ML20215L870

Forwards Rancho Seco Action Plan for Restart, Progress Rept for Mar 1987.Program Action Items Include Mod,Maint, Insp,Training,Procedures Development,Administrative & Mgt Improvement Issues

ML20215L870
Person / Time
Site:	Rancho Seco
Issue date:	04/24/1987
From:	Julie Ward SACRAMENTO MUNICIPAL UTILITY DISTRICT
To:	Martin J NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION V)
References
JEW-87-738, NUDOCS 8705120406
Download: ML20215L870 (1)

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SACRAMENTO MUNICIPAL UTILITY DISTRICT O P. O. Box 15830. Sacramento cal $1'0'8521830,1916) 452-3211 AN ELECTRIC SYSTEM SERVING THE HEART OF C3gRNIA April 24, 1987 JEW 87-738 Mr. J. B. Martin, Regional Administrator Regional V Office Inspection and Enforcement U. S. Nuclear Regulatory Commission 1450 Maria Lane, Suite 210 Walnut Creek, California 94596

SUBJECT:

ACTION PLAN MONTHLY PROGRESS REPORT - MARCH, 1987 This monthly report on the status of the Action Plan for Performance Improvement at Rancho Seco covers activities during the month of March, 1987.

Currently, over 2450 employees and contractors are implementing the program action items which cover a wide spectrum of modification, maintenance, inspection, training, procedures 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.

l Sincerely, Jo E. Ward eputy General Manager, Nuclear

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Attachment cc: NRC, Rancho Seco 8705120406 870424 PDR ADOCK 05000312 R PDR 4 4 \

RANCHO SECO NUCLEAR GENERATING STATION O 14440 Twin Cities Road, Herald, CA 95638-9799; (209) 333-2935p'.g

O RANCHO SECO ACTION PLAN FOR RESTART REPORT FOR THE MONTH OF MARCH, 1987 ,

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i Prepared By:

l J. E. WARD DEPUTY GENERAL MANAGER,' NUCLEAR APRIL 20, 1987 1

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ACTION PLAN NONTHLY PROGRESS REPORT CONTENTS I. Highlights II. Introduction III. Action Plan Progress

.1 Changes and Revisions to the Action Plan

.2 New Issues Affecting Restart

.3 Closure of Issues

.4 Systematic Assessment Program

.5 Management, Operations, and Administration

.6 Plant Modifications and Maintenance Improvements

.7 Systems Review and Testing Program

.8 Non-Action Plan Related Activities

.9 Resource Commitments and Utilization

.10 Schedule c - __,.%._.,_ ,_.m , _y . . _ . , , , . - , - 34 _ ..

I. HIGHLIGHTS In March plans were drawn to evolve the Action plan from a Restart list into a historical document. Managers and System Engineers began to prepare submissions reflecting completion of Specific Action Items. Amendment 4 will compile these and thus begin to indicate what was actually done for restart. The perspective is changing.

• The new.TDI diesels passed their 100 hour0.00116 days <br />0.0278 hours <br />1.653439e-4 weeks <br />3.805e-5 months <br /> run tests and began their "35 consecutive starts" test. This project is ahead of schedule.

• Testing began on the Emergency feedwater Initiation and Control system (EFIC). A portable simulator was connected to dynamically test the various panels and cabinets.

• A total of 31 new NRC "Open Items" (specific action items identified during NRC inspections) were added in March. Of the 433 identified items only 140 remained open on March 31.

• Efforts continued to resolve the entire cable raceway issue.

As a conservative measure, 243 cables are being " walked down" to determine whether they are physically located as designed; 234 such inspections have been completed. Only 11 minor discrepancies were discovered so far. This issue is expected to be resolved in April.

• A very significant milestone was reached as the Decay Heat "A" system outage was begun. This event culminated a sequence of prerequisites which in their aggregate indicate major progress in mechanical and electrical readiness to restart.

• The weld filler certification issue was investigated and resolved in March.

• A complete review is being conducted of all Restart calculations. This was 80% complete by the end of March.

• Phase 2 of the Foothill Fault study was authorized and the contract was let to Bechtel.

• Stone & Webster conducted their annual Emergency Preparedness audit in March. Their finding was "a tremendous improvement".

e I. HIGHLIGHTS _(Continued).

• Resource Commitment With the progress made on refining task scope and program details, a Restart Budget for 1987 was provided to the Board.

t Approval was received in December. Site staffing levels have been dropped 10%. Staffing and expense trends are consistent with budget estimates. Efforts'are being expanded to identify all permanent managers before April 30. The new AGMs and a temporary Licensing Manager have been named.

• Schedule

, Restart of the reactor is planned in July with power operation beginning in September. Physics testing will precede power operation. Some tests at power will be conducted in August.

SUMMARY

Restart efforts are progressing as detailed within the Action Plan.

Progress is being nede and activity is apparent everywhere'at Rancho Seco. The NRC, and other industry agencies, are working closely with us to insure that our commitments meet their needs and will support a safe and timely restart.

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 Amendment 2 on December 15, 1986 and Amendment 3 on February 28, 1987. This report covers the month of March, 1987.

III. ACTION PLAN PROGRESS

1. Chanaes and Revision to the Action Plan The expanded System Review and Test Program (SRTP) is now functioning with assigned Systems Engineers for each system.

The SRTP consolidates the input from the Plant Performance and Management Improvement Program (PP&MIP) with the system revi.ews performed by the Systems Engineer and develops a systems testing program to demonstrate plant material readiness.

The Action Plan is being used as a source document or " Subset" of a comprehensive Restart List being assembled by Implementation. This document will be transmitted to NRC as requested.

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III. ACTION PLAN PROGRESS (Continued)

2. New Issues Affectina Restart Weekly program reports are prepared by the OGM, Nuclear and  !

submitted to a broad distribution including the District's l General Manager. New issues which could impact the restart are identified in those reports and are summarized below.

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• The two Decay Heat systems are being shut down and repaired sequentially.

The "B" system repair cannot start before "A" system is restored to operation. Resolution of discrepancies of unknown extent place these vital systems in the most likely position of delaying restart or being on the " Critical Path".

• Although diminishing in potential, the issue of the reliability of electrical power and control cables to be actually installed according to the Appendix "R" separation criteria of the Code of Federal Regulations, continues to require investment of resources. The discovered problems have been minimal, feeding optimism that this issue will not delay restart. A total of 243 cables are being " walked down" to resolve this issue. To date, only 11 minor problems have surfaced out of 234 completed inspections.

• The reliability of 173 critically important motor operated (MOV:.) valves continues to be an important issue. These valves are all operated at an attached motor which is actuated either automatically or by an operator from a remote control station. To comply with Technical Specifications, mil MOVs must be functional prior to Restart; thus far 66 valves have successfully passed overthrust testing.

3. Closure of Issues The QCI-12 process will eventually document the successful development of closure packages. Amendment 4 to the Action Plan will indicate the completed actions which have been submitted by the representative manager or system engineer to Quality.

4. Systematic Assessment Program This progr.im provides the input to the QCI-12 " Plant Performance and Manage >nent Improvement Program" (PP&MIP). The program is essentially complete, as shown in the following discussion of each input area.

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III. ACTION PLAN PROGRESS (Continued)'

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

-identified in the Action Plan by the respective managers and system engineers for closure.

b. Precursor Review A total of 1396 documents, applicable to Rancho Seco, have been reviewed to determine the appropriateness of previous reviews and implementing actions. These also are reflected in management and system-related work lists enumerated in of the Action Plan.

c. Deterministic Failure Consecuence Analysis This portion of the program generated a series of Action Plan items which will be closed before Restart. These analyses documented the effect of component failure on system operation, as well as the synergistic effects upon other systems. A total of 1232 recommendations resulted from this analysis program.

d. Personnel Interviews Interviews with plant personnel resulted in 1631 recommendations and generated actions to be completed prior to restart.

e. BWOG The program inputs thus far total 76 recommendations of an expected 150 to 200. The remaining inputs will be evaluated according to our 0C1-12 process in the near future when officially received.

5. Management. Operations and Administration

a. Changes in Supervisory and Management Staff:

Efforts are continuing to identify permanent SMUD management individuals for every key position. Both NRC and SMUD realize the importance of employing these managers prior to Restart so that they may function as a cohesive team before the contractor managers depart. Interviews for all the remaining contractor-filled positions will be conducted in April and May, 1987. At this time George Coward and Joe Ferlit have been named permanent SMUD

i III. ACTION PLAN PROGRESS (Continued)

Assistant General Managers. Ray Ashley has been replaced by John Vinquist as Manager of Nuclear Licensing. Mr.

Vinquist will act as Licensing Manager until the-permanent SMUD manager is named, which is expected to occur in April,

b. Changes in Organizational Structure:

Efforts are in full stride to implement the " Ultimate" or target nuclear organization by staffing of all nuclear management positions with SMUD people.

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

Total staffing for this organization is 110 people. All positions, including all key positions have been filled.

Recent indications are that the NRC is increasingly concerned with the slow progress of the test program.

Strong corrective action is being initiated to expedite this vital task.

6. Plant Modifications and Maintenance ImDrovements Section 4C of the Action Plan details the modifications and maintenance required for restart. Actual work is underway on most of the identified projects.

7. Systems Review and Test Program This program is described in Section 4D of the Action Plan and

.is rapidly becoming the comprehensive effort envisioned in the Plan. As noted above, the program is now 100% staffed.

Implementation of the programmatic structure has been initiated.

In addition, the detailed system review documents are completed.

Detailed test procedures are being developed; approximately 41%

are complete.

8. Non-Action Plan Related Activities The Foothills Fault is being investigated for its possible influence on Rancho Seco seismic design criteria. We do not expect that this study will result in any impact upon the plant design bases. The second phase contract has been let to Bechtel Corporation to perform additional trenching.

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III. ACTION PLAN PROGRESS (Continued)

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 improved management information and control of l 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. Personnel and Staffing During the month of March, 1987, the total staff assigned to the Nuclear Organization decreased by about 10%. On April 1. 1987, there were 896 SMUD employees and 1578

-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 staff during the month of March as a percentage of straight time hours worked is as follows:

SMUD 18%

Craft Labor 15%

. Consultants /Other Contractors 18%

(located at Rancho Seco and submitting site timesheets)

As of April 1, 1987, a total of 2,474 people were directly supporting Rancho Seco and the restart effort. On a typical day-shift, approximately 2,000 people are physically present within the security fence. This has required staggering of working schedules and has created an office space shortage requiring utilization of over 50 temporary trailers.

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10. Schedule At present we expect the plant to be producing. power in the

. third quarter 1987. There exists potential for delay:due to:

a. Decay Heat System repairs

b. . Cable routing problems

c. Failures during system tests

d. Delays in the regulatory process

e. MOV problems 1

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