional teams including Engineenng. oversight program will coordinate this communication Maintenance, and Operations employees have E with the other Region IV " Pilot Plant," Omaha Public been established to ensure that we focus on Power District's Fort Calhoun Station' identifying the proper scope of work for continued l safe and reliable plant operations. The targeted I in essence, the new plant assessment program will completion dates assigned to each of these ultimately shift the regulatory burden to the licensee. milestonesinclude: In 1999. Cooper will undertake the actions necessary to establish performance indicators, train employees on
- Design change scope identified-12/15/98 (complete) the new process and interface with the NRC and Nuclear 8-Design change scope freeze-1/31/99 (complete)
Energy institute (NEI) on the routine reporting required by this new method of reactor inspection and oversight. Major project scope freeze -2/28/99 (complete)
- Issue boiler plate schedule-3/1/99 (complete)
- - Fall 2001 and Spnng 2003 refueling outages design change scope proposed-6/1/99 1
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- Modification packages complete ~7/1/99 4 Improving the quality of both field and training observatons 8 Issue an approved Revision "B" outage schedule-Attending industry-sponsored Maintenance 8/1/99 supervisor and manager workshops for s t enWayees
& All contracts and service agreements in place-9/1/99 & Staten Operations Review Committee approval of all np ng in egrate@ ant vainbg fomntenance modification packages complete-9/1/99 personnd 8-Outage Organization Training Plan approved-10/1/99 Impr vingMechanicalandElectricalMaintenance technicaltraining
- Is eanapprovedRevision"0"outageschedu;e-Improving the process, training, and conduct of Post Maintenance Testing (PMT)
Work packages in " Shop Ready" status -12/21/99 + SUCCEEDING ON S IT E-WI D E .INITIATlVE: 1MPR0VE lNITI ATIVE S-P AY F0R M AINTEN ANCE P E R F 0 ll M A N C E PERFORMANCE in early 1998. Cooper began implementing the To reinforce the importance of implementing this Busino Maintenance Performance improvement Plan (MPIP). Plan, we have established incentive and merit pay goals The purpose of this plan was to improve Maintenance that are directly tied to safe and reliable generation of relative to industry standards. All actions scheduled for electricity and to how well we implement the Site-Wide 1998 were completed except two which have been Initiatives. Pay goals that have been established for all carried forward into the 1999 MPIP To develop the Cooperemployees are: 1999 MPlf! a review of 1998 self and independent assessments, Problem Identification Reports (PIRs}, Maintenance performance during the Fall 1998 r.m m t r1 6 m. W u m. refueling outage and performance indicators was Corporate Margin-36 milhon 38mdlion $10milhon performed. Resuits of this performance review were A measure o/NPPFs revenues in relation compared to industry standards and improvement to the costs e/providing service actions for 1999 were defined. Business Unit Indicator-Budget Performance 1% below 3% below 5% below Cess Fuel Cost) budget budget budget Although implementation of the 1999 MPIPis largely the Employoe Survey-hsue and Communicate None 4/1/99 None respons.oility of the Maintenance Department, it requires CNS Business Plan support from all employees. Effective maintenance is Employee Survey-issue Individual Action None b:alonibn None critical to the continued safe and reliable operation of Plan at the Supervisor / Manager level Cooper both short and long term. Key actions scheduled Personalindicator-Team Goals-WANO 85 87 89 for completionin 1999 include: Pinfonnance Indicatorindex. A weightedindu of vanouspedormance indicators. This data is collectedat aRnuclear plants & Improving human performance through implementation andprovides abasis forcomparisort of theSite-WideInitiativeonHumanPerformance Personalindicator-Team Goals-Human. '1.00 0.75 0.50 & Dedicating the same maintenance personnel, to the extent possible, to the planning, walkdown, and completinn of scheduled mairitenance Personalindicator-Team Goals Sprir5p ~ inW 11 of '2 12 of 121 2000 Refueling Outage Wumber of activities to minimize handoffs and ensure MajorMilestonesMar/ 4 work quality consistency -
- Establishing a postjob critique process to allow craft personnel a direct means for providing Jeam GoaWANO Perfonnance Indicawindex.
feedback on how to improve work package Team Goal-Human Enor Rate:. .:~;* y y -N 'BG Js .s0.75 Team Goal-Spring 2000 fiefueling Outage h ' 11 of 12. 4
- quality and execution.
+ ' Improving the work control process through procen ~ 1j,,. LNumberofMajorMilestones Met C C Documenad ~ changes, training, and integration into EBS ((ouryGoals-InSupportofQ h;{d[ VM implementaton ~n 'h ~
- i..., e.. i.., s i.n.. i n c e - n o e s....c... n.. i. A g g ] 4 wn M yqh% f k.s.' . SAFETY SYSTEM U N AV AIL ABILITY: 3 High Pressure Injecnon (HPI) Unavoibbility ,a e p ResidualHeat Removal (RHR) Unavailability Emergency AC Pbwer (EAC) Unavailability V.. ~ l Safety System Unavailability is a measure of the amount of time that the safety systems are not available to mitigate off normal 4" events. It compares the known and estimated unavailable hours for the systems to the numbers of hours the systems are a2y i
- required to be in-service. Our goal for Safety System Unavailability is based on achieving top quartile performance in the industry.
Low Safety System Unanilability is primarily achieved through effective planning. scheduling and implementation of required .Q work, with a strong emphasis on human performance. ~ - ~ ~ - PERFORMANcf 'c ' GOAL IND1 CAT 0a 1999 2000 2001 2002 2003 2004 2005 p' HPlunavailability(Percent). .9 .8 .7 .7 .7 7 .7 f RHP. Unavailability (Percent) '6L .5 4 .35 .35 .35 .35 EAC Upavagabilitygreent)4j j.5. l '5 t.5 L .5. .5. .5 .5 9$:g
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+[f Nl n $ % s' ? p glQ. UNPL ANNED AUTOM ATIC SCRAM RATE [ [ a: g 1 Unplanned Automatic SCRAM Rate is the number of unplanned automatic SCRAMS (rapid shutdowns) that the unit expenences %g[ hh I Tg ! for every 7000 hours of reactor operation averaged over a three-yea, period. These goals are based on experiencing no more than one SCRAM every three years, consistent with top quartile performance in the industry. Cooper currently meets this goal .q1 and continued attention to our core business is needed to ensure sustained performance. 1 j w gERf0RMANCE GOAL, f - 1NDIC AT0a 1999 2000 2001 2002 2003 2004 2005 yp [p ' I Unplanned Automatic Scram Rate. J5 .35 .35 .35 .35 '"i .35 pF [" (per 7,000, hours critical / 3 year average) j d?M i G ?? ? / y!y' M; i COLLECTIVE R ADI ATION EXPOSURE "4 - I Collective Radiation Exposure is the sum of intemal and extemal dose, known as Total Effective Dose Equivalent (TEDE), y received annually by all personnelincluding contractors and visitors. These goals represent radiation exposures among the j, .I very best Boiling Water Reactors in the world. This level of performance will be achieved through improved planning as well - as increased use of robots, cameras, teledosimetry. shielding and other dose reduction technologies. K P E M F O.R M A N e t G0Y ' Y 4 iN DlC AT0 R 1999 2000 2001 2002 2003 2004 2005 $;t.c Collective Radiation Exposure (REM). 64.8 155 155 35 155 155 35 iM dhd 1 66d. M AM -,.4 F -r Q.. i] e wfr N hs h
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] FIN ANCI AL PERFORM ANCE - Our Annual Budget is a total facility budget and includes Operations and Maintenance, Fuel, Capital, Overheads. Debt, and. ' Decommissioning funding. The significant decrease in 2005 is largely the result of paying off the original debt on the plant and establishing the decommissioring fund. PfRF0HMANCf GOAL e.INDICATonm .1999? t2000 '2001-2002,2003. 2004' ~2005 .hs[.. f i CONTROLL ABLE COST Controllable Cost is the annual budget for costs that are directly controllable by the site. These include operating and maintenance costs (exclusive af fueQ and capital costs. The goals for controllable cost are based on declining budgets. Capital costs also decline as fewer plant char.ges are implemented. PI R F O M M A N C f GOAL INDIC ATOR 1999; 2000 2001' 2002. 2003. 2004 2005 Controllable Cost {Produchon,0perahng jsw f101.7% 116.6 k 107.9 J T 88.4 Na 106.6 W104.7 Q 83.9 / t$ 3 E si? " M N $$ $ 1@ M $ h d d s s d d d $ si FUEL COST Fir' C* 'is the cost of nuclear fuel used during the year, expressed as dollars per megawatt-hour. Fuel cost reductions are being onei through improved core designs, apphcation of advanced fuels, and renegotiations of fuel supply contracts., PERIORMANCE GOAL n :: I N D 1 C A T 0 R. '1999: 12000 2001 2002 2003 '2004 2005-- h 1 y ($ j h S T A F F'I N G L E V E L ' Stafrag Levelis the number of full-time NPPD Cooper employees at year-end. The 2005 staffing level of 650 is concistent with . other single unit reactors in the industry today. These staffing levels will be achieved through attrition, efficiency improvements due to our investments in training. and by continuously improving our programs and processes. P I R r.0 R M A N C i G0AL. 'INDIC AToan
- 1999~ c2000 ; 2001' 2002 2003. 12004 :2005
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i .[1 c...., a..ec, sig i n w o oe s....... n.. iTH E RM AL P ER F O R M AN C E IN DIC ATO R Thermal Performance Indicatoris a measure of the effeiency of the steam cycle. 90.8 is consistent with top quarti!L perfomace. for the industry. Wo will achieve these goals by aggressively monitoring for, identifying, and fixing thermal effciency losses. PfRFORMANCE GO A L 'iN D1C AT0a: 1999c 2000 J2001 2002 2003-2004 2005 TherinalPerfomienceIndcath 99J/$$99.8? hMMy@MMMi@gN bjgg89.Gy[bMGhiQh@99@,8t c99.8iojy gg gj A 99.8 0 M81 d pMggl%"iG j l' U NIT 1C AP ABILITY F ACTOR - N Unit Capability Factor is the amount of electrical generation actually supplied to the grid in relation to the maximum energy generation that could be supplied during the period as a percentage. The 2003-2005 goals represent a three-year roRing average &l capacity factor of 83 percent, consistent with top quartde performance in the industry. We will achieve these levels of performance i through our Improve Outage fbrformance Site-Wide Inicatue, low forced outage rates, and excellence b coordination of downpowers. P E R f 0 R M A N d E. Q 0.A.L. lN DIC A10 a 1999= '2000 t 2001 2002' 2003 2004 2005 UnitCapabilityFactor(Percent)gg jp , t95 A $8QW841 > 195a ( 862 86 95 b .iN3!$NMNhMMhMghb$d hiMhhb.bbdeem jh OUTAGE LENGTH Outage Length is the duration of each planned refueling outage in days. These goals allow the plant to reach the capacity factor l targets while ensuring that sufficient time to perform required rnaintenance is available. We will reach these goals through our improve Outage Performance Site-Wde initiative. PERFORMANCE 004L, 1NDlC AT0 a 1999s 2000' 2001 2002 2003 2004 2005 'l,0utagelenge(Daysly 2 qW -4 N afu %42P (42> h h b h b d j d h d d %W 42 4 - 40 / x hNEddhbh h I UNPLANNED C A P A B I L I T Y L O S S ' F A C T 0 t. l Unplanned Capability loss Factor is the percentage of electrical energy generation that was not supplied to the grid due to d' unplanned shutdowns or outage extensions. When we have an unplanned loss, those relying on our electrical output must ]- replace it on short notice, sometimes at considerable cost. We plan to maintain our Unplanned Capability Loss Factor at 3.5 percent, consistent with top quartile performance in the industry. Outage extensions will be minimized through our improve Outage Performance Site-Wide initiative. Mid-cycle outages will be minimized through our Improve Human Performance Site- ' Wide Initiative and through our Strategy for Engineering Excellence by early identifcation and resolution of equipment issues. . l 1 .,P M f 0 R M
- F dD'AL e
!INDICAT0m. 1999,.2000.' 2001-2002 2003 2004 2005 i UnplanntxiCa M3.Su /53M '3.51 < 3.5 z 3.5 i ' h$$$$$$psbetytosshetorforcent)i2h Nd$$@MN N Nbh h S M k b,/3.5% 93.5;h d N b e J
t 4-m,.._m.. i. e.. smi,,is..ne ...n... m e ,'i to >h< l v i 3 ~ i CHEMISTRY: P.E R F O R M A N C E ; l N D E X1 Chemistry Performance Index is a measure that reflects the quality of the reactor water. The best this index can be is 1.00. - p Cooper Nuclear Station has historicalh maintained excellent water chemistry, and we wiu continue this level of performance. l-P f R f 0 R r&A N C E GOAL =__ nelNDICATont?.- t w a 1999;s:2000t a2001: :2002r a2003 M2004 R2005; g $.m..F batw,a..>d. *y"W37..%. ~ [+ :>i./p.$..,z.1.00pA,00s.f$s,3 f..e@ ](,$. 7 -o i 7y , g.. y =..y..- ,y. cz,#jg g s . ~ e. s ' O. V v) F FUEL RELI ABILITY INDEX'. + Fuel Reliabiliv index is an indicator of whether minor fuel <ladding leaks are present. 7ne goal of 50 is cort d.nourrecent - F performance. Minimizing fuel leaks depends ori careful handling and inspection of fdl end most importar., ine effective control of foreign neaterial.t ~ l m, PE R f 0 R M A N C E 'G O A L , Wde N e c AT o anWMP ?W1999d c2000a ;2001 ;2002 y 12003m2004 d20051 ? l 1 HUM AN ERRok R ATE Human bror Rate is defined as the number of personnel errors per 10.000 hours worked. We began roonitorin0 this indicator in - 1998, and goals were established to show sustained improvement. The long-term goal may be revised as we obtain additional data. We win improve our human performance rate through our improve Human Performance Site-Wide initiative. P [ R f.0 R M. A N C h., G0AL M mi N D I C AT o a v /;M 7,A, W 11999 Ms2000 s 32(")1 2002> f2003i,2004s t200b ~f b q-INDUSTRI AL S AFETY; ACCIDENT R ATE Industrial Safety Accident Rate is thel number of industrial safety accident events per 200,000 hours worked. To meet the long-( i term goal of.2 requires that no more than one lost time or restricted work accident occur in any given year. This is consistent with top quartile performance in the industry. To achieve reduced accident rates. we will adhere to ectablished safety policias, y always place personnel safety ebove cost and schedule considerations, and implement nur improve Human Performarce Site.' c. . Wkleinitiative.~ . m, 3-x P t R f' O H M A N C E G0AL
- dem oIC ATb shE 6@ % 419990R2000i 02001: ' 2002; J 2003i L2004-12005M
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b. _90 - e ,3 g. v ig.'gp. - e i k! ' )[ j v 4 '5p o z + SS T A F fit u R N O V E R W t [., Staff Tumover is the percentage of staff dhparting Cooper Nuclear Station dunng the year. in 1998, our tumover dropped below ' ; 10 percent. We need to continue this performance and maintain a high experience level within our organization. We will do this Q by living our Value of being Ernployee Focused. PIHFoRMANCf G o A L. Mi N O I C AT 0 A Fle M e J1999 A ;2000 s : 2001s2002M L2003 e t2004. 2005: YY6$$Nbbb?!$Y$0bb u L
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R O UTIN E M O DE "R" WO R K. lTEM INVENTORY v !1outine Mode T Work ltem inventory is the total number of open corrective maintenance work requests that can be performed online. We are well on our way to achieving a level of performance that is consistent with the best plants in the
- industry. To achieve these goals requires continued attention and support across all Departments to the effective planning,
. ' scheduling, andimplementation of maintenance activities. s IE R F 0 R M A N cI G0AL , e se .1999a :20004 :.20011 ;;20021 2003 -2004 2005- - V alN DlC ATo as ![ 3 C O R R E C TIV E s A C T10 N INVENTORY
- Corrective Action Inventory is the total number of open corrective actions in categories A, B, C and D contained in the Nuclear
,. ' Action hem Tracking Systems (NAITS). Categories A through D include actions of cite-wide concem, such as licensing issues i and review of operating experience. Decreasing the inventory levels in the Corrective Action Program ensules that the station is not distracted by managing a large number of items and is focused on the efficient and prompt resolution of problems that pres-J K ent a risk to safe operation. PERFORMANCE GDAl i CIN,DICAT0a1, e ft999:; 2000 i :20011 ; 2002, 4 2003-2004.2005e 1 b b b u 1 .:L q y g y q" .0 PEN E N 0IN E E RIN G kC O N F IG U R'ATIO N D O C U M E N T S e# ~ Open Engineering Configuration Documents are the total number of outstanding document changes including Engineering Work - j Requests (EWRs), Configuration Evaluation Packages (CEPs), Drawing Change Notices (DCNs) and Modifications Completion
- ( Reports. These goals help ensure that documents reflecting the configuration of the plant are maintained current.
s .m i ~ P t R I O R M A.N C E _ GaAL W,1NDICATOR M a
- 1999 2000 200 0 20022 12003, 2004 20059 j
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Activity-Description - less[ 2000 g 2001p 2002g 2003 2004g 2005 n eet4A A A M eU N i s 4N fN OUsA N Os L Fire Detection System Upgrade : 500 50 50 Dry Cask Storage Perform the recessary analysis, construction, and 2,000 2,500 4,500 6,000 license sthmittals to establish safe storage for spent fuel. i feedwater Heat Exchanger Upgrade 500 1,500 1,500 - Reactor Water Cleanup lon-Regenerator Heat Exchanger Upgrade 1,500 1 j Reactor Feedwater Pump Discharge Nonle Replacement Upgrade 400 Overhaul the B Reactor Feedwater Pump Twbine 900 Year 2000 (Y2K) Project Complete the remairung hardware replacements, 1,465 = and analysis necessary to demonstrate plant equipment is Y2K compliant. 4160VoltCircuitBreakerRefurbishments Refwbishnon-essential 233 190 190 190 190 circuit b:eakers and procure 4 new breakers for replacement parts. ~ This activity wiu help ensure contmued circuit breaker operatm initial License Program Upgrade L Acquirs services in support of upgrading 190 the initial operator Ecense program. This activity is part of the Site-Wxte - Initiative to improve Human Performance. Ilot License Frogram Upgrade. Acquire services in support of upgrading - 453 - the hot license program, This activity is part of the Sde-Wule Initiative to ~ improveHumanPerformance. Plant CertificationTraining Class - Acquire seivices in support of 875 615 615 i 4-,% the Plant Certification Training Class. This activity is . part of the Site-Wide Initiative to improve Human Performance. . Kaman Parts Purchase needed replacement parts to ensure the 225 ' continued operation of Kaman manufactured radiation monitors. Piminate the Residual Heat Removal (RHR) System Steam Condensing 200 Mode This mode of the RHR System was abandoned during a past i refuehng uutage. Outstanding work is to physicaGy isolate portions of the system that are no longer required to function. This will eliminate unnecessary preventive maintenance activities and increase margin in flooding and higtHmergyline break analysis. PowerUprate Performthenecessaryanalysis, modifications,and 300 500 1,000 3,000 5,000 license submitta!s to uprate the power outkrt capability of the plant. Optimum Water Chomistry - Instar a Hydrogen Water Chemistry 4,311 3,264 250 250 250 250 250 (hydrogen addition) Zinc 0xide injection, and Nobel Metal Addition . System to rninimize the initiation and propagation of inter. granular stress corrosion cracking (IGSCC), thus helphg to ensure continued . integrityof keyreactorvesselcomponents. , Emergency Lighting Upgrades. Upgrade approximately 139 - 292 emergency lighting units with a shelf life of approximately 6 months with one that willast approximately 5 years, thus improving overan rdiabikty and greatly reducing associated maintenance costs. Reactor feedwater Pump Turbine and Startup level Control Upgrade . 1,135 615 Re-baseline the Updated Safety Analysis Report (USAR).The purpose 2,048 of this project is to: ensure information contained in the USAR is accurate, to add additznal info maten in accordance with fedend regulations, and i to establish a permanent tie between the USAR and related design, [ configuretien and operation documents. l Dectronic Records Management System. Procure the necessary. 800 B00 . software and services to instad the electronic records management system that will complement the instaHation of EBS. This activity is raessary to take fun advantage of EBS capabilities and processes and to moet regulatory requirements. Service Water Sdting Prevention Perform detailed testing and evaluation 250 250 of sitting issues that have impacted the performance of the Service Water System. Silting issues have resulted in the need for extensive maintenanceandadditznalopcratingrestnctms.Resultsof this evakaten wil be used to identify the best long-term solution to this issue. i
1 Activity-Description p 1999 q 2000 9 2001p2002y2003q2004y2005 00LLA R AM0W hs: iN 1M 0u5 A N e: Sentice Water Flow Mcdel Procure software to model and analyze. 75 50 Service Water System flow to identify the best upgrades to continue to satisfy design and license performance requirements. Design Criteria Documents Upgrade Upgrade the Design Criteria 225 Documents to reflect the current design of plant systems changed - as a result of rnodifications and other design change activities. These documents serve as a roadmap to essential design and ' license requirements for key plant systems and topics. I Security System Upgrarle Upgrade with the replacernent of computers, 1,278 ' multiplexers, peripheral devices, software, and installation of fiber optic cables. The existing system is not Y2K compatible and is no longer supported by vendors. A hand geometry scanner and new badges ~ wit be used to improve the plant access processes. Shiekling Projects -Instal permanent radiation shielding in tne plant to 125 support the As low As Reasonably Achievable (ALARA) Prevam. Fire Brigade and Hazardous Material Program Upgrade M ~ Reactor Recirculation Pump Seals Replacements - Procure replacement i 325 325 pump seals of an improved design for replacement of leaking seals as 1 needed during future outages. 1 Closed Circuit TV Systern Upgrade Provide additional monitoring and - 150 control of existing remote camera stations and install additional cameras, resulting in ' nproved remote monitoring in support of emergency r . exercises and work in High Radiation areas. Use of monitoring in High Radiation areas will eliminate the need to enter these areas for select activities thus reducing the total radiation exposure for the statiort Check Vale Program Upgrade - Create a database, review design basis 200 implementation and validation, and developNpgrade/ implement program procedures. Motor Operated Valve (MaV) Program Upgrade Upgrade related 275 calculations, procedures, and database. Torus Penetration Modification Perform detailed analysis on torus 140 penetrations to ensure code compliance and detenaine if modifications are required. Existing analysis did not consider the full range of stress intensity required by applicable codes. Upgrade 5 Electrical Primary Containment Penetrations and develop 75 125 associated mettedology. Reactor Feedwater Pump Turbine Rotor and Low Pressure Turbine 1,300 1.300 Rotor Repairs Govemor Valve Spare inspectiorVUpgrade 200 Maintenance Test Equipment Replacements 1(K) 50 50 50 50 50 , ChernicallaboratoryModification Upgradetheventilationsystemfor 251 the chemistry laboratory. The current system, due to poor circulation, temperature control and air quality, chadenges sensitive equipment operation and can impact both sample quality and personnel perfonnanca. Reactor Core Control Blade Replacements and Disposal of Old Blades 1,716 3.432 1,716 Gamma Spectmmeter Upgrade Upgrade the gamma spectrometer to be - 103 Y2K compliant. The system is required for Technical Specifr.ations analysis. New Gamma Camera instrument Purchase a gamma camera system 200 that willirrtease the speed for completing radiation surveys, lower exposure to persunnel, and provide better characterizations of the position and relative strength of gamma radiation sources. I I w __ 29 l ip j ,k i
c.. .. N..i.n e,m.. i e e s. e s e s e...... et.. Activity-Description tassg2000p2001p2002n200s c 2004 L 2005 0eItAe AM eUN Is iN TH 0U S A N Ds Electronic Dosimetry - This activity is to purchase approximately 500 new 300 electrome dosimeters to replace existing units and upgrade the monitoring ' of personnelexposurein the plant. RefuehgBridgeUpgrade improveperformanceof therefueling. 140 175 platform in future outagos. During the Fall 1998 refueling outage, bridge performance problems led to a loss of critical path time during refueling and in-wessel maintenance activities. - Operations Procedure Upgrade Project Support the upgrade of 140 op3 rations procedures thut is underway as part of the Site-Wule . Instative toimprove Human P.6m - SeniorEngineeringReviewGroup Acquiretheservicesof senior 120 150 enghiering personnel to review engineering work products and assist 1 the organization in knproving its pmfarmance. This activity is part of the ) 1 Site-Wde Initiative to Focus on our Strategy for Achieving Engineering : i - Excellence. i Backlog Reduction Roject Support reduction of the Engineering work 650 backlog. This activity supports both the core business of operating the i plant safely and the Site Wde initiative to Focus on our Strategy for Acheong Engineering Excellence. Review of Past Significant Cordition Reports Review closed evaluations 750 of past significant adverse-to-quality conditions to confrm that the root - cause analysis and identi'ad corrective actions are appropriate. This activity is part of the Site-Wde initiative to Focus on our Strategy for Achieving Engineering Excellence. Completion of the Unauthonzed Modification Review Roject - Complete 208 reviews necessary to close this project wlO:h identified modifications performed under the Maintenance Work Request process. This activity is part of the Site-Wde Initiative to Focus on our Strategy for Achieving Engineering Excellence. Upgrade Seistnic Calculations Based on SAFER /GESTR Results - Upgrade 250 seismic calculations based on new load inputs that will be generated through use of the SAFEIVGESTR accident analysis codes.These codes are being used to upgrade accident analysis capabilities md improve the definition and knowledge of accident performance requirements. Supercalc/ Calc Procedure and Piping Specification Upgrades - Upgrade 140 400 200 - the piping specification and pipire analysis capabilities. Logic System Functional Testing Database Create and load a logic 110 system functional testing database to improve control and management of required Technical Specification logic system testing. EDSA Calculation Development and Revision Upgrade the design basis 255 calculations used to determine acceptatde electrical load configurations and equipment settings during various modes of plant operation. InstrumentSetpointCalculationUpgiades Upgradethenecessary 445
- analysis,includinginstrumentdiiftanduncertaintyconsiderations,to demonstrate instrument setpoints are established within design and license basis requirements.
ECCS Pump NPSH Upgrade the necessary analysis and complete 11g license submittals to respond to regulatory concems regarding adequate
- Emergency Core Cooling System (ECCS) pump Net Positive Suction Haad (NPSH) requirements during postulated accident conditions.
' HELB Calculation Upgrades Upgrade the calculations used to 150 demonstrate that the plant can safety ccpe with a postulated High Energy Line Break (HELB) accdent as required by federal regulation. Air Operated Valve Program Development 190 70 70 55 70
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Activity - Description , 1899 2000 2001 2002 2003 2004 200s f i o o i t'a e auov=rs in 't uoy aanos Hisk Based in-Service inspection (ISI) and in-Service Testing (IST) 160 300 Development andimplementation IST Rogram Upgrade and impbmentation 40j 60; 30l } j = 4 . Check Valve Diagnostic Testing Program l l 90f 72 60 150 Appendix J Option B - Based on past perfarmance, allows the teshng i 100 201 20 20 of valves and claninates the need to conduct ILRT dunng attemate l outages. This places Cooper on a 10-year cycle and mnmites the amount of valves required to be tested dunng outages. This activity L-is part cf the Site-Wide initiative to improve Outage Peiformance. i PSA Applications and Cusk Tool Development /Use Stay up-to-date 250 120! 120 with the continuously changing PSA technalogy and develop a tool for Work Control and Operations to use to determine the rick of plant configurations prior to entenng those configurations. 2 Core Shroud inspection Acquire the services and equipment $00! C necessary to inspect the reactor vessel core shroud dunng the Sprq 2000 refuehng outage, f Upgrado Service Water system to resolve leakage through SW MOV89A 68. l 93l 94 l Cathodic Protection System Anode Bed Addition Minimize corrosion 70 70! l on selected plant systems- } ( =_ . Space Reallocation Project l 469 { l Building Roof Upgrades - Upgrade the Reactor Building. Control Building l 120 I l and Aadwaste Building roefs. i l Painting Upgrade plant material condition by painting various areas. 550l l l l of theplant. J l l l Fuelinitiatives Includesadvancedfuel,operatingflexibility, increased 3.600 1.400 2.000l. 1.4001.500 1.500 1.500 cycle length, and imptoved analytical methods. 9 Extension of CNS Operating Ucense 130 350 -f_, =- __=_ L F-1 A i y- - i i
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l N Nebraska Public Power District i ~ tkbmM Enanlakw C o o p e r N u cl e a r S t a ti o n NE8RASKA PUBilC POWER DISTRICT' P.o. box 98 BRoWNVILLE, NEBR ASK A 68321 ~ Cooper Nuclear Station, the largest. single power generation unit in the state of Nebraska, has performed safely from its location on the banks of the Missouri - River near Brownville since July of 1974, when first put into operation. The station has a netgenerating capacity of 778 megawatts of power - and operates by producing heat frorn - ~ thefissionof nuclearfuel.Thisfission occurs in a Boiling Water Reactor,which i contains more than 33,000 individual fuelrods.Through the end of 1998. Cooper has produced more than 105 miHion megawatt-hours of electrical energy. Animportantpartof the activities at Cooperis a radiation. monitoring program which routmely - measures radiation levels in samples of air, soil, vegetation milk,rivorwater well water and wildkfe in the vicinity of the plant.There have been no adverse - environmental effects since the plant was constracted. 4 4
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Dackground -In early 1998,' Cooper Nuclear Station (CNS) began implementing the Strategy for Achieving Engineering Excellence (Strategy). The Strategy was developed to address .the key causal factors associated with Engineering performance and included improvement actions covering a three year period. To develop the current revision of the Strategy (Revision 3), lessons learned from the 1998 implementation of the Strategy (Revision 2) and insights gathered from 1998 assessments were used to validate the current set of performance issues, their causes, and required actions. Outstanding performance issues and actions contained in Revision 2 have been carried forward into Revision 3. This process is shown pictorially in Figure 1. The Strategy revision history and Revision 3 development process are described in detail in. Focus on the Strategy is one of the six Site-Wide initiatives contained in the CNS 1999-2005 Business Plan. In addition to operating the plant safely and reliably, Site-Wide Initiatives represent are top station priorities. Outstanding Revision 2 actions have been retained in Revision 3 as noted in the "SFEE Rev 2" column of and in the correlation of Strategies contained in Attachment 3. i Purpose The purpose of this Strategy is: To define the Strategic Areas to improve Engineering performance in both the short and long term, To define " success" for each Strategic Area, i.e., the performance objectives and e
- goals, To define the projected activities and performance indicators that demonstrate e
Engineering is performing at the expected level and resolving identified performance issues, To demonstrate resources needed to complete Strategy activities are identified, and To document and communicate the vision, roles, responsibilities, and overall direction for Engineering. Vision Statement The following Vision was developed in Revision 1 of the Strategy: "Through a strong questioning culture, Engineering will identify problems and opportunities related to the safe, reliable, and cost effective operation of CNS. The focus will be to proactively identify issues in a team atmosphere where expertise is openly shared, effectively communicated, and universally respected. Exceptionally proficient engineers, working in an environment with no boundaries, will provide sharp technical solutions refined by strong operational insight. -When emergent issues arise, Engineering will have the capability of rapidly bringing technical expertise and information to bear so that the best possible technical guidance can be provided in a timely manner." Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 1 of 45 Revision 3
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4 t l l Roles and Responsibilities { i in support of this vision, the CNS senior management team identified the basic roles and responsibilities of Engineering in Revision 1 of the Strategy. Detailed roles and responsibilities are contained in Station and Engineering Division procedures. i Roles of Engineering: ] Assure nuclear safety in all site activities. e Support operation and maintenance of the plant. Maintain and ensure adherence to the plant design and licensing bases. Thoughtfully manage the design margins. Management Responsibilities Related to System Engineering: The Plant Manager sets the overall priorities for System Engineering. The Senior Manager of Engineering sets the standards for all processes, work quality, personnel selection, and training. Focus on the Strategy is a Site-Wide initiative, therefore, the entire CNS organization is expected to support this plan as a full partner with Engineering. Responsibilities of Other Organizations at CNS: Recognize Engineering performance improvement as a top station priority. Support the Vision of Engineering. Work as a team on allissues. I implement modifications. Operate and maintain the plant consistent with the design and design basis, e Provide feedback as to quality and timeliness of Engineering products. i e Provide plant certification and design basis training to a large number of e engineers. Generate and adhere to the CNS 1999-2005 Business Plan as a means of establishing priorities. I Adhere to consistent site wide priorities. Operations will set clear expectations and standards for plant and equipment e e performance and material condition. Maintenance will establish high standards for resolving plant material condition problems, provide requirements for efficient maintenance on plant equipment and set standards for elimination of unplanned repetitive maintenance. l l Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 3 of 45 Revision 3 I
d Strategic Areas The strategic areas contained in Revision 2 of the Strategy focused on the subset of areas requiring performance improvement. As part of developing Revision 3, it was recognized that the strategic areas need to cover all Engineering responsibilities in order to be fully effective in managing overall performance. As a result, the original set of four strategic areas were modified and expanded to six. These six establish the framework for the future Engineering Strategic Plan (see Figure 1) and are: Nuclear and Industrial Safety e People Design and Licensing Basis Control Plant Performance and Reliability e Economic Performance e Performance Management e The following is a brief discussion of how each strategic area addresses Engineering performance issues, more fully captures the roles and responsibilities of Engineering, and fully encompasses the four strategic areas from Revision 2 of the Strategy for Achieving Engineering Excellence. Each strategic area and the associated performance objectives, performance goals, current performance issues, and projected activities are contained in Attachment 2. Attachment 2 also includes the elements of the Engineering Strategic Plan identified in Figure 1. Nuclear and Industrial Safety i This strategic area has been added to Revision 3 to capture those Engineering activities required to: > Maintain and improve select Engineering programs used to manage risk, > Review industry experience for lessons learned, > Improve human performance with continuing focus on conservative decision making, industrial safety, and ALARA practices, and > Improve Engineering implementation of the Corrective Action Program with continued focus on backlog reduction (NAITS), performance improvement through lessons leamed, and resolution of issues to prevent recurrence. Many planned and ongoing activities, such as Maintenance Rule implementation, that were not explicitly included in Revision 2 but that represent key Engineering responsibilities have been added to Revision 3. Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 4 of 45 Revision 3 J
e - People in Revision 2, the related strategic area " Strengthen the Engineering Organization with Emphasis on System Engineering" included a significant increase, approximately 40%, in the number of Engineering personnel. Approximately half of this increase is being placed continuously and repeatedly in plant certification training during the next several years with the initial focus on System Engineering. The remainder allows for additional resources to be applied to Engineering functions. Measures have been established to improve personnel retention and training division wide. Staffing needs, staffing size, and training needs will continue to be reviewed and adjusted routinely. As staffing size is near full complement, emphasis in this strategic area has shifted from staff recruitment to staff retention, development, and training. Additional training actions have been added in response to the Engineering self-assessment of the ESP Training Program completed in December 1998. Actions related to improving the System Engineering Program in Revision 2 have been moved to the Plant Performance and Reliability Strategic Area (see below). Desion and Licensino Basis Control This strategic area provides for various reviews of the current plant configuration, documentation, procedures, and programs and includes outstanding actions previously contained in the " Establish and Maintain an Effective Configuration Control Process" strategic area in Revision 2. This area contains actions to improve the quality and l accessibility of Engineering information and products. As an interim measure, a Senior j Engineering Review - Group is reviewing select Engineering. products to provide i additional assurance of continued safe and reliable operation and to contribute to the tutorial process for continued performance improvement. Other actions planned by Engineering to upgrade select sets of calculations and improve other design base programs that were not included in Revision 2 have been added to this strategic area. Plant Performance and Reliability This strategic area includes those Engineering activities conducted to maintain and improve equipment performance in support of safe and reliable plant operation. Related actions contained in Revision 2 to improve System Engineering (e.g., systems notebooks, six year plans, and System Health Reports) are included in this strategic area. Planned actions for improving system performance and material condition (e.g., RE-19 modifications, implementation of the Service Water System Silting Plan, further 3 reductions in plant temporary modifications, etc.) have been included herein. Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 5 of 45 Revision 3 i
m Economic Performance This strategic area includes the outstanding actions from the "Prioritize and Manage Engineering Work Effectively" strategic area of Revision 2 and additional actions to improve economic performance. This area ensures that Engineering efforts are prioritized through a feam effort with the station and corporate organizations and that adequate resources are available to complete the necessary work. This effort helps Engineering focus on those activities that have the greatest potential to ensure the safe, reliable, and cost effective operation of CNS. Performance Manaaement This strategic area includes outstanding and in-progress actions from the " improve Performance Management" strategic area of Revision 2. These actions ensure performance expectations are translated throughout the organization and ultimately into individual performance measures and goals. Performance improvement is driven through routine reviews of performance in relation to established goals. This strategic area also calls for specific engineering self-assessments and a major Engineering assessment in mid 1999. A site wide assessment was perfcimed as part of this strategic area in December 1998 and results were used as one key input in the identification of current performance issues. Progress to Date Notable progress to date includes the following: . Overall Plan > 48 Revision 2 Strategy actions were completed in 1998, > Routine Strategy progress review meetings are conducted by Engineering management on approximately a weekly basis, > Engineering procedure (EDP-11) was issued which defines the process for action item closure, documentation of closure, and review of action effectiveness, > A project file was established and is being maintained to capture Strategy deliverables and closure documents, Nuclear and Industrial Safety e > NAITS items in a backlog status was reduced by 39% between February 1998 and February 1999. > Over 4800 potential Maintenance Rule functional failures pending System Engineer review were completed. l Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 6 of 45 Revision 3 J
> The Engineering Division has not experienced a restricted work or lost time accident since December 1994. People e >' As of the end of December 1998, the staffing level totaled 164, reflecting a net increase of 54 people since November 1,1997. This increase is the result of considerable recruiting efforts in 1998. Many of the new members of the staff are experienced industry personnel. Several new supervisors and managers J were also added. > Detailed Engineering roles and responsibilities have been prepared, issued, and communicated to the organization. This document is serving as one template from which to assess Engineering effectiveness and monitor change. > Supervisor expectations were issued and assessments completed, with the results integrated into individual improvement plans. > Actions to develop engineering and technical staff professional categories and assign market pay grade ranges were completed in 1998, with the results applied at the individual level. > Fifteen engineers successfully completed the Plant Certification course and the second class has begun with twenty students. > An Engineering self-assessment of the Training Program was completed in December 1998. Programmatic issues identified by the assessment are being addressed through training improvements included in Revision 3. Desian and Licensina Basis Control In addition to the design basis issues review completed to refine selected actions, other key actions completed include: > The charter and membership of the Senior Engineering Review Group (SERG) were established and the first seven review sessions are complete, including a review of all RE-18 modifications. > The design change process has been enhanced and the new procedure issued. > The 50.59 Safety Evaluation process has been streamlined and enhanced, the new procedure issued, and training sessions completed. > Design basis owners for sections of the USAR have been assigned and they have completed reviews of their associated sections. > The Severe Accident Management project, implementation of improved Technical Specifications (ITS), and review of Emergency Operating Procedures for adequate consideration of design basis are complete. > The review of select past Engineering modifications and closed Significant Condition Reports (SCRs) has begun. > Quality standards for selected Engineering work products have been prepared and piloted. Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 7 of 45 Revision 3
Plant Performance and Reliability in addition to actions completed by Engineering in support of the recent refueling outage, the following noteworthy. actions have been completed since issuance of Revision 2: > The total number of open Plant Temporary Modifications (PTMs) was reduced from 28 to 5. > The total number of outage required " red arrows" was reduced from 25 to 6. > The total number of operator work-arounds was reduced from 21 to 9. > The System Engineering Program was improved through implementation of desktop guides, system notebooks, and a more robust system health reporting process, etc. > Long-standing plant issues were addressed on the Main Steam, High Pressure Coolant injection, Turbine Generator, and Reactor Building Ventilation systems. Equipment / component issues were addressed on the REC fan coil unit flow, SRM/lRM reliability, Z Sump seismic qualification, and DG muffler bypass valve. > Implementation of Optimum Water Chemistry Controls was begun in 1998. > Significant improvements were made in plant thermal performance, resulting in an increase in the Thermal Performance Index from 99.6 to 99.75 between February 1998 and February 1999. > The average number of items removed from the plant schedule due to lack of Engineering support declined from approximately 4 items per week in November 1997 to an average of less than 0.5 per week in January 1999. > Based on feedback from Operations and Maintenance, Engineering support during the recent refueling outage had improved as compared to prior outages. Economic Performance > An Engineering work management system has been instituted throughout the organization. This system is being used to manage the overall Engineering work load, understand the nature of emergent work, and improve effectiveness by changing the way Engineering does business. This system was a key element in the alignment of resources and tasks associated with revising this plan. > Significant funding was authorized (approximately $2M) to reduce Engineering backlog on a project basis. This project has been successful in reducing the backlog. Performance Manaaement Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 8 of 45 Revision 3
} > Continued focus by both Executive and Senior management is evident. Engineering management routinely reviews and assesses the rate of organizational progress. > In addition to the plan management actions noted above, both short and long term goals and performance indicators for each strategic area have been established as noted in Attachment 2. These metrics were enhanced and l expanded from those contained in Revision 2 of the Strategy to more completely monitor key aspects of organizational performance. Management of the Plan The Vice President of Nuclear Energy oversees and monitors execution of the Strategy. l He determines if the rate of implementation of improvements is sufficient, if the necessary performance improvements are being achieved, and concurs with the completion of Plan actions. Routine status reports, performance trends, and insights provided by oversight groups such as the Safety Review and Audit Board and the independent Advisory Group are some of the data sources that are being used to i monitor status and effectiveness of implementation. The Senior Manager of Engineering is executing this strategy with assistance and support of all Senior Managers. Routine accountability review mc stings aia held to ensure that actions are progressing and that improvements are being achieved based on the associated goals, performance indicators and milestones. Typical meeting participation includes the Senior Manager of Engineering, action owner, and Engineering supervisor and management personnel. Typical meeting content includes objective and scope of action, schedule and completion status, resource expenditures and requirements versus plan, projected completion date, and issues / barriers impeding successful implementation. Performance indicators and trends are also discussed. Actions are shown as complete in the schedule upon acceptance of the action item closure package by the Strategy Owner, in accordance with EDP-11, " Preparation, Review and Approval of Strategy for Achieving Engineering Ev.cellence Action item Closure Documents." The action item is considered closed upon completion of the independent verification of the package and subsequent approval by the Senior Manager of Engineering with concurrence by the Vice President of Nuclear Energy. Depending on the nature of the action and its desired long-term effect on Engineering performance, the Senior Manager of Engineering may decide to have an effectiveness review performed. The decision to perform an effectiveness review is documented in the closure package. Strategy action items are also tracked in the station Nuclear Action item Tracking System (NAITS) and/or the individual Engineer's work management schedule. Actions may be updated or added to the Strategy based on the results of effectiveness reviews. This was the case for some of the actions included in Revision 3. Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 9 of 45 Revision 3
I Strategic Area actions have been assigned to individuals who have a high potential to implement them successfully, i.e., action owners are typically assigned based on alignment of actions to line organization responsibilities. The Senior Manager of Engineering ensures that the strategies are effectively integrated to produce the desired overall performance improvement. In executing these responsibilities, the . Senior Manager of Engineering has the full support of CNS. Incentive plans that focus on Engineering improvement at CNS have been developed for station management, and members of Engineering management and supervision. Periodic updates on progress are provided to the NPPD Board of Directors, Nuclear Committee, Senior Managers, the Safety Review and Audit Board, Independent Advisory Board, and the Nuclear Regulatory Commission. Engineering management meets with station management on a routine basis to review the overall status of Strategy implementation and results to date. These forums provide an opportunity for our partners feed back'on the effectiveness of Engineering actions in support of site wide priorities. A project file has been established to retain key documents, such as l action item closure packages, demonstrating action status and results. This strategy and the individual activities are dynamic and further revisions will be made from time to time. Should significant emergent issues arise that warrant l reallocation of our resources, the schedule will be modified accordingly. We expect the l next significant revision of the Plan to occur in early 2000. An earlier revision may be l issued depending on the results of the Engineering self-assessment planned for mid 1999. Until that time, any interim changes to action items will be tracked in a "living" file maintained by the Strategy Project Manager. l Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 10 of 45 Revision 3
Statement of Responsibility and Commitment (Revision 3) The CNS Engineering management team accepts full responsibility to implement . defined roles and responsibilities and continually improve Engineering performance, as outlined in this Strategy. We are committed to providing this leadership and to achieving excellent Engineering performance at CNS. 1 Michael T. Boyce, Plant Engineering Manager Daniel E. Buman, Assistant Plant Engineering Manager Peter J. Donahue, Engineering Support Manager Randal K. Thorson, Assistant Engineering Support Manager Tedd M. Gifford, Design Engineering Manager James R. Flaherty, Assistant Design Engineering Manager Robert Gibson Jr., Nuclear Projects Manager Bruce J. Rash, Senior Engineering Manager The CNS senior management team acknowledges the importance of continuing improvement in Engineering performance to provide timely and high quality support of plant operations and maintenance. 'Ve are committed to support this Engineering Strategic Plan as one of our CNS Busirass Plan Site-Wide initiatives. j Concurrence: i i J. Michael Hale, Senior Manager of Site Support Richard A. Sessoms, Senior Manager of Quality Assurance Michael F. Peckham, CNS Plant Manager Paul J. Caudill, General Manager of Technical Services John H. Swailes, Vice President of Nuclear Energy i Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 11 of 45 Revision 3
i i Strategy Revision History and Development Process Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 12 of 45 Revision 3
m l Strategy Revision History CNS has implemented a detailed Engineering work management tool. This tool, which had not been available previously (prior to November 1997), was applied to Revision 0 l of the Strategy. Results indicated that the plan prepared to implement the Strategy was l unrealistically aggressive. At the same time it was determined that fundamental changes in the structure and responsibilities of ths Engineering function were necessary. In response, CNS Senior Management directed that the plan be revised (Revision 1) to address these factors. Revision 1 was developed with an assumption of currently planned and expected workloads over the next few years In the event of significant unanticipated events, the Engineering work management tool will be used to appropriately reschedule the plans in the Strategy as needed. On May 18,1998, NPPD and the NRC met in a public meeting to discuss Revision 1 of l the Strategy. During this meeting, Engineering provided presentations on several of the key Strategy actions. In turn, the NRC provided perspectives on development of the Strategy, concerns with CNS Engineering's implementation of the Corrective Action Program, the need to effectively apply " extent of condition" methodologies on l previously identified conditions or problems, and execution of the Engineering work management system. On June 19, 1998, Engineering discussed changes to the Strategy with the NRC, which were incorporated into Revision 2. These changes l resulted from additional-analysis of previously identified design basis conditions captured in the CNS Corrective Action Program, dating from a period of mid-1995 to mid-1998. As noted in Revision 2 of the Strategy, CNS Engineering anticipated the next l cignificant revision of the plan (Revision 3) would be issued in early 1999. To develop i Revision 3, lessons learned from Strategy implementation and insights gathered from assessments performed since issuance of Revision 2 were used. Revision 3 of the Strategy more fully integrates key baseload Engineering work and priorities with Strategy actions to ensure timely and effective completion. This is reflected in the Strategies that have been revised and expanded from the original four to six, more fully covering the role and responsibilities of Engineering. Strategy Revision 3 Development Process The following process was implemented to develop Revision 3 of the Strategy: Establish strategic areas that address the fundamental causes of poor performance a l and that capture the organizational responsibilities of Engineering (e.g., supporting plant performance and reliability). For each strategic area, identify the performance objectives and goals that define success and monitor progress. Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 13 of 45 Revision 3
. Identify the performance indicators for monitoring progress. Identify the current performance issues through review of the following: > Status of Revision 2 Strategy actions, > Lessons learned from implementing Revision 2 Strategy actions and from Strategy Action item closure effectiveness revimvs, > Insights from 1998 Engi aring Self-Assessments (including the Engineering Training Self-Assessment), > -1998 Licensee Event Reports (LERs) and 1998 Significant Condition Reports (SCRs) that provided insights into Engineering performance, and > 1998 Independent Assessments, including the following: / Site Wide Self-Assessment (completed in December 1998), i / NRC SALP Report (issued August 17,1998) / Institute of Nuclear Power Operations (INPO) May 1998 Evaluation, / 1998 NRC Inspection Reports, and / Recent Quality Assurance Reports. Identify the projected activities for completing the necessary actions to resolve identified performance issues and causal factors, progress towards the established performance objectives and goals, and fulfill Engineering responsibilities. Validate at each step of the Strategy development process that outstanding objectives, goals, performance issues, actions, due dates, and commitments from Revision 2 of the Strategy are captured in Revision 3. Enter Strategy action resource requirements, at the individual level, into the Engineering Work Management System, finalize the resource loaded schedule, and finalize Revision 3 of the Strategy. The results of this development process are contained in Attachment 2. For each strategic area, the associated performance objectives,1999 performance goals, current performance issues, and projected activities are shown. Outstanding action items from Revision 2 of the Strategy have been carried forward and are so noted (noted as "SFEE Rev. 2"). An additional attachment has been included (Attachment 3) that provides a correlation of Performance Objectives and Performance issues from Revision 2 the Strategy to Revision 3 to demonstrate how key elements of Revision 2 have been captured in Revision 3. The Performance Objectives included in Revision 3 correlate very closely to the objectives contained in the INPO " Performance Objectives and Criteria for Operating Nuclear Electric Generating Stations" document. This similarity is intentional to provide a more structured basis for performing self-assessments (through use of the associated INPO performance criteria) and to further ensure all performance objectives key to Engineering excellence have been identified. Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM - 14 of 45 Revision 3
\\ 4 Strategic Areas, Performance Objectives, Performance Goals, Performance issues, and Projected Activities Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 15 of 45 Revision 3
fNOCLEhR &llN6USTRi4Ll SAFETY l PERFORMANCE OBJECTIVES 1
- 1A. Indiviauals at all levels of the organization consider nuclear plant safety as the overriding priority. Their decisions and actions are based on this priority, and they follow up to verify that nuclear safety concerns receive appropriate attention. The work environment, the attitudes and behaviors of individuals, and the policies and procedures foster such a safety culture. (SC.1)
- 18. The behaviors of all personnel result in safe ~and reliable station operation.
Behaviors that contribute to excellence in human performance are reinforced to continuously strive for event-free station operations. (HU.1)
- 10. In-house and industry operating experience information is evaluated, distributed to appropriate personnel, and applied to implement actions that improve plant safety and reliability. (OE.1 1D. The Corrective Action Program (CAP) is effectively used to support continuous performance improvement through prompt identification of issues, timely and effective corrective actions to prevent recurrence, and communication of lessons learned. (SE.1.B)
PERFORMANCE GOALS (1999) Thfeshol Indicator Measure Target stretch d Number of personnel Personnel Error Rate error PIRs per 10,000 1.0 0.75 - 0.5 ..........h..o..u..r.s..w..o..r.k..e. d.......... Corrective Action Number of open category 700 625 ............. !n,ve n,t,gry,,,,,,,,,,,,,,,,,,,,A,,D.,NAES,,i,t.em,s,,,,,,..,,,850 - Problem Self-Pernnt of PIRs identified 93 % 97 % .......l.d.egti,f,ica,tio,n R, ate.,,,,,,,,,,,,,,,,by p,lan,t, staff,,,,,,,,,,,,,,,87 % Percent of evaluations CAP Evaluation Quality presented that do not 60 75 85 ........r,egy!re,,ReCARB,,,,,,, Number of ineffective ineffective Corrective corrective actions per 4.0 1.0 .5 Actions ...19A99.hp,u,rs, work,9d,,,, Percent HPCl/RCIC High Pressure inj.ection unavailable hours to 1.2% 0.9% 0.75% Unava. lability i .........Ieguired hours Emergency AC Power Percent EDG unavailable 0.8% 0.5% 0.35 % ..........Uga,va!!,ab!!,i,ty,,,,,,,,,,, h,9,urs,t9,7egu,ir,ed,h,99[s.,, Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 16 of 45 Revision 3 I
'"N5siUU5fE55tE5th505I" "N5r'c55t'NNN'UNE5il5bih' ""h"" ""{6 ..........Ug ava !I,a,b!!,i,ty,,,,,,,,,,,,,h,9,urs,t,9,reggjfed h,9,ur,s,, Safety System Number of failures over 1 0 ...... F,y nctigpal,,F ail,97,e s,,,,,,,,,,, th,e, p a st,,4,gya,qers,,,,,,,,,,,,4 Number of ISAR 0 0 0 Industrial Safely Events ,,,,12,9,o,s},, ( .......fep,97tabl,e evepts,,,,,,,,g,9,o,@,) ,,,(4 gos),,, SCAQ Effectiveness Project closure report 1/31/00 12/31/99 12/15/99 Review Proj,ect approval date i PERFORMANCE ISSUES +' implementation of the Corrective Action Program does not consistently prevent recurrence of equipment and organizational performance issues. [1D] + The infrastructure for making safety decisions is not up to industry standards (e.g., maintenance rule implementation, use of risk assessment tools). [1 A] + The number of Engineering personnel errors identified is well above established i goals, particularly in the areas of procedural adherence and work practices. [1B] j PROJECTED ACTIVITIES NUCLEAR & INDUSTRIAL SAFETY LEE Bauw n + 1.1 NAIT EFFECTIVENESS > 1.1.1 CORRECTIVE ACTION [1D] 1.1.1.1 Conduct SCR effectiveness = X X X m 2e review (1/90 thru 3/98) (3.3.i) 1.1.1.2 Outside expert review of SCR's = X X X se2 2000 (4/98 thru 12/99) (4.3.d) CAP Evaluations (corrective actions are = counted according to the product or X activity produced) CAP improvement initiatives X X = > 1.1.2 LICENSING ISSUES [1 A] Regulatory correspondence X = Interface with regulator X = LER risk evaluations X 841 = > 1.1.3 OPERATING EXPERIENCE [1C) OER evaluation Support X = Industry meetings-X = Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 17 of 45 Revision 3
NUCLEAR & INDUSTRIAL SAFETY 7,EE de La n i + 1.2 HUMAN PERFORMANCE NB1 > 1.2.1 Engineering human performance X X , improvement plan + 1.3 SAFETY PROGRAMS > 1.3.1 NUCLEAR SAFETY [1 A] Upgrade & maintain Maintenance Rule X = program EPIX implementation X 852 = Upgrade PSA model X 840 = Risk monitor program implementation X 842 1 = Update & maintain Appendix R fire X = hazards analysis Risk based application of Fire Protection X 835 = Safety evaluations X 661 = Operability determinations / evaluations X = SORC/SRAB support X = > 1.3.2 INDUSTRIAL SAFETY [1B] Station industrial safety improvement X X = plan I t i Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 18 of 45 Revision 3 i i
c-1 0' i iPEOPLEI PERFORMANCE OBJECTIVES ) 2A. A line organization with responsibility and accountability for nuclear safety and l nuclear plant operations is clearly defined and understood and is effectively l implemented. Reporting relationships, control of resources, and individual authorities support and are commensurate with responsibilities for safe and reliable station operation. (OR.1) 2B. A process exists to identify, develop, and assess, on an ongoing basis, individuals i with ma'nagement and leadership potential. Individuals are selected such that vacancies in key manager ocsitions are filled primarily through utility development efforts. (OR.3) 2C. Engineering personnel are trained and qualified to possess and apply the knowledge and skills needed to perform engineering activities that support safe and reliable plant operation. (EN.3) 2D. A systematic approach to training is used to achieve, improve, and maintain a high level of personnel knowledge, skill, and performance. (TR.1)
- PERFORMANCE GOALS (1999)
I Threshol Indicator Measure Target stretch d Percent of Authorized 88 % 94 % 98 % Staffing Level ..........S,taffj ng, l.evej,,,,,,,,, Percent of Staff Retained 90 % 95% .......(not leaving,,Q,NS},,,,,,,,,,,84% Staff Retention ESP Orientation Percent of Staff Meeting 100% 100 % 100 % ,,, jme;, Based xpect,atip.n.,,,2,1.,y,eaf),,,,,ge,,y,q,,,,,p,2,49),,, T E ...........Q u a,1,ifi, cati,99,,,,,,,,,, Position Specific Percent of Positions 100 % 100 % 100 % ,,,,M, e,tigg,Be,quirem,en,ts,,,,(,y,y,1,m,u,m}, ,,(Ts,gep,,,,,g3[pfp,g,, ...........Q u.a I,ificati,99,,,,,,,,,, e L Percent of Total Hours 5% 8% ........ Spent in Training,,,,,,,,,,,2 % Continuing Tra..ining Number of Staff With 35 38 .....S,8, /,ST.A/,Ce!),,C, lass,...,,,,,32 Plant Certification Q Fully Qualified Percent of Staff Meeting 84 % 90 % 95% Employees All Position Requ.irements Design Basis Training Project closure report 5/31/99 4/30/99 4/20/99 Upgrade Proj,ect approval date Cooper Nuclear Station Strategy for Achieving Engineering Excclience Draft 05/05/99 9:54 AM 19 of 45 Revision 3
PERFORMANCE ISSUES + Performance of Engineering personnel is mixed. Training and development of l supervisors and staff is not sufficiently implemented to gain a full understandtq of CNS design bases and processes, build necessary bench strength, and sur,Jort station needs. [2C] + Prior high staff turnover anc' personnel replacement, without CNS experience, has hindered the successful completion of the required volume of work in a high quality manner. Continued focus on retention is key to preventing recurrence. [2A/B] + Engineering roles and responsibilities have been defined and communicated, but not consistently used or reinforced. Agreement / clarification of interfacing roles (both within Engineering and with other site organizations) needs improvement. [2A/B] + Communications and site-wide teamwork are ineffective in transferring information and ensuring focus on key issues (e.g., the strategies for achieving engineering excellence have not been effectively communicated to department). [2A] PROJECTED ACTIVITIES SFEE Reg Site Base O&M Cap PEOPLE Rev 2 Com lasue Labor Line une + 2.1 STAFFING & RETENTION I2A/B1 > 2.1.1 Engineering Retention issues (1.3.a) X X X > 2.1.2 Update Engineering Succession Plan X X X (1.2.f) > Recruiting activities X 16 > Implement Engineering COOP Program X 642 + M ROLES & RESPONSIBILITIES f2A/B1 > 2.2.1 Develop & implement Conduct of Engineering procedure (roles & responsibilities, organization, interfaces, X 660 work rules, quality philosophy, people factors, etc.) > 2.2.2 Revise processes to new roles & X X 660 responsibilities (1.1.c) X X 660 > Clarify interface roles X > Implement proposed organization changes Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 20 of 45 Revision 3 L
m SFEE Reg Site Base O&M Cap PEOPLE Rev 2 Com lasue Labor Line Une + 2.3 TEAMWORK & COMMUNICATION [2A] 1 l > 2.3.1 Communicate, trend, & reinforce ESP X X X training expectations (1.4.h) l > 2.3.2 Team building with Operations, X X Maintenance, & Quality Assurance + 2.4 TRAINING & DEVELOPMENT > 2.4.1 ORIENTATION TRNG [2C/D] ] Plant access training X = Required reading X = Engineering support orientation X l = Orientation systems X = > 2.4.2 POSITION SPECIFIC TRNG [2CID) 2.4.2.1 Implement 1999 ESP training & X X X 12at = 1888 qualification plan (1.4.g) ESP position specific training X = > 2.4.3 CONTINUING TRAINING [2C/D] 2.4.3.1 In-depth problem solving X X X = seminars (1.4.e) General (all ESP) continuing training = (e.g., industry & CNS events, system X reviews, engineering lessons learned) Position specific continuing training = (e.g., qualifying backups, instrument X uncertainty, troubleshooting, etc.) > 2.4.4 MANAGEMENT & LEADERSHIP l L TRAINING [2B/C) 2.4.4.1 Manager / supervisor MAP training
- 8'
= X X X 49 (1.2.d) 2.4.4.2 INPO supervisor seminars (1.2.h) X X X l = 2.4.4.3 Qualify additional SORC X X X = members (1.2.g) Management training (beyond MAP) X X 49 = SFEE Reg Site Base O&M Cap I PEOPLE Rev 2 Com i u. Labor Line une Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 21 of 45 Revision 3
> 2.4.5 ENGINEER PROFESSIONAL DEVELOPMENT [2C] 2.4.5.1 Plant certification trainirg (1.1.g) X 'E X X 589 = 2.4.5.2 Upgrade & implement design X X X = basis training (1.4.b) 2.4.5.3 Engineer professional X X X = development (1.4.c) 2.4.5.4 Project management training X X X = (1.4.f) > 2.4.6 EMERGENCY RESPONSE TRAINING X [2A] l Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 22 of 45 Revision 3 )
- DESIGN & LICENSING BASIS CONTROL PERFORMANCE OBJECTIVES 3A. Engineering activities are conducted such that equipment performance supports safe and reliable plant operation. Engineering provides the technical information necessary for the plant to be operated and maintained within the operating envelope defined by plant safety analyses, design, and design basis. (EN.2) 3B. Engineering procedures and documents are clear and technically accurate, provide appropriate direction, and are effectively used to support safe and reliable plant operation. (EN.4) 3C. Station (engineering) activities are effectively managed so plant operation and configuration conform to the design and remain within the bounds of analyzed conditions. (PS.1)
PERFORMANCE GOALS (1999) Threshol Indicator Measure Target Stretch Percent of Screens /Evals 96 % 99 % Safety Evaluation Quality......Accep,ted,by,SQ,RC.,,,,,,,,,90% Engineering Product Percent of Products 96 % 99% O.u.a.l jt y,,,,,,,,,,,,,,,,,,,,Apcep,ted,by,SO,R,C....,,,,,90% Percent of Products 85% 95% Mee, ting E3pecta,tiggs,,,,,,,,70% SERG Quality Trend Engineering Improvement Percent of WBS Projects 90 % 100% .....P,rpjg c,t s,M,il e s,tg n e s,,,,,,,C,pJ,gpt,etpd og,Schgdu,le,.,,,,,80% Engineering Process Percent of Processes 84 % 90% 95% ..............H e al,th,,,,,,,,,,,,, ,,,,,Mee,tigg,Expecatig,0s.,,, Open Engineering Number of Open EWR/ 425 350 300 Configuration Documents CEP/DCN/ Mod Comp Rpt j I PERFORMANCE ISSUES + Controlled documents (e.g., USAR, DCD's, procedures, etc.) are not consistently updated during the conduct of engineering activities. [3A/B/C) + Work products do not have adequate supervisory or peer review prior to issuance to ensure that they meet quality standards, conform with procedural requirements, j i have the appropriate level of detail and Engineering rigor, and to determine where management attention needs to be applied to improve performance. [3A/B] + The hierarchy and level of complexity of Engineering processes and procedures are j Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 23 of 45 Revision 3 l 1.I A.
not commensurate with the qualification and experience of the Engineering staff. [3B] + Design and license bases information is not readily accessible, maintained current, or consistently uucumented. [3B] PROJECTED ACTIVITIES DESIGN & LICENSING BASIS CONTROL LEE lac ft S P 1, + 3.1 ENGINEERING PROCESSES & PROCEDURES [3B] > 3.1.1 Translate safety analysis inputs & assumptions to engineering processes & X 'E X 658 programs (3.3.g) > 3.1.2 Upgrade configuration control X X X 660 processes (3.4.e) > 3.1.3 Configuration change process phase 2 X X X (3.2.d) > 3.1.4 Review engineering procedure X X hierarchy > 3.1.5 Revise engineering processes based on Conduct of Engineering procedure & X X review of engineering procedure hierarchy + 3.2 ENGINEERING PRODUCT QUALITY [3A/B/C] gtj > 3.2.1 Incorporate engineering standards X X X into processes (3.1.c) > 3.2.2 SERG review of modifications (3.2.b) X $X X 640 X > SERG support > SERG transition X + 3.3 DESIGN & LICENSE BASES > 3.3.1 DEVELOPMENT & IMPROVEMENTS [3B] '2/3 3.3.1.1 USAR rebaseline project (3.3.a) X X 12 = 3 3.3.1.2 EOP/ design basis review (3.3.e) X comp X X 770 = DESIGN & LICENSING BASIS CONTROL ? S EE S Ba t. 3.3.1.3 Improve engineering information X X X = Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 24 of 45 Revision 3
i databases (3.4.d)[ AID) '2r3 3.3.1.4 Review past modifications (3.3.d) X X X = 3 3.3.1.5 Phase 2 backlog reduction = X comp X 641 project (2.3.d) 3.3.1.6 Conduct SSF1-type inspection om = X X X 159 39,, (3.3.f) 3.3.1.7 Update piping specs 694 = 3.3.1.8 Unauthorized modifications em = X 674 1999 follow-up Upgrade seismic response spectra 678 = program Upgrade HELB calculations 771 = Update flooding calculations 769 = SQUG/A46 license basis changes 677 = Develop new DCDs 13 = Upgrade fuse control program 713 = Develop supercalc program 692 = > 3.3.2 IMPLEMENTATION [3A/B/C] DCD annual update X = USAR revisions X = Calculations X = Engineering database maintenance X = NFPA code reviews X 858 = Severe accident management guideline X 751 7 = maintenance Codes & standards maintenance X 820- = DCN revisions X = > 3.3.3 MARGIN IMPROVEMENT ACTIVITIES [3A/C) em 3.3.3.1 Containment analysis upgrade 1028 = 717~ 3.3.3.2 EDSA upgrade 739 = SAFR/GESTAR 676 = Control Room dose evaluations 656 = Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 25 of 45 Revision 3
lPLA'NTPERFORMANCE & RELIABILITY .,o PERFORMANCE OBJECTIVES 4A. Engineering ~ activities are conducted such that equipment performance supports safe and reliable plant operation. Engineering provides the technical information necessary for the plant to be operated and maintained within the operating envelope defined by plant safety analyses, design, and design basis. (EN.2)
- 48. Equipment performance and materiel condition support safe and reliable plant operation. This is achieved using a strategy that includes methods to anticipate, prevent, identify, and promptly resolve equipment performance problems and degradation. (EQ.1)
PERFORMANCE GOALS (1999) Threshol Indicator Measure Target Stretch Engineering Support Average Number 12 1 25 0.5 0.2 ......... 9.f..P,l a n,t,,W,9,rh,,,,,,,,, ,,,Weeh Sph,edu,le,B[ea,h,s..,,,,,,,. Percent of Systems 90 % 95% System Health Reports .....Me,9, ting,E,xpectat,iggs,,,,,,,,84% Number of Open Control Room Challenges.....UM/,,QWNRA/,,T,Q,,,, C Engineering Improvement Percent of WBS Projects 90% 100 % ......P,rgjec,ts,M,ilestgn,es,,,,,,,,C,p.mpi,eted,,gn,Schedu,le,,,,,,80% Percent of Programs 84 % 90% 95% Program Health Reports Meeting Expectations PERFORMANCE ISSUES + The quality and timeliness of engineering support for plant activities is inconsistent. [4A] + Known system and equipment issues challenge plant performance. These issues include recurring problems, as well as long-standing and emerging issues. [4B] + Some programs are not aggressively used in predicting component performance and planning maintenance activities. The implementation of other programs, particularly those involving equipment performance monitoring, is not always effective in identifying degraded conditions in a timely manner. [4A/B] Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 26 of 45 Revision 3
i PROJECTED ACTIVITIES PLANT PERFORMANCE & RELIABILITY LEE SRe 1. Lak + 4.1 PLANT SUPPORT > 4.1.1 POWER OPERATIONS [4A/B] 4.1.1.1 Engineering support of plant X = operations & maintenance 4.1.1.2 On-line modifications = X var vu development & implementation > 4.1.2 OUTAGE OPERATIONS [4B) 4.1.2.1 Engineering outage support X X = 4.1.2.2 Outage modifications X X var var = development & implementation > 4.1.3 EMERGENCY RESPONSE SUPPORT [4A] Emergency drills X = Emergency scenario development X 934 = + 4.2 PROGRAM. SYSTEM & EQUIPMENT PERFORMANCE > 4.2.1 DEVELOPMENT & IMPROVEMENTS [4AIB) 4.2.1.1 Improve system engineering X X X 175 = im tools (1.1.k) 4.2.1.2 Develop 6 year system y y y imi = im improvement plans (1.1.o) 4.2.1.3 AOV program upgrade X 827 = 4.2.1.4 Develop I&C set point control X 738 = program 4.2.1.5 SW sitting issue X X 15 = 4.2.1.6 Y2K project ,1 X 791 7 = 8 4.2.1.7 Upgrade GL 89-13 program X f3 = 4.2.1.8 Instrument uncertainty project '"d X 738 = 3 Establish program notebooks X = Develop system / equipment / component X = trend plans Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 27 of 45 Revision 3
y 4 : PLANT PERFORMANCE & RELIABILITY LEE f He e Lak lmprove interfaces & develop y = troubleshooting guidelines Improve engineering involvement in y = station work management process Upgrade EQ program X 854 = Relief valve testing program X = Develop post-maintenance testing X = guidance MOV valve program upgrade X 33 = Check valve program upgrade X 25 = improve PM program guidance X = UpdateNalidate Checworks X 855 = Improve shielding & scaffolding X = programs Upgrade system health evaluation X = process Update & rebaseline ISI/IST programs X 828 = 832 (ANil review) = Upgrade small bore erosion / corrosion X 839 Establish instrument drift program 736 = TRM instrument calc upgrade 737 = lmplement plant aging program 739 = > 4.2.2 IMPLEMENTATION [4A/B] 4.2.2.1 System Monitoring & Trending = (e.g., health reports, walk-downs, X notebooks,6 year plan, etc.) 4.2.2.2 Component Monitoring & X = Trending 4.2.2.3 Engineering Program = implementation (e.g., MOV, AOV, ISI, X 826 etc.) Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 28 of 45 Revision 3
I 1 1 ECONOMIC PERFORMANCE PERFORMANCE OBJECTIVES 5A. Work is identified and selected based on value to maintaining safe and reliable plant operation. Work is planned, scheduled, coordinated, controlled, and supported with resources for safe, timely, and effective completion. (WM.1) SB. Cumulative resource expenditures (personnel hours and contract cost) and the rate of expenditure are within planned and approved budget projections. SC. Investments in the facility are carefully considered for maximum utilization of station assets. PERFORMANCE GOALS (1999)
- '[ '
Target Stretch Indicator Measure l Engineering Schedule Percent of Scheduled 60% 75% 85% ,,,,A,tivitips C,gJnp1,eted,,,,, ............Ad.he r nce,,,,,,,,,,, c e Percent of Overtime 5% 0% .........t,q, Base H,qurs,,,,,,,,,,,,10% Overtime Actual Percent Variance J Budget Performance ...........Fr,g m,,By,d ge,t.,,,,,,,,, Percent of Maximum Thermal Performance 94.5 % 96 % 97.5 % Achievable Performance PERFORMANCE ISSUES + Priorities, schedules, and resource assignments are not effectively managed such that high quality Engineering work is completed as planned, plant activities are supported, commitments are met, and available resources are assigned to high value work. [5A] + The Engineering Work Management System is not being effectively used to plan and schedule work. Initiation of new Engineering work is not carefully controlled and integrated with existing work commitments. (SA) + Effective contractor management is not consistently imolemented. [5B] + The impact of economic resource decisions on approved budgets is not clear and is not effectively managed. [5B/C] + There is no comprehensive plan for maximizing long-term plant output, efficiency, and life span. (SC] Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 29 of 45 Revision 3
PROJECTED ACTIVITIES ECONOMIC PERFORMANCE 7,y ?inl EE S Bau a 1, t. n + 5.1 RESOURCE MANAGEMENT j i > 5.1.1 DEVELOPMENT & IMPROVEMENTS [5A] 5.1.1.1 Evaluate & enhance site = prioritization process (2.2.c) Common set of work management X = categories Understand / define emergent work X = i Evaluate engineering involvement in X = station work control process > 5.1.2 IMPLEMENTATION [5A/B] 5.1.2.1 Evaluate work = inventory / eliminate low value work X X X (2.3.b) Business planning activities X = Budget control activities X = Miscellaneous activities (vacation' X = medical, etc.) + 5.2 STRATEGIC INITIATIVES [5C] j > 5.2.1 Implement EBS (3.4.h) X X X 14 > 5.2.2 Implement optimum water chemistry X X 3 > 5.2.3 Appendix J option B implementation X X 838 > 5.2.4 Life cycle management X > Thermal performance (MWe output) X improvement > Power uprate X 68 > License renewal X Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 30 of 45 Revision 3
PERFORMANCE MANAGEMENT; PERFORMANCE OBJECTIVES 6A. Engineering managers, by leadership, commitment, and example, establish high standards of performance and align the engineering organization to effectively implement and control engineering activities. (EN.1)
- 68. ' Self-evaluations [and independent assessments] are used to compare actual performance to industry standards of excellence and managemelt's expectations to identify and correct areas needing improvement. (SE.1 A/C)
PERFORMANCE GOALS (1999) Washol Indicator Measure Target Stretch Percent of Feedback Customer Feedback 70% 85 % 95 % .....Mee,tigg, E,xpe,ctat.iggs.., Percent of Assessment Self-Assessment Actions Completed 70% 85% 95%
Response
.......WI.thgut,Exte,nsi,99,,,,,, Percent of Assessment Quality Assurance Actions Completed 70% 85% 95%
Response
.......W.i.thg it,E,xtepsi,gg,,,,,, Percent o1 Observations 1.0 1.6 Management Observation.....t,9,Tgta,1,Manag,emept,,,,,,,,,,0. 6 Percent of Observations 0.6 1.0 1.6 Tra..ining Observation to Total Management PERFORMANCE ISSUES + Expectations for performance by managers, supervisors and staff personnel are not effectively established, ciently communicated, or consistently reinforced. [6A) + Goals, measures, benchmarking, and performance indicators are not consistently used to review performance and implement proactive corrective measures for those areas that do not meet defined standards or are experiencing declining performance. [6A) + Self-assessment is. not effectively used to achieve sustained performance improvement. [68) + Change management is not effectively used to establish infrastructure to ensure sustained performance. [6A] - Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM 31 of 45 Revision 3
-~ e PROJECTED ACTIVITIES S' ^ PERFORMANCE MANAGEMENT 7,EE , ue La e
- < 6.1 PERFORMANCE MANAGEMENT [6A]
> 6.1.1 Quarterly individual performance X X X review (4.2.d) > 6.1.2 Organizational performance review X X X (4.2.a-c) > On-going performance indicator X development & maintenance > Develop & communicate Engineering X performance management expectations
- < 6.2 SELF-ASSESSMENT [68]
> 6.2.1 Design bases knowledge assessment X comp X X (1.4.a) > 6.2.2 Develop & implement 1999 self-X 47 assessment plan > 6.2.3 Mid-cycle engineering evaluation ',*d' X 47 > INPO evaluation (spring 2000) X > Cyclic station self-assessment X 47 > Self-assessment support X 47 > Develcp Engineering continuous X In'provement process > QA audit support X > QA response & follow-up X
- < 6.3 BENCHMARKING [68]
> Maintenance rule X > Configuration control X > ESP training X > Systern engineering X > Benchmarking support X i Cooper Nuclear Station Strategy for Achieving Engineering Excellence i Draft 05/05/99 9:54 AM 32 of 45 Revision 3
\\ \\ Correlation of Revision 2 and 3 Strategy Performance Objectives and Performance issues Cooper Nuclear Station Strategy for Achieving Engineering Excellence Draft 05/05/99 9:54 AM Page 33 of 45 Revision 3
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