ML20212R364

Forwards SER Input Resulting from Followup Maint Survey Conducted on 860324-27.More Comprehensive SER Will Be Forwarded

ML20212R364
Person / Time
Site:	Davis Besse
Issue date:	04/18/1986
From:	Persinko D Office of Nuclear Reactor Regulation
To:	De Agazio A Office of Nuclear Reactor Regulation
Shared Package
ML20210K127	List: ML20210K122 ML20210K129 ML20211E456 ML20212R342 ML20212R364
References
NUDOCS 8702020614
Download: ML20212R364 (4)

Text

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1. (g UNITED STATES

! g NUCLEAR REGULATORY COMMISSION g :j WASHINGTON, D. C. 20555

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• April 18, 1986 MEMORANDUM FOR: Aloert W. DeAgazio, Project Manager Project Directorate #6 Division of PWR Licensing-B FROM: Drew Persinko, Maintenance and Surveillance Engineer Maintenance and Training Branch Division of Human Factors Technology

SUBJECT:

SER INPUT ON DAVIS-BESSE MAINTENANCE PROGRAM Enclosed is the SER input resulting from the follow-up maintenance survey conducted at Davis-Besse on March 24-27, 1986. In addition to myself, members of the NRC team conducting the survey were as follows:

W. Guldemond, IE, RIII N. Choules, IE, RIII G. Dick, NRR R. Cooper, IE G. Barber, IE As agreed upon, this SER is largely an overview provided to meet your schedular needs. A more comprehensive SER will be forwarded to you in May.

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l Drew Persinko, Maintenance and l

Surveillance Engineer Maintenance and Training Branch Division of Human Factors Technology

Enclosure:

As stated

[ cc: W. Russell F. Miraglia J. Partlow J. Stolz P. McKee

,, W. Guldemond, RIII L. Wheeler C. McCracken G. Barber G. Dick l N. Choules, RIII R. Cooper e7020 PDR g k $ $46PDR P

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\ SER INPUT F0LLOW-UP MAINTENANCE SURVEY DAVIS-BESSE During the follow-up survey, the staff re-examined the areas of corporate commitment, spare parts / material readiness, supervision, preventive maintenance, maintenance backlog, maintenance procedures, communications, defined responsibilities and training. Also reviewed was the functioning of the planning and scheduling organization and the implementation of administrative procedures.

Considerable progress was made by the licensee in all areas except maintenance backlog since the last site visit. While some problem areas were noted, they were not considered to be major programmatic weaknesses and they did not appear to be affecting the functioning of the maintenance organization. Overall, the maintenance organization is considerably more established since the last visit and it appears to be functioning as designed. Particular strengths noted during the visit were in the areas of maintenance training and spare parts / material readiness.

The warehouse inventory has been completed and a computerized inventory tracking system as well as mechanical systems showing the status of parts is in place. The expediting / procurement process is obtaining the necessary parts to accommodate the field work. The staff noted that there does not appear to be a wealth of spare parts and that ultimately, the licensee must identify future inventory needs. Doing so would result in an orderly procurement and cause less reliance on expediting. Overall, good management techniques have been applied to the spare parts / material readiness area so that parts are now available to support field personnel.

The NRC team viewed the maintenance training facilities and spoke to maintenance trainers and to craft personnel who are receiving the training.

l The team did not, however, review the training program in the detail to which the staff currently reviews operations training. Construction of the maintenance training laboratories was in progress at the time of the last visit, whereas l

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currently, the labs have been completed and appear to be well equipped. The training shift concept and the training council concept have been implemented and training of maintenance personnel is ongoing. A point to note is that management implemented the training shift concept during this outage rather than after restart which the team believes exemplifies management's commitment to the maintenance training program. The NRC team conveyed the importance of considering comments provided by the training councils because even the perception that the comments are not being considered would diminish the support of the crafts to the program.

The NRC team investigated the area of outstanding Maintenance Work Orders (MWO). Although a considerable number of MW0s have been completed, the i number of outstanding MW0s still remains high (approximately 3000) because new ones have been generated. However, not all MW0s are related to plant operability or plant safety (e.g., MWO to replace lock on circuit breaker cabinet). Consequently, rather than review absolute numbers of MW0s, the NRC team focused on the licensee's ability to manage and control the MW0s. It is the team's opinion that the licensee is able to effectively manage the open MW0s. All MW0s have been prioritized and a determination made as to whether completion of the MWO is necessary for restart. Region III, however, will continue to monitor the area of outstanding MW0s to assure continued control and progress. The team also reviewed approximately 1000 MW0s not scheduled for completion prior to restart to ascertain the licensee's compliance with -

the stated bases for making this detennination. This was done by reviewing i the titles of the MW0s and questioning those that potentially did not meet l

the MWO restart criteria. The vast majority of MW0s reviewed did conform l with the licensee's restart criteria. The team did question some items; however, the licensee was able to justify their dispositions in almost all j

cases. For those cases where the qualitative argument presented by the licensee did not satisfy the team, the licensee agreed to reconsider those l

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f I MW0s in detail for restart. This review of MW0s leads the team to conclude that the licensee is consistently complying with the stated bases for determining MW0s needed for restart. The team suggested that outstanding MW0s be considered on a system basis rather than solely on an item-by-item basis. Part of the reason for doing so was because there appeared to be several balance-of-plant systems with many MW0s not scheduled for completion prior to restart, which, if not operational, could affect plant operation.

The licensee stated that a limited review of MW0s on a systems basis had been done but that a more thorough review of this nature would be conducted.

In conclusion, considerable progress has been made by the licensee in the area of plant maintenance. The new maintenance organization is functioning I as designed with no major identifiable weaknesses. The few problem areas noted by the team were not considered major programmatic weaknesses and they did not appear to negatively affect the functioning of the maintenance organization.

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