ML20214F491
| ML20214F491 | |
| Person / Time | |
|---|---|
| Site: | Pilgrim |
| Issue date: | 04/08/1987 |
| From: | Murley T NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION I) |
| To: | Bird R BOSTON EDISON CO. |
| Shared Package | |
| ML20214F494 | List: |
| References | |
| NUDOCS 8705260120 | |
| Download: ML20214F491 (2) | |
See also: IR 05000293/1986099
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UNITED STATES
ENCLOSURE 1
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NUCLEAR REGULATORY COMMISSION '
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REGION i .
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631 PARK AVENUE
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KING OF PRUSSIA, PENNSYLVANIA 19406
APR 0 8-1987
Docket No.
50-293
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Boston Edison Company M/C Nuclear
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' ATTN: Mr. Ralph Bird
Senior Vice President - Nuclear
800 Boylston Street
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Boston, Massachusetts' 02199
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Gentlemen:
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Subject: Systematic Assessment of Licensee Performance (SALP) Report
No. 50-293/86-99
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The Region I SALP Board has reviewed and evaluated the performance of activ-
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ities at the Pilgrim Nuclear Power Station for the period November 1, 1985
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through January 31, 1987.
The results are presented in the enclosed report.
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. A meeting to discuss this assessment will be scheduled for a mutually accept-
able. date. The meeting will be held on or near the site so that appropriate
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senior corporate management and plant officials can ' discuss with us . the
strengths and weaknesses noted. It is our intent that this meeting _be combined
with the periodic management meeting to review improvement program status.
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The SALP Board identified significant recurring program weaknesses in some
functional areas.
Improvements, such as in the area of emergency prepared.".c::,
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were also noted.
However, the SALP Board found the rate - of such change was
slow during most of the assessment period.
We recognize that .the Boston Edison Company (BECo) has made significant staff-
ilg and hardware commitments to improve performance at the Pilgrim Station and
wa believe they are beginning to have a positive impact. As you are aware, the
NRC is looking for progress in correcting the previously identified long term
problems at the Pilgrim Station prior to plant restart, particularly in those
functional areas with a Category 3 rating.
In preparation for the SALP meeting, please be prepared to discuss your evalua-
tion of our assessment and the stat.us of your performance improvement programs.
Any comments you may have regarding our report m/Jy be discussed at the meeting.
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Additionally, you may provide written comments within 30 days after the meet-
ing. Following our meeting and receipt of your written response, the enclosed
report, your response, and a summary of our findings and planned actions will
be placed in the NRC Public Document Room.
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Boston' Edison Company M/C_ Nuclear
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APR 0 81987
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Your cooperation with us is appreciated.
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Sincerely,
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Thomas E. Murley
Regional Administrator
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Enclosure: As stated
cc w/ enc 1:
L. Oxsen, Vice President, Nuclear Operations
K. Roberts, Station Manager
Paul Levy, Chairman, Department of Public Utilities
Edward R. MacCormack, Senior Regulatory Affairs and Program Engineer
Chairman, Board of Selectmen
Plymouth Civil Defense Director
J. D. Keyes
The. Honorable E. J. Markey
Senator Edward P. Kirby
The Honorable Peter V. Forman
Sharon Pollard'
Public Document Room (PDR)-
Local Public Document Room (LPDR)
Nuclear Sarety Information Center (NSIC)
NRC ' Resident Inspector-
Commonwealth of Massachusetts (2)
Chairman Zech
Commissioner Roberts
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Commissioner Asselstine
Commissioner Bernthal
Commissioner Carr
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ENCLOSURE.2
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Executive offices .
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Ralph G.' Bird . .
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BECo 87-83
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Senior Vice President - Nuclear
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My 22;.1987-
-U.S.LNuc1 ear [RegulatoryCommission
Document Control. Desk /
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Hashington,.D.^C. 20555-
License DPR-35
- Docket 50-293
Response;to-Systematic Assessment of Licensee
Performance (SALP)'Recort
This letter is written in response to' the April 1987 Systematic- Assessment .of-
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Licensee ~ Performance. He. accept your. recommendations and will incorporate'.
them into our continuing; corrective l action' plans
-The attachment summarizes our. response to'each of:the-licensee
recommendations. 'He are ready.to discuss any of these items with you or your
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staff at,your convenience.
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-Attachments
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cc:
Mr.' R. H. Nessman, Project Manager
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Division of Reactor Projects I/II
Office' of Nuclear Reactor Regulations
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U. S. Nuclear Regulatory Commission:
7920 Norfolk Avenue
Bethesda, MD .20814
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V. S. Nuclear Regulatory Commission
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Region I
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-631 Park Avenue.
King of Prussia, PA 19406
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Senior NRC Resident Inspector
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Pilgrim Nuclear Power Station
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Attachment 1
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1. ' Plant Operation
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Recommendation:
Continue efforts to recruit, train, and retrain licensed
personnel.
Response:
The Operations Section is continuing its efforts to achieve the
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staffing goals which have.been established.
The goals and
scheduled completion dates were provided in our March 1,1987
response to Management Meeting 86-41.
These include a six
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section watchbill for the licensed personnel by the end of 1987.
2.
Radiological Controls
Recommendations:-
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Aggressively supervise the radiological controls program.
' Establish and implement measures to verify program
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' implementation and implement corrective actions for deficiencies.
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Interactions with personnel outside the radiological group
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should be significantly strengthened.
Responses:
He recognize the need for improved management _ attention and
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effectiveness follow-up on the part of all station section
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managers and, most importantly, their supervisory staffs. He
have taken significant action to ensure this occurs.
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The Senior Vice President has instituted an Independent
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Radiological Oversight Committee which provides critical self
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assessment of station radiological performance.
In addition,
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the Station Manager is a member of the ALARA Oversight Committee
and chairs the ALARA Committee.
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The Station Manager will continue to discuss the radiological
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groups' interaction with other plant sections at both the
nuclear organization ~ morning meeting and at the weekly staff
meetings to improve communications.
Signs of improved teamwork
and cooperation are evident.
He have included ALARA performance as one of the criteria to be
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used in evaluating the performance of each management individual.
.He have instituted a program where section managers are
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scheduled to spend time in the plant, monitoring and correcting
radiological performance problems.
Management has assigned radiological goals for each section.
Corrective actions are taken as required.
Individual achievements are recognized by an ALARA Employee of
the Month award.
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'Redommendations:
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' . Improve communications :between maintenance 'and .other site
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organizations.
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LIncrease the effectiveness of maintenance. planning.
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Continue program; improvements in the: area'of preventive.
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- maintenance and1 vendor information ' control'. -
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- performance.
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. Responses .
-The. Station Manager has discussed and will continue to discuss
the maintenance. interaction with' otheri plant sections at both-
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.the nuclear. organization morning meeting and'at the weekly staff
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meetings.: He will concentrate'on policies, establishment of-
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priorities,'and increased effectiveness.
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The Station Manager has established maintenance" effectiveness-
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measures with the-Maintenance Section Manager. These. measures
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will include key indicators to measure. performance and; quality.-
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Additionally, they will include external surveys.;
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The Maintenance Section Manager has-developed l performance:
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indicators'to determine the effectiveness ofcprogrami.
improvements,in;the area.of; preventive maintenance.
The-vendor.
.information control program will;be evaluated to determine
necessary improvements.
The Station Manager will utilize the key indicators developed-
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above to provide a monitoring system forfdetermining maintenance?
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performance.. Goals will-be: established and progress tracked
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monthly.
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The Maintenance Section holdsLtwo meetings.each week with-
station sections to solicit. input . on maintenance. priorities and
progress. .Significant reductions in the backlog of security and.
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fire protection maintenance items are' apparent.
4.
Security and Safeguards-
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Recommendation:
High level. corporate and site management attention at the-
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recently established priority level for the security program
upgrade should continue in order to implement commitments and
develop an effective program.
Response: .
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.The new planning and control function will help senior
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management to ensure completion of the security program upgrades
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and aid in the timely implementation of security and safeguards
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program commitments. The current status and progress was
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recently provided in our May 6 1987 Management Meeting 86-41
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Status Report.
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Fire Protection
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Recommendation:
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Significantly reduce the amount of inoperable fire protection
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equipment in the station.
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Response:
Fire protection program improvements have been addressed in
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the following three key areas:
Improved fire protection management
Personnel to properly monitor and supervise fire protection
functions
Administrative controls and data management.
The new Nuclear Fire Protection Group Leader brought on board in
December 1986 has been given the full support of management to
improve the fire protection program at Pilgrim Station.
The new
Group Leader has extensive management and technical experience
in the nuclear industry and has been involved in Fire Protection
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projects. Accomplishments made toward achieving the following
established goals are as follows:
1. Improved system availability
- A system status board is being maintained in both the ontrol
room and the fire protection office. This status board,
which is updated daily, has been very useful in establishing
control of system maintenance and availability.
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- Establishment of routine and weekly maintenance priority
meetings provides a platform to present priority maintenance
items.
- Maintenance items are routinely monitored.
- These activities and others have been effective and have
resulted in a reduction of outstanding maintenance requests
from approximately 260 in January to about 85 last week.
2. Reduced reliance on compensatory measures
- A newly created fire watch management system assigns
responsibility for resolving the condition requiring an
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assigned fire watch. A report, along with^ Nuclear Fire
Protection Group coordination of initiation and retirement of
fire watches has proven effective in controlling and reducing
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fire watch compensatory measures related to outstanding
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maintenance.
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3. Fire brigade training
- Fire brigade training has been strengthen'ed by the addition
of a dedicated fire brigade instructor. He are rigorously
enforcing brigade training requirements.
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He h ve improved. drill content and execution, and we have
improved: equipment utilization.
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4.' Centralized control of fire protection
- The Fire Protection Group.has- developed plans and is
scheduling activities .toward achieving . centralized control of
fire protection.
For example, a proposal is being developed
to provide control of fire protection survei.11ances under one
group.
The personnel added and systems. implemented'to support the, goals
established have proven to be effective and will continue to be'
refined. Attainment.of these goals and completion of.the-
Appendix "R" improvements will more'than meet NRC' Fire
Protection Program objectives.
6.
Surveillance
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Recommendations :--
Significant site and corporate management attention is needed to
. correct deficiencies in this area.
Place a single qualified individual in overall charge of the
surveillance program.
Responses:
The Senior Vice' President has initiated an independent study to
analyze ~ root.cause for reportable surveillance test events.
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Initiatives /which are underway to address these causes-are as-
follows:
A validated data base will demonstrate Technical
- Specification procedure adequacy.
' A state-of-the-art computer will manage the data-base and
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generate test schedules reflective of plant conditions.
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The. Licensing Group will provide an interpretation of "once
per tycle" requirements.
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The technical adequacy of logic system functional testing and
simulated autometic actuation' testing is being verified.
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Attention to pro [edural detail is being stressed under other
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broader station programs.
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A, training program is being developed for administrators and
users of '4to raw system.
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centralizedwithintheTicdeddAbaseandfuturechangeswillbe
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Control bi th surve 11anc
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The program will be
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, panage'd by the dechnical Section Group.
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7. ' Assurance to Quality:
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Recommendation:
Continue senior. management attention to identified problems toL
~ ensure.that 'they are promptly and effectively resolved.
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Response::
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' Senior managers will periodically review the corrective action
process and results. . Appropriate accountability controls will
be' established to ensure prompt and effective results.
The work
management and prioritization controls being implemented by the
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new planning and control function will improve communication of
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. problems and timeliness of resolution.
Individual
accountability will be enhanced within this centralized
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scheduling framework. Actions ~to improve our awareness of and
responsiveness to quality requirements. include:
e Weekly meetings between the Quality Assurance Department
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Manager and his staff and the Nuclear Operations Manager and
his staff to. discuss QA. differences and rapidly resolve
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problems.
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- The' institution of a monitoring and reporting program for
Quality Assurance recommendations.
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e All supervisors are required to attend basic supervisory
training where Quality Programs are emphasized. '
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e The use of extensions to Deficiency Reports and their
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resolutions have been discouraged, resulting .in a more timely
resolution.
- GET has been modified to place emphasis upon "doing it right
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. the first time."
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- The newly formed Systems Group and the improved staffing of
the Site Engineering Office have demonstrated our improved
ability to respond to technical issues and identify root
causes in a timely manner.and provide independent oversight,
e A pilot Balance-of-Plant quality program has been instituted
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to improve'the overall station performance.
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- Each section has an' assigned planner, resulting in the
improved overall timeliness of responses.
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Recommendation:
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Continue to pursue resolution of off-site inues.
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The'. Emergency Preparedness Coordinator' will .continueL to utilize
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. - expertise to improve off-site emergency. preparedness.
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. current. effort.for off-site plan improvements wil1 continta in :
order, to achieve resolution-of identified issues,
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