ML20210A194
| ML20210A194 | |
| Person / Time | |
|---|---|
| Site: | Rancho Seco |
| Issue date: | 09/03/1986 |
| From: | Julie Ward SACRAMENTO MUNICIPAL UTILITY DISTRICT |
| To: | Eisenhut D Office of Nuclear Reactor Regulation |
| References | |
| JEW-86-399, NUDOCS 8609170100 | |
| Download: ML20210A194 (10) | |
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SACRAMENTO MUNICIPAL UTILITY DISTRICT C P. O. Box 15830, Sacramento CA 95852-1830,(916) 452-3211 AN ELECTRIC SYSTEM SERVING THE HEART OF CALIFORNIA September 3,1986 JEW 86-399 I
Director of Nuclear Reactor Regulation ATTN: Darrell G. Eisenhut, Director Division of Licensing U. S. Nuclear Regulatory Commission Washington, D. C.
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Dear Mr. Eisenhut:
This is the first in the series of monthly reports on the status of the Action Plan for Performance Improvement at Rancho Seco.
The Action Plan describes the comprehensive effort to prepare Rancho Seco for restart in early 1987.
Currently, over 1500 employees and contractors are implementing more than 3000 action items covering a wide spectrun of modification, maintenance, inspection, training, procedure development, administrative and management improvement issues. The goal is improved safety and more reliable operation.
The attached report is intended to keep you, as holders of our Action Plan, current on our progress.
Sincerely, Wh /
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. Ward Deputy General Manager, Nuclear Attachment 8609170100 860703 j
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I DISTRICT HEADQUARTERS O 6201 S Street, Sacramento CA 95817-1899
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SACRAMENTO MUNICIPAL UTILITY DISTRICT C 6201 S Street, P.O. Box 15830, Sacramento CA 95852-1830. (916) 452-3211 AN ELECTRIC SYSTEM SERVING THE HEART OF CALIFORNIA i
RANCHO SECO ACTION PLAN FOR RESTART REPORT FOR-THE PERIOD JULY 3 TO AUGUST 18, 1986 Prepared By:
J. E. WARD DEPUTY GENERAL MANAGER, NUCLEAR I
RANCHO SECO NUCLEAR GENERATING STATION E 14440 Twin Cities Road, Herald, CA 95638-9799;(209) 333 2935
I.
INTRODUCTION This report highlights the progress in implementing the " Action Plan for Perfornance Improvement" at the Rancho Seco Nuclear Generating Station. The Action Plan was submitted to the NRC on July 3,1986 and this is the first of the committed " monthly reports." The period covered is the month of July through mid-August.
II. ACTION PLAN PROGRESS 1.
Changes and Revision to the Action Plan No changes or revisions were issued during this period, although material is being gathered for submittal as an Amendment to the Action Plan in September. The first major change is as a. result of the decision to install the Emergency Feedwater Initiation and Control (EFIC) system as the appropriate Auxiliary Feedwater ( AFW) control scheme that is independent of the Integrated Control System (ICS). The second major area of change involves additional d,etail regarding the expanded System Review and Test Program (SRTP) which is now functioning with assigned Systems Engineers who are dealing with input from the Plant Performance and Management Improvement Program (PP&MIP). These are elements of the Action Plan.
The PP&MIP is defined by QCI-12, which has also had a significant revision (Rev. 1) in that it now directs systems related recommendations from the RRRB directly to the Systems Engineer for consolidation and integration prior to submittal to the Performance Analysis Group (PAG) for prioritization and disposition. This process is in place and has proven to be effective on the first systems which have reached that phase of the Systems Review program.
2.
New Issued Affecting Restart Weekly reports are prepared by the DGM-Nuclear and submitted to the District's General Manager. New issues which could impact the restart are identified in those reports and are summarized below.
a.
Leak in the "B" Decay Heat Pump casing.
Following efforts to expedite delivery of a new pump, it was determined that the source of leakage was an attached drain line.
Repairs are underway to that line and a major effort to shutdown a Decay Heat System for repair has been avoided.
b.
"0" rings, installed in some of the large snubbers on the Reactor Coolant Pumps, have exceeded their vendor defined service life.
l Efforts are underway to define which of the snubbers are actually required, and to expedite overhaul of those remaining.
Expectations are that this project will not affect restart.
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c.
Motor Operated Valve Actuators. Approximately thirty of the MOV operators were inspected as part of an industry wide NRC directed s u rvey.- The initial inspection identified enough discrepancies to warrant expanding the program to overhaul all of our MOV's.
An aggressive program is being implemented which will utilize the sophisticated MOVAT's equipment to test and calibrate the overhauled operators and reconditioned valves. The training and preparations now underway are intended to provide a comprehensive program which will be able to be completed without impacting the restart schedule.
d.
In preparation for OTSG Tube Sleeving, eddy current inspection has been performed on 9% and 24% of the tubes in the "A" and "B" OTSG's respectively. Eight additional tubes will be plugged in each OTSG.
This is not expected to inpact the restart schedule.
e.
The teardown inspection of the "A" Diesel Generator found that the number five cylinder wrist pin bearing was failed. The root cause was determined to be poor lubrication at the time of initial start, following its previous teardown inspection. The engine has been reassembled and is being prepared for testing and return to service.
f.
Sleeving of 254 tubes in the B-0TSG has passed the halfway point.
This initial effort has had some startup problems which have caused it to be behind schedule by several days. As the project proceeds along the learning curve, it is expected that the time will be 4
recovered, and the schedule will not be adversely affected. On a recent day, 30 sleeves were inserted. When the project was committed, an average of 20 sleeves per day was anticipated. To date, the average is 12 per day.
It is too early to evaluate impact on the restart schedule.
g.
Discovery of a wedge in a pipe support, located on the "B" Decay Heat System, has prompted the reverification of the IE Bulletin 79-14 walkdown program on a statistically significant sampling of eighty related hangars. No other wedges were found and it is believed that a unique configuration allowed the wedge to remain inplace from initial construction.
f 3.
Closure of Action Plan Issues No issues have been resolved to the point of closure by the NRC.
These issues are identified within the Action Plan itself, and specific commitments have been made which will result in developing the documentation supporting closure. The' Quality Assurance Department is loading all of the items, commitments, issues, into the " QTS," a computer l
based tracking system. This program will be operating during August and will document the status of the closure package. At a meeting with the NRC/NRR on August 14th, a discussion regarding the details of the closeout process was held. The NRC is developing their process and the District is i
preparing a submittal which describes the schedule, as well as the additional technical information, and documentation that will be provided to justify closure of issues. l L
o 4.
Systematic Assessment Program This program provides the input to the QCI-12 " Plant Performance and
' Management Improvement Program." The program is well along, as shown in the following discussion of each input area.
a.
December 26, 1985 Event Analysis A total of 150 analyses, studies, repairs, and modifications were initiated to investigate and recover from the overcooling event.
These resulted in approximately 400 recommendations, which have been submitted to the RRRB for review and processing. This. entire effort is 95% complete, with final closure not expected until October, b.
B&W Owners Group SPIP The Safety and Performance Improvement Program (SPIP) is the new name for what the Action Plan identifies as the B&W Dwners ' Group (BWOG)
"STOP-TRIP" program. The program has provided 37_ recommendations of an expected 140, the balance of which may not be available until the first quarter of 1987. To date, only six of these recommendations have been prioritized for restart, and those'had already been 5
anticipated within other efforts of the PP&MIP.
It is not expected i
that there will be any adverse impact on' restart due to the SPIP schedule. Close interfacing by the District's representatives allows committed projects to encompass the recommendations as they are being developed, i.e., prior to their fornal transmittal by the BWOG.
I c.
Precursor Document Review l
Approximately 1350 documents, applicable to Rancho Seco, have been reviewed to determine.the appropriateness of previous reviews and implementing actions. This review was completed on August 20th and approximately 400.. recommendations were, submitted to the RRRB in accordance with, the QCI-12 process.
d.
Deterministid Failure Consequence Twenty engineers, technicians and operators accomplished this project in eleven weeks.
They completed their analysis and had submitted approximately 1000 recommendations to the RRR8 and QCI-12 process by August 18th. This unique program focused on anticipating the causes of future transients, or the equipment failures.which often complicate them. The multi-disciplined teams determined the consequences of active component failures (e.g., pumps, fans, valves, power supplies, controls) and whether or not they would cause a Reactor Trip or adversely af fect the ability to mitigate the ef fects of a transient. Recommendations were then offered to provide appropriate mitigation action, be it a physical plant modification, a procedure change, or specific training. By applying the process to the Electrical Distribution System, the Instrument Air System, the I
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ICS, and the systems addressed by IE Bulletin 79-27, a comprehensive look at the plant.and its operation was effected. The recommendations, when implemented, should go far toward assuring nominal post-trip response while enhancing overall plant reliability, i.e., preventing the trip in the first place.
e.
Recommendations Review and Resolution Board The RRRB meets daily to process the recommendations it receives. A comprehensive database has been developed to minimize redundant recommendations and to insure the timely precessing and assignment for disposition of each. To date nearly 3000 recommendations have been received. Of these, 1500 are being tracked (i.e.,
non-redundant) and 1000 have been found to be " Valid" (i.e.,
requiring resolution).
It is expected that another 500 recommendations will be submitted to this multi-disciplined board in the next 60 days. The RRRB has had the benefit of the technical expertise and independence,of representive members from Bechtel, B&W, and Duke Power Company.
5.
Management. Operations and Administrative a.
Changes in Supervisory and Management Staff:
Ted Lutkehaus (MAC) - Restart Planning and Scheduling Manager Jim Shetler (SMUD) - Implementation Manager Jack Mills (MAC) - Materials Manager Len Berg (MAC) - Systems and Procedures Support Manager Dick Weber (MAC) - Coordinator, Management Policy Improvement Jim Reedy (Independent) - Engineering Scheduling Supervisor Max Hentschel (Bechtel) - Restart Electrical Project Engineer Bill McDaniel (MAC) - Restart Project Engineer Dan Smith (MAC) - Planning Superintendent Bob Gibson (MAC) - Scheduling Superintendent Louis Arango (Independent) - Design /Draf ting Supervisor Frank Thompson (SMUD) - Nuclear Training Superintendent Technician l
Jack Lingerfelter (Independent) - System Review Program Assistant Director Vince Pritchett (Independent) - Test Review Group Jim Field (SMUD) - System Review and Test Program Director Bob Wichert (SMUD) - Acting Technical Support Superintendent Vic Johnson (MAC) - Policy and Procedures Development b.
Changes in Organizational Structure The Nuclear Engineering Scheduling function has been transferred to l
the Site Project Scheduling Group. The purpose of this change is to have a single scheduling function responsible for the scheduling of all work onsite and in support of the restart. i, -
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c.
The Systems Review and Test Program (STRP)
This program is being staffed with experienced plant engineers from the Technical Support and Startup Testing organizations. There are now 54 people assigned to the SRTP,' while it is expected that 110 will be necessary to accomplish the systems review and related testing within the allotted schedule. Additional qualified people are available from outside the District and are being assembled as quickly as possible.
d.
Policies and Procedures This comprehensive project, which is to deliver a coordinated set of policies and procedures from the DGM-Nuclear down through the organization, is now underway. Following the initial assessment of the existing elements of the program, the development and implementation efforts will occur. This entire effort is for the purpose of insuring consistency and usefulness of activities within the nuclear organization as related to timely restart and reliable operation.
6.
Plant Modifications and Maintenance Improvements These subjects remain as described within the Action Plan, with the exception of the commitments related to independent control of the Auxiliary Feedwater System. As noted above in the discussion of " Changes to the Action Plan," a consequence of installation of the EFIC system will be the need to revise several of the specific plant modifications described in the Action Plan. The changes are necessary to integrate the
- modifications and operation of the associated systems.
The forthcoming amendment to the Action Plan will detail these changes.
Section 4C of the Action Plan details the modifications and maintenance required for restart. Actual work is underway on each of the identified projects, but none have yet reached the point of completion. Completion of work on some committed tasks should occur during the next month. Major projects like the Battery Replacement, Bailey Cabinet Wiring Termination Inspection / Upgrading, and Makeup Pump Repairs, are expected to reach completion.
7.
Systems Review and Test Program This program is described in Section 40 of the Action Plan and is rapidly becoming the comprehensive effort envisioned in the plan.
As noted above, the program is now about 50% staffed.
Implementation of the programmatic structure has been initiated.
In addition, the detailed system review documents are being developed, which in turn will define the scope and l
depth of the individual system tests. As the Systematic Assessment Program is now nearing completion, it releases assigned staf f who are returning to their normal duties.
In many cases, these individuals will be assigned to the SRTP, augmenting the staffing and enhancing the technical expertise available to this program. _ _
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8.
Resource Commitments and Utilization As a part of the expansion necessary to support the Action Plan, implementation programs have been strengthened or put in place to provide management information and control of activities and resources. These efforts allow for the budgeting and allocation of resources where necessary to accomplish the commitments of the Action Plan. The major elements are:
a.
Baseline Budget Concurrent with the development of the Action Plan, and prior to its July 3rd submittal, the cost of restart associated commitments was determined. These costs were those identified specifically with the restart and were separate and above the $138 million previously 4
budgeted for the Nuclear Department and its programs in 1986. As the details of each task and commitment in the Action Plan are further defined, the associated costs are refined. At the same time, new issues and requirements are likely to be identified, which in turn are classified as either "non-budgeted" or " contingency."
Inplace management control systems allow the prioritization of all tasks, and result in a budget figure which is frequently updated. The most recent budget estimates are shown in Attachment 1.
Included in this budget are funds controlled by the management process as related to specific contingency areas.
Note that the decision to accomplish EFIC during the present outage has not significantly increased total expenditures,.although it has moved some 1987 expenditures into I
1986. The decision to proceed with EFIC prior to restart has eliminated the requirement to install an interim compensatory control system, and its related costs.
b.
Personnel and Staffing The Action Plan for Performance Improvement at Rancho Seco, and the plant restart, is primarily a " people" program.
Plant modifications are being accomplished, but these are relatively minor in i
comparison. As of August 15, 1986 a total of 1571 people were directly supporting Rancho Seco and the' restart effort. This includes both contractor / consultant "Home Office" people, and those on-site. On a typical day-shift, approximately 1100 people are physically present within the security fence.
This has required staggering of working schedules and has created an office space i
shortage. Since many of the projects and tasks are training, l
procedures, testing, analysis, and design related, office space shortages have required utilization of over 40 temporary trailers.
Another indicator of the nature of the program, is that the Labor Contractor is providing only a little over 10% of the total workforce. At this time the work force is increasing at the rate of approximately 100 people per week.
Limited by office space, and the effort necessary to define staffing requirements and selection of.
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(Continued) qualified individuals. To date, we have been able to locate and contract for people with relevant knowledge and experience. The expectation is that we will ultimately have approximately 2130 people supporting the restart, although not all of them will necessarily be involved at the same time. As an example, the OTSG Tube Sleeving project involves people with specific skills who will leave the site as soon as their task is completed.
Much of the growth in the permanent SMUD staff at Rancho Seco is as a result of a program to convert previously existing supporting contractor positions to permanent SMUD positions. Two contingencies i
are making this goal difficult to achieve in 1986.
First, the rapid
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expansion of the Action Plan support efforts are interrupting the hiring process, and second, the existance of the "Gann" initiative on i
the November Ballot is disuading qualified candidates from considering civil service employment within California.
9.
Schedule Concurrent with the development and subaittal of the Action Plan in July, a schedule for accomplishing the committed tasks was produced. That schedule continues to be refined as each task is further defined. As was shown earlier in this report, there has been a sizeable effort expended to enhance the capability to schedule, manage, and control work. At this time this capability is being applied to define the critical path tasks and to allocate the resources and priorities where they will be most effective. Double shifting, extended hours, expediting materials, and detailed task analysis are being used to maintain the schedule.
The list of contingencies which could adversely impact the schedule established this past July is long. Most frustrating are those issues which are beyond the District's control, still every effort is being made to anticipate and manage each issue and concern, while demonstrating the plant's material readiness, and the staf f's competence, to operate the 1
plant safely.
The major physical plant schedule contingency concerns the availability and potential requirement for the two new TDI Standby Diesel Generators.
l These units may be required for restart should it be determined that
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electrical equipment in the NSEB, which supports operation of EFIC, requires a Class 1 backup electrical supply. Sixty days of slippage, from the scheduled mid/ late February turnover for unrestricted operations, has been identified for this contingency.
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l AUGUST MONTHL Y REPORT RES TART 4
1
- Baseline Budget
-July 2 Estimate: 327 Million over 1986 Budget
-august 18 Estimate: 328 Million over 1986 Budget
-Contingencies:
- S t.5M DGM Controlled for QCI-12, NRC Issues e S3M Board Controlled for TDI Diesels
-Total 1986 Cost l
- $32.5 Million for Restart, over 1986 Budget
- S 138 Million, Approved 1986 Budget Personnel, As of 8/15/88 e
-Permanent SMUD Nuclear Staffing 744 of 974 Authorized
-Temporary SMUD Nuclear Staffing 34 l
-Contractor Support: NPS (Labor) 167 l
Other 626 (includes At-Home Offices)
Total 1,571
-Adding approximately 100 people per week toward 2,132 Total I
e Schedule
-Heatup: Early January I
-Unrestricted Operation: Mid/ Late February
-Contingency:
- 60 Day SIlppage if TDI Diesels are Required I
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