ML20207P654
| ML20207P654 | |
| Person / Time | |
|---|---|
| Site: | Sequoyah  |
| Issue date: | 01/05/1987 |
| From: | Gass K, Knightly J, Stewart D TENNESSEE VALLEY AUTHORITY |
| To: | |
| Shared Package | |
| ML20207P454 | List: |
| References | |
| SWEC-SQN-48, SWEC-SQN-48-R01, SWEC-SQN-48-R1, NUDOCS 8701160373 | |
| Download: ML20207P654 (9) | |
Text
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TVA EMPLOYEE CONCERNS REPORT NUMBER: SWEC-SQN-48 SPECIAL PROGRAM REPORT TYPE: Sequoyah Nuclear Plant Element REVISION NUMBER: 1 TITLE: SQN Operational Readiness Review l
l REASON FOR REVISION: To incorporate TAS and SRP comments SWEC
SUMMARY
STATEMENT: The items in this report were identified by the Institute of Nuclear Power Opecations (INPO) and were included in the Stone &
Webster Engineering Corporation (SWEC) systematic analysis. All items evaluated 1 within this report were verified to be adequately addressed. g PREPARATION PREPARED BY:
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$fY $ # N SIGNATURE DATE CONCURRENCES CEG-H: /.2/9/f4 SRP: h 1? kt444.dt /- 5 'F7 SIGNATURE DATE j SIGNATURE'* DATE APPROVED BY:
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DATE N/A MANAGER OF NUCLEAR POWER DATE CONCURRENCE (FINAL REPORT ONLY)
- SRP Secretary's signature denotes SRP concurrences are in files.
2742T 8701160373 870109 PDR ADOCK 05000327 P PDR ,_
TENNESSEE VALLEY AUTHORITY WATTS BAR NUCLEAR PLANT EMPLOYEE CONCERNS TASK GROUP OTHER SITES CEG Element
Title:
SQN Operational Resdiness Review SWEC Concerns: A02851121003-001
-002
-003
-004
-005
-006
-007 Source Document: SQNOperationalReadinessReview{As 851113016)
Report Number: SWEC-SQN-48 9
Evaluator: WE _& k f. G Plul._$ /A- Y- VG R. C.vBirche11 Date 2
Reviewed By: Ob d J. J. Knightly ' Date Approved By: Os/ Q / 9!f(o A. G. Debbde Date '
18411
Report SWEC-SQN-48 I. INTRODUCTION An operational readiness review of Sequoyah Nuclear Plant (SQN) was conducted by the Institute of Nuclear Power Operations (INPO) the week of October 28, 1985. The objective of the readiness review was to
-perform an independent assessment of SQN's self-evaluation and the resulting efforts initiated by SQN site management in preparation for returning the units to service. The review team identified several areas of concern. These are addressed as issues in the Stone & Webster Engineering Corporation (SWEC) systematic analysis, as follows:
- 1. A02851121003-001, Poor corporate, site directors and individual supervisor communications with employees.
- 2. A02851121003-002, Poor maintenance department relations with the NRC resident inspectors.
- 3. A02851121003-003, Poor accountability of service organizations,
- e.g., the Office of Engineering.
- 4. A02851121003-004, Lack of root cause determination.
- 5. A02851121003-005, Concern about the level of industrial safety operating experiences for lower tier personnel.
- 6. A02851121003-006, Safety Parameter Display System (SPDS) training for shift technical advisors (STAS).
I 7. A02851121003-007 Review of preoperational test open items.
Information on the background, corrective actions taken, verification methodology, verification analysis, completion status, and pertinent references for these seven issues are included in this report.
i ,
II. VERIFICATION OF SWEC ISSUES A. Background The review team identified the following concerns (Reference 1):
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- 1. A02851121003-001, Employee Communication Additional emphasis needs to be placed on employee communications by all levels of management onsite. Individual sections need to develop a greater appreciation of the necessity of employee involvement and understanding in meeting the station objectives. This was most apparent in the operations group where a number of important initiatives did Page 1 of 7
not appear to.have been effectively communicated, i.e., the engineer licensing program, the regulatory bases for the two-unit shutdown for environmental qualification, the schedule for returning the units to serv.it.e.
Station employees would benefit from improvements in corporate communications to news media. Employees feel e.ttempts are not made to inform station employees of items which affect Sequoyah before they are released to the media. Top nanagement speaking (or video presentations to all employees) when needed to communicate programs, goals, or problem areas would help in this area.
- 2. A02851121003-002. Maintenance Group /NEC Interface-The interface is not positive. The only way to change is to inform / communicate / train the NRC resident inspectors.
Maintenance needs to be proactive and take the initiative.
- 3. A02851121003-003. Accountability Improve the assignment of responsibilities and accountabilities at all levels, particularly in the corporate design area.
Project schedules have to be realistically established and adhered to by the responsible managers.
-4. A02851121003-004, Root Cause Determination The program for root cause identification should be formalized to ensure that the root cause of an incident is truly determined and the cause corrected.
- 5. A02851121003-005, Operating Experience Ensure that applicable industry operating events are disseminated to lower echelon workers. Some foremen i interviewed did not know of recent industrial accidents '
involving fatalities. The industrial safety portion of the operation experience program is not handled as formally as the other portions of the program.
- 6. AP -31121003-006. Safety Parameter Display System Training l
l The shift technical advisors require training on the Safety Parameter Display System to allow them to operate this system for the Technical Support Center personnel.
. 7. A02851121003-007. Review of Preoperational Test Open Items The outstanding preoperational test open items need to be reviewed and a determination made that their status does not constitute unreviewed safety questions.
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B. Corrective Actions Taken l
- l. l l 1. A02851121003-001. Employees Communications l l
SQN has implemented a program of " walking your spaces" for site l supervisors to increase their visibility in the work places and I communications with employees. In addition, upper-level l management continues to stress improved communications to the i supervisors in the management staff meetings. The use of l on-site newsletters and the TVA Nuclear Dispatches have also l increased the lines of communications with employees. l Additionally, the ECTG Management and Personnel Report 70600, i
" Management Techniques," addresses corrective actions for i employee communications as follows: l I
ONP has a long term management development plan . . . . It i is the training / development phase of the long range plan for l ONP management that speaks most directly to the issues I evaluated in this subcategory. ONP is developing l responsibility and accountability profiles (RAPS) which will I serve to define the responsibilities of individual managers l and to provide standards against which to evaluate their i performance. Placed prominently among these standards will l be the ability to exercise the managerial communication l skills that have been so glaringly inadequate in the TVA 1 nuclear program. l lR1 To provide training in these skills, ONP will make use of l managerial training programs available through TVA, courses l developed within ONP that focus specifically on skills l needed by nuclear managers, and courses made available by l bringing in management trainers from outside TVA. Much l effort will also be placed on giving managers assignments l which will allow them to most efficiently develop on the l job, the skills learned in the classroom. l 1
- 2. A02851121003-002. Maintenance Group /NRC Interface I
'l Weekly meetings under the direction of the SQN Maintenance l Superintendent are now held with the NRC resident inspectors at i SQN. SQN maintenance personnel stated to ECTG that the l meetings are helping assure timely communication of concerns, l activities, and plans. Interfacing with these meetings are the l activities and reports of the SQN Component Failure Trending l Program. The manager of this program stated to ECTG that a key I objective is to raise information out of the maintenance l organizations so that it can be understood and reported to NRC l and INPO personnel as well as to plant management. l l
- 3. A02851121003-003. Accountability l l
The Sequoyah Nuclear Performance Plan identifies the following l actions to increase responsibility, accountability and I authority: l Page 3 of 7
As described in the revised Corporate Nuclear Performance Plan I (CNPP) the lines of. authority and responsibility have not- l always been clear. To correct this problem, a position l description (PD) is being developed for each management l-position throughout the Office of Ntelear Power (ONP), l including those at Sequoyah. These de?criptions are being I
' written to avoid overlapping responsibi11 ties and to ensure l that necessary functions are assigned. ThJy will be reviewed l by a team of top level managers and outside contractors and l they will be in place prior to Sequoyah restart. This will I
- help to ensure that Sequoyah managers know their areas.of I responsibility and will be accountable for the safety . l technical adequacy, and quality of their work. .TVA is I committed to provide the authority and resources Sequoyah l managers need to perform their work. The SQN specific items to l improve performance include
- l l
Beginning in FY 1987, the rating and pay of managers will l depend on. comparison of their performance.against assigned l duties as defined in the newly developed position l descriptions. This will be accomplished by including key PD l elements for each manager in his/her Management Appraisal l System objectives. Performance of managers will be measured I atfleast annually to determine pay increases consistent with l manager performance. IR1 1
Comparison of performance against plant goals is monitored l by a formal trending program, and results are reported in l the Monthly Plant Performance Report. In fiscal year 1986 l these goals are being broken down, where possible, by plant i organizational unit, and performance reported in the monthly l report in this manner. l l
Maintenance foremen, for example, are being made more l accountable for the work of their crews through performance I reporting. Maintenance management is recording incidents of l both good and bad performance by individuals in each l maintenance' crew. The performance reports are filed 'l according to the crew foreman so that a record of how many I times, if any, a specific foreman's crew has violated plant l requirements will be readily available. This reporting l system will significantly assist in measuring foreman's l performance. A foreman's handbook which delineates the l responsibilities and duties of nuclear plant foremen has l been isrued. l I
- 4. A02851121003-004 Root Cause Determination l I
SQN's. corrective action is described in the Nuclear Performance l Plan, Volume 2, as follows (commitment item number 20): l Page 4 of 7
Each significant condition adverse to quality (CAQ) will be l l individually analyzed to determine its root cause to l recommend action to remedy that cause, and categorized such I as responsible group for.cause, type of condition, type of I deficient item, and immediate cause. Adverse trends will be l ,
evaluated to determine their root cause and to recommend l action to remedy that cause to enable management to perform I its own assessment and ensure that appropriate remedial l action is implemented. I l
The program for root cause determination has been placed under l the direction of the SQN plant manager, and is monitored using I the compliance licensing tracking system - CATS No. 85475. l
. l R1
- 5. A02851121003-005, Operating Experience 1 1
The SQN Safety Section has been instructed to ensure that I applicable industry experience information dealing with I industrial safety is disseminated to all plant sections for use l in safety meeting discussions. . Plant managers will emphasize l the use of this material in periodic safety meetings. SQN has l been asked to provid9 a revised response to ECTG's Industrial I Safety Subcategory Report 90100, " Management of Safety as l Related to Industrial Safety" which provides recommendations l for the structuring and functioning of TVA site safety l organizations to emphasize safety communications to workers at I all echelons. The status of SQN's response is being tracked l l
under CATD 90100. l 1
- 6. A02851121003-006. Safety Parameter Display System (SPDS)
Training All shift technical advisors qualified to stand shift have been trained on the SPDS. The user manual has been supplied to the main control room and technical support center and is '
controlled by site procedure SQE-13. The Commitment Action Tracking System (CATS) item 85463 has been closed.
- 7. A02851121003-007. Review of Preoperational Test Open Items TVA has commited (reference 2) to NRC to perform a review of open preoperational test items before restart. This is being tracked on both the Corporate Commitment Tracking System (CCTS). NCO-85-0115-001 and the Commitment Action Tracking System (CATS 85464). NRC inspection report 50-327, 328/86-12 (reference 3) identifies the CCTS item, and the operational readiness review (reference 1) identifies the CATS item.
C. Verification Methodology The SWEC concerns identified for ECTG verification were stated, as follow:
l
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RIMS # ISSUE RIMS ITEM A02851121003 Poor employee communication RIMS-001 A02851121003 Maintenance Group /NRC Interface RIMS-002 A02851121003 Accountability RIMS-003 A02851121003 Root cause determination RIMS-004 A02851121003 Operating Experience RIMS-005 A02851121003 Safety Parameter Display Section RIMS-006 Training A02851121003 Review of Preoperational Test RIMS-007 Open Items ECTG reviewed the Sequoyah Compliance Licensing files for correspondence related to this issue. The status of corrective actions was determined through review of the corporate and SQN commitment tracking systems and through discussions with plant personnel. This review formed the basis for this verification activity.
D. Verification Activity RIMS items -001 through -005 were identified by the operational readiness review team as areas of concern and did not require any formal response identifying corrective actions. RIMS items -006 and -007 were identified as areas requiring attention before restart. The status for each item is as follows:
- 1. A02851121003-001. Employee Communications The corrective action identified in section B.1 is adequate and is being implemented.
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- 2. A02851121003-002, Maintenance Group /NRC Interface The corrective action in section B.2 is adequate and is being implemented.
- 3. A02851121003-003, Accountability The corrective action in section B.3 is adequate and is being implemented.
- 4. A02851121003-004 Root Cause Determination Correction action has been identified and will be completed before restart.
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- 5. A02851121003-005. Operating Esperience 4 Additional corroctive action for section B.5 hcs been requested (ECTG CATD 90100-).
- 6. A02851121003-006. Safety Parameter Display System Training Corrective action has been completed for this item.
- 7. A02851121003-007 Review of Preoperational Test Open Items Corrective actions have been identified and are being tracked to ensure completion. The corrective actions will be completed before restart.
E. Completion Status For items -001, -002, -003, -004, -006, and -007 adequate -!
corrective actions have been identified, tracked and for some items lR1 completed. Corrective action for item -005 is being tracked under i Industrial Safety 90100. These SWEC concerns are closed. l
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III. REFERENCES
- 1. INPO Report, "Sequoyah Special Assist (Operation Readiness
- Review)," dated November 7, 1965, H. A. Audio to P. M. Beard
- 2. TVA memorandum, dated November 14, 1985 W. T. Cottle to H. G. Parris
- 3. NRC Inspection Report 50-327, 328/86-12, dated April 25, 1986, -
John A. 01shinski to S. A. White i
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