ML20211F044
| ML20211F044 | |
| Person / Time | |
|---|---|
| Site: | Indian Point  |
| Issue date: | 12/21/1994 |
| From: | Cowgill C NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION I) |
| To: | Cooper R, Varga S NRC (Affiliation Not Assigned), NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION I) |
| Shared Package | |
| ML20211D362 | List: |
| References | |
| FOIA-97-252 NUDOCS 9709300334 | |
| Download: ML20211F044 (27) | |
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{ NUCLEAR REGULATORY COMMISSION 5 -[ H[GtON 1 KtNG OF PR SS A NNS VAN A 194001415
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- December 21, 1994 MEMORANDUM T0: Richard W. Cooper II, Director Division of Reactor Projects, Region I d
Steven A. Varga, Director Division of Reactor Projects - I/II Office of Nuclear Reactor Regulation FROM: Curtis J. Cowgill, Chief Projects Branch No. 1
[
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Division of Reactor Projects, Regi n REVISION AND STATUS UPDATE NO. 3: INDIAN POINT 3 RESTART
SUBJECT:
' ACTION PLAN The NRC's NYPA Assessment Panel (NAP) .is responsible for the implementation of the approved Indian Point 3 Restart Action Plan. The NAP has revised the attached Restart Action Plan based upon on-going inspection activities at Indian Point 3 and NAP oversight.
This revision has also added the following two technical restart issues to the Restart Issues Checklist: (1) 11.38, Resolve Welding Issues (Code compliance and NDE records) and.(2) 11.39, Resolve Electrical Cable Duct Bank Issues.
These new restart issues were determined by the NAP to meet the restart issues criteria in the Plan. Of the fifty-nine restart issues in the Restart Issues Checklist, NYPA still owes four packages. Twenty-eight are currently under review by the NRC, with six of those scheduled to be inspected by the RATI.
Five have been formally closed by the NAP, thirteen have been inspected, and nine have been inspected and discussed in issued inspection reports; these nine issues will be discussed for formal closure at an upcoming NAP meeting.
Please replace your copy of the Indian Point 3 Restart Action Plan with the attached revision. As progress is made in the restart proegss,
- further updates of the Restart Action Plan will be issued.
Docket No. 50-286
Attachment:
As stated 9709300334 970923 PDR FOIA O'MEALI97-252 PDR su 'J' .
burr 7
l-Memorendum to Richard W. Cooper 2
& Steven A. Varga cc w/att:
9egion 1 Docket Room (with concurrences)
T. Martin, RA W. Lanning, DRP D. Low, Indian Point 3 SRI W. Coo'<.. FitzPatrick SRI J. Wiggins, DkS G. Meyer, DRS W. Hehl, DRSS J. Joyner, DRSS W. Dean, OEDO M. Case, NRR N. Conicella, NRR W. Russell, NRR S. Varga, NRR A. Thadani, NRR R. Zimmerman, NRR J. Zv' nski NRR M. Da NRR 6
4 W+*
INDIAN POINT 3 - RESTART ACTION PLAN TABLE OF CONTEN15 AND RECORO OF REVISIONS AND UPDATES RESTART PROCESS CllECKLIST Revision Q11g 1 2/94 I. Initial NRC Response 1 2/94 II. Notifications 1 2/94
- III. Establish an Organize the NRC Review Process IV. Review Implementation 3 12/94 IV.1 Root Causes and Corrective Actions 3 12/94 IV.2 Deteruine Restart Issues and Resolution 3 12/94 4 IV.3 Obtain Comments 1 2/94 IV.4 Closeout Actions
- 1 2/94 V. Restart Authorization 1 2/94 VI. Restart Authorization Notification
' RESTART ISSUES CllECKLISI Revision QAlm 1 2/94
!. Confttwatory Action Letter Restart Issues 3 12/94 II. Technical Restart Issues 3 12/94
!!!. Programmatic Restart issues 3 12/94 i IV. Management Oversight Restart Issues
- RESTART READINESS ASSESSMENT CHECKLIST Revision DA11 2 5/94
- 1. Assessment of Root Cause Identification and Correction 0 7/93 II.
Assessment of Licensee Managerent 0 7/93 III, Assessment of Plant and Corporate Staff (2 pages) 0 7/93 IV. ' Assessment of Physical Readiness of the Plant 0 7/93 V. Assessment of Compliance with Regulatory Requirements 0 7/93 VI. Coordination with Interested Agencies / Parties
~
RESTART PROCESS CHECXLIST Revision:_,L Date: 2/94_
!. INITIAL NRC RESPONSE STATUS TASK / RESPONSIBLE ORGANIZATION Complete
- a. Initial notification and NRC management discussion of 1 known facts and issues [NRR & Region !]
Complete
- b. Conduct a Special Team Inspection [ Region 1]
Complete
- c. Issue Confirmatory Action letter [ Region Il Complete
- d. Determine the need for senior management involvement
[NRR & Region !]
Complete
- e. Identify other parties involved (i.e. NRC organizations, other Federal agencies, industry organizations, etc.) {
[NRR & Region !) ;
Detailed St.Ligi I.a 10 CFR 50.72 Notification (event. no. 25152) dated 02/26/93 NRC Operations Center Plant Status Report dated 02/27/93 10 CFR 50.72 Notification-(event no. 25193) datrJ 03/05/93 SMM Screening Heeting on 04/15/93 1.b Special Inspection Team formed au independent assessmentTheofinspection the root causes that led to the declins in performance at IP3. The was conducted from 04/26/93 to 04/30/93 and 05/10/93 to 05/28/93.
exit meeting was conducted 06/'J1/93. Report 50-286/93-80 was issued 7/17/93.
I.c Issued 6/17/93 I.d
- The EDO, NRR Director, and Regional Administrator' toured IP3 on 05/19/93 and met with the NYPA Board of Trustees on 05/25/93 The Chairman toured IP3 on 06/07/93 June 1993 SMM I.e FEMA NRC Congressional Affairs NRC Public Affairs Region I State Liaison Officer
RESTART PROCESS CHECKLIST Revision:_J_
Date: 2/94
!!. NOTIFICATIONS i
STA10S TASK Complete
- a. Issue Daily and Directors Highlight [NRR] '
Complete
- b. Issue Morning Report [ Region Il ;
Conduct Commissioner Assistant's Briefing [NRR] N/A c.
Issue Commission Paper [NRR] N/A _
d.
Complete
- e. Cognizant Federal--agencies notified (i.e. FEMA) [NRRi- '
Complete
- f. Congressional notification [NRR]
- Complete
< g. State and Local Officials notified (Region !] :
Detailed Status
-II.a NRR Daily Highlight's dated 03/01/93; 03/08/93; 04/02/93; 06/07/93; -
' and 06/18/93 i
- !!.b Region ! Morning Report's dated 03/01/93; 03/08/93; and 04/08/93 '
i
!!.e Project. Manager discussion with Emergency Preparedness Branch on t 06/10/93
- HRC/ FEMA _ Steering Committee meeting on 6/22/93 II.f
- Project Manager discussion with Congressional Affairs on 04/29/93 Briefing by IMputy Regional Administrator for Congressman Fish from New York on 05/13/93
- Congressman Fish site visit on 06/07/93 .
4
- II.g NYS Assembly Hearings on 05/06/93 NYS Assemblywoman Galef and State Senator George Pataki site visit i on 06/07/93 Briefing of the Four County Nuclear Safety Committee on 7/6/93 by DD ,
i of ORP -
NYS Assembly Joint Hearings 10/25/93.
l
- Initial notifications complete. Officials are briefed as requested.
'. I I
i 1
4
- - . _ _ . . _ . _ _ . , _ _ . _ _ _ _ _ _ _ _ . _ _ . _ _ _ . _ _ __- _ .-_ _ -,m._-_,_.
RESTART PROCESS CHECKLIST Revision: 3 Date: 12/94 III. ESTABLISH AND ORGANIZE THE NRC REVIEW PROCESS TASK STATUS Complete
- a. Establish the Restart Panel [ NAP]
l b. Assessavailableinformation(i.e.inspectionresults. Complete licensee self-assessments, industry reviews) [ NAP]
Conduct Regional Administrator Briefing [ Region !] Complete c.
Conduct NRR Executive Team Briefing [NRR] Complete d.
Develop the Restart Action Plan [ NAP] Complete e.
Regional Administrator approves Restart Action Plan Cesplete l f.
[ Region 1]
NRR Associate Director approves Restart Action Plan [NRR] Complete g.
Implement Restart Action Plan [ NAP] Complete l h.
Open
- 1. Modify CAL as necessary [ Region !]
Detailed Status I III.a Revised NAP Charter dated 05/13/93 I Ill.b NRC inspection reports, Special Inspection Team report, industry reports and licensee self-assessment reports assessed to define problem III.c SMM screening meeting on 04/15/93 III.d SMM screening meeting on 04/15/93 III.e Issued on 7/20/93 III.f Approved on 07/20/93 ,
III.g- Approved on 07/19/93 l III.h Restart Action Plan issued 07/20/93
RESTART PROCESS CHECKLIST Revision:_1_
Date: 12/94 IV. REVIEW IMPLEMENTATION IV.1 Root Causes and Corrective Actions STATUS TASK Complete
- a. Evaluate Special Team inspectton findings [ NAP]
Complete
- b. Licensee performs root cause analysis and develops corrective action plan for root causes (RCIP superseded the PIP) [ NAP)
Complete l c. NRC evaluates licensee's root cause determination and corrective action plan [ NAP]
Detailed Status IV.1.a The Special Team Inspection exit meeting was held on 06/01/93 Special Team inspection Report issued on 07/21/93 .
Findings incorporated in Restart Action Plan (07/93)
IV.l.b Performance Improvement Plan (PIP) submitted 01/12/93 PIP management meeting 04/06/93 (Region 1) - Summary dated 04/27/93 PIP / Restart Issues management meeting 04/20/93 (IP3) - Summary dated 05/03/93 Licensee restart commitment letter dated 03/26/93 Restart Issues Meeting (08/18/93)
PIP Management Meeting (12/17/93)
Work Control and Restart Management Meeting (01/24/94)
Management meeting on 05/26/94 to discuss the replacement plan for the PIP - the Restart and Continuous Improvement Plan (RCIP)
RCIP formally submitted on 05/27/94 ,
NRC issued Questions and Comments regarding the PIP on 04/12/93. NYPA IV.1.c response received 06/11/93 Restart Issues Meeting (08/18/93)
NAP Meeting 93-13 Minutes dated 11/23/93 PIP Management Meeting (12/17/93)
PIP Management Meeting letter dated 12/23/93 Work Control and Restart Management Meeting (01/24/94)
NRC accepted RCIP on 08/08/94 (No response requested) l r
RESTART PROCESS CHECKLIST Revision:_L Date: 12/94 IV.2 Determine Restart Issues and Resolution TASK STATUS Complete
- a. Review / evaluate licensee generated restart issues [ NAP]
l Complete
- b. Independent NRC identification of restart issues [ NAP) l Complete
- c. NRC/ licensee-agreement on restart issuet [ NAP]
l Evaluate licensee's restart issues implementation process Continuing d.:
[ NAP]
Evaluate licensee's implementation vertf tcation process Continuing e.
[ NAP]
Complete i f.
- Schedule inspections for closure of restart issues LNAP]
Open g.- Evaluate the Restart Readiness Team Inspection (RATI) findings [ NAP)
Detailed Status IV.2.a - NAP Action Item 93-05-02 (NAP Meeting 93-05 Minutes dated 04/19/93)
- RAP Revision 3 issued last update to restart issues l
IV.2.b NAP Action Item 93-05-02 (NAP Meeting 93-06 Minutes dated 04/19/93) -
- NAP Action item 93-07-02
- Special Team inspection (04/26/93 to 05/28/93)
- Restart Action Plan issued on 07/20/93 Restart Action Plan Revision 2 issued on 05/12/94 <
- Restart Action Plan Revision 3 contained last addition to restart items; may be reopened if NAP identifies additional restart issues
[
l IV.2.c -
NAP Action Item 93-07-03 ,
Restart Issues Meeting (08/18/93) l l Restart Action Plan Revision 3 IV.2.d Continuing NAP activity IV.2.e Continuing NAP activity j IV.2.f_ NAP minutes.94-10 a
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o RESTART PROCESS CHECKLIST Revision: 3 Date: 12/94 IV.3 Obtain Comments STATUS TASK Continuing
- a. Conduct public meetings [ NAP)
Obtain comments from State and Local Officials [ Region !] Continuing b.
Obtain comments from applicable Federal agencies [NRR] Continuing l c.
Detailed Status IV.3.a PIP public management' meeting 04/06/93 PIP / Restart Issue public managemer.t meeting 04/20/93 Special Team inspection public exit meeting 06/01/93 Restart Issues public meeting (08/18/93)
PIP public management meeting (12/17/93)
Work Control and Restart public management meeting (01/24/94)
RCIP public management meeting (05/26/94)
. Control Room HVAC public management meeting (08/03/94)
HOV public management meeting (08/18/94)
NRC public meeting at Cortlandt Town Hall on 11/17/94 IV.3.b Correspondence and meetings with officials through Project Manager via OCA (ongoing)
NRC public meeting at Cortlandt Town Hall on 11/17/94 IV.3.c NRC/ FEMA steering committee meeting (06/13/94)
NRC/ FEMA telecon (05/31/94)
FEMA Final 1992 Exercise Report issued on 06/13/94 NRC/ FEMA telecon (09/01/94) t
=
__ __m.__----
\ .
RESTART PROCESS CHECKLIST Revision: 1 Date: 2/94_
IV.4 Closeout Actions STATUS TASK Open
- a. Evaluate licensee's restart readiness self-assessment
[ NAP)
Open
- b. Conduct NRC Readiness Assessment Team Inspection (RATI)
[ Region !]
Open
- c. NRC evaluate apolicable items from the Restart Readiness Assessment Chec(list [ NAP]
Open
- d. Comments from other parties considered (NAP)
Open
- e. Verify all restart issues closed [ NAP]
Open
- f. Determine that all conditions of the cal. are satisfied
[ NAP]
Open
- g. Issue Augmented Restart Coverage Inspection Plan
[ Region 1]
Dgtailed Status
i RESTART PROCESS CHECKLIST Revision: 1 Date: 2/94
\
V. RESTART AUTHORIZATION TASK STATUS 1 Open
- a. Prepare restart authorization document and basis for restart [ NAP]
Open
- b. NRC Restart Panel recommends restart [ NAP)
No restart objections from other applicable HQ offices Open c.
[NRR]
Open
- d. No restart objections from applicable Federal agencies
[NRR]
Open
- e. Regional Administrator concurs in Restart Authorization
[ Region !]
Open
- f. Director NRR concurs in Restart Authorization [NRR)
Open
- g. Conduct ACRS briefing / notification [NRR]
Open
- h. Conduct Commission briefing / notification [NRR]
Open
- 1. EDO concurs in Restart Authorization [NRR]
N/A J. Commission notified of Restart Authorization [NRR)
Open
- k. CAL closeout to allow restart (Region I]
Open
- 1. Regional Administrator authorizes restart [ Region 11 Detailed Status
RESTART PROCESS CHECKLIST Revision:._L Date: 2/94 VI. RESTART AllTHORIZATION NOTIFICATION STATUS TASK Open
- a. Connission [NRR]
Open
- b. EDO [NRR]
Open
- c. Congressional Affairs [NRR]
Open
- d. Applicable Federal agencies [NRR]
Open
- e. Public Affairs [ Region !]
Open
- f. State and local Officials (Region 1]
Detailed Statui
~ - - - - - . _ _ _ _ _ _ . _ _ _ _ _ _ _ _ _ _ _
\
RESTART ISSUES CHECKLIST NAP Action item 93-05-02 required the NAP Restart issues Subcommittee to review the list of startup concerns, which had been originally develcoed by the Indian Point 3 resident inspector staff, and develop a proposed Indian Point 3 Restart issues List using newly-established restart issues criteria.
The criteria used to develop the restart issues list are as follows:
Resolution of the issue is required to ensure safe operation (1) of the facility.
Resolution of the issue is required to comply with technical (2) specifications.
Resolution of the issue is required to comply with other (3) regulatory requirements (i.e.10 CFR, ASME, etc.)
Resolution of the issue is required to meet the (4) design / licensing basis.
(5)
Resolution of the issue is required to ensure effective management oversight.
(6)
Resolution of the issue is required to ensure an effective corrective action process.
The following checklist contains the Indian Point 3 Restart Issues. The restart issues checklist is divided into four sections: (1) Confirmatory Action Letter Issues; (2) Technical Issues; (3)four columns. Programmatic The first column issues; an Management Oversight issues. Each section has lists the specific restart issue. The column entitled " Resp. Org." indicates
- the NRC organization responsible to close the issue, as appropriate. The .
" Reference" column indicates the inspection report or other docketed reference that will docusent NRC review and insper.9 of the issue. The "Date Closed" column lists the date on which the NAP 9e
- tared the issue closed and indicates the NAP meeting number, as applicsule.
All of the restart issues other than the Confirmatory Action Letter issues involve correcting, at a minimum, the presently known deficiencies associated with that system or program. Prior to restart, NYPA will resolve or present a In order to fully resolve each plan for the resolution of each restart issue.
restart issue, NYPA must address the deficiencies in that system or program and present the basis for concluding that sufficient improvements have been made to justify safe operation of the facility.
4
)
4 4
RESTART ISSUES CHECKLIST Revision: 1 Date: 2/94
- 1. CONFIRMATORY ACTION LETTER RESTART ISSUES Resp. Reference Date RESTART ISSUE Org. Closed (Licensee)
Participate in a managerent meeting with NAP 50-286/93-22 08/18/93 1.
the NRC staff, open for public observation, to discuss an initial list of mutually agreed upon restart issues.
l NAP In Progress
- 2. Once NYPA has determined that sufficient progress has been made with corrective 12/5/94
' actions, complete a startup readiness evaluation, including an assessment of whether the plant and plant support organizations have the necessary knowledge, skills, and abilities to prevent, or detect and correct future problems in a timely manner.
- 3. Provide the Regional Administrator with the NAP results of the NYPA assessment and progress toward readiness for restart of the facility, including those items that remain to be completed prior to plant startup.
Participate in a management meeting with NAP 4.
the NRC staff, open for public observation, to present the results of the Indian Point 3 startup readiness evaluation.
- 5. When NYPA is ready in all respects for NAP restart of the facility, they are to "-
provide a letter to the Regional Administrator certifying that fact.
- 6. Obtain the agreement of the Regional NAP Administrator prior to restart of Indian Point 3.
l I
RESTART ISSUES CHECKLIST Revision: _3 Date: 12/94
!!. TECHNICAL RESTART !$ SUES Resp. Date RESTART ISSUE Org. Reference Closed (Licensee)
- 1. Ensure the AMSAC system meets the DRS 50-286/94-04 j requirements of the ATWS Rule and is 50-286/94-29 reliable.
Resolve emergency diesel generator DRS 50-286/94-13 NAP 94-08 L 2. 10/18/94 deficiencies.
- 3. Resolve fire protection and Appendix R DRS 50-286/94-29 l
deficiencies.
- 4. Resolve cable separation deficiencies. DRS 50-286/94-29 l
DRS 50-286/94-24 NAP 94-10
- 5. Resolve the reactor missile block 11/10/94 >
bolt / fastener deficiencies.
- 6. Resolve orifice plate orientation DRS 50 986/94-21 deficiencies. 50-zd6/94-26 Resolve fuse control deficiencies. DRS 50-286/94-29 l 7.
penetration system nitrogen backup supply satisfies the design basis.
- 9. Resolve the backup service water DRS 50-286/94-29 l
biofouling issue. _
Resolve the valve handwheel issue so NRR 50-286/94-26 l 10.
that, at a minimum, the E0Ps and A0Ps can be adequately implemented.
Implement the applicable requested DRP l 11.
actions of NRC Bulletin 93-02 (Debris Plugging of ECCS Strainers).
DRS l_ 12. Ensure the control room ventilation system (air conditioning) satisfies the design basis.
Resolve the PORV issue.
DRS 50-286/94-09
- 13. 50-286/94-29 Resolve the instrument bus voltage DRS 50-286/94-29 l 14.
4 fluctuation issue.
- 15. Resolve tho main turbine potential DRP overspeed issue.
DRS 50-286/94-29
_l 16. Resolve instrument air deficiencies.'
RESTART ISSUES CHECKLIST Revision: 3 Date: 12/94 II. TECHNICAL RESTART ISSUES - continued -
Resp. Date RESTART ISSUE Closed Org. Reference (Licensee)
Resolve fan cooler unit damper DRP 17.
deficiencies.
DRS 50-286/94-29 l 18. Resolve AFWS deficiencies.
Resolve overdue and outstanding EDSF1 DRS 50-286/94-25
- 19. 50-286/94-29 issues.
DRS 50-286/94-29 l
- 20. _ Resolve submerged cable issue.
Resolve instrument loop calibration NRR 50-286/94-27 l 21.
issue (containment sump, CST alarm, RWSJJf,,_
Resolve BAHT deficiencies; placement of DRP 22.
BAliT controllers, recorders, panels into surveillance program.
- 23. Resolve service water heat trace deficiencies.
Resolve core exit thermocouple DRS 50-286/94-26 l- 24.
requirements.
Resolve post-accident sampling system DRP 50-286/94-26 l 25.
deficiencies / missing commitments.
Resolve control rod system issues NRR 50-286/94-27 l 26.
(GL 93-04).
Resolve minimum temperature for DRS 50-284/94-26 l 27.
criticality issue.
DRS 50-286/94-29
- 28. Completion of vendor recommendations for l
main steam non-return check valves.
DRS 50-286/94-29 l 29. Resolve CCR A/C service water valve weights.
DRSS 50-286/94-30
- 30. Resoh: gas stripper removal.
l DRS 50-286/94-29 l 31. Inspec: y and repair to extraction steam piptng.
anti-rotation keys.
DRS 50-286/94-29 ._y l 33. Resolve radiation monitor deficiencies.
o RESTART ISSUES CHECKLIST Revision: 3 Date: 12/94
!!. TECHNICAL RESTART ISSUES
- continued -
Resp. Reference Date RESTART ISSUE Closed Org.
(Licensee)
- 34. Resolve control building exhaust fan ORS inadequate design.
DRP 50-286/94-27 l 35. Resolve construction strainer issue.
- 36. Resolve instrument air overpressurization of SOVs.
- 37. Resolve inadequate support of fire main DRS in 480V switchgear room.
Resolve welding -issues (Code complisnee DRS 50-286/94-406
' 38.
and NDE records).
- 39. Resolve electrical cable duct bank issues.
RESTART ISSUES CHECKLIST Revision:. 3 Date: 12/94
!!I. PROGRAMMATIC RESTART ISSUES RESTART ISSUE Resp. Reference Date Org. Closed (Licensee)
- 1. Resolve plant-wide corrective action ORP tracking and implementation process deficiencies.
- 2. Resolve plant-wide commitment tracking ORP 50-286/94-27 l
and implementation process deficiencies.
- 3. Resolve surveillance test program DRP deficiencies. Certify that all surveillance tests are current and the results of each test properly demonstrate equipment operability.
f NAP 94-04
- 4. Resolve maintenance / engineering retest ORS 50-286/94-08 program deficiencies. 50-286/94-18 08/31/94 DRS 50-286/94-08 NAP 94-04
- 5. Resolve calibration deficiencies for instruments used to conduct surveillance 50-286/94-18 08/31/94 testing.
- 6. Evaluate the need for a plant-wide DRP procedure upgrade program. Identify and upgrade critical procedures needed to support restart and safe operations.
- 7. Resolve deficiencies associated with the NRR 50-286/94-27 l
temporary procedure change (TPC) process and the biennial review process.
- 8. Review preventative maintenance (PH) ORS 50-2sB/94-29 l
accompitshed to ensure vendor recommendations have been included and develop a process to ensure vendor recommendations are reflected in PM procedures as appropriate
- 9. Enhance the reasone.ble assurance of DRP 50-286/94-26 l
safety (RAS) and justification for continued operation (JCO) processes.
- 10. Resolve work control and operations ORP/
1 clearance weaknesses for startup. RATI 1
RESTART ISSUES CHECKLIST Revision: 3 Date: 12/94
!!!. PROGRAMMATIC RESTART ISSUES
- continued -
RESTART ISSUE Resp. Reference Date (Licensee) Org. Closed
- 11. Resolve recurring maintenance inadequacies DRP/
(parts, procedures). RATI l 12. Review Category I (safety-related) equipment DRS 50-286/94-28 procurement process.
RESTART ISSUES CHECKLIST Revision: l Date: 12/94 IV. MANAGEMENT OVERSIGHT RESTART ISSUES Resp. Reference Date RESTART ISSUE Closed Org.
(licensee)
Develop a reasonable assurance that all DRP 50-286/94-26 l 1.
NRC comitments have been met or are on a schedule for closure by reviewing an appropriately sized sample of commitments.
Resolve startup control and mode change DRP 50-286/94-26 l 2.
deficiencies.
DR$ 50-286/94-08 NAP 94-04
- 3. Resolve vendor / contractor oversight and 08/31/94 50-286/94-18 control deficiencies.
Ensure management's exoectations with ORP/
- 4. RATI
}
regard to procedure adierence and attention to detail are clearly understood.
Provide operability determination DRP 5.
guidance and training to all applicable station personnel.
- 6. Reestablish the QA organizatior, as an ORS /
effective oversight group. RATI
- 7. Review all backlogs to assess the safety ORP/
impact of the items contained in these RATI backlogs. Backlogs include the work request, RES, CAR, REC, PORC open item, RIND, and RIP lists. W
- 8. Assess NYPA staff attitude with respect NAP /
RATI t g formance improvement.
1' l RESTART READINESS ASSESSMENT CHECKLIST Revision:__t_
Date: 5/94
- 1. ASSESSMENT OF ROOT CAUSE IDENTIFICATION AND CORRECTION AREA FOR ASSESSMENT RESPONSIBLE STATUS ORGANIZATION
- 1. ROOT CAUSE ASSESSMENT NAP Apolicable Items
- Conditions requiring the shutdown are clearly understood
- Root causes of the conditions requiring the shutdown are clearly understood
- Root causes of other significant problems are clearly understood
- Evaluate adequacy of the root cause analysis program
- 2. CORRECTIVE ACTIONS NAP Anolicable items
- Evaluate adequacy of the comprehensive corrective action plan
- Evaluate adequacy of the corrective action programs for specific root causes
- Assess control of corrective action item tracking
- Effective corrective actions for the conditions requiri.1 the shutdown have been impicmented
- Effective corrective actions for other significant problems have been implemented
- Adequacy of the corrective action verification process
- 3. SELF-ASSESSMENT CAPABillTY NAP Acolicable Items
- Adequacy of licensee's startup self-assessment ,
- Effectiveness of Quality Assurance Program
- Adequacy of Industry Experience Review Program
- Adequacy of licensee's Independent Review Groups
- Adequacy of deficiency reporting system
- Staff willingness to raise concerns
- Adequacy of Commitment Tracking Program Utilization of external audits (i.e. INPO)
- Quality and timeliness of 10 CFR 50.72 and 50.73 Reports
e 4
RESTART REA0! NESS A55ESSMENT CHECKLIST Revision: 0 Date: T/93 II. As5ES$NENT OF LICENSEE MANAGEMENT RESPONSIBLE STATUS AREA FOR ASSESSMENT ORGANIZATION NAP
- 1. MANAGEMENT OVERSIGHT AND EFFECTIVENESS Annlicable items
- Management commitment to achieving improved performance-
- Performance goals / expectations developed for the staff
- Goals / expectations communicated to the staff
- Resources available to management to achieve goals
- Management's commitment to procedure adherence =
Management involvement in self-assessment and independent self-assessment capability
- Effectiveness of management review committees
- Management in-plant time
- Management's awareness of day-to-day operational concerns
- Ability to identify and prioritize significant issues
-- Ability to coordinate resolution of significant issues
- Abtitty to implement effective corrective actions NAP
- 2. MANAGEMENT ORGANIZATION AND SUPPORT Annlicable Items
- Structure of the orpantration
- Ability to adequate y staff the organization
- Effect of any management reorganization
- Establishment of proper work environment
- Ability to resolve employee concerns
- Ability to provide entlineering support
- Adequacy of plant adetnistrative procedures
- Amount of contractor usage
- ?dequacy of contractor oversight
- ;nformation exchange with other utilities
- Participation in industry groups
~ - - - - - ~ _ _ _ _ . _ _ _ _ _ . , . _ _
RESTART READINESS ASSESSMENT CHECKLIST Revision:_q.
Date:- 7/93 III. ASSESSMENT OF PLANT AND CORPORATE STAFF AREA FOR ASSESSMENT RESPONSIBLE STATUS ORGANIZATION
- 1. ASSESSMENT OF STAFF NAP
&gplicable Items
- Staff commitment to achieving improved perfonnance
- Staff's safety consciousness
- Understanding of management's expectations / goals
- Understanding of plant issues and corrective actions
- Effect on the staff of any reorganization Resources available to the staff
- Qualifications and training of the staff
- Staff's work environment
- Level of attention to detail
- Adequacy of staffing
- Off-hour plant staffing
- Staff overtime usage
- Amount of contractor usage
- Staff / contractor relationship
- procedure usage / adherence
- 2. ASSJSSMENTOFCORPORATESUPPORT NAP 8Dolicable Items
- Relationship between corporate and the plant staff
- Adequacy of the request for corporate services process
- Corporate understanding of plant issues "
- Corporate staff in plant time -
- Effectiveness of the corporate / plant interface meetings
- Adequacy of corporate representation at plant activities
- Adequacy of corporate engineering support
- Adequacy of corporate design changes
- Adequacy of licensing support i
1
RESTART READINESS ASSESSMENT CHECKLIST Revision: O Date: 7/93
!!!. ASSESSMENT OF PLANT AND CORPORATE STAFF
- continued -
RESPONSIBLE STATUS AREA FOR ASSESSMENT ORGANIZATION NAP
- 3. OPERATOR ISSUES 6po11 cable Items
- Licensed operator scaffing meets requirements and licensee goals
- Level of formality in the control room
- Adequacy of requalification training
- Adequacy of equipment operability determination training
- Adequacy of SRO command and control
- Control room / plant operator awareness of equipment status Adequacy of plant operating procedures
) -
- Procedure usage / adherence
- Log keeping practices t
'e l
I RESTART READINESS ASSESSMENT CHECKLIST Revision: 0 Date: 7/93 IV. ASSESSMENT OF PHYSICAL READINESS OF THE PLANT AREA FOR ASSESSHENT RESPONSIBLE STATUS ORGANIZATION
- 1. ASSESSMENT OF PHYSICAL READINESS OF THE NAP PLANT Apo11 cable Items
- Operability of technical specifications systems
- Operability of required secondary and support systems
- Results of pre-startup testing
- Adequacy of system lineups
- Adequacy of surveillance tests / test program
- Significant hardware issues resolved
- Adequacy of the power ascension testing program Adequacy of plant maintenance program effectiveness
- Maintenance backlog managed and impact on operation assessed
- Adequacy of plant housekeeping and equipment storage 9
(
RESTART READINESS ASSESSMENT CHECKLIST Revision:_Q_
Date: 7/93 V. ASSESSMENT OF COMPLIANCE WITH REGULATORY REQUIREMENTS RESPONSIBLE STATUS AREA FOR ASSESSMENT ORGANIZATION NAP
- 1. ASSESSMENT OF COMPLIANCE WITH REGULATORY REQUIREMENTS 62D11 cable Items
- Applicable license amendments have been issued
- Applicable exemptions have been granted
- Applicable reliefs have been granted
- Confirmatory Action Letter conditions have been satisfied
- Significant enforcement issues have been resolved
- Allegations have been appropriately addressed e
- , - - - .2,___ ._
I-RESTART READINESS ASSESSMENT CHECKLIST I Revision: O l Date: 7/93 VI. C0 ORDINATION WITH INTERESTED AGENCIES / PARTIES AREA FOR ASSESSMENT RESPONSIBLE STATUS ORGANIZATION
- 1. COORDINATION WITH INTERESTED NAP AGENCIES / PARTIES Acolicable Items
- Federal Emergency Management Agency
- Appropriate State and Local Officials
- Appropriate Public Interest Groups
- Local News Media _
i
- - -. . . - . -_ - . . - - _ _ _ _ . - ~ - . ..
'y p ana m
- NUCLEAR REOULATORY COMMISSION E. E RtGION 1 k,***** KING OF PRUSS A. NN YLVAN A 19406 1416 December 21, 1994 MEMORANDUM 10: Richard W. Cooper !!, Director Division of Reactor Projects, Region 1 l Steven A. Varga, Director ;
Division of Reactor Projects - I/II Office of Nuclear Reactor Re ulation
~
FROM: Curtis J. Cowgill, Chief p Projects Branch No. I Division of Reactor Projects Regi n
SUBJECT:
REVISION AND STATUS UPDATE N0. 3: INDIAN POINT 3 RESTART ACTION PLAN The NRC's NYPA Assessment Panel (NAP) is responsible for the implementation of the a1 proved Indian Point 3 Restart Action Plan. The NAP has revised the attacied Restart Action Plan based upon on-going inspection activities at Indian Point 3 and NAP oversight.
This revision has also added the following two technical restart issues to the Restart Issues Checklist: (1) 11.38, Resolve Welding Issues (Code compliance and NDE records) and (2) 11.39, Resolve Electrical Cable Duct Bank Issues.
These new restart issues were determined by the NAP to meet the restart issues criteria in the Plan. Of the fifty-nine restart issues in the Restart Issues Checklist, NYPA still owes four packages. Twenty-eight are currently under review by the NRC, with six of those scheduled to be inspected by the RATI.
Five have been formally closed by the NAP, thirteen have been inspected, and nine have been inspected and discussed in issued inspection reports; these nine issues will be discussed for formal closure at an upcoming NAP meeting.
Please replace your copy of the Indian Point 3 Restart Action Plan with the attached revision. As progress is made in the restart propess, further ,
updates of the Restart Action Plan will be issued.
Docket No. 50-286
Attachment:
As stated f/
.N' Memorandum to Richard W. Cooper 2
& Steven A. Varga ccw/atti Region ! Docket Room (with concurrences)
T. Martin, RA DRP W. Lanning,ian D. Low, Ind Point 3 SRI W. Cook FitzPatrick SRI J. Wiggins, DRS G. Meyer, DRS W. Hehl, DRSS J. Joyner. DRSS W. Dean, OEDO l
M. Case, NRR N. Conicella, NRR '
W. Russell, NRR S. Varga, NRR A. Thadant, NRR R. Zimmerman, NRR J. Zwolinski, NRR M. Davis, NRR I
d INDIAW POINT 3 - RESTART ACTION PLAN TABLE OF CONTENTS AND RECORD OF REVISIONS AND UPDATES RESTART PROCESS CHECKLIST Revision Q111
- 1. Initial NRC Response 1 2l94 II. Notifications 1 2/94 III. Establish an Organize the NRC Review Process 1 2/94 IV. Review Implementation IV.1 Root Causes and Corrective Actions 3 12/94 IV.1 Determine Restart Issues and Resolution 3 12/94 IV.3 Obtain Comments 3 12/94 IV.4 Closecut Actions 1 2/94 V. Restart Authorization 1 2/94 VI. Restart Authorization Notification 1 2/94 BESTART ISSUES CHECKL1ST Revision QLt1
- 1. Confirmatory Action Letter Restart Issues 1 2/94 II. Technical Restart Issues 3 12/94 III. Programmatic Restart Issues 3 12/94 IV. Management Oversight Restart Issues 3 12/94 RESIART READINESS ASSESSMENT CHFCKLIST Revision Data I. Assessment of Root Cause Identification and Correction 2 5/94 i- Assessment of Licensee Maiagement 0 7/93 III. Assessment of Plant and Corporate Shff (2 pages) 0 7/93 IV. Assessment of Physical Readiness of the Plant 0 7/93 V. Assessment of Compliance with Regulatory Requirements 0 7/93 VI. Coordination with Interested Agencies / Parties 0 7/93
0 RESTART PROCESS CHEiKLIST g Revision:_L.
Date: 2/94 I. INITIAL NRC RESPONSE TASK / RESPONSIBLE ORGANIZATION STATUS
- a. Initial notification and NRC manageitent discussion of Complete known facts and issues [NRR & Region I]
- b. Conduct a Special Team Inspection [ Region !] Complete
- c. Issue Confirmatory Action Letter [ Region I] Complete
- d. Determine the need for senior management involvement Complete
[NRR & Region Il
- e. Identify other parties involved (i.e. NRC organizations, Complete other Federal agencies, industry organizations, etc.)
[NRR & Region 1]
Detailed Status I.a 10 CFR 50.72 Notification (event no. 25152)' dated 02/26/93 NRC Operations Center Plant Status Report dated 02/27/93 10 CFR 50.72 Notification (event no. 25193) dated 03/05/93 SMM Screening Meeting on 04/15/93 I.b Special Inspection Team foran an independent assessment of the root causes that led to the decline in performance at IP3. The inspection was conducted from 04/26/93 to 04/30/93 and 05/10/93 to 05/28/93. The exit meeting was conducted 06/01/93. Report 50-286/93-80 was issued 7/17/93.
I.c Issued 6/17/93 1.d The EDO, NRR Director, and Regional Administrato'f toured IP3 on 05/19/93 and met with the NYPA Board of Trustees on 05/25/93 The Chaiman toured IP3 on 06/07/93 June 1993 SM I.e FEMA NRC Congressional Affairs NRC Public Affairs Region I State Liaison Officer
RESTAR1' PROCESS CHECKLIST Revision:_1_
Date: 2/94 II. NOTIFICATIONS TASK STATUS
- a. Issue Daily and Directors Highlight [NRR] Complete
- b. Issue Morning Report [ Region I] Complete
- c. Conduct Commissioner Assistant's Eriefing [NRR] N/A
- d. Issue Commission Paper [NilR] _
N/A
- e. Cognizant Federal agencies notified (i.e. FEMA) [NRR] Complete
- f. Congressional notificatior, [NRR] Complete
- g. State and Local Officials notified [ Region I]
- Complete petailed Status II.a NRR Daily Highlight's do ad 03/01/93; 03/08/93; 04/02/93; 06/07/93; and 06/18/93 II b Region I Morning Report's dated 03/01/93; 03/00/93; and 04/08/93 II.e Project Manager discussion with Emergency Preparedness Branch on 06/10/93 NRC/ FEMA Steering Committee meeting on 6/22/93 II.f Project Manager discussion with Congressional Affairs on 04/29/93 Briefing by Deputy Regional Administrator for Congressman Fish from New York on 05/13/93 Congressman Fish site visit on 06/07/93 II g NYS Assembly Hearings on 05/06/93 NYS Assemblywoman Galef and State Senator George Pataki site visit on 06/07/93 Briefing of the Four County Nuclear Safety Committee on 7/6/93 by D0 of DRP NYS Assembly Joint Hearings 10/25/93.
- Initial notifications complete. Officials are briefed as requested.
RESTART PROCESS CHECKLIST Revision: 3 Date: 12/94_
III. ESTABLISH AND ORGANIZE THE NRC REVIEW PROCESS TASK STATUS
- a. Establish the Restart Panel [ NAP] Complete l b. Assess available information (i.e. inspection results. Complete licensee self-assessments, industry reviews) [ NAP]
- c. Conduct Regional Administrator Briefing [ Region Il Complete
- d. Conduct NRR Executive Team Briefing [NRR] Complete
- e. Develop the Restart Action Plan [ NAP) Complete
- f. Regional Administrator approves Restart Action Plan Complete
[ Region Il
- g. NRR Associate Director approves Restart Action Plan [NRR] Complete
- h. In.plement Restart Action Plan [ NAP) Complete l
- 1. Modify CAL as necessary [ Region I] Open Detailed Status III a Revised NAP Charter dated 05/I3/93 III,b NRC inspection reports, Special Inspection Team report, industry reports and licensee self-assessment reports assessed to define problem III.c SMM screening meeting on 04/15/93 111.0 SMM screening meeting on 04/15/93 '-
III.o Issued on 7/20/93 III,f Approved on 07/20/93 III.g Approved on 07/19/93 l lII.h Restart Action Plan issued 07/20/93 1
1
l' l
RESTART PROCESS CHECKLIST Revision:_L Date: 12/94 IV. REVIEW IMPLEMENTATION IV.1 Root Causes and Corrective Actions.
TASK STATUS
- a. Evaluate Special Team Inspection findings [ NAP] Complete
- b. Licensee performs root cause analysis and develops Complete corrective actico plan for root causes (RCIP superseded the PIP) [ NAP]
- c. NRC evaluates licensee's root cause determination and Complete l
corrective action plan [ NAP]
Detailed Status IV.I.a The Special Team Inspection exit meeting was held on 06/01/93 Special Team Inspection Report issued on 07/21/93 Findings incorporated in Restart Action Plan (07/93)
IV.1.b Performance Improvement Plan (PIP) submitted 01/12/93 PIP management meeting 04/06/93 (Region I) - Sumary dated 04/27/93 PIP / Restart Issues management meeting 04/20/93 (IP3) - Summary dated 05/03/93 Licensee restart commitment letter dated 03/26/93 Restart Issues Meeting (08/18/93)
PIP Management Meeting (12/17/93)
Work Control and Restart Management Meeting (01/24/94)
Management meeting on 05/26/94 to discuss the replacement plan for the PIP - the Restart and Continuous Improvement Plan (RCIP)
RCIP formally submitted on 05/27/94 IV.1.c NRC issued Questions and Comments regarding the IP on 04/12/93. NYPA response received 06/11/93 Restart Issues Meeting (08/18/93)
NAP Meeting 93-13 Minutes dated 11/23/93 PIP Management Meeting (12/17/93)
PIP Management Meeting letter dated 12/23/93 Work Control and Restart Management Meeting (01/24/94) l
- NRC accepted RCIP on 08/08/94 (No response requested)
~
RESTART PROCESS CHECKLIST Revision:_1.
Date: 12/94 IV.2 Determine Restart Issues and Resolution TASK STATUS l a. Review / evaluate licensee generated restart issues [ NAP] Complete l b. Independent NRC identification of restart issues [ NAP] Complete
- c. NRC/ licensee agreement on restart issues [ NAP] Complete l ,
- d. Evaluate licensee's restart issues implementation process Continuing
[ NAP] ,
- e. Evaluate licensee's implementation verification process Continuing
[ NAP) l
- f. Schedule inspections for closure of restart issues [ NAP] Complete i
- g. Evaluate the Restart Readiness Team Inspection (RATI) Open l findings [ NAP] ),
Detailed Status j IV.2.a NAP Action Item 93-05-02 (NAP Meeting 93-06 Minutes dated 04/19/93) )
l
- RAP Revision 3 issued last update to restart issues ,
1 IV.2.b NAP Action Item 93-05-02 (NAP Meeting 93-06 Minutes dated 04/19/93)
NAP Action Item 93-07-02 Special Team Inspection (04/26/93 to 05/28/93) 1 Restart Action Plan issued on 07/20/93 Restart Action Plan Revision 2 issued on 05/12/94 Restart Action Plan Revision 3 contained last addition to restart l items; may be reopened if NAP identifies additional restart issues IV.2.c
- NAP Action Item 93-07-03 Restart Issues Meeting (08/18/93) l Restart Action Plan Revision 3 IV.2.d Continuing NAP activity IV.2.e Continuing NAP activity IV.2.f NAP minutes 94-10
i*
RESTART PROCESS CHECKLIST Revision:_L, Date: 12/94 IV.3 Obtain Conments TASK STATUS a.- Conduct public meetings [ NAP)- Continuing
- b. Obtain comments from State and Local Officials [ Region I] Continuing
- c. Obtain comments from applicable Federal agencies [NRR] Continuing l
Detailed Status IV.3.a PIP public management meeting 04/06/93 PIP /Restsrt Issue public management meeting 04/20/93 Special Team Inspection public exit meeting 06/01/93 Restart Issues public meeting (08/18/93)
PIP public management meeting (12/17/93)
Work Control and Restart public management meeting (01/24/94)
RCIP public management meeting (05/26/94)
Control Room HVAC public management meeting (08/03/94)
MOV public management meeting (08/18/94)
NRC public meeting at Cortlandt Town Hall on 11/17/94 IV.3.b Correspondence and meetings with officials through Project Manager via OCA (ongoing)
NRC public meeting at Cortlandt Town Hall on 11/17/94 IV.3.c NRC/ FEMA steering committee meeting (06/13/94)
_NRC/ FEMA telecon (05/31/94)
FEMA Final 1992 Exercise Report issued on 06/13/94 NRC/ FEMA telecon (09/01/94)
~
RESTART PROCESS CHECKLIST Revision:_1_
Date: 2/94 IV.4 Closecut Actions TASK STATUS Evaluate licensee's restart readiness self-assessment Open a.
[ NAP)
- b. Conduct NRC Readiness Assessment Team Inspection (RATI) Open '
[ Region Il
- c. NRC evaluate apolicable items from the Restart Readiness Open Assessment Chec(list [ NAP]
Comments from other parties considered [ NAP] Open d.
Verify all restart issues closed [ NAP] Open e.
- f. Determine that all conditions of the CAL are satisfied Open
[ NAP]
- g. Issue Augmented Restart Coverage Inspection Plan Open
[ Region Il Detailed Status
RESTART PROCESS CHECKLIST
! Revision: 1 Date: 2/94 V. RESTART AUTHORIZATION TASK STATUS
- a. Prepare restart authorization document and basis for Open I restart [ NAP] <
- b. NRC Restart Panel recommends restart [ NAP] Open
- c. No restart objections from other applicable HQ offices Open
[NRR]
- d. No restart objections from applicable Federal agencies Open
[NRR]
- e. Regional Administrator concurs in Restart Authorization Open tRegion I]
- f. Director NRR concurs in Restart Authorization [NRR] Open
- g. Conduct ACRS briefing / notification [NRR] Open
- h. Conduct Commission briefing / notification [NRR] Open
- 1. EDO concurs in Restart Authorization [NRR] Open J. Commission notified of Restart Authorization [NRR) N/A
- k. CAL closeout to allow restart [ Region I] Open
- 1. Regional Administrator authorizes restart (Region I] Open Detailed Status s
i RESTART PROCESS CHECKLIST Revision:_L Date: 2/94 VI. RESTART ALITHORIZATION NOTIFICATION TASK ,
STATUS Open
- a. Comission [NRR]
Open
- b. EDO [NRR]
Congressional Affairs [hRR] Open c.
Applicable Federal agencies [NRR] Open d.
Public Affairs [ Region I] Open e.
State and Local Officials [ Region I] Open f.
Detailed Status
RESTART ISSUES CHECKLIST NAP Action Item 93-05-02 required the NAP Restart Issues Subcommittee to review the list of startup concerns, which had been originally developed by the Indian Point 3 resident inspector staff, and develop a proposed Indian Point 3 Restart Issues List using newly-established restart issues criteria.
The criteria used to develop the restart issues list are as follows:
(1)
Resolution of the issue is required to ensure safe operation of the facility.
(2)
Resolution of the issue is required to comply with technical specifications.
(3) Resolution of the issue is required to somply with other regulatory requirements (i.e. 10 CFR, ASME, etc.)
(4) Resolution of the issue is required to meet the design / licensing basis.
(5) Resolution of the issue is required to ensure effective management oversight.
(6) Resolution of the issue is required to ensure an effective corrective action process.
The following checklist contains the Indian Point 3 Restart Issues. The restart issues checklist is divided into four sections: (I) Confirmatory Action Letter Issues; (2) Technical Issues; (3) Programmatic Issues; and (4)
Management Oversight Issues. Each section has four columns. The first column lists the specific restart issue. The column entitled " Resp. Org." indicates the NRC organization responsible to close the issue, as appropriate. The
" Reference" column indicates the inspection report or other docketed reference that will document NRC review and inspection of the issue. The "Date Closed" column lists the date on which the NAP considered the issue closed and indicates the NAP meeting number, as applicable.
All of the restart issues other than the Confirmatory Action Letter issues involve correcting, at a minimum, the presently known deficiencies associated '
with-that system or program. Prior to restart, NYPA will resolve or present a plan for the resolution of each restart issue. In order to fully resolve each restart issue, NYPA must address the deficiencies in that system or program and present the basis for concluding that sufficient improyements have been made to justify safe operation of the facility.
RESTART ISSUES CHECKLIST Revision: 1 Date: 2/94 I. CONFIRMATORY ACTION LETTER RESTART ISSUES i RESTART ISSUE Resp. Reference Date l (Licensee) Org. Closed
- 1. Participate in a management meeting with NAP 50-286/93-22 08/18/93 the NRC staff, open for public observation, to discuss an initial list of mutually agreed upon restart issues.
- 2. Once NYPA has determineo that edfficient NAP In Progress progress has been made witn corrective 12/5/94 actions, complete a startup readiness evaluation, including an assessment of whether the plant and plant support organizations have the necessary knowledge, skills, and abilities to prevent, or detect and correct future problems in a timely manner.
- 3. Provide the Regional Administrator with the NAP results of the NYPA assessment and progress toward readiness for restart of the facility, including those items that remain to be completed prior to plant startup.
- 4. Participate in a management meeting with NAP the NRC staff, open for public observation, to present the results of the Indian Point 3 startup readiness evaluation.
- 5. When NYPA is ready in all respects for NAP restart of the facility, they are to provide a letter to the Regional s Administrator certifying that fact.
- 6. Obtain the agreement of the Regional NAP Administrator prior to restart of Indian Point 3.
RESTART ISSUES CHECKLIST Revision: 3 Date: 12/94 II. TECWICAL RESTART ISSUES RESTART ISSUE Resp. Date (Licensee) Org. Reference Closed
- 1. Ensure the AMSAC system meets the DRS 50-286/94-04 requirements of the ATWS Rule and is 50-286/94-29 l-reliable.
- 2. Resolve emergency diesel generator DRS 50-286/94-13 NAP 94-08 deficiencies.- 10/18/94
-l 3. Resolve fire protection and Appendix R DRS 50-286/94-29 deficiencies.
- 4. Resolve cable-separation deficiencies. DRS 50-286/94-29
- l:
- 5. Resolve the reactor missile block DRS 50-286/94-24 NAP 94-10 bolt / fastener deficiencies. 11/10/94
- 6. Resolve orifice plate orientation DRS 50-286/94-21 deficiencies. 50-286/94-26
- 7. Resolve fuse control deficiencies. DRS- 50-286/94-29 l
l 8. Ensure the weld channel and containment NRR 50-286/94-27 penetration system nitrogen backup
- supply satisfies the design basis.
- 9. Resolve the backup service water DRS- 50-286/94-29 l
biofouling issue.
-l 10. Resolve the valve handwheel issue so NRR 50-286/94-26 that, at a minimum, the E0Ps and AOPs can be adequately implemented.
l -11. Implement the applicable requested DRP actions of NRC Sul?stin 93-02 (Debris Plugging of ECCS Strainers).
-l 12. Ensure the control room ventilation DRS system (air conditioning) satisfies the design basis.
- 13. Resolve the PORV issue. DRS 50-286/94-09 50-286/94-29 l 14. Resolve the instrument bus-voltage DRS 50-286/94-29 fluctuation issue.
- 15. Resolve the main turbine potential DRP overspeed issue.
- 16. Resolve instrument air deficiencies. DRS 50-286/94-29 l
' RESTART ISSUES CHECKLIST Revision: 3 Date: 12/94 II. TECPf!?AL RESTART ISSUES
- continued -
l Resp. Date 3ESTART ISSUE Org. Reference Closed (Licensee)
- 17. Resolve fan couler unit dampe. DRP deficiencies.
- 18. Resolve AFWS deficiencies. DRS 50-286/94-29 l
- 19. Resolve overdue and outstanding EDSFI DRS 50-286/94-25 issues. 50-286/94-29
- 20. Resolve submerged cable issue. DRS 50-286/94-29 l
- 21. Resolve instrument loop calibration NRR 50-286/94-27 l
issue (containment sump, CST alarm, RWST).
- 22. Resolve BAHT deficiencies; placement of DRP BAHT controllers, recorders, panels into surveillance program.
- 23. Resolve service water heat trace deficiencies.
- 24. Resolve core exit thermocouple DRS 50-286/94-26 l
requirements.
- 25. Resolve post-accident sampling system DRP 50-286/94-26 l deficiencies / missing commitments.
- 26. Resolve control rod system issues NRR 50-286/94-27 l
(GL 93-04).
- 27. Resolve minimum temperature for DRS 50-206/94-26 l
criticality issue.
- 28. Completion of vendor recommendations for DRS 50-286/94-29 l
main steam non-return check valves.
- 29. Resolve CCR A/C service water valve DRS 50-286/94-29 l
weights.
- 30. Resolve gas stripper removal. DRSS 50-286/94-30 l
- 31. Inspection and repair to extraction DRS 50-286/94-29 l
steam piping.
- 33. Resolve radiation monitor deficiencies. DRS 50-286/94-29 l
l
RESTART ISSUES CHECKLIST Revision:_.J_ .
(
Date: 12/98 II. TECHNICAL RESTART ISSUES
- continued -
RESTART ISSUE Resp. Reference Date (Licensee) Org. Closed
- 34. Resolve control building exhaust fan DRS inadequate design.
- 35. Resolve construction strainer issue. DRP 50-286/94-27 l
Resolve instrument air DRS 36.
overpressurization of SOVs.
- 37. Resolve inadequate support of fire main DRS in 480V switchgear room.
- 39. Resolve electrical cable duct bank DRS issues.
l l
)
RESTART ISSUES CHECKLIST Revision: 3 Date: 12/94-III. PROGRAMMATIC RESTART ISSUES RESTART ISSUE Resp. Reference Date (Licensee) Org. Closed
- 1. Resolve plant-wide corrective action DRP tracking and implementation process deficiencies.
l 2. Resolve plant-wide commitment tracking DRP 50-286/94-27 and implementation process deficiencies.
- 3. Resolve surveillance test program DRP deficiencies. Certify that all surveillance tests are current and the results of each test properly +
demonstrate equipment operability.
- 4. Resolve maintenance / engineering retest DRS 50-286/94-08 NAP 94-04 program deficiencies. 50-286/94-18 08/31/94
- 5. Resolve calibration deficiencies for DRS 50-286/94-08 NAP 94-04 instruments used to conduct surveillance 50-286/94-18 08/31/94 testing.
- 6. Evaluate the need for a plant-wide DRP procedure upgrade program. Identify and upgrade critical procedures needed to support restart and safe operations.
l 7. Resolve deficiencies associated with the NRR 50-286/94-27 temporary procedure change (TPC) process and the biennial review process.
l 8. Review preventative maintenance (PM) DRS 50-286/94-29 accomplished to ensure vendor recommendations have been included and develop a process to ensure vendor recommendations are reflected in PM procedures as appropriate l 9. Enhance the reasonable assurance of DRP 50-286/94-26 safety (RAS) and justification for continued operation (JCO) processes.
- 10. Resolve work control and operations DRP/
clearance weaknesses for startup. RATI i
i RESTART ISSUES CHECKLIST Revision: 3 Date: 12/94 III. PROGRAMATIC RESTART ISSUES
- continued -
RESTARY ISSUE Resp. Reference Date (Licensee) Org. Closed
- 11. Resolve recurring maintenance inadequacies DRP/
(parts, procedures). RATI l 12. Review Categoe/1 (safety-related) equipment DRS 50-286/94-28 procuremont process.
h s
RESTART ISSUES CHECKLIST Revision: 3 Date: 12/94 IV. MANAGEMENT OVERSIGHT RESTART ISSUES
- w RESTART ISSUE Resp. Reference Date (Licensee) _
Org. Closed l 1. Develop a reasonable assurance that al'. DRP 50-286/94-26 NRC commitments have been met or are on a schedule for closure by reviewing an n appropriately sized sample of commitments.
l 2. Resolve startup control and mode change DRP 50-286/94-26 deficiencies.
- 3. Resolve vendor / contractor ov'ersight and DRS 50-286/94-08 NAP 94-04 control deficiencies. 50-286/94-18 08/31/94
- 4. Ensure management's expectations with DRP/
regard to procedure adherence and RATI attention to detail are clearly understood.
- 5. Provide operability determination DRP guidance and training to all applicable station personnel.
- 6. Reestablish the QA organization as an DRS/
effective oversight group. RATI
- 7. Review all backlogs to assess the safety DRP/
impact of the items contained in these RATI backlogs. Backlogs include the work request, RES, CAR, REC, PORC open item.
RIND, and RIP lists.
- 8. Assess NYPA staff attitude with respect NAP /
to performance improvement. RATI l
RESTAPT READINESS ASSESSMENT CHECKLIST Revision:__2_
Date: 5/94 I. ASSESSMENT OF ROOT CAUSE IDENTIFICATION AND CORRECTION AREA FOR ASSESSMENT RESPONSIBLE STATUS ORGANIZATION
- 1. ROOT CAUSE ASSESSMENT NAP Anolicable Items
- Conditions requiring the shutdown are clearly understood Root causes of the conditions requiring the shutdown are clearly understood
- Root causes of other significant problems are clearly understood
- Evaluate adequacy of the root cause analysis program
- 2. CORRECTIVE ACTIONS NAP Anolicable Items Evaluate adequacy of the comprehensive corrective action plan Evaluate adequacy of the corrective action programs for specific root causes Assess control of corrective action item tracking Effective corrective actions for the conditions requiring the shutdown have been implemented Effective corrective actions for other significan; problems have been implemented
- Adequacy of the corrective action verification process
- 3. SELF-ASSESSMENT CAPABILITY NAP Anolicable Items Adequacy of licensee's stari.up self-assessment ,
Effectiveness of Quality Assurance Program -
Adequacy of Industry Experience Review Program
- Adequacy of licensee's Independent Review Groups Adequacy of deficiency reporting system Staff willingness to raise concerns Adequacy of Commitment Tracking Program Utilization of external audits (i.e. INPO)
- Quality and timeliness of 10 CFR 50.72 and 50.73 Reports k
s
l RESTART READINESS ASSESSMENT CHECKLIST Revision: 0 Date: 7/93 II. ASSESSMENT OF LICENSEE MANAGEMENT RESPONSIBLE STATUS AREA FOR ASSESSMENT ORGANIZATION e NAD
- 1. MANAGEMENT OVERSIGHT AND EFFECTIVENESS Anolicable Items
- Management commitment to achieving improved performance
- Performance goals / expectations developed for the staff
- Goals / expectations communicated to the staff
- Resources available to management to achieve goals
- Management's connitment to procedure adherence
-- Management involverent in self-assessment and independent self-assessment capability
- Effectiveness of management review committees
- Management in-plant time
- Management's awareness of day-to-day operational concerns
- Ability to identify and prioritize significant issues
- Ability to coordinate resolution of significant issues
- Ability to implement effective corrective actions NAP
- 2. MANAGEMENT ORGANIZATION AND SUPPORT Anolicable Items
- Structure of the om anization
- Ability to adequately staff the organization
- Effect of any management reorganization
- Establishment of proper work environment
- Ability to resolve employee concerns ,
- Ability to provide engineering support
- Adequacy of plant administrative procedures
- Amount of contractor usage
- Adequacy of contractor oversight
- Information exchange with other utilities
- Participation in industry groups
l RESTART READINESS ASSESSMENT CHECKLIST Revision: 0 Date: 7/93 III. ASSESSMENT OF PLANT AND CORPORATE STAFF AREA FOR ASSESSMENT RESPONSIBLE STATUS ORGANIZATION
- 1. ASSESSMENT OF STAFF NAP Anolicable Items
- Staff commitment to achieving improved performance
- Staff's safety consciousness
- Understanding of management's expectations / goals
- Understanding of plant issues and corrective actions
- Effect on the staff of any reorganization Resources available to the staff
- Qualifications and training of the staff Staff's work environment Level of attention to detail
- Adequacy of staffing Off-hour plant staffing
- Staff overtime usage Amount of contractor usage
- Staff / contractor relationship
- Procedure usage / adherence
- 2. ASSESSMENT OF CORPORATE SUPPORT NAP Anolicable Items Relationship between corporate and the plant staff Adequacy of the request for corporate services process Corporate understanding of plant issues '
Corporate staff in plant time -
- Effectiveness of the corporate / plant interface meetings Adequacy of corporate representation at plant activities
- Adequacy of corporate engineering support
- Adequacy of corporate design changes
- Adequacy of licensing support
RESTART READINESS ASSESSMENT CHECKLIST Revision: 0 Date: 7/93 III. ASSESSMENT OF PLANT AND CORPORATE STAFF
- continued -
RESPONSIBLE STATUS AREA FOR ASSESSMENT ORGANIZATION NAP
- 3. OPERATOR ISSUES Aeolicable Items
- Licensed operator staffing meets requirements and licensee goals
- Level of formality in the control room
- Adequacy of requalification training
- Adequacy of equipment operability determination training
- Adequacy of SRO command and control
- Control room / plant operator awareness of equipment status
- Adequacy of plant operating procedures
- Procedure usage / adherence
- Log keeping practices
RESTART READINESS ASSESSMENT CHECKLIST Revision: 0 Date: 7/93 IV. ASSESSMENT OF PHYSICAL READINESS OF THE PLANT AREA FOR ASSESSMENT RESPONSIBLE STATUS ORGANIZATION
- 1. ASSESSMENT OF PHYSICAL READINESS OF THE NAP PLANT Aeolicable Itemt
- Operability of technical specifications systems Operability of required secondary and support systems Results of pre-startup testing
- Adequacy of system lineups Adequacy of surveillance tests / test program
- Significant hardware issues resolved Adequacy of the power ascension testing program Adequacy of plant maintenance program effectiveness Maintenance backlog managed and impact on operation assessed Adequacy of plant housekeeping and equipment storage
4 RESTART READINESS ASSESSMENT CHECKLIST Revision:_q_
Date: 7/93_
V. ASSESSMENT OF COMPLIANCE WITH REGULATORY REQUIREMENTS RESPONSIBLE STATUS AREA FOR ASSESSMENT ORGANIZATION NAP
- 1. ASSESSMENT OF COMPLIANCE WITH REGULATORY ,
REQUIREMENTS Aeolicable items
- Applicable license amendments have been issued
- Applicable exemptions have been granted
- Applicable reliefs have been granted
- Confirmatory Action Letter conditions have been satisfied
- Significant enforcement issues have been resolved
- Allegations have been appropriately addressed e
t RESTART READINESS ASSESSMENT CHECKLIST Revision: 0 Date: 7/93 VI. C0 ORDINATION WITH INTERESTED AGENCIES / PARTIES AREA FOR ASSESSMENT RESPONSIBLE STATUS ORGANIZATION ,
- 1. COORDINATION WITH INTERESTED NAP AGENCIES / PARTIES Anolicable Items
- Federal Emergency Management Agency
- Appropriate State and Local Officials
- Appropriate Public Interest Groups
- Local News Media
I
.~
o NEW YORK POWER AUTHORITY O
INDIAN POINT 3 RESTART AND CONTINUOUS IMPROVEMENT PLAN REVISION 1 NOVEMBER 4,1994 h
RCIP
i l 123 Main street l White Plains New York 10601 I 914 681.6200 William A.Josiger
- b NewWrkPower =;T;L,,
4# Authonty
. November 4,1994 o MESSAGE FROM THE VICE PRESIDENT NUCLEAR OPERATIONS The purpose of this revision to the Restart and Continuous improvement Plan (RCIP) is to incorporate all of the changes made since the original version was published on May 26,1994. Changes include: additional action plans; reassignment of some action plan managers; modifications and additions to action plan steps; update of the list of regulatory restart issues; and schedules for both the restart and continuous improvement action plans, it has been about five months since we began implemonting the plan. I want to take this opportunity to discuss cur progress to date and summarize what we need to do next to prepare for a safe and smooth transition from recovery to full power operation.
A good overview of how we are doing stands at the entrance to the plant. Each day everyone at IP3 passes a billboard called "lP3: On The Road to Restart" which shows the four key areas we have been working on: Schedule Milestones (key system windows); Restart Action Plans; Start Up ACTS items; and Regulatory Issues. In each area we have made steady progress. While there is still a lot of work to go, we are on track to bring the unit up in the first quarter of 1995. The billboard depicts an enormous amount of hard work of which we can all be proud.
The next step is for us to assess how well we have done in correcting the root
- causes for the decline in performance of IP3. We have just completed a mid term independent assessment by Quality Assurance which concluded that significant improvements have been made; however, additional work remains to be completed. Over the next several weeks we will conduct two assessments: (1) the Operational Readiness Review, in which line management will assess their own organizations' safety and readiness to startup the plant, and (2) the Startup Evaluation for Readiness Team (SERT) certification, which is an independent assessment by outside reviewers from INPO, other nuclear plants (including Indian Point 2 and James A. FitzPatrick), and other NYPA employees outside of IP3 A similar assessment was conducted at JAF before their startup. After we arts satisfied that we are ready, we will present our findings to the NRC. They will then conduct an inspection called the Readiness Assessment Team Inspection, after which we will be able to startup the plant.
l$
In preparing for these assessments, it is not sufficient to just address the l deficiencies.we have identified and the individual regulatory concerns. Those must
~
obviously be done completely and correctly. in addition, however, it is vitally important for each one of us to understand the NRC's main concerns and be sure that we have addressed them. The best place to read the NRC's concerns is the
. . NRC Region i Special Inspection Team report (50-286/93-80). I want to quote the
-o root causes from that report, and I urge you to review the details in it:
"The team determined that the root causes for the declining performance at Indian Point Unit 3 were weak managerial processes,_ controls and skills. The contributing
- causes for continued performance decline were (1) management's failure to Identify and resolve underlying root causes of problems identified by corporate and site quality assurance (QA) groups and (2) ineffective self assecsment by NYPA
-and the onsite and offsite review groups."
7 We have made tremendous progress since the RCIP was _first published: We have a new management team in place. We have made major improvements in our
! ability to plan, schedule and conduct work in the field We have greatly improved our ability to self-identify problems and to correct them. We are proactively managing our backlogs of physical work,' DERs, and ACTS commitments. Now is the time to transition from an outage mode to preparation for startup. I am l counting on each of you to do your part in achieving a safe and successful return j to full power operation, i-5
.P N%
. Jo ger/
4 Will' ce Preside /
Nuclear Op ations e
i
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INDIAN PO'NT 3 htSTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 IV PLAN M AN AG EMENT . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . IV 1 A. Respons'bilitier . . . . . . . . . . . . . . . . . . . . . . .............. IV 1
- 1. Executive Vice President . . . . . . . . . . . . . . . . . . . . . . . . . . . IV 1
- 2. R MT O ve rsig h t . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . IV 1
- 3. RCIP Project Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . . . IV 1
- 4. Action Plan Managers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . IV 2 a 5. Regulatory issue Managers ......................... IV 3
- 6. Saf ety Revie n Committee . . . . . . . . . . . . . . . . . . . . . . . . . . . IV-3 B. Emerging Issues and Changes to the Plan . ................. IV 3 C. Periodle Assessment .............. .................. IV 4 D. Verification of Action Plan Closure . . . . . . . . . . . . . . . . . . . . . . . . IV 4 V APE N DI C E S . . . . . . - . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . V A 1 APPENDIX A REGULATORY INTERFACE PLAN . . . . . . . . . . . . . . . . V A 1 APPENDIX B - CROSS REFERENCE TO PIP . . . . . . . . . . . . . . . . . . . VB1 !
APPENDIX C CROSS REFERENCE TO REGULATORY ISSUES . . . . . . VC1 APPENDIX D ROOT CAUSE ANALYSIS . . . . . . . . . . . . . . . . . . . . . V D 1 APPENDIX E ACRONYMS AND ABBREVIATIONS .............. VE1 APPENDIX F - RESTART ACTION PLAN SCHEDULES . . . . . . . . . . . . VF1 APPENDIX G CONTINUOUS IMPROVEMENT PLAN SCHEDULES . . . . VG1 s
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- November 4,1994 Pageli
INDIAN PotNT 3 RESTART 4. CONTINUOUS IMPROVEMENT PLAN Revision i TABLE OF CONTENTS I INTRODUCTION ....................................... 11 A. Background ........................................ 11 B. Structure of the RCIP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 ,
C. R e vi s i o n 1. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Il- RE STA RT PL AN . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 1 A. Re start Crite ria . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Il 1
- 1. Management Issues ..............................111
- 2. Material Condition and Equipment Readiness .............. 11 2
- 3. IP3 Regulatory lssues . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ll 2
- 3. Restart Action Plans ..................................ll2
- 1. Management Skills and E).r tiveness .................., ll 8
- 2. Organizational Effectiveness . . . . . . . . . .............., ll11
- 3. Programs and Processes . . . . . . . . . . . . . . . . . . . . . . . . . . . ll 21 C. Start Up Readiness Evaluation (SURE) Program . . . . . . . . . . . . . . 1131
- 1. System Certification . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 31
- 2. Operational Readiness Review . . . . . . . . . . . . . . . . . . . . . . . ll 32
- 3. Startup Evaluation for Readiness Team (SERT) Certification . . . ll 33
- 4. Oversight and Assurance . . . . . . . . . . . . . . . . . . . . . . . . . 11 3 4 D. . S t a rtu p Pla n . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ll 3 5 l 1. Senior On Shif t Manager . . . . . . . . . . . . . . . . . . . . . . . . . . . ll 35
- 2. Preparation and Management of the Startup Sequence ...... ll36
- 3. Startup and Power Ascension . . . . . . . . . . . . . . . . . . . . . . . , ll 36 Ill - CONTINUOUS IMPROVEMENT PLAN . . . . . . . . . . . . . . . . . . . . . . . . . Ill 1
- i A. O utlin e o f the Pla n . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 111 1 B. Continuous Improvement Action Plans . . . . . . . . . . . . . . . . . . . . Ill 2
- 1. Management Skills and Effectiveness .................. 111 9 l
- 2. Organizational Effectiveness ........................Ill16 l
- 3. Programs and Processes . . . . . . . . . . . . . . . . . . . . . . . . . . 111-36 !
- 4. Strategic Practices and Operating Philosophy . . . . . . . . . . . . 111 41
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November 4,1994 Pagei
INDIAN POlHT 3 RESTART 4 CONTINUOUS IMPROVEMrNT PLAN n.vwn i
- l. INTRODUCTION e
A. Background in mid 1992 the New York Power Authority (NYPA) recognized that the o -
performance of Indian Point 3 (IP3) was declining. An assessment was conducted ,
to identify the causes of performance problems and to develop an improvement l 1
program. A Performance Improvement Plan (PIP) was subsequently developed and ,
submitted to the NRC on January 14,1993, j On February 27,1993, management shut down IP3 due to deficiencies associated with the Anticipated Transient Without Scram (ATWS) Mitigation System Actuation Circuitry (AMSAC) system. The plant was subsequently brought to cold shutdown on March 7 due to programmatic weaknesses identified in the surveillance test program. On March 26 NYPA submitted a summary of action plans to address hardware problems and programmatic weaknesses to the NRC.
The Authority stated that it would not restart the plant until they were satisfied with restart readiness and until the NRC agreed with the Authority's conclusion.
From April 26 to May 28, the NRC conducted a specialinspection of IP3. The team determined that th6 root causes for declining performance were weak managerial processes, controls and skills. Two contributing causes were also identified: (1) management failed to identify and resolve underlying root causes for problems that had been identified by the QA organization, and (2) management did not have an effective self assessment process. On June 17 the NRC sent Confirmatory Action Letter 193 009 to the Authority acknowledging the PIP and the Authority's additional commitments. Subsequently, IP3 was placed on the NRC's Watch List.
Over the succeeding months, several PIP action plans were completed and e officially closed. However, management realized that the existing programs and efforts to improve the performance of IP3 were not sufficiently effective in returning the plant to service nor were they creating a foundation for long term, sustained improvement. Previous performance problems continued to occur even though programs and process improvements designed to correct those deficiencies had been implemented. On December 17 the NRC met with NYPA management to discuss concerns with the PIP and its apparent ineffectiveness in light of recurring plant events and procedural violations.
A Restart Management Team (RMT) was formed in October 1993 consisting of senior managers from Nuclear Generation and oiher departments. The team was November 4,1994 PageI 1
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INDIAN POINT 3
, RESTART & CONTINUOUS IMPROVEMENT PLAN
! Revision 1 4
chartered to direct the aetions necessary to restart IP3. The RMT established a Situation Assessment Team (SAT) under the direction of a senior project manager to perform a root cause analysis for the decline in performance at IP3 and the White Plains Of4ce (WPO) and to develop a comprehensive and integrated Restart ,
and Continuous improvement Plan (RCIP).
The RCIP pro!act began in early January 1994 and was completed in May. The first task perf ormed by the SAT was to determine the root causes for performance a decline at IP3. The team reviewed all relevant documents (e.g., NRC inspection reports, QA reports, management reports, and INPC evaluations). They interviewed personnel and performed field observations to identify and document the key perf armance issues associated with the decline in performance at the plant and WPO.
These kry performance !ssues were then grouped by similar themes and rolled up to a higher set of issues culminating in six root causes and six contributing causes which, in the aggregat9, encompassed the performance issues. The root and contributing causes were then put through a validation process involving a cross section of staff from alllevels of the Nuclear Generation organization. The RMT reviswed and approved the root and contributing causes. A detailed presentation of t1e methodology is presented in Appendix D.
l The six primary root causes were:
A. Management did not demonstrate the leadership, interpersonal skills, or the credibility to provide a work environment that encouraged open communication, teamwork, innovation and trust.
B. Senior management did not establish the vision or provide the direction to 4
driva the organization's agenda. ,
C. Issue identification, assessment, and problem resolution processes were not well managed and did not result in lasting correction of issues and problems.
D. Management did not establish clear performance expectations, provide effective coaching and feedback, or hold people accountable for meaningful ,
performance results.
E. Management of change was ineffective.
F. Roles and responsibilities were not sufficiently defined to support effective organizational performance.
The six contributing causes were:
G. NYPA rnanagement did not employ industry experience to establish and implement effective performance standards, j November 4,1994 Page1 2 i
.-. _ _ , _ _ ,__.e -- - -,-m-,--. m ..,c. ,
INDIAN PolNT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revi.i.n i H. Information and direction were unclear and often not communicated effectively.
l._ ' Policies and procedures were inadequate to support acceptable station
, performance. They were overly complex, contained technicalinaccuracles, and were ineffectively enforced.
J. The maintenance function did not provide for the quality and rate of completion of work to support plant needs.
- K. Information management systems did not support management needs.
L. . Engineering procedures and products did not effectively support plant operations and maintenancu.
The SAT then facilitated the development of a strategic approach to performance improvement. The RMT developed four broad initiatives: management skills and effectiveness, organizational effectiveness, programs and processes, and strategic practices and operational philosophy. Key objectives and strategies to achieve the initiatives were developed. The RMT then identified action pian areas that, in the aggregate, would address the root and contributirig causes. The objectives, strategies, and action plans in the RCIP are designed in their totality to address the root and contributing causes. Appendix D presents a matrix that illustrates the relationship between the RCIP strategies and the root and contributing causes.
-The SAT formed teams of Individuals from all areas and levels throughout the
'_ organization to develop details of the action plans. Twenty two teams developed the plans that provide specific results. oriented tasks. Action plans were also designated am required for_ startup or as part of the continuous improvement plan.
All of the action plans will be integrated through the Finest Hour scheduling system ur the IP3 Action Commitment Tracking System (ACTS).
, B. Structure of the RCIP The Restart and Continuous improvement Plan defines the elements necessary to restart and improve performance at IP3, Those actions that are required to restart
-, IP3 have been included in one section (Section 11 Restart Plan), and those that-represent long term actions to improve performance are included in another (Section ill Continuous improvement Plan).
Section 11 includes four subsections: A. Restart Cr/teria, which describes the enteria the RMT_will use in determining readiness for restart, B. Restart Action P/ ens, which are specific actions necessary to achieve management's objectives for improvement, C. Restart Readiness and Assessment, wh'ch includes four assessment and verification methods to assure readiness for restart, and D. Startup Plan, which describes the senior manager on shift, preparation and management of the startup sequence, and the Startup and Power Ascension Plan.
November 4,1994 Page1 3
'V.tAfd U %T 3 RESTART & CONTINUOUS IMPR0vtut.NT PLAN Revision 1 Section Ill consists of two subsections: A. Outline of the Plan and B. Continuous Improvement Action Plans.
Section IV describes how the RCIP will be managed, it includes roles and ,
responsibilities, how emerging issues and changes to the plan will be handled, periodic assessments, and verification of action plan closure.
Section V consists of seven appendices to the RCIP: .
e Appendix A contains the Regulatory Interface Plan, which describes interaction with the NRC.
e Appendix B contains a cross reference between the RCIP and the Performance improvement Plan. The PIP ceased to exist as a separato document after the publication of the RCIP.
- Appendix C is a cross reference between the RCIP and the regulatory issues tracked by NYPA.
e Appendix D is a dos::ription of the Root Cause Analysis, including a cross reference between the RCIP strategies and the root causes.
e Appendix E contains a list of acronyms and abbreviations used in the RCIP.
e Appendix F provides the schedules for completion of the Restart Action Plans, o Appendix G provides the schedules for completion of the Continuous Improvement Action Plans.
C. Revision 1 Revision 1 has been issued to incorporate all changes to the plan sint,e the original version of the RCIP dated May 26,1994. All changes were approved by the Restart Management Team and were entered as pen and ink changes to controlled ,
copies retained by the Resident Manager, the PMT Project Manager, the Vice President, Regulatory Affairs and Special Projects and the NRC Resident inspector. Changes to this document are noted by a side bar in the right margin.
The changes made to the RCIP may be categorized as follows:
e New action plans have been added: R 2.3.1.2 Industry Operating Experience Program, R 2.3.1.3 Human Performance Enhancement Program, R-3.1.1.7 Records Management Program, C 2.1.2.4 Roles, Responsibilities and Interfaces, C-2.5.3.4 Human Performance Enhancement Program, C-2.5.3.3 Industry Operating Experience Program and C-3.1.1.5 Records Management Program Upgrades, e Some Action Plan Manager assignments have changed.
e Some action plan steps have been revised.
November 4,1994 Page ! 4
l INDIAN POINT 3 RESTART & CONTINU0US IMPROVEMENT PLAN Reu n1
- Section ll.C Restart Readiness and Assessment (renamed Start Up Readiness Evaluation (SURE) Program) and Appendix A Regulatory Interface Plan have been updated.
- Appendix C has been updated to include the latest list of regulatory issues.
- Appendix F and G show the latest action plan schedules.
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November 4.1994 Page1 5
INDIAN PolNT 3 RESTART 4, CONTINUOUS IMPROVEMENT PLAN Revision 1 ll. RESTART PLAN The Restart Plan addresses the major activities that must be completed prior to restart of Indian Point 3. The plan has been developed with input from utilities that have recently gone through similar restart processes. It consists of four subsections as follows:
, 1. The Restart Criteria subsection summarizes the top level criteria the Restart Management Team will use to conclude that the New York Power Authority is ready to restart Indian Point 3.
- 2. The Restart Action Plans subsection consists of specific action plans addressing management, organizational, and program and process performance issues that the Restart Management Team has determined need to be corrected prior to restart.
- 3. The Restart Readiness and Assessment subsection provides four assessment methods to confirm the effectiveness of the restart action plans and the 2 readiness of Indian Point 3 for restart. This section builds upon the successful approach taken at NYPA's James A. FitzPatrick Nuclear Power Plant (JAF).
- 4. The Startup Plan subsection describes the key elements that must be developed to permit a deliberate and controlled return to power operation including preparation and management of the startup sequence, provisions for a senior manager on shift, augmented shift support, and the startup and power ascension process. The plan is similar to that used at JAF.
A. Restart Criteria The restart criteria are used to assure the readiness for plant restart, based upon the correction of identified performance deficiencies that require corrective action.
The restart criteria are in three categories: (1) Management Issues, (2) Material Condition and Equipment Readiness, and (3) Regulatory Issues. The discussion of the restart criteria for each of these areas follows.
- 1. Management issues These issues deal with effective management of the station, improvement in self-assessment and corrective action processes, and assurance that startup prerequisite activities are satisfactorily completed prior to restart. The criteria include:
- a. The restart action plans are complete and assessment results for the plans aie satisfactory,
- b. The operational readiness review program has been completed satisfactorily.
November 4,1994 Page 11 1
INDIAN PotNT 3 RE3 TART & CONTINUOUS IMPROVEMENT PL AN Revision 1 l
l
- c. The employee concerns program (SPEAKOUT) is providing an effective mechanism for identification and resolution of employee concerns not addressed elsewhere.
- d. The startup and power ascension test schedule and plan and the startup management structure (i.e., senior manager on shift and augmented shift coverage) are in place.
- c. Quality Assurance and Startup Evaluation for Readiness Team (SERT) results i are satisfactory for restart, ,
- 2. Material Condition and Equipment Readiness Readiness for restart related to plant material condition will be measured primarily by the results of a comprehensive review of the work that is outstanding at the station. This work will be reviewed to assure that there are no maintenance or cngineering work items that could adversely impact any plant safety functions, in cddition, an assessment will be performed to confirm that the aggregate effects of the work backlogs do not compromise plant safety. These reviews of plant material condition for restart will provide a high degree of assurance of an error-free startup followed by a sustained period of successful operations, in addition to the above screening and evaluation process, there are specific cquipment and other technicalissues that have been identified for resolution.
These issues are carried as NRC NYPA Assessment Panel (NAP) items, and they will be verified to have been satisfactorily resolved prior to plant startup.
- 3. IP3 Regulatory issues NYPA will resolve the regulatory issues contained in the following prior to restart:
- a. The NRC NYPA Assessment Panel (NAP) issues. -
- b. Other regulatory issues, i.e., issues identified as part of the NRC inspection process,
- c. Any followup items identified as a result of the NRC Readiness Assessment Team Inspection.
- d. The Confirmatory Action Letter.
B. Restart Action Plans After the root and contributing causes for the decline in performance of IP3 had been identified and validated (see Appendix D for details), the RMT conducted planning sessions to develop a strategic-based approach to performance improvement. The RMT first identified four broad, department wide areas in which major improvements were required. These areas, called initiatives, are:
November 4,1994 Page 11 2 ,
l INDIAN PotNT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1
- Management Skills and Effectiveness
- Organizational Effectiveness e Program and Process improvements
- Strategic Practices and Operating Philosophy l For each initiative, the RMT developed a set of objectives that provide verifiable expectations for performance. One or more strategies were then created to
. describe how each objective would be achieved. Each strategy, in turn, has one or more action plans that define the specific tasks to be accomplished.
For example, refer to Figure 1, " Restart Action Plans." Under " Management Skills and Effectiveness," the objective is "R 1.1 Establish improved Management Capabilities, Operations Focus for Station Activities and Effective RCIP Management." Strategies to achieve this objective are "R 1.1.1 Ensure an Effective Management Team and Shift Operations Management Team Are in Place i Prior to Startup," and "R 1.1.2 Establish a Nuclear Generation Wide Management Process to Set Performance Expectations, Assign Responsibility and Hold Managers Accountable." Two action plans carry out strategy R 1,1,1: "R 1.1.1.1 Management Team for Startup," and "R 1.1.1.2 Operations Management Responsibility."
The remainder of Figure 1 provides an overview of the action plans relating to restart. Note that the Strategic Practices and Operating Philosophy initiative is not included under the restart action plans. This document, the RCIP, provides the strategic direction necessary for restart; therefore an additional action plan is not required. Figure 2 in Section lli provides the action plans related to continuous improvement.
4 The restart action plans that fol low are organized according to Figure 1. The action plans include a brief description, the plan manager, and the key action plan steps. Appendix C is a cross reference of NRC issues ar.d restart action plans.
The action plans provide a reference to the associated NAP issue, identified by a Roman numeral prefix , or other NRC issue. NAP issues are issuet, defined by the NRC as requiring resolution for restart.
4 Appendix D provides a complete cross reference between the root and contributing 4
causes and the RCIP strategies, and Appendix E contains a list of acronyms and abbreviations. Appendix F provides the action plan schedules.
Novembe, 4,1994 Page 11
- 3
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INDIAN POIN r 3 l
RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1
- 1. MANAGEMENT SKILLS AND EFFECTIVENESS OBJECTIVE R 1.1 Improve management capabilities, estabIlsh operations focus for station activities and implement effective RCIP management.
STRATEGY: R 1.1.1 Ensure that an effective management team including operations management and the shift operations teams are in place prior to startup.
ACTION PLAN R 1.1.1.1: MANAGEMENT TEAM FOR STARTUP J
Ensure that an effective management team is in place prior to stattup.
1 ACTION PLAN MANAGER: W. Becker Senior Org. Dev.
Specialist ACTION PLAN STEPS
- 1. Complete the assessment of the management team responsible for IP3 operation and support, implement appropriate position changes, and fill key positions.
- 2. Provide leadership and teambuilding training for the Plant Leadership Team, department managers and shift supervisors.
- 3. Implement a focused management training program for station management through the first line supervisors and the shift supervisors which will assist -
the IP3 management team improve their effectiveness in accordance with the results of the RCIP Root Cause findings.
ACTION PLAN R 1.1.1.2: OPERATIONS MANAGEMENT Ensure that the Operations Department understands and exercises its responsibility for setting the station expectations for the conduct of sution operations, safety and excellence.
ACTION PLAN MANAGER: N. Eggemeyer Operations Manager Pageil B November 4.1994
i INDIAN PolNT 3 RESTART & CONTINUQUS IMPROVEMENT PLAN Revision 1 ACTION PLAN STEPS
- 1. Define and communicate station management's expectations to the Operations Department. Expectations will address the role the Department and the shift crews will play in implementing the Plant Leadership Team's objectives, including establishing the station's agenda and maintaining the focus on safe plant operations and maintenance. Define the ways in which
, that role is implemented, e.g., control of the Plan of the Day (POD) and prioritization of work.
- 2. Improve how shift crews conduct business, take correctwo actions, and set the standards for station operations in the following areas:
o Command and control roles and responsibilities e Management and interface with work control (POD) maintenance and l&C technical support organizations e Communications and teamwork within the shift crew and with other -
crews
- 3. Reassign the direct responsibility for the work control function to the Operations Department.
- 4. Resolve related regulatory issues:
e Ill.10 - (NRC-49) Review work control and operations clearance weaknesses.
- IV 5 - (NRC-48) Provide operability determination guidance and training to all applicable station personnel, o NRC 50 - Review of operator log keeping.
e NRC 51 - Review of unqualified NPO standing conventional watch.
- NRC 100 Resolve recurring operationalissues and configuration control problems (control of equipment status).
e NRC-124 Ensure adequate ERO Staffing (Emergency Preparedness).
November 4,1994 Page H - 9
INDIAN POINT 3 i RESTART & CONTINUOUS IMPROVEMENT FLAN Revision 1 i-STRATEGY R 1.1.2 Establish a Nuclear Generation wide management process to set performance expectations, assign responsibility and hold managers accountable. .
ACTION PLAN R 1.1.2.1: MANAGEMENT REVIEW MEETING ,
Establish a periodic management review process and schedule with the RMT to review plan results, monitor schedule progress, determine potential plan deviations, take action to assure the plan remains on track, and hold action plan managers accountable for results.
ACTION PLAN MANAGER: K. Chapple Director, Nuclear Operations ACTION PLAN STEPS
- 1. Establish a Project Manager responsible for implementation of the RCIP reporting to the RMT. Restructure the RMT upon implementation of the plan '
with membership as follows: Resident Manager (chairman) and Vice Presidents of Operations and Maintenance, Engineering and Nuclear Business Operations, and the IP3 General Managers.
- 2. Establish a management review meeting to create an effective forum to review performance results with responsible line managers. Structure the meetings to support effective management of the RCIP.
- 3. Conduct an initial group meeting with the action plan managers to set expectations for the management review meetings.
- 4. Incorporate additional specific review areas into the management review meeting including the directed assessments performed by oversight .
organizations in Section IV.C, Per/ odic Assessment.
- 5. Resolve related regulatory issues:
e NRC Improve management awareness, assessment, and oversight of deficiencies, degraded conditions and safety slunificant activities.
November 4,1994 Page it to
=__--____:_:____
I l
INDIAN PotNT 3 RC$ TART & CoNTINUQUS IMPROVEMENT PLAN Revision 1
- 2. ORGANIZATIONAL EFFECTIVENESS OBJECTIVE R 2.1 Establish an organizational structure and clearly define roles and responsibilities for functions essential for restart.
STRATEGY R 2.1.1 Analyze the organizaGa and, where necessary, transition to a more appropriate structure.
ACTION PLAN R 2.1.1.1: ORGANIZATIONAL STRUCTURE FOR RESTART Realign the organization, where required, to implement the changes included in the RCIP and any other identified improvement initiatives.
ACTION PLAN MANAGER: T. Dougherty VP, Nuclear Engineering l ACTION PLAN STEPS
- 1. Conduct a final review of recommendations of other RCIP act i on plans related to startup to determine whether any organizational changes are necessary to restart IP3 successfully. Make recommendation's to the RMT as appropriate.
- 2. If any changes are necessary before startup, communicate and implement the changes, including PORC and SRC approvalif required.
e November 4,1994 Pagell.11
INDIAN PolNT 3 RESTART & CONTINUOUS IMPROVLMENT PLAN Revision i STRATEGY R 2.1.2 Clearly defino and communicate organizational roles, responsibilities and interfaces.
ACTION PLAN R 2.1.2.1: ROLES, RESPONSIBILITIES AND INTERFACES FOR RESTART , i Clarify functional areas at IP3 to show better definition of roles, responsibilities and interfaces prior to restart Communicate them to all employees.
ACTION PLAN MANAGER: D. Birnbaum Human Resources Manager ACTION PLAN STEPS
- 1. Clarify the roles, responsibilities and interfaces of the following functions that are affected by changeu implemented in other action plans:
e Engineering, particularly the role of Technical Services and System Engineering e Work control and planning and scheduling e Outage management e Corrective action and Quality Assurance / Quality Control e Training e Operations
- 2. Ensure the changes in the above step are reflected in the appropriate NuAPs, Program Descriptions and Implementing Procedures.
- 3. Ensure that training is provided for all functions identified in step 1 so that employees understand their revised roles and responsibilities. -
ACTION PLAN R 2.1.2.2: OUTAGE MANAGEMENT Establish the roles and responsibilities of and assign appropriate resources to the Outage Manager and outage management organization. Define and manage the work necessary to restart the station.
ACTION PLAN MANAGER: K. Vehstedt Technica! Services Manager l l
[
November 4,1994 Page ll 12 L
INDIAN point 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 ACTION PLAN STEPS
- 1. Assign responsibility to the Outage Manager for developing the plan and restart schedule for the current outage.
- 2. Develop and implement a process to define the work to go. This will include the following:
- Review of work in Finest Hour to capture any startup items.
.
- Review of all maintenance, post maintenance testing, and other work in ROME required for startup.
- RES documentation review.
- Review of ACTS to capture any startup items.
- 3. Identify and resolve any pre restart commitments as follows:
e Identify and validate all commitments made to external agencies; segregate the commitrnents required to be completed before restart.
Identify and resolve overdue commitments.
I e Ensure all uncompleted commitments made to date and new commitments are tracked in ACTS Issue a coordinated commitment status report weekly.
- Review and validate all NRC commitments identified for the next refueling cycle to ensure the commitment dates are acceptable for restart and operation until the next refueling outage.
- 4. Implement a prioritized system walkdown process that will confirm the work to go with project teams led by a system engineer.
- 5. Review backlogs of station work and other open items, and establish performance measures for each for use by management.
- 6. Establish and implement a final system walkdown and certification process to confirm system readiness for restart and subsequent successful operation.
l
- 7. Resolve related regulatory issues:
e 1.2 - (NRC-10) Complete a startup readiness evaluation, including an rr.sessment of whether the plant and plant support organizations have tive necessary knowledge, skills, and abilities to prevent or detect and correct future problems in a timely manner.
e lll.2 -(NRC-33) Resolve plant wide commitment tracking and implementation process deficiencies, e IV.1 - (NRC 31) Develop a reasonable assurance that all NRC commitments have been met or are on a schedule for closure by reviewing an appropriately sized sample of commitments, e IV.7 - (NRC-41) Review all backlogs to assess the safety impact of the items contained in these backlogs; backlogs include the work request, RES, CAR, REC, PORC open item, RIND, and RIP lists.
Page ll - 13 November 4.1994
INDIAt4 PotNT 3 F JTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 e NRC 13 - Resolution of overdue o mmitments and tracking system deficiencies.
o NRC-17 Review all CARS and aud.6 findings to ensure that startup related items are properly addressed.
e NRC 27 Verification of compliance to ATWS, Appendix R, OSPDS,
- RG 1.97 requirements.
I e NRC-102 Review identification of deficient equipment. PIDs not ,
hung where required.
e All hardware issues identified in Appendix C. l ACTION PLAN R 2.1.2.3: SYSTEM ENGINEERING Augment and enhance System Engineering to meet plant needs during the current outage and plant startup.
ACTION PLAN MANAGER: K. Vehstedt Technical Services Manager l ACTION PLAN STEPS
- 1. Assign an experienced manager to assist Technical Services managers in implementing best practices from other successful utility system engineering programs.
- 2. Augment the system engineers with experienced personnel with plant or system engineering backgrounds.
- 3. Establish a shift-based engineering support team to provide support during plant startup, special evolutions, and power ascension. Coordinate with -
operations, maintenance and other on-shift organizations during startup.
- 4. Provide additional resources for System Engineering to maintain the operating experience review workload at acceptable levels and permit the '
system engineers to devote more attention to their other duties.
- 5. Resolve related regulatory issues:
e NRC Recruitment and development of system engineering program and development of trainirg.
November 4,1994 Page11 14
INDIAN PotNT 3 RESTART & CUNTINUoVS IMPROVEMENT PLAN Revision 1 l
ACTION PLAN R 2.1.2.4: TRAINING Resolve pre-startup operations training program deficiencies associated with recent evaluations of the IP3 training program.
ACTION PLAN MANAGER: T. Reeder Training Manager
. ACTION PLAN STEPS
- 1. Improve operations and training interface and coordination through the following:
- Conduct periodic management meetings to establish mutual expectations.
- Increase operations management oversight of simulator crew training.
- 2. dentify and resolve startup related training issues in the INPO plant t /aluation report and the accreditation team report on operator training
,rograms. Incorporate continuous improvement issues into action plan C-2.1.2.3, Training.
- 3. Directly involve operations management, including Shift Supervisors, and subject matter experts in training program corrective actions.
- 4. Conduct an enhanced operator training course targeted to address specific training needs identified by operators and training instructors in the areas of systems, procedures, Technical Specifications, integrated plant operations and shift teamwork.
- 5. Conduct pre startup, augmented simulator training on startup activities for each crew.
- 6. Complete operator training on core physics and reactivity and modifications completed.
I e
l November 4,1994 Pageit 15
INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 OBJECTIVE R 2,2 Establish an effective communications process that addresses both intomal and external communications strategies.
STRATEGY R 2.2.1 Implement an internal communications process that will provide effective written "
and oral communication throughout the organization.
ACTION PLAN R 2.2.1.1: INTERNAL COMMUNICATIONS Provide proactive, accurate and timely communications to employees, obtain an understanding of their concerns, and provide feedback to address them.
ACTION PLAN MANAGER: W. Berzins Manager of Communications ACTION PLAN STEPS
- 1. Implement station management's expectations for the conduct, frequency, minimum content, and attendees for routine station meetings. This will include the expectations in areas such as the morning meeting, weekly staff meetings, department weekly meetings, tailgate meetings,3 level meetings, and all hands meetings Conduct a review of the meeting results to confirm meeting effectiveness,
- 2. The Resident Manager will train the general managers and department managers on his expectations for management involvement in station activities. The session will specifically require them to solicit feedback from .
employees including responding to concerns raised in a timely manner. As a minimum, the following expectati as of management must be embraced and continuously reinforced by all en.ployees: '
e Safety and quality are more important than production
- Management wants problems identified e Questioning attitude is a part of safety e When in doubt, proceed conservatively e Procedures and safety practices must be followed e Resources will be provided to do the job right e Do the job right the first time o Pay attention to detail e Safety and quality willlead to effective production
- 3. Conduct similar training sessions for the WPO as described in step 2.
Noverr.oer 4,1994 Page11'16
INDIAN PotNT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 1 4. Conduct a final communications roll out of the RCIP for the employees.
- 5. Upon issuance of the IP3 RCIP, provide frequent performance results updates to employees at WPO and IP3. Incorporate the performance results into appropriate meetings as provided in step 1.
i
- 6. Resolve related regulatory issues:
e IV 8 - (NRC 32) Assess NYPA staff attitude with respect to performance improvement.
.
- NRC-101 - NRC review of employee safety concerns.
STRATEGY R 2.2.2 Implement a communications process that will provide information to government officials, the press and the general public.
ACTION PLAN R 2.2.2.1: COMMUNICATIONS WITH GOVERNMENT OFFICIALS, MEDIA, INTEREST GROUPS AND THE GENERAL PUBLIC Develop and implement a plan for effective communications with government officials, the media, interest groups, and the general public that will assure proactive, accurate and timely information is provided to these audiences.
ACTION PLAN MANAGER: C. Patrick Director, Nuclear Policy and Informatior.
- ACTION PLAN STEPS .
- 1. Identify key external audiences for information on restart plans -'id progress,
- 2. Identify and develop media and mechanisms for communicating restart information.
- 3. Assign roles and responsibilities tc, implement communications to outside audiences, include management review to assure technical and material accuracy.
- 4. Conduct training for appropriate staff to improve presentation skills and message content.
- 5. Implement a communication outreach effort to external audiences.
- 6. Evaluate program effectiveness and modify as required.
November 4.1994 Pa9e 11 17
INDIAN PotNT 3 RESTART 8 CONTINUOUS IMPROVEMENT PLAN Revision 1 OBJECTIVE R 2.3 Establish an Improved oversight capability.
STRATEGY R 2.3.1 Strengthen oversight and assessment of plant operations, safety, and experience review.
ACTION PLAN R 2.3.1.1: OVERSIGHT EFFECTIVENESS Strengthen the Quality Assurance oversight functions including the ability to identify conditions adverse to quality. Assure that all organizations can resolve deficiencies effectively and in a timely manner. In conjunction with other restart initiatives, conduct a review of past events to provide assurance that they will not recur.
ACTION PLAN MANAGER: L. Guaquil Special Project Coordinator Q.A. Division ACTION PLAN STEPS
- 1. For the past two plant operating cycles, identify occurrences of repetitive LCOs, LERs or unanticipated plant transients, determine and consolidate root causes for the most significant events, and demonstrate why those events will not recur or develop appropriate corrective action within the RCIP.
- 2. Resolve NYPA Aesessment Panel restart issue IV.6 - Reestablish the QA organization as an effective oversight group. This includes:
- Conduct and document a root-cause analysis for NAP IV.O. .
e identify and verify other RCIP startup initiatives directly related to the l NAP IV.6 root-cause analysis issue, e Identify and resolve QA Division restart initiatives directly related to NAP IV.6 root-cause analysis issue.
e Perform a corrective action verification of the actior.s taken.
- 3. Provide QA indoctrination training to IP3 and WPO employees addressing as a minimum the following:
e An overview of 10CFR50 Appendix B and the QA program, e A description of each employee's roles and responsibilities established in the QA program.
e A description of the hierarchy of NYPA policy, programs and procedures and how they address the QA program commitments.
November 4,1994 Page 18 18
I INDIAN POINT 3 RESTART & c0NTINUOUS IMPROVEMENT PLAN Revision 1 e A discussion of quality principles such as teamwork, questioning attitudes, attention to detall and procedure adherence and how the practice of these principles results in producing a quality product.
- 4. Resolve related regulatory issues:
e IV.6 - (NRC 15) Reestablish the QA organization as an effective l oversight group.
, e NRC 11 Resolution of LER submittel deficiencies, e NRC 14 Resolve QA oversight and the classification of maintenance activities, e NRC 16 Resolution of weakness in QA oversight and corrective action timeliness.
ACTION PLAN R 2.3.1.2 INDUSTRY OPERATING EXPERIENCE PROGRAM Upgrade and improve the effectiveness of the IP3 Operating Experience Program.
ACTION PLAN MANAGER: J. Perrotta ORG Manager ACTION PLAN STEPS *
- 1. Evaluate the effectiveness of the IP3 Industry Operating Experience Program.
- 2. Compare IP3 to JAF.
- 3. Identify improvements.
- 4. Upgrade program.
- 5. Reduce open item backlog for restart related items, e
November 4.1994 Page 11 19 i
___)
INDIAN PolNT 3 s RE$ TART & CoNTWOOUS IMPROVEMENT PLAN t Revision 1 ACTION PLAN R 2.3.1.3 HUMAN PERFORMANCE ENHANCEMENT PRodRAM Develop a Human Performance Enhancement Program. .
ACTION PLAN MANAGER: J. Perrotta ORG Manager ACTION PLAN STEPS .
- 1. Develop a method to identify human performance events.
- 2. Develop a mechanism for management oversight.
- 3. Define expectations / accountability for management and emoloyees.
- 4. Define and provide mechanism to monitor program effectiveness.
- 5. Initiate program, implement improvements and program effectiveness monitoring.
l l
November 4,1994 Pager.20 l
w-- .. ,_ _
INDIAN PolNT 3 REST ART & CONTINUOUS IMPROVEMENT PLAN R.vi.a.. i
- 3. PROGRAMS AND PROCESSES OBJECTIVE R 3.1 Develop and implement Improvements in critical organizational programs and processes necessary for station restart.
STRATEGY R 3.1.1 Identify and improve the most important business processes that are adversely affecting performance results at the station.
ACTION PLAN R 3.1.1.1: WORK CONTROL Continue the efforts already identified as necessary to improve the work control process prior to plant restart. This action plan builds upon the approval and implementation of work control process changes contained in AP 9, AP 10.1, OPS SD 01, and ICP DD 0.
ACTION PLAN MANAGER: C. MacKay Work Control Supervisor ACTION PLAN STEPS
- 1. Reassign Work Control to the Operations Department as discussed in Action Plan R 1.1.1.2, Operations Management. Clearly define the long term roles and responsibilities of the IP3 work control function including the interface of work center management with operations, planning, scheduling and
- maintenance. Update appropriate implementing Procedures.
Expand the scope and coverage of the minor maintenance program an follows:
- Define additional equipment and maintenance actions that can be performed as minor maintenance.
e investigate increasing the flexibility to change out plant equipment through use of approved engineering specifications versus conformance to the original equipment purchase orders, e Identify high priority needs and revise electrical specification EL2 to address operational maintenance needs.
- Investigate the feasibility of declassifying the condensate polisher equipment to the maximum extent possible.
- 3. Establish a maintenance team, assigned to work closely with work control, to pre screen PIDs and accomplish minor maintenance effectively. The team Novembet 4,1994 ' Page il 21 l
INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision i 9
will perform the following:
e Field check PIDs to determine the correct work scope, screen them for duplication and assign them to minor maintenance or normal maintenance. Minor maintenance goes directly to the minor maintenance team. Normal maintenance goes to the planners after a -
. pre-screening results in an accurate descripti on of the work required.
e The minor maintenance team takes action to correct the PID or carry the work forward for future team action. *
- 4. Fully implement effective maintentence scheduling techniques, including Finest Hour integration, using industry best practice models and INPO recommendations.
o Establish clear control of the rolling system schedule and system windows by operations through the Work Center Operations Planning Representative.
e Establish an effective restart schedule and subsequent schedules in Finest Hour by removing all items not logic-tied to permanent plant equipment maintenance activities (soft items) or plant configuration changes, e Improve integrated maintenance and operations scheduling, including clearances, support and post-maintenance testing.
e Fully implement effective rolling system scheduling.
e Improve the content and usefulness of the POD.
- 5. Make near-term changes to improve the effectiveness of Central Planning including:
e Assign operations representatives to Central Planning.
- Assign performance engineers to Central Planning to write post-maintenance test procedures, e improve the technical support to the planners by assigning sufficient engineering support directly to planning to assist planners in resolving current problems with technical databases, e.g., PEDB and as-builts. .
- 6. Resolve related regulatory issues:
e lil.4 - (NRC-64) _ Resolve maintenance / engineering retest program deficiencias. .
e IV.3 - (NRC-1) Resolve vendor / contractor oversight and control deficiencies.
November 4,1994 Page 11 - 22
i INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 ACTION PLAN R 3.1.1.2: DESIGN CHANGE PROCESS
-Reduce the number of open temporary modifications and assure that planned
- modifications are completed to support plant requirements.
ACTION PLAN MANAGER: 'J. Gullick Site Engineering Manager o ACTION PLAN STEPS-
- 1. . Temporary modifications:
- : Evaluate the current actions for temporary modifications and -
determine if these are sufficient to achieve goals.
- 2. Modificatione closeout actions:
o Complete all current outage modifications. Note: some items require plant startup to test appropriately.
. e Resolve the contingency modifications. Possible decisions are: (1) complete this outage, (2) complete at a future outage (to be defined),-
or (3) cancel the modification.
- 3. Resolve related regulatory issues:
o NRC Resolution of modification close out process.
-e NRC 68 - Review of T-Mod process, e NRC Resolution of T-Mod reporting under 50.59, e NRC .118 - Drawing control program not per ANSI N45.2.9-1974.- l l
'o .
-A November 4,1994 :- Pageit 23 1
INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN n.wi.i.n i ACTION PLAN R 3.1.1.3: MATEnlALS MANAGEMENT PROCESS Conduct a targeted inventory to determine the categories of parts availability problems having the greatest impact on maintenance, and implement corrective-measures as necessary to eliminate maintenance impact.
ACTION PLAN MANAGER: J. Inglis Materials Manager ACTIOd PLAN STEPS
- 1. Ccnduct a focused inventory analysis to identify stock-outs for critical mantenance spares based upon recent usage data and results from prior plant startup experience._
- 2. Evaluate and adjust the inventory baseline to include components listed by the above analysis.
-3. Identify and implement any short term materials management process improvements to eliminate parts availability problems.
- 4. Resolve related regulatory issues:
o ll1.11 - (NRC-98) Resolution of recurring maintenance inadequacies (parts, procedures),
e 111.12 - (NRC-106) Category I (safety related) equipment procurement process, e NRC-119 - Interstate Steel - QA category 1 issue.
e e
9 November 4,1994 Page 11 24
L l INDIAN PotNT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 ACTION PLAN R 3.1.1.4: CORRECTIVE ACTION Improve the orocess for identification (including DER threshold), root-cause analysis, prioritization, corrective action, and effectiveness verification to assure that station performance problems are identified and effectively resolved.
ACTION PLAN MANAGER: J. Perrntta ORG Manager O
ACTION PLAN STEPS
- 1. Complete the current improvements. Review the effectiveness of the l implementation of the DER process at IP3 and compare it to the JAF DER process. Specifically assess the threshold of problem identification, root-cause analysis effectiveness, the assignment of and completion of corrective action, and the verification of problem closure.
- 2. Upgrade the DER process to correct the areas identified.
- 3. Conduct necessary training.
- 4. Resolve related regulatory issues:
e lu.1 - (NRC-45) Resolve plant wide corrective action tracking and implementation process deficiencies.
e lll.1 - (NRC-116) DER process deficiencies, e 111.9 - (NRC-52) Enhance the reasonable assurance of safety (RAS) and justification :or continued operation (JCO) processes, e NRC Improvement in the deficiency evaluation and engineering process to enhance review and quality.
I e NRC 96 - Resolution of lack of event response corrective action completion.
e NRC-114 - Qualification of RCS hydro test. l o
November 4,1904 Page II - 25
f INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN
^ Revision 1 ACTION PLAN R 3.1.1.5: SURVEILLANCE TEST PROGRAM Upgrade and improve the station Technical Specification surveillance test program by addressing test technical adequacy, scheduling systems, and procedure human factors.
ACTION PLAN MANAGER: T. Orlando Performance and Reliability Supervisor ACTION PLAN STEPS:
- 1. Validate the surveillanco test program technical adequacy.
- 2. Revise the surveillance test procedures to include any changes required from step 1 and any chaneps necessary to correct administrative or human factors problems.
- 3. Assure that any surveillance test deficiencies are corrected by reperforming the surveillance tests, if required.
- 4. Perform an independent assessment of the adequacy of the surveillance test schedule to provide assurance that surveillance tests will not be missed, implement required changes.
- 5. Resolve related regulatory issues: ^
- Ill.3 - (NRC-40) Resolve surveillance test program deficiencies; certify that all surveillance tests are current and the results of each test properly demonstrate equipment operability.
e 111.5 - (NRC-38) Resolve calibration deficiencies for instruments usea to conduct surveillance testing.
e IV.2 - (NRC 66) Resolve startup control and mode change deficiencies, e NRC Review l&C surveillance testing, especially in light of recent security zone testing findings.
l e .NRC Resolution of OPS recurring deficiencies and surveillance testing deficiencies.
November 4,1994 Page il - 26
INDIAN PolNT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1
= ACTION PLAN R 3.1.1.6: - PREVENTIVE MAINTENANCE PROGRAM Upgrade and improve the station preventive maintenance program including procedure scope and adequacy, scheduling systems, and confirmation that appropriate vendor and technical information is properly reviewed for inclusion in the program, o ACTION PLAN MANAGER: A. Vitale . Supervisory Maintenance Engineer ACTION PLAN STEPS
- 1. Conduct a detai:ed review of component failure history for selected safety related equipmenit to identify components with poor performance including high failure rates. Compare vendor recommended PMs with the current PM scope. Implement necessary scope changes prior to startup based upon engineering evaluation.
- 2. Develop a Program Description and implementing Procedures (as appropriate) that define the long term, RCM based site PM program'and upgrade, include the resources and process for ensuring appropriate components and vendor recommendations are included in the PM program scope.
- 3. . Resolve related regulatory issues:
-e ll.28 - (NRC-83) Completion of vendor recommendations for main steam non roturn check valves.
e 111.8 - (NRC-P.) Review preventive maintenance accomplished to ensure vendor recornmendations have been included and develop a process to ensure vender recommendations are reflected in PM procedures as appropriate.
e- ll1.11 - (NRC-98) Resolution of recurring maintenance inadequacies (parts, procedures).
e e NRC Certify that the PM program is in accordarice with vendor manual recommendations.
r November 4,1994 Page 11 - 27 I
' ~ ~'
INDIAN POINT 3 RESTART & CONTINU0US IMPROVEMENT PLAN Revision 1 ACTION PLAN R 3.1.1.7- RECORDS MANAGEMENT PROGRAM Develop a comprehensive record retention schedule and update program procedures.
ACTION PLAN MANAGER: J. Schivera Configuration Information Managar ACTION PLAN STEPS ,
- 1. Perform an assessment of existing record-keeping practices and identify weaknesses.
- 2. Review current procedure and identify required records and the retention period as specified by governing regulatory requirement.
- 3. Compare actual plan practices against the results of Step 1 and reconcile differences.
- 4. Establish a comprehensive records retention schedule based on the results of Steps one and two.
- 5. Upgrade the AP-18 series of procedures to_ provide overall record keeping guidance.
e I
November 4,1994 Page it 28 l 1
l INDIAN POINT 3 RESTART & CoNTit" dtS IMPROVEMENT PLAN Revision 1 OBJECTIVE R 3.2 Improve the quality of and adherence to policies and procedures to assure their consistent application to support effective station operations.
STRATEGY R 3.2.1 Determit.e, analyze and develop corrective actions for barriers to meeting management expectations concerning procedure ,
adherence.
ACTION PLAN R 3.2.1.1: PROCEDURE ADHERENCE Conduct a root-cause analysis for procedure adherence performance issues and implement effective corrective actions.
ACTION PLAN MANAGER: J. Macchiarulo Assistant to the Resident Manager ACTION PLAN STEPS
- 1. Conduct a focused root-cause analysis to identify, categorize and resolve procedural adherence issues. Separate the analysis into station procedures (operations, maintenance and surveillance test at IP3) and WPO for other procedures.
- 2. Communicate the results of the analysis to the organization to assure an understanding exists on the root causes of procedure adherence issues and the actions that management has taken to correct the problems.
- 3. Implement the identified corrective actions required prior to restart.
- 4. Revise and issue a Nuclear Generation NuAP policy that communicates management's expectations concerning procedure adherence.
- 5. Resolve related regulatory issues:
e IV,4 - (NRC-44) Ensure management's expectations with regard to procedure adherence and attention to detail are clearly understood.
November 4,1994 Page II - 29
INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN i Revision 1 1
STRATEGY R-3.2.2 Develop plans to systematically upgrade policies and procedures needed to improve performance.
ACTION PLAN R 3.2.2.1: UPGRADE TARGETED PROCEDURES AND POLICIES .
Implement a procedure and policy upgrade program targeted to those areas where significant benefit can be realized in support of restart.
ACTION PLAN MANAGER: C. Reiniger Operations Engineer l ACTION PLAN STEPS
- 1. Streamline the procedure change process to provide a more responsive turnaround for required changes while maintaining regulatory requirements.
- 2. Evaluate and identify procedures to be upgraded prior to restart. Include the areas identified for correction identified from Action Plan R 3.2.1.1, Procedure Adherence.
- 3. Upgrade the procedures required for restart.
- 4. Resolve related regulatory issues:
e lll 6 - (NRC-71) Evaluate the need for a plant-wide procedure upgrade program; identify and upgrade critical procedures needed to support restart and safe operations.
e 111.7 - (NRC-70) Resolve deficiencies associated with the temporary procedure change (TPC) process and the biennial review process.
e Ill.11. (NRC 98) Resolution of recurring maintenance inadequacies .
(parts, procedures).
4 November 4.1994 Page 11 - 30
INDIAN PolNT 3 I RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 l-.
C. Start Up Readiness Evaluation (SURE) Program The Start Up Readiness Evaluation (SURE) program is the process that will be used
- to certify to NYPA Management that Indian Point is ready to be returned to service. The SURE program consists of four major elements:
. ~e System Certification (SC) e Operational Readiness Review (ORR) .
o Startup Evaluation for Readiness Team (SERT)
-e- Oversight and Assurance (O&A)
Together, these efforts will provide assurance that sufficient improvements have been effectively implemented to support an error free startup and the subsequent successful operation of Indian Point 3. -
The purpose, scope, schedule and interrelationships of these activities are explained individually in the following text.
- 1. System Certification IP3 will develop a process to involve plant and support organizations in walkdowns of plant systems important to safety and reliability to demonstrate plant leadiness for operation. Material readiness of the plant systems will be compared to objective criteria. Key elements of the criteria include probabilistic risk assessment (PRA) input, a review of systems involved in power reductions or trips, and .
susceptibility to single failures that affect plant reliability. The system engineer will be responsible for the development, execution, tracking and performance of
-system turnovers to operations for restart of the unit.
The System ' ertification process will be controlled by a procedure that integrates ,
the system sadiness review and turnover to operations with the outage scope control and work control processes. The procedure will require documentation that the system has been adequately reviewed and will define any work items to be completed.
This system readiness concept will be carried through to the completion of power ascension testing to assure that systems are ready for identified startup and power =
ascension plateaus. Feedback from system operating experience during this period-will be used to direct engineering or maintenance actions necessary to resolve performance deficiencies.
c' - November 4.1994 Page 11 - 31
INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 ,
Certification by the System Engineer and acceptance by operations will be predicated upon performance measures for key plant systems. These performance measures will include, but not be limited to, the following:
o Plant identified Deficiencies (PlD), none with safety significance. -
e Inoperable automatic functions.
e Temporary modifications, e Systems will perform their intended functions. ,
- 2. Operational Readiness Review Another key process to ensure an effective self assessment of readiness for startup and successful operations is the conduct of management assessments of performance. The collective perspective of the management team will provide the necessary focus on critical work activities and issues that need to be resolved.
The Operational Readiness Review is modeled after recent plant startups and recoveries at other nuclear plants. Concurrent with the System Certification and the SERT process, line and support managers will assess the preparedness of their organizations.
The intent of the ORR self assessment is to measure the organization against accepted industry performance criteria to ensure that the programs and performance are satisfactory to support restart and continued safe and reliable operation.- The restart assessment is divided into four areas of readiness:
o People.
e Procedures, e Property, o Previously identified problems.. .
The ORR assessment should be completed at the Department Manager level or equivalent (for example: Operations, Radiological and Environmental Services, '
Operations Review Group, etc.) General Managers should provide leadership for the assessments in their particular areas.
Each Department Manager will assess his or her organization using any available data including:
3 e Management or Subject Matter Expert Observation of activities in the field.
- Management of Work Backlogs.
e Interviews.
November 4,1994 Page 11 32 i _ _ _ _ _ _ _ _ _ _ _ .
t INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 -
e- Review of important procedures and products, e- Review of Performance Indicators.
6- Daily Monitoring of the Integrated Schedule and Schedule Adherence
' The Department manager will report on his or her conclusions. Sufficient evidence must exist to support whatever conclusion is reached. The Department Manager should validate the results (including action plans) prior to presentation outside the !
, department. The purpose of the validation is to verify the accuracy of_the findings and supporting data, verify the adequacy of corrective action plans, and to ensure the support of department employees.
Each Department Manager will present the results of his or her self assessment to the Restart Management Team. The purpose of these presentations is to provide additional assurance of readiness through the involvement of senior management.
The results of this effort tie in directly with the startup and power ascension plan, specifically in the startup portion which requires line managers to certify that their areas of responsibility are in a state to support returning the unit to service.
- 3. - Startup Evaluation for Readiness Team (SERT) Certification
- The SERT is intended to provide an independent assessment of the readiness of NYPA for restart of IP3. The scope of the SERT includes management, policy, and coordination issues derived from the technicalissues defined in the RCIP, including selected NRC Assessment Panel restart issues. The members assigned to SERT-
-will be selected to comprise a team of qualified, experienced individuals with a
- diverse backgrounct in management, operations, maintenance, engineering, oversight and assurance and other skills. The team qualifications _will assure that issues are examined thoroughly'and actions taken by the organization in response
- to plan requirements successfully resolve the issues and result in the performance 1
+ improvements required.
A SERT Program Manual will be developed to provide a listing of the management,
- policy, and coordination issues that will be examined, as well as the primary sourcel .
for each issue. Should the need arise, the SERT leader has the flexibility to expand 1the scope of the assessment beyond these initial issues.
Step One:InitialReview ofIssues Each SERT member will be assigned one or more specific issues to analyze. During this phase of the SERT process, each team member will become familiar with all assigned issues. Source documentation will be identified and reviewed, and a general approach for analyzing each issue will be developed. This will include 1 November 4,1994 Page 11 33
INDIAN POINT 3 RESTART f. CONTINUOUS IMPROVEMENT PLAN Revision 1 determining what documents need to be reviewed, which personnel need to be interviewed, and what field observations need to be made. Preliminary issue Analysis sheets developed for each issue will be included in the SERT Program l Manual. The initial review of issues will begin during this phase and will continue on an individual basis until the actual SERT assessment commences.
- Step Two: Analyze issues The SERT evaluation will commence when those issues selected for SERT review 3 have been completely resolved to the satisfaction of the manager of that issue.
T' e SERT Manual will list the specific issues that must be completed prior to the start of the SERT.
Each SERT member will be assigned lead responsibility for one or more issues.
Issue Analysis sheets will be used as a starting point for conducting the assessment. Team members will use interviews, document reviews, and field observations to assess the effective resolution of each issue, in the course of their analysis, team members will determine if each issue is effectively resolved. The Team Leader will keep the RMT informed on the progress of the assessment.
Step Three: Document Results At the conclusion of the SERT evaluation, a report will be prepared that documents the findings and conclusions of the team. This report will be one of the major inputs to the Executive Vice President - Nuclear Generation's determination that too plant is ready for the NRC Readiness Assessment Team inspection. l
- 4. Oversight and Assurance -
The O&A program is an independent review and effectiveness assessment of the RCIP restart action plans and the regulatory issues. This review is performed under the direction of the corporate Appraisal and Compliance Dt.prtment and assesses effectiveness in addressing the restart issues. The results are provided to the RCIP )
project management team as well as the action plan and regulatory issue managers. Any concerns raised as a result of this process are addressed in the closure documents for the RCIP action plans. This program supplements all tne normal audits and assessments that are traditionally associated with Quality Assurance with performance based assessments. This progiam reviews all aspects of the restart effort and will continue until startup. Specific roles will include:
November 4,1994 Page 11 - 34
lL 4=
INDIAN PotNT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 -
e Continuing oversight of facility operations to assure that Technical Specification and QA program requirements are met, e independent verification of acceptable closure of regulatory closeout issues,
_a e Independent verificat!on of the closure and acceptability of selected RCIP action plans and an analysis of the results achieved.
e Implementation of effective, performance-based evaluations to identify
, performance problems and assure appropriate corrective actions are taken, o _ Participation in the SERT Certification process.
e Participation in the System Certification process.
The QA organization will make periodic reports to the RMT to apprise it of the effectiveness of RCIP and organizational activities for restart.
D. _ . Startup Plan An essential element of startup readiness is a plan for a deliberate and controlled return to power operation. This plan provides for augmented shift coverage to handle anticipated additional work loads, dedication of maintenance and support staffing, identification of special testing and power ascension hold points, and I contingency plans for plant problems. it also establishes a clearly d ned startup sequence and start up and power ascension plan. Primary respons; lity for the startup plan rests with the IP3 Resident Manager,
- 1. Senior On Shift Manager _
- !P3 will establish a senior on shift manager to assure the successful completion of the startup process through power ascension. The senior on-shift manager will-C provide continuous management representation and presence during the plant startup, subsequent power ascension to full power and for a period as determined by the Resident Manager. The primary _ function of this position is to ensure that
-the Shift Supervisor and the shift operating staff's command and control authority are not . diluted by the increased level of activity during the start up and power asconsion. The on-shift manager will assume responsibility for management of the overall schedule to assure decisions are made as necessary to support the Shift Supervisor in conducting plant operations in accordance with the schedule. The shift manager will also be responsible for assessing the conduct of operations, maintenance and support organizations. On-shift manager duties include:
- a. Providing 24-hour,7-days / week shift coverage as the direct representative of the Resident Manager.
- b. Managing the integrated startup and plant schedule, assuring all critical November 4,1994_ Page 11 - 35
INDIAN POINT 3 RESTART & CoNTWUOUS IMPROVEMENT PLAN Revision 1
' issues are scheduled and planned for completion at the appropriate milestones, and planning ahead for the upcoming shifts,
- c. Providing direction to appropdate support managers for resolution of plant support issues,
- d. Responding to issues identified by the Shift Supervisor, assigning
- appropriate actions and ensuring that each issue is properly resolved,
- e. Calling in additional assistance, as necessary, to resolve critical issues.
- f. Providing management status and assessments as directed by the RMT. ,
- g. Advising management of significant schedule restraints and petential schedule impacts.
- 2. Preparation and Management of the Startup Sequence Following successful completion of the verification activities to confirm readiness for plant restart, the plant will be taken through the startup sequence in preparation for resumption of power operation. The startup sequence consists of those activities that will verify plant physical readiness through completion of required post-maintenance tests, preventive maintenance, completion of Technical Specification surveillance tests, and configuration of the plant to startup status.-
The IPS Manager of Planning and Scheduling will prepare a id maintain a detailed startup sequence schedule to be managed under the work control organization.
- 3. Startup and Power Ascension The startup and power ascension process will be carefully controlled through a startup and power ascension plan that will include:
e Management review and approval of plant configuration and mode changes e Required testing and inspection -
o Contingency plans
- e A critical path schedule The schedule will include holds at various stages. The holds permit time to confirm satisfactory plant performance, assure that open issues are resolved satisfactorily, and evaluate self-assessment results. Final approval of acceptability to proceed will be made by the Resident Manager following review and evaluation by the Plant Leadership Team. The following hold points will be scheduled (as defined in appropriate operating procedures):
- 1. Transition to above 200* F (Cold Shutdown)
- 2. Transition to above 350* F November 4.1994 Page ll 36 1
INDIAN PotNT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1
- 3. Completion of Hot Shutdown (547' F) and transition to criticality
- 4. Completion of 30% power plateau
- 5. Completion of 50% power plateau l *
- 6. Completion of 75% power plateau
- 7. Completion of 90% power plateau The startup and power ascension plan establishes testing and acceptance criteria
, at various power plateaus. The testing will be structured around Technical Specification required surveillance tests. During the plant heatup and power ascension, on-shift maintenance and support crews will be assigned to perform frequent plant walkdowns to assure acceptable equipment performance. They will take action to correct plant problems including steam and other fluid leakage and to direct resources as necessary to corrective maintenance activities.
The plan will contain contingency processes for emergerit issues during startup.
The most effective element of contingency planning is the establishment of augmented shift maintenance crews consisting of maintenance and engineering support personnel. These crews will essure that maintenance activities are successfully completed and the plant mr.terial condition during heatup and pov.ar ascension is maintained. The plan will also contain provision for a scheduled maintenance shutdown following the 30% power plateau should the Resident Manager and Plant Operations Review Committee (PORC) deem it necessary to place the plant in a shutdown condition to correct deficiencies.
November 4,1994 Page 11 - 37
= ..
1 INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 l 111. CONTINUOUS IMPROVEMENT PLAN NYPA management has developed two plans for improving performance at IP3: the
. Restart Plan (Section ll) and the Continuous /mprovement Plan (CIP). Both plans include action plans and specific work activities that can be tracked and reported with assigned responsibilities for plan implementation. The Restart Plan defines actions required to effect immediate performance improvements and provide the direction for restart of the plant.
This section of the RCIP is the Continuous /mprovement P/an. It defines station and IP3-related activities at WPO over an approximate three year planning horizon.
It continues the planning process of the Restart P/an and provides for long-term solutions. If closure of specific Restart Plan actions results in the need for additional actions, these additional actions will be incorporated into the appropriate Continuous /mprovement Plan using the revision process discussed in Section IV, Plan Management. This will provide a controlled mechanism for continuing to link the two plans.
The Nuclear Generation Business Plan establishes objectives and performance measures used to track organizational performance. Management will use periodic performance reports to trend performance against the CIP.
A. Outline of the Plan The Continuous /mprovement Plan will guide IP3 toward excellent performance as defined by our strategic objectives contained in the Business Plan it focuses on issues that must be resolved to achieve significant, permanent performance improvement at IP3 by adopting initiatives and corresponding strategic approaches to performance improvement.
As discussed in Section 11.B, Restart Action Plans, the RMT conducted a planning session to develop a strategic-based approach to performance improvement. The
. RMT first identified four broad, department-wide areas in which major improvements were required. These areas, called initiatives, were:
- Management Skills and Effectiveness
- Organizational Effectiveness
- Program and Process improvements
- Strategic Practices and Operating Philosophy For each initiative, the RMT developed a set of objectives that provides verifiable expectations for performance. One or more strategies were then created to November 4,1994 Page 111 1
INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 describe how each objective would be achieved. Each strategy, in turn, has one or more action plans that define the specific tasks to be accomplished.
For. example, refer to Figure 2, " Continuous improvement Plans." Under
" Management Skills and Effectiveness," the first objective is "C-1.1, Assure That .
Nuclear Generation Management Possesses the Competencies, Commitments, and Standards to Best meet the Nuclear Generation Business Objectives." The first of three strategies to achieve this objective is "C-1.1.1, Define, Develop and Communicate the Set of Core Competencies, Capabilities and Values Expected to -
be Present in a Successful Management Team." The action plan under this strategy is "C-1.1.1.1, Core Competencies."
The remainder of Figure 2 provides a roadmap of action plans relating to continuous improvement. Figure 1 in Section ll.B provides the action plans related to restart.
B. Continuous improvement Action Plans The continuous improvement action plans that follow are organized according to Figure 2. The action plans include a brief description, the action plan manager, and the key action plan steps. Appendix D provides a crosa reference between the root and contributing causes and the RCIP strategies. Appendix G provides the schedules for the Continuous /mprovement Plan action plans.
November 4,1994 Page ill 2
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INDIAN PolNT 3 RESTART 4. CONTINUOUS IMPROVEMENT PLAN Revision 1
- 1. MANAGEMENT SKILLS AND EFFECTIVENESS OBJECTIVE C 1.1 i
. Assure that Nuclear Generation management possesses the competencies, commitments, and standards to best meet the Nuclear Generation business objectives, s . . _ -
STRATEGY C-1.1.1 Define, develop, and communicate the set of core competencies, capabilities and values expected to be present in a successful management team.
ACTION PLAN C 1.1.1.1: CORE COMPETENCIES Develop core competency models that describe the management and leadership characteristics needed by Nuclear Generation managers to meet long term business objectives, The models will be used for management assessment and selection, development programs, and succession planning.
ACTION PLAN MANAGER: W. Berliner Director, Employee Effectiveness ACTION PLAN STEPS
- 1. Build core competency models using an industry generic model, and internal interviews.
.- 2. Communicate models to Nuclear Generation employees, educating them in the foundation the models provide for the appraisal process, succession planning, and management and executive development.
t November 4,1994 Pagelit.9
INDIAN POINT 3 RESTART 8. CoNTINUoVS IMPROVEMENT PLAN l
Revision 1 i
STRATEGY C 1.1.2 Develop and apply assessment and selection processes to achieve the desired management profile.
ACTION PLAN C 1.1.2.1: MANAGERIAL ASSESSMENT PROCESS Implement a managerial ast.,essment process that assesses Nuclear Generation managers against the core competencies necessary to effectively perform their current job or a position of greater responsibility.
ACTION PLAN MANAGER: W. Berliner Director, Employee Effectiveness ACTION PLAN STEPS
- 1. Research and evaluate successful managerial assessment processes currently in use in the utility and appropriate non-utility industries.
- 2. Present recommendations to senior management on the benefits of internal and external managerial assessment processes and obtain approval.
- 3. Develop and implement the approved methodology.
ACTION PLAN C-1.1.2.2: MANAGEMENT SELECTION Develop a structured selection and assimilation process for executives, managers, and supervisors. ,
ACTION PLAN MANAGER: W. Berliner Director, Employee Effectiveness ACTION PLAN STEPS
- 1. ' Develop a structured selecticn process. This process will address the interviewing aspect of selection by identifying interviewers and ensuring they assess applicants' knowledge and experience against the core competencies required by Nuclear Generation. The process includes assessment and evaluation of potential as an effective manager.
- 2. Establish written job specifications for recruiting and a team approach between the hiring manager and the assigned recruiter. Ensure November 4,1994 Page 111 - 10
INDIAN POINT 3 RESTART & CoNTINU6US IMPROVEMENT PLAN Revision 1 specifications are provided for the assessment and evaluction process in - '
step 1 above.
- 3. Develop written guidelines for interviewers and conduct training to enhance ,
their skills lin assessing applicants. . .
. .4. Develop a formal process to ensure timely and appropriate assimilation of-new managers and supervisors into their new positions. (This process will include both external hires and internal promotions and transfers).
Ensure job postings and external job advertisements reflect the core 5.
- . competencies required for open positions.
Novembe' r 4,1994 Page lil - 11
i INDIAN PolNT 3 l RESTART & CoNTINU00S IMPROVEMENT PLAN Revision 1 STRATEGY C-1.1.3 Establish a comprehensive management development plan that supports attainment of Nuclear Generation performance objectives.
ACTION PLAN C-1.1.3.1: MANAGEMENT TRAINING AND DEVELOPMENT Ensure Nuclear Generation receives results-oriented management training and development that addresses the needs of alllevels of management.
ACTION PLAN MANAGER: W. Berliner Director, Employee Effectiwaness ACTION PLAN STEPS
- 1. Assess current training programs against core competency models to identify gaps.
- 2. Form a Nuclear Generation Management Training Advisory Group to work closely with Human Recources to review new training programs and identify emerging training gaps,
- 3. Revise current training, if needed, and develop new programs to fill gaps identified. Management training programs will be results-oriented and based on the core competency models.
- 4. Design a train the-trainer program, and identify Nuclear Generation managers to be co-trainers for training programs.
- 5. Develop and conduct seminars for all Nuclear Generation managers to educate them about the current training programs and their personal role in ,
the development of their staff.
- 6. Establish effective management development programs complementary to the competency-based training programs including:
e Targeted developmental experiences, e.g., short-term job .
assignments, task force or committee assignments, participation in industry groups including INPO peer evaluations, executive oversight groups and management conferences, mentoring by senior management, and on-the-job coaching.
e Guidelines on how to assess development needs, write realistic development plans, monitor progress, and coach.
e A plan for each manager with longer-term development needs identified annually (including action plans to address development needs).
~.
November 4,1994 Page lli - 12
l IND;AN POINT 3 l
RESTART & CONTINUOUS IMPROVEMENT PLAN Revi. ion i
- 7. Design, develop, and implement a results oriented, executive level development program based on the Nuclear Generation executive core competency model.
8 Establish a program that will provide career development opportunities for
, Shift Supervisors. The program will address:
- Benchmarking other utility programs.
- Job rotation opportunities for operators by identificon of appropriate assignments in engineering, maintenance and other organizations.
ACTION PLAN C 1.1.3.2: SUCCESSION PLANNING Establish a formal succession planning process.
ACTION PLAN MANAGER: W. Berliner Director, Employee Effectiveness ACTION PLAN STEPS
- 1. Develop an effective succession planning process using experience from other utilities as a guide. The process must integrate performance mana0ement, training, and developmental activities. As a minimum it will include:
- Requirements for managers to identify candidates for their position and assist in development plans for those individuals.
- Periodic assessment by the Nuclear Leadership Team (NLT) of potential shortfalls in the organization in management depth.
- 2. The NLT, with assistance from Human Resources, will identify high potential
, individuals who will be given special ass;gnments, including job rotations into key positions.
November 4, t 994 Page 111 13 i
INDIAN POINT 3 RESTART 4. CONTINUOUS IMPROVEMENT PLAN Revision 1 OBJECTIVE C 1.2 Establish results. oriented, empowering maragement processes to t tsure that business objectives are achieved.
STRATEGY C 1.2.1 Establish a Nuclear Generation wide management process to set performance expectations, assign responsibility and hold .
managers accountable.
ACTION PLAN C 1.2.1.1: MANAGEMENT INVOLVEMENT IN PLANT ACTIVITIES Establish a management process for involvement by NYPA managers in assessing important station activities. Management involvement is intended to provide first-hand knowledge of plant activities, assess plant activities and problem correction, report on performance issues and problems to a wider audience, and enhance management's understanding of challenges to successful performance.
ACTION PLAN MANAGER: J. Comiotes General Manager, Support Services ACTION PLAN STEPS
- 1. Establish a schedule for management assessment of specific station activities such that designated IP3 and WPO managers conduct periodic assessments at IP3 and JAF. The activities to be observed include (but are not limited to) the following: * *
- Maintenance
- Operations rounds and plant evolutions
- Surveillance tests
- Management meetings .
- Control room operations
- 2. Establish a vehicle for reporting results to management. Provide reports to the Operations Review Group to assign corrective actions and trend
. performance and process deficiencies.
- 3. Develop a standardized INPO type peer evaluation process to be used to guide the mechanics of the assessment process and preparation of reports.
Develop and implement training for the procest.
- 4. . Designate those managers involved and provide the required tiaining.
November 4,1994 Page 111 14
_ . _ _ _ _ _ _ _ _ _ _ _ _ . _ _ _ . . _.-__.______m___~.__ . . _ _ _ . _ _ _ . . _ _ _ _
l INDIAN PotNT 3 1 REST ART & CONTINUOUS IMPROVEMLNT PLAN Revision 1 STRATEGY C 1.2.2 Establish effective management information processes and performance reports to review station performance periodically and to assure that appropriate management visibility and direction are provided for managing risk to Nuclear Generation objectives.
ACTION PLAN C 1.2.2.1: WORK MANAGEMENT AND REPORTS Establish and implement a work management and reporting system that can be used to manage department work activities. Management reporting processes will be improved to provide performance based reports and management by exception reports wherever possible.
ACTION PLAN MANAGER: J. Russell Director, Nuclear Administrative Programs ACTION PLAN STEPS
- 1. Develop and implement an effective department work management and tracking system that will satisfy department needs. Reconcile en iintegrate the needs with the use of ACTS, ROME, PARIS and other work management or information systems. This will be accomplished in conjunction with the project to develop an integrated Nuclear Generation Action and Commitment Tracking System.
- 2. Establish the management reports needed to manage the station activities properly to meet overall objectives, including the appropriate information l format, content and frequency. As a minimum, redesign the station daily report, weekly management report, project management reports, and action tracking reports to provide cient and unambiguous information that will
. assist Nuclear Generation management.
November 4,1994 Page til- 15
+
INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1
- 2. ORGANIZATIONAL EFFECTIVENESS OBJECTIVE C 2.1 Establish a clearly defined and well understood organizational structure for the ,
Nuclear Generation Department and its Interfaces with other NYPA organizations.
STRATEGY C 2.1.1 Analyze the organization and, where necessary, transition to a more appropriate structure.
ACTION PLAN C 2.1.1.1: LONC TERM ORGANIZATION REVIEW Establish a methodology for evaluating the effectiveness of the Nuclear Generation organization structure and interfaces with other NYPA organizations. Reviews are to be performed after changes to key work processes and as part of the Nuclear Generation business planning process.
ACTION PLAN MANAGER: R. Lauman Director, Nuclear Business Operations l ACTION PLAN STEPS
- 1. In collaboration with Human Resources, establish a nuclear HR support capability consistent with top performing utilities. This capability should include organizational development expertise for Nuclear Generation and nuclear personnel recruitment expertise.
- 2. Establish a process for reviewing the organizational structure, roles and ,
responsibilities due to changing requirements (for example, regulatory, business objectives, market conditions or staff reassignment).
- 3. On an annual basis, and in conjunction with the strategic business planning process, conduct a review of the roles, responsibilities and structure of the .
Nuclear Generation organization:
e Review the Nuclear Generation mission. vision and goals.
- Determine which work processes are key in achieving the mission, vision and goals, and establish appropriate teams to:
- examine and re engineer thore processes
- establish necessary roles, recponsibilities, and interfaces
- implement necessary organizational changes
- obtain buy in from stakt. holders e Revise organizational documents to reflect the changes.
November 4.1994 Page til 16
- - _ _ ~- . . . _ . .- _ - _ - - . . - - _ - - . _ _ .-.- - .. . . - . - - . . - . _ . _ . . _ . . . - _ _ -
PmlAN PotNT 3 RESTART & CONTINUOUS IMPRC a VENT PLAN Revision i e Ensure training is provided so that employees understand these roles and responsibilities.
e Integrate changes with Action Plans C 1,1.2.1, Managerial Assessment Process and C 1.1.3.2, Succession Planning.
e STRATEGY C 2.1.2 Clearly define and communicate organizational roles, responsibilities and interfaces.
ACTION PLAN C.2.1.2.1: OUTAGE MANAGEMENT Establish an outage management organization with clearly defined rdes and responsibilities and appropriate processes to manage plant outages successfully and achieve Business Plan objectives for outage lengths.
ACTION PLAN MANAGER: W. Carano Outage Manager ACTION PLAN STEPS
- 1. Establish complementary responsibilities and interfaces between the work control and outage management functions such that the work control organization will be responsible for routine outage work control functions, and during outages, they will assume responsibility for managing the startup sequence and subsequent recovery. The outage management organization will control the outage schedule in addition to being responsible for pre-outage planning and scheduling activities.
- 2. Define the outage management orga'nization roles and responsibilities including:
e Management coverage.
. e Area coordinators.
e Project management assignments, e Staging and outage preparation, o Communications and reporting.
- 3. Develop standard outage scheduling and reporting methods including:
e Train and system outage rehedule management, e Critical path analysis and summary requirements, o Milestone analysis tools and te::hniques including lead times, e Resource utilization and budget systems and processes, e Radiation exposure goals and management.
- 4. Prepare an outage plan that includes:
November 4.1994 Page 111 17
, _ _ _ . . . . . _ , _ , _ . _, . ~ . _ _ . . . _ _ _ _ .
1 INDIAN PolNT 3 RESTART & CONTINUOUS IMPROVEMLNT PLAN Revision 1 e A pre defined baseline schedule forming a skeleton for the outage including the shutdown and startup sequences, disassembly and reassembly, defuel and refuel, and primary and secondary side work, e Outage specific milestone scheduling tools, methods and standards using archived outage history information. ,
e Developmcnt of outage goals.
- 5. Develop and implement a methodology to perform more corrective and preventive maintenance and modifications during non outage periods.
- 6. Define and implement a process and responsibility for shutdown risk .
management.
- 7. Establish outage and pre outage scope control rules.
- 8. Establish a formal and effective outage feedback and critique (lessons learned) process.
- 9. Define the staffing required for the Outage Management organization.
- 10. Write the Outage Manual and conduct training.
ACTION PLAN C 2.1.2.2: SYSTEM ENGINEERING Establish an effective System Engineering Program that meets plants needs for system management and performance improvements and is consistent with industry norms.
ACTION PLAN MANAGER: K. Vehstedt Technical Services Manager l ACTION PLAN STEPS
- 1. Clarify the roles and responsibilities of the system engineers relative to maintenance engineers, site engineering and other groups of major interface ,
for each function performed by the system engineer. Use the JAF lessons learned as an input to this activity.
- 2. Supplement the system engineer training program with additional training ,
focused on broadening the experience of the system engineer. This is .
analogous to the JAF " qualification card" approach.
- 3. Implement the following organizational changes:
e Supplement each system engineering group with an experienced engineer identified as the Plant Support Engineer (3 total) to assess emergent issues and, to the extent possible, resolve the issue prior to the development of an RES.
a Utilize the JAF lessons learned to establish an on call, shift based engineering response team to better support operations during off-normal work hours.
November 4.1994 Page ill .18
l lNDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revblon 1
- 4. Utilize the results of the IP3 Individual Plant Examination (IPE) in combination with ROME priority codes to focus the system engineering function on those items of highest importance to plant safety and reliability. Extend this focus to take advantage of the JAF lessons learned.
- 5. Establish a system engineering benchmarking process that incorporates industry lessons learnec, into the IP3 system engineering program.
- 6. Perform the system description upgrade program on a contract basis under the direction of the Technical Services organization.
ACTION PLAN C 2.1.2.3: TRAINING Implement improvements in the accredited training program and to the simulator as necessary to enhance training effectiveness at the station and WPO.
ACTION PLAN MANAGER: D. Spoerry Training Manager l ACTION PLAN STEPS
- 1. Conduct an assessment of the remaining accredited training programs as a follow-on activity to the INPO training assist visit for operator training and INPO accreditation renewal evaluations. Develop and implement an action plan for required upgrades.
- 2. Determine the simulator's conformance to the training program update requirements, and implement an appropriate upgrade plan.
- 3. Following licensing of additional operations staff, provide direct operations involvement in the training program including a full time Operations-Training Liaison position and dedicated oversight assignments for crew training.
- 4. Participate with other regional utilities in periodic sharing of people to conduct team-assist visits and assessments of accredited training program effectiveness.
. 5. Participate with other regional utilities and, where feasible, share resources and establish common training systems.
- 6. Establish effective corporate oversight for independent assessment of accredited training program effectiveness.
- 7. Assign resources to update the training le7 son plans consistent with accredited training program priorities.
- 8. Establish line organization and training curriculum comrnittees to oversee day-to day development and implementation needs for IP3 and WPO.
- 9. Establish a policy and schedule to provide sufficient numbers of NRC incensed or license trained individuals throughout the organization including:
November 4,1994 Page ill 19
INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision i e Licensir.g and rotation of NYPA staff members through the operations '
on shift organization.
e License certification of staff members as part of an overall upgrade of the organization's capabilities.
e Develop and implement an effective licensing certification program ,
that will support timely certliication and will provide essential management skills in areas such as risk management techniques using the IPE.
- 10. Close ACTS items associated with the NYPA responses to the 1994 lNPO -
Evaluation visit and operator accreditation visit. (Training related issues only).
AC*fiON PLAN C 2.1.2.4 ROLES, RESPONSIBILITIES AND INTERFACES Clarify functional areas at IP3 for those organizations not completed prior to restart to show better definition of roles, responsibilities and interfaces. Communicate them to all employees.
ACTION PLAN MANAGER: D. Birnbaum Human Resources Manager ACTION PLAN STEPS
- 1. Clarify the roles, responsibilities and Interfaces of the following sections using the nine step process adopted during restart (Action Plan R-2.1.2.1).
o Security o Finance o Budget
- o EP o Facilities ' o Purchasing o Fitness / Duty o Health Physics o Contracts o Fire o Radiological o Accounting o - Safety o Chemistry o WPO Eng. .
o Human Resources o Public Relations o WPOQA o Access Control o Waste Management
- 2. Ensure the changes in the above step are reflected in the appropriate NuAPs, Program Descriptions and Implementing Procedures.
- 3. Ensure that training / education is provided for all sections identified in step one (1) so that employees understand their revised roles and responsibilities.
November 4,1994 Page Ill . 20
INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 e
OBJECTIVE C 2.2 Establish common practices, procedures, priorities arid measurement systems.
9 STRATEGY C 2.2.1 Implement common processes and procedures that will enable effective e coordination of resources, consistent measurement and assessment of performance.
ACTION PLAN C 2.2.1.1: COMMON PROCESSES AND PROCEDURES Establish common practices, procedures, priorities and measurement systems between IP3, JAF and WPO in those areas in which the common practice will improve coordination of resources, sharing of information, staff and equipment, implementation of best practices across the organization, and oversight effectiveness.
ACTION PLAN MANAGER: S. Zulla Senior Technical Advisor to EVP ACTION PLAN STEPS
- 1. Assign an oversight project team of WPO, IP3 and JAF representatives to oversee this action plan and work with the Action Plan manager.
- 2. Develop a NuAP policy that defines criteria, roles, responsibilities and accountabilities for identifying and integrating common processes and procedures within Nur!9: r Generation. The policy will clearly establish management's expectut.ons for performance and effectiveness improvements.
- 3. Select high priority common processes for review and conduct interviews.
. Potential processes include but are not limited to:
- b. General employee training
- c. Prioritization, planning and scheduling
- d. Commitment and action item tracking
- e. Work control
- f. DER process
- g. Emergency preparedness programs
- h. Reporting status, monthly, daily, projects
- i. Root cause analysis J. Quality Assurance Program Procedures November 4,1994 Page 111 21
INDIAN PolNT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 l k. Commercial grade dedication
- 1. Self Assessment (includes benchmarking) i m. Records management and retention programs
- n. Warehousing
- o. Health Physics practices ,
- p. Industrial safety
- q. Procedure consolidation, formatting and human factors
- r. Security programs a
- s. Document control processes
- t. Drawing update program
- u. Document change request (DCR) process
- v. Inst 611ation documents (procedures / step list /PORC review)
- w. Special process procedures (welding, NDE)
- x. Programmatic procedures (engineering standards), EO, FP, Human Factors design, ALARA, setpoint control,
- y. PORC l
- 4. Present the results to the NLT and implement appropriate common processes and procedures.
- 5. Establish a routine agenda item for the NLT to determine the progress and ,
plans for future common process initiatives.
4 November 4,1994 Page ill U2 2
INDIAN PotNT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 OBJECTIVE (; 2.3 Establish an evaluation, feedback and incentive system that rewards team and organizational results.
STRATEGY C 2.3.1 Implement a personnel evaluation process that reflects the objectives of the
. organization and provides timely, accurate and relevant feedback, both formal and informal, to and from employees.
ACTION PLAN C 2.3.1.1: PERSONNEL EVALUATION PROCESS Modify the personnel evaluation process to suppert Nuclear Generation Department objectives.
ACTION PLAN MANAGER: G. Grochowski Director, Reactor Engineering B. Berliner Director, Employee Effectiveness ACTION PLAN STEPS
- 1. Change the focus of and revise the Nuclear Generation personnel performance evaluation process to link evaluations more closely to tiie business plan goals and objectives (and, by inclusion, the RCIP). The change in focus includes:
- Define and communicate the annual goals and objectives to be used for performance evaluations as described in Action Plan C 4.2.1.1, Performance Standards.
e implement a process to define group and department level goals that will be used for individual and team goals as part of the evaluation
. process.
- Assure that the results of the objective based evaluation process are closely linked to Action Plan C 2.3.2.1, Compensation and /ncentive Program.
- 2. Revise the process for preparing and conducting performance evaluations to prepare and implement evaluations based upon the objectives and goals definod in step 1.
9 Each management employee should have an achievable set of objectives for the year, communicated at the beginning of the year and linked to department and group objectives so that his or her November 4,1994 Page lli 23 i
_ ____j
~_. . . - . _ . _ -. ._ _ _ _ _ _ _ . _ _ . _ . _ _
l.
INDIAN PolNT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 contribution to overal. Nuclear Generation objectives can be clearly seen.
e The evaluation cycle should require a process of mutual development, feedback and evaluation of performance results. As a minimum, the cycle should require formal mid cycle evaluations and mutual ,
determination of performance results at the end of the cycle. Informal feedback should be encouraged.
e Provide for two level review of performance results; i.e., at the first level, a manager evaluates his or her subordinate; at the second level, a the evaluation is reviewed and approved by the manager's supervisor.
The second level review will form the basis for evaluating managers on their effectiveness in conducting performance evaluations.
- 3. Conduct appropriate training on and implement the revised performance evaluation process.
November 4,1994 Page 111 24
INDIAN PolNT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Rev!sion 1 STRATEGY C 2.3.2 Implement a c.0mpensation system that will attract and reward individuals whose performance supports nuclear system goals.
ACTION PLAN C 2.3.2.1: COMPENSATION AND INCENTIVE PROGRAM Enhance the compensation and incentive program to support Nuclear Generation Department objectives.
ACTION PLAN MANAGER: N.Eng Finance Manager R. Meehan Director, Employee Benefits and Compensation (Acting)
ACTION PLAN STEPS
- 1. Review the effectiveness of incentive programs (such as Employee of the Quarter) and revise those programs to ensure they reward individual and group performance that furthers the goals and objectives of Nuclear Generation.
- 2. Identify incentive programs that are in use at other companies to determine their potential applicability throughuut Nuclear Generation.
- 3. Revise the administration of the salary program to ensure that appropriate emphasis is placed on rewarding top performing employees.
- 4. Identify the individual and team goals that are to be used to piavide base and incentive compensation to employees including:
e The goals should be based on the performance standards established as part of the business planning process, e The goals should be consistent with those identified in Action Plan C-2.3.1.1, PersonnelEvaluation Process, o
November 4,1994 Page ill 25
L r
INDIAN PolNT 3 ,
RESTART & CONTINUOUS IMPROVEMENT PLAN R vi.i.n i j OBJECTIVE C 2.4 :
i Establish an effective communications process that addresses both internal and
- external communications strategies. :
STRATEGY C 2.4.1 Implement a communications process that i will provide information to regulators, ,
government officials, the press and the .
general public.
i ACTION PLAN C 2.4.1.1: COMMUNICATIONS WITH REGULATORY AGENCIES Develop and implement guidance for effective communications with the NRC and ;
INPO. !
ACTION PLAN MANAGER: K. Peters IP3 Licensing Manager l
[ ACTION PLAN STEPS [
' 1. Develop and implement a policy to govern management oversight of communications with regulatory agencies. Oversight should be provided so l that communications receive aufficient review and approval to assure ,
. factual, technically correct, and consistent information is provided to the l
, regulators.
- 2. Conduct periodic, strategically focused meetings with the senior NRC staff l and NYPA executive management. These meetings should center on
, performance results and feedback from the NRC and be complementary to
! other forms of communication with the NRC.
j 3. Conduct routine mid SALP status meetings with Region I for_each station.
4.- Benchmark against other nuclear utility programs for communications with .-
NRC and INPO.
l 5. Evaluate current INPO interfaces and contacts, including roles and the
( -purpose of communications, and establish more effective interface with the
, approval of the NLT.
6.- Develop a communications plan to ensure consistent and beneficial usage of
- INPO resources. Publish a list of INPO contacts and their NYPA I counterparts. Publish a list of available INPO materials at each site, i
I November 4,1994 Paga Ill . 26
- . 2
- =.. _u~ ._. ;,; _ . . _ _ _ . _ . _ . _ . _ , . ,_ __,_,___,,.._;_,_._ _ . , . . . , . ....__ _
INDIAN POINT 3 HESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 l
1 STRATEGY C 2.4.2 Implement an internal communications process that addrasses both internal and l external communications strategies.
ACTION PLAN C.2.4.2.1: INTERNAL COMMUNICATIONS
. Improve internal communication practices to provide proactive, accurate, timely and effective written and oral communications throughout Nuclear Generation.
ACTION PLAN MANAGER: C. Patrick Director, Nuclear Information - l ACTION PLAN STEPS
- 1. Conduct a sampling survey of internal communications effectiveness using methods (verbal or written) such as:
e Feedback meetings or mall box e Test message on E Mail e Coupons on newsletters e Periodic evaluations of effectiveness of tailgate meetings e Track performance indicators rework procedure revisions 4
e Formal survey instruments
- 2. Analyze the effectiveness of the current NYPA nuclear internal communication practices:
e Nuclear Generation Bulletin Board e Effectiveness of Senior Management and other Meetings e E Mail e Newspapers / memorandums e Video Display
^
e Plant Status Phone Line e Speak-Out Program
.
- Tailgate Meetings
, 3. Benchmark outside nuclear and non utility industries
- 4. Make appropriate changes to and implement the revised internal communications process, i
Novembe, 4,1994 Page ill 27
l.
INDIAN PolNT 3 RESTART f. CONTINUOUS IMPROVEMENT PLAN Revision 1 STRATEGY C 2.4.3 Provide effective information management systems and communications technologies to enhance the accuracy and timeliness of information and communication.
ACTION PLAN C 2,4.3.1: INFORMATION MANAGEMENT SYSTEMS Optimize Nuclear Generation Department-information management systems to support organizational efficiency initiatives and improve the configuration control of the station.
ACTION PLAN MANAGER: J. Russell Director, Nuclear Administrative Programs ACTION PLAN STEPS
- 1. Optimize or enhance existing information management systems:
e Implement an effective PEDB upgrade process, e Upgrade the use of ROME to support the station needs more effectively.
- 2. Enhance data management to improve efficiency:
- Centralize responsibility for and coordinate required databases, e As feasible, interconnect appropriate databases and systems to improve efficiency.
- 3. Provide a plan coordinated by a Nuclear Generation users' committee to l manage long term information needs efficiently and cost effectively.
9 November 4,1994 Pagelli 2b
INDIAN PolNT 3 RESTART & CONTINUOUS IMPROVEMENT PL AN Revision 1 l
ACTION PLAN C 2.4.3.2: COMMUNICATIONS TOOLS Ir., prove the usage of existing communications tools required for the effective operation of the department, and determine any cost effective enhancements.
ACTION PLAN MANAGER: J. Russell Director, Nuclear Administrative Programs
- ACTION PLAN STEPS
- 1. Improve the usage of existing tools by enhancing their connectivity and improving training:
- Implement the common E mail system so that access and transfer capabilities are functional.
- Establish modem connection capability to allow routine file transfers from entities not on the LAN.
- Train relevant personnelin the use of these communications toois, specifically including the planned upgrade of the E-mail system.
- 2. Determine and implernent the economically viable options for enhancing communications tools:
e improved (less complicated) remote network access
- Improved off hours communications (particularly at WPO)
- Installation of a voice mail system
- 3. Develop and implement a continuous improvement program for internal communications technologies, including:
e Ongoing surveys of Nuclear Generation Department employees to determine their need for communications tools e Review of existing communications tools to determine deficiencies and over and under use.
4 November 4.1994 Page ill 29
I?4DIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 OBJECTIVE C 2.5 Create a self critical culture that emphasizes continuous improvement.
STRATEGY C 2.5.1 Establish a benchmarking process that
- evaluates best industry practices and adapts them to improve nuclear system wide performance. .
ACTION PLAN C 2.5.1.1: SENCHMARKING Establish a benchmarking methodology to assist managers in evaluating Nuclear Generation and their groups against other NYPA units and best industry performance and practices and in identifying actions to improve group and Nuclear Generation system wide performance.
ACTION PLAN MANAGER: J. Russell Director, Nucicar Administrative Programs ACTION PLAN STEPS
- 1. Establish management guidance and expectations for benchmarking including:
- Guidelines on conducting benchmarking.
- Identification of processes and activities to be evaluated.
- Preparation of a program plan (steps required).
- Designation and training of participants.
- Pre visit preparation and planning. *
- Presentation of evaluation results to management and the urganization (written reports, presentations and action plan recommendations).
- 2. Create a resource library of contacts and data and performance measures.
- 3. Develop and conduct training for managers and individuals assigned to .
conduct benchmarking.
- 4. Establish a routine process for sponsorship and approval for benchmarking activities by the NLT or PLT as appropriate. Develop benchmarking plans in conjunction with the Business Plan and Department Plans.
November 4,1994 Page ill 30
INDIAN PolNT 3 RESTART 4 CONTINUOUS IMPROVEMENT PLAN Revision i STRATEGY C 2.5.2 Implement organization and work function / process peer groups to share work experiences and lessons learned and to enhance common work practices.
ACTION PLAN C 2.5.2.1: PEER GROUP PROCESS o
Establish a process to implement work function peer groups of managers, supervisors and workers to share work experience and lessons learned, enhance common work practices across Nuclear Generation and identify opportunities for continuous performance improvement.
ACTION PLAN MANAGER: R. Penny Senior Maintenance Engineer 11 4
ACTION PLAN STEPS
- 1. Benchmark effective peer group processes at other multi site utilities.
- 2. Prepare a program description for peer groups that will require that each group have a defined charter with performance objectives, participation and expected deliverables.
- 3. With NLT sponsorship and participation, identify areas for establishment of peer groups. These should initially include ROME, long term work control, and material management improvements.
- 4. Implement and train the identified peer groups.
- 5. Develop individual peer group charters (agendas, meeting schedule, and action item tracking).
- 6. Conduct peer group meetings on a periodic basis and present the results to NLT on a schedule established by the NLT.
November 4,1994 Page til 31
t INDIAN PolNT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 l
l STRATEGY C 2.5.3 Strengthen oversight and assessment of plant operations, safety, and experience review.
ACTION PLAN 0 2.5.3.1: SELF ASSESSMENT Conduct an evaluation of the existing self assessment activities, develop and .
implement an integrated improved self assessment policy and program. Strengthen oversight and assessment of plant operations, safety and experience review.
ACTION PLAN MANAGER: R. Patch Director, Quality Assurance l ACTION PLAN STEPS
- 1. Establish a cross-organizational team to evaluate, design and implement the integrated Self Assessment Program including a manager and representatives from each station and WPO.
- 2. Evaluate the existing self assessment practices and processes, benchmark against INPO Good Practices and the best practices within the nuclear industry, and develop specific recommendations for the new program,
- a. Conduct an evaluation and flow chart current self assessment processes.
- b. Benchmark the best practices within the nuclear industry.
- 3. Re engineer the self assessment processes, design the desired program, and communicate, train, implement and measure performance. The following outlines the required steps:
- a. Develop a NuAP, Program Descriptions and implementing Procedures that delineate the process, roles, responsibilities ar.d accountabilities
- for conducting self assessment.
- b. Design the integrated Self Assessment Program to describe the process across organizational groups and delineate roles, responsibilities, accountabilities and interf aces. .
- c. Design a self assessment pcrformance review and measurement process with specific measurement criteria, frequencies, corrective actio. implementation and standards for reporting.
- d. Develop training requirements and conduct the training,
- e. implement and communicate the new self assessment program
- f. Implement the performance measurement review and effectiveness methodology and reporting process.
l l
November 4,1994 Page ill 32
INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 ACTION PLAN 0 2.5.3.2: MANAGEMENT OVERSIGHT i
Complete and integrate assessments of the existing oversight activities, implement an integratec' improved management oversight policy and program that
, will strengthen oversight of plant operations, safety and experience review to engender a self critical culture that emphasizes continuous improvement.
ACTION PLAN MANAGER: R. Patch Director, Quality Assurance l s
ACTION PLAN STEPS
- 1. Establish a cross organizational team to evaluate, redesign, and implement integrated management oversight. The team rnakeup will include a manager, and representatives from the Safety Review Committee (SRC), Quality Assurance (OA), Plant Operations Review Committee (PORC), and the Operating (Experience) Review Group (ORG).
- 2. Eve'uate existing processes and develop specific recommendations as follows:
- Flow chart current oversight processes including management expectations.
- Benchmark other utilities, e Assess and analyze the SRC and PORC work load and time required for effective review and evaluation.
- 3. Re engineer the oversight processes and design the desired progran;.
- Develop a NuAP policy that delineates the roles, responsibilities and accountabilities for conducting nuclear safety oversight within NYPA.
e Design a nuclear oversight performance assessment and measurement process with specific measurement criteria, frequencies, corrective action implementation and standards for reporting.
. 4. Revise the implementing procedures.
- 5. Develop and conduct training for IP3 and WPO personnel.
- 6. Implement the new oversight program.
- 7. Implement the performance measurement assessment and effectiveness
- activity methodology.
November 4.1994 Page ill 33 H .. _
1 INDIAN POINT 3 l RESTART & CONTINUOU$ 1MPMOVEMENT PLAN Revision 1 ACTION PLAN C 2.5.3.3. INDUSTRY OPERATING EXPERIENCE PROGRAM Complete open item backlog reduction, develop / train personnel on program, and review closed documents. ,
ACTION PLAN MANAGER: J. Perrotta ORG Manager ACTION PLAN STEPS: '
- 1. Complete open item backlog reduction for remaining non restart items.
- 2. Develop training and train personnel on the upgraded program.
- 3. Complete review of closed documents.
ACTION PLAN C 2.5.3.4 HUMAN PERFORMANCE ENHANCEMENT PROGRAM Upgrade and improve effectiveness of Human Performance Enhancement Program, ACTION PLAN MANAGER: J. Perrotta ORG Manager ACTION PLAN STEPS
- 1. Incorporate program features to address SOER 92-1,
- 2. Initiate program effectiveness.
- 3. Verify / identify mechanism adequacy for increased scope.
- 4. Assess performance effectiveness. ,
e Review management oversight mechanism for effectiveness, e Review mechanisms as required.
e Revise expectationt, and accountability as required.
- 5. Provide feedback from performance measures to ensure implementation. -
November 4.1994 Page lit . 34 l
INDIAN PolNT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Reeston i STRATEGY C.2.5.4. Enhance the ability of the line organizations to improve continuously.
ACTION PLAN C 2.5.4.1: CONTINUOUS IMPROVEMENT Implement a continuous improvement program to provide a mechanism for line management and staif to evaluate work and business processes, work together in effective teams, implement improvements, and measure results. This program will help to foster a self critical, team oriented culture in the organization directed toward constructive improvement and will also provide a mechanism for effectively managing process change.
ACTION PLAN MANAGER: J. Macchiaruto Assistant to the Resident Manager ACTION PLAN STEPS
- 1. Select a continuous improvement upproach that best suits Nuclear Generation's needs, based upon evaluation of programs at other businesses and organizations.
- 2. Provide training for selected employees.
- 3. Pilot the methodology in selected areas (1 to 3 simple processes).
- 4. Share lessons learned with other organizations in Nuclear Generation and promote the pilot program.
- 5. Incorporate lessons learned and proceduralize the program (including committees, continuous improvement teams, communications, and performance measures).
- 6. Publicize, communicate and promote the program throughout Nuclear Generation.
- 7. Facilitate implementation of the continuous improvement teams.
- 8. Communicate the program throughout NYPA.
November 4,1994 Page all 35
- 1. ,
INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1
- 3. PROGRAMS AND PPOCESSES OBJECTIVE C 3.1 Develop and implement clear, simple and accepted business processes and ,
practices that provide for high quality, economical products for Internal and Oxternal customers.
STRATEGY C 3.1.1 Identify and improve the most important business processes that are adversely affecting performance results at the station.
Improvement will focus on immediate ;
actions that can be taken to achieve short-term improvement followed by lo.1ger term process redesign, using other, successful utilities as models.
e ACTION PLAN C 3.1.1.1: WORK CONTROL PROCESS Establish an effective maintenance work control process from problem identification through return of equipment and components to service.
ACTION PLAN MANAGER: J. Dichiara Central Planning Manager ACTION PLAN STEPS
- 1. Identify, plan and implement improvements to ROME including implementing lessons learned from JAF. *
- 2. Revise and implement the maintenance priority system to conform to the ROME system used by JAF:
e Apply JAF priorities to all new PIDs and PIDs without priority codes, e Apply the JAF priorities to the remainder of the open PIDs, .
- 3. Develop and implement actions to upgrade the skills and proficiency of the planners with the objective of achieving a planner staff consisting predominately of experienced NYPA personnel.
- 4. Identify and transfer best practices from JAF to IP3 to improve planning efficiency.
- 5. Develop and implement a schedule to complete the Plant Equipment Database (PEDB) project in support of work control needs.
Novemte ' 4,1994 Page 111 30
-- - - ._. . . - - ~ . . .- - - . - ,
l l
INDIAN PotNT 3 RESTART & CoNTINUQUS IMPROVEMENT PLAN Revision 1 ACTION PLAN C 3.1.1.2: DESIGN CHANGE PROCESS Establish an effective design change process from issue identification through modification closecut so that design changes (including temporary modifications) are offectively and efficiently defined, implemented, and closed out.
ACTION PLAN MANAGER: K. Mavrikis Director, Nuclear Engineering and Design
- ACTION PLAN STEPS
- Assign ownership of temporary modifications to the system engineer for that particular system. The role of the owner would be to assess open temporary modifications, ensure that actions are in progress to resolve the condition, and ensure that temporary conditions are properly identified to station operations personnel (i.e., red line drawings).
- Reevaluate the priority assignment of temporary modifications in the ROME system so that open temporary modifications receive resource commitments commensurate with long term backlog targets.
- Establish management guidance on the implementing philosophy for temporary modifications (e.g., purpose and when they are acceptable, priority for resolution, acceptable numbers and duration).
- 2. Design Change Process
- Clarify and document the roles and responsibilities of the various engineering groups with respect to a plant design changes.
Specifically clarify the design authority responsibility.
- Redesign the current design modification process using the results of ,
the Change Control Evaluation and the EPRI Design Change Optimization Guidelines. The revised process should substantially improve the current process in terms of interfaces, responsibilities, accountabilities, and timely engineering support of operations.
ACTION PLAN C 3.1.1.3: MATERIALS MANAGEMENT PROCESS Develop and implement clear, simple and accepted material management business processes and practices that provide for high-quality, low cost products for internal and external customers.
ACTION PLAN MANAGER: J. Inglis Materials Manager November 4.1994 Page til- 37
L INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision i ACTION PLAN STEPS
- 1. Establish a cross organizational team to evaluate the materials management business processes and practices and benchmark them against the best practices within nuclear, fossil and related non utility industries. The team will build from the existing Material Supply Process Team.
- 2. Flow chart and assess current processes using the Material Supply Process Team's output as a starting point.
- 3. Develop a training and communications plan, prepare a materials .
management handbook for the new processes, and communicate them with employees, contractors, and vendors.
- 4. Identify specific performance measures for the new business pract'ces and processes and design a simple and effective reporting method.
- 5. Revise policies and procedures and incorporate feedback from management, supervision and line personnel received on new material management business practices and processes.
- 6. Implement new materials management processes.
- 7. Measure and report the performance of the new business practices and processes and implement corrective actions as applicable.
- 8. Identify, evaluate and prepare an economic business justification, based on ihe new integrated business processes and practices for facility improvement needs required to ensure the desired performance improvements are achieved.
ACTION PLAN C 3.1.1.4: COMMITMENT MANAGEMENT Develop an integrated commitment management and tracking system that links to action tracking, scheduling systems and department work management systems '
f::r IP3, JAF and WPO.
ACTION PLAN MANAGER: J. Gray Director, Special Projects l ACTION PLAN STEPS
- 1. Define commitments and identify who can make commitments for Nuclear Generation.
- 2. Benchmark best industry practices and incorporate them in the current initiative to develop an Action and Commitment Tracking Process.
- 3. Flow chart the commitment management processes, compare them to the ,
j industry benchmark, and develop the desired commitment management i process, including how commitments are made and what actions are to occur to meet those commitments.
November 4,1994 Page ill - 38
INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revition 1
- 4. Identify commitment management tool requirements and evaluate the available technology within NYPA Develop the new integrated (IP3, JAF and WPO) system and ensure it links with appropriate action tracking and schedule systems.
- 5. Develop a revised NuAP, Program Description and implementing Procedures for commitment management.
- 6. Develop training as required, and train personnel on the new commitment manapement process and supporting tool.
- 7. Implement the new commitment management process and supporting tools.
- 8. Develop and implement performance measures to ensure that the new processes are effective.
ACTION PLAN C 3.1.1.5 RECORDS MANAGEMENT PROGRAM UPGRADES Investigate process improvement alternatives and establish plans for continuous use improvement of the records management program.
ACTION PLAN MANAGER: J. Schivera Configuration Information Manager ACTION PLAN STEPS
- 1. Design and implement a Records Management database.
- 2. Develop and implement a formal Records Management training program.
- 3. Investigate hard copy alternatives and implement justifiable options.
- 4. Establish strategic plans and implement a strategy for removal of redundant and superfluous record from holdings.
- 5. Identify and dedicate resources, facilities and equipment requirements.
- 6. Upgrade procedures as necessary to correspond to continuous improvements.
November 4,1994 Page ill 39
l.
l INDIAN POLNT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 OBJECTIVE C 3.2 Improve the quality of and adherence to policies and procedures to assure their consistent application to support effective station operations.
STRATEGY C 3.2.1 Determine, analyze and develop corrective actions for barriws to meeting management expectations concerning procedure .
adherence.
ACTION PLAN C 3.2.1.1: PROCEDURE ADHERENCE Identify, analyze and design procedure processes that address personnel procedural adherence root causes.
ACTION PLAN MANAGER: H. Gilmartin Director, Support Engineering l ACTION PLAN STEPS
- 1. Formalize and implement the procedural hierarchy structure as approved by the NLT at all three locations (IP3, JAF and WPO).
- 2. Develop an integrated Nuclear Generation procedure preparation and revision process that includes a writers guide, human factors method, verification and validation, feedback, and skill and knowledge of personnel.
- 3. Train and qualify Nuclear Generation procedure writers, and implement an initiative to improve ease of use of procedures by developing an easy cross reference for procedural application. ,
November 4,1994 Page ill 40
INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1
- 4. STRATEGIC PRACTICES AND OPERATING PHILOSOPHY OBJECTIVE C-4.1
, Establish a clear vision and expectation throughout the organization of how the Nuclear Generation Department will function.
Y a
e STRATEGY C-4.1.1 issue, implement, and communicate the -
Nuclear Generation Business Plan for 1994, ensuring that the mission, vision, and objectives of the department are appropr;ately comraunicated. Develop a nuclear system-wide business planning
- process and cycle for 1995 and thereafter.
ACTION PLAN C-4.1.1.1: 1994 BUSINESS PLAN t issue and implement the Nuclear Generation Business Plen for 1994, ensuring that the mission, visior, and objectives are communicated to all employees.
ACTION PLAN MANAGER: R. Lauman Director, Nuclear Business Operations l ACTION PLAN STEPS
- 1. Coordinate the Restart and Continuous Improvement Plan and the Business Plan to ensure the Business Plan provides an overview structura and envelope for the RCIP.
. 2. 'ssue the Business Plan and distribute copies of the entire Business Plan to applicable employees and make it available to all employees.
- 3. Develop a communications plan to report oerformance results on achieving
- the goals and objectives of the Businest. Plan.
November 4,1994 Page ill - 41 '
l.
INDIAN POINT 3 RESTART & CONbNUOUS IMPROVEMENT PLAN Revision 1 s
ACTION PLAN C-4.1.1.2: FUTURE BUSINESS PLANNING PROCESS Develop a Nuclear Generation business planning process and cycle for 1995 and thereafter.
ACTION Pl AN MANAGER: R. Lauman Director, Nuclear Business Operations ]
ACTION PLAN STEPS:
- 1. Conduct a strategic Business Planning Conference to develop a common vision, mission and strategic objectives for a high-performance nuclear generation system. Conference attendees will also identify critical success factors for the organization. The conference is intended t. establish and reinforce a collective focus on a common set of priorities for Nuclear Generation.
- 2. Involve managers and other employees in developing a work plan that links tasks to strategic objectives.
- 3. Validate the work plan to ensure that all tasks meet the goals and objectivas of the strategic plan. The results of this validation should be to ensure that (a) all of the goals and objectives of the Business Plan are linked to tasks that are being conducted by the department (b) that all tasks being conducted by the department are linked to the goals and objectives of the Business Plan (no unnecessary tasks are being performed).
, 4. Identify and involve other departments that are actively involved in Nuclear Generation activities and determine the relationship between the goals and objectives of those departments relative to Nuclear Generation.
- 5. Develop an integrated planning cycle aligned with the NYPA budget cycle.
9 . .
t N
November 4,1994 Page ill 42
,..~. ~.~ , - . - - -- . - - - - - - = - . - . . . _ . - - - . . . . - . . - . - . - - - - - -
4 1- _
INDIAN POINT 3 4
RESTART & CONTINUOUS IMPROVEMEN1r PLAN Revision 1 t
! STRATEGY C-4.2.2- Define the issues the organization will i
[- devote resources to, including issue
- _ management, integrated prioritization l systems, and the development of approved
- project lists for the management of required
!- work activities.-
[ v ACTION PLAN C-4.2.2.1:- ISSUE MANAGEMENT J.
-Establish an integrated process to identify'and approve issues and problems and the management systems used to cost, prioritize, and complete :pproved orojects. I i This process will result in approved projects that are budgeted and scheduled over -
l a defined time framo. The projects include modifications, O&M projects and new
. progran' development, l
. ACTION PLAN MANAGER: J. Kelly VP, Regulatory Affairs and j- Special Projects i
F - ACTION PLAN STEPS i
$ 1. . Implement the Prioritization process approved by the NLT t'ut includes the dollowing attributes:
-e Site Scheduling and Planning are responsible for controlling the
! integrated short- and long-range schedules, e A centralized scheduling group at the WPO for schediiling plant
! -support work.
l-
- A prioritization committee to rank, prioritize arid approve projects for further review.
- e- Include the approved work list in the multi-year work plan.
I -e An administrator / controller function.
e- - The appropriate ROME interface.
. e A followup process to assure budget and progress are monitored to prevent overruns.
- 2. Pilot the process at JAF
- 3. Prepare a Program Description and implemeruiiig Procedures, as necessary, for implementation of the pro'.:ess at JAF and prepare a NuAP to implement it throughout Nuclear Generation.
- 4. Prepare a NuAP, Program Description and Implementing Procedures as necessary, conduct appropriate training and implement the process at IP3, JAF and WPO. l November 4,1994 Page 111 44
- l. -
I 4
INDIAN POINT 3 RESTART t. CONTINUOUS IMPROVEMENT PLAN Revision 1 OBJECTIVE C-4.2 Establish a well organized work environment where planning is embraced and executed at alllevels as a means of achieving the nuclear system mission.
STRATEGY C-4.2.1 Develop, clearly communicate, and implement a set of standards that are ,
associated with the goals and objectives of the Nuclear Generation Business Plans for 1994 and thereafter.
ACTION PLAN C-4.2.1.1: PERFORMANCE STANDARDS Develop, clearly communicate, and implement a set of standards that are cssociated with the goals and objectives of the Nuclear Generation Business Plan for 1994 and thereafter.
ACTION PLAN MANAGER: J. Kelly VP, Regulatory Affairs and Special Projects ACTION PLAN STEPS
- 1. Identify goals from the Business Plan.
- 2. Entablish a process, format and schedule for preparing annual group and department work plans that translate the Business Plan actions to the group and department level.
- 3. Translate the group and department work plans irdo specific performance ~
objectives for the groups, departments and individuals to be assessed under the performance evaluation process. This process should include (a) participation by all employees through the plan validation process and (b) ,
review and f;nal developmint bv managers. . 1
- 4. Link geals to compensatio, mr' incentives in conjunction with Action Plan C-2.3.2.1, Compensation a,2a incentive Program.
- 5. Develop and circulate periodic reports on progress against goals and objectives.
Noverr.oer 4,1994 Page til - 43
_._.__-~,_.,.._-_.__m_,.__.m .
4 i!
l INDIAN P0 TNT 3 e t RESTART & CONTIN 9oVS IMPROVEMENT PLAN
- Revision 1
- IV. - PLAN Mr.NAGEMENT Establishment of a strategic, performance based Restart and Continuous
{ ' improvement Plan (RCIP) is an essential first step in achieving and sustaining the
. - required level of performance at IP3. The critical elements missing from past
- improvement efforts have been effective management oversight, cross functional
[
organizationalinvolvement, ownership of the required changes by line management, and processes that hold responsible managers accountable for
- achieving the desired performance results. .This plan provides a management
- process to ensure that the RCIP is effectively implemented.
j h A. Responsibilities l 1.- Executive.Vice President Because the RCIP encompasses station and WPO actions needed for the restart of IP3 and achievement of lastir.g performence improvement, it will remain under the L - sponsorship and direction of the EVP of Nuclear Generation. The EVP will assure i . that sufficient resources are provided to coriiplete the plan satisfactorily, in ,
L - addition, the EVP will actively participate in establishing expectations for -
g performance results with Nuclear Generation management, monitoring plan results,
' reviewing management presentations for the purpose of establishing accountability within the organization, and providing overall plan guidance, leadership, and 4
monitoring.. :
u -
p 2. . RMT Oversight -
l F Ths Restart Management Team (RMT) has been established to provide the primary i- management forum to focus attention and resources to the restart of IP3. - The
.. RMT will manage the detailed implementation of the plan and~ reports directly to-the EVP.? The RMT consists of the Resident Manager (as the chairman), the NYPA Controller, the Nuclear Generation Vice Presidents, and the Indian Point 3 -
General Managers. Membership will be periodically reviewed and adjusted by the EVP as necessary to address changes in plan management and oversight required.
The RMT will conduct the periodic management review meetings and interface with the EVP as necessary to assure successful plan progress and completion.
- 3. iRCIP Project Manager-
- The day-to-day managemer* of the RCIP will be assigned to a senior NYPA manager (RCIP. Project Manager), responsible for assuring that the plan progresses satisfactt.rily. ' Th RCIP Project Maneger is responsible for the followinn activities:
- Cooi..inating and preparing management reports for the RMT, I November 4,1994 Page IV 1 l
1 INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN R.vi.i.n 1
- o Assuring that RCIP activities are integrated effectively with th overall Nuclear Generation (WPO and IP3) s:hedule,
-o Facilitating changes to existing action plans or the develo ant of new plans as emerging issues develop, '
o - Establishing and managing the agenda for the periodic RMT management review meetings, ,
O Coordinating periodic communications and feedback to Nuclear Generation staff with respect to plan results and milestones achieved, o interfacing with Licensing and the NRC (as appropriate) to assure that any a
regulatory issues are resolved, and o- Coordinating and assuring the adequacy and acceptable closure of-the RCIP action plans.
A critical element of RCIP success is to assure that the activities in the plan are
~ integrated with other IP3-and WPO activities. To this end, the RCIP Project Manager will assure that the RCIP action plans are scheduled, responsibility is assigned, and resources are loaded against each activity. Working with WPO and plant management, the RCIP Project Manager will develop the final schedule. The RCIP Project Manager will then work with appropriate planning and scheduling -
- organizations to progress the plan and develop appropriate management reports.-
- 4. Action Plan Managers Each of the action plans has an assigned action plan manager. The responsibilities of the action plan manager are to review the action plan and ensure that it is implement 9d effectively. In reviewing the action plan, the assigned manager will verify that the action plan is implementable and will achieve its objectives, in most cases, the action plan manager will have been involved in the development of the ection plan, and this step is a certification that the action plan manager accepts ownership of the plan.
In cases where the action plan manager identifies the need to change the action plan, those changes will be submitted in writing to the RCIP Project Manager for review and approval. After the changes are approved, the action plan manager will accept ownership of the action plan. .
The action plan managers are responsible to assure that the action plan steps are implemented and the intended results are achieved. A key element in the implementation of the action plans is a commitment on the part of the action plan managers to periodic assessments of plan progress. The objective of this assessment effort is to check and adjust the execution of action plan steps, in addition to these assessments, the action plan manager will determine whether specific targeted evaluations or surveillances by other organizations, such as the IP3 Operations Review Group (ORG) or the Quality Assurance (QA) organizations, would be useful.
November 4,1994 Page IV 2
MDEN PoWT 3 RESTART & CoNTWUoUS IMPROVEMENT PLAN Roueni l Actinn plan managers will also have responsibility for action plan closure. The L closure process embodies the following elements: (1) verification that the action plan steps are complete, and (2) confirmation that the desired results have been achieved. Closure packages will be prepared for submission to the RCIF Project Manager for review, and will require documentary evidence that the action plan is
' complete and an analysis of the success of the plan.
- 5. Regulatory issue Managers v
Each of the issues tracked by the regulator will be monitored as follows:
o Programmatic issues (broad based management or administrative issues) are incorporated into the RCIP and will be tracked by action plan managers and regulatory issue managers, o Hardware and technica/ issues will be tracked by regulatory issue managers.
in both cases, the regulatory issue managers and action plan managers will be
- responsible for managing their issues and action plans through implementation and will be accountable for results, in addition, the regulatory issue managers will conduct self assessments of the results of their assigned issue, and present the assessment results to the RCIP Project Manager.
- 6. . Safety Review Committee (SRC)
As part of its oversight review responsibilities, the SRC has reviewed the RCIP.
This review concluded that the RCIP includes the important performance issues, adequately addresses the root causes, and includes corrective actions that, when implemented, will result in IP3 being ready to restart and resume power operation.
During implementation of the RCIP, the SRC's focus will be on the performance
. resulting from the implementation of the associated action plans. The SRC will examine the integrated results of the restart improvement efforts and submit broad-based recommendations to the Executive Vice President-Nuclear Generation.-
B.- . Emerging issues and Changes to the Plan .
The action plans in the RCIP have been designed such that the actions will result in continuing improvements in the capability and performance of the organization. In cases where action plan activities require further evaluation of specific issues and determination of additional actions to be taken, those actions will be incorporated, if appropriate,in the RCIP using a formal change process to assure coordination and appropriate resource allocation.
The RCIP will be controlled by a documented process summarized below. Changes to the RCIP will be managed using an RCIP Change Form controlled by the RCIP November 4,1994 Page IV - 3
WDEN PoWT 3 i
RESTART & CoNTINUout IMPROVEMENT PLAN l R.uon i Project Manager. The Change Form documents any changes to an action plan in 4
the RCIP as followsi o Action plan step deletion, addition or modification - The Change Form is l
completed with necessary details and justification, it is then approved by e the RCIP Project Manager and reported to the RMT.
o Addition of new action plans or action plan deletions - The Charige Form is completed with necessary details and the new section as required,
- recommended by the Project Manager and approved by the RMT.
C. Periodic Assessment The RMT, as ussisted by the RCIP Project Manager, will provide the focal point for continuing review of RCIP effectiveness through its review of line management assessments of plan results. These assessment results will be provided in the periodic management review meetings held to review plan results.
Additional organizations will assist the RMT in performing independent assessments of the effectiveness of the plan and the performance improvements.
The following organizations will provide periodic assessments:
- 1. The IP3 Operational Review Group (ORC) will conduct periodic assessments and trend analyses of plant Deficiency Evaluation Reports (DERs) to provide an anallysis of performance improvements, areas where plan results are not being achieved, or potential areas where changes in the plan may be necessary.
- 2. The QA organization will be requested to perform targeted assessments of areas identified through plan performance results that do not meet expectation. The QA teams may be augmented as necessary to assure the effectiveness of the assessment. .
- 3. The RCIP Project Manager will perform an overall assessment, on a periodic basis of the effectiveness of the plan in achieving the performance results.
D. -Verification of Action Plan Closure
- Assessments will be conducted to determine that the individual action plans are satisfactorily completed prior to closure. The RCIP Project Manager is responsible for recommending plan closure to the Resident Manager and presenting it to the
- RMT. Closure of the action plans will require a three-step process.
- 1. The first step will be a report by the action plan manager to the RCIP Project
- Manager that each of the steps has been satisfactorily completed.
Completion will be demonstrated by the action plan manager using documentary evidence (if required), personal observation, reports, or any November 4,1994 Page IV 4
INDIAN POINT 3 RESTART & CoNTINUQUS IMPROVEMENT PLAN Revision 1 combination of the three. The RCIP Project Manager will review and approve the documentation. Action plans that implement regulatory corrective actions will be reported as complete by the RCIP Project Manager to the IP3 Licensing Manager for determination of additional documentation (if any) required by the action plan manager,
, 2. The second step will be to assure that the individual plan performance results have been achieved through self assessment by the responsible action plan manager. The action plan manager will complete the assessment and provide it to the RCIP Project Manage.r with the closure package.
- 3. The RCIP Project Manager will review the completed action plan and the assessment and present the results to the RMT for their review and acceptance.
As discussed in Section IV.C, QA will perform independent assessments of selected RCIP action plan closures including the performance results specified. QA will provide the results of independent assessments to the Restart Management Team, e
November 4,1994 Page IV - S r1
INDIAN PolNT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN nevi. ion i V, APPENDICES APPENDlX A - REGULATORY INTERFACE PLAN The Restart and Continuous improvement Plan provides the management framework for the restart of Indian Point 3. Section ll, the Restart Plan, provides .
direction to Nuclear Generation for the management, programmatic and process actions required to demonstrate a level of performance sufficiently improved to
- assure the plant can achieve a smooth and error-free startup, followed by sustained performance improvement. Once the plant is in operation, the focus will shift to the longer-term part of the RCIP, the Continuous /mprovement Plan contained in Section Ill.
This appendix discusses the interface between the RCIP Restart Plan, Section 11, and the parallel activities conducted to verify acceptability of the plant for restart and operation by the NRC.
Regulatory Process for Restart The NRC will interface with Nuclear Generation and the RCIP through three regulatory mechanisms specifically associated with restart (normal regulatory interactions, i.e., resident and regional inspections, will continue). These three l mechanisms are:
e =The NYPA Assessment Panel (NAP)
-- e - The Operational Readiness Assessment Team (ORAT) i
- e. The Confirmatory Action Letter (CAL)
The specifics of each of these and the corresponding interface with Nuclear
- Generation are discussed in the following sections.
1.- - NYPA Assessment Panel The NRC NYPA Assessment Panel (NAP) has issued a Restart Action Plan (RAP) for their use in tracking and assessing lP3 programs, issues, and hardware concerns.' The RAP is the overall management document used by the Panel to coordinate actions identified as necessary by the NRC for restart of IP3.
, The primary interface of the RAP and the RCIP involves the specific program and hardware /technicalissues required for resolution in the RAP. The RCIP specifically
- addresses these issues, in addition, the RCIP addresses additional programmatic and hardware /technicalissues identified as part of the NRC inspection process in the aggregate,- these issues are referred to as regulatory issues in the Restart Plan.
November 4.1994 Page V - A .1
L INDIAN PolNT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision i Each of the Restart P/an action plans contains a cross reference to the specific program areas tracked by the NRC that must be resolved prior to startup. The action plan manager is responsible for assuring that these issues are satisfactorily resolved in the course of implementing the action plan.
The hardware and technical NAP items are assigned to a Regulatory issues
- Manager as discussed in Section IV, Plan Management. These issues each have an Gssigned manager and the closeout of the issues and preparation of a documented closeout package will be coordinated by the Regulatory Issue Manager for .
subsequent presentation to and acceptance by the NRC. .
- 2. Readiness Assessment Team inspection (RATI) l The NRC will conduct a special team inspection of IP3 prior to the Regional Administrator authorizing plant startup. The Confirmatory Action Letter (CAL) I requires the performance of a startup readiness evaluation by NYPA prior to restart to assess whether the plant and plant support organizations have the necessary knowledge, skills, and abilities to detect, prevent, or correct future problems in a timely manner. As described in Section li.C of the RCIP, the assessment consists of system certification, SERT team readiness evaluation, and an operational-readiness review, in addition to specific oversight activities by the QA organization.
Once completed, the results will be provided to the Regional Administrator and discussed at a public management meeting with the NRC. Following the meeting, the NRC will conduct the RATI.
1-
- 13. Confirmatory Action Letter The NRC Confirmatory Action Letter requires specific management meetings to be held with the NRC prior to restert. There are additional meetings required to be held by the NAP. As a minimum, two specific meetings, as identified in the CAL,-
- are required to be held prior to restart. The first is a management meeting with the NRC staff,' open for public observation, to establish an initial list of mutually agreed upon restart issues. This meeting was held on August 18,1993. The-second is a management meeting with the NRC staff, open for public observation, ,
to present the results of the Indian Point Unit 3 startup readiness evaluation. This meeting will be scheduled to coincide with the catisfactory completion of the actions required in Section ll.C, Startup Readiness Evaluation Program. Other l scheduled meetings with the NRC include periodic Restart and Continuous Improvement Plan (RCIP) status meetings. These meetings may be scheduled 1 more frequently to coincide with major milestones.
When NYPA corporate and plant management are assured that IP3 is ready for
.rcstar t, the Executive Vice President, Nuclear Generation, will provide a letter to
- the Regional Administrator certifying that fact.
November 4,1994 Page V A . 2 -
+
INDIAN PotNT 3 i
RESTART & CoNTWUoVS IMPROVEMENT PLAN Revu m i f . APPF.NDIX B - CROSS REFERENCE TO PIP The RCIP replaces the PIP as the key management document for restart and continuour improvement. PlP issues will no longer be issued or tracked in a 01 database. _This appendix shows how the work done under the PIP relates to the RCIP, both the restart action plans and the continuous improvement plans. In addition, it'shows the relationship of PIP projects to regulatory issues.
It is_important to note that although a PIP item may have been closed out, the related regulatory issue and action plan are still open and must be resolved to the V satisfaction of the RMT.
PIP projects are split into two categories: those required for startup (numbered with the suffix ".1") and those that were considered ongoing performance improvement items.
Table B-1 shows the relationship between the startup PIP projects and the regulatory issues and RCIP restart action plans. Most of these PIP projects (38 out of 49) were completed and closed out by the Plant Leadership Team. For example, PIP 1.1, " Conduct periodic all employee meetings and establish regularly scheduled
' departmental meetings," has been closed out. It is related to regulatory issue 42,
" Improve communications, management oversight of safety related and significant activities," and to RCIP Action Plan R-1.1.2.1, Management Review Meeting. Ten-
- other PIP projects have been completed,' but for each, a punchlist of items-remained to be signed off before they could be completely closed out. These projects are identified in the table. Finally, one PIP startup item was still in progress: 146.1, " Implement the IP3 Operations improvement Plan." Action Plan R-1.1.1.2,~ Opeistions Management and three regulatory issues (50, 51, and 100) '
address t;.e' issues related to PIP 146.1.
. Table B-2 shows the relationship between non-startup PIP projects and RCIP continuous improvement action plans. For example, PIP 2, " Display daily plant status at strategic locations," is related to Action Plan C-2.4.2.1, /ntemal
~ Communications. _These PIPS were considered in the development of the continuous improvement action plans. If still considered appropriate, they were included in the continuous improvement plans.
I November 4l 1994 Page V B 1
t.
INDIAN POINT 3 RESTART 4 CONTINU;US IMPROVEMENT PLAN Revision 1 l
Table B 1: Relationship of Startup Pip Items j to Regulatory Restart issues and Restart Action Plans RESTART Closed w/ Regulatory PIP Number Closed Punchlist lasue RCIP Action Plan Number v
1.1 x 42 R 1.1.2.1 4.1 x R 2.2.1.1 4
32.1 x 48 (IV.5) R 2.1.2.4 72.1 x 4 5 (111. 1 ) R 3.1.1.4 73.1 x 45 (lit.1) R-3.1.1.4 129.1 x 37, 40 (111.3), R 3.1.1.5 71(111.6), 77 130.1 x 3 4 (11.11 R 2.1.2.2 Hardware: see App C 131.1 x 66 (IV.2) R 3.1.1.5 132.1 x 59 R-2,1.2.2 Hardware see App, C 133.1 x 27 R 2.1.2.2 134.1 x 5 2 (111. 9 ) R-3.1.1.4 135.1 x 6,80 R-2.1.2.2 Hardware: see App. C 136.1 x 34 R-2,1.2.2 Hardware: see App. C 137.1 x 35 R 2.1.2.2 Hardware: see App. C 138.1 x Review of NRC reports complete 139.1 x 41(IV.7) R 2.1.2.2 .
140.1 x 98,106 R-3.1.1.3 141.1 x 2 (111. 8 ), 7 , 8 3 R 3.1.1.6 142.1 x 65 P 2.1.2.3 143.1 x 52 (Ill.9) R 3.1.1.4 144.1 x 41(IV.7) R 2.1.2.2 145.1 x 6 4 (111. 4 ) R 3.1.1.1 7 0 (111. 7 ) R-3.2.2.2 146.1 50,51,100 R-1.1.1.2 147.1 x 1(IV.3) R-3.1.1.1 November 4,1994 Page V B 2
INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 RESTART Closed w/ Regulatory PIP Number Closed P 2nchlist issue RCIP Action Plan Number 148.1 x R 3.1.1.5: R 3.1.1.6 149.1 x R 2.1.2.2 Hardware: see App. C 150.1 x R-].1.1.6 6 151.1 x 37,38 (Ill.5) R 3.1.1.5 152.1 x 68 R 3.1.1.2 153.1 x R-2.1.2.4 154.1 x R-3.1.1.1 155.1 x 41 (IV.7) R 2.1.2.2 4 5 (111. 1 ) R 3.1.1.4 156.1 ,
x 11 R 2.3.1.1.
,. 157.1 x R 2.1.2.2 158.1 x Complete: additional actions C-2.4.3.1 159.i x 31 (IV.1) R-2.1.2.2 160,1 x 70 (Ill.7) R-3.2.2.1 161.1 x 14,15 (IV.6),16 R 2.3.1,1 162.1 x R-2.1.2.1 163.1 x 17,41 (IV.7) R 2.1.2.2 164.1 x R 2.1.2.1 165.1 x 2 (111. 8 ) R 3.1.1.6 169.1 x R-2.3.1.1 170.1 x 31 (IV.1) R-2.1.2.2 171.1 x 31 (IV.1) R-2.1.2.2 173.1 x Key process program on hold 174.1 x 2 (111. 8 ) R 3.1.1.6
, 177.1 x 12 (11.3),18 R 2.1.2.2 Hardware: see App. C 178.1 x 31 (IV.1) R-2.1.2.2 Novemtw 4.1994 Page V B - 3
! l INDIAN POINT 3 RESTART & CONTINU3US IMPROVEMENT PLAN Revision i Table B 2: Relationship of Non Startup PIP ltems -
to CIP Action Plans Non Can- Closed Complete Considered in To be Considered for Comment SIU celled Action Plan entry in ACTS DiD 9
2 c 2.4.2.1 3 C-2.4.2.1 4
5 -x 6 C 2,4.2.1 7 x 8 x 9 C 2,4.2.1 10 C 2.4.3.2 11 C-2.4.2.1 .
12 C 2.4.3.2 13 C-2.4.2.1 14 C-2,4.3.2 15 C 1.1.1.1 16 C-1.1.3.1 17 x Sharing of staff during outage 18 x ,
19 C 2.1.2.3 20 C 2.5.2.1 21 C 2.1.1.1 22 0-1.1.3.1 23 C-2.1.1.1 24 C 3.2.1.1 25 C-2.4.1.1 26 C-3.1.1.4 27 C-3.1.1.4 Navember 4,1994 Page e a ..
. . . . - - - . . - . . . - - . . . . - - . - . - - . ~ . . - . - - - _ - . - - ~ . . - . . ~ . - . - - . - - - -
2 I . INDIAN POINT 3 j: RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 r
Non Can- Closed Complete - Considered in To be Considered for Comment S/U celled Action Plan entry in ACTS ono 28 C 3.1.1.2
' 29 C 3.1.1.4 1 30' C 3.1.1.4 i
,_ 31 C 3.1.1.4
! 33 C 3.1.1.2 l 34 C 3.1.1,4
- 35 ,
C-3.1.1.4 l 36 C-3.1.1.4 37 C 2,1.2.2 j- 38 x
! 39 C 2.4.1.1 i 40 ~x 41 C 2.4.1.1 42 x 43 C-3.1.1.4 E
44 C 2.4.2.1
- 45' x.
46- C 2.3.2.1
-G 47 x 48 .C-2.3.2.1
-- 49 x 50 C 1.1.3.1 51 C-1.1.3.1
-52 C-1.1.3.1 53 C-1.1.3.1-
' C 1.1.3.1 54-55 C 1.1.3.1
. November 4,1994 Page V B 5
i INDIAN P lNT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 I
Non Can- Closed Complete Considerou in To be Considered for Comment S/U celled Action Plan entry in ACTS pip _
56 Covered by R-2.2.1.1
=
57 x 58 C 2.3.1.1 59 C 1.2.1.1 60 C 4.1.1.2 61 C 2.5.2.1 62 x 63 C 2.5.1.1 64 x 65 C-2.5.3.2 66 C 2.5.3.1 67 x 68 x 69 C-3.1.1.1 70 x C 3.1.1.1 71 x Completed product i vity audit 74 Root cause training in progress -
-75 Covered by R- -
3.1.1.4 76 C-2.2.1.1 77 C 2.5.3.1 78 x 79 C-3.1.1.1 80 x 81 x 82 C-3.1.1.2 l
l November 4,1994 Page V - B 6 1 '
INDIAN POINT 3 RESTART 8. CONTINUOUS IMPROVEMENT PLAN i, Revisio.n i Non Can- Closed Complete Considered in To be Considered for Comment S/U celled Action Plan entry in ACTS -
Dip 83 C 2.5.3.1 o 84 C-3.1.1.2 85 C 3.1.1.2
, 86 C 2.4.3.1 P7 C-2.4.3.1 88 C 2.1.2.2 89 x 90 C-3.1.1.2 91 C 2.1.2.1 92 C 2.1.2.1 .i 93 C 2,1.2.1 94 C 2.1.2.1 95 C 2.1.2.1 96 C-2,1.2.1 97 C 3.1.1.3 98 C 2.1.2.1 99 Modet piant area program o 100 Preservation program 101 Leak reduction program
~
102 C-3.1.1.3 103 C 3.1.1.2 104 C-3.1.1.2
, 105 x=
r 106 C 2,1.2.2 107 C-2.1.1.1 108 C-3.1.1.3 November 4.1994 Page V - B - 7
. _ _ _ _ _ _ . ~
i INDIAN PIINT 3 R! START G CONTINUOUS IMPROVEMENT PLAN Revision 1 Non Can. Closed Complete Considered in To be Considered for Comment S/U celled Action Plan entry in ACTS DID 109 C 3.1,1.3 110 C 3.1.1.3 ,
111 C 3.1.1.3 112 C 3.1.1.3 113 C 3.1.1.3 114 C 3.1.1.3 115 C-3.1.1.3 116 C 3.1.1.1 l 117 C-3.1.1.2 118 C 4.2.2.1 119 C-4.2.2.1 120 C-4.2.2.1 121 C 3.1.1.1 E
122 C 2.1.2.3 123 C 2.1.2.3 124 x 125 C 2.1.2.2 126 x 127 C-2.1.2.2 128 x Equipment software controls issued 130 Long-term AMSAC issues 132 x 133 Non TS systems comply w/10CFR 141 C-2.4.3.1 143 C-2.1.2.2 146 C 4.2.1.1 Novrmber 4,1994 Fage V + B 8
INDIAN POINT 3 RESTAhT & CONTINUOUS IMPROVEMENT PLAN Revision 1
'emmme Non Can- Closed Complete Considered in To be Considered for Comment S/U celled Action Plan entry in ACTS Dip 148 C 4.2.1.1
, 150 Establish l&C PM program 151 Improve l&C cal
. program 152 C 3.1.1.2 155 C-3.1.1.4 156 Covered by R-3.1.1.4 159 C-3.1.1.4 161 C 2.5.3.2 162 C-2.1.2.2 164 C-2.1.2.1 165 Establish relay PM program 166 C 2.4.2.1 167 C-2.1.2.3 168 C 3.1.1.4 172 x 174 Covered by R-3.1.1.6 175 Computer battery deficiencies 176 C-2.5.J.2 177 Fire protection / App R j compliance November 4.1994 Page V B 9
INDIAN PotNT 3
- RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1
? APPENDIX C - CROSS REFERENCE TO REGULATORY ISSUES This appendix provides a cross reference to the regulatory issues as they relate to i the RCIP action plans. lf a regulatory issue is programmatic in nature (broad
, management or process relat'ed), then it is addressed by an RCIP action plan if it is a hardware or technicalissue, it is not covered by a specific action plan, and a -
separate closure package will be developed and provided to the NRC. Each of the issues has an assigned issue manager.
One member of ^the_RCIP Project Management Team has been designated as responsible ter coordinate the incorpcration of each programmatic regulatory issue into the appropriate RCIP action plan as well as to ensure that the hardware-related issues are properly closed out. The detailed methodology is described in the following paragraphs.
Each of the regulatory issues has an assigned Regulatory issue Manager _ who is responsible for forwarding programmatic regulatory issues, as identified by the
~ RCIP Project Manager, to the appropriate action plan manager for review and valfication that the fundamental root cause(s) and corrective action (s) are addressed by an RCIP action plan. Programmatic regulatory issues are listed in the RCIP restart action plans. A list of other open regulatory items, such as LERs and IE Notices and Bulletins, will be given to the action plan manager who'will be
- responsible their closure.
- For hardware-related regulatory issues, the existing Regulatory issue Manager is
- responsible for preparing a closure package once the issue is resolved. The -
package will include a brief problem description, the applicable root cause(s), and a-list of other open regulatory items such as LER's, IE Notices and Bulletins. The Regulatory issue Manager is responsible for closing these other issues and will
% attach a listing of all repair activities associ,ated with. the hardware issue (e.g. work orders and modifications). The Regulatory issue Manager will submit the package to Licensing who will coordinate closure with the NRC;
'.The Regulatory issue Manager will prepare a closure package for the hardware portion as previously indicated. In addition, the issue manager will forward any programmatic issue (s) to the RCIP Project Manager who will verify that the RCIP appropriately addresses the root cause(s). This determination will be documented in the closeout package by the issue manager. If a root cause is not closed by the RCIP, then the RCIP Prcject Manager will develop a new RCIP action plan to correct it. : Action Plan Managers and Regulatory Isuus Managers are listed in the attached cross reference matrix. '
November 4,1994 Page V C 1
IruEar Point 3 Restart O C .. . . _ _ _ Improvernent nevision 1 -
REGULATORYISSUES Source: RCIP Action Plan Action Plan Regulatory issue NAP Fbest Manager Manager Issue Description IR, URf, NOV, LER No.
No. Hour No.
92-28-09, 93-23-01, R-2.1.2.2 K. Vehstedt K. Chapple 1.2 NRC-10 Complete a startup readiness evaluation, including an assessment LER 93-50 of whether the plaat and plant support organizations have the necessary knowledge, skills, and abilities to prevent or detect and correct future problems in a timely manner.
93-03-01,-02, Hardware Embodied K. Vehstedt J. Odendahl
- 11. 1 NRC-34 Ensure AMSAC system meets requirements of ATWS Rule and is 93-09-03, IR 94-04, in R- 2.1.2.2 reliable. LER 93-05 91-26-03, 93-13-01, Hardware embodied K. Vehstedt N. Heuberger
- 11. 2 NRC-3 Resolve emergency diesel generator deficiencies. 93-04-02, 93-18-02, in R-2.1.2.2 93-22-08, 93-08-04, 93-08-05, IR 94-13, LERs 93-13, 93-19, 93-20, 93-24, 93-27, 93-42 Page V - C bovember 4,1994
~
e e
.- .' , 4 anden Point 3 Restart & C _ -- "
Revielen 1 ' '
. Source: RCIP Action Plan Action Plan Regulatory issue NAP Finest .. Manager No. Manager Issue Desciption IR, URI, NOV, LER No. Hour No.
Resolve firo protection and 91-09-03, Hardware embodied K. Vehstedt J.Dube
, 11. 3 NRC-12 _
- Appendix "R" deficiencies. 92-14-01,-02,-03,-04, in R-2.1.2.2 93-24-01,-02,-03,-04,
-05,-06 93-04-07, 93-08-07, 93-22-02, LERs 93-07, 93-18, 93-29, 93-31, 93-37, 93-38, 93-41, 93-55' Resolve cable separation IR 91-14,-15, Hardware embodied K. Vehstedt T. Klein II. 4 NRC-30 deficiencies. 93-22-01, in R-2.1.2.2 j LERs 92-18, 93-06, 93-25, 93-52 93-04-05, 93-80 Hardware embodied K. Vehstedt J. Gullick
- 11. 5 NRC-22 Resolve the reactor missile block bolt / fastener deficiencies. in R-2.1.2.2 Resolve orifice plate orientation 92-15-04, Hardware embodied K. Vehstedt K. Vehstedt II. 6 NRC-58 deficiencies. IR 93-03, 93-09, in R-2.1.2.2 LFR 93-43 92-03-01, 93-22-02, Hardware embodied K. Vehstedt T. Klein
- 11. 7 NRC-39 Resolve fuse control deficiencies.
93-03-01, LER 93-37 in R-2.1.2.2 93-29-03, 93-13-03, Hardwsre embodied K. Vehste<it K. Vehstedt II. 8 NRC-60 Ensure the weld c+ annel and containment penetration system IR 93-80, in R-2.1.2.2 nitrogen backup supply satisfies the LERs 93-16,93-35, design basis, 93-43, 93-43-01 Page V - C November 4.1994
inden reine a .- j flestert & Continueens improvement Routaien 1 ,
r Source: RCIP Action Plan Action Plan. Regulatory issue l NAP Finest Issue Description IR,' URI NOV, LER ' No. Managar ' Manager No. Hour No. ,
NRC-53 ~ Resolve the backup service water 91-26-03, IR 93-80 Hardware embodied K. Vehstedt K. Vehstedt - ,
- 11. 9 !
biofouling issue. in R-2.1.2.2 Resolve the valve honowheel issue 93-08-01 Hardware embodied K. Vehstedt N. Heuberger
implemented.~ ].i NRC-69 Implement the' applicable requested IR 33-22, 93-22 Hardware embodied K. Vehstedt K. Vehstedt
- 11. 1 1 actions of NRC Bulletin 93-02. In R-2.1.2.2 (Debris plugging of ECCS strainers) . ;
1 NRC-67 Ensure the control room ventilation 92-28-06, 93-27-02, Hardware embodied K. Vehstedt K. Vehstedt
- 11. 1 2 system fair conditioning) satisfies LER 93-36-01, in R- 2.1.2.2 ,
l the design basis. 93-45-01, 94-05-01, 94-06-01 Resolve the PORV issue. 93-22-06, Hardware embodied K. Vehstedt N. Heuberger
- 11. 1 3 NRC-8 IR 94-02, IR 94-09, in R-2.1.2.2 l LER 94-07 !
NRC-121 - PORV / accumulator nitrogen 94-09-02 Hardware embodied K. Vehstedt J. Gullick j
- 11. 1 3 supply ClV. in R-2.1.2.2 q NRC-29 Resolve the instrument bus voltage 93-18-01, IR 93-22 Hardware embodied K. Vehstedt J. Odendahl -!
- 11. 1 4 en R-2.1.2.2 i fluctuation issue.
l NRC-23 Resolve the' main turbine potentist 93-16-08 Hardware embodied K. Vehstedt J. Gullick i
- 11. 1 5 overspeed issue. in R-2.1.2.2 i
Page V . C - 4 i November 4,1994 i
e e . 4 Y[
_______u_______ __ ___ _,.
i
~ .. .. _ - - _ - _ - _
o a
- o Indan Point 3 Restart 8, Continuous !..,----- _. .-
Rewston 1 NAP Finest Source: RCIP Action Plan Action Plan Regulatory issue Hour No. Issue Description G, URI, NOV, LER No. Manager Manager No.
NRC-4 Resolve instrument air deficiencies. 92-02-02, 92-02-03, Hardware embodied K. Vehstedt N. Heuberger l1.18 92-02-04, 93-27-02, in R-2.1.2.2 IR 93-22, 93-8?-04, IR 94-02, LER 93-45 NRC-5 Resolution of fan cooler uni: 93-08-04, LER 93-13 Hardware embodied K. Vehstedt N. Heuberger
- 11. 1 7 deficiencies. in R-2.1.2.2 Resolve AFWS deficiencies. 93-23-01, IR 93-22, Hardware embodied K. Vehstedt N. Heuberger
- 11. 1 8 NRC-6 93-03-03 in R-2.1.2.2 NRC-20 Resolve overdue and outstanding Generic Letter 91-80 Hardware embodied K. Vehstedt T. Klein l
- 11. 1 9 EDSFl issues. items, 93-18-02, in R-2.1.2.2 LERs 93-02,-26 NRC-24 Resolve the submerged cable issue. 87-22-05, TIA, Hardware embodied K. Vehstedt K. Vehstedt
- 11. 2 0 IR 93-25 in R-2.1.2.2 NRC-54 Resolve instrument loop calibratbn 93-04-04, IR 93-27, Hardware embodied K. Vehstedt K. Vehstedt
NRC-55 Resolve L %HT deficiencies, 92-10-01, 93-09-07, Hardware embodied K. Vehstedt K. Vehstedt II.22 placement of BAHT controllers, iR 92-10, LER 92-04 in R-2.1.2.2 recorders, panels into surveillance program.
NRC-57 Resolve service water heat trace 92-28-13, 92-27-01 Hardware embodied K. Vehstedt K. Vehstedt
- 11. 2 3 deficiencies. In R-2.1.2.2 --
NRC-63 Resolve core exit thermocouple 93-04-01 Hardware embodied K. Vehstedt K. Vehstedt l 11. 2 4 requirements. in R-2.1.2.2 rage V - C - 5 November 4,1994
Inden Point 3 Restert O C_.:_ _ _ ; -_ _-
Ammelen 1 NAP Finest Source: RCIP Action Plan Action Pir ? Regulatory issue No. Hour No. Issue Desedption IR, URI, NOV, LER No. Manaper Manager
- 11. 2 5 NRC-75 Resolve post-accident sampling. 93-16-10 Hardware embodied K. Vehstedt D. Quinn systems deficiencies / missing in R-2.1.2.2 commitments.
- 11. 2 6 NRC-79 Resolve control rod system issues Generic Letter 93-04 Hardware embodied K. Vehstedt J. Odendahl in R-2.1.2.2
- 11. 2 7 NRC-82 Resolve minimum temperature foe 93-16-09, LER 93-46 Hardware embodied K. Vehstedt K. Vehstedt criticality issue. in R-2.1.2.2
- 11. 2 8 NRC-83 Completion of vendor IR 93-20, 93-16-03 R-3.1.1.6 A. Vitale N. Heuberger recommendations for main steam non-return check valves.
- 11. 2 9 NRC-84 Resolve CCR A/C servir.e water IR 93-20, 93-16-05 Hardware embodied K. Vehstedt K. Vehstedt valve weights. in R-2.1.2.2
- 11. 3 0 NRC-88 Resolve gas stripper removal. 93-22-04, LER 93-39, Hardware embodied K. Vehstedt D. Quinn IEB 80-10 in R-2.1.2.2
- 11. 3 1 NRC-89 inspection and repair of extraction URI P3-16-02, Hardware embodied K. Vehstedt N. Nilsen steam piping. IR 93-28, IR 93-16, in R-2.1.2.2 NCR 93-24, NCR 93-90
.a II.32 NRC-90 Resolve MOV issues: weak link 93-16-04,-06, Hardwsre embodied K. Vehstedt K. Vehstedt analysis, anti-rotation keys. IR 93-20, MOV in R-2.1.2.2 program reviews, LD 93-30
- 11. 3 2 NRC-113 Review of MOV program status. Generic Letter 89-10, Hardware embodied K. Vehstedt K. Vehstedt Supp.6 in R-2.1.2.2 November 4.1994 Page V - C . 6
~
e e , o Im5ers Point 3 -
Restert & Conenuous improvement Mewssean 1 NAP Finest Source: RCIP Action Plan. Action Plan Regulatory issue No. Hour No. Issue Description IR, URI, NOV, LER No. Manager Manager l
- 11. 3 3 NRC-91 Resolve radiation monitor 93-22-07, IR 94-02 Hardware embodied K. Vehstedt J. Odendahl deficiencies. in R-2.1.2.2
- 11. 3 3 NRC-109 Bantam 11 93-30-01 Hardware embodied K. Vehstedt J. Odendahl -
in R-2.1.2.2 e
- 11. 3 4 NRC-93 Resolve control building exhaust fan 93-22-09, IR 94-02, Hardware embodied K. Vehstedt K. Vehstedt inadequate design. LER 93-48 in R-2.1.2.2
- 11. 3 5 NRC-95 Resolve construction strainer issue. 93-27-01 Hardware embodied K. Vehstedt N. Heuberger in R-2.1.2.2 1
- 11. 3 6 NRC-105 Resolve instrument air 93-29-01, 93-81-04, Hardware embodied K. Vehsted: K. Vehstedt [
overpressurization of SOVs. IR 94-02, LER 93-50 in R-2.1.2.2 Generic Letter 91-15
- 11. 3 7 NRC-107 Resolve inadequate support of fire IR 94-02, 94-05, Hr-dware embodied K. Vehstedt K. Vehstedt i main in 480V switchgear room. LER 93-51 in R-2.1.2.2 l
- 11. 3 8 NRC-117 Welds not per B31.1 (1967 version) 94-05-01 Hardware embodied K. Vehstedt W. Sparato code. in R-2.1.2.2 I
- 11. 3 8 NRC-125 Modification on NDE records and 94-11-03, IR 94-15, Hardware embodied K. Vehstedt C. Tessmer '
weld defects. 94-15-01 in R-2.1.2.2
- 11. 3 9 NRC-127 Resolve the electrical cable duct URI 94-21-03 Hardware embodied K. Vehstedt T. Klein bank issue. in R-2.1.'.2 i
Page V - C - 7 !
November 4.1994 I
k v
inden Pehut 3 '
noseert a conensees hay ment nesielen 1 ,
l RCIP Action Plan ' Action Plan P .. " . , losese ,
Source:
NAP Finest No. Manager Manager leeue Descripdon Nt, UM. NCV, LER No. Hour No. }
91-17-02, 91 80-02, R- 3.1. i .4 J. Perrotta J. Perrotta . ,
I!!.1 NRC-45 . Resolve plant wide corrective action tracking and implementation 92-02-02, 92-10-01, t
92-15-01, 92-15-04, process deficiencees.
92-20-01,-02, 92-28-06, 93-04-02, 93-08-01,-05, 93-09-01, 93-18-01, 93-22-09, 93-23-01, ,
93-27-02, IR 93-90 94-09-01,-02, LERs 92-15,-16
' 94-02-04, 94-18-01 R-3.1.1.4 J. Perrotta J. Perrotta ,
lit.1 NRC-116 DER process deficsencias.
I 91-17-02, 92-901-02 R-2.1.2.2 K. Vehstedt J. Perrotta ;
til. 2 NRC-33 Resolve plant-wide commitment t tracking and implementation '
process deficiencies. !
1 i i
9 1 I 1~ f i ,
t Page V C - e November 4.1994 6
9 e 4 4
, i
-w
'k to , 4 4
o w Indian Point 3 Restart & Continuous "..ve~._,,
Reviseen 1 NAP Finest Source: RCIP Action Plan Action Plan Regulatory issue No. Hour No. Issue Description IR, URI, NOV, LER No. Manager Manager til. 3 NRC-40 Resolve survei!!ance test program 91-26-03, R-3.1.1.5 T. Orlando T. Orlando deficiencies. Certify that all 92-02-02,-04 surveillance tests are current and 92-09-01, the results of each test properly 92-28-03,-04,-06, demonstrate equipment operability. -09,-10,- 1 1,- 12, 92-20-01, 93-03-03 93-09-08,-11, 93-16-01, 93-22-02, 93-29-02, IR 93-21, LERs 92-16, 92-17, 93-01, 93-03, 93-08, 93-10, 93-17, 93-22, 93-23, 93-28, 93-34, 94-02, 94-03 111. 3 NRC-122 Power operated valve stroke timing 94-09-05 Ha.dware embodied K. Vehstedt K. Vehstedt methodology, in R-2.1.2.2 111. 4 NRC-64 Resolve maintenance / engineering 92-28-03,-06, R-3.1.1.1 C. MacKay K. Vehstedt retest program deficiencies. 93-22-06, 93-03-03, IR 93-09, 94-08, 93-03
!!I. 5 NRC-38 Resolve calibration def;ciencies for 92-06-02, IR 93-03, R-3.1.1.5 T. Orlando J. Odendahl instruments used to conduct IR 93-09 surveillance testing.
November 4.1994 Page V - C 9
trden Point 3 Re 1=t & 'ontinuous ;..vovement v Reusion 1
,-e Source: RCIP Action Plan Action Plan Regulatory Issia NAP Finest Manager Issue Description IR, URI, NOV, LER No. Maneger No. Hour No.
92-28-08,93-16-01, R-3.2.2.1 E. Shows J. Schivers 111. 6 NRC-71 Evaluate the need for a plant-wide procedure upgrade program; 1R 93-09, 92-11, identify and upgrade critical 92-26, 93-16, LER 93-15,93-22-01 procedures needed to support restart and safe operations.
93-09-09,-10, R-3.2.2.1 E. Shows J. Schivera 111. 7 NRC-70 Resolve deficiencies associated with the temporary procedure 92-28-08, IR 93-30 change (TPC) process and the bit.nnial review process.
93-08-03, 93-13-01, R-3.1.1.6 A. Vitate N. Heuberger Ill. 8 NRC-2 Review preventive maintenance (PM) accomplished to ensure 93-08-04, 93-08-05, vendor recommendations have been LERs 93-13, 93-19, included and develop a process to 93-20, 93-24, ensure vendor recommendations 93-42 are reflected in PM procedures as appropriate.
92-28-13 R-3.1.1.4 J. Perrotta K. Vehstedt Ill. 9 NRC-52 Enhance the reasonable assurance of safety (RAS) and justification for continued operation (JCO) processes.
i Page V - C - t o Novemtw 4,1994 A
- O F
e e ~
e Indiare Point 3 Restart & Contmuous improverr*ent Revision 1 NAP Finest Source: RCIP Action Plan Action Plan r.egulatory issue No. Hour No. Issue Description IR, URI, NOV, LER No. Manager Manager Ill.10 NRC-49 Resolve work control and 92-15-01, 92-28-01, R-1.1.1.2 N. Eggemeyer N. Eggemeyer operations clearance weaknesses 93-03-03, 93-03-O",
for startup. 93-22-01, 93-09-02, 93-08-02, 93-29-01, IR 93-29; LERs 92-13, 92-16, 92-19, 93-21, 93-22, 93-32 111. 1 1 NRC-98 Resolve recurring maintenance 93-22-01, 92-11-01, R-3.2.2.1 C. Reiniger A. Vitale inadequacies (parts, procedures). 93-03-03, R-3.1.1.3 J. Inglis LERs 92-17, 93-04 R-3.1.1.6 A. Vitale 111. 1 2 NRC-106 Review Category 1 (safety related) 93-29-04, IR 94-02, R-3.1.1.3 J. Ingfis J. Ingfis equipment, procurement process, 94-05-04, 93-22-01 and Interstate Steel.
IV.1 NRC-31 Develop a reasonable assurance 92-901-02, 93-03-02, R-2.1.2.2 K. Vehstedt P. Kokofakis that all NRC commitments have 91-17-02, LER 93-50 been met or are on a schedule for closure by reviewing an appropriately sized sample of commitments.
IV. 2 NRC-66 Resolve startup control and mode 92-28-06-07-08,-09, R-3.1.1.5 T. Orlando K. Vehstedt change deficiencies. 93-09-01, IR 93-09, 93-03, 92-28 IV. 3 NRC-1 Resolve vendor / contractor oversight 92-15-03, 93-09, R-3.1.1.1 C. MacKay N. Nilsen and control deficiencies. 93-13, 94-08, LER 92-11 November 4,1994 Page V - C - 11
- bessen Peiset 3 Restert & Conenuense " - -
Rowenien 1 NAP Finest Source: RCIP Action Plan Action Plan Regulatory issue No. Hour No. hssue Description IR, URI, NOV, LER No. Manager Manager IV. 4 NRC-44 Ensure management's expectations . 93-03-04, 92-27-01, R- 3.2.1.1 J.' Macchiarulo J. Macchiarulo i with regard to procedure adherence 93-15-01,'92-28-04, and attention to detail are clearly 901-01, understood. 93-09-01,-08,-11, 93-29-01, 93-23-01, 93-22-01, 92-03-01, 92-10-02, 93-13-03, IR 93-10, 94-09-03,-04, LERs 93-12,93-14, 93-22 IV. 5 NRC-48 Provide operability determination 92-28-04, IR 93-80 R-1.1.1.2 N. Eggemeyer J. Zach .
guidance and training to all apphcable station personnel.
IV. 6 NRC-15 Reestablish the QA organization as ' IR 93-80, R-2.3.1.1 L Gusquil R. Patch an effective oversight group. 93-80-01,-02 -03, 91-07-02, 91 17-02, 92-901-01, 92-901-02, 92.11-01, 93-05-02, LER 93-50 IV. 7 NRC-41 Review all backlogs to assess the 92-20-01,-02 R-2.1.2.2 K. Vehstedt J. Perrotta '
safety impact of the items contained in these backlogs; backlogs inc!ude the work request, RES, CAR, REC, PORC open item,-
RIND, and RIP lists.
November 4,1994 Page V - C - 12 0 8
.- .m_..... -- - _ _ _ . _ , _ - . ~ . _ . . . _ . . _ . . - . _ _ . _ _. _ . _ .. _ - _ ._ . _. -. . . . . , _ . _ . _ . . _.. . .
<. -s , .: .
I sensen reine 3 --
i nestart a conenuous ^~-_ _:
mi !
r NAP Finest Source: RCIP Action Plan Action Plan Regulatory issue f No. Hour No. Issue Description ' IR, URf, NOV, LER No. Manager Manager i t
IV. 8 ' NRC-32 Assess NYPA staff attitude with RATI will assess for R-2.2.1.1 W. Berzins J. Comiotes !
! respect to performance . closure. !
l improvement. i
.l NRC-7 Certify that the PM program is in Closed R-3.1.1.6 A. Vitale N. Heuberger -}
accordance with vendor manual Administratively '
- recommendations. (Note - duplicate (Sources same as of NRC-2, Preventive Maintenance) NRC-2).
i NRC-11 Resolution of LER submittal 93-04-06 R- 2.3.1.1 L Guaquil K. Peters i deficieneses. 1 NRC-13 Resolution of overdue commitments 91-17-02, 92-901-03, R-2.1.2.2 K. Vehstedt R. Patch -
and tracking system deficiencies. LER 93-05 [
NRC-14 Resolve QA oversight and the 92-11-01, 92-901-01, R-2.3.1.1 L Guaquil R. Patch :
classification of maintenance 93-05-02 -[
activities. ;
I NRC-16 Resolution of weakness in OA 91-17-02 R-2.3.1.1 L Gusquil R. Patch j oversight and corrective action [
timeliness. t i
i NRC-17 Review all CARS and audit findings 92-20-01,-02 R-2.1.2.2 K. Vehstedt P. Peloquin
}
to ensure that startup related items t are properly addressed.
NRC-18 Verify that Indian Point Unit 3 Closed Hardware embodied K. Vehstedt J. D'ube complies with the requirements of Adm~nistratively in R-2.1.2.2 j
. Appendix R to 10 CFR Part 50. (Sources same as :
NRC-12) i i
I l
November 4.1994 Page V - C - 13
cru beden Point 3 Restart & Conenuows ^ , __
nevision t .
Source: RCIP Action Plan Action Plan Regulatory issue NAP Finest Manager No. Manager No. Hour No. Issue Description IR, URI, NOV, LER Resolution of NRHX well safety SOR 93-098 Hardware embodied K. Vehstedt ' J. Gullick .
NRC-19 '
evaluation and impact on safety in R-2.1.2.2 mitigation. .
NRC DRS seismic qualification.of 92-22-03 Hardware embodied K. Vehstedt J. Gullick -
NRC-21 station batteries. in R-2.1.2.2 93-09-01, LER 93-11 Hardware embodied K. Vehstedt J. Gullick NRC-25 Resolution of reduced inventory /midloop indication in R-2.1.2.2 ,
deficiencies. l 92-27-01, 92-28-10, R-3.1.1.2 J. Gullick J. Gullick NRC-26 Resolution of modification close-out process. 93-22-08, 93-29-03, 93-03-04, LERs 93-33, -39 Verification of compliance to IR 92-04, IR 94-04, R-2.1.2.2 K. Vehstedt J. Gullick NRC-27 ATWS, APP "R", OSPDS, RG 1.97 LER 93-05 requirements.
92-20-01, 02, R-3.1.1.4 J. Perrotta J. Gullick NRC-28 Improvement in the deficiency evaluation and engineering process 92-27-01, 92-28-13, to enhance review and safety. 93-22-08, 93-29-03, LERs 93-33,-39,-42
-50 PID 50158 and - Hardware embodied K. Vehstedt J. Odendahl NRC-35 Resolution of plant computer battery issue. associated in R-2.1.2.2 maintenance work requests packages Page V - C - 14 November 4.1994
~
= .
.. . . . . . _ - . . . . . _ _ ._ . - _ _ _ . . _ . ~ .. . _ _
G
- O ~
Indian Point 3 '
Resta.-t 8. Contmuous :..v.. _.a...
ne 6. ion 1 l NAP Finest Source: RCIP Action Plan Action Plan Regulatory isst e .
No. Hour No. Issue Description IR, URI, NOV, LER No. Manager Manager i NRC-36 Resolution of control room SOR 93-03-136 Hardware embodied K. Vehstedt J. Odendahl overhead annunciator failures in R-2.1.2.2 NRC-37 Review l&C surveillance testing, Issue closed R-3.1.1.5 T. Orlando J. Odendahl !
especially in light of recent security (Sources same as l zone testing findings. (NRC-40) [
NRC-42 Improve management awareness, 92-20-01, R-1.1.2.1 K. Chapple J.Zach assessment and oversight of 92-28-06,-07,-08, ;
deficiencies, degraded conditions 93-29-01, -
and safety significant activities. 92-10-01,-02, 94-09, 93-09 ,
NRC-43 Upgrade management processes Canceled N/A N/A N/A and programs identified by the -
team.
NRC-46 Resolution of CST /PWST bladder 93-08-05 Hardware embodied K. Vehstedt D. Quinn deficiencies. in R-2.1.2.2 ,
1 NRC-47 Inspection of fuel pool and FSB roof NRC will review our Hardware embodied K. Vehstedt D. Quinn ;
leaks. action in R-2.1.2.2 ;
NRC-50 Review of operator logkeeping 92-22-01, R-1.1.1.2 N. Eggameyer N. Eggemeyer }
LERs 93-16, 93-32 !
NRC-51 Review of unqualified NPO standing SOR 93-256 R-1.1.1.2 N. Eggemeyer N. Eggemeyer ,
conventional watch.
NRC-56 Resolution of H2 monitor heat trace RES 88-3-036, Hardware embodied K. Vehstedt K. Vehstedt deficiencies on VC sample lines. IR 94-05 in R-2.1.2.2 r
Noeember 4.1994 Page V - C - 15 i
I
- - - _ . - -- .- . . - - - . - . . . . . -_- - - - .- . - . - - - . ~ . ~ - - . . - . . - .. . , . .
Inden Point 3 Restart S Conenuous "..m .
news ien 1 NAP Fwwst Source: RCIP Action Plan - Action Plan Regulatory issue No. Hour No. Issue Description IR, URI, NOV, LER No. Manager Manager ,
NRC-59 Resolution of BAT pump and 93-09-07,-08 Hardware embodied K. Vehstedt K. Vehstedt '
instrurr.entation (Flow & Pressure). LER 93-10 in R-2.1.2.2
- NRC-61 Review NYS assembly jacketed Closed by Resident Hardware embodied K. Vehstedt K. Vehstedt cable questions. Inspector in 93-22 in R- 2.1.2.2 NRC-62 Recolution of loss / lock of capability SOR 93-242 Hardware embodied K. Vehstedt K. Vehstedt ;
to restart EDG air compressors in R- 2.1.2.2 l during LOOP. t NRC-65 Recruitment and development of SALP Reports, Review R-2.1.2.3 K. Vehstedt K. Vehstedt system engineering program and of Enginearing Dept, development of training. IR 93-80 ~ j NRC-68 Review of T-Mod process. 92-20-01,-03, R- 3.1.1.2 J. Gullick K. Vehstedt ,
92-22-02, 93-22-01, !
93-27-03, IR 92-22, 93-22 NRC-72 Resolution of cold weather IR 93-22, 92-27, Hardware embodied K. Vehstedt K. Vehstedt a deficiencies. 92-28, 92-27-01 in R-2.1.2.2 I 92-28-13 NRC-74 Resolution of APP "R" reverse IR 93-16 Hardware embodied K. Vehstedt N. Eggemeyer power tripping. in R-2.1.2.2 t
NRC-75 Resolution of safeguards initia%n 93-08-06 Hardware embodied K. Vehstedt J. Odendahl system logic questions. in R-2.1.2.2 :
NRC-76 Resolution and review of RHR pump 93-16-07 Hardware embodied K. Vehstedt K. Vahstedt discharge relief valve setpoint, and in R-2.1.2.2 i ruction valve interlock setpoint.
I I
i November 4.1994 Page V - C - 16 ;
m I
beden Point 3 :
neseert a conenu , _ _ _
Revision 1 Source: RCIP Action Plan Action Plan Regulatory issue NAP Finest Manager Issue Description IR, URI, NOV, LER No. Manager No. Hour No.
Resolution of OPS recurring OPS Actuation R-3.1.1.5 T. Orlando N. Eggemeyer NRC-77 deficiencies and surveillance testing IR 92-26, Surveillance deficiences. Test IR 93-16, SOR 92-3-94, 300 Resolution of poor instrument air & Issue closed Har-fware embodied K. Vehstedt - K. Vehstedt NRC-78 admin. air quality. administratively. in R 2.1.2.2 (Sources same as NRC-4 plus IR 94-02)'
92-28-05, IR 93-20 Hardware embodied K. Vehstedt K. Vehstedt NRC-80 Resolution of ABFP check valves hanging open. in R-2.1.2.2 93-09-10, IR 93-16, Har:fware embodied K. Venstedt K. Vehstedt -
NRC-81 Inoperability of toxic gas monitor &
surveillance test deficiencies. LER 93-23 in R-2.1.2.2 Inadequate CCR ventilation damper 93-27-02, LER 93-36 Hardware embodied K. Vehstedt K. Vehstedt NRC-85 design. in R-2.1.2.2 93-27-02, LER 93-45 Hardware embodied K. Vehstedt K. Vehstedt '
NRC-86 Inadequate design of IA to CCR ventilation dampers. in R-2.1.2.2 LER 93-39, lEB 80-10 Hardware embodied K. Vehstedt D. Quinn NRC-87 Resolution of monitor tank' unmonitored release path. in R-2.1.2.2 (Bulletin 80-10)
Resolution of overloads throughout 93-22-08,92-03-01, Hardware embodied K. Vehstedt K. Vehstedt NRC-92 the plant. IR 93-32, LER 93-42 in R-2.1.2.2 93-29-03, LER 93-33 Hardware embodied K. Vehstedt K. Vehstedt j NRC-94 Resolution of EDG fuel oil tank below DBE level issue and root in R-2.1.2.2 cause.
November 4,1994 1
_ _ . . . . .- . , - - . . . _ . - -. __ . . _~ . -_
Indian Point 3 Restart a Continuous :..v,.. _:
Rewstan 1 NAP Finest Source: RCIP Action Plan Action Plan Rmjulatory issue No. HourNo. Issue Description IR, URI, NOV, LER No. Manager Manager NRC-96 Resolution of the lack of event 94-02-04, LER 92-15 R-3.1.1.4 J. I : rotta J. Perrotta response corrective action completion. -
NRC-97 Resolution of recurring E-Plan call-in 93-17-01,-04, Hardware embodied K. Vehstedt D. Quinn ,
drill f ailures. 92-23-10, 93223-07, in R-2.1.2.2 IR 93-27, 94-10-01 ,
NRC-99 Resolution of T-Mod reporting 93-22-03 R-3.1.1.2 J. Gullick K. Vehstedt under 50.59.
i NRC-100 Resolve recurring operational issues 93-09-02, 92-28-01, R-1.1.1.2 N. Eggemeyer N. Eggemeyer and configuration control problems. 93-22-01, 93-08-02, 92-15-01, 93-03-03,-04, LERs 92-13, 92-16, j 92-19, 93-21, 93-22, 93-32 NRC-101 NRC review of employee safety NRC Letter 9-16-93 R-2.2.1.1 W. Berzins K. Peters concern issue. IR 94-09 NRC-102 Review identification of deficient IR 92-27, 93-81, R-2.1.2.2 K. Vehstedt N. Heuberger equipment. PIDs not hung where LER 93-50 ;
required.
NRC-103 Resolve relief valve testing repairs IR 93-81, Hardware embodied K. Vehstedt K. Vehstedt to SWN-86-1 & 2 and the CCR A/C 93-81-01,-02,-03, in R-2.1.2.2 SWS relief valve. IR 94-12 November 4,1994 Page V - C - 18
= * ,,
Inden Point 3 '
nestart a ce=enuous impre nt Revenson 1 Source: RCIP Action Plan Action Plan Regulatory issue NAP Finest Issue Description IR, URI, NOV.;LER No. Manager Manager No. Hour No.
SOR 93-665,-576, Hardware embodied K. Vehstedt N. Heuberger NRC-104 Repair TSC generator.
I-166,-003, in R- 2.1.2.2
- 032,-038 Improperly configured containment LER 93-47 Hardware embodied K. Vehstedt C. Tessmer NPC-108 isolation valves. in R-2.1.2.2 Si pump sequencing during LOCA 94-02-03 Hardware embodied K. Vehstedt T. Klein NRC-110 followed by LOOP / breaker issue. In R-2.1.2.2 i EOP issue / RO / SRO oversight. N/A R-1.1.1.2 N. Eggemeyer N/A f NRC-111 93-28-01 R-1.1.1.2 N. Eggemeyer N. Eggemeyer <
NRC-112 S/G Blowdown MOU EOP issue (Con Ed).
Qualification of RCS hydro test. 94-02-01 R-3.1.1.4 J. Perrotta N. Eggemeyer NRC-114 Pressurizer safety valve restraints. 94-02-02, LER 94-01 Hardware embodied K. Vehstedt K. Vehstedt NTIC-115 in R-2.1.2.2 Records management (i.e. Drawing 94-05-02, R-3.1.1.2 J. Gullick J. Donovan NRC-118 Records) program not per IR 94-09, IR 94-1:2 ANSI N45.2.9-1974. Plant as-bu:lt reflected by plant drawings.
Interstate Steel - QA category 1 94-05-04 R-3.1.1.3 J. Ingfis J. Inglis NRC-119 issue.
94-09-01 Hardware embodied K. Vehstedt K. Vehstedt NRC-120 PAB and VC exhaust ventilation in R-2.1.2.2 Low temperature RCP operating 94-01-01 Hardware embodied K. Vehstedt B. Sullivan NRC-123 restrictions in R-2.1.2.2 Page V - C - 19 November 4,1994
?.
- . n Indian Point 3 n atert a canon e 1_ ___._ __.:
newesien 1 NAP Finest Source: RCIP Action Man Action Plan Regulatory issue Hour No. Issue Description IR, URI, NOV, flR No. Managar Manager No.
NRC-124 Ensure adequats ERO staffing. 94-10-01, 93-17-04 R-1.1.1.2 N. Eggemeyer M. Chaubard (Emergency Preparedness)
NRC-126 ED'1 selenium rectifier. 94-11-01 Hardware embodied K. Vehstedt J. Odendahl in R-2.1.2.2 J
l l
l l
Page V - C - 20 November 4,1994
$ h
INDIAN 'olNT 3 RL$ TART & CONTINUOUS IMPROVEMENT PLAN Revision 1 APPENDIX D ROOT CAUSE ANALYSIS A. Methodology Overview A root cause analysis was performed to determine the underlying causes for the problems associated with performance decline at IP3. An initial draft of the root causes was prepared by the Situation Assessment Team (SAT). Those causes were then validated with managers and other emphyees at all levels of the organization. The RMT subsequently approved the root cause analysis results.
This section provides a detailed description of the methodology used to develop and validate the root causes that need to be corrected at IP3 and WPO.
Root cause analysis is an essential part of every corrective action process. The identificction of why performance problems have or, curred is necessary to identify the actions that will prevent recurrence and therefore improve plant safety, reliability and cost performance. The structured orocess to determine root causes involved four major steps:
- Data Co//ection. The data collection step included a ieview of documents, interviews with personnelinvolved, and observations, o Data Analysis. The data from the collection step were grouped into similar performance areas so thst further analysis could be pbrformed to identify trends, evaluate the relative importance of the areas, and prepare a ranked set of performance results and deficiencies, e identification of Root Causes. Once the data were collected and analyzed, the root causes were identified through an iterative process by c.sking the question "Why did the problem occur?" This step resulted in a rank-ordered list of causal statements supported by underlying performance statements.
.
- Va//dation of Root Causes. The last step in the process was to validate the conclusions reached to ensure that the root causes were accurate.
Validation was conducted in workshops with Nuclear Generation personnel.
B. Data Collection The SAT collected data by reviewing documents, interviewing NYPA personnel and observing activities and actions of personnel. The primary purpose of data collection was to determine the events or symptoms indicative of declining performance of Indian Point 3 and WPO.
November 4,1994 Page V - D - 1
h.
I INDIAN PolNT 3 RESTART 8. CONTINUOUS IMPROVEMENT PLAN Revision 1
- 1. Document Review The SAT reviewed documents related to the declining performance at IP3 The documents revicwed covered the period from mid-1992 to ti.e present. They ,
included NRC inspections, INPO evaluations, Quality Assurance reports, management reports Human Resources reports, Safety Review Committee meeting minutes, and corporate and r.tation procedures.
4
- 2. Interviews InformaCon from interviews was a significant source of data. The interviews were conducted to validate information from document reviews. The questions asked and topics discussed were also based on the experience of the SAT members.
Interviewees were selected from alllevels of management and supervision at IP3, JAF, and the White Plains Office.
- 3. Observations The SAT observed activities at IP3 and WPO. The observations included management and staff interactions during shift turnover, daily scheduling meetings, project staff meetings, and Plant Operations Review Committee (PORC) and Safety Review Committee (SRC). ;
C. Analysis The SAT next analyzed the extensive list of symptoms of declining performance.
Using nominal group technique, the group inductively developed a set of performanco issues requiring improvement that best characterized a grouping of .
two or more events or symptoms. This inductive method was chosen beceuse of '
the extensive amount of data collected and the complexity of the issues.
The SAT grouped the performance issues requiring improvement into related categories. This process was iterated until all the performance issues were placed in a category. Categories were combined where appropriate into larger families of issues with a common cause. This categorization was reviewed until the SAT members were assured that each family of performance issues was appropriate. r The SAT then developed !abels or definitions for each of the categories based on the performance issues assigned. Then the SAT reversed the analysis process to assure that each performance issue was assigned to the proper category as the category had been defined.
November 4,1994 Page V - D - 2 !
INDIAN POINT 3 RESTART & c0NTINUoVS IMPROVEMENT PLAN Revistori 1 D. Identification of Root Causes With these iterative steps of the analysis complete, the SAT developed the root causes that, if corrected, would have prevented the decline in performance et IP3.
The indicators of performance, and the behaviors identified in the twelve categories developed in the analysis phase, were reviewed to look for commonality and similarity in the .easons for occurrence. As in the analysis phase, this activity was performed in a team environment with a!! members contributing to the discussion.
This analysis led to the identification of six primary root cau.es and six contributing causes as follows:
A. Management did not demonstra e the leadership, interpersonal skills, or the credibility to provide a work environment that encouraged open communication, teamwork, innovation and trust.
B. Senior management did not establish the vision or provide the direction to drive the organization's agenda.
C. Issue identification, assessment, and problem resolution processes were not well managed and did not result in lasting correction of issues and problems.
D. Management did not establish clear performance expectations, provide effective coaching and feedback, or hold people accountable for meaningful performance results.
E. Management of change was ineffective.
F. Roles and responsibilities were not sufficiently defined to support effective organizational performance.
The six contributing causes were:
- G. NYPA management did not employ industry experience to establish and
-implament effective performance standards.
H. Information and direction were unclear and often not communicated effectively.
- l. Policies and procedures were inadequate to support acceptable station perforrnance. They were overly complex, contained technicalinaccuracios, and were ineffectively enforced.
J. The maintenance function did not provide for the quality and rate of completion of work to support plant needs.
K. Information management systems did not support management needs.
L. Engineering procedures and products did not effectively support plant operations and maintenance.
November 4,1994 Page V D - 3
t INDIAN PolNT 3 RESTART & CoNTINUoVS lMPRoVEMENT PLAN Revision i E. Validation of Root and Contributing Causes The final step in the root cause analysis was to validate the results to ensure that correction of the identified root and contributing causes would prevent recurrence of the declining performance of Indian Point 3. Each of the causes was examined. ,
Three basic questions were considered in the validation process. Examination of these questions, which are listed below,is also required by NYPA procedure:
- 1. Would the problem of declining performance have occurred if the root
- causes had not been present?
- 2. If the root causes are corrected or eliminated, will the problem recur?
- 3. Will correction or elimination of the root causes prevent recurrence of similar conditions?
The SAT examined each root cause against each of the questions. The SAT concluded that, if effective actions weia taken to address the root causes, each question is satisfactorily answered. Finally, the SAT compared the root and contributing causes with the root causes stated in the NRC special Team Inspection and INPO's evaluation and found them to be consistent. Thus, the SAT concluded that the root causes were valid and inclusivc.
NYPA conducted additional validation steps. Two focus meetings were held with members of the line organization representing IP3, JAF, and WPO. Participants e included managers, supervisors, and members of the bargaining unit, representing vertical and horizontal cross sections of the Nuclear Generation organization.
In these workshops, participants developed their own list of performance issues requiring improvement. They then verified that their performance issues were adequately addressed by the root causes developed by the SAT. They also provided suggestions to clarify the wording of the root causes. These meetings .
validated the root causes as the correct set necessary and sufficient to address the declining performance at IP3.
The Restart Management Team (RMT) reviewed and commented on the root -
causes. The root-cause analysis was accepted as presenting a valid picture of the underlying causbs associated with the performance problems at IP3 and WPO.
7 F. Relationship Between Root Causes and RCIP ,
.The objectives, strategies and action plans developed in the RCIP were generated based on the root and contributing causes. As a result, each strategy addresses one or more of the twelvs root and contributing causes. The matrix on the following page demonstrates how the strategies and root causes relate.
November 4,1994 Page V - D 4 !
INDIAN PolNT 3 f RESTART & CONTINUOUS IMPROVEMENT PLAN l Revision 1 In most cases, each root cause is addressed by more than one strategy, and each strategy addresses more than one root or contributing cause. The combination of all strategies and action pl 1s in the RCIP is designed to address all of the root causes developed as a result of this root cause analysis. The RMT will evaluate 6 the results of action plan implementation to ensure that the root causes are appropriately addressed.
SITUATION ASSESSMENT TEAM RCIP INITIATIVES VS ROOT CAUSES A B I C D E F G H I J K L R 1.1.1 X X X X X R 1.1.2 X X R 2.1.1 X X 3 2.1.2 X X X X X X R 2.2.1 X X X R 2.2.2 X X X R 2,3.1 X X R 3.1.1 X X X X X R 3.2.1 X X X X X R 3.2.2 X X X-C 1.1.1 X X C-1.1.2 X X e
C 1.1.3 X X X X C 1.2.1 X C 1.2.2 X X X X C-2.1.1 X X X' C-2.1.2 X X C-2.2.1 X X X X November 4,1994 Page V o 5
h.
INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 1
A B C D E F G H I J K L C 2.3.1 X X X C 2.3.2 X X X C 2.4.1 X X X X $
.C 2.4.2. X X X X X X C 2.4.3 X X X X C 2.5.1 X X X X C 2.5.2 X X X X C 2.5.3 X X C 2.5.4 X X X C 3.1.1 X X X X X X X e
C 3.2.1 X X X X i
C-4.1.1 X X C-4.2.1 X X C-4.2.2 -X X X X X X i
I i
November 4,1994 Page V D 6
I INDIAN PolNT 3
. RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 APPENDIX E ACRONYMS AND ABBREVIATIONG ABFP Auxiliary Boiler Feed Pump ACTS Action Commitment Tracking System AFWS Auxiliary Feedwater System
- ALARA "As Low as Reasonably Achievable" AMSAC ATWS Mitigation System Actuation Circuitry AOP Abnormal Operating Procedure ATWS Anticipated Transient Without SCRAM BAHT Boric Acid Heat Trace BAT Boric Acid Transfer CA Corrective Action
, CAL Confirmatory Action Letter CAR Corrective Action Request CCR A/C Central Control Room Air Conditioning CET Core Exit Thermocouple CM Corrective maintenance CST Condensate storage tank DBE Design Basis Event DCM Design Change Manual
, DCR Document Change Request ,
DDOI Design Deficiency Open item DER Deviation Event Report ECCS Emergency Core Cooling System ECN Engineering Change Notice
- EDSFl Electrical Distribution System Functional Inspection EOP Emergency Operating Procedure EPRI The Electric Power Research Institute
- c.Q Environmentally Qualified EVP Executive Vice President FCU Fan Cooler Unit Finest Hour A commercial software application used in scheduling FP Fire Protection HR Human Resources l&C Instrumentation and Controls IP2 Indian Point 2, a Consolidated Edison plant IP3 Indian Point 3 Nuclear Power Plant c IPE Individual Plant Examination JAF James A. FitzPatrick Nuclear Power Plant JCO Justification for Continued Operation LAN Local Area Network i LCO Limiting Condition for Operation LER Licensee Event Report i
November 4,1994 Page V E 1
m INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAf 4 Revision 1 MOD Management and Organizational Development department MOV Motor Operated Valve MS Main Steam NAC Nuclear Advisory Committee (An advisory group to the NYPA Board of Trustees)
- NAP NYPA Assessment Panel (A senior NRC oversight team)
NDE Non Destructive Evaluation NLP Nuclear Licensing Procedure NLT Nuclear Leadership Team (cor.sists of the EVP Nuclear, -
Nuclear Generation Vice Presidents, ud Resident Managers)
NPO Nuclear Plant Operator NRC Nuclear Regulatory Commission NRHX Non Regenerative Heat exchanger NuAP Nuclear Administrative Procedure NYPA New York Power Authority O&M Operations and Maintenance OER Operating Experience Report OPS Overpressure Protection System ORAT Operational Readiness Assessment Team (An NRC team)
ORG Operations Review Group ORR Operational Readiness Review PASS Post Accident Sampling System PEDB Plant Equipment Data Base PID Plant identified Deficiency PIP Performance improvement Program PLT Plant Leadership Team (the Resident Manager and his General Managers)
PM Preventive Maintenance POD Plan of the day .
PORC Plant Operations Review Committee PRA Probabilistic Risk Assessment PWST Primary Water Storage Tank QSPDS O.ualified Safety Parameter Display System -
RAP ilestart Action Plan (An NRC tracking and assessrient system)
RAS Reasonable Assurance of Safety RCIP Restart and Continuous Improvement Plan ,
REC Recommendation RES Request for Engineering Services RHR Residual Heat Removal RIND Recommendation based on industry operating experience RIP Recommendation based on IP3 operating experience l
November 4,1994 Page V - E 2
l-4 WDMN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revi.i n 1 l
ROME -Reliable On line Maintenance Environment (A software system used for work control and material history)
RP. Radiation Protection RRI Regulatory Restart issue SALP Systematic Assessment of Licensee Performance SAT Situation Assessment Team SERT- Startup Evaluation for Readincts Team SOER Significant Operating Experience Report SPEAKOUT A program that supports confidential inquiry into issues a that concern employees-SRC Safety Review Committee
- SRR System Readiness Review
- STA Shift Technical Advisor T-Mod - Temporary Modification
. TempMod Temporary Modification TM Temporary Modification TPC Temporary Procedure Change
- TOM Total Quality Management
- TSC Technical Support Center WBS Work Breakdown Structure s
I 1
i November 4,1994 - Page V - E 3
-j
s-INDIAN PCNT 3 RESTART Si CONTNUOUS IMPROVEMENT PLAN n uoni l
APPENDIX ;> - RESTART ACTION PLAN SCHEDULES l
i l
Attached are the schedules for the restart action plans as of November 4,1994, 4
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A A A A A A A IR M 1M 2M 3M 4M 75M 76M LE 7 7 7 7 7 9V 1P 1P 1P 1P 1P 1P 1P AI TH 1E1E1E1E1E1E1E SC 3T 3T 3T 3T 3T 3T 3T ES R S R S.R S R S R S R S R S W W s t . D us u i w' i e i u i n 5 g i u_ , =, i x PROCEDURE ADHERNT MACCHIARULO. J. - R3211 (9046) R3211 AS 9MAY34 EF 22C94 PAOCEDUAE ADFERENCE STEP MANAGER MACCHIARUI0. J. 8046 R32111 AS 9MAY34 AF 27JUN94 ROOT ~ CAUSE ANALYSIS . STEP MANA%R ELLY. LARRY (8467) R32111A AS 9MAY94 AF 20JUN94 ROOT CAUSr MTEAMINATION STEP MANACER KELLY. LVVTY (8467) R321118 AS 20MAY34 AF 27JUN94 R00: ~ CAUSE VALIDATION STEP MANAER KELLY. LAARY 18457) R32112 AS 21JUN94 EF 30NOV34 COAAECTIVE ACTION IME%NTATION STEP MANAGER FDGAATY. ENE (8002) R32112A AS 21JUN94 AF 1JLA_94 00AAECTIVE '~ ACTN % TE W INATION REG'O PRIOR RESTRT STEP MANAGER FDGARTY. GENE (8002) R321120 AS 7JUL94 AF 22JUL94 COAACCTIVE '- ACTION VALIDATION STEP MANAGER FOGARTY. GENE (0002) R32112C AS 5AUG94 AF BSEP94 OEVELOP '~ ~ ~ ~ ~ A PLAN TO IMPLEMENT STEP MANAGER FDGARTY. GENE (8002) R32112D AS 12AUG94 EF 30NOV94 IMPLEwENT STEP MANAGER FOGARTY. GENE 18002) R32113 AS 9WAY94 AF 1SEP94 COMMUNICATE ROOT CAU5E M SULTS & COAAECTIVE ACIN STEP MANAGER KELLY. Lamy (84571 R32114 AS 13JUL94 AF 275EP94 REVISE NUAP POLICY STEP MANAGER ZULLA. S. (718-6250) R32115 AS 9MAY94 EF 30NOV94 ASSURE NAP G WI ITEMS RESOLVED STEP MANAGER KELLY. LAARY (84F7) R32116 ES 2DEC94 EF 2DEC94 AP CLOSEDUT 3 STEP MANAGER KELLY. LAARY (B4571 ~,o r, ma va i =o i .A= i a i au, i se i eu i ao i u <. UPGRADE TARGETTED PROCEDLDES E POLICIE j E INIGEA CARL - R3221 18208) R3221 AS 94AY94 EF 30NOV34 PDLICIES APO PROCELVF_5 UPGAAT STEP MANAGER REINIGER. CAR. 8208 R32211 AS 9 MAYS 4 AF 30SEP94 STEAKIPE PAOCEDUAE CHANGE F90 CESS (ap-3) STEP MANAGER SCHIVERA. J. (8030] R32211A AS 9MAY94 AF 6JUN94 EVALUATE PAOCEDl5E CHANGE F90 CESS STEP MANATR HAYDEN. D. (8008) R322110 AS 9MAY94 AF 12AUG94 DEVELOP PAOCESS CHANGES STEP MANATR HAYDEN. D. (8008) R32211C AS SJtL94 AF 16SEP94 EVIEW G APPAcVAL (Ap.31 STEP MANAGER HAYDEN. D. (8008) R32211D AS 30SEP94 AF 30SEP94 TRAIN (80081 I STEP MANAGER HAYDEN. D. R32212 AS 11AUG34 EF 22N0Y94 {VAtilDTFY PAOCEDtRUPGR_ ACESEIOR TO AESTAni STEP MANAGER SHOWSdD (8658) R32212A AS 11AUG94 AF 18AUG94 DEVELOP SCREENING CRITERIA STEP MANAGER SHows. ED (865e) EMB R32212A1 AS 11AUG94 AF 12AUG94 AEVIEW CtNAENT ACTION PLAN MATERIALS (8208) E STEP MANAGER SHowS. ED l R32212A2 AS 11AUG94 AF 118UG94 JNTERVIEW CtFIAENT ACTION PLAN MANAER (8658) 8 ST[P MANAGER SHows. ED R32212A3 AS 11AUG94 AF 11AUG94 ()ETERMINE ACTION PLAN STATUS STEP MANAER SHOWS. ED (8658) B R32212A4 AS 11AUG94 AF 11AUG94 YELOP FtAN FOR ACTION PLAN RECDvERY STEP MANAE R SHOWS. ED (8658) l R32212A5 AS 11AUG94 AF 18AUG94 RVW RECDVERY PLAN WITH MANAGEMEN' & F9tT STEP MANAGER SHowS. ED (8658) R32212A6 AS 11AUG94 AF 19AUG94 K MTIFY TEAM MEMBERS STEP MANAE R SHowSm ED (8658) i R32212A7 AS 11AUG94 AF 15AUG94 gSIGN ACTION PLAN TEAM MEETIE STEP MANAER SHOWS ED (8558) R32212A8 AS 16AUG94 AF 16AUG94 SCKDLLE AW NDTIFY TEAM G MEE ING STEP MANAE R SH0wS. ED (8658) I l R32212A9 AS 18AUG94 AF 18AUG94 CONOUCT ACTIC:: PLAN TEAM MEETING STEP MANAER SHowS. ED (%58) I l R32212C AS 22AUG94 AF 21SEP94 JDENTIFY PROCEDUES EQUIED FDR ESTAAT S OPS STEP MANAGER SHOWS. ED (86581 l , W32212C1 AS 22AUG94 AF 75EP94 10 DO STEP MANAGER SHows. ED (865R) W .CUMENT. DALIDATE PAOCEDUAE UPGRADE EFFDATS R32212C2 AS BSEP94 AF 23Srpod IDENTIFY SCOPE OF DUAE UPGRADES l STEP MANAGER SHowS m ED 18658) W 8 R3221">C3 AS 21SEP94 AF 21SEP94 00LUMENT RESTART PAOCEDURES REQUIAING UPGRADE i STEP MANAGER SHows ED (%_581 R322120 AS 25AUG94 EF 22NDV94 EVALUATE PROCEDPES STEP MANAGER SHows. ED (8658) R3221201 AS 23SEP94 EF 4NOV94 DTRMN ID DOCLMENT REST /AT F90CEDUES UPGRADE 0 STEP MANAGER SHows. ED (8658) l R3221202 AS 23SEP94 EF ANDY34 ID & DOCLMNT FINAL RESTAAT F90CED'S UPGW REG'0 STEP MANAGER SHDwS ED (8658) ) R3221203 AS 23SEP94 EF 7NOV94 DVLP PLAN. AES00 ACES C SCEDULE FOR UPGAD PAGAM STEP MANAGER SHOWS. ED J8658) R32212D4 AS 25AUG94 EF 14NOV94 DEVELOP IP3 WAITEAS GUTOE l STEP MANAGER _SH0wS,_ED (8658)_
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I INDIAN POINT 3 RESTART & CONTINUOUS IMPROVEMENT PLAN Revision 1 APPENDIX G CONTINUOUS IMPROVEMENT PLAN SCHEDULES Attached are the schedules for the continuous improvement action plans, 9 l i 4 3 e - November 4.,1994 pg,y o,3 e t . *
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I .AA I M i 'x G j R3 i e i py kn i #A' i d'* UPGRADE TAAGETTED PROCEDUFfS & POLICIE T INIGER. CAAL - R3221 182001 iMNT PL AN TO PLT F04 APPROVAL R3221205 ES 15NOV94 EF 16NOV94 l 0 STEP MANAGER SH0wS. ED (9658) RT ISSUES 4 MODIFY RAN AS ftEDE0 R3221206 ES 17NOY94 EF 21NOV94 l CI STEP MANAGER SH0wSm ED (96581 DBTAIN RT APPADVAL Or PLAN R32212D7 ES 22NDY94 EF 22NOV94 9 (95581 l ST_EP MANAGER SHowS. ED PAOCEDUAES TO BE tPGnwo mim TO AESTAnT R32213 AS 65EP94 EF 30NOV94 (965PI * ._ STEP MANAGER SHOWS. ED IMPLEENT PLAN FOR RESTAnT ranrTrainES UPGRADES R32213A ES ANOV94 EF 3073/94 , STEP MANAGER SHowS..ED (96781 ASSUA& NAP AND AAI_ ITEM _AESDtVED R32214 AS 15AUG94 EF 15NOV94 STEP MANAE R SCHIVERA, J. (9030) DALLACTIONPLANSWHD4EFFECIR3221 R32214A AS 15AUG94 AF 19AUG94 STEP MANAGER SHOWS. EU (96581 l M_E _ETIN_G w/ACT _N PL,N MGAS WHO INTEM ACE w/ R3221 R322140 AS 22AUG94 AF 30CT94 _ IDENTIFY R9AEXT STATUS OF EFFECTING ACTN PL A!(; R32214C AS 23SEP94 AF 30SEP94 M (9650) l STEP MANAGER SH0wS J ID/DOCUMNT INTFC'S BTwN EFFECT ACTN PLNS-ISSLC R322140 AS 22SEP94 AF 160CT94 M l STEP MANAGER SH0ws. ID (96581 RVW INTFC AGEEMENTS/ GAIN CDNCURRENCE APT2/ PLT R32214E AS 60CT94- EF ANOV94 - STEP MANAGER SHOWS. ED (9658) ESTABLISH INTEWACE WITH ACTIOK RAN C-3.2.1.1 R32214F AS 190CT94 AF 190CT94 (96501 8 l ,T EP MANAT R SH0wS. ED ID CONTINUOUS IMrH0YEMENT PLANS 432214G AS 140CT94 AF 200CT94 EEE l STEP MANAGER SHows. ED (9656) DOCUMENT RESRUTION OF NAC 71 FOR R3221 R32214H ES ANOV94 EF 15NOV94 STEP MANAGER SCHIVERA. J. (90301 H 'dat-71 70 PMT R32214H1 ES ANOV94 EF 4NOV94 - I STEP MANAGER SH0wS. EU (9658) IDENTIFY AND DOCUMENT RMT ISSUES R32214H2 ES 7NOV94 EF 9NOV94 STEP MANAGER SHGwS. ED (96581 l0 MSOLVE ISSLES/MVISE XXNMENTATION AS RECU R32214H3 ES 10NDY94 EF 14NDY94 C3 STEP MANAGER SH0wS,_ED (86501 CLOSEOUT OF NRC-71 R32214H4 ES 15NOV94 EF 15NOV94 3 STEP MANAGER SH0wS. ED (965E! DOCUMfNT IESOLUTIGN OF NRC 70 FOR R3221 R32214I AS 60CT94 AF 140CT94 9539 l STEP MANAGER SCHIVERA. J. (8030i NRC-70 TD Puf R32214It AS 60CT94 AF 60CT94 # l STEP MANAGER SHowS, ED (9650I IDENTIFY AND DOCL*(Ni RMT ISSUES R3221412 AS 60CT94 AF 70CT94 8 (86581 l STEP MANAGER _SH0wS J RESRVE ISSL S VISE 00CUMENTATION AS REQ'O R32214I3 AS 70CT94 AF 140CT94 l STEP MANAGER _SHOWS J (96581 CLCSEDUT (T 781C-70 R3221414 AF 140CT94 9 STEP MANAGER SHowSm ED (86581 { AP ELOSEOUT R32215 ES 29N0Y94 EF 30NOV94 5 STEP MANAGER SHows._ED 196581 st . ,. -. r - 5 gi ! ~ ?t I 7 1 5 1_ y E 3 8 . , i 8 7 4 S Wl - wB W e a vW ~ 8 i G i s yl e au 1 'S N id =e a $a 1 g E _i - h W - m E ? ! -w g -9 @E e g g _N 5 .' 5g ~l e m 8 1 m a , * *9 x -=g 5 = u sA y c E - w& - < =-=w w - u 4 us - 4 gs y g u- - ~ 4 1 b a b a hds "Eg~0 ~ P W W m *= Ea
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ES 20 MAR 95 EF 12APR96 0UTAGE MANAGEMENT C2121 '
- STEP MANAGER CARANO. BILL (8804) -
C2121A ES 20 MAR 95 EF 27 MAR 95 QVP COMPL. RESP /INTFC BTWN WK CTRL & DUTAGE MGMT U
STEP MANAGER SIMPSON. GLEN (8000)
C2121A1 ES 20 MAR 95 EF 22 MAR 95 - JD ESPONSIBILITIES AW INTERFACE CHANGES I
STEP MANAER SIMPSON. GLEN (8808]
C2121A2 ES 23 MAR 95 EF 27 MAR 95 DVLP INTFC AGREE ENTS BTWN WK CTRL G OUTAGE MGMT B
STEP MANAER SIMPSON. GLEN (8808)
C21218 ES 28 MAR 95 EF 17APR95 DEFINE OUTAGE MGMT ORG. ROLES & RESPONSIBILITIES STEP MANAM R SIMPSON. GLEN (8808)
O C212181 ES 28 MAR 95 EF 3APR95 MANAGEENT COVERAGE O
STEP MANAGER SIMPSON. GLEN (8808)
C212182 ES 28 MAR 95 EF 10APR95 BOP AW CONTAINMENT COORDINATORS STEP MANAGER SIMPSON.- GLEN (8808]
U C212183 ES 28 MAR 95 EF 17APR95 PROJECT MANAGEMENT ASSIGNMENTS STEP MANAGER SIMPSON, GLEN (8000) O C212184 ES 20 MAR 95 EF 3APR95 }TAGING A W OUTAGE PREP u
STEP MANAGER SIMPSON. GLEN (3808)
C212185 ES 28 MAR 95 EF 29 MAR 95 COMM. A W E PORTING I
STEP MANAGER SIMPSON. GLEN (8008]
C2121C ES 20 MAR 95 EF 21JUL95 DVLP OUTAGE SCHEDULING A W REPORTING METH005 l STEP MANAGER VOZZELLA. J. (8801]
C2121C1 ES 20 MAR 95 EF 31 MAR 95 QEFIE OUTAGE SCHEDULING METHOD STEP MANAGER V0ZZELLA. J. (8801] U l
C2121C2 ES 20 MAR 95 EF 31 MAR 95 LEFIE 0UTAGE REPORTING METHOD l
STEP MANAGER VOZZELLA. J. (8801) u C2121C3 ES 20 MAR 95 EF 24 MAR 95 DEFIE CRITICAL PATH ANALYSIS C
SUMMARY
REOMT'S (88011 0 STEP MANAGER V0ZZELLA. J.
C2121C4 ES 20 MAR 95 EF 21 MAR 95 DEFINE MLS?N ANALYSIS TOOLS E TECHNIQUES-LEAD TM STEP MANAGER V0ZZELLA. J. (8801) i C2121C5 ES 20 MAR 95 EF 14APR95 DEFIE ESOURCE UTLZTN. BUDGET SYSTEM. PROCESSES STEP MANAGER YOZZELLA.'J. (8801) C3 C212106 ES 20 MAR 95 EF 24 MAR 93 DEFINE RADIATION EXPOSURE GOALS AND MANAGEENT (88011 0 STEP MANAGER VOZZELLA. J.
C2121C7 ES 20 MAR 95 EF 31 MAR 95 DEVLOP OUTAGE SCHEDULE AND REPORING GUIDELINES STEP MANAGER YOZZELLA. J. (8801) O ES 3APR95 EF 28APR95 DEVELOP CUTAGE SCEDULE MANAGMENT TRAINING C212108 CI STEP MANAGER VOZZELLA. J. (8801) -
TRAIN OUTAGE SCHE 0tLE MANAGEMENT C2121C9 ES 1kAY95 EF 21JUL95 ' '
STEP MANAGER V0ZZELLA. J. (8801)
PR PAAE DUTAGE PLAN C212?D ES 24JUL95 EF 22SEP95 ' '
STEP MANAGER SIMPSON. GLEN (8808)
C212101 ES 24JUL95 EF 11AUG95 QEVELOP PRE-DEFINED BASELIE SCHEDULE U
STEP MANAGER SIMPSON. GLEN (8808)
ES 24JUL95 EF 26JUL95 IDENTIFY SHUTDOWN SEQUENCES C212101A l STEP MANAGER SIMPSON. GLEN (8008]
ES 24JUL95 EF 26JUL95 IDENTIFY START-UP SEQUENCES C2121D18 i STEP MANAGER SIMPSON, GLEN (8808)
C212101r ES 27JUL95 EF 2AUG95 J,0ENTIFYDISASSEWLY u
STEP NANAGER SIMPSON. GLEN (8808)
ES 27JUL95 EF 2AUG95 IDENTIFY ASSEMBLY C2121010 D STEP MANAGER SIMPSON. GLEN (8808] m . . , u
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C2122 AS 4APR94 EF 11FEB97 SYSTEM ENGIEEATNG '
STEP MANAER VEHSTEDT. MEN (8301)
C2522A ' AS 4APR94 EF 2AUG95 CLARIFY SYS ENGR. BOLES C RESPONSIBILITIES STEP MANAGER CALABRESE. D. (8303)
C2122A1 AS 4APR94 EF 23MAY95 PARTICIPATE IN ENGb. ROLES C AESP. COMMITTEE STEP MANAGER CALA8K SE. D. (8303)
C2122A2 ES 24MAY95 EF 6JUN95 ASSESS JAF LESSONS LEARNED FDR APPLICA9ILITY STEP MANAGER CALABRESE. D. (83031 O
C2122A3 ES 7JUN95 EF 2AUG95 PREPAAE TECH STAFF ENGA. INTEAFACE DOCUMENT STEP MANAGER CALABRESE. D. (8303)
ES 7JUN95 PREPARE DOCUMENT C2122A31 O
, STEP MANAGER CALABE _SEm D. (8303)
ES SJUL95 AEVIEW DOCU>ENT l C2122A32 O l
STEP MANAGER CALABAESE. D. (8303)
ES 19JUL95 AEVISE & ISSUE DOCUMENT C2122A33 O STEP MANAGER CALABRESE. D. (8303)
ES 24MAY95 EF 21NOV95 SUPPLE 8 ENTAL SYSTEM ENG TRAINING PROGRAM C21228 ' '
STEP MANAGER CATALIND. L. (8318)
C212281 ES 24MAY95 EF 1BJUL95 QS GN TNG FOCUSED ON BROADENING EXP OF SIT ENG STEP MANAGER CAT ALINO. L. (8318)
C2122B2 ES'19JUL95 EF 1AUG95 fl _NTIFY & SDED SYS ENG*S TO BE TRAINED (8318] U STEP MANAGER CATALIND. L.
ES 2AUG95 EF 100CT95 DEVELOP TRAINING C2122B21 ' '
STEP MANAGER M EDER. TOM (8901) _
C2122822 ES 110CT95 EF 240CT95 $CHEOLLE SYSTEM ENGINEERS 18318)
U STEP MANAGER CATALINO. L.
COMMENCE TRAINING C2122B3 ES 250CT95 EF 240CT95 O STEP MANAGER CATAL IND. L. (8318]
TRAIN NU SYS ANALYSIS GP 'JN IP3 IPE C2122B4 ES 250CT95 EF 21NOV95 O STEP MANAGER CATALINO. L. (8318)
ES 24MAY95 EF 11JUL95 MENT OPG CHANGES C2122C STEP MANAGER VEHSTEDT. KEN (8301)
C2122C1 ES 24MAY95 EF 6JUN95 $UPPLEE NT EACH SYS ENG GP WITH A PSE U
.SVEP MANAGER VEHSTEDT. KEN (#301]
C2122C1A ES 24MAY95 EF 6JUN95 AEVIEW E ASSESSMENT OF EMEAGENT IS9JES U
STEP KANAGER VEHSTEDT. MEN (83011 ES 7JUN95 EF 27JUN95 COORD RESOLUTION OF EMERGEFT ISSUE PRIOR TO PES C2122CSB El STEP MANAGER VEHSTEDT. KEN (8301)
C2122C2 ES 2BJUN95 EF 11JUL95 ESTB ON-CALL SHIFT BASED ENG E SP TEAM USING JAF U
STEP MANAGER VEHSTEDT. KFN (8301]
FOCUS WRK ON HIGEST IMPORTANCE 1.'MS TD PLT /SFTY C212'D ES 21JUN95 EF 29AUG95 ' '
STEP MANAGER CALABESE. D. (8303)
ES 21JUN95 EF 27JUN95 USE IP3 IPE/ ROME PCI CODES TD DEVELOP METHOD C212201 D STEP MANAGER CALABESE. D. (8_303)
C2122D2 ES 21JUN95 EF 27JUN95 [ VAL JAF LESSf1NS LEARNED ON SYS PERF MONT u
. STEP MANAGER CALABRESE. D. (8303)
C2122D3 ES 28JUN95 EF 4JUL95 IDENTIFY HIGEST IMPURTANT ITEMS u
STEP MANAGER CALABN SE. D. (8303)
ES SJUL95 EF 18JUL95 DEVELOP GUIDELINES C212204 D STEP MANAGER CALABRESE. D. (8303)
ES 19Jt195 EF 15AUG95 TRAINING C212205 O STEP MANAGER CALABRESE1(8303) m u ., u
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IMPLEMENT C212206 ES 16AUG95 EF 29AUG95 ~ D ,
STEP MANAGER CALABE SE. D. (8303)
C2122F ES 1FEB95 EF 11FEB97 - DEVELDP/ IMPLEMENT SYS DESCP UPGAADE PA0 GRAM -
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. STEP MANAGER CALACESE. D. (8303) I C2122F1 ES 1FEB95 EF 14FEB95 1pENTIFY SCDE '
STEP MANAGER CALABRESE. D. (0303)
U 3 C2122F2 ES 15FEB95 EF 11APR95 PROCUAE CONTRACTOR STEP MANAGER CALABRESE. D. (8303)
C2122F3 ES 12APR95 EF 11APR95 DEVELDP SYSTEM DESERIPTIONS STEP MANAGER CALABRESE. D. (8303)
O C2122F31 ES 12ADR95 EF 26SEP95 PAEPAAED SYSTEM DESCRIPTIONS (IST YEAA)
' 8 STEP MANAGER CALABRESE. D. (8303)
W C2122F32 ES 27SEP95 EF 190EC95 QVYSTEM DESCRIPTIONS (1ST .YEAA)
- STEP MANAGER CALABRESE. D. (0303) i C2122F33 ES 20DEC95 EF 12 MAR 96 FINALIZE E APPROVE SYSTEM DESCRIPTIONS (1ST YEAA)
C2122F34 s a .
STEP MANAGER CALABRESE. D. (8303) I ES 2BAUG96 EF 19NDY96 EVIEW SYSTEM DESCRIPTIONS (2PO YEAR)
C2122F35 ,
STEP MANAGER CALABAESE. D. (8303)
C2122F36 ES 20NOV96 EF 11FEB97 FINALIZE E APPROVE SYSTEM DESCATPTIONS(2fC YEAR) l STEP MANAGER CALABRESE. D. (8303)
ESTABLISH SYSTEM ENGR. BENCHMARKING PROCESS !
C21223 ES 24MAY95 'EF 170EC96 ' '
j STEP MANAGER CALABRESE. D. (8303) ; i*
C2122G1 ES 24MAY95 EF 20JUN95 REVISE SYSTEM ENGR. RESPONSIBILITIES PROCESS STEP MANAGER CALABRESE. D. (8303) E1 C2122G2 ES 24L.Y"5 IMPLEMENT BENCHMARKING PROCESS STEP MANAGER CALABRESE. D. (8303) O ;
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C2122G3 ES 21JUN95 EF 4JUL95 QEVELOP BENCHMARKING PROCESS SCHEDULE.
STEP MANAGER CALABESE. D. - (8303) U C2122G4 ES SJUL95 EF 11JUL95 gENCH4ARKINGTRIP ,
u STEP MANALER CALABAESE. D. (8303)
C2122G5 ES 27DEC95 EF 2JAN96 BENCHMAAKING TAIP ,
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STEP MANAGER CALABRESC. D. (8303)
C2122G6 ES 19JUN96 EF 25JLM96 BENCHMAAKING TAIP [
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STEP MANAGER CALABRESE. D. (83031 BENCHMARKING TRIP I C2122G7 ES 11DEC96 EF 17DEC96 O !
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STEP MANAGER SPOERRY. D. (9901)
ACCE DITED TRNG. PROGRAM ASSESSMENT C2123A ES 20 MAR 95 - EF 4AUG95 = '
STEP MANAGER SPDERRYu D. (9901)
IDENTIFY CURRICULUM COMMITTEES f C2123A1' ES 20 MAR 95 EF 31 MAR 95 D STEP MANAGER SPOERRY. D. (9901) l CONDUCT ASSESSMENT C2123A2 ES 3APRSS EF 28APR95 O STEP MANAGER SPDEARY. D. (89011 PE PAN E COMMEN0ATION.
C2123A3 ES 1MAY95 EF 26MAY95 O (9901) l, S E MANAGER SPDERRY.^D. VELOP ACTION PLAN C212:sA4 ES 29MAY95 EF 23JUN95 STEP MANAGER SPOERRY. D. (9901)
EMENT C2123AS ES 26JUN95 EF 4AUG95 STEP MANAGER SPOERRY. D. (BTil EVALUATE SIMULATOR *S CONFORMANCE TO TRNG PRGM C21238 ES 11MAY95 EF 250CT95 8 '
STEP MANAGER SPOERRY. D. (89011 00RDINATE MITH E GIONAL UTILITIES C212381 ES 11MAY95 EF 21JUN95 STEP MANAGER SPOERRY.' D. (89011 IWLEIENT UPGRADE PROGRAM C212382 ES 22JUN95 EF 250CT95 i STEP MANAGER SPOERRY. D. (8901)
DEVELOP DIRECT OPS INVOLVEMENT IN TRNG PAGM C2123C ES 13JUN95 EF 25SEP95 ' '
STEP MANAGER SPOERRY. D. (89011 TERMINE RG.ES. E SPON OF OP TRNG LIAISON C2123C1 ES 13JUN95 EF 10JUL95 STEP MANAGER SPOERRY. D. (0901)
(IEVELDP DVERSIGHT ETH000 LOGY C2123C2 ES 11JUL95 EF 31JUL95 O STEP MANAGER SPOERRY. D. (8901) 1_DENTIFY ASSIGNMENTS FOR CREM TRAINING C2123C3 ES 11JUL95 EF 31JUL95- O STEP MANAGER SPDERRY. D. (8901)
PARE GUIDELIfCS C2123C4 ES 1AUr ,5 EF 28AUG95 STEP MANAGER SPOERRL D. (8901)
TRAIN C2123C5 ES 29AUG95 EF 11SEP95 O STEP MANAGER SPOERRY. D. (8901)
LMPLEMENT C2123C6 ES 12SEP95 EF 25SEP95 U STEP MANAGER SPOERRY. D. (09011 REGIONAL TEAM ASSIST VISIT PROGRAM C21230 ES 11JUL95 EF 300CT95 ' '
STEP MANAGER SPOERRY. D. (8901)
DEVELOP PROGRAM C212301 ES 11JUL95 EF 21AUG95 STEP MANAGER SPOERRY. D. (8901)
COORDINATE MITH E GIONAL UTILITIES C212302 ES 11JUL95 EF 18SEP95 ' '
STEP MANAGER SPOERRY. D. (9901)'
DivELDP A GUIDELINE C212:03 ES 22AUG95 EF 11SEP95 LJ STEP MANAGER SPOERRY. D. (8901)
JT AN - ASSIST VISITS j C212303A ES 29AUG95 EF 18SEP95 L.J STEP MANAGER SPOERRY. D. (8901)
ASSESS ACCREDITED TRNG PRGM EFFECTIVENESS C2123038 ES SSEP95 EF 20CT95 O STEP MANAGER SPOERRY. D. (8901)
PAEPAE SCHEDLLE C2123D4 ES 22AUG95 EF 1BSEP95 C3 STEP MANAGER SPOEMY. D. (9901)
TRAIN C212305 ES 19SEP95 EF 160CT95 O STELMANAGEr.SPOERRY. D. (8901)
LMPLEENT C212306 ES 170CT95 EF 300CT95 u STEP MANAGER _SPOERRY. D. (8901) ne ne u e e -
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TRAINING SPOEmf. 0 ALE - C2123 (8901) t2123E ES 310CT95 EF 19AUG96 REGIONAL TRAINING AP m 0ACH STEP MANAGER SPOERRY. D. (8901)
C2123E1 ES 310CT95 EF AMAR96 COORDINATE WITH E GIONAL UTILITIES STEP MANAGER SPOERRY. D. (8901)
C2123E2 ES 310CI95 EF 22JAN96 10ENTIrY POTENTIAL OP'S TO SHARE AESOURCES STEP MANAGER SPOERRY. D. (8901)
C2123E3 ES 310CT95 EF 22JAN96 10 POTENTIAL OP'S TO DEVELOP COMMON TRNG SYSTEMS STEP MANAGER SPOERRY. D. (8901)
C2123E4 ES 23JAN96 EF 4 MAR 96 DP RECOMMENDATIONS STEP MANAGER SPOERRY. D. (8901)
C2123E5 ES SMAR96 EF 18 MAR 96 PRESENT TO NLT STEP MANAGER SPOERRY. D. (8901) D C2123E6 ES 19 MAR 96 EF 15APR96 PREPAAE IMPL. PLAN STEP MANAGER SPOERRY. D. (8901) C3 ES 16APR96 EF 19AUG96 IMPLEMENT C2123E7 ' '
STEP MANAGER SP_DEm Y. O. (8901)
C2123F ES 11MAY95 EF 60EC95 TRAINING LESSONS PLAN UPDATES STEP MANAGER SPOE m Y. D. (0901)
C2123F1 ES 11MAY95 EF 21JUN95 10 UPDATES NEEDED STEP MANAGER SPOEMY. D. (8901) O C2123F2 ES 22JUN95 EF 19JUL95 PREPARE AN UP01.TE PLAN STEP MANAGER SPOERRY. D. (8901) O C2123F3 ES 20JUL95 EF 2AUG95 ASSIGN RESOURCES STEP MANAGER SPOERRY. D. (8901) O C2123F4 ES 3AUG95 EF 60EC95 IMPLEENT PLAN STEP MANAGER SPOERRY. D. (990!!
C2123G ES 29JUN95 EF 15NOV95 TRAINING CURRICULtM COMMITTEES STEP MANAGER SPOERRY. D. (0901)
C2123G1 ES 29JUN95 EF 12JUL95 IDENTIFY CURRICultM COMMITTEES STEP MANAGER SPOERRY. D_ 18901)
O C2123G2 ES 13JUL95 EF sC45 DEFINE ROLES. RESP. IP3/WP0 - (INTRFC R212110 O
STEP MANAGER SPOERRY. D. (8901)
C2123G3 ES 10AUG95 EF 20SEP45 LOP PROCESS TO DVERSEE TANG. CURR. OEv/IMPL STEP MANAGER SPOERRY. O. (8901)
C2123G4 ES 21SEP95 EF INOV95 TRAIN STEP MANAGER SPOEMY. D. (0901) O C2123G5 ES 2N0Y95 EF 15NOV95 IMPLEMENT TRAINING STEP MANAGER SPOERRY. D. (8901) D C2123GSA ES 2N0v95 EF 15NOV95 LMPLEENT TRAINING IP3 STEP MANAGER SPOERRY. D. (8901) U C2123G58 ES 2NOV95 EF 15NOV95 LMPLEMENT TRAINING WPO STEP MANAGER SPOERRY. D. (8901) U C2123H ES 20 MAR 95 EF 4AUG95 SUFFICIENT / LICENSE TRAINED NRC LIC. INOV. IN ORG 1 STEP MANAGER SPOEMY. D. (8901)
C2123H1 ES 20 MAR 95 EF 20APR95 CTABLISH POLICY STEP MANAGER SPOERRY. D. (8901)
C2123H2 ES IMAY95 EF 9JUN95 ID EED E DEVELOP LICENSING CERTIFICATION PRGM STEP MANAGER SPOERRY. D. (B901)
C2123H3 ES 12JUN95 LF 21JUL95 DE LOP A PLAN AND SCHEDULE STEP MANAGER SPOERRY. D. (8901)
C2123H4 ES 24JUL95 EF 4AUG95 IMPLEMENT STEP MANAGER SPOE M Y. D. (8901) O
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COMON PROCESSES AND PROCEDURES ZULLA. SAL C2211 1718-6302)
COMON PROCESSES AND PROCEDURES C2211 'ES 20 MAR 95 EF 17AUG95 ' '
STEP MANAGER ZULLA. S. (718-6250) ASSIGN PROJECT TEAM C2211A ES 20 MAR 95 EF 31 MAR 95 D STEP MANAGER ZULLA. S. (718-6250) MRITE COMMON PROCESSES PROG. & PROC.
C2211B ES 3APR95 EF 8JUN95 ' '
STEP MANAGER ZAREMBA. A 713-6365 DEVELOP NUAP POLICY C221181 ES 3APR95 EF 28APR95 E]
STEP MANAGER ZULLA. S. (718-6250) juENTIFY ALL QJRRENT COMMON PROESS INITIATIVES C221182 ES 17APR95 EF 21APR95 u STEP MANAGER COULEHAN. V. (8801)
MR TE COMMON PROCESSES PROGRAM C?21183 ES 17APR95 EF 26MAY95 STEP MANAGER ZAREMBA. A 713-6365 MRITE IMPLEMENTING PROCEDURE C221184 ES 15MAY95 EF 8JUN95 C3 STEP MANAGER ZAREMBA. A 713-6365 ROLLOUT AND PROGRAM IMPLEMENTATION C2211C ES 9JUN95 EF 17AUG95 ' '
STEP MANAGER DUBE. JOE (8191)
CF211C1 ES 9JUN95 EF 3AUG95 4NTIFYCEVALUATEPOTENTIALPROCESSES STEP MANAGER DUBE. JOE (8191)
PRESENT INITIATIVES TO NLT C2211C2 ES 9JUN95 EF 15JUN95 D STEP MANAGER ZULLA. S. (718-6250) jW'LEMENT PROM 0ilDN AND COMMUNICATE CAMPAIGN C2211C3 ES 16JUN95 EF 22JUN95 a STEP MANAGER DUBE. JOE (81911 NLT TO ROUTINELY REVIEM PROCESS & PLANS L2211C4 ES 4AUG95 EF 17AUG95 O STEP MANAGER ZULLA. S. (718-62501 VELOP MATERIAL C TRAIN PERSONNEL C2211CS ES 23JtN95 EF 20JUL95 SVEP MANAGEP_DUBE. JOE (81911 ,
E_STABLISN PEER GROUPS C2211C5A ES 23JUN95 EF 20JUL95 LJ STEP MANAGER PENNY. ROBERT (6288) LMPLEMENT INDIVIDUAL PROCESS C2211C6 ES 21JUL95 EF 10AUG95 C3 STEP MANAGER ZULLA. S. (718-6250)
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STEP MANAGER KELLY. LAMY (6467) ,
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C2534B AS 195EP94 EF 17JAN95 INITIATE PROGRAM EFTECTIVENESS STEP MANAGER KELLY. LAMY (8467)
C2534C AS 195EP94 EF 17JAN95 YERIhf/ IDENTIFY ME04.' ADEGUACY FOR INC. SCOPE SIEP MANAGER KELLY. LAMY (0467) ", '
C25340 AS 6JUN94 EF 31JAN95 ASSESS PEWORMANCE EFFECTIVENESS STEP MANAGER KELLY. LARRY (0467)
C2534E AS 19SEP94 EF 2YEB95 EVIhW MANAGEMENT DVERSIGHT MECHANISM M '
STEP MANAGER KELLY. LARRY (0467)
C2534F ES 28NOY94 EF 2FEB95 QV ESPECT/ ACCOUNTABILITY AS REQUIRED STEP MANAGER KELLY. LARRY (8467)
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C2411 ES 20 MAR 95 EF 220EC95 COMMUNICATIONS WITH REGULATDAY AGENCIES STEP MANAGER PETERS. KEN (8029)
ES 20 MAR 95 EF 3JUL95 DEVELOP POLICY TO GOVERN MGMT OVERSIGHT OF COMM C2411A e '
STEP MANAGER'ZULLA. SAL 718-6'50 C2411A1 ES 20 MAR 95 EF 22MAY95 DEVELOP IMPLEMENTING GUIDELINES i '
STEP MANAGER ZU_LL L 5AL 718-6250 ES 20MAH95 EF 16JUN95 PREPARE NUAP C2411A2 ' s STEP MAN _AGER ZULLA. SAL 718-6250 ES 23MAY95 EF 19JUN95 TRAIN C2J11A3 ["I STEP MAMGER ZULLA. SAL 718-6250 ES 20JUN95 EF 3JUL95 . II@LEMENT C2411A4 O STEP MANAGER ZULLA. SAL 718-6250 ES 10APR95 EF 130CT95_ PERIODIC STRf.T FOCUSED MIG M/NRC COMMIS (ANNUAll C2411L) s I STEP MANAGER GRAY. JACK 718-6289 ES 10APR95 EF 130CT95 PREPAE NUAP C241181 ' '-
STEP MANAGER GRAY, JACK 718-6289 ES 10APR95 EF 10AUG95 DEVELOP IMPLEMENTING GUIDELINES C241181A ' '
STEP MANAGER GRAY. JACK 718-6289 TRAIN C2411818 ES 11AUG95 EF 7SEP95 C3 STEP MANAGER GRAY. JACK 718-6289 C2411B1C ES- BSEP95 EF 215EP95 L80LEENT U
STEP MANAGER GRAY. JACK 718-6289 ES 8MAY95 EF 18AUG95 COPOUCT MID-SALP STATUS MEETINGS WITH NGION 1 C2411C ' '
STEP MANAGER CELENTAND. D. (8033)
ES 8MAY95 EF 10AUG95 PEPAAE / ISSLE NUAP C2411C1 ' '
STEP MANAGER CELENTANO. D. (8033)
C2411 CIA ES BMAY95 - EF 7JUL95 40P IMPLEENTING GUIDELINES L STEP MANAGER CELENTAND. D. (80331 TRAIN C2411C1B ES 10JtL95 EF 4AUG95 O STEP MANAGER CELENTANO. D. (80331 ES 7AUG95 EF 18AUG95 LMPLEMENT C2411C1C U STEP MANAGER CELENTANO. D. (8033)
ES 27 MAR 95 EF 23JUN95 BENCHMAK COMM W/HEG AGENCIES AGAINST BEST UTIL'S C24110 ' '
STEP MANAGER DONNELLY. J. (8310)
ES 27 MAR 95 EF 26MAY95 NRC COMMUNICATION EVALUATION C2411D1 ' 8 STEP MANAGER DONNELLY. J. (8310)
ES 27 MAR 95 EF 26MAY95 INPD COMMUNCATION EVALUATION C2411D2 ' '
STEP MANAGER DONNELLY. J. (8310)
C241103 ES 29MAY95 EF 23JUN95 Qr_vELOP RECOMMEPOATIONS (8310) U STEP MANAGER DONNELLY. J.
EVALUATE It1PG Cop *IUNIC\TIONS C2419E ES 27 MAR 95 EF 17NOV95 ' '
STEP MANAGER ADESNIK. T. 718-6302 C2411El ES 27 MAR 95 EF 21APR95 IDENTIFY INTEWACES T. 718-6302 C3 STEP MANAGER ADESNIK.
C2411E2 ES 27 MAR 95 EF 21APR95 I_Or NTIFY CONTACTS E3 STEP MANAGER ADESNIK. T. 71H-6302 C2411E3 ES 24APR95 EF 19MAY95 [ FINE DIYPA ROLES. RESPONSIBILITIES & AUTHORITY T. 718-6302 U STEP MANAGER ADESNIK.
ES 24APR95 EF 19MAY95 DEFINE PLOPOSE OF COMMUNICATION C2411E4 O STEP MANAGER ADE3NIK. T, 718-6302 C2411E5 ES 22MAY95 EF 16JUN95 IDENTIFY IMPROYEMENTS C3 STEP MANAGER AGESNIK. T. 718-6302 n.t a. u
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C2411E6A ES 17JUL95 EF 11AUG95 O STEP MANAGER ADESNIK. T. 718-6302 PARE IMPLEMENTING GUIDELINES C2411E7 ES 14AUG95 EF 22SEP95 SIEP MANAGER ADESNIK. T. 718-6302 TAAIN C2411E8 ES 25SEP95 EF 200CT95 O STEP MANAGER ADESNIK. T. 718-6302 IMPLEMENT C2411E9 ES 230CT95 EF 17NOV95 O STEP MANAGER ADESNIK. T, 718-6302 DEVELOP INPO COMMUNICATION PLAN C?411F ES 17JUL95 EF 22DEC95 ' '
STEP MANAGER ADESNIK. T. 718-6302 i
OEVELOP IWO PLAN C2411F1 ES 17JUL95 EF 11AUG95 O STEP MANAGER ADESNIK. T. 718-6302 IDENTIFY NRC COMMUNICATIONS C2411F2 ES 144UG95 EF BSEP95 O STEP MANAGER ADESNIK. T. 718-6302 IDENTIFY I WD COMMUNICATION C2411F3 ES 14AUG95 EF BSEP95 O STEP MANAGER ADESNIK. T. 718-6302 DEFIE ETH00 0F USING IWD RESOURCES C2411F4 ES 11SEP95 EF 60CT95: O
(. STEP MANAGER ADESNIK. T. 718-6302 Q_v1P LIST OF IPO MATL*S/ CONTACTS AVAL EACH SITE C2411F4A ES 90CT95 EF 3NOV95 LJ STEP MANAGER ADESHIK. T. 718-6302 P3 LIST l
C2411F4A1 ES 6NOV95 EF 80EC95 STEP MANAGER ADESNIK. T. 718-6302 JAF LIST C2411F4A2 ES SNOv95 EF BDEC95 O STEP MANAGER ADESNIK. T. 718-6302
- WPO 1.IST C2411F4A3 ES 6NOv95 EF- 8DEC95 O STEP MANAGER ADESNIX. T. 718-6302 PUBLISH LIST C2411F48 ES 110EC95 EF 220EC95 0 STEP MANAGER ADESHIK. T. 718-6302 tm u., u 4
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INTERNAL COMMUNICATIONS s
STEP MANAGER PATRJCK. C. 718-6247 C2421A ES 20 MAR 95 EF 28APR95 C 'CT SAMPLING SURVEY OF INT. COMM. EFFECTIVNS STEP MANAGER STEETS. JIM (8081)
C2421A1 ES 20 MAR 95 EF 14APR95 F_EfD8ACK EETING OR MAILBOX STEP MANAGER STEETS JIM (80811 O C2421A2 ES 20 MAR 95 EF 31 MAR 95 TEST MESSAGE ON E-MAIL STEP MANAGER STEETS. JIM (8081) D C2421A3 ES 20 MAR 95 EF 31 MAR 95 COUPONS ON NEWS LETTERS STEP MANAGER STEETS. JIM (8081) 0 C2421A4 ES 20 MAR 95 EF 31 MAR 95 PERIODIC EVAL OF EFF. OF TEAILGATE MEETINGS STEP MANAGER STEETS, JIM (8081) 0 C2421A5 ES 20 MAR 95 EF 31 MAR"5 TRACK PERFORMANCE INDICATORS STEP MANAGER STEETS. JIM (8081) D C2421A6 ES 20 MAR 95 EF 31 MAR 95 FORMAL SURVEY INSTRUE NTS STEP MANAGER STEETS. JIM 18081) D C2421A7 ES 3APH95 EF 14APR95 ANALYSIS SIEP MANAGER STEETS. JIM (8081) D C2421A8 ES 17APR95 EF 28APR95 {mEPAT E PORT STEP MANAGER STEETS. JIM (80811 U C24218 ES 20 MAR 95 EF 28APR95 AN YZE EFFECTIVENESS OF CURENT PRACTICES SIEP MANAGER STARKEY. M. 718-6395 C242181 ES 20 MAR 95 EF 14APR95 NUC GEN BLLLETIN 80AFU STEP MANAGER STARKEY. M. 718-6395 O C242182 ES 20 MAR 95 EF 28APR95 N OR MANAGEMENT AND OTIER MEETINGS STEP MANAGER STARKEY. M. 718-6395
- C242183 ES 20 MAR 95 EF 14APR95 E-MAIL STEP MANAGER STARKEY. M. 718-6395 O C242184 ES 20 MAR 95 EF 14APR95 M_WS PAPERS / MEMORANDUMS STEP MANAGER STARKEY. M. 718-6395 O C242185 ES 20 MAR 95 EF 14APR95 I V_DED DISPLAY STEP MANAGER STARKEY. M. 718-6395 O C2421B6 ES 20 MAR 95 EF 14APR95 PLANT STATUS PHONE LINE STEP MANAGER STARKEY. M. 718-6395 O C242187 ES 20MAH95 EF 14APR95 $ PEAK-0UT PROGRAM STEP MANAGER STARKEY. M. 718-6395 L.I C242188 ES 20 MAR 95 EF 28APR95 TAIL-GATE MEETINGS STEP MANAGER STARKEY. M. 719-6395 E3 C2421C ES 20 MAR 95 EF 14APR95 DENCHMARK DTHER PROGRAMS STEP MANAGER PATRICK. C 718-6247 O C242iC1 ES 20 MAR 95 EF 14APR95 UTILITY STEP MANAGER PATRICK. C 718-6247 O C2421C2 ES 20 MAR 95 EF 14APR95 NON-UTILITY STEP HANAGER PATRICK. C 718-6247 O C2421D ES IMAY95 EF 7JUL95 KMENTINTERNALCOMMIJNICATIONPROCESS STEP MANAGER STARKEY. M. 718-6395 C2421D1 ,ES 1MAY95 EF 26MAY95 QE_ SIGN PROGRAM AND POLICY STEP MANAGER STARKEY. M. 718-6395 O ,
C242102 ES 29MAY95 EF 9JUN95 PREPARE PROGRAM OESCRIPTIONS STEP MANAGER STARKEY. M. 718-6395 0 C242103 ES 12JUN95 EF 7JUL95 TRAIN i
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7 STEP MANAGER RUSSELL.J (710-6302)
C7431A ES 20 MAR 95 EF 13FE996 %TIMIZE/ENNANCE EXISTING IKO MGMT.' SYSTEMS SIEP MANAGER RUSSELL.J (719-6302)
C2431A1A ES 2044R95 EF 17MAY95 g UPGRADE PROCESS / PROJECT ADMINISTRATION STEP MANAGER WITTE. D. (718-32691 C2431A18 ES 204AR95 EF 31 MAR 95 . . _ FINALIZE PROJECT PLAN D
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C2431A1E ES 13AfH95 EF 13APR95 CO M UCT IP3 KICKOFF E ETING STEP MANAGER WITTE. O. (718-3 3 11 i
C2431A1F ES 14APR95 EF 14APR95 CONDUCT WPO KICKOFF MEETING i
STEP MANAGER WITTE. O. (718-3269) i ES 20APR95= EF 17MAY95 GjfAIN RESOURCES C2431A16 STEP MANAGER CAHILL. W. (710-68401 -
U C2431A2 ES 204AR95 EF 31 MAR 95 ])eUST8tY EVIEtt STEP MANAGER WITTE. GL. [718-32691 u .
C2431APA ES 2044R95 EF 24 MAR 95 '{ VALUATE IP2 PROCESS s
STEP MANAGER WITTE. OL.(718-32691 C2431A2B ES 20 MAR 95 EF 3100AR95 LVALUATE SELECTED UTILITIES STEP MANAGER WITTE. OL. (718-32691 u C2431A3 ES 10APR95 EF 3JUL95 yi CLASSIFICATION CRITERIA FOR SSC*S STEP MANAGER GAteIN. W. (718-4380)
C2431A3A ES 10AFR95 EF 12MAY95 T EVISION TO MCM-68 STEP MANAGER GANDIN. W. (7j0-43801 C2431A3B ES 24APR95 EF 28APR95 pRAFTREVISIONTOMCM-68 u
STEP MANAGER GAMBIN. W. (719-43801 C2431A3C ES 15MAY95 EF 19MAY95 REVIEW IMPACT-TO AD-HOC PROCESSESS O
STEP 884 NAGER GAMBIN. W. (718-4380) '
C2431A30 ES 22MAY95 EF 2JUN95 PfER E VIEW OF MCM-6B STEP MANAGER GAleIN. W. (719-4380J u
C2431A3E ES SJUN95 EF 16JUN95 [MC0fFORATE MER REVIEW COMMENTS STEP MANAGER GAMBIN. W. (719-4380) u ES 19JUN95 EF 23JUN95 PORC E VIEW OF MCM-6B C2431A3F 0 STEP MANAGER GAMBIN. W. (718-43801 C2431A3G ES 26JUN95 EF 30JUN95 ]NC0fFORATE PORC COMMENTSS B
STEP MANAGER GAMBIN. W. (718-4380)
C2431A3H ES 3JUL95 EF 3JUL95 PCM-6B APOROVED STEP MANAGER GApeIN. W. (718-43801 ES 10APR95 EF- 7AUG95 DEVELIP C00FONENT CLASSIFICATION PROCESS C2431A4 ' '
STEP MANAGER BEYER. M. - (718-3456)
C2431A4A ES 10APR95 EF SMAY95 LFIE SYSTEN/SUB-SYSTEN BOUWARIES LJ STEP MANAGER BEYER. M. [718-34561 C2431A4B ES 10APR95 EF 16JLff95 QV SYSTEM DRAWINGS STEP MANAGER BEYER. M. (718-34561 C2431AAC ES 10APR95 EF 14APR95 UEFIE COBF0ENT TYPES 8
STEP MANAGER BEYER. M. (718-34561 C2431440 ES 17APR95 EF 21APR95 'o JDENTIFYPROCEDURE/PROCESSINTERFACES STEP MANAGER BEYER. M. (719-3456) -u . . . . v e
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C2431A4F ES BMAY95 EF 19MAY95 P_fER REVIEW PROCEDURE u
STEP MANAGER BEYER M. (718-34561 ES 22MAY95 EF 2JUN95 LNCORPORATE PEER REVIEW COMMENTS C2431A4G U STEP MANAGER BEYER M. (718-3456)
PORC REVIEW OF PROCEDURE C2431A4H ES SJUN95 EF 9JUN95 D STEP MANAGER BEYER M. (718-3456)
ES 12JUN95 EF 16 M 95 INCORPORATE PORC COMMENTS-C2431A41 U STEP MANAGER BEYER M. (718 0 56)
PROCEDURE APPROVED C2431A4J ES 19JUN95 EF 19JtN95 I STEP MANAGER BEYER. M. (718-3456)
REVISE SED-AD-5 C2431A4K ES 20JUN95 EF 26JUN95 D STEP MANAGER BEYER M. (718-34561 REVISE SED-AD-10 C2431A4L ES 27JUN95 EF 3JUL95 0 STEP MANAGER BEYER M. (718-3456)
REVISE SED-AD-13 C2431AAM ES 4JUL95 EF 10JLA.95 C STEP MANAGER BEYER. M. (718-3456)
REVISE PLANT LABELING C2431A4N ES 11JUL95 EF 7AUG95 CJ STEP MANAGER BEYER M. (718-3456) .
DEVELOP PEDO DATA CONTROL PROCEDURE C2431A5 ES BAUG95 EF 30NOV95 ' 8 STEP MANAGER BEYER M. (718-34561 DEFINE RULES FOR PE00 UPDATE C2431ASA ES BAUG95 EF 21AUG95 D STEP MANAGrA BEYER M. (718-3456]
C2431A5B ES 22AUG95 EF 28AUG95 QEFINE PEDB DATA GROUPS u
STEP MANAGER BEYER M. (718-3456)
IDENTIFY PEDB DATA OWNERS C2431ASC ES 29AUG95 EF 4SEP95 D STEP MANAGER BEYER M. (718-3456)
IDENTIFY PEDB INTERFACE PRO &DLAES/ PROCESS C2431ASD ES SSEP95 EF 115EP95 D STEP MANAGER BEYER M. (718-3456)
QAAFT PROCF. DURE C2431A5E ES 22AUG95 EF 4SEP95 U STEP MANAGER BEYER. M. (718-34561 PEER AEVIEW PROCEDUAE C2431ASF ES SSEP95 EF 11SEP95 D STEP MANAGER BEYER. M. (718-3456)
ES 12SEP95 EF 1BSEP95 JNCORPORATE PEER MVIEW COMMENTS C2431A5G u STEP MANAGER BEYER M. (118-3456) PORC REVIEW OF PRO & DURE C2431 ASH ES 19SEP95 EF 25SEP95 D STEP MANAGER BEYER M. (718-3450)
INCORPORATE POAC COMMENTS C2431ASI ES 26SEP95 EF 27SEP95 i STEP MANAGER BEYER. M. (718-3456) PROCEDURE APPROVED C243*ASJ ES 2BSEP95 EF 28SEP95 1 STEP MANAGER BEYER M. (718-3456)
REVISE AP-42 C2431ASK ES 29SEP95 EF 260CT95 C3 STEP MANAGER BEYER M. (718-34561 VELOP IMPLEMENTING PROCEDURES C2431A5L ES 270CT95 (F 30NOV95 STEP MANAGER BEYER M. (718-3456)
C2431A6 ES 1DEC95 EF 30JAN96 INT (CfATEDCMANDMCMPROCESSES STEP MANAGER GAMBIN. W. 718-4380 VELOP PROCEDURE DRAFTS C2431A6A ES 3DEC95 EF 4JAN96 STEP MANAGER GAMBIN. W. 718-4380 PEER REVIEW PROCEDURES C2431A6B ES SJAN95 EF SJAN96 3 SJEP MANAGER GAMBIN. W.
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COMMUNICATIONS TOOLS RUSSELL. J. - C2432 (718-6302)
AS 13JUN94 EF iSFEB% COMMLNICATION TOOLS C2432 -
i STEP MANAGER RUSSET _Lm JOE AS 13JUN94 EF 21DEC95 IMPROVEUSAGk0FEXISTINGTOOLS '
C2432A 2,TEP MANACFR j)2432Al'~~' A3 13JUN94 EF 210EC95 REPLACEMENT h EXISTING E-MAIL SYSTEM i ISiEP MANAGER BATLDON 1718-3061)
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TO MOVE STEP P* NAGER BATT, DON (718-3061)
EF 260CT95 3RIEF GROUPS ON IMPACT OF NEW SYSTEM C2432A3 ES .4N1'V94 '
STEP MANAGER BAft. O ! (718-3061) TRAIN EACH GAOUP C2432A4 ES 4NOV94 EF 260CT95 ' s STEP MANAGER BATT. DON (718-30611 klGRATEEACHGROUP C2432A5 ES 4NOV94 EF 260CT95 ,'
STEP MANAGER BATT. DON (718-3061)
EF 3Nov94 JAF MICAATION COMPLETED C2432A5 STEP MANAGER BATT. 00N (718-3061) f EF 3NOV94 HQ NLC GEN MIGRATION COMPLETED C2432A7 +
STEP MANAGER BATT. DON 1718-3061)
EF 3NOV94 [P3WIGRATIONCOMPLETED C2432AB +
STEP MANAGER BATT. DON 1718-3061) INSTALL & ACTIVATE REMOTE E-MAIL GATEWAY C2432A9 ES 270CT95 EF 210EC95 ' s STEP MANAGER 9M u T n0N (718-351)
T ANALYSIS. EVALUATE COMMUNICATION TOOLS C243281 ES 4NOV94 EF 5JAN95 STEP MANAGER kVALUATE TOOLS Cf43281A ES 4N0Y94 EF DJAN95 ,'
STEP MANAGER ES 4NOV94 EF SJAN95 iP3 C243281A1 '
STEP MANAGER C243281A2 ES ANOV94 EF SJAN95 ,f STEP MANAGER JAF C2432B1A3 ES 4NOV94 EF 5JAN95 "
STEP MANAGER DEVELOP RECOMMENDATIONS C2432B1B ES 6JAN95 EF 19JAN95 O i STEP MANAGER F NAtI2E PLAN C243281C ES 20JAN95 EF 1GFEB95 STEP MANAGER TRAIN C243282 ES 17FEB95 EF 13APR95 ' '
STEP MANAGER IP3 C243282A ES 17FEB95 EF 13APR95 ' '
SVEP MANAGER IMPLEMENT IP3 C243282A1 ES 14APR95 EF 8JUN95 ' ' .
STEP MANAGER WPO l C2432B2B ES 17FEB95 EF 13APR95 ' '
l STEP MANAGER IMPLEMENT WPO C243282B1 ES 14APR95 EF BJUN95 i STEP MANAGER JAF C2432B2C ES 17FEB95 EF 13APR95 ' '
l STEP MANAGER TMrtEMENT JAF C243282C1 ES 14APR95 EF 8JLtf95
~ STEP MANAGER~
KTERMINE AND IMPLEMENs ENHANCED COMM'JNCTN TOOLS C2432C ES 4NOV94 EF BJUN95 '
STEP MANAGER l
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STEP MANAGER C2432C3 ES 6JAN95 EF 2FE995 VD & EIL SYSTEN STEP MANAE R ES 3FEB95 EF 2 MAR 95 DOCUE NT M OUIREE NTS C2432C4 C3-STEP MANAGER PAfE REC 0peOOATIONS ECONOMICALLY VIABLE C2432C5 - ES 3NAR95 EF 3DMAR95 STEP MANAE R ES 31 mar 95 EF 13APR95 (BTAIN APPROVAL C2432C6 D STEP mAuRGER NT C2432C7- ES 144PR95 EF 8JUN95 STEP MANAGER ES 9JUN95 EF 15FE996 DVLP/IW'l CONTIN IMPR PGM FDA INTRNL LOMN TECHNL C2432D ' '
STEP 9AANAGER VELOP A QJIDELINE 02432D1 ES 9JUN95 EF 6JUL95 STEP menAGER TRAIN C243202 ES 7JUL95 EF 314U695 U STEP n4 NAGER
! C2432D3 ES ISEP95 EF 295EP95 {NPLEMENT l STEP MANAGER CONDUCT ON-GUING SURVEYS OF NUC GEN EMPLCYEES C2432D4 ES 1SEP95 EF 21DEC95 ' '
STEP NANAER RVIEW EXISTING COMN TOOLS FOR KFICIENCIES C2432D5 ES 220EC95 EF 15FEB96 U STEP MANAER
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- 1.1 Le*I f.:P4a* AMA + p 8*bAA $-ArDU LL ' N* b >A%I t h F5 **' d d* e1 # t PEER GROUP PROCESS PENNY, R. - C2521 (718-6281)
C2521 ES 20MA495 EF 17DCT95 PEER GUp PROCESS,- INTEWAT C3114 STEP MANAER PENN21 (718-6288)
ES 20 MAR 95 EF 7APR95 REVIEW THkEE UTILITY PEER GUP FROGAAMS C2521A O STEP MANAGER PENNY, R. (718-6_288)
C25218 ES 24APR95 EF 16JUN95 BENCNWARK AT DTFER MLA.TI-SITE UTII.ITIES STEP MANAGER PENNY R. (718-6288; EJ C2521C ES 24APR95 EF 19MAY95 9 AAE A PROGRAN DESCRIPTION LJ STEP MANAGER PENNY. R. (718-6288!
C2521C1 ES 24APR95 FF 11MdATU5 ('EVELOP GITERIA/FDAMAT FOR CHARTER EI STEP MANAGER PENNY R. !?*S-A25M)
ES 24APR95 EF 19KAY95 CRITERIA FOR PERr0AMANCE OBJECTIVES C2521C2 E]
STEP MANAGER PENNY R. (7!8-632)
RESOURCE IDENTIFICATION METHODS C2521C3 ES 24 APP 95 EF *JaAY35 O STEP MANAGER PENNY. R. (716Me9 ES 24Am?5 EF SMM55 .1 DEFINITION OF EXMCTED DELIVERABLES C2521C4 STEP MANAGER PENNL _R. (118-6^9 4 j U is 2G m 95 CF 13AL95 IDENTIFY ATA FDA ESTAeLISFMENT OF PEER GAOUPS C25210 s STEPfmRG PHL(. (718-6957)
ES 20 MAR 95 EF 13JUL95 TRIAt_ PEER GROUP (S.P. m0 ESSES / MELDING)
C2521D1 ' '
M EP MANAGER PHY. K. (718-6 % 7)
CPARTER s C2521D1A ES 2DMAR95 EF 31MA495 O SIEP T MANAGER PHY. K. (718-6 % 7)
C2521018 ES 3Am95 EF 21APR95 QEVELOP PLAN LJ STEP MANAGER PHY. K. (718-69677 ES 20 MAR 95 EF 13JLL95 CONDUCT cEER GROUP MEETINGS C2521D1C 8 8 STEP MANAGER PHY, K. (718-6 % 71 I PROVIDE PEER GROUP
SUMMARY
C2521D1D ES 20MA495 EF 13JUL95 ' 8 STEP MANAGER PHY. K. (718-6967)
ES 27 MAR 95 EF 31 MAR 95 08TAIN NLT INDUT C2521D2 8 STEP MANAGER PHY. K. (718-6 % 7)
ES 27 MAR 95 EF 31 MAR 95 08TAIN ft.T SPONSPSHIP C252103 D STEP MANAGER DHY. K. (718-6967)
C2521D4 ES 22 MAR 95 EF 18APR95 AAEA FOR ESTABLISH (NT OF PEER GROtPS K. (718-6967) O STEP MANAGER PHY.
ASSESS ROME l C252104A ES 22 MAR 95 EF 1BAm95 O l STEP MANAGER PHY. K. (718-6 % 7)
ASSESS WORK CDNTA(1.
C2521D48 ES 22 MAR 95 EF 18Am95 O STEP MANAGER PHY. K. (718-6967)
ASSESS MATERIAL MANAGEMENT C252104C ES 22 MAR 95 EF 4APRS5 O STEP MANAGER PHY. K. (718-6967)
DTHERS C252'049 ES 22 MAR 95 EF 18APR95 O STEP MANAGER PHY. K. (718-6_967)
KVELOP SECGpedEPOATIONS C2521D5 ES 19APR95 EF 16MAY95 O STEP MANAGER PHY. K. (718-696_7)
CBTAIN NLT APPRDVAL C252106 ES 17MAY95 EF 30MAY95 O
. STEP MANAGER PHY, K. (718-6967)
TRAIN AND IMPLEE NT PEER GROUPS C2521E ES 31MAY95 EF 22AUG95 ' '
STEP MANAGER DECKER. A. (718-87901 DEVELOP TRAINING C2521Et ES 31MAY95 EF 27JUN95 O STEP MANAGER DECKER. A. (718-8790)
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e o J h wn+>.NYw v.. N adanice.-r>4..Od'a ts p. A.u by ts r...gM us. p3.p den -s_,.h,...mg SELF ASSESSMENT PATCH, DICK - C2531 (718-64971 C2531 ES 20 MAR 95 EF 20M C96 SELF ASSESSMENT I a STEP MANAGER PATCH, D. (718-6497)
C2531A ES 20 MAR 95 EF 14APR95 ESTABLISH TEAM STEP MANAGER O
C2531B ES 17AFR95 EF 4AUG95 EVAL EXISTI?G SELF ASSESS PAACTI&S & PROCESSES 8 '
STEP MANAGER C253181 ES 17 APP 95 EF 9JUN95 F(CM CHART CUAE NT PROCESSES L _.J STEP Mt. NAGER C253182 ES 17APR95 EF 9JUN95 JUENTIFY MANAGEMENT EXPECTATIONS STEP MANAGER LU C253183 ES 17APR95 EF 12MAY95 NCHMAAK UTILITIES STEP MANAGER C253183A ES 17APR95 EF 12MAf95 INPO GOOD FRACTICES STEP MANAGER O
C253184 ES 12JUN95 EF 4AUG95 M VELOP AEC0=MENDATIONS STEP MANAGER L._J C2531C ES 7AUG45 EF 200EC96 DVLP POLICY. AE-EMINEER & IMDLwT SELF ASSw=4T PGM L '
STEP MANAGER C2531C1 ES 7AUG95 EF 295EP95 DE'/ELOP NUAP P3 ICY
' 3 STEP MANAGER C2531C2 ES 20CT95 EF 24NOV95 Q-%INEERINTEGRATEDSELFASSESSMENTPROGRAM STEP MANAGER C2531C3 ES 27NOV95 EF 19JAN96 DESIGN SELF ASSMNT PEAFMNC RW G MEASUFE PROCESS
. STEP MANAGER C2531C4 ES 22JAN96 EF 15 MAR 96 DEVEt.0P F90 GRAM DESCRIPTION 1 8 STEP MANAGER ES 18 MAR 96 EF 10MAY96 IDENTIFY IWACTED IMrtEENTATION PAOCEDUAES C2531C5 ' '
STEP MANAGER C2531C6 ES 13MAY96 EF SJUL96 AEVISE IMPLEMENTATION PAOCEDLRS STEP MANAGER C2531C7 ES 8JtL96 EF 30AUG96 DEv{tCP TAAINING STEP MANAGER ES 2SEP96 EF 250CT96 CONDUCT TRAINING C2531C8 ' s
. STEP MANAGER ES 280CT% EF 200EC96 IMPLEKMT NEM SELF ASSESSMENT PA0GAAM C253109 U
. STEP MANAGER ES 200CT M EF 200EL95 IMFtEMENT STAF0AMANCE KASLFEMENT AEVIEW C2531C90 ' I STEP MANAGER
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C2532 ES 20 MAR 95 EF 10EC95 MANAGEENT UVERSIGHT STEP MANAER PATCH. D. (718-6497) ' '
C2532A ES 20 MAR 95 EF 21JUL95 ESTAB TEAM 10 DVLP MGMT OVERSIGHT - INTFC R2121 STEP MANAGER ' '
C25328 ES 20 MAR 95 EF 24NCV95 EVAlt) ATE EXISTIC PRACTICES & PROESSES STEP MANAER ' '
C2532B1 ES 20 MAR 95 EF 2BAPR95 CONDUCT ASSMNT OF EXISTING M ACTICES C PROCESSES STEP MANAGER O C253282 ES 1MAY95 EF 9JUN95 PAE RECDME NDATIONS STEP MANAER C253293 ES 12JUN95 EF 21JUL95 DEVELOP FLOM CHARTS
. STEP MANAGER C C253294 ES 24JLA.95 EF 22SEP95 IENCHMARK BEST NITHIN INDUSTRY STEP MANAGER I I C253285 ES 24JUL95 EF 22SEP95 ASSESS SRC / PDAC E9JIRENTS STEP MANAGER ' '
C2532BfJL ES 24JUL95 EF 22SEP95 STEP MANAGER [ VALUATE 8 TIME EQUITENTS FOR SAC /PORC ES 24JUL95 EF iSEP95 C2532856 KVELOP RECC MENDATIONS
. STEP MANAGER C3 C253285C ES ASEP95 EF 15SEP95 PEPARE GUIDELIES STEP MANAGER D C2532BSD ES 1BSEP95 EF 130CT95. TRAIN STEP MANAGER O C253285E ES 150CT95 EF 24NOV95 EENT STEP MANAER a C2532C ES 20 MAR 95 EF 29SEP95 DEVELOP PG. ICY AND PROESSESS STEP MANAGER ' '
'. C253202 ES 3APR95 EF 7JtL95 DEVELOP PGM DESCRIDTIDs i STEP MANAGER ' '
i C2532C3 ES 10JUL95 EF 21JUL95 E ENGITERDESIGN NEW PROCESSES /PGM STEP MANAGER D C2532C4 ES 10JLL95 EF 295EP95
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C2532C48 ES 7AUG95 EF ISEP95 LTNTIFY EPORTIE STEP MANAGER LJ C2532D ES 24JUL95 EF 4AUG95 EVISE IMPLEENT PROCEDUAES STEP MANAGER O C2532E ES 7AUG95 EF 1BAUG95 L)EVELOP TRAINIC STEP MANAGER U C2532E3 ES 21AUG95 EF 15SEP95 COPOUCT TRAINING
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EF 24N0Y35 ROME IMPROVEWENTS C3111A ES 20=AR95 ' '
STEP MANAE R BOCCIO._ JOHN ('"04)
C3111A1 ES 20 MAR 95 EF 14Am 35 LDENTIFY I4'ADVEMENTS l C3 l STEP MANAGER BOCCIO JOIN (8704)
PLAN IWHOVEMENTS C3111A2 ES 17AP495 EF 9JUN95 W STEP MANAE R REED m DAVE (B'491 ES 12JUN95 EF 4AUG95 ETVELOP CDRAECYIVE ACTIONS C3111A3 L_J STEP MANAGER BOCCIO. m (8704)
C3111A4 ES 20 MAR 95 EF 14APR95 LOFNTIFY JAF LESSONS LEAAr(D STEP MANAGER BOCCIO, m (8704) LJ TRAIN C3111A5 ES 7AUG95 EF 29SEP95 I '
STEP MANAGER REED DAVE (87491 I*'LEMENT C3111A6 ES 20CT95 EF 24NDY95 ' '
STEP MANAER BOCCIO J0m (8704) RYS MTC PRIORITY SYS TO CDNFDAM 70 ACME - JAF C3111B ES 12 Jim 5 EF 23JUN95 O STEP MANAGER BENGIS. MAIM (8813)
APPLY JAF PRIORITIES TO ALL f(w PIDS C311181 ES 12JUN95 EF 23JL.PG5 0 STEP MANAE R BENGIS. MARK (A0131 C311182 ES 12JUN95 EF 23JUN95 $CREEN FIDS WITHOUT MI. CODES FROM REST ART FYW U
STEP MANAER BENGIS. MATE (8813)
APPLY JAF PRIORITIES TO ALL OPEN FIDS C3111B3 ES 12JUN95 EF 23JUN95 O STEP MANAGER TENTIS. PETE (8613)
ES 20 MAR 95 EF 1SEp95 UPGAADE SKILLS DF PL#PERS C3111C 8 i STEP MANAER ALPHIN. CHICK (86__33)
BENCNMARK WDAK CONTA(X. AT 3 I4'O RECOMO FACILITY C3111C1 ES 20 MAR 95 EF 12MAY95 U STEP MANAER HEMITT m DEAN (8627)
ES 27 MAR 95 EF 14APR95 [_ VALUATE PROCESSES C3111C2 LJ STEP MANAGER HEWITT. DEAN (8627) rVALUATE BUDGET C AESat. ACES C3111C3 ES 20 MAR 95 EF 5MAY95 C3 STEP MANAGER ALPHIN,_ CHUCK (8633)
FISCAL YEAR 1995 Bt0GET ESTIMATE C3111C3A ES 20 MAR 95 EF 14APR95 O STEP MANAE R ALPHIN CHUCK (86331 EYALUATE RESOURCES C UPDATE BUDGET C3111C38 ES 17APR95 EF 5MAY95 O STEP MANAGER ALPHINy (8633)
OEVELOP WOAK CDNTROL DESIAED STATE C3111C4 ES 27 MAR 95 EF 14APR95 O STEP MANAGER ALPHIN. CHJCK (8633)
IDENTIFY ACTIONS NEEDED C3111CAA ES 17APR95 EF 12MAY95 O STEP MANAGER ALPHIN. CHUCK (8633)
DEVELOP CumECTIVE ACTIONS C311* CAB ES 15MAY95 EF 9JLM 5 O SlEP MANAGE g lPHIN. CHUCK (8633)
VEL (P SKILLS TRAINING C3111C4C ES 12JUN95 EF 7JLA.95 STEP MANAGER ALPHIN. CHUCK (8633)
TRAIN C3111C4D ES 10JUL95 EF 15EP95 ' 8 STEP MANAGER ALPHIN, OlVCK (8633)
TRANSFER BEST PRACT FROM JAF TO 193 IMPROVE PLNG C3111C5 ES 20 MAR 95 EF 14APR95 O STEP MANAGER ALPHIN. CHUCK (8633)
SCHEDULE TO COMPLETE FIDO WORK CCMTROL NEEDS C3111E ES 3APR95 EF 155EP95 ' '
STEP MANAGER CAPUTU m CHARIE 8814 CEVELOP SYSTEM AEGUIAEMENTS C3111El ES 3APR95 EF 28APR95 O
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C3112A ES 20 MAR 95 EF 295EP95 TEMP MODS DESIGN DdANGE FROESS
-STEP MANAGER C3112A1 ES 20 MAR 95 EF 31 MAR 95 ASSIGN OWERSHIP OF TEMP MOD TO SYS ENG STEP MANAER D C3112A1A ES 3APR95 EF 14APR95 ASSESS ROLE OF OMNER FOR OPEN TEMP MODS STEP MANAER D C3112A2 ES 17APR95 EF 2BAPR95 EEVALUATE T M PRIDAITY ASSSIGMENT IN ROME STEP MANAGER D C3112A2A- ES 17APR95 EF 2BAPR95 DPEN Y M*S REEIVE RESOURCE CC*ITNENT STEP MANAE R D C3112A28 ES 1MAY95 EF 12MA*95 CODADINATE BACKLOG TARGETS STEP MANAE R D l
C3112A3 ES IMAY95 EF 12MAY95 ESTABLISH NGMNT GUIDANE ON IMPLEMENTATION STEP MANAGER D C3112A3A ES 15MAY95 EF 26MAY95 EEVELOP PHILOSOPHY FDA T M*S STEP 4ANAER U C3112A3B ES 15MAY95 EF 26MAY95 PURPOSE STEP MANAER D ,
C3112A3C ES 15MAY35 EF 26MAY95 ACCEPTABILITY STEP MANAGER D C3112A3D ES 29mAY95 EF 7JUL95 PR ORITY FOR E SOLUTION STEP MANAGER C3112A3E ES 29mAY95 EF SJUN95 ACCEPTABLE GUANTITIES STEP MANAER D C3112A3F ES 12JUN95 EF 23JLM95 DURATION STEP MANAER D C3112A4 ES 10JtA_95 EF 4AUG95 VELOP CUIDANCE STEP MANAGER C3112A5 ES 7AUG95 EF 15EP95 TRAIN STEP MANAGER []
C3112A6 ES ASEP95 EF 295EP95 LMPLEMENT STEP MANAER C3 C3112B ES 31JAN95 EF 244PR95 MSJGN D4ANGE PROCESS STEP MANAGER C311281 ES 31JAN95 EF 27 MAR 95 DEFINE ROLES E ESPONSIBILTIES OF ENG. GROUPS STEP MANAGER U C3112B1A1 ES 2BMAR95 EF 10APR95 AUTHORITY ESPONSIBILTY STEP MANAGER D C311?B1B ES 11APR95 EF 24APR95 ROCUMENT STEP MANAGER u C3112C ES 20 MAR 95 EF 60CT95 EMSIGN DESIGN MOD FROESS STEP MANAGER C3112C1 ES 20 MAR 95 EF 31 MAR 95 LVALUATE ClmENT PRACTIES STEP MANAGER u C3112C2 ES 20 MAR 95 EF 31 MAR 95 IDENTIFY INTEM ACES STEP MAf3AGER D C3112C3 ES 20 MAR 95 EF 31 MAR 95 IDENTIFY ROLES RESPUNSIBILITIES & ACCDUNTABILTY STEP MANAER D C3112C4 ES 3APR95 EF 14APR95 FLGWCHART DESIAED PAOCESS STEP MANAGER D
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C3113 ES 20 MAR 95 EF 24N0v95 MATERIALS MANAGEMENT M OCESS STEP MANAER INGLIS JIM (81231 C3113A ES 20 MAR 95 EF 12MAY% ESTABLISH A TEAM 3 2
. STEP MANAGER HAMILODB (86622 C3113A1 ES 20 MAR 95 EF 14APR95 LVALUATE MTL*S MGMT PAACTIES AND PAOCESSES STEP MANAGER HAMILL BOB [8662) EI C3113A2 ES 17APR95 EF 12MAY95 BEhDWAAK STEP MANAE R INGLIS._ JIM (8123) EI C3113A2A ES 17APR95 EF 28APR95 M EAR
,LTEP MANA ER INGLIS. JIM (8123) D C3113A28 ES 24APR95 EF SMAY95 F055ft STEP MANAGER INGLI3, JIM (81231 D C3113A2C ES 1MAY95 EF 12MAY95 NON-UTItITY STEP WANAER IMGLIS,_ JIM _ la123} U C31i38 ES 17APA95 LF 23JUN95 FL0ttfhAAT AP() ASSESS CUAAENT PROCESSES 3TEP MANAGER HAMIL LBUB_ (0662)
M/,TERIAL MANAGEMENT C311381 ES 17Am95 EF 2PAPR95 O STEP mat:AGER HAMILL. 800 (8662)
C311382 ES 24A N35 EF SMAY95 LMvENTORY MANAGEMENT u
STEP MANAGER HAMIL L B08 (86621 C311383 ES 1MAY95 EF 12MAV95 MATERIAL OBSELESENE STEP MANAGER HAMILL. BOB (8662) 0 C311384 ES BMAY35 EF 19MAY95 MATERIAL HANDLIE STEP MANAGER HAMILLmBOB (8669 O C311385 ES 22MAY35 EF 2~ m EVALUATE AND DEVELOP DESIAED PACESS STEP MANAGER INGLISJIM (0123) C3 C311385A ES 22MAY95 EF 2JUN95 AESQ YE PAOCEDURAL IWACTS STEP MANAGER INGLIS. JIM (0123) U C311JB5B ES 29MA195 EF 9JUN95 AESOLVE CAGANIZATIONAL I CACTS STEP MANAGER INGLIS. JIM 10123) O C311385C ES 12JUN95 EF 23JUN95 AESOLVE AESOUACE IWACTS (01231 O STEP MANAEA INGLIS JIM C3113C ES 26JUN95 EF 21Jt195 DEVELOP A TRAINIE AP() CDmrJNICATION PLAN C3 SlFP MANAGER CAAEY. COLLEEN 8112 C3113C1 ES 26JUN95 EF 7JUL95 DESIGNATE TRAINIC AEGUIAEMENTS O
STEP MANAGER CAAEY. CDLLEEN 8112 ES 2SJUN95 EF 7JUL95 DESIGNATE COMMJNICATION REQUIAEMENTS C3113C2 O STEP MANAGER CAAEY. COLLEEN 8112 ES 10JUL95 EF 21JUL95 DEVELOP M M HANDBOOK C3113C3 O STEP MANAGER CAnEY.. COLLEEN 8112 C311:"C4 ES 10JUL95 EF 21JUL95 LMPLEMENT COMMUNICATION PLAN U
STEP MANAGER CAREY. COLLEEN 8112 ES 24JUL95 EF 4AUG95 PEWORMANCE MEASURENT & REPORTING C31130 O STEP MANAGER MCLAUGHLIN. M. 8164 C311301 ES 24JUL95 EF 4AUG95 TDENTIFY SPECIFIC MRM MEAS 15ES STEP MANAGER MCLAUGHLIN. M. 8164 D ES 24JtL95 EF AAUG95 DESIGN AEPCATING METHODS C311302 0 STEP MANAGER MCLAUGHLIN. M. 8164 C3113D3 ES 24J'JL% EF 4AUG95 DOCUMENT STEP MANAGER MCLAUGHLIN. M, 8164 0 l C3113E ES 17APA95 EF 7JUL95 AEVISE AND DEVELOP POLICIES AND PAOCEDUAES STEP MANAGER INGLIS. JIM (0123) s, . g
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KING OF PR SS A NN LVAN A 194061416 June 1, 1995 HEHORANDUM TO: Richard W. Cooper II, Director Division of Reactor Projects, Region 1 Steven A. Varga, Director Division of Reactor Projects - 1/11
" Office of Nuclear Reactor Reg lation FROM: Curtis J. Cowgill, Chief Projects Branch No. 1 Division of Reactor Projects, Ret or 1
SUBJECT:
REVISION AND STATUS UPDATE NO. 5: AN POINT 3 RESTART ACTION FLAN The NRC's NYPA Assessment Panel (NAP) is responsible for the implementation of the Indian Point 3 Restart Action Plan. The NAP has revised the attached Restart Action Plan based upon on-going inspection activities at Indian Point 3 and NAP oversight.
To date, all of the technical, programmatic and management oversight restart issues in the Restart Issues Checklist have been closed. Please replace your copy of the Indian Point 3 Restart Action Plan with the attached revision. As progress is made in the restart process, further updates of the Restart Action Plan will be issued.
Docket No. 50-286
Attachment:
As stated 1
.n Nemorandum to Richard W. Cooper 2
& Steven A. Varga Distribution w/att:
Region I Docket Room (with concurrences)
T. Martin, RA W. Lanning. DRP D. Lew. Indian Point 3 SRI W. Cook Fitzfatrick SRI
-J. Wiggins, DRS
- G. Meyer, DRS -
W. Hehl, DRSS J. Joyner DRSS ,
W. Dean, OEDD NRR T. Marsh,lla, NRR N. Conice G. Carpenter, NRR W. Russell, NRR S. Varga, NRR A. Thadani, NRR R. Zimmerman, NRR J. Zwolinski, NRR M. Davis, NRR h
/
INDIAN F0 INT 3 - RESTART ACTION PLAN TABLE OF CONTENTS AND RECORD OF REVISIONS AND UPDATES RESTART PROCESS CHECKLIST Revision M
!. Initial NRC Response 1 2/94 II. Notifications 1 2/94
!!1. Establish an Organize the NRC Review Process 4 2/95 IV. Review Implementation IV.1 Root Causes and Corrective Actions 3 12/94 IV.2 Deter:aine Restart Issues and Reeolution 5 6/95 IV.3 Obtain Comments 5 6/95 IV.4 Closeout Actions 5 6/95 V. Restart Authorization 5 6/95 Restart Authorization Notification 0 7/93 VI.
RESTART ISSUES CHECKLIST
. Revision M
!. Confirmatory Action Letter Restart Issues 5 6/95
!!. Technical Restart Issues 5 6/95 III. Programmatic Restart Issues 5 6/95
!Y. Management Oversight Restart Issues 5 6/95 RESTART READINESS ASSESSMENT CHECKLIST Revision Rit.g I. Assessment of Root Cause Identification and Correction 5 6/95 II. Assessment of Licensee Management 5 6/95 III. Assessment of Plant and Corporate Staff 5 6/95 IV. Assessment of Physical Readiness of the Plant 5 6/05 Assessment of Compliance with Regulatory Requirements 5 6/S5 V.
VI. Coordination with Interested Agencies / Parties 5 6/95
RESTART PROCESS CHECKLIST Revision: 1 Date: 2/94_
I. INITIAL NRC RESPONSE STATUS TASK / RESPONSIBLE ORGANIZATION __
- a. Initial notification and NRC management discussion of Complete known facts and issues [NRR & Region !]
Conduct a Special Team Inspection [ Region !] Complete b.
Issue Confirmatory Action Letter [ Region !] Complete c.
- d. Determine the need fo: senior management involvement Complete
[NRR & Region Il Identify other parties involved (i.e. NRC organizations, Complete e.
other Federal agencies, industry organizations, etc.)
[NRR & Regio.$ _l]
Detailed Status 1.a - 10 CFR 50.72 Notification (event no. 25152) dated 2/26/93
- NRC Operations Center Plant Status Report dated 2/27/93 10 CFR 50.72 Notification (event no. 25193) d'ated 3/5/93 .
- SMM Screening Heeting on 4/12/93 1.b - Special Inspection Team :onducted 4/26/93 to 4/30/93 and 5/10/93 to 5/28/93
- Exit meeting conductre 6/1/93
- Report 50-286/93-80 issued 7/17/93 1.c -
Issued 6/17/93 1.d - The EDO, NRR Director, and Regional Administrator toured IP3 on 5/19/93 and met with the NYPA Board of Trustees bn 5/25/93 The Chairman toured IP3 on 6/7/93 June 1993 SMM I.e - FEMA
- NRC Congressional Aff airs
- NRC Public Affairs
- Region I State Liaison Officer 4
4
- - - .. ___lE___._-_.
b a
RESTART PROCESS CHECKLIST Revision: 1 Date: 2/94 II. NOTIFICATIONS TASK STATUS I
- a. Issue Daily and Directors Highlight [hkR] Complete
- b. Issue Morning Report [ Region Il Complete
- c. Conduct Commissioner Assistant's Briefing [NRR] N/A
- d. Issue Commission Paper [NRR] N/A
- e. Cognizant Federal agencies notified (i.e. FEMA) [NRR] Complete
- f. Congressional notification [NRR] Complete
- g. State and Local Officials notified [ Region Il
- Complete
) Detailed Status II.a NRR Daily highlights dated 3/1/93; 3/8/93; 4/2/93; 6/7/93; and 6/18/93 II,b Region I Morning Reports dated 3/1/93; 3/8/93; and 4/8/93 II.e Preimt nMger discussion with Emergency Preparedness Branch on 6/10 f97
[ NRC/ FEMA Steering Committee meeting on 6/22/93 b II.f Project Manager discussion with Congressional Affairs on 4/29/93 Briefing by Deputy Regional Administrator for Congressman Fish from New York on 5/13/93 Congressman Fish site visit on 6/7/93 II.g NYS A' ;embly Hearings on 5/6/93 NYS Assemblywoman Galef and State Senator George Pataki site visit on 6/7/93 Briefing of the Four County Nuclear Safety Committee on 7/6/93 by DD of DRP NYS Assembly Joint Hearings 10/25/93.
- Initial notifications complete. Officials are briefed as requested.
? .
RESTART PROCESS CHECKL'.ST Revision: 4 Date: ?/95 III. ESTABLISH AND ORGANIZE THE NRC REVIEW PROCESS TASK STATUS
- a. Establish the Restart Panel [ NAP] Complete
- b. Assess available information (i.e. inspection results. Complete licensee self-assessments, industry reviews) [ NAP]
- c. Conduct Regional Administrator Briefing [ Region Il Complete
- d. Conduct NRR Executive Team Briefing [NRR] Complete
- e. Develop the Restart Action Plan [ NAP] Complete
- f. Regional Administrator approves Restart Action Plan Complete
[ Region Il
- g. NRR Associate Director approves Restart Action Plan [NRR] Complete Implement Restart Action Plan [ NAP] Complete h.
- i. Modify CAL as necessary [ Region I] N/A _,
Detailed Status III.a Revised NAP Charter dated 5/13/93 III,b NRC inspection reports, Special Inspection Team report, industry reports and licensee self-assessment reports assessed to define problem III.c SMM screening meeting on 4/15/93 III.d SMM screening meeting on 4/I5/93 ,,
III.e Issued on 7/20/93 III.f Approved on 7/20/93 III.g Approved on 7/19/93 III.h Restart Action Plan issued 7/20/93
c .-
RESTART PROCESS CHECKLIST Revision: 3 Date: 12/94 IV. REVIEW IMPLEMENTATION y IV.1 Root Causes and Corrective Actions TASK STATUS
- a. Evaluate Special Team Inspection findings [ NAP) Complete
- b. Licensee performs root cause analysis and develops Complete corrective action plan for root causes (RCIP superseded the PIP) [ NAP)
- c. NRC evaluates licensee's root cause determination and Complete corrective action plan [ NAP]
Detailed Status IV.I a The Special Team Inspection exit meeting was held on 6/1/93 Special Team Inspection Report issued on 7/21/93 Findings incorporated in Restart Action Plan (7/93)
IV.l.b Performance Improvement Plan (PIP) submitted 1/12/93 PIP management meeting 4/6/93 (Region I) - Summary dated 4/27/93 PIP / Restart Issues management meeting 4/20/93 (IP3) - Summary dated 5/3/93 Licensee restart commitment letter dated 3/26/93 Restart Issues Meeting (f,/18/93)
PIP Management Meeting (12/17/93)
Work Control and Restart Management Meeting (1/24/94)
Management meeting on S/26/94 to discuss the replacement plan for the PIP - the Restart and Continuous Improvement Plan (RCIP)
RCIP formally submitted on 5/27/94 IV.1.c NRCissuedQuestionsandCommentsregardingtheiflPon4/12/93. NYPA
.esponse received 6/11/93 Restart Issues Meeting (8/18/93)
NAP Meeting 93-13 Minutes dated 11/23/93 PIP Management Meeting (12/17/93)
PIP Management Meeting letter dated 12/23/93 Work Control and Restart Management Meeting (1/24/94)
NRC accepted RCIP on 8/8/94 (No response requested)
RESTART PROCESS CHECKLIST ,
Revision: 5 Date: 6/95 IV.2 Determine Restart Issues and Resolution TASK STATUS Review / evaluate licensee generated restart issues [ NAP] Complete a.
Independent NRC identification of restart issues [ HAP] Complete b.
NRC/ licensee agreement on restart issues [ NAP] Complete c.
Evaluate licensee's restart issues implementation process Complete l d.
[ NAP]
Evaluate licensee's implementation verification process Complete l e.
[ NAP]
Schedule inspections for closure of restart issues [ NAP] Complete f.
Evaluate the Readiness Assessment Team Inspection (RATI) Complete l g.
findings [ NAP]
Detailed Status IV.2.a NAP Action Item 93-05-02 (NAP Meeting 93-06 Minutes dated 4/19/93)
IV.2.b NAP Action Item 93-05-02 (NAP Meeting 93-06 Minutes dated 4/19/93)
NAP Action Item 93-07-02 Special Team Inspection (4/26/93 to 5/28/93)
Restart Action Plan issued on 7/20/93 Restart Action Plan Revision 2 issued on 5/12/94 Restart Action Plan Revision 3 contained last addition to restart items: may be reopened if NAP identifies additional restart issues Restart Action Plan Revision 4 added one new restart issue 5
IV.2.c NAP Action Item 93-07-03 Restart Issues Meeting (8/18/93)
Restart Action Plan Revision 3 Restart Action Plan Revision 4 IV.2.d NRC acceptance of RCIP (S/0/94)
RATI report 50-286/95-80 dated 5/25/95 IV.2.e Management meeting on 11/17/94 to discuss RCIP progress to date NYPA SERT assessment from 12/5/94 to 12/16/94 NYPA System Certification Program letter dated 2/23/95 l
RATI Report 50-286/95-80 dated 5/25/95 IV.2.f NAP minutes 94-10 Inspections continue as required to resolve remaining issues l NAP minutes 95-08 l IV.2.g NAP Minutes 95-07
RESTART PROCESS CHECKLIST Revision: 5 Date: 6/95 ,
IV.3 Qhtain Comments TASK STATUS
'a. Conduct public meetings [ NAP] Complete l
l b. Obtain comments from State and Local Officials [ Region I] Complete
- c. Obtain comments from applicable Federal agencies [NRR] Complete l
Detailed Status IV.3.a PIP public management meeting 4/6/93 PIP / Restart Issue public management meeting 4/20/93 Special Team Inspection public exit meeting 6/1/93 Restart Issues public, meeting (8/18/93)
PIP public management meeting (12/17/93)
Work Control and Restart public management meeting (1/24/94)
RCIP public management meeting (5/26/94)
Control Room HVAC public management meeting (8/3/94)
MOV public manage:nent meeting (8/18/94)
NRC public meeting at Cortlandt Town Hall on 11/17/94 RATI public entrance meeting on 4/3/95 Public question and answer meeting at Hill Training Ctr. on 4/3/95
' RATI public exit meeting on 4/27/95 ,
Public question and answer meeting at Peekskill Library on 4/27/95 IV.3.b Correspondence and meetings with officials through Project Manager via OCA (ongoing)
NRC public meeting at Certlandt Town Hall on 11/17/94
-Branch Chief meeting with Buchanan Mayor on 12/15/94 Branch Chief meeting with Assemblywoman Galef on 1/26/95 Branch Chief meeting with Governor Pataki's staff, on 2/28/95 IV.3.c NRC/ FEMA steering connittee meeting (6/13/94)
NRC/ FEMA telecon (5/31/94)
FEMA Final 1992 Exercise Report issued on 6/13/94 NRC/ FEMA telecon (9/1/94)
NRC/ FEMA telecon (1/10/95)
NRC/ FEMA telecon (2/27/95)
NRC/ FEMA telecon (3/31/95)
NRC/ FEMA telecon (5/10/95)
\
RESTART PROCESS CHECKLIST -
Revision:__5_
Date: 6/95 IV.4 Closeout Actions TASK STATUS
- a. Evaluate licensee's restart readiness self-assessment Complete j l
[ NAP) l b. Conduct NRC Readiness Assessment Team Inspection (RATI) Complete
[ Region I]
l c. NRC evaluate ap11(cable items from the Restart Readiness Complete Assessment ;jac(list [ NAP]
- d. Comments from other parties considered [ NAP] Continuing l
- e. Verify all restart issues closed [ NAP] Complete l l l f. Detsrmine that all conditions of the CAL are satisfied N/A
[ NAP]
- g. Issue Augmented Restart Coverage Inspection Plan Complete l
[ Region I)
Detailed Status l IV.4.a RATI public entrance meeting on 4/3/95 l IV.4.b RATI conducted 4/3/95 - 4/21/95 l IV.4.c NAP minutes 95-08 IV.4.d See Restart Process Checklist Section IV.3, Obtain Comaents
- Comments through 5/1C/95 (NAP minutes 95-08) considered 4
l IV.4.a NAP minutes 95-08 IV.4.f Duplicated; see Restart Issues Checklist Section I, Confirmatory Action Letter Restart Issues l IV.4.g Issued 5/31/95 i
l 1
l
l RESTART PROCESS CHECKLIST Revision:__1_
Date: 6/95 V. RESTART AUTHORIZATION TASK STATUS
- a. Prepare restart authorization document and basis for Continuing l
restart [ NAP]
- b. -NRC Restart Panel recommends restart [ NAP] Continuing l
l c. No restart objections from other applicable HQ offices Complete
[NRR]
l d. No restart objections from applicable Federal agencies Complete
[NRR]
- e. Regional Administrator concurs in Restart Authorization Open
[ Region Il
- f. Director NRR concurs in-Restart Authorization [NRR] Open
- g. Conduct ACRS briefing / notification [NRR] Complete l
l h. Conduct Commission briefing / notification [NRR] N/A
- 1. EDO concurs in Restart Authorization [NRR] Open
- j. Commission notified of Restart Authorization [NRR] Open-l
- k. CAL closecut to allow restart [ Region 11 Open
- 1. Regional Administrator authorizes restart [ Region I] Open Detailed Status l v.a Document in concurrence l V.b NAP minutes 95-08 V.c No objections from Region I personnel via 1/95 E-mail No objections from Headquarters personnel via 1/95 E-mail See Restart Process Checklist Section IV.3, Obtain Comments l V.d V.g ACRS-briefing will occur several months after restart (per discussion with ACRS staff on 2/22/95)
RESTART PROCESS CHECKLIST .
Revision: 0 Date: 7/93 VI. RESTART AUTHORIZATION NOTIFICATION TASK STATUS Open
- a. Comission [NRR]
Open
- b. EDO [NRR]
Congressional Affairs [NRR] Open c.
Applicable Federal agencies [NRR] Open d.
Public Affairs [ Region I] Open e.
State and Local Officials [ Region I] Open f.
Detailed Status
RESTART ISSUES CHECKLIST NAP Action Item 93-05-02 required the NAP Restart Issues Subcommittee to review the list of startup concerns, which had been originally developed by the Indian Point 3 resident inspector staff, and develop a proposed Indian Point 3 Restart Issues List using newly-established restart issues criteria.
The crit'eria used to develop the restart issues list are as follows:
(1) Resolution of the issue is required to ensure safe operation of the facility.
(2) Resolution of the issue is required to comply with technical specifications. .
(3) Resolution of the issue is required to comply with other regulatory requirements (i.e. 10 CFR, ASME, etc.)
(4) Resolution of the issue is required to meet the design / licensing basis.
(5) Resolution of the issue is required to ensure effective management oversight.
(6) Resolution of the issue is required to ensure an effective corrective action process.
The following checklist contains the Indian Point 3 Restart Issues. The restart issues checklist is divided into four sections: (1) Confirmatory Action Letter Issues; (2) Technical Issues; (3) Programmatic Issues; and (4)
Hanagement Oversight Issues. Each section has four columns. The first column lists the specific restart issue. The column entitled " Resp. Org." indicates the NRC organization responsible to close the issue, as appropriate. The
" Reference" column indicates the inspection report or other docketed reference that will document NRC review and inspection of the issue. The "Date Closed" column lists the date on which the NAP considered the issue closed and indicates the NAP meeting number, as applicable.
All of the restart issues other than the Confirmatury Action Letter issues involve correcting, at a minimum, the presently known deficiencies associated with that system or program. Prior to restart, NYPA will resolve or present a plan for the resolution of each restart issue. In order to fully resolve each restart issue NYPA must address the deficiencies in that system or program and present the basis for concluding that sufficient improvements have been made to justify safe operation of the facility.
RESTART ISSUES CHECKLIST Revision: 5 Date: 6/95 I. CONFIRMATORY ACTION LETTER RESTART ISSUES Reference Date RESTART ISSUE Resp.
Org. Closed l
(Licensee) 1-. Participate in a management meeting with NAP 50-286/93-22 8/18/93 i the NRC staff, open for public observation, to discuss an initial list of mutually agreed upon restart issues.
- 2. Once NYPA has determined that sufficient NAP SERT 1/6/95 progress has been made with corrective Assessment actions, complete a startup readiness 12/5-16/94 evaluation, including an assessment of whether the plant and plant support organizations have the necessary knowledge, skills, and abilities to prevent, or detect and correct future problems in a timely manner.
- 3. Provide the Regional Administrator with the NAP SURE Letter, 3/16/95 results of the NYPA assessment and progress Cahill to toward readiness for restart of the NRC dated facility, including those items that remain 3/16/95 to be completed prior to plant startup.
- 4. Participate in a management meeting with NAP RATI Public 4/3/95 '
the NRC- staff, open for public observation, Entrance to present the results of the Indian Point Meeting on 3 startup readiness evaluation. 4/3/95
)
- 5. When NYPA is ready in all bespects for NAP restart of the facility, they are to provide a letter to the Regional Administrator certifying that fact. .
- 6. : Obtain the agreement of the Regional NAP Administrator prior to restart of Indian Point 3.
i i
, -: RESTART ISSUES CHECKLIST Revision: 5 Date: 6/95 II. TECHNICAL RESTART ISSUES RESTART ISSUE Resp. Date '
(Licensee) Org. Reference Closed
- 1. . Ensure the AMSAC system meets the DRS 50-286/94-04 NAP 95-06 requirements of the ATWS Rule and is 50-286/94-29 4/26/95 reliable. '
- 2. Resolve emergency diesel generator DRS 50-286/94-13 NAP 94-08 deficiencies. 10/18/94
- 3. Resolve fire protection and Appendix R DRS 50-286/95-81 NAP 95-08 deficiencies. 6/1/95
- 4. Resolve cable separation deficiencies. DRS 50-286/94-29 NAP 95-06 4/26/95
- 5. Resolve the reactor missile block DRS 50-286/94-24 NAP 94-10 bolt / fastener deficiencies. 11/10/94
- 6. Resolve orifice plate orientation DRS 50-286/94-21 NAP 94-13 deficiencies. 50-286/94-26 1/9/95
- 7. Resolve-fuse control deficiencies. DRS 286/94-29 NAP 95-06 4/26/95
- 8. Ensure the weld channel and containment NRR 50-286/94-27 NAP 95-02 penetration system nitrogen backup 2/17/95 supply satisfies-the design basis.
- 9. Resolve the backup service water DRS 50-286/94-29 NAP 95-06 biofouling-issue. 4/26/95
- 10. Resolve the valve handwheel issue so NRR 50-286/94-26 NAP 94-13 that, at a icinimum, the E0Ps and AOPs - , 1/9/95 can be adequately implemented.
- 11. Implement the applicable requested . DRP 50-286/94-31 NAP 95-08 actions of NRC Bulletin 93-02 (Debris 50-286/95-04 6/1/95-Plugging of ECCS Strainers).
- 12. Ensure the control room ventilation DRS' 50-286/95-03 NAP 95-08 system (air conditioning) satisfies the 6/1/95 design basis.
- 13. Resolve the PORV issue. DRS 50-286/94-09 NAP 95-00 50-286/94-29 6/1/95-50-286/95-03 14.. Resolve the instrument bus voltage DRS 50-286/94-29 NAP 95-06 fluctuation issue. 4/26/95
, RESTART ISSUES CNECKLIST .
Revision: 5 Date: 6/95 II. TECHNICAL RESTART ISSUES
- continued -
RESTART ISSUE Resp. Date (Licensee) Org. Reference Closed Resolve the main turbine potential DRP 50-286/94-31 NAP 95-05 15.
overspeed issue. 3/31/95 Resolve instrument air deficiencies. DRS 50-286/94-29 NAP 95-08 16.
50-286/95-03 6/1/95 ,
Resolve fan cooler unit damper DRP 50-286/94-31 NAP 95-05 17.
deficiencies. 3/31/95 Resolve AFWS deficiencies. DRS 50-286/94-29 NAP 95-06 18.
4/26/95 Resolve overdue and outstanding EDSFI DRS 50-286/94-25 NAP 95-08 19.
issues. 50-286/94-29 6/1/95 50-286/95-81 Resolve submerged cable issue. DRS 50-286/94-29 NAP 95-06 20.
4/26/95 Resolve instrument loop calibration NRR 50-286/94-27 NAP 95-02 21.
issue (containment sump, CST alarm, 2/17/95 RWST).
Resolve BAHT deficiencies; placement of NRR 50-286/94-31 NAP 95-05 22.
BAHT controllers, recorders, panels into 3/31/95 surveillance program.
NRR 50-286/94-31 NAP 95-05
- 23. Recolve service water heat trace deficiencies. 3/31/95 Rosolve core exit thermocouple DRS 50-286/94-26 NAP 94-13 24.
requirements. 1/9/95 _
Resolve post-acciant sampling system DRP 50-286/94-26 NAP 94-13 25.
deficiencies / missing commitments. 1/9/95 Resolve control rod system issues NRR 50-236/94-31 NAP 95-05 26.
(GL 93-04). 3/31/95 Resolve minimum temperature for DRS 50-286/94-26 NAP 94-13 27.
c*iticality issue. 1/9/95 Completion of vendor recommendations for DRS 50-286/94-29 NAP 95-06 28.
main steam non-return check valves. 4/26/95 DRS 50-286/94-29 NAP 95-06
- 29. Resolve CCR A/C service water valve weights. 4/26/95
RESTART ISSUES CHECKLIST tevision:__1_
Date: 6/95 II. TECHNICAL RESTART ISSUES
- continued -
RESTART ISSUE Resp. Reference Date (Licensee) .
Org. Closed
- 30. Resolve gas stripper removal. DRSS 50-286/94-30 NAP 94-14 1/28/95
- 31. Inspection and repair to extraction DRS 50-286/94-29 NAP 95-06 steam piping. 4/20/95 ,.
- 32. Resolve MOV issues: weak link analysis, DRS 50-286/95-01 NAP 95-08 anti-rotation keys. 50-286/95-04 6/1/95
- 33. Resolve radiation monitor deficiencies. DRS 50-286/94-29 NAP 95-06 4/26/95
- 34. Resolve control building exhaust fan DRS 50-286/95-03 NAP 95-08 inadequate design. 6/1/95
- 35. Resolve construction strainer issue. DRP 50-286/94-27 NAP 95-02 2/17/95
- 36. Resolve instrument air DRS 50-286/95-03 NAP 95-08 overpressurization of S0Vs. 6/1/95
- 37. Resolve inadequate support of fire main DRS 50-266/94-29 NAP 95-08 in 480V switchgear room. 6/1/95 ,
- 38. Resolve welding issues (Code compliance DRS 50-286/94-32 NAP 95-08 and NDE records). 50-286/95-02 6/1/95
- 39. Resolve electrical cable duct bank DRS 50-286/94-23 NAP 95-06 issues. 4/27/95
RESTART ISSUES CHECKLIST .
Revision: 5 Date: 6/95 III. PROGRAMMATIC RESTART ISSUES ,
RESTART ISSUE Resp. Reference Date (Licensee) Org. Closed
- 1. Resolve plant-wide corrective action DRP 50-2P6/94-31 NAP 95-05 tracking and implementation process 3/31/95 deficiencies.
- 2. Resolve plant-wide commitment tracking DRP 50-286/94-27 NAP 95-02 and implementation process deficiencies. 2/17/95
- 3. Resolve surveillance test program DRP 50-286/94-31 NAP 95-05 deficiencies. Certify that all 3/31/95 surveillance tests are current and the results of each test properly demonstrate equipment operability.
- 4. Resolve maintenance / engineering retest DRS 50-286/94-08 NAP 94-04 program deficiencies. 50-286/94-18 8/31/94
- 5. Resolve calibration deficiencies for DRS 50-286/94-08 NAP 94-04 instruments used to conduct surveillance 50-286/94-18 8/31/94 testing.
- 6. Evaluate the need for a plant-wide DRP 50-286/04-31 NAP 95-05 procedure upgrade program. Identify and 3/31/95 upgrade critical procedures needed to support restart and safe operations.
- 7. Resolve deficiencies associated with the NRR 50-286/94-27 NAP 95-02 temporary procedure change (TPC) process 2/17/95 and the biennial review process.
- 8. Review preventative maintenance (PM) DRS' 50-386/94-31 NAP 95-05 accomplished to ensure vendor 3/31/95 recommendations have been included and develop a process to ensure, vendor recommendations are reflected in PM procedures as appropriate
- 9. Enhance the reasonable assurance of DRP 50-286/94-26 NAP 94-13 safety (RAS) and justification for 1/9/95 continued operation (JCO) processes.
- 10. Resolve work control and operations RATI 50-286/95-80 NAP 95-08 clearance weaknesses for startup. 6/1/95
- 11. Resolve recurring maintenance DRP/ 50-286/94-27 NAP 95-08 inadequacies (parts, procedures). RATI 50-286/95-80 6/1/95
RESTART ISSUES CHECKLIST Revision: 5 Date: 6/95 III. PROGRAMMATIC RESTART ISSUES
- continued -
RESTART ISSUE Resp. Reference Date (Licensee) Org. Closed
- 12. Review Category I (safety-related)_ DRS 50-286/94-28 NAP 94-13 equipment procurement process. 1/9/95
- 13. Resolve modification acceptance test DRP 50-286/94-31 NAP 95-08 issues. 50-286/95-04 6/1/95
i 4
i
' RESTART ISSUES CHECKLIST . .
L l Revision: 5 i Date: 6/95 IV. MANAGEMENT OVERSIGHT RESTART ISSUES f
-RESTART ISSUE Resp. Reference Date Org. Closed (Licensee)-
Develop a reasonable assurance that all DRP 50-286/94-26 NAP 94-13
- 1. -
NRC commitments have been met or are on 1/9/95 a schedule for_ closure by reviewing an ,
appropriately sized sample of commitments.
Resolve startup control and mode change DRP 50-286/94-26 NAP 94-13
- 2. 1/9/95 deficiencies.
Resolve vendor / contractor oversight and DRS 50-286/94-08 NAP 94-04
- 3. 50-286/94-18 8/31/94 control deficiencies.
Ensure management's expectations with RATI 50-285/95-80 NAP 95-08 4.
regard to procedure adhorence and 6/1/95 attention to detail are clearly understood.
Provide operability determination DRP 50-286/94-31 NAP 95-05 5.
guidance and training _ to all applicable 3/31/95 station personnel.
RATI 50-286/95-80 NAP 95-08
- 6. . Reestablish the QA organization as an 6/1/95 effective oversight group.
Review all backlogs to assess the safety RATI 50-286/95-80 NAP 95-08
- 7. 6/1/95 impact of the items contained in these ,
backlogs, Backlogs include tha e rk reque::t, RES, CAR, REC; PORC open item, RIND, and RIP lists. ~
Assess NYPA staff attitude with respect NAP / 50-286/95-80 NAP 95-06
- 8. 6/1/95 to performance improvement. RATI
l RESTART READINESS ASSESSMENT CHECKLIST ~
- Revision: 5 Date: 6/95 I. ASSESSMENT OF RODT CAUSE IDENTIFICATION AND CORRECTION l AREA FOR ASSESSMENT RESPONSIBLE STATUS ORGANIZATION
- 1. ROOT CAUSE ASSESSMENT NAP Closed l
Anolicable Items
- Conditions requiring the shutdown are clearly understood
- Root causes of the conditions requiring the shutdown are clearly understood
- Root causes of other significant problems are clearly understood
- Evaluate adequacy of the root cause analysis program
- 2. CORRECTIVE ACTIONS NAP Closed l
Apolicable Items
- Evaluate adequacy of the comprehensive corrective action plan
- Evaluate adequacy of the corrective action programs for specific root causes
- Assess control of corrective action item tracking
- Effective corrective actions for the conditions requiring the shutdown have been implemented
- Effective corrective actions for other significant problems have been
- implemented
- Adequacy of the corrective sction verification process j 3. SELF-ASSESSMENT CAPABILITY NAP Closed Acolicable Items
- Adequacy of licensee's: startup self-assessment '
- Effectiveness of Quality Assurance Program .
- Adequacy of Industry Experience Review Program
- - Adequacy of licensee's Independent Review Groups
- Adequacy of deficiency reporting system
- Staff willingness to raise concerns
. - Adequacy of Commitment Tracking Program Utilization of external audits (i.e. INPO)
- Quality and timeliness of 10 CFR 50.72 and 50.73 Reports 4
9 RESTART READINESS ASSESSMENT CHECKLIST -
Revision: 5 Date: 6/95 II. ASSESSMENT OF LICENSEE MANAGEMENT AREA FOR ASSESSMENT RESPONSIBLE STATUS ORGANIZATION
- 1. MANAGEMENT OVERSIGHT AND EFFECTIVENESS NAP Closed l
Acolicable Items
- Management commitment to achieving improved performance
- Performance goals / expectations developed for the staff
- Goals /cxpectations communicated to the-staff
- Resources available to management to achieve goals
- Management's commitment to procedure adherence
- Mariagement involvement' in se,1f-assessment and independent self-assessment capability
- Effectiveness of management review committees
- Management in-plant time
- Managemont's awareness of day-to-day operational concerns
- Ability to identify and prioritize significant issues
- Ability to coordinate resolution of significant issues
- Ability to implement effective corrective actions
- 2. MANAGEMENT ORGANIZATION AND SUPPORT NAP Closed l
Acolicable Items
- Structure of the organization
- Ability to adequately staff the organization
- Effect of any management reorganization
- Establishment of proper work environment
- Ability to resolve employee concerns
- Ability to provide engineering support
- Adequacy of plant administrative procedures ,
l
- Amount of contractor usage (N/A)
- Adequacy of contractor oversight
- Information exchange with other utilities l
- Participation in industry groups (N/A)
N/A Determined by NAP to be not applicable for Indian Point 3 restart
RESTART READINESS ASSESSMENT CHECKLIST Revision: 5 Date: 6/95 III. ASSESSMENT OF PLANT AND CORPORATE STAFF AREA FOR ASSESSMENT RESPONSIBLE STATUS ORGANIZATION ,
j 1. ASSESSMENT OF STAFF NAP Closed Aeolicable Items
- Staff commitment to achieving improved performance
- Staff's safety consciousness
- Understanding of management's expectations / goals
- Understanding of plant issues and corrective actions
- Effect on the staff of any reorganization l
- Resources available Qualifications and training to the staff of the staf(N/A) f Staff's work environment Level of cttention to detail Adeauacy of staffing l
- Off-hour plant staffing (N/A)
- Staff overtime usage
- Amount of contractor usage (N/A)
- Staff / contractor relationship (N/A)
- Procedure usage / adherence l 2. ASSESSMENT OF CORPORATE SUPPORT NAP Closed Anlicable Items
- Relationship betwecn corporate and the plant staff
- Adequacy of the request for corporate services process Corporate understanding of plant issues
- Corporate staff in plant time
- Effectiveness of the cor,, orate / plant interface meethgs
- Adeqt::cy of corporate representation at plant activities
- Adequacy of corporate engineering support
, - Adequacy of corporate design changes
- Adequacy of licensing support N/A - Determined by NAP to be not applicable for Indian Point 3 res. art
RESTART READINESS ASSESSMENT CHECKLIST Revision: 5 Date: 6/95_
III. ASSESSMENT OF PLANT AND CORPORATE STAFF
- continued -
-AREA FOR ASSESSMENT RESPONSIBLE STATUS ORGANIZATION
- 3. OPERATOR ISSUES NAP Closed l
Aeolicable Items
- Licensed operator staffing meets requirements and licensee goals
- Level of formality in the control room
- Adequacy of requalification training
- Adequacy of equipment operability determination training
- Adequacy of SR0 command and control
- Control room / plant operator awareness of equipment status
- Adequacy of plant operating procedures
- Procedure usage / adherence
- Log keeping practices ___
RESTART READINESS ASSESSMENT CHECKLIST l-Revision:.L -
Date: 6/95 IV. ASSESSMENT OF PHYSICAL READINESS OF THE PLANT AREA FOR ASSESSMENT RESPONSIBLE STATUS t ORGANIZATION
- 1. ASSESSMENT OF PHYSICAL READINESS OF THE NAP Closed l
PLAT!T ,
Anolicable items Operability of technical specifications systems
- Operability of required secondary and support systems
- Results of pre-startup testing
- Adequacy of system lineups Adequacy of surveillance tests / test program
- S'3nificant hardware issues resolved
- Adequacy of the power ascension testing program
- Adequacy of plant maintenance program effectiveness
- Psintenance backlog managed and impact on operation assessed
- Auequacy of plant housekeeping and equipment storage
RESTART READINESS ASSESSMENT CHECKLIST Revision: 5 Date: 6/95 V. ASSESSMENT OF COMPLIANCE WITH REGULATORY REQUIREMENTS RESPONSIBLE STATUS AREA FOR ASSESSMENT ORGANIZATION NAP Closed l 1. ASSESSMENT OF COMPLIANCE WITli REGULATORY REQUIREMENTS 6policable Items
- Applicable license amendments have been issued
- Applicable exemptions have been granted
- Applicable reliefs have been granted
- Confirmatory Action Letter conditions have been satisfied
- Significant unforcement issues have been resolved l_ - Allegations have been appropriately addressed
l' RESTART READINESS ASSESSMENT CHECKLIST Rev i s t o;. . .';_
Date: 6/95 VI. COORDINATION WITH INTERESTED AGENCIES / PARTIES AREA FOR ASSESSMENT RESPONSIBLE STATUS l
ORGANIZATION I. COORDINATION WITH INTERESTED NAP Closed l
AGENCIES / PARTIES 6pplicable Items
- Federal Emergency Management Agency
- Appropriate State and Local Officials
- Appropriate Public Interest Groups Local News Media ,
t e
...-i.
'h ' jY~ .
! n NUCLEAR RESULATORY C2MMISSION
,- t 5 l REGION I 475 ALLENDALE ROAD
!l' l
g(, ,#a KING OF PRUS$1A. PENNSYLVANIA 19406-1415 l -..... -
May 23, 1997 Mr. Michael B. Sellman President Maine Yankee Atomic Power Company 329 Bath Road Brunswick, Maine 04011
SUBJECT:
NRC RESTART ACTION PLAN FOR MAINE YANKEE
Dear Mr. Sellman:
Enclosed is the NRd's Restart Action Plan (RAP) for Maine Yankee. _We consider this RAP to be a subset of the ongoing activities undertaken by the staff to ensure that Maine Yankee implements effective long term performance improvements. You should continue with the preplanned activities articulated in your Restart Readiness Plan (RRP) dated March 7; 1997 and Supplements. We have noted that your extent of condition review is not complete at this time. Your extent of condition review may identify ac'ditional issues that need to be resolved before restart of the unit. The ataff considers your efforts to understand the extent of condition at Maine Yankee to be an integral activity necesaary to provide assurance that the facility conforms with its design and licensing bases as well as complies with applicable regulatory requirements.
The RAP contains a llat of issues the NRC willinspect to assess the licensee's compliance -
with applicable regulatory requirements and conformance with the facility design and licensing bases, inspection of the items listed will provide the NRC with a base of information necessary to judge whether Maine Yankee has made sufficient progress to support return to operation. Emergent issues arising during the implementation of the plan may result in issues being added. In such cases, the NRC's Maine Yankee Assessment Panel (MYAP) will revise this plan as appropriate.
The NRC will meet with you in the near future to discuss this plan. At this meeting, we also plan to discuss your implementation of the Maine Yankee RRP submitted on March 7, 1997, as revised by letter dated May 15,1997. If you have any questions or comments on the RAP, please contact me (610) 337 5233.
Sincerely, b
C~rtis J. o gill, Ill, Chief Projects a h5 Division of eactor Projects
Enclosure:
NRC Restart Action Plan Docket No. 50-309 3f). WJOGu/%
&MiYI y f /I
/[ /th
l , .
Mr. Michael B. Seliman 2 *
\
cc w/ encl:
G. Leitch, Vice President, Operations B. Hinkley, Acting Vice President, EngineeringM. Meisner, Vi J. M. Block, Attorney at Law R. Blackmore, Plant ManagerP. L. Anderson, Project Manager (Yankee L. Diehl, Manager of Public and Governmental Affairs J. A. Ritsher, Attoraey (Ropes and Gray)
P. Dostle, State Nuclear Safety inspector P. Brann, Assistant Attorney General U. Vanacs, State Nuclear Safety Advisor C. Brinkman, Combustion Engineering, Inc.
W. D. Meinert, Nuclear Engineer First Selectmen of Wiscasset Maine State Planning Officer - Nuclear Safety Advisor State of Maine, SLO Designee State Planning Officer - Executive Department Friends of the Coast
o
. Mr. Michael B. Sellman 3 Distribution w/ encl:
i,'uclear Safety Information Center (NSIC)
PUBLIC NRC Resident inspector H. Miller, RA .
W. Axelson, DRA-D. Serenci, PAO C. Cowgill, DRP D. Boarde, DRP Distribution w/encI (VIA
- E MAIL):
W. Dean, OEDO
-J. Zwolinski, NRR D. Dorman, PM, NRR M. Callahan, OCA R. Correia, NRR F. Talbot, N!!R D. Screnci, PAO N. Shnehan, PAO
- Inspection Program Branch, NRR (IPAS)
DOCDESK i
9
$2 004 )
-- N UNITED STATES E .
NUCLEAR REGULATORY COMMISSION
~$ t REGloN 1 4 475 ALLENoALE ROAD m\e.,,* KING oF PRUSSIA, PENNSYLVANIA 19406-1416 May 23, 1997 MMORANDUM TO: Hubert J. Miller, Regional Administrator, RI Roy P. Zimmerman Associate Director for Projects Office of Nuclear Reactor Regulation FROM: Charles W. Hehl, Director Division of Reactor Projects, RI LM
~
John A.ofZwolinski, Division Deputy Reactor Projects 1/11Director b -
Office of Nuclear Reactor Regulation
SUBJECT:
MAINE YANKEE RESTART ACTION PLAN
. Attached is the Maine Yankee Restart Action Plan (RAP) for your review and approval in accordance with NRC inspection Manual Chapter 0350, " Staff Guidelines for Restart Approval." The plan is based on the MC 0350 process, however in accordance with MC 0350-05.01 some issues were determined to be not applicable to the restart of. Maine Yankee and were accordingly omitted. This action plan will be maintained and updated by the NRC's Maine Yankee Assessment Panel (MYAP). The MYAP intends to make minor revisions without seeking additional approval; however, if a significant revision is made to the plan, you will be notified and requested to approve the revision.
The RAP contains a list of issues that the NRC will inspect to assess ti.e licensee's .
compliance with applicable regulatory requirements and conformance with the facility design and licensing bases. Inspection of_the items listed will provide the NRC with a base of information necessary to judge whether Maine Yankee has made sufficient progress to support return to operation. Emergent issues arising during the implementation of the plan may result in issues being added, in such cases the NRC's Maine Yankee Assessment Panel (MYAP) will revise this plan as appropriate.
- The MYAP, in its capacity as the Maine Yankee Restart Panel, is responsible for the implementation of the approved Maine Yankee Restart Action Plan. The implementation of this plan will be closely soc rdinated with the State of Maine. You will be updated
. periodically on the status of restart readiness.
Approved by: kf W Hubert J. Miller Roy p. Zi rmarf '
Docket No. 50 309
Attachment:
Maine Yankee Restart Action Plan V, ~IOTX1%
~- th s/P P
t .
4 MAINE YANKEE RESTART ACTION PLAN On January 3,1996 the NRC issued a Confirmatory Order limiting power operation at Maine Yankee. This Order was a result of concerns regarding the use of RELAPSYA for small-break loss-of coolant accident analyses by Maine Yankee Atomic Power Company (MYAPC) and the Yankee Atomic Electric Company. In October 1996, an Independent Safety Assessment (ISA) Team reported on identified Jeficiencies in a number of Maine Yankeo activities. On December 5,1996, tha licensee shut down the plant from 90 percent power to address inadequate cable separation issues and control logic testing concerns that wert identified by the licensee. On December 18,1996 the NRC staff issued a confirmatory action letter (CAL) confirming Maine Yankee's commitment not to restart the plant until the issues had been resolved. On January 30,1997, the NRC staff issued a supplement to the CAL to confirm licensee commitments to ensure that the offsite power system met design and licensing basis and to evaluate the extent of design related and configuration control problems.
During the January 1997 NRC Senior Management Meeting, the Maine Yankee plant was discussed and determined to be a Category 2 Plant having weaknesses that warrant increased NPC attention (NRC letter of January 27,1997). During February 1997, MYAPC notified the NRC that they were entering the Fall refueling outage seven months early to replace defective fuel. In February 1997, the NRC staff invoked inspection Manual Chapter 0350 (MC 0350), "St6ff Guidelines for Restart Approval," to guide the staff in assessing Mains Yankee readiness to restart and the effectiveness of long term performance improvement initiatives. Pursuant to MC 0350, in April 1997, the staff established the Maine Yankee Assessment Panel (MYAP). The principal purpose of the MYAP is to assist Region I and NRR in the coordination of NRC resources in the performance monitoring and assessment of the Maine Yankee Atomic Power Station. The MYAP's activities include review of those actions necessary to assure safe restart of the unit.
On March 7,1997, MYAPC issued their Restart Readiness Finn (PSP). The RRP presents activities that the licensee believes must be completed before restart of Maine Yankee. It also identifies short and long term actions beyond restart which wil address and resolve other outstanding issues associated with the plant. The purpose et this NRC Restart Action Plan (RAP) is to identify the NRC actions necessary to assess the adequacy of equipment and licensee performance improvements resulting from various licensee initiatives in support of plant restart. This action plan, once approved, will be maintained and updated by the MYAP. .
in developing this plan, the MYAF considered the licensee's RRP and its ongoing implementation and comments received from the public and the State of Maine during meetings on April 3,1997. The staff also took into consideration insights derived from past performance 6ssessment activities including the ISAT and other inspection activities.
The MYAP also considered licensee commitments, allegations, and open inspection backlog
( items.
This plan establishes expectations that must be met before plant restart. The general expectation is that identified problems with processes, programs and equipment will be addressed prior to restart. While every equipment problem in the plant will not be fixed
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before restart,it is expected that significant operator workarounds, design issues, and material deficiencies that challenge safety system functions will be resolved. This plan identilles specific issues that must be resolved to ensure compliance with applicable regulatory requirements and conformance with the facility design and licensing bases.
> Fundamental change is required at Maine Yankee to assure past problems do not recur.
Before startup, the staff expects the licensee to demonstrate that previous management N weaknesses and fir,ws in problem identification and corrective action processes have been effortively addressed.
The licensee's extent of condition review to ensure that identified performance deficiencies do not extend into other programs or processes in a manner that may impact the startup or safe operation is not comp lete at this time. This review may identify additional issues that will need to be resolved before restart of the unit.
The RAP contains a list of issues that the NRC willinspect to assess the licensee's compliance with appliceble regulatory requirements and conformance with the facility design and licensing bases, insoection of the items listed will provide the NRC with a base of information necessary to judge whether Maine Yankee has made sufficient progress to support return to operation. Emergent issues arising during the implementation of the plan may result in issues being added, in su':h cases, the NRC's Maine Yankee Assessment Panel (MYAP) will revise this plan as appropriate.
Resolution of each of the issues involves correcting, at a minimum, the presently known deficiencies associated with that system or program. MYAPC must also address the root causes of these deficiencies and present the basis for concluding that sufficient improvements have been made to provide assurance that the facility will be operated in compliance with applicable regulatory requirements and in conformance with the design and licensing bases. The staff willinspect the identified issues after the licensee has reported completion of the resolution of each issue. The staff's inspections willinvolve a risk informed sampling approach in the identified areas. The steff will focus its efforts on identified weaknesses to assess the adequacy of the licensee's corrective actions. The staff will also sample in other areas to assess the adequacy of the licensee's extent of condition reviews in the identification of other problems.
MYAPC shall provide an operational readiness verification that they hbve corrected the necessary equipment and performance issues sufficiently to support restart and power operation. After sufficient progress has been made on restart items and receipt of the MYAPC operational readiness verification, the staff will conduct a Readiness Assessment Team inspection (RATI). The RATI will conduct an integrated assessment of plant performance to independently confirm the adequacy of the licensee's corrective actions.
Throughout the process the staff will hold public meetings with the licensee to discuss the licensee's progress toward implementation of its RRP and resolution of specific issues to provide updates on the staff's progress in the implementation of the RAP and meetings with the public to receive public comments on the process and findings. The staff will also hold a public meeting after receipt of Maine Yankee's operational readiness verification and receive public comments on restart of the facility.
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!' 3 in deciding on the readiness of Maine Yankee for restart, the MYAP will consider the findings from the various restart inspections including the RATI and comments from the public and the State of Maine. The MYAP will also make a determination regarding whether all cc 'ditions of the CAL and the CAL Sepplement are satisfied.
While the staff has tailored this plan to the specific circumstances confronting Maine
\'ankts, the logic and flow of information generally follow the outline of MC 0350. MC 0350 elso provides guidance regarding administrative functions and selected internal activities. To the extent that this guidance applies to the Maine Yankee case,it will be addressed by the MYAP and documented in the MYAP meeting minutes.
I Restart issues Checklist (Source documents that discuss the identified issues are provided in parenthesis.)
- 1. Confirmatory Action Letter and Supplement
- a. Cable Separation
- b. Generic Letter 96 01: Logic Circuit Testing l 1'
- c. 115 kV Offsite Power
- d. Extent of Design Related and Configuration Control Problems
- a. Motor Operated Valves (MOV) (Appendix J)
- b. High Energy Line Break (HELB) (Appendix N)
- c. Environmental Qualification (Submergence) (Appendix H)
- d. Fire Barrier Penetration Seals (Appendix l}
e, inservice Testing (IST) (Appendix G)
- f. Other Surveillance Test issues (Appendix G)
- g. Quality Assurance Program (Appendix L)
- h. Corrective Action Program (Appendix F)).
- 3. NRC Inspection issues
- a. Open NRC Violations
- b. Other Inspection issues URl95 07 02 URl9512 02 URl96 06 03 URl96 08 01 URl96 08 02 URl9610 02 IFl9612 03 URl96 06 02 URl9612-04 URl9614-02 URl9616 04 URl9616-03 URl95 0102 URl9515 02 URl96 08 04 URl9616 07 URl96 08 05 URl9616 21
l Restart lasues Checklist (Source documents that discuss the identified issues are provided in parentheses.)
- 4. Steam Generator Condition (RRP, Appendix D)
- 5. Core Reload Analysis (RRP, Appendix E)
- 6. Plant Modifications
- a. Containment Spray Pump Not Positive Suction Head (NPSH) (ISAT Section 2.2.1.4)
- b. " Atmospheric Dump Valves (ADV) (ISAT Section 2.4.2)
- c. Component Cooling Water (CCW) (ISAT Section 2.2.2)
- d. Circulating Water Pump (LER 96 008)
- e. Auxiliary Feed Water System (ISAT Section 3.2.1.1(1))
. 7. Department Assessments (RRP, Attachment 8)
- a. Radiation Protection
- b. Maintenance
- 8. Progrum Assessments (RRP, Attachment 7)
- a. Maintenance Re!o
- b. Appendix J
- 9. System Assessments (RRP, Attachment 6)
The !!?C will review selected system assessments following licensee completion
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