ML20217D466

From kanterella
Jump to navigation Jump to search
Summary of 950911 Meeting W/Commonwealth Edison Re Util Commitment to Improving Dresden,Matl Condition at Zion, Declining Performance at Braidwood & Comed Resources
ML20217D466
Person / Time
Site: Dresden, Braidwood, Zion  Constellation icon.png
Issue date: 12/04/1995
From: Taylor J
NRC OFFICE OF THE EXECUTIVE DIRECTOR FOR OPERATIONS (EDO)
To:
NRC OFFICE OF THE EXECUTIVE DIRECTOR FOR OPERATIONS (EDO)
Shared Package
ML20217D413 List:
References
FOIA-97-178 NUDOCS 9710030207
Download: ML20217D466 (11)


Text

_

T 6

  • m December 4, 1995 i

I MEMORANDUM 10: RfCORD m FROM: James M. Taylor Executive Direct m [.

or Operat ons b,

SUBJECT:

DROP-IN VISIT -- COMMONWEAL.TH EDISON On October 11, 1995, at 3:30 p.m., Mr. James J. O'Connor, Chief Executive Officer,-and Mr. Michael J.-Wallace, Chief Nuclear Officer, of Commonwealth Idison (Comed) met with Messrs. James Taylor, James Milhoan, William Russell, Steve Burns, and Brian McCabe of the NRC to discuss Hems of mutual interest regarding the Comed nuclear facilities. The following topics were discussed:

. Comed's Commitment To improving Dresden

. Material Condition at Zion

. Declining Performance at Braidwood

. Comed Resources Mr. O'Connor began the meeting by stating that Coned's Board of Directors is very committed to Dresden and that the company is not considering prematurely shutting the facility down. Mr. O'Connor reiter.ted that adequate resources '

have always been available to Dresden and that money cannot be used as an excuse for poor performance. The Nuclear Division is $20M over budget for the year, of which $14M is attributable to Dresden. Recently, there was a meeting of Comed's Top 250 managers, and every manager expressed a commitment to provide the resources that Dresden needs to improve performance. Mr. Taylor expressed that during his recent visit to Dresden, he was disappointed by the poor material condition of the plant, the skill of the craft wt.tknesses, and management's lack of focus on maintenance rework. Mr. Taylor also discussed the importance of the system-by-system design and performance review planned for Dresden. Mr. Taylor reiterated that with proper management direction and focus, a performance turnaround at Dresden is achievable.

Mr. Taylor led off the discussion about Zion by questioning Mr. Wallace about the significant material condition problems that were' discovered during a recent NRC inspection at Zion. Specific material condition problems discussed pertained to:

. Emergency Diesel Generators (cam lobes)

. Rod Position Indication

. Safety injection minimu'm flow line plugging

. Feedwater Pumps i

. Steam Generator Blowdown / Condenser inleakage Mr. Wallace was not familiar with the specific issues raised but committed to ensure that these material condition problems received prompt plant management attention. Mr. Taylor reiterated that the material condition problems are significant and should not be tolerated by plant management. He questioned whether management and staff at Zion recognize the significance of the problems and whether plant management was willing to live with the>e problems.

Mr. Taylor concluded the Zion discussion $ by stressing that the NRC will continue to monitor performance at the plant very closely and A ll not tolerate unsafe operations, i

'/

9710030207 '/70930 PDR FOIA P AR ADI,897,-1 YS PDR s

o . .

f There was a limited discussion regarding performance at the Braidwood plant.

Mr. laylor shared his impressions of Braidwood following his r(ient visit to ,

the site. Mr. Taylor shared his ccncerns about declining material conditions, i the high rework rate, and the recent poor performance on a basic skill of the i craft test (30% failure rate). Mr. Wallace stated that he shares Mr. laylor's concerns about Braidwood and is confident that the current management team at Braidwood is taking action to address these concerns.

Mr. O'Connor then addressed the issue of the adequacy of resources provided to Comed's nuclear program. Mr. O'Connor stressed that Comed sentor management has never requested their staff to defer important work because of limited resources. He again stated that adequate resources have always been available to the nuclear plants and that insufficient resources cannot be used as an excuse for poor performance. He concluded by stating that the Board of Directors is committed to the nuclear program and that resources are adequate to operate the plants safely and effectively.

The meeting adjourned at 4:30 p.m. No regulatory decisions wer'e requested nor made.

I l

i l

4 i

m -ra n.c; l

l .

COMMISSIONER'S BRIEFING FOR COMED MEETING CONCERNING DRESDEN'S PERFORMANCE PRE-BRIEF OF CHAIRMAN. JACKSON 05/02/96 e

-1

DRESDEN Brief History and Context

  • 1994 initiatives
  • 1995 TS Violations and Outage Performance 5 Principal Focus on Operators
  • Conservative Operating Philosophy
  • Control Room Conduct and Standards
  • Operator Workarounds Results in Control Room Positive -- In-Fleid Results Are Mixed
  • Successful Plant Operations (Startups/ Shutdowns)
  • Valve Lineups "OOS" Problems

%h,~py % Mc

, Material Condition Improving

  • Impact of Outages Since 1992
  • Impset on " Big Ticket" Items
  • Unit 3 Operation Maintenance Backlog Still Large -
  • Significance o "Out of the Way" Areas qbs h Maintenance Process I' #h' $

e Very Slow Progress on Work Control / Planning Weaknesses

  • Skill of Craft Still Weak - Training and Results %4 H..L ;,.a )

Current Efforts to identify ' Hidden" Material Condition Deficiencies

  • Latent " Problem" System Review
  • Unit 2 " Fast Cruise" Engineering Performance - Still in Transition
  • Improved Capability and Involvement
  • Large Backlog - Priorities Key issue (structural steel problem)
  • Design Control /U]A lss g p p @

Self Assessment bN

  • Problem Identification - Improved
  • Trending - Improving
  • Response to issues at Lower Management Levels - Mixed (e.g. valve lineup problem)

S-2

March 22,1998 Letter to Mr. O'Co. Dant PROGRESS AGAINST PLANS AND MILESTONES

  • Dresden Station improvement Plan
  • Progress Toward April 30 Short Term Milestones

& WORKFORCE IMPLEMENTATION 0F STANDARDS MATERIAL CONDITION IMPROVEMENT EFFORTS '

PLANT SYSTEM ASSESSMENT .

RESOURCES AND MANAGEMENT ATTENTION SYSTEM WIDE t

S-3

COMMON THEMES More Conservative Operating Philosophy- Improved Gerpons'e to issues e Impact of Outside Hires e Slowly Filtering Downward Mixed Picture on Personnel Errors and Operation e improved Control Room Performance at BWRs e Problems With Field Ops Continue (e.g. OOSNaive Lineup) l Material Condition e Large Material Condition Backlog at Older Plants

- Uncertainty of impact (e.g. Zion SI Recirc) e Very Slow Progress on Work Control / Planning Weaknesses e Skill of the Craft Weaknesses Some Longstanding Equipment Problems Addressed; e.g.:

  • LaSalle - MS isolation Workaround Turbine Building Ventilation eQuad Cities - Feedwater Control (3-element) eDresden Offgas System Engineering improving but Still in Transition v e increased Capability e Root Cause Evaluation inconsistent e Large Backlog S-4
OUAD CITIES Conduct of Operations improved l

Control Room Communication and Panel Monitoring improved a f' improvements Lagging for Out of Service, Planning, and Inter-

' department Communications l

Material Condition Poor - Improvement Slow Numerous Cracks in Recirc Piping, Core Spray Piping and Core. 1

.Lnternals e

Numerous improvements During Recent Outages (e.g., MOVs upgraded, RWCU piping replaced, feedwater in 3-element control)

  • Large Backlog Remains

'o ~Saffy System Performance (HPCl/RCIC) Still Poor Work Control Process ineffective ,

o e _ Scheduling and Coordination Proble_mjot Yet Overcome impacts Ability to ImpT0ve-MEterial Condition Personnel Performance issues Personnel Errors Still Problematic e

PIirnary Containment Breachedj- Misunderstood TS I e .S_kili kl of Craft Problems - High Rework ^

o Root Caupaluatinns af loconsistent Quality (Contributed to Recent Unavailability of Emergency DiesefVenerator)

Radiological Controls

  • ALARA Planning and Practices improved e

High Outage Dose Due in Part to Emergent Work and Higher than Expected Radiation / Contamination Levels o ,

Good Source Term Reduction Initiative y -

s .

, LASALLE i Material Condition Degraded Improvement Slow l

  • Remains Biggest Concern
  • Both Design and Degradation issues 1
  • Recent Unit 1 Outage Addressed Severalissues (MSIV

! Workaround, Turbine Building Ventilation)

  • Rate of improvement Slow i Work Control Process inefficient - Slightly improved o Contributes to Slow Rate of Material Condition Improvement
Engineering Support Weak but improving j .

Persorenel Performance issues

  • Senior Management Team Reacts Well to Most Challenges and Events
  • Recent Attempts to Upgrade Operations Standards Somewhat Successful
  • Human Performance Error Rate Remains High Improvement Efforts Not Very Effective

- Personnel Errors Occur independent of Job Complexity I

i o

4 S6 s

o BRAIDWOOD Equipment Alignment Errors Problematic e Numerous Valve Lineup (out-of-service) Errors e Safety injection System Degraded By On Line Maintenance o Hydrogen Monitor System: Disabled e Licensee Slow to Fix This Recognized Problem l Maintenance Effectiveness inconsistent e Work Control Mistakes Shared with Operations e Skill of Craft Sometimes insufficient Material Condition Degraded but Recently Improved e Leaks / drips Being Fixed e Deficiencies Being Tagged e Unit 1 Steam Generators Degraded Engineering Support Sornetimes Weak e Inoperable Control Room Ventilation Not Recognized S7

BYRON Teamwork and Communications between Departments Strong System Engineering Solid Unit 1 Steam Generators Degraded e IGA /lGSCC Tube Support Plates Previously e Cire Cracking at Top of Tubesheet Currently e

Electronic Work Control System Working Better Management Changes .

Personnel Errors Intermittent e Dralned 1000 gallons from RWST to Spent Fuel Pool On Line e

4 e

S-8

l..

ZION i Operations Performance inconsistent e Personnel Errors Continue e Conservative Plant Operating Decisions Material Condition Progress Slow e Chronic lasues '

e Hidden Backlog and Workarounds e Maintenance Personnel Skills / Training e Recent Work Controlimprovements l

Engineering Support Better but Still inconsistent e Weak Root Cause and Corrective Action e Good on Focused Special Efforts Radiation Protection Program Declining S9 d,