ML20214C428

Site Survey of Millstone Unit 1 Maint Program & Practices, Technical Ltr Rept

ML20214C428
Person / Time
Site:	Millstone
Issue date:	01/15/1986
From:	Battelle Memorial Institute, PACIFIC NORTHWEST NATION
To:	NRC
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ML20214A909	List: ML20214A906 ML20214C428
References
NUDOCS 8602210132
Download: ML20214C428 (24)

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TECHNICAL LETTER REPORT SITE SURVEY OF MILLSTONE UNIT ONE MAINTENANCE FROGRAM AND PRACTICES h

1 FIN 2984 F

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' B602210132 860213 1 .j PDR ADOCK 05000245: PM j

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t EXECUTIVE

SUMMARY

i As part of the U.S. . Nuclear Regulatory Commission's (NRC) Maintenance and Surveillance Progran's Survey and Evaluation cf Maintenance Effectiveness Project, a site survey was conducted at the Millstone Unit One Nuclear Power Pl ant. The purpose of. the visit was to collect descriptive data about the millstone unit one maintenance and surveillance program, and to evaluate the effectiveness of a data-gathering protocol in collecting that descriptive data.

The site survey was conducted the week of August.26,1985, with a team of three ,

NRC and two Pacific Northwest Laboratory (PNL) staff.

Protocol information was collected in five main areas: organization and administration; facilities and equipment; technical procedures; personnel; and work control. The protocol includes the detailed information, while this report ,

contains selected observations and summaries extracted from that protocol.

Based on on-site observations and data collected, it is the survey team's opinion that Millstone Unit One has an effective maintenance and surveillance program. The program as currently structured, has all the essential elenents of a systematic approach to maintenance, i.e., needs are determined, goals are set, programs are planned, developed, and implemented, and feedback is used to evaluate success. This program evolved over 14 years of plant operation through experiences with alternative approaches to maintenance. It was not developed in a formalized manner prior to start up.

Ncrtheast Utilities realizes the transfer of Unit One's maintenance experience i to Units Two and Three, through the use of an Interplant Maintenance Force (IMF) and a common maintenance management system termed The Production Maintenance Management System (iWS). Pl#4S appears to be an important- factor. in Unit One's maintenance management capability and will grow in importance as experience is gained with the system.

Major observations concerning the Millstone Unit One maintenance surveillance program are listed below.

, (1) Management Commitment--The record run during 1985 is an indication of a full team effort at Millstone with respect ti maintenance. Management appears committed to hiring quality personnel; to acting quickly in solving problems; and to ensuring that extensive supervisory involvement is present in every phase of each maintenance activity.

(2) Experienced Work Force--The overall plant staff turnover rate is very low; most openings are filled with experienced people from within the utility. The regular maintenance organization is supplemented during refueling outages by a utility-staffed Interplant Maintenance Force (IMF).

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1 (3) Extensive Preventive Maintenance (PM) and In-Service Inspection (ISI) Prograns--The ISI and PM programs are integrated and include extensive balance-of-plant PM. programs. For Example, data from equipment inspections are used to modify portions of the PM Program such as maintenance intervals.

(4) Computerized Production Maintenance Management System (PMMS)-The Unit One Pl#4S performs many functions related to work control such as trendings of the PM program and selected equipment data, generating Automatic Work Orders, providing equipment inventories, displaying required surveillances, and providing a graphic display of scheduled work.

(5) Extensive Informal Communications--There are 49 craft and exempt positions in the Maintenance Department and no union. Repeatedly, i the survey team observed that there were no artificial communication barriers to slow down the rapid resolution of technical and j . administrative problems.

There is one potential weakness in the Millstone UniS One maintenancs and surveillance program noted by the survey team:

Warehouse Canacity --The current warehouse space availability has occasionally caused spare parts logistics problems. This deficiency is being addressed by current utility plans to increase warehouse capacity 505 by April 1986 and an additional 90% by 1987-88.

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111 CONTENTS -

Executive Su-arv i Bodv of the Renort A. General Information 1 B. Survey Methodology 1 C. Descriptive Data 3 4

1. Organization and Administration 3

2. Facilities and Equipment 6

3. Technical Procedures 8

4. Pe rsonnel 10

5. Work Control 11 D. Conclusions 14 Accendiwgg Appendix A - Plant Staff Interviewed During Site Visit A.l' Appendix B - Entrance and Exit Meeting Attendance B.1 Appendix C - Tir.e Line C.1 Appendix 0 - Millstone Unit One Plant Data 0.1

E U.S. WCLEAR REGULATORY COW 4ISSION DIVISION OF HUMAN FACTORS TECHNOLOGY (DHFT)

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, MILLSTONE UNIT ONE NUCLEAR POWER PLANT i MSPP - SITE SURVEY REPORT l

, A. GENERAL INFORMATION Docket No.:- 50-245 License No. DPR-21 Licensee: Northeast Utilities Affiliation of: Connecticut Light and Power Company

. Western Massachuse,tts Electric Company P.O. Box 270 Hartford, Connecticut 06101 Survey Conducted: August 26 through August 30, 1985 Team Members: J. Jankovich, NRR, Team Leader

W. Scott, IE J. Johnson, Region I M. Morgenstern, PNL J. Boogel, PNL q Observer: J. Boccio, BNL B. SURVEY METHODOLOGY

! The NOC has undertaken a program to investigate, and, if necessary, instigate measures to improve maintenance in the U.S. nuclear power jndustry. A multi-year Maintenance and Surveillance Program Plan (MSPP) (SECY 85-129) has been prepared to document this program. The MSPP has two pu poses: (1) Provice direction for NRC efforts to ensure effective maintenance and surveillance and (2)- Propose alternate regulatory approaches with respect to maintenance and surveillance activities, if necessary. The MSPP identifies the technical and regulatory issues to be addressed and directs the integration and planning of NRC's. activities to accomplish these objectives.

l Phase I of this effort is entitled " Survey and Evaluation of

, "mintanance Effectiveness." A major objective of this project is to l catain information and assess the current practices of nuclear power plant i maintenance and surveillance programs in five broad categories:.

e organization.and administration o facilities and equipment e technical procedures e personnel o work control

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A formal protocol war used to collect descriptive data about the maintenance and surveillance program at Millstone Unit One. Observations by indiviouals interviewed during the site survey are noted as such; where differing opinions or descriptive facts and figures were given, efforts were made to confirm or verify the information through other sources.

Tha attached appendixes contain a list of Millstone Unit One staff who were interviewed, a list of the people who attended the entrance and exit meetings, a time line for the visit, and a brief summary of descriptive data concerning Millstone Unit One. The material has been cleared by Northeast Utilities with respect to 10 CFR 2.790 (Public Inspections, Exemptions, Requests for Withholding) .

C. DESCRIPTIVE DATA i.

1. Organization and Administration

a. General Description The maintenance organization (illustrated in Figure 1) is a separate department at Millstone Unit One and the maintenance supervisor reports directly to the Unit One superintendent. The Unit One maintenance organization is independent of Units Two and Three but shares warehouse space. The Maintenance Department includes mechanical and electrical maintenance but does not include instrument and control (I&C) work. I&C is a separate department on the same organizational level as the Maintenance Department and the I&C superintendent reports directly

to the Unit One supervisor.

Within the Maintenance Department there are two assistant supervisors for ,

l mechanical maintenance and two assistant supervisors for electrical- maintenance.

These four positions represent the first line supervision. Each assistant

. supervisor has 10 people reporting to him. In addition to the supervisor and the 4 assistant supervisors, there are 2 technicians,1 planner, 2 engineers,1 clerk, 7 electricians, and 31 mechanics in the Maintenance Department. Even i though people within the department are id?ntified as either mechanics or electricians, there is a system of job rctation designed to enhance worker skills and communications. This has increased job interest and satisfaction by j providing maintenance personnel the opportunity to work outside of their skill area under appropriate supervision. Since the plant is non-union, this system of job rotation has not created jurisdictional problems.

The I&C Department has two assistant supervisors as first line supervisors

, reporting to the I&C supervisor. There are seven people reporting to each of 1

the two I&C assistant supervisors. The I&C staff are qurilified to do both mechanical and electrical work as it relates to' instrumentation and calibration, l and the department uses a job rotation system to help maintain a broad range of skill s, t

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3 Station -

Superintendent i

Unit 1 Quality Services Radiological Services Superintendent Supervisor Supervisor

- Staff Enginear Nucle.sr Records - Health Facility Sup+rvisor Engineering Supervisor Health Physics

- Computer Services -

ISI Group

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Operations Suponeiser Security Radioactive

. Assistant Operations Supervissr Materials

, Supervisor Handling

- Shift Supervisor Supervisor SRO RO _

Stores Auxiliary Operator Supervisor Chemistry Supervisor Maintenance Supervisor Assistant Maintenance Supervisor Quality Assurance

> Mechanical Assistant Supervisor

- Quality Control Electrical Assistant Supervisor Supervisor 9

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Mechanic Supervisor Electrician Stati.o 9ervices Instrumentation and Controls ^9 ' 8'.'I"9 -

Emergency

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- Planning l Assistant l&C Supervisor -

Instrument Specialist

! ~ FIGURE 1. Unit One Organization

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In addition to the regular maintenance organization, there is an Interplant Maintenance Force (IMF). The IMF was begun at the fossil plants within the utility to provide additional people for maintenance on main steam turbines.

The IMF draws upon maintenance people from all the plants within the utility and is used at the nuclear units primarily during refueling outages. During an outage the IMF typically consists of 90 pecple. Of the 90 people, 60 do maintenance on the turbine and the remaining 30 do other balance-of-plant (BOP) -

maintenance under the supervision of regular plant staff. The IMF work force

> does not do maintenance on safety-related components. All Q.C. of work performed by the IMF is performed by the Unit One Q.C. personnel.

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The Millstone Unit One Superintendent holds daily morning meetings with the supervisors of operations, maintenance, and I&C. These meetings are to discuss i nonroutine, unusual, and urgent maintenance work orders and to provide l coordinaion for more effective communications among the departments.

! Connunications withtu the maintunanco department were observed to be excellent.

Both the supervisors and workers attribute this to the emphasis on effective i communications at all levels of management and to the job rotation system.

Workers reported that they do not hesitate to communicate directly with other l craft personnel while performing a maintenance task.

j The unit superintendent stated that an effective preventive maintenance program 3

is an objective used by higher management (effectiveness is measured by plant availability) . He has, in turn, made this a performance objective of the Maintenance and I&C Supervisors, and measures accomplishment ty the prsventive i

maintenance- to corrective Maintenanco (PM to CM) ratio, maintenance backlog, and plant availability. The unit superintendent stated that the current ratio of preventive to corrective maintenance is about one to one and that the goal was to have 70% of the maintenance activities be preventive maintenance. A formal l definition of the preventive maintenance program and its objectives is contained in a unit Administrative Control Procedure (ACP). Plant personnel at all levels stated that their primary goal is to keep the plant on line. Plant staff consicer the NRC maintenance and surveillance requirements contained in technical specifications to be minimum requirements routinely exceeded by plant testing and maintenance. For example, the maintenance superintendent stated that approximately 80% of the unit's components are in the preventive i maintenance program.

4 Millstone Unit One uses the Production Maintenance Mcnagement System (PMS) 4 developed by Northeast Utilities. This is a computerized system for generating I work orders and for keeping track of surveillance requirements and a number of other key functions. One of its most important functions is to improve communications and coordination among and.within departments, since every department has access, through the computer, to the status of equipment and the requirements to do surveillances and preventive maintenance.

b. Specific Observations The unit superintendent stated that one of the most important lessons learned from past experience is that it is imperative that the maintenance supervisors have their offices in' the shop area and spend time with the maintenance workers during the performance of maintenance.

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5 l Both the maintenance and I&C supervisors stated that the results of' surveillance u tests are useful, not only in trending equipment reliability and in planning I corrective and preventive maintenance, but also in justifying the budget for the

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replacement or elimination of equipment.  !

L l Commenting on the NUMARC maintenance indicatc

's, plant staff stated that in each of the indicators there were a number of confounding factors, e.g., the number l j of unplanned automatic trips may be affected by faulty design or other i nonmaintenance factors, such as load rejection or operator error. Two performance indicators that were favored the most by plant staff were unit equivalent availability (MJMARC) and plant cleanliness (not a NUMARC indicator).

1 The unit In-Service Inspection (ISI) progran has recently been expanded to i I

i include BOP equipment. The ISIS include observation of vibration signatures, valve stroke times, and nondestructive evaluations ODES), such as eddy current, ultrasonic testing (UT) (conducted by vendor), oil analysis, and acoustic  !

emissions. Plant management considers this capability a major factor in the recent operational record set by Millstone Unit One.

j Plant management is seeking to reduce exposure levels by reducing repetitive i actions for maintenance workers. To do this, each job involving the potential for exposure receives increased supervision to ensure that the job is performed i correctly the first time.

There is a close working relationship within Unit One among the Maintenance Department, Engineering (that is responsible for the ISI program), and the Quality Contol (OC) organization. This close working relationship involves both a formal interaction through input and use of data in the PMMS, meetings held i daily with the Unit superintendent and informal interactions via telephone and/or meetings to discuss day to day activities and resolve day to day problems.

2. Facilities and Enuipiant 4

a. General Description .

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In the view of the survey team, the workshops, tool cribs, and contaminated storage areas appear to be adequately equipped, well located, and of sufficient l size. The work areas were adequately lit, and the lighting throughout all areas i of the plant was satisfactory. The equipment throughout the plant appears ,

i adequate. There are labels showing flow direction for piping systems, and l

valves were labeled for function and position. Management commitment to good housekeeping was evident. According to plant staff, maintainability was a consideration in the original plant design and continues to be a concern in all i plant modifications. There is however, no formal program for maintainability enhancement at the plant.

b. Specific Observations t Selected tools and equipment are pre-positioned in plant areas where frequent l

maintenance is performed,-thus decreasing the time spent obtaining required j tools on specific jobs. The warehouse does not liave an automated (computerized)

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inventory tracking system. It is, however, in the process of -

upgrading to a computertzed system scheduled to be completely operational by mid-1986. The warehouse is also in the process of being moved to a larger fagility. The present war ouse space consists of 15,000 f8 onsite, 55,000 fe offsite, and 35,000 f in New London, Connecticut.

By April 1986, the new warehouse with 105,000 ft2 of space will be available in 1987 or 1988, and pe warehouse will be moved to a larger facility consisting of roughly 200,000 fe. These two new facilities will service all three units. Because all parts are not centrally located, the present warehouse situation does occasionally present some logistical problems in obtaining spare pa rts. However, in the opinion of the plant staff work has never been delayed over the last year due to the unavailability of spare parts. Millstone Unit One operated briefly in a degraded mode (within the limits of technical specifications) once over the last 15 years due to the unavailability of spare parts (an electric motor). The warehouse operation is staffed by 1 warehouse supervisor,1 assistant warehouse supervisor,19 stock handlers, and 5 clerks.

Three eight-hour shifts are manned by the warehouse staff, and access to the warehouse is controlled.

The ordering of spare parts is done by the individual departments (i.e., I&C, i

Maintenance). There is a system for the tracking of spare parts used and the reordering of spare parts when required. Millstone Unit One participates in a .

> spare parts availability program with other power p? ants through the Plant Information Management System (PIMS). If a large part is needed, the unit will buy out the other utilities' share.

Northeast Utilities performed an analysis to determine the feasibility of

, performing onsite maintenance for control rod drive mechanism (CRDM) with their l own staff. Based on the results of this study, Millstone Unit One designed, butit, and staffed the CRDM repair facility. This facility is dedicated sclely to the repair of CRDMs. The CRDM Repair Facility has significantly reduced l maintenance costs and time associated with CRDM repair. The facility is

! self-contained and has a CRDM decontamination facility. The tools and equipment

for CRDM repair are kept in the room at all times, inventoried frequently, and .l replaced when needea. Specially shielded dollies are used to transport the j r CRDMs to the repair facility.

j An experimental system for spare parts inventory control and tracking has been implemented by Northeast Utility Service Company (NUSCO) betterment and backfit organization. NUSCO identif tes tools ano parts with bar codes and records usage with laser readers. If this system is successful, the warehouse parts control system will be used for Millstone Units One, Two and Three.

Millstone Unit One does not have an environmentally qualified class A storage factitty. According to plant staff, this has not presented any special operational problems at Unit One. As the expanded warehouse space becomes i available, Class A parts will be stored separately. l t

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The largest proportion of corrective maintenance time is spent on l non-safety-related items. The rad-waste and Heating, Ventilation, and Air j Conditioning (HVAC) systems consume the largest percentage (about 25 to 305) of maintenance labor resources. Relative to the whole plant, these two systems j have aged the fastest. Because of this, the demand for maintenance to keep l these two systems operable has increased. I Some predictive maintenance services are suppl fed by subcontractors. Mobil Oil  ;

receives oil samples from Millstone on selected components and analyzes the oil to detect component wear. These results are then used by plant staff for its

predictive and preventive maintenance programs. Thermographic services are provioed by C&D batteries that include analyses of insulators and electronic

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equipment. For example, a polarization index is determined for the station batteries to estimate battery expiration time.

Millstone's predictive maintenance program depends heavily on input from the ISI program. Full spectrum analyses using fast fourier transform techniques are performed on all components required under ASE Section XI. However, based on experience, Millstone Unit One has identified the need for full spectrum

, analyses on 117 non-safety-related items, most of which are BOP items. This goes well beyond the ASE Section XI requirements for Class 1 and Class 2

, components. As a result of this program, plant staff indicated that the availability of some key components has improved. Furthemore, AbE Section XI calls for quarterly ISIS, whereas Millstone Unit One performs theirs monthly.

The results of the ISIS are compared with component baseline signatures and are ,

analyzed for trending of component wear and potential failure mechanisms. Once-a trend is identified, a second opinion is obtained from the mairtenance staff before the component is disassembled for inspection and repair. 7ne intent 's to equalize wear on all components.

3. Technical Procedures

a. General Description The requirements for maintenance procedure development are established in plant

, administrative control documents. Maintenance procedures are normally written by maintenance enginesrs with direct input from mechanics, electricians, and supervisors. However, many instances, maintenance procedures are written by the  ;

mechanics and electricians and reviewed / edited by the maintenance engi.neer.

Originally, most of the procecures were written by department engineers and/or inoividual ' vendors and then approved by p1 tat maintenance personnel. Now all ,

maintenance procedures are now written and updatea by the Maintenance  !

Department. I

) Procedure changes can be initiated by anyone. For non-tech'nical changes, two licensed operators and a department head are required for review and sign-off of the change before it goes to the Plant Operations Review Committee (PORC) for review. Changes involving technical content require shift supervisor,

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cperations supervisor, and unit supervisor sign-off as well. Maintenance

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8 procedures receive a biannual review by the responsible maintenance engineer.

Maintenance personnel are required to have the applicable procedure with them when they perform maintenance if the procedure is called for in the work order.

The Automated Work Order System (see Section 5) through the Production Maintenance Management System (PMMS) specifies the procedure to be used for each work order, which is then attached to the work order.

I b. Specific Observations j The maintenance procedures at Millstone Unit One are written mostly from the manufacturer's technical manuals, as well as from the requirements of specific.

j codes and standards, such as ASNE and ANSI standards.

Millstone Unit One has written specifications generated by plant engineering and coordinated with QC that identify which QC hold-points should be included in the maintenance procedures, as well as where they should be placed. OC hold-points are also written directly on the work order.

Millstone has Administrative Control Procedures (ACPs) for the verification of the technical accuracy of the maintenance procedures. The verification of the precadures is performed by the appropriate mechanic or electrician. This is done to ensure that the most knowledgeable individual verifies a specific procedure. The verification process occurs when the procedure has been written ,

and, to some degree, at the time the procedure is used the first time for the performance of maintenance.

A formal program to check the validity of maintenance procedures does not exist.

Procedures are validated by the maintenance engineer at the time the procedures are used the first time.

The use of maintenance procedures is dictated by plant administrative procedures i for Qu'a11ty Assurance (QA) Category I work. QC has a formally established input i into the use of reintenance procedures for QA Category I and other work.

I Procedures that have been eliminated from the update and control process are identified in the procedure index as " cancelled."

The Plant Design Change Procedure package is used to ensure that maintenance procedures are kept current and reflect the actual equipment configuration, The PORC review is intended to ensure that plant configuration changes are reflected in procedure changes. In addition to the PORC review, the Northeast Utilities Nuclear Review Board (NRB) reviews the minutes of each PORC meeting and follows up to ensure that the plant procedures reflect current equipment configuration.

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9 1 4. Personnel i a. General Description Unit One is staffed with nonunion personnel and has experienced a very low turnover rate. In 1984, for example, fewer than 10 people left. Those jobs that do become available are posted within the utility and approximately 705 of the openings are filled from within the company via the posting system. Many of the people in the Maintenance Department originally came from the Navy (mainly f rom the nearby base at New London). These people are skilled workers and, therefore, very rarely are helper-level people hired. The personnel manager said that they try very hard not to let any available Navy people " slip through their fingers."

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The maintenance training program was designed using an adaptation of the Connecticut Yankee maintenance task analysis. The job task analysis was used to define job knowledge and skills. Written training objectives have been developed and coordinated with the maintenance superintendent. The goals, i

objectives, and plans for the maintenance training program are evaluated yearly i by the unit manager and the department heads. Many of the maintenance and I&C 4 trainers are recruited from the maintenance and I&C departments. All trainers go to a 40-hour instructors' course taught at the company headquarters. Each i trainer is evaluated on his ability to communicate with the trainees both in the

! classroom and during on-the-job training (0JT) in the shops.

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b. Specific Observations There are 49 positions in the Maintenance Department with no current vacancies.

This includes 5 superisory positions, two engineers and 42 craft positions. The ratio of supervisor to craft positions is 1 to 8. There are 21 positions in the I&C ddpartment with a supervisor to craft ratto of 1 to 7.

A condition of employment for all reintenance people is that they will work as part of the IMF. This is intended to ensure that the IMF maintains a high degree of experience that can be used by Unit One and the other utility nuclear units.

A formal, documented appraisal system is in place and is used as a basis for

, salary actions. High scores on the appraisal meen higher pay.

The Maintenance, QC and I&C Departments work one shift during normal cperations.

For outages, they all work around the clock on critical path items and two 10-hour shif ts on non-critical-path work.

Outside contractors are used to a minimum and are always supervised by unit personnel. QC is performed by plant staff for all outside cortractor work. One of management's goals is to reduce the level of reliance on outside contractors and to develop in-housc capa.bilities, i

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10 Verification of skills for new hires is done during interviews with the maintenance superintendent. Experience is verified by a background check performed by an outside company. No one is hired in without a 10-year background check.

Maintenance people are sent offsite for training in systems and management skills. Some maintenance people are sent offsite to vendors for three weeks per year for specialized training.

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l The instructors who teach the instructors' training course are degreed people, typically with public school science-oriented teaching experience.

'f Maintenance people are provided general training in plant modifications and other changes to plant systems and safety. They are also given six hours per year training in health physics.

On the Job Training (0JT) for new hires is typically two years.

Use of procedures is emphasized in training, and the lesson plans include specific references to steps in the procedures. The use of the procedures during OJT has been employed as a review method for upgrading the quality of the  :

procedures.

The Training Department is working toward full Institute of. Nuclear Power Operations (INFO) accreditation of the training program and expects to have that accreditation by May 1986.

5. Work Control .

a. General Description 3

Millstone Unit One has an Automated Work Order (AWO) system operated by the PMMS planner within the Maintenance department. This system is part of the

Production Maintenance Management System (P MS) that integrates preventive

maintenance, corrective maintenance, and surveillance testing. This system also indicates which procedures are to be used for each work order and provides information relative to QC hold-points for specific work orders.

Additionally, the PMS performs the following functions:

e Displays a trend of the preventive work accomplished by a department as a percentage of the total wcrk.

l e Displays a trend of the total man-hours of non-outage corrective maintenance work that is not complete for each department.

i e Provides an historical overview of the department's performance of non-outage corrective maintenance in terms of longevity and priority.

(Longevity is the time between origination and completion of work orders.)

e Provides a graphical display of the percentage of preventive work that was

not completed by the specified completion date.

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11 e Provides a graphical tabulation of future scheduled work for a department, with differentiation between types of work.

e Displays the cost of the next 12 months of work for each department using fore:asted manpower and material costs.

e Displays a ranking of equipment costs the most to maintain.

e Displays the quantity of delays affecting work by key delay codes, (i.e.,

delayed by parts, manpower, tagging, assist departments, HP, etc.)  !

e Displays a trend of the key failures affecting plant equipment.

e Displays a measure of percent utilization of work forces in maintenance-related activities.

e Displays a measure of the historical accuracy of man-hour estimates, with

. differentiation by type of work. This report provides an accuracy range for interpretaticn of manpower forecast reports.

e Provides a graphical display of the relative size (by work order type) of the work load that has not been rescheduled.

In the view of those interviewed, the PMMS was well-thought of by plant staff.

The need to establish a systematic, easily documented approach for preventPte and corrective maintenance, including surveillance, was recognized by Northeast Utilities as a seans of improving the efficiency of the maintenance program.

The system has been in operation for approximately one ysar. As additional l needs are identified, the PMMS will be expanded acccrdingly.

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b. Specific Observations i

The plannin,q and scheduling of routine maintenance work is done by maintenance and I&C pirt.ners within each department. At each morning meeting the work for

, that day is reviewed. Initial planning and scheduling is done on the previous day. Each department makes recommendations concerning work to be performed for  ;

that day. Work assignments are then made based on importance. l To ensure that the work assigned does not violate technical specifications and personnel safety rules, no work is permitted to start until it is completely approved and the equipment properly tagged out. This mechanism ensures that the 4 affected departments are aware of the maintenance to be performed and that the shift supervisor is aware and has signed off on the work order. Procedure ACP-QA-2.02C defines the work order process.

Prior to any maintenance work being performed, the work area is checked for  ;

cleanliness by QA/QC. If housekeeping is required, the work is held up until l the area is clean. At the completion of each maintenance job, the cleanliness of the work area is also checked by QA/QC before the work order is signed as completed. In the view of management and plant staff "a clean plant is a wol' maintained plant." )

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12 At the completion of a maintenance job, the work order is returned to the control room for post-maintenance testing and any required integrated system functional verification or Technical Specification surveillance. The results of this process provides a means for determining the effect of a maintenance action on system and plant availability.

" Wrong Unit" problems are not applicable to Millstone Unit One because there are no system cross-ties with Unit Two. " Wrong train" problems are minimized by training maintenance personnel to identify system differences and through proper t

labeling of the different system trains. Furthermore, the maintenance staff has considerable experience at the unit. Many of the staff have been there since the plant started up.

For major maintenance, debriefings following job completion are held to discuss any problems that may have been encountered. The results of these meetings are then input into the planning of future mctntenance. This may include procedure changes, changes in techniques, or tools used.

The Plant Incident Report (PIR) system is used to determine the root causes of maintenance-related events. Following an event, a PIR is completed. The unit superintendent then assigns an individual to investigate the event, determine the cause, and recommend corrective action. Once this is completed, a Document Acknowledgment Sheet (DAS) is distributed to all maintenance personnel.

i Outage planning is performed by a corporate project management group located in

! Berlin, Connecticut. This group is devoted to planning and scheduling, as well as doing cost-benefit and critical-path analyses on outages. An onsite planning group is responsible for implementing the outage plan developed by the offsite group.

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l 13 CONCLUSIONS By most external measures--e.g., plant availability, radiation exposure, Inspection & Enforcement (I&E) inspection results, Systematic Assessment of Licensee Performance (SALP) ratings, reactor trips, and Emergency Safeguards Features (ESF) actuations--Millstone Unit One appears to have a very good maintenance program. On-site observations and data collected by the survey team support this conclusion by the survey team support this conclusion. Unit One's  ;

approach to maintenance and surveillance has evolved during 14 years of plant.

operation through trial and error, as well as by adapting successful practices of other plants (e.g., Connecticut Yankee's Maintenance task analysis for training). Today, the Unit One maintenance program encompasses the essential- ,

elements of a systematic approach to maintenance, i.e., needs are determined, f goals are set, programs are planned, developed, and implemented, and feedback is j used to evaluate progran effectiveness. It is useful to note that the Millstone Unit One maintenance program was not developed in a formalized manner prior to start up. The fact that the program is successful today can be attributed to the continuity of the staff and, consequently, the high level of staff

experience, and to management's effective use of lessons learned. Thus, the i current success of Unit One's maintenance program can be attributed in large i part to a highly experienced work force and a high degree of management commitment of both corporate and plant levels, to effective maintenance.

J Additional characteristics of Unit One's maintenance program that contribute to its success are: the use of a computerized maintenance management system (PMS); extensive preventive maintenance and inservice inspection programs; and well-developed communications channels, both formal and informal. A weakness in i the Millstone Unit One maintenance and surve11' lance program noted by the site survey team involved the current warehouse soace availability, which has occasionally caused spare parts logistics problems.

Specific items of note in support of the general conclusions are listed below:

(1) Millstone Unit One management has a strong comnitment to the i preventive maintenance (PM) program. The current ratio of-preventive to corrective maintenance is 1:1 and the goal is a ratio of 7:3. Approximately 805 of Unit One conponents are in the PM progran.

(2) A computerized system: the Production Maintenance Management System (PMS) is used to generate automatic work orders and .to keep track of surveillance requirements and a number of other key functions.

(3) It was a consensus among the craft labor and management personnel that effective communications and coordination were the key to a quality maintenance program.

(4) The ISI program has recently been expanded to include balance-of-plant (BOP) equipment.

I (5) The unit is in the process of changing from a manual to an automated inventory control system.

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, . .(6) Current warehouse space availability occasionally causes l logistics problems with spare parts, and the warehouse is being moved to a larger facility.

(7) The unit participates in the spare parts availability program through the Plant Information Management System (PIMS).

(8) Unit One has a predictive maintenance program including oil analysis, ultrasonic test, meggering, and extensive fast fourier transform vibration. analyses.

(9) The requirements for maintenance procedures ate . established in

' administrative contrci procedures. ' The procedures are written or reviewed by both maintenance engineers and craft personnel.

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(10) The requirement to use a procedure for a particular job is called out in the work order for that job.

(11) Maintenance procedures are most often written using information from manufacturers' technical manuals and standards, such as those from ASME and ANSI.

(12) Unit One is a nonunion plant.

(13) Stsff turnover is very low at Unit One and the experience level is high.

(14) Many of the maintenance people hired are from the Navy and are highly skilled. This has increased the overall skill level of the

. maintenance staff.

(15) All maintenance personnel are part of the Interplant Maintenance i

Force (IMF). The IMF provides a pool of maintenance people from all units within the utility and is used during outages and large

! projects to augment the regular work force.

j- (16) The Unit One PMMS performs many functions related to work control, such as trending of the PM program, provioing equipment histories,

displaying needed surveillances, and providing a graphic display of future scheduled work. As a feedback mechanism, this system provides input into the planning and scheduling of maintenance activities.

(17) QC has a formally established input into the use of maintenance procedures for GA Categcry I and other work.- All work performed by 1

the IMF, outisde contractors or plant staff receives the requisite QC coverage by the QC department at Millstone Unit One.

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APPENDIXES A. Plant Staff Interviewed During the Site Visit.

B. Entrance Meeting Attendance and Exit Meeting Attendance.

C. Time Line D. Millstone Unit One Plant Data 4

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Appendix A - PLANT STAFF INTERVIEWED DURING THE SITE VISIT Assistant Operations Supervisor Neil Bergh QA/QC Supervisor .

Gary Closius Northeast Nuclear Energy Co. Safety Administrator John Follett, Sr.-

Plant Engineering-ISI Group John Leason Supervisor-Storeroom Robert Griswold I&C Supervisor Pete Prozekop Assistant Maintenance Supervisor Dick Peterson Radiation Services Supervisor John Kangley Fire Protection Supervisor Bob Ayala Rad Waste Handling Supervisor Don Stand  ;

Health Physics Supervisor Ben Grenados i Mechanic Clifton Cooper Maintenance Electrician John Kiskunes

Mechanical Assistant Supervisor Bob Lord Accreditation Coordinator Dick Hamill Engineering Supervisor Dave Odland Instrument Specialist Leo Larnes

< Instrument Specialist William Barr Personnel Manage & Nuclear Betty Naimey Corporate Reports Supervisor Robert Abby Technical Training Supervisor Dick Goldsmith Station Superintendent John Stetz Control Room Shift Supervisor i

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9 B.1 Appendix B - ENTRANCE EETING ATTENDANCE AND EXIT EETING %TTENDANCE

Entrance Meeting Attendance John Boegel - PNL Richard Asafaylo - Northeast Nuclear Energy Co. (NNECO)

Robert Griswold - NNECO Pete Brezekop - NNECO .

Neil Bergh - NNECO Dick Peterson - NNECO Dick Goldsmith - NNECO John Stetz - NECO Wayne Rombergh - NNECO Tom Shediosky - NRC Betty Naimey - MJSCO Jon Johnson - NRC Wayne Scott - NRC

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John Flannigan - NNECO John Boccio - BNL Gerard Van Noordennen - MJSCO Gary Clostus - NECO

John Kangley - NNECO

! John Jankovich - NRC j

Mike Morgenstern - PNL I Exit Meeting Attendance John Boegel - PNL Robert Griswold - NNECO Pete Brezekop - NNECO Neil Bergh - NNECO Dick Peterson - NNECO John Stetz - NECO Wayne Rombergh - NNECO Tom Shediosky - NRC Betty Naimey - MJSCO Jon Johnson - NRC Wayne Scott - NRC j John Flannigan - NNECO John Boccio - BR.

Gerard Van Noordennen - NUSCO Gary Closius - NNECO

• John Kangley - NNECO John Jankovich - NRC Mike Morgenstern - PNL i Bill Russell - NRC

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Appendix C - TIME LINE

, MONDAY, August 26 AM Arrive at site, get cleared for escorted access, and badge in.

Meet with resident.

Briefing with senior utility staff on purpose of visit.

Meeting with . utility maintenance staff to discuss program and int 6rview schedule.

PM Lunch Plant tour, including warehouse, maintenance spaces, and auxiliary building.

Collect additional ACPs and.other controlled documents.

TUESDAY, August 27 Team 1 Team 2 1-AM Operations Supervisor Maintenance Supervisor PM SS/CRO/PEOs Personnel Assistant SS/CRO/PEOs (next shift)

WEDNESDAY, August 28 AM Stores Supervisor . Personnel Assistant QA Supervisor QC Staff PM Engineering Supervisor Auxiliary Butiding i (naintainability In-Service Testing consideratfors)

Coordinator Maintenance Supervisor

, Health Physics Supervisor I&C Supervisor _np

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' THURSDAY, August 29 -

Team 1 Team 2 AM At General Offices in Berlin At Millstone Predictive Maintenance QA Procedures Program Nuclear Safety Engineering Maintenance Procedures Production Maintenance Management System Corporate QA Design Control PM At Millstone Assistant Maintenance Maintenance Traintlig (Electrical) Supervisor Staff and Foreman Electricians Radiation Services Supervisor -I&C Specialists and Technicians IAC Assistant Supervisors hchanics -

Assistant Maintenance (Mechanical) Supervisors and Foreman FRIDAY, August 30 AM Briefing to Pssident Exit Interview '

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. D.1 l Appendix D - MILLSTONE UNIT ONE PLANT DATA

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Type BWR .

Licensed Thermal Power (MWt) 2011 Cooling Long Island Sound Reactor Supplier General Electric Turbine-Gen. Mfr. . General Electric

Engineer Ebasco Services Constructor Ebasco Services-Construction Permit 05/19/66 Operating License 10/07/70

. Critical First Time 10/26/70 -

Commercial Operation 12/28/70 Most Recent SALP Ratings for Sept. 82 to Aug. 83 Maintenance 1

. Surveillance 1 i SALP Performance Categories - Definition Categc'.y 1: Reduced NRC attention may be appropriate. Licensee management attention and involvement are aggressive and oriented toward . nuclear safety; licensee resources are ample and effectively used so that a high level of performance with respect to operational safety or construction -is being achieved.

Category 2: NpC attention should be maintL..;ed at normal levels. Licensee I

management attention and involvement are evident and concerned with nuclear-  ;

safetf; licensee resources 'are adequate and reasonably- effective such that  !

satisfactory performance with respect to operational safety or construction is ,

being achieved. '

Category 3: Both NRC and licensee attention should be increased. Licensee management ' attention or involvement is acceptable and considers nuclear safety, but weaknesses are evident; licensee resources appear to be strained or not of factively used so that minimally satisfactory perfomance with respect to

, operational safety or construction 's being achieved.

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