ML20215C343

Action Plan for Restart, Monthly Rept for Sept 1986

ML20215C343
Person / Time
Site:	Rancho Seco
Issue date:	09/30/1986
From:	Julie Ward SACRAMENTO MUNICIPAL UTILITY DISTRICT
To:	Isom J NRC
References
JEW-86-581, PROC-860930-02, NUDOCS 8610100243
Download: ML20215C343 (13)

Text

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$iSMUD SACRAMENTO MUNICIPAL UTILITY DISTRICT Z P. O. Box 15830. Sacramento C A 95852-1830. ($16) 452 3211 AN ELECTRIC SYSTEM SERVING THE HEART OF CALIFORNIA u

RANCO SECO ACTION PLAN FOR RESTART REPORT FOR THE MONTH OF SEPTEMBER 1986 Prepared By: -

J. E. WARD DEPUTY GENERAL MANAGER, NUCLEAR SEPTEMBER 30, 1986 8610100243 860930 PDR ADOCK 05000312 R PDR 2.ng I' '

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DISTRICT HEADQUARTERS Z 6201 S Street Sacramento CA 95817-1899 gg

.c ACTION PLAN MONTHLY PROGRESS REPORT CONTENTS I. Highlights II. Introduction

.1 Purpose

.2 Scope III. Action Plan Progress

.1 Changes and Revisions to the Action Plan

.2 New Issues

.3 Closure of Issues

.4 Systematic Assessment Program

.5 Management, Operations, and Administrative Process Improvements

.6 Plant Modifications and Maintenance Improvements

.7 System Review and Testing Program

.8 Non-Action Plan Related Activities

.9 Resource Commitments and Utilization

.10 Schedule l

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I. HIGHLIGHTS The month of August, 1986, was significant in the course of implementing the Rancho Seco Action Plan for Plant Performance and Management Improvement Program (PP&MIP). During the month, the majority of the programs detailed in the Action Plan were active and several major milestones were reached:

The Systematic Assessment Program, addressing the " Retrospective Issues" identified in the NRC report on the December 26, 1985, overcooling event, was nearing a successful conclusion. Approximately 5,000 recommendations had been prepared and resolved into 1,700 items for resolution.

Management Improvement tasks are well defined and the group is in place 1

and working to develop and implement the programmatic actions.

Modification and maintenance projects are well defined and active. Many tasks have been completed, although they still require NRC closecut action.

Many meetings were successfully held with the NRC regarding specific program details and process. Major meetings were held in Washington, D.C.

On August 5, SMUD Senior Management and the Board President met with their counterparts in the NRC and on Capitol Hill.

- On August 14, SMUD Nuclear staff presented the details of the System Review and Test Program (SRTP) to NRC staff, along with an update on the PP&MIP process and schedule.

These meetings provided an opportunity to articulate the changed attitude and commitment by the District and its staff.

. Major decisions were made which resulted in the commitment to install a new, Class 1, Emergency Feedwater and Control System (EFIC) prior to restart. This decision has been warmly received by all concerned.

. Resource Commitment i

With the progress made on refining task scope and program details, a l revised Restart Budget was provided to the Board. Approval was received

in early September. Staf fing levels cent?nue to grow as restart tasks are initiated. Staf fing and expense tremis i re consistent with budget estimates.

. Schedule A February 1987 restart date is anticipated, although a contingency regarding the potential need to install the TDI Diesel Generators may l delay the restart to May. A decision is expected in mid-September,1986.

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I. HIGHLIGHTS (Continued)

SUMARY:

Restart ef forts are progressing as detailed within the Action Plan. Progress is being made and activity is apparent everywhere at Rancho Seco. The NRC, and other industry agencies, are working closely to insure that they are effectively interfaced with the Action Plan and that it, and our commitments, meet their needs and will support a safe and timely restart.

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II. INTRODUCTION This report highlights the progress in implementing the " Action Plan for Performance Improvement" at the Rancho Seco Nuclear Generating Station. The Action Plan was submitted to the NRC on July 3, 1986, and this monthly report covers activities during the month of August,1986.

III. ACTION PLAN PROGRESS

1. Changes and Revision to the Action Plan No changes or revisions were issued during this period, although material is being gathered for submittal as an Amendment to the Action Plan in September. This Amendment is as a result of the decision to install the Emergency Feedwater Initiation and Control (EFIC) system as the appropriate Auxiliary Feedwater ( AFW) control scheme that is independent of the Integrated Control System (ICS). The second major area of change involves additional detail regarding the expanded System Review and Test Program (SRTP) which is now functioning with assigned Systems Engineers.

The SRTP consolidates the input from the Plant Performance and Management Improvement Program (PP&MIP) and develops a systems approval to the resolution of issues and demonstration of plant material condition.

The PP&MIP is detailed in QCI-12, which has had a significant revision (Rev. 1) in that it now directs systems related recommendations from the Recommendation Review and Resolution Board (RRRB) directly to the Systems Engineer for consolidation and integration prior to submittal to the Performance Analysis Group (PAG) for prioritization and disposition. This

, process is in place and has proven to be effective on the first systems which have reached that phase of the Systems Review program.

2. New Issues Af fecting Restart Weekly reports are prepared by the DGM-Nuclear and submitted to the District's General Manager. New issues which could impact the restart are identified in those reports and are summarized below.

a. Questions have been raised with the validity of the assumption that the new TDI Diesel Generators would not be required to support the EFIC installation. This issue is to be resolved before a 09-08-86 meeting with the NRC to discuss this and other issues relative to plant modifications.

b. It was discovered that the installed Diesel Generators were loaded in a manner that would have exceeded their rated capacity under design basis conditions. This required a notification to the NRC under the provisions of 10CFR50.72. This could impact the decision on the TOI diesel installation schedule.

III. 2. c. Numerous discrepancies were discovered in the wiring drawings for the "A" Diesel Generator. " Yellow Lining" was accomplished to define the as-built condition. These are being evaluated by engineering to verify that the design basis was met.

d. Initial startup of the "A" Diesel Generator following its overhaul resulted in overspeeding the unit. The cause was traced to a procedural deficiency and the consequences are being evaluated.

e. Radiographs of the drain line on the "B" Decay Heat Pump were inconclusive as to whether or not the leak in the elbow (previously reported) was a result of a pipe crack. Therefore, the pump was not declared operable, even though the leak was repaired. Additional radiographs of the "A" Decay Heat Pump Drain Line indicate that some localized areas have less than 50% of the original wall thickness.

Based on this information, the "A" Decay Heat Pump was declared inoperable. We now have no operable decay heat train, although both are functional and capable of removing decay heat from the core.

This situation has been discussed with both NRR and Region V of the NRC. We will be documenting our recovery plans in a letter to Region V.

f. Sleeving operations on the OTSGs were temporarily suspended pending technical evaluation of a number of problems. These include:

- Quality of some sleeves (approximately 28 of 150 inserted sleeves) which prevent insertion of rolling tools.

. Breaking of lower rolling tools in the sleeve. (This has

' occurred in 2 of the first 80 sleeves rolled.) The tools have been extracted.

Insertion of sleeves in those tubes near the outer diameter of the OTSG.

B&W management came to the site to provide additional attention to resolution of these problems.

3. Closure of Issues No Action Plan issues have been resolved to the point of closure by the NRC. These issues are identified within the Action Plan itself, and

, specific commitments have been made which will result in developing the documentation supporting closure. The Quality Assurance Department is loading all of the items, commitments, issues, into the QCI-12 Tracking System (QTS), a computer based tracking system. This program began operating during August and will document the development of the closure packages. At a meeting with the NRC/NRR on August 14th, a discussion regarding the details of the closeout process was held. The NRC is

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' III. 3. (Continued)

, developing their process and the District is preparing a submittal which describes the schedule, as well as the additional technical information, and documentation that will be provided to justify closure of issues.

4. Systematic Assessment Program i

This program provides the input to the QCI-12 " Plant Performance and Management Improvement Program" (PP&MIP). The program is well along, as shown in the following discussion of each input area,

a. December 26, 1985 Event Analysis A total of 150 analyses, studies, repairs, and modifications were initiated to investigate and recover from the overcooling event.

These resulted in approximately 400 recommendations, which have been submitted to the RRRB for review and processing. This entire effort is >95% complete, with final closure dates established for all remaining open items.

b. B&W Owners Group SPIP The program inputs remain at 37 recommendations of an expected 140, the balance of which may not be available until the first quarter of i

1987. Six of these recommendations have been prioritized for restart, by the PP&MIP. Ron Colombo has been assigned as the District SPIP Coordinator and representative.

c. Precursor Document Review .

Approximately 1396 documents, applicable to Rancho Seco, have been reviewed to determine the appropriateness of previous reviews and implementing actions. This review was complet,ed on August 20th and 457 recommendations were submitted to the RRRB in accordance with the QCI-12 process. Over 3,000 secondary documents were reviewed in support of the primary reviews, and nearly 10,000 manhours expended on the project.

d. Deterministic Failure Consequence Analysis Twenty engineers, technicians and operators accomplished this project in eleven weeks. They completed their analysis and had submitted approximately 1,232 recommendations to the RRRB and QCI-12 process.

This unique program focused on anticipating the causes of future transients, or the equipment failures which often complicate them.

The multi-disciplined teams determined the consequences of active component failures (e.g., pumps, fans, valvet, power supplies, controls) and whether or not they would cause a Reactor Trip or adversely affect the ability to mitigate the effects of a transient.

Recommendations were then developed to provide appropriate mitigation

III. 4. d. (Continued) action, be it a physical plant modification, a procedure change, or specific training. By applying the process to the Electrical Distribution System, the Instrument Air System, the NNI/ICS, and the systems addressed by IE Bulletin 79-27, a comprehensive look at the plant and its operation was accomplished. The recommendations, when implemented, should go far toward assuring nominal post-trip response while enhancing overall plant reliability, i.e., preventing the trip in the first place.

e. Recommendations Review and Resolution Board (RRRB)

RRRB continues to meet daily to process the recommendations it

.,eives. A comprehensive database has been developed to minimize redundant recommendations and to insure the timely processing and assignment for disposition of each. To date, over 4,800 recommendations have been received. Of these, over 2,635 are being tracked (i.e., valid) and about 1,635 have been found to be non-redundant (i.e., requiring resolution). It is expected that another several hundred recommendations will be submitted to this multi-disciplined board in the next 60 days. The RRRB has had the benefit of the technical expertise and independence of active members from Bechtel, B&W, and Duke Power Company.

5. Management. Operations and Administrative

a. Changes in Supervisory and Management Staf f:

Bechtel is replacing their project manager at District request.

b. Changes in Organizational Structure:

Efforts are underway to define the " Transition" organization which will result in the ultimate staffing of all nuclear management positions by SMUD people. This is a comprehensive program which will be the sour'ce of a future Amendment to the Action Plan.

c. The Systems Review and Test Program (STRP):

Total staffing for this organization will be 110 people of which 58 are presently assigned. All key positions have been filled.

The Modification Test Group (Startup Group) has been re-assigned to the SRTP Organization as of August 19th. The Test Program Assistant Director will report to Rancho Seco on September 2,1986.

The Startup ef fort on the TDI diesel generators is being upgraded to two 10-hour shif ts per day.

III. 5. c. (Continued)

Details of the SRTP were presented to the NRC in Washington, D.C. on August 14th. The program was well received.

Late in the month, an NRC team reviewed the System Review and Test Program at Rancho Seco and had no major concerns, while of fering useful critique. They were pleased with the progress made to date, and plan to return September 29, 1986, and begin a continuous review and program monitoring effort.

A presentation will be made to NRC Region V early in September to cover the material that was presented on August 14th to the NRC in Washington.

Open NCRs and abnormal tag reports have been added to the system review process as inputs to be considered for " selected" systems.

6. Plant Modifications and Maintenance Improvements These subjects remain as described within the Action Plan, Section 4C, with the exception of the commitments related to independent control of the Auxiliary Feedwater System. As noted above, in the discussion of

" Changes to the Action Plan," a consequence of installation of the EFIC system will be the need to revise several of the specific plant modifications described in the Action Plan. The changes are necessary to integrate the modifications and operation of the associated systems. The. .

forthcoming amendment to the Action Plan will detail these changes.

Section 4C of the Action Plan details the modifications and maintenance required for restart. Actual work is underway on each of the identified projects, but none have yet reached the point of completion. Completion of work tasks is occurring, although item closeout is pending full operation of the QTS and closeout documentation process.

7. Systems Review and Test Program This program is described in Section 40 of the Action Plan and is rapidly becoming the comprehensive effort envisioned in the plan. As noted above, the program is now about 50% staffed. Implementation of the programmatic structure has been initiated. In addition, the detailed system review documents are being developed, which in turn will define the scope and depth of the individual system tests.

III. 8. Non-Action Plan Related Activities

a. Foothill Fault Study  ;

The NRC request for additional information regarding the Foothill Fault System is based on a March 1981 SMUD report titled " Review of Recent Geologic and Seismologic Information Pertinent to Seismic Safety" and a follow-up field trip by the NRC project manager and staff geologist in May 1985. Per telecon on July 9, 1986, it was indicated that the NRC request was not an urgent matter and a

" normal" schedule to answer it would be satisfactory. Geologists from Bechtel were given the task to perform a field reconnaissance (July 11 & 12) and to develop a detailed plan and schedule to respond to the NRC request. We expect to have this plan by the end of August. It was the geologist's initial assessment that a review of any new information developed since SMUD's 1981 report would be necessary and, if needed, some geologic exploration for the purpose of mapping could be done. At this item, we anticipate completion of the response in the Fall of 1987. This schedule indicates that the NRC does not consider this to be a " restart issue."

We have sent a letter to the NRC which documents our agreement with the NRC to complete our additional studies and field work by November 1987.

Neither the NRC, nor Cole McClure of Bechtel, expect that this study will result in any impact upon the plant design bases.

9. Resource Commitments and Utilization As a part of the expansion necessary to support the Action Plan, implementation programs have been strengthened or put in place to provide management information and control of activities and resources. These efforts allow for the budgeting and allocation of resources where necessary to accomplish the commitments of the Action Plan. The major elements are:

a. Budget An interim Restart Budget was approved by the SMUD Board of Directors

, on August 26, 1986, with final approval expected on September 4, j 1986, based on a cost comparison of various District alternatives l regarding Rancho Seco. The Restart Budget is the cost for all

! identified Restart and Plant Performance Improvement activities

! through March 31, 1987, approximately one month after the scheduled l return to full power date. The cost to date, forecasted cost to go, l

and forecasted cost at completion are based on the expended costs

! through August 31, 1986. Additional analysis of the forecasted cost

[ to go will begin with the September Cost Report to be issued

! mid-October.

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III. 9. a. (Continued)

As of the end of August,1986, no budget variances have been identified. As budget variances are noted in subsequent cost reports, a description and cause of each variance will be included in this section of the report.

No scope changes have been approved through the end of August, 1986.

Several modification scope changes (additions to the Action Plan scope) are currently under review and will be identified and quantified in next month's report.

A management reserve of $1,500,000 for 1986 and $2,800,000 for the first quarter of 1987 has been established as a part of the overall Restart Budget. This money is controlled by the Deputy General' Manager, Nuclear and can only be reallocated to other accounts with his approval. As of the end of August, 1986, no management reserve has been allocated to other accounts,

b. Personnel and Staffing During the month of August, the total staff assigned to the Nuclear Organization increased by approximately 200 people as efforts to staff up to accomplish action plan commitments continued. As of the end of the month, there were 800 SMUD employees, 194 craft labor, and 675 consultant /other contractors assigned to the nuclear organization with a small number of SMUD and consultant personnel assigned to various locations other than Rancho Seco.

Approximate overtime utilization of the staf f during the month of August as a percentage of straight time hours worked'is as follows:

SMUD 22%

Craft Labor 15%

Consultants /Other Contractors 18%

(located at Rancho Seco and submitting site timesheets)

As of August 29, 1986, a total of 1,704 people were directly supporting Rancho Seco and the restart effort. This includes both contractor / consultant "Home Office" people, and those on site. On a typical day-shift, approximately 1,300 people are physically present within the security fence. This has required staggering of working '

schedules and has created an of fice space shortage requiring utilization of over 40 temporary trailers.

6 III. 9. c. Contracts Action by the SMUD Board of Directors on August 26, 1986, gave the Deputy General Manager, Nuclear broad power to award service contracts in support of the Rancho Seco Restart effort without going through the normal contract approval cycle. The control of these contracts will be in the budget dollar limits established by the Board of Directors for the award of work through individual tasks.

In anticipation of this action, the Nuclear Cost Engineering Group issued an RFP for engineering and technical services, management services, and staf f augmentation for Rancho Seco. Approximately 100 bidders responded to some or all of the bid items. As of August 31, the following contracts have been approved for award by the Deputy General Manager, Nuclear:

Contractor Services to be Provided Startup Nuclear Inc. Staff Augmentation General Physics General Services Nova Power Engineering Services Cataract Engineering Services Nuclear Energy Consultants Staff Augmentation No specific tasks for services were awarded to any of these contractors during August, although several requests are in progress.

Subsequent monthly reports will list the contracts issued during the month under the special authority given to the Deputy General Manager, Nuclear. All tasks issued during the month will be included along with a brief description and a task value.

10. Schedule The major physical plant schedule contingency continues to be the potential requirement for the two new TDI Standby Diesel Generators.

These units may be required for restart should it be determined that electrical equipment in the NSEB, which supports operation of EFIC, requires a Class 1 backup electrical supply or that the capacity of the two existing diesels has been consumed. Sixty days of slippage, from the scheduled mid/ late February turnover for unrestricted operations, has been identified for this contingency.

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( )SMUD SACRAMENTO MUNICIPAL UTILITY DISTRICT O P. O. Box 15830, Sacramento CA 95852-1830,(916) 452-3211 AN ELECTRIC SYSTEM SERVING THE HEART OF CALIFORNIA

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September 30, 1986 JEW 86-581 Mr. Jim Isom U. S. Nuclear Regulatory Commission EWS - 346 Washington, DC 20555 MONTHLY REPORT ON STATUS OF ACTION PLAN FOR PERFORMANCE IMPROVEMENT AT RANCHO SECO - SEPTEMBER,1986

Dear Mr. Isom:

This monthly report on the status of the Action Plan for Performance Improvement at Rancho Seco covers activities during the month of September, 1986.

Currently, over 1700 employees and contractors are implementing the program action items which cover a wide spectrum of modification, maintenance, inspection, training, procedure development, administrative and management improvement issues. The goal is improved safety and more reliable operation.

The attached report is intended to keep you, as holders of our Action Plan, current on our progress.

i Sincerely,

. . Hard Deputy General Manager, Nuclear Attachment

! cc: Glen Perez Ot$O kYk Tso fh il DISTRICT HEADQUARTERS O 62o1 S Street, Sacramento CA 95817-1899