ML20212J923
| ML20212J923 | |
| Person / Time | |
|---|---|
| Site: | Fort Saint Vrain  |
| Issue date: | 01/23/1987 |
| From: | Gagliardo J NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION IV) |
| To: | Robert Williams PUBLIC SERVICE CO. OF COLORADO |
| References | |
| NUDOCS 8701280365 | |
| Download: ML20212J923 (25) | |
Text
JAN 2 31987 In Reply Refer To:
Docket: 50-267 Public Service Company of Colorado ATTN:
Robert 0. Williams, Jr.
Vice President, Nuclear Operations P. O. Box 840 Denver, Colorado 80201-0840 Gentlemen:
This reports the results of the meeting between members of the Public Ssrvice Company of Colorado.and the NRC staff held on January 12, 1987, in the Region IV offices.
The subject of the meeting was a licensee briefing on the status of ti.e licensee's Performance Enhancement Program (PEP). The licensee briefing is
-sussiarized in the slides used. Copies of these slides are enclosed as attachment 1.
Attendees are listed in attachment 2.
Sincerely, Orir!r.2 r'ms ey
\\
J.E.C.
n:o J. E. Gagliardo, Chief Reactor Projects Branch Attachments:
1.
Copies of Slides-2.
List of Attendees J. W. Gahm, Manager, Nuclear Production Division Fort St. Vrain Nuclear Station 16805 WCR 191 Platteville, Colorado 80651 P. Tomlinson, Manager, Quality Assurance Division (sameaddress)
Colorado Radiation Control Program Director Colorado Public Utilities Comission bec:
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PERFORMANCE ENHANCEMENT PROGRAM UPDATE Introduction (R. O. Williams)
PEP Projects (Brey)
Major PEP Achievements (Williams, Brey, Fuller)
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l Ongoing Efforts (Brey, Fuller) l Summary (Williams)
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NUCLEAR OPERATIONS 1987 GC>ALS AND OBJECTIVES The following objective statement will appear in the 1987 corporate operating plan:
Fort St. Vrain will achieve operational excellence resulting in improved performance ratings by the Nuclear Regulatory Commission (NRC) and In-stitute of Nuclear Power Operations (INPO); and beginning with plant operation in April, the plant will operate at a cost effective level through the remainder of 1987.
The achievement of this objective is based on four goals, one of which is:
Achieve an attitude of excellence that permeates the organization and heightens the commitment to quality, safety, plant operations and manage-ment effectiveness, and results in improved INPO and SALP ratings.
The achievement of the above is dependent upon the successfulimplementation of three programs, one of which is:
An organization-wide commitment to the Perfor-mance Enhancement Program (PEP) which has been ongoing since 1985 and is designed to enhance the level of excellence in the overall operation of Fort St.
Vrain.
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MISSION l
The PEP is the dynamic process utilized by PSC as the primary method of achieving excellence in the management of our nuclear program PERFORMANCE ENHANCEMENT PROGRAM PROJECTS
.I The PEP program was initiated in 1985 to address the following management areas:
1.
Organizational Effectiveness
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ll.
Planning And Scheduling Ill.
Plant Reliability And Maintenance IV.
Methods And Procedures V.
Training VI.
Plant Operations Vll.
Human Resources Development (addedin1986)
Vill.
Quality Enhancement Program (addedin 1986)
- 1. ORGANIZATION EFFECTIVENESS Staff increase 54% in past 28 months (from 302 to 466) 89 new PEP identified positions (mostly technical) of which 82 are filled New Leadership Selected to Enhance Organization and Maintenance Skills Vice President, Nuclear Operations Manager, Quality Assurance l
Assistant to the Vice President, Nuclear Operations Senior Planning Team Formed and is Meeting Weekly to:
Improve management process in ongoing identification and prioritization of key issues Provide dynamic planning guidance Monitor, evaluate and correct ongoing per-formance l
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. l. ORGANIZATION EFFECTIVENESS (continued)
Implemented Planning Process involv-ing all Management Resulting in Development and of Mutually Understood Missions, Goals, and Objec-tives Communications Enhanced by Improv-ed Staff Meetings, Plant inspections, and Increased Management Visibility and Attention Wilson Survey Used to Assess and Provide Direction to the Enhancement of Organizational Effectiveness l
. II. PLANNING AND SCHEDULING Direct Executive and Senior Management involvement in Planning and Performance Assessment Master Planning and Scheduling Func-tions in Place and Operational Detailed functional schedules controlling PEP, EQ, startup and other activities now sup-port master schedule Integrated standardized scheduling system (PREMIS) now operational Procedural controls developed to provide consistent planning and direction Project Management Concept Im-plemented to Enhance Organizational Effectiveness Design Control, Fire Protection, Engineer-ing and Licensing Task Teams Formed to Plan and Activate improvements a
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lil. PLANT RELIABILITY AND MAINTENANCE Instituted A Planning Group Which Has Reviewed and Prioritized Ali Outstanding SSRs Preventive Maintenance Program for Con-trol Rod Drive and Orificing Assemblies Developed and Approved Preventive Maintenance, Results and Post Maintenance Testing Procedure Rewrite 100 Percent Complete Resource expenditure for this program in-cludes more than 11 man years at 2.2 million dollars l
Implemented Procurement Programs l
Including:
l Inventory trending and assessment l
Shelflife control Purchase order priority tracking I
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. lli. PLANT RELIABILITY AND MAINTENANCE (continued)
- Implemented Computerized Standard Clearance System
- Completed Temporary Configuration Review Implemented a Root Cause Determina-tion and Trending Program for LERs Implemented a Deficiency Reporting System Conducted on independent. Review of All Standard Clearance Point Pro-cedures to Ensure the Clearances were Adequately Evaluated i
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.IV. METHODS AND PROCEDURES Made Extensive Revisions to RERP Pro-cedures, including Personnel Accoun-tability System and A.dministrative Proc-tices Enhanced Commitment Control Program Absolute tracking of active commitments Positive tracking of passive commitments Over 1400 Operational, Maintenance, Quality Assurance, and Administrative Procedures Revised including:
63 QA procedures l
Approximately 386 results procedures l
t Approximately 350 maintenance pro-cedures Approximately 43 NED procedures Approximately 16 NLF procedures l
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-lV. METHODS AND PROCEDURES (continued)
Integrated PSC's PEP, TRM, and QEP Pro-grams Organizational Commitment and Pro-cedure Enhancement Resulted in Reduction in Failure to Follow Procedure Violations 22 in 1964 18 in 1985 13 in 1986 l
V. TRAINING Training Programs Developed and INPO Accreditation Received on Three Operator Training Programs Training Programs Developed and Self Evaluation Report Submitted and Now Awaiting INPO Accreditation on Seven Remaining Non-operator Positions Resource expenditure for these programs has been more than 30 man years and five million dollars Assigned Four Additional Operators to i
l Obtain RO Licenses l
Support Personnel Training Programs Developed for All Four Divisions More than 1600 lesson plans have been prepared Extensive EQ Training Given to 95% of Plant and Support Personnel Training Records for the Four Divisions are included in a Common Data Base
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. VI.
PLANT OPERATIONS
- Implemented Formal Shift Turnover Program including Shift Job Briefing for Total Shift Compliment
- Initiated a " Crew" concept
- Redrafted All System Operating Procedures
- Walkdown of each procedure has been done by two operators (Senior and Junior)
- Resource expenditure for this program includes more than 9 man years and 2 million dollars l
- Housekeeping Improved Significantly l
- Implemented a Formal " Rounds" Program
- Implemented a Formal Control Room Ac-cess Program
- Most Recent sal.P and INPO Evaluation of Plant Operations Showed improvement in this Areo l
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. Vll.
HUMAN RESOURCES DEVELOPMENT
- Completed Problem Identification and Ac-tion Plan Development Phases of Total Responsibility Management Program (TRM)
- Direct Executive involvement with Each TRM Task Group to Enhance Effectiveness
- Extensive Use of Corporate and Qualified Outside Resources to Enhance Human Resource Development Efforts
- Initiated Personnel Retention Program
- Completed Comprehensive Management Assccsment
- Implemented Enhanced Nuclear Industry in-volvement Through INPO and Industry Group Participation t
- Positive INPO and NRC Comments Indicate Improved Employee Attitudes
. Vill.
QUALITY ENHANCEMENT PROGRAM
- Authorized Nine New Technical Positions Within QA, Six of Which Have Been Filled
- Implemented a
Program to Significantly Reduce the Number and Age of Open CARS Open CARS reduced from 166 to 88 in past four months Average age of open CARS reduced from 334 days to 228 days in past month
- Implemented on Enhanced Quality Assurance Monitoring Program
- Completed a Quality Attitude Survey and Designed Strategy to Address " Quality-Well Done" Program (QA Awareness)
- Organizational Changes Have Been Made to improve the Audit Function
ONGOING EFFORTS
- l. Organizational Effectiveness
- Complete development of performance in-dicator and tracking system Enhance and improve technical personnel effectiveness and improve interdivisional communication i
1 II. Planning and Scheduling
- Implement master planning and scheduling action plan Develop PSC/NRC use of integrated living schedule Establish plant outage manager function
- Development of a resource estimating process Ill. Plant Reliability and Maintenance Improve Management of Maintenance Backlog
- Complete implementation of PM program
- Significantly reduce corrective maintenance
- Implement maintenance tracking performance indicators
- Developing a motor operated valve program
- Upgrade surveillance procedures
- Developing an enhanced surveillance test scheduling program
ONGOING EFFORTS (continued)
IV. Methods and Procedures
- Continue to Refine and improve Existing Pro-grams Through Feedback and Management Direction Implement Recommendations Made by issue Specific Task Teams and Senior Planning Team V. Training Evaluate All Nuclear Training to improve Resource Effectiveness Complete implementation of Support Person-nel Training Programs VI.
Plant Operation.s
- Complete Plant Signage and Operator Aid i
Programs
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Complete SOP Enhancement l
Integration o' Material Availat
- y With l
Maintenance Streamline Procurement Docu.nent Review
- Implement the Upgraded Technical Spec-ifications Implement the Human Performance Eval-uation Process
ONGOING EFFORTS (continued)
Vll. Human Resources Development
- Implement Appropriate Individial Manage-ment improvement Programs Complete TRM Corrective Action Plans Vill. Quality Enhancement Program Developing Improved Auditing Functions
- Implement the "QualityWell Done" Program (QA Awareness)
Fill Remaining Open Personnel Requisitions
- Implement Additional Quality Enhance-ment Programs i
- Continued training
- Improve corrective action program Perform Ongoing Assessments of PEP Effec-tiveness
- Periodic monitoring
- Project achievement criteria
SUMMARY
- We are performing a strong self - assessment
- We are committed to effective implementation of PEP as a long term dynamic program
- We are committed to a policy of mutual respect and teamwork with the NRC
- We have set a goal to improve all weak SALP areas within the next rating period l
Our assessment is that PEP is showing positive results in key NRC and INPO performance indicators l
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- We are showing improvement in management skills as graphically depicted by the Wilson 4
survey 1
WILSON MANAGEMENT SURVEY Total Fort St. Vrain Management Percent 1985 100 a
90 1986 80
^
70 60 50 30 20 10 0
A B C 0 E F G H I J K L M N O P Q R S T U V W A - Clarification of Goals end J - Delegat ion GROUP MOTIVATION AND MORALE Objectives K - Recognizing and Reinforcing P - Work Involvement B - Upward Communications and Performance 0 - Co-Worker Competence Participation R - Team Atmosphere C - Orderly Work Planning S - Opportunity for Growth D - Expertise INTERPERSONAL RELATIONS T - Tension Level E - Work Facilitation L - Approachability U - Company Climate F - Feedback
- - Teambuilding V - General Morale C - Time Emphasis N - Interest in Subordinate Growth W - Commitment H - Control of Details 0 - Building Trust I - Goal Pressure
e Clark Wilson Survey of Management Percent 1985 100 g
90 1986 80 E
70 60 50 E
40 30 20 10 A
B C
D E
F G
H I
J K
Management Skills 1985 - 1986 LEGEND A
Clarification of Goals & Objectives B
Upward Communications & Participation C
Orderly Work Planning D
Expertise E
Work Facilitation F
Feedback G
Time Emphasis H
Control of Details i
1 Goal Pressure J
Delegation K
Recognizing & Reinforcing Performance
Clark Wilson Survey of Management Percent 1985 100 90 1986 80 70 60 50 40 --
30 h
il
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l 20 i
g 10
'l 0
L M
N O
Interpersonal Relatien 1985 - 1986 LEGEND Approachability L
Teambuilding M
Interest in Subordinate Growth N
Building Trust l
0 l
l l
l l
I
Clark Wilson Survey of Management Percent 1985 100 90 1986 80 E
70 t
60 50 40
'G-I' 1:1:1 111:
30 V
It I
l 20 j
k g
- f 10 i
O P
Q R
S T
U V
W Group Motivation and Morale 1985 - 1986 LEGEND P
Workinvolvement Q
Co -Worker Competence R
Team Atmosphere i
S Opportunity for Growth T
Tension Level U
Organization Climate V
General Morale W
Company Commitment
LIST OF ATTENDEES AT PEP BRIEFING Janua ry 12, 1987 Public Service Company of Colorado H. L. Brey, Manager, Licensing and Fuels C. H. Fuller, Station Manager D. Rodgers, PEP Manager R. O. Williams, Vice President, Nuclear NRR H. N. Berkow, Project Director K. Heitner, Program Manager Regionlj[
J. E. Gagliardo, Chief, Reactor Projects Branch R. E. Hall, Deputy Director, Division of Reactor Safety and Projects R. E. Ireland, Chief, Engineering Section J. P. Jaudon, Chief, Project Section A, Reactor Projects Branch 9
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