ML20210U665
| ML20210U665 | |
| Person / Time | |
|---|---|
| Site: | Diablo Canyon  |
| Issue date: | 04/19/1985 |
| From: | Shiffer J PACIFIC GAS & ELECTRIC CO. |
| To: | |
| Shared Package | |
| ML20210U520 | List:
|
| References | |
| FOIA-86-197 NUDOCS 8610100143 | |
| Download: ML20210U665 (20) | |
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. Rev. /
4/Vf/E5 S
a J. D. SHIFFER COMMENTS BEFORE NRC STAFF, BETHESDA, MARYLAND APRIL 19, 1985 ON DIABLO CANYON UNIT 2 OPERATIONAL READINESS Introduction Thank you, George. Good morning.
I will discuss in more detail the important factors that support our position that we are ready to load fuel and begin operation of Unit 2 later this month.
(Slide 1)
In the first half of my presentation I will discuss various management issues, such as staffing, training, experience, and work control methods.
In the second half I will discuss plant status.
Part 1 - Management Issues 1.
Shift Staffing PGandE has sufficient qualified personnel to provide operator staffing on-shift in accordance with the Technical Specifications for dual-unit operation and also to supplement the operations staff during Unit 2 fuel loading, low power testing, and power ascension as necessary.
(Slide 2) i i
8610100143 860930 FOIA PDR PDR HOLMFS86-197
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i Rev. 3 4/17/85 Current Technical Specifications for two unit operation require a minimum of two licensed senior operators, three licensed operators, one shif t technical advisor (STA), and three unlicensed auxiliary operators (A0s) on each shift. At Diablo Canyon, one of the senior operators occupies the position of Shift Foreman, which is equivalent to the Shift Supervisor position noted in the Technical Specifications. The Shift Foreman is in charge of the dual-unit operation.
PGandE plar; to conduct dual-unit operation with five rotating operating shifts. At any given time, four shifts are assigned to control room operations while one shift is in full time training. This policy requires the availability of 10 licensed senior operators,15 licensed operators, 5 STAS and 15 A0s for shift assignments. Diablo Canyon currently has 20 licensed senior operators,11 licensed operators, 5 shifttechnicaladvisors[withSeniorOperatorLicenses(50Ls)],and49 auxiliary operators available for shift assignments.
In addition, 19 individuals in plant management hold 50Ls. PGandE can utilize these individuals, as necessary, to supplement the shifts for dual-unit operation.
All of the licensed personnel that I just mentioned hold dual-unit licenses.
In addition to these personnel,15 personnel are currently in training for dual licenses -- four of whom already hold Unit 1 OLs.
Assuming all individuals in the current training program pass the test that will be administered during the last two weeks of May 1985, all licensed personnel at Diablo Canyon will have dual-unit licenses.
Twenty-four operators with SOLs, 7 STAS with SOLs, and 18 operators with
i.
Rev. 3 4/17/85 OLs will then be available for control room shift assignments.
In addition, there will be 21 individuals in plant managerent that hold SOLs.
As a result of hot experience gained during the startup of Unit 1, we will be able to provide at least one senior licensed operator on each shift with at least 6 months of hot operating experience and 240 hours0.00278 days <br />0.0667 hours <br />3.968254e-4 weeks <br />9.132e-5 months <br /> (which is equivalent to 6 weeks) of experience at power levels above 20%.
By June 1, 1985, all licensed operators now available for shift assignment are expected to meet these criteria. This level of experience meets the requirements imposed on other recently licensed nuclear plants.
In addition, license Condition 2.C6(c) for Unit 1, regarding experienced advisors, has also been met. Since applicable experience levels have been met for each unit, no contract advisors are necessary for dual-unit operation.
It is our current plan to discontinue the use of contract advisors in June.
2.
Operator Training (Slide 3) As indicated previously, Diablo Canyon operators work a five-shift rotation with four weeks on shift and the fifth week in training. During the past year the training department has provided follow-on training centered around key events at the plant. This training has included:
(1) fuel load training; -(2) low-power testing training; (3) power ascension training; (4) Units 1 and 2 differences l
training; and (5) new emergency procedures training based on the
[
Westinghouse Owners Group guidelines. We currently plan to rotate the
Rev. 3 i
4/17/E5
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l I
dedicated licensed operators from one unit to the other after the end-of-rotation training week. At the end of the training week, a briefing on the significant activities that have occurred in the plant during the week is provided to assure up-to-date knowledge. This briefing will include activities related to both units to ensure that rotated personnel have information on both units.
Operator training at Diablo Canyon has been enhanced since mid-1984 through the use of the new Diablo Canyon plant-specific simulator.
Simulator training has been integrated into each training session and has provided an opportunity for the operators to practice plant evolutions prior to performing the same activities in the plant. The simulater aise t-allows operators to repeat unusual or abnormal events that have occurred at Diablo Canyon and other similar plants, as well as train on the new emergency procedures. Each licensed operator normally assigned to shift operations has received at least 38 hours4.398148e-4 days <br />0.0106 hours <br />6.283069e-5 weeks <br />1.4459e-5 months <br /> of plant-specific simulator training since August 1984.
1 i
3.
Supplementary Staffing of Operating Shifts l
We plan to continue our past management practice of supplementing the operating staff with management, testing and additional operations perscnnel as necessary during testing of Unit 2.
In all cases, an l
appropriate complement of operations personnel will be available for the normal operation of Unit 1.
4
Ree. 3 4/17/E5 Plant and corporate management will supplement the operations staff based upon their assessment of operational needs at the tire. However, our current plans call for the following:
(Slide 4) a.
The normal shift operating crews will typically comprise 16-17 persons, which exceeds the minimum requirement of 9.
During any significant operations on Unit 2, this will include a licensed senior operator dedicated to Unit 2 as a foreman. When two forener.
are present, the Unit 1 Shift Foreman retains overall connand and
- control, b.
Although the current STAS are qualified as senior operators and the Tech Specs allow one to act in a dual role, our policy is that the shift STA will be dedicated to STA duties.
c.
The current contract shift advisors will be available until June, which means that they will be available when Unit 1 is returned to power and for fuel loading on Unit 2.
d.
Engineers from the plant technical staff and the Project Startup Group are assigned to cover all shifts, seven days a week, in support of the startup test program. These engineers are canagemer personnel who have acce'ss to top plant and Project management.
WORDiC C
Rev. 3 4/17/85 During fuel loading, initial criticality, low power testing, and power ascension, our plans are to have 6 to 8 engineers per shif t.
e.
The nonnal shift crews contain 2 I&C technicians and 2-3 chemistry and radiation protection technicians per shift, in addition to the operators. Our experience indicates that during the startup testing program, supplementary maintenance coverage is required in the evenings and on weekends. This coverage will be provided on an as needed basis.
f.
As with Unit 1, we will have considerable Westinghouse support throughout the Unit 2 startup program. For example, we will have a Senior Nuclear Test Advisor onsite for initial. criticality, zero power physics testing and portions of the power ascension program.
Additionally, during initial criticality and zero power physics testing, a second Senior Nuclear Test Advisor will be on-site in 4
order to provide 24-hour coverage. Also, two fuel loading technical advisors will be onsite during fuel loading.
In addition, the base Westinghouse NSSS contract provides for a startup adviscr throughout I
the program.
g.
The Operations Supervisor, who is a management person reporting j
directly to the Operations Manager, has an office adjacent to the control room and spends a significant portion of his time in the control room monitoring and coordinating routine operations as well as special tests.
l I
Rev. 3 4/17/85 h.
During the dayshift, other members of the plant management staff, such as the Plant Manager, the Plant Superintendent, the Operations Manager, and the Technical Manager, also spend considerable time monitoring the test program, both in the plant and the control room.
i.
During initial criticality and transient testing, at least one member of the plant management staff will be present at the plant.
j.
Nuclear Power Generation Department management personnel from the General Office in San Francisco will also be frequently visiting the plant and observing tests or special operations.
4.
Work Control Processes To assure t, hat all work activities at Diablo Canyon are appropriately organized and controlled, systematic work control processes are utilized.
Included are those developed by the plant staff for control of work during nornal operating conditions, as well as supplementary procedures to accommodate construction completion work on Unit 2 while Unit 1 is in operation, and work planning during a scheduled unit outage such as the one currently in progress on Unit 1.
Our procedures have been extensively exercised during the s.tartup program on Unit 1 and during the current outage on Unit 1, and have demonstrated our ability to control a high level of simultaneous work activity on the two units.
i f
NPGP16 7
Rev. 3 4/17/85 Woek items initiated and performed by the plant staff, including snaintenance activities, modification work, and significant surveillance testing, are planned and coordinated by the Work Planning Center. @
This organization is staffed by approximately 40 specialists representing all facets of plant operation. This centralized group is responsible for planning each task - assuring that procedures, equipment, clearances, and other required items are available at the start of each job. During normal ope.'ation they also schedule and coordinate recurring preventive maintenance tasks, the performance of significant surveillance tests, as well as all corrective maintenance work.
Work that is performed inside the plant's Protected Area by Project personnel is controlled by the plant staff using the Construction Entry Permit. The Construction Entry Pemit (CEP) is a document that is prepared by the contractor requesting the work and is supported by all the various papemork that the Project requires to authorize and accomplish the work. This package is reviewed by Project Team construction supervision and is then submitted to the plant staff for opproval. A plant staff construction coordination group reviews and soutes the CEP to applicable groups such as Fire Protection, Radiation Protection, Security, and the Work Planning Center for concurrence and, if agreed, approves the CEP for work.
Tne Security System at Diablo Canyon has the ability to continuously mer.itor the entry and exit of personnel from protected and vital areas ard allows the plant staff Construction Coordinator to grant entry into
Rev. 3 4/17/85 designated areas to specific workers for a specific period of time as identified by the CEP.
Security was implemented in the Unit 2 containment and turbine building area on February 28, 1985, bringing Unit 2 work into the plant staff work control system. To improve the coordination between the plant staff and the Project in the work planning area, we have now moved a portion of the Project planning group into the Work Planning Center itself.
To provide overall coordination of the remaining work to be accomplished on Unit 2, a Unit 2 coordination center has been established to consolidate construction, startup and operating activities at a central location. Locating key personnel from these various groups at a comon location improves comunication, resolution of problems, and utilization of manpower.
It also provides a one stop processing center for policy changes and information releases. The center is conveniently located for both construction and operating personnel in a trailer near the entrance to the security building. Daily scheduling and coordination meetings are held between the Nuclear Power Generation coordinator for Unit 2 startup activities, the Project Startup Engineer, the Project's Unit 2 Construction Superintendent, and other affected parties.
Finally, for a unit outage such as that currently in progress on Unit 1, a special outage management organization is established.
(Slide 6) A senior plant representative is assigned as the outage manager, and is responsible for planning and controlling all outage activities. Under his direction, personnel from General Construction, Engineering, the
Rev. 3 4/17/E5 Project, Work Planning Center, and each plant department involved in outage retivities provide support for the outage. This multi-disciplinary organizational approach ensures that the work will be scheduled properly, performed in accordance with approved procedures, and that radiation exposures will be maintained "as low as reasonably achievable." This program will also ensure that proper clearances are prepared so that plant operations personnel are in total control of werk involving systems that affect plant operations.
5.
Incorporation of Unit 1 Experience As successful as the Unit I startup program was, we will endeavor to make the Unit 2 startup even more successful, in part by incorporating into the Unit 2 program our experience gained on Unit 1.
(Slide 7) This experience includes personnel experience, hardware modifications and procedure up' grades. While this experience has increased our confidence that the Unit 2 startup will go well, we are aware that each unit has its own particular characteristics and we intend to proceed cautiously with -
Unit 2 just as we did with Unit 1.
i The major lesson we learned was that as problems are discovered it is much better to stop the program and resolve the problems rather than to press forward and try to compensate for problems and malfunctions.
l We did this on Unit I and we believe it paid real dividends.
l In our opinion, this approach actually shortened the length of the I
overall program.
l mocoin in
0 Rev. 3 4/17/85 Certain of the more important hardware related experience items incluce:
The Unit 2 turbine generator lube oil system has been reflushed with a.
a high velocity flush based on Unit I turbine generator experience.
b.
As a result of a recent Unit I trip, the Unit 2 main feedwater pump thrust bearing wear detection setpoints will be adjusted to permit normal operational shaft movement during load changes.
l Volume boosters are being installed on the air supply to each c.
feedwater regulating valve to make them more responsive.
Items related to procedural and administrative r.ontrols include:
Plant cooldown procedures have been modified to preclude feedwater a.
system water hammer, b.
An operator experience book is maintained in order to assure preservation of experience gained at the plant and to assure operators are made aware of such information. Significant items of operating experience are shared by all of the shift crews using this source.
Tests are run on the DCPP simulator prior to being done in the plant c.
in order to familiarize operations personnel with the process and determine likely plant response.
4 r
Rev. 3 4/17/85 d.
Administrative controls have been enhanced to govern the positioning of moveable incore flux detectors to assure that they are retracted to the shielded position during periods of possible personnel exposure, and when not in use, e.
Requirements have been imposed for additional inspections and covering of reactor coolant pumps whenever they are accessible to guard against the intrusion of foreign material.
f.
Administrative procedures for sitch activities as clearance control, jumper control, and independent verification of operating activities, procedures and calculations have been revised and upgraded.
6.
Experience and Improvements From SALP Reviews In November, 1988 we received our second 5 ALP report, which covered the period from January 1, 1983 to June 30, 1984 - a period which encompassed the fuel loading and low power testing programs on Unit 1.
(Slide 6) t In the 11 functional areas which were rated, we received one level 1 rating (in security) and 10 level 2 ratings. Of the level 2 ratings, i
four showed an improving trend over the previous rating period - even i
though these four had previously been rated 2.
These four areas included operations, maintenance, fire protection, and administrative controls and quality programs. There was one decline during the period - from a 1 to a 2 - in the area of emergency planning. Five areas, security, radiation l
Rev. 3 4/17/85 I
protection, surveillance, construction, and licensing, remained at level 1 or 2 with no change. The final area, fuel loading, was not evaluated in the earlier SALP report.
The area of dccline in emergency planning resulted from incomplete personnel training and an emergency preparedness audit which was judged to be limited in scope and without sufficiently trained auditors.
The training deficiencies were corrected by transferring on-site training responsibilities from the emergency planning group to the plant training staff, and tracking emergency plan training on the computerized training record system. The audit deficiency was corrected by employing experienced consultants in a subsequent audit.
Although there were no significant deficiencies in any of the evaluated areas, we have responded to NRC recomendations in an effort to improve l
our overall performance. The pr: cimi recomendations related to l
operational activities and our responses are as follows:
a.
Operations - The principal recomendations involved enhanced work control methods and intense management involvement. We have refined our clearance procedures, our procedures for independent l
l verification of operating act.ivities, and our jumper control l
procedures. Also, as I-have previously discussed, we have made extensive improvements in our work planning processes and our overall coordination of work activities. Management involvement has been, and will continue to be, very high.
~
o Rev. 3 4/17/85 b.
Rad Protection - The principal recomendation was to continue our staffing increase. We have done this, as well as retaining a large number of contractor personnel to assist in this area, Maintenance - The recomendations involved improved work planning c.
and trending. To enhance trending we are installing a vast computerized Plant Information Management System, which will contain considerable data related to maintenance activities. These features should be operational in the next couple of months, d.
Surveillance Testing - The principal recommendation involved procedures and comunications. We have continued to review and refine our procedures - particularly in the area of eliminating
" temporary procedure changes." We have also made improvements in our computerized scheduling and tracking systems.
One evidence of our improved performance is that since receipt of our full power license last November, we have received only one notice of violation in an operational area - a level IV violation, ironically, in security.
7.
Dual-Unit Operation i
As mentioned earlier, PGandE will direct particular attention, including supplemental staffing as necessary, to assure that Unit 2 testing and power ascension is safely conducted in combination with Unit 1 operation. At this time, all Unit 1 testing activities are complete;
Rev. 3 4/17/E5 and subsequent Unit I activities will be involved with normal power operation.
Thus, Unit I and Unit 2 will not be in testing programs together, and we do not anticipate any significant difficulty conducting the Unit 2 startup program en its current schedule. During Unit 2 testing, the effects on Unit I will be carefully considered, and I
dual-unit considerations will receive nanagement attention throughout the Unit 2 power ascension program.
l l
o 9
Rev. 3 4/17/E5 PART 2 - STATUS OF UNIT 2 (Slide 9)
I would now like to discuss the system turnover process and the status of Unit 2 systems.
1.
System Turnover Process Before providing the status of Unit 2, I would like to briefly mention the process by which systems are turned over by construction to operations.
At present, there is a staff of some 40 personnel representing Nuclear Power Generation who are dedicated to Unit 2 activities. This group is coordinated by a senior engineer from the General Office staff of Nuclear Power Generation. Supporting him are various members of the plant staff, and contract personnel, with experience in operations and maintenance activities.
When a plant system is nearing completion, a joint team of NPG and Project personnel perform a preliminary walkdown during which all open items are identified and prioritized as to those which must be complete prior to acceptance by NPG. When the agreed-to items are complete, the system is submitted to operations. A multi-disciplinary te.'m of operations personnel conducts a final walkdown and a document review.
When all open items are resolved, the system is accepted. Operations then conducts any remaining surve,illance testing prior to declaring the system operable.
Rev. 3 4/17/E5 2.
Status of Systems Required For Fuel Loading and Low Power Testing System turnover is currently under way in preparation for Unit 2 fuel load.
Final systen walkdowns and turnover of systems are on schedule for fuel loading.
k A total of 40 systems are scheduled for turnover prior to fuel loading.
With one test exception, these systems are sufficient to support fuel loading and low power testing.
The exception involves the turbine-driven auxiliary feedwater pump endurance demonstration, which will require the use of portions of the condensate system, including the condenser, to recover excess steam used during the test in order to minimize makeup requirements. This test is scheduled at the completion of zero power testing in late. June.
All secondary systems required to support power ascension, including the auxiliary feedwater pump test, are scheduled for turnover by late May.
The systems required for power ascension that will not be operational during low power testing include:
(Slide 10)
Condensate Makeup Water Feedwater Lube Oil Distribution & Purification Turbine Steam Turbine-Generator Heater Drain Systems Turbine Sump Servic'e Cooling Water Secondary Sampling NPGP16 17
Rev. 3 4/17/85 e
The current status of the 40 systems required for fuel loading and zero power testing is as follows:
(Slide 11) a.
22 systems are accepted by operatior.s.
l b.
10 systems are undergoing final review.
c.
8 systems remain to be submitted to operations.
The reactor coolant system (RCS) is in final preparation for fuel load.
The RCS loops and reactor vessel have been cleaned and the internals installed; the bottom-mounted instruments are currently being installed.
Vessel fill was performed on April 16, in order to support required surveillance testing on the key systems. Final calibration of all instrumentation and control systems and the performance of surveillance tests required.for fuel loading are in progress. These programs are scheduled to be completed prior to fuel loading.
The condensate and feedwater systems are currently undergoing restoration after velocity flushing and chemical cleaning. The rain generator is presently undergoing modifications to imorove reliability of the equipment. This work is scheduled for completion by mid-May. Turnover of this equipment will follow this work.
We believe that the schedule for system completion, turnover, and final testing, which is based on actual system completion and turnover experience to date, is realistic.
NPGP16 18
Rev. 3 4/17/85 t
A 3.
Level of Construction Activity During Fuel Load and Low Power Testing (Slide 12)
Of the construction personnel working within the power block between fuel load and the completion of low power testing, approximately 45% will be involved in support of startup and operational testing, 20% will be involved with painting, and 15% will be working on pipe support shims and gaps intentionally scheduled during this time due to required plant conditions. The balance will be working on minor items such as the restoration of flush piping, completion of the main generator monitoring system upgrade, and installation of radiation barriers.
In the yard areas a small number of construction personnel will be completing installation of the plant public address system and the fire and site emergency alarm system enhancements.
In addition to the plant's Construction Entry Permit (CEP) process that I previously described, control of craft manpower is achieved through close supervision by contractor and PGandE supervision, field engineers, and QC personnel who are present in the work area at an average ratio of nearly one for each four craftsmen. The level of construction activity anticipated on Unit 2 will involve less than half the number of construction workers that were present on Unit 1 during the corresponding period of startup. Based on our past experience and the improvements-that have been made to the work control process, we believe that construction activities can be successfully managed. The next slide shows the average number of crafts per shift in various plant areas planned during this timeframe.
NPGP16 19
Rev. 3 4/17/85 DIRECT MANUAL MANPOWER PER SHIFT FUEL LOAD TO 5% POWER AREA MANPOWER ACTIVITY Containment 25 6
- Pipe Support Shimming 5
- Painting 14
- Testing Support Control Room 3
- Testing Support Turbine Building 100 10
- Generator Maint./
Fibre Optics 15
- Pipe Supports 25
- Completion of DCN's Secondary Systems 15
- Painting 20
- Insulation 15
- Testing Support Auxiliary Building 60 20
- Painting 15
- Insulation 10
- Pipe Support Shiming 15
- Testing Support Total Power Block TBE Note:
1.
Distributable manpower averages about 35% in addition to the above direct craft levels.
2.
Nonmanual manpower present in the work area is approximately 25% of the above direct levels.
NDt:DIA 70
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