Text

Rev 0 to DE Fermi 2 Work Management Guidelines
	ML20217H667
Person / Time
Site:	Fermi
Issue date:	12/22/1996
From:	Fessler P, Haberland T; DETROIT EDISON CO.
To:	;
Shared Package
ML20217H660	List: ML20217H667; ML20248J539; NRC-97-0088, Forwards Response to 970703 RAI Re License Amend to Extend EDG Allowed Outage Times.Response Includes Descriptions of Current Plant Procedures & Practices Which Makes Changes as Necessary;
References
	PROC-961222, NUDOCS 9708130172
	Download: ML20217H667 (30)
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. Detroit Edison t

Fermi 2 l

Work Management Guidelines l

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Recommended by:

T, Haberland Date Superintendent, Work ntol

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Approved by:

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P. Fessler Date Plant Manager Nuclear Production i

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Work Management Guidelines Resision 0 Page 2 -

WORK MANAGEMENT PROGRAM A. Program Goal and Objectives B. Scheduling and Planning Daily Work Acthities B.1 ' Quarterly Schedule B.2 Scheduling Priorities B.3 Four Week Schedule B.4 The Plan of the Day B.$ Scheduling Mexibility Provisions B.S.I High Prionty Work B.5.2 General Work Acthities B.5.3 Recovery from Outages B.6 Refueling Outage Screening During the Operating Cycle B.7 System Outage Risk Matrix B.8 On-Line Malmenance on Major Plant Systems l

B.8.1 Developing the Operating Cycle Safety System Outage Schedule B.8.2 System Outage Manager Responsibilities B.8.3 Corrective and Preventive Maintenance Scheduling C. Interface Meetings C.1 Daily Meeting C.2 Weekly Planning Meeting D. Measure:nent ofPerformance D.! Performance Trending Reports D.2 Performance Indicators l

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I Work Management Guidelines r

Rnision 0 Page 3 PURPOSE OF THIS GUIDELINE De purpose of this manual is to prmide consistent guidelines for the daily scheduling of Fermi 2 work control processes during non outage situations. This guideline either prmides information not found in Fermi 2 procedures or augments those procedures. This manual should be used by a'l site personnel involved with daily work control methities No guidance listed in this manual should be considered to supersede the requirements of apprmwi Fermi 2 procedures. The follomng are the primary directive procedures in the work control manual gm crning the work control process at Fermi 2:

MWC02 WORK CONTROL MWC03 SURVEILLANCE / PERFORMANCE PACKAGE CONTROL MWC04 SURVEILLANCE / PERFORMANCE SCHEDULING AND TRACKING COMPUTER PROGRAM MAINTENANCE Additionally, these guidelines prmide the basic philosophy for implementing Maintenance Rule requirements into the work control scheduling process.

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Work Management Guidelines Revision 0 Page 4 A. PROGRAM GOAL AND OBJECTIVES Goal:

' The goal of the Work P-- ;

t Omdelines is to maintain safe and efficient electrical generation capacity by effectively planning and scheduling survallances, performances (PSTs), pieventive maintenance, corrective maintmance, modifications, and other work activities.

Objectives:

l 1.

Prmide a framework for long term surveillance, performance (PST), and preventive maimenance planning for en line plant operations following outage reemeries.

2.

Establish a planned work schedule and submit prepared work packages to the work group at least four weeks in advance. Optimin groupings of woik acthities within system and divisional windows according to a quarterly

schedule, 3.

Maintain necessary flexibility to alter the schedule as required to address emergent corrective maintenance of a high priority nature.

4. - Wiw use of personnel resources in the work control scheduling process.

5.

Schedule work to maintain divisional integrity and to reduce mutual interference from simultaneously performed work items.

6.

Schedule work in logical sequence to minimim man hours involved in preparation for work activities (tagging, draining, scaffold construction, etc.).

7.

Minimim actual impact on plant operations (operating equipment configuration, power reductions, lost capacity factor, etc.).

- 8.

Minimize potential impacts on plant operations (scheduling a complicated mixture of simultaneous work activities, unacceptably reducing the availability of safety systems, etc.).

9.

Address corrective maintenance 'on line" to the maximum extent possible and still operate the plant safely and afBciently. This will reduce the volume of work required to be completed during refueling outages.

10, When performing preventive maintenance and suntillance activities, an assessment of the total plant equipment that is out of senice should be taken into account to determine the metall effect on the performance of safety functions. PM events on risk significant systems will be assigned sufficient priority to present exceeding their critical completion dates, unless superceding emergent work is directed to instead completed by plant management.

II. To ensure Maintenance Rule risk significant systems work is minimized both in frequency and duration by prudent scheduling methods. A listing of Maintenance Rule risk significant systems is pro ided on attachment 4

- 12. To ensure the benefits of performing the work on-line outweigh the negative impact due the unavailability caused by the outage, o

Work Management Guidelines Revisi:n 0 Page5 B. SCHEDULING AND PLANNING DAILY WORK ACTIVITIES 3.1 The Quarteriy Schedule The Fermi 2 daily scheduling process uses a thirteen week quarterly schedule and a System Outage Risk Matrix as the fundamental building blocks in long range planning. An example of a thineen week quarterly schedule is prmided in Attachment 1. An example of the Risk Matrix is shown in attachment 8. This concept prmides long.

term consistency by using the following principles:

1. Each week within the quaner will be designated as division 1, division 2, or as non-disisional.

2. Each week within the quarter will be associated with several major plant syste ns. All scheduled work activities associated with these systems should be scheduled within the associated system week.

3. The relative week for a sysicm or divisional identification will not change for example:

week I and 2 of every quaner are division I weeks and week i of every quaner is associated with Control Rod Dnvc

4. Monthly suntillances will occur within the same divisional week estry month Once per quarter there will be 35 days between such surveillances, requiring use of four days of Technical Specifications allowed " Grace Period" for assigned monthly surveillances.

5 Mid-cycle system outages will be scheduled during their respective week during an appropriate quaner during the operating cycle. Responsible plant personnel will be assigned as th: System Outage Manager. Preparations for the system outages will be documented on Attachment 4, SAFETY SYSTEM OLTTAGE CHECK 1.lST. Plant philosophy concerning on line maintenance and safety system outages are detailed in section B.8 of these guidelines 6, Cyclical PM, suncillance, and perfonnance (PST) estnts with a periodicity greater than 92 days will be scheduled with their associated system. Other such events with more frequent periodicity will be scheduled within their system week whenestr possible. When it is not possible to schedule these esents within their system i

week, they will be scheduled in a manner causing the least interference with other work actisities

7. When destloping the 13 week schedule, consideration will be given to the overall effect on the performance of safety functions due to preventive maintenance and suntillance activities.

g. Generally, the first week of estry quarter begins on the Monday of the first full week in the months of January, April, July, and October.

B.2 Scheduling Priorities The following priorities should be followed when creating the quanerly schedule and considering the manpower and other resource allocations available.

First Priority Suntillances and Performances (PSTs).

Surveillances required to comply with Technical Specifications, UFSAR, ODCM etc, will have highest priority in scheduling.

Work Management Ouidelines Revision 0 Page 6 Second Priority Preventive Maintenance

- Every attempt should be made to schedule PMs close to their desired due date. Those with a periodicity less than 366 days will be scheduled as described in Section B.I.1. anger term PMs should be scheduled within their symem windows on the quarterly schedule nearest the PM's desired due date, not exceeding the PM critical due date.

- third Priority Corrective Maintenance Every effort shall be made to address the corrective maintenance inventory while the plant is in operation within the restraints of safe and efficient plant operation. Resources available aAer scheduling surveillances and PMs should be effectively used to maintain the plant in a high mate of materiel readiness.

Issues such as LCOs, CRIS DOTS, or risk significant system Ametional failures will generally be treated as

" emergent" work. These jobs will be added to the frozen four nok schedule, depending upon :

Urgency of required correctm maintenance Planner: 6ility to prepare work package and obtain parts e

Availt'de craA manpower in an "open" window -

e What pmiously scheduled work can be rescheduled to free manpower to do the emergent work e

B.3 Four Week Schedule The general intent of daily scheduling is to prmide schedule nability in the four weeks prior to a particular uork week starting. The general flow of daily scheduling can be seen on Attachment 6, Daily Scheduling Flowchart. A timeline of the Work Control Process is shown in attachment 5. At the four week point prior to beginning work, the schedule should be miewed using the System Outage Risk Matrix to determine if any planned system outage work results in a risk designation abmt ' Low', Work that results in ' Moderate' risk should be evaluated to determine if contingency actions should be implemented prior to the start of the system outage work. Jobs that result in 'High' risk will be rescheduled or brought to the attention of Work Control and Operations management Jobs with

' Unacceptable' risk will be rescheduled. In addition, work packages should be fully prepared witn all restraints by supporting organizations removed and sent to the work groups for their miew. Operations Work Control will approve impact statements and prepare tagging requests. In the next two weeks the work groups should miew the packages and return for replanning, if deficient, for resolution in support of the schedule.

The schedule will be considered " frozen" (following the Weekly Planning Meeting) in the fourth week before work begins. Additions to the schedule will be made according to section B.5 (Scheduling Flexibility Prmisions).

B.4 The Plas of the Day The plan of the day will be published daily to prmide the detailed breakdon of daily actisities for the use of plant W _.J It covers approximately the next four days, looking ahead sufficiently to allow plant personnel to make all necessary preparations to begin work on the day when it will be scheduled. In addition, an evaluation of the POD is done using the Risk Matrix to ensure there are no unidentified work configurations that result in a risk value greater than 'Im'.

Any additions described in section B.5 must be evaluated with the risk matrix.

. The following items may be included in the POD:

1. Timelines (fragnets) for special evolutions

2. Detailed breakdown of work scheduled.

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Sorted by System / PIS Surveillance / PM / WRis identified e

Responsible work group identified e

Scheduled times for activities to be started, worked, and completed e

3. Scheduled PMT

4. Contingent work - shop or minor maintenance work

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3. sate Surv.ma-or Performance (PST) tests

6. Summary of major acchities in next plan of the day scheduling perion 7, Open LCOs requiring action

8. Additional items as deemed necessary, Plan of the Day line items that are logically sequenced to one another should be identined as such with an arrow or other similar device 'Ibe intent is to prmide a visual aid for POD users that identines the appropnate sequence for work progression when the completion or co performance of a work item is necessary for the performance of another week item.

B.5 Scheduling Flexibility Previeless B.5.1 Bigh Priority Work Emergent work will occur that must be addressed more rapidly than by scheduling using the quarterly schedule with symes window availability, important issues may need to be snore quickly scheduled, planned and worked. Such issues or emergent work must be evaluated with the risk matrix to determine the impact of performing the new work in coq) unction with the originally scope work. If the risk of performing both jobs is determined to be inappropriate, one of thejobs will have to be rescheduled (details in section B.8.3). If such activities require rescheduling items that were previously frozen within the past 4 weeks, the displaced work scthities may be rescheduled within their symem window in a subsequent quarter, New work requests will be screened at the Daily Scheduling Meeting as described in Section C.1 Important methities that may need rapid planning, scheduling, and resolution include, but are not limited to, the following:

"E orders, Priority I and 2 work requests (see MWC02) e e CRIS dot work orders LCO related work orders e

Safety issues e

'As Needed" routine maintenance (such as changing CRD filters when high DP occurs)

-e Emergent work or plant operating conditions may require rescheduling PM events on a Malmenance Rule risk significant systems, listed in Attachment 4. Should it appear any such PM events will be scheduled past its critical completion date due to emergent work, notify the Supenisor, Scheduling SRO and the responsible PM group engineer, Evaluate the component whose PM will be late to see ifit affects any of the risk significant functions in the Maintenance Rule SSC Specific Functions table (copy in the Supenisor, Scheduling SRO's Maintenance Rule

=<mahaak). The system engineer shall assist in making this determination. If the component does affect a risk sigun6 cant SSC function, notify the system engineer and PM coordinator of the restraint to completing the PM event and whenit is rescheduled.

B.5.2 GeneralWork AetMties Some systems or PIS cimenincations have been selected as aethities that may be scheduled at any place within the quarterly schedule. Some, like fire protection and security systems, are of great importance, but, have little direct effect upon plant generation. Others are of such a general nature that they may be 7,cheduled as work to be accomplished whenever plant resources are available.

Some examples of PIS numbers falling into this category are:

A30 Totalplant / unlisted items e A70 Security e H30 Annunciators / sequence recorders e P80 Fire Protection Y52 Chemical / Oil Storage e

e U21 urbine Building Structures e T21-Reactor Building Structures I

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3.5.3 Bacevery From Outages

?? r to monthly and quarterly activities immediately following an extended outage may need to be made depending upon the completion dates for suntillances or PMs during the outage period. The goal will be to achieve conformance with the long term arrangement of quarterly achedules as quickly as possible within the constraints of manpower availability, etc.

B.6 Bafaeling Outage Seroening Dudag the Operating Cycle.

Wosk Raquest initsstion Forms (WRIFs) will be screened as soon as possible after being written. Every effort should be made to achedule work during the operating cycle within the bounds of maximizing anfety and electrical generation. The Risk Matrix should be utilized 19 evaluate the risk associated with scheduling work during the operating cycle to assure that the risk resulting f>om performing the work on line does not exceed the benefits achieved. Work cosapleted during the operating cycle, component outages, or system outages aids in reducing the length or scope of future refueling outages, ifit is determined that a particular work request must be completed during an outage period, the work request will be submined to the Supenisor, Refuel Outage Scheduling for inclusion into the next refuel outage if feasible.

Such work requests wl:1 also be screened for inclusion into the forced outage schedule. If they are assigned as forced outage work packages, they should also be assigned as scope in a future refueling outage to ensure these work requests do not remain as backlog for emended periods of time.

i 3.7 System Outage Risk Matris 3.7.1 Matris Purpose The purpose of the System Outage Risk Matrix is to prmide the plant with a tool to determine the amount of

risk' increase for various predetermined maintenance configurations while at power, it may be used as an aid in deciding which systems and components are placed in an outage status while the plant is operating. The matrix can also assist operations with evaluation the risk significance of emergent work and certain plant configurations. An

. example of the matrix is found at the end of this document.

B.7.2 Description of Matris This matrix is developed by the PSA group using data supplied by the scheduling organization. The matrix is based upon the system outage schedule. System outage windows are established for the operating cycle and evaluated for risk by the PSA organization. The top row of the matrix identifies the risk significa 4. systems used in Fermi's IPE, i

The risk ranking is determined by the intersection of the system outage row and the contingency system column.

Each configuratbn has a ranking based upon the assumption that the contingency system will be unavailable for the entire duration of the system outage. If the duration of the system of component unavailability is more than assumed, the risk will increase, if it is less, the risk will decrease The matrix uses 4 rankings for risk, X, H, M and L These rankings represent a range of risk values. The 'L' ranking is ' Low' and indicates the configuration has no risk significance. The 'M' ranking is ' Moderate'. This ranking, at a micimum, requires that preplannedjobs be evaluated to determine if the configuration must be entered.

If either of thejobs can be rescheduled to a time period that does not yield an 'M' ranking, the work should be rescheduled. If the work cannot be rescheduled, or ifit is desired to perform both jobs, plant management must be informed of the ' moderate' ranking and contingencies will be consideredc The 'H' ranking indicates a configuration of high risk. Management approvalis required for configurations of 'High' risk. The category "X"(or unacceptable risk) is defined as any outage configuration that produces in instantaneous CDF of at least 1.0E 3/ year, regardless of the integrated CDF over the particular outage duration. Entry into this configuration is prohibited.

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Work Management Guidelines Revision 0 Page 9 B.7.3 Use of the Matris The matrix may be used by several groups at Fermi 2. The major users will be Operations, Scheduling, PSA group, and System Engineering. Operations will have a copy of the matrix in the Control Room and may refer to it when releasing systems and components for maintenance. All work shall also be evaluated against system outages in progress.

The use of the System Outage Risk Matrix is not intended tojustify or supersede the Technical Specifications 11 is intended to be a tool that assists the plant in evaluating the risk experienced in certain system configurations thereby supporting the performance of specific maintenance tasks with the plant at power.

B.8 On !Jae Malatenance om Risk Significant Systems NOTE: If departure from the following guidelines is considered necessary, the Superintendents, Work Control Process and Operations should be briefed before the departure occurs, unless stated Ctherwise. Ifitems whose coincidental work results in a " moderate" or higher PSA risk can not be practicably rescheduled, the Plant Manager must also be briefed before these work items can be worked together.

B.s1 Deseloping the Operating Cycle Safety System Outage Schedule System Outages are periodically scheduled during the operating cycle on certain safety systems in order to maintain high states of readiness for these systems. In general, system outages are scheduled during the operating cycle to support the PM program for these systems, which is an integral part of compliance with the Maintenance Rule.

Not all Maintenance Rule risk signincant systems receive system outages. Some reasons for excluding some systems are:

Plant operation impossible without system (TBCCW, GSW, Station Air, Condensate, etc.)

Prohibited by tech specs, or, excessively restrictive actions (Primary Containment Isolation System, EECW, RPS)

1. The system outage scheduler will determine which safety system outages will be required in the upcoming cycle.

Current plant policy is to attempt to limit planned safety system outages to performing each division (if applicable) only once per operating cycle. Notable exceptions to this are:

CCHVAC - due to the large number of PMs associated with this system Div 1/2 NIAS due to 12 month PMs requiring LCO entry

2. The following systems are generally scheduled for planned system outages within an operating cycle:

. EDG 11 Div 1 H202

. EDO 12 Div 2 H202 e

. EDG 13 Div 1 Thermal Recombiner e

. EDG14 Div 2 Thermal Recombiner Div 1 SGTS RHR Div 1 e

Div 2 SGTS RHR Div 2 e Div 1 CCHVAC Core Spray Div 1 e

Div 2 CCHVAC Core Spray Div 2 e

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Div 1 NIAS RCIC e

Div 2 NIAS Standby Liquid Control e

e HPCI RWCU e

2. The system outage scheduler will evaluate all the PM events for these systems that require entry into an LCO.

These PM events generally h.. e a plant impact code of SO (system outage) or Dl/D2(division I or disision 2).

The date for the respective system outage should be chosen to group as many PMs as possible into one system outage, with the exception of CCHVAC and NIAS for the reasons noted in B.8.1.1.

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3. De system outage scheduler will review the latest risk' significance performance criteria available from the Maintenance Rule group. He will minimize the expected outage duration and verify the duration will not exceed i

the maximum drvisional/ train out of service time for all applicable risk significant systems. Factors to be considered in computing expected system outage length are available personnel resources, crew starting and Anishing times, and possible contingencies, ne expected duration for these planned system outages will be prmided to the applicable system engineers (responsible for Maintenance Rule trending) for their comment. The system engineers have the prinary i-responsibility to determine if the benefits from the work completed during the system outage outweigh the loss of symem svallability incurred from the outage. The system engineer determines if any planned system outage does j

mot meet the intent of the Maintenance Rule.

4. Safety system outages should be scheduled in the appropriate division 1, division 2, or nonwiinsional week according to the 13 week template (attachment 1). The following principles will be followed unless extraordmary circumstances dictate otherwise. The plant manager will be briefed on any departures from the -

following:

System outages will not be scheduled cross disisionally e

System outage duration will not exceed one half the allowed technical specification LCO time, This will include expected post maintenacce tests No more than one safety system outages will be schedultd at any one time. For example, the RHR division 1 planned system outage will not be scheduled at the same time as the EDG 11 planned system l

outage, even if" allowed" by Technical Specifications or if the combination would be identifled as a " low I

- risk" combination on the PSA risk matrix

5. Experience has shown other guidelines that should be followed when practical. The s> tem outage scheduler

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should attempt to incorporate these ideas:

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System outages should begin on Tuesday, with Monday being used as a preparation day e

System outages should be scheduled to end before Friday, to eliminate possible weckend work 11 problems e

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6. Corrective maintena'nce items residing in the corrective maintenance inventory that do not require entry into an 4

LCO (do not cause any PSA risk) should be scheduled in the appropriate :)*em week other than in this system outage. They may be added to the system outage schedule, prmiding the following guidelines for these items are considered:

These items should not add to the risk or duration of the system outage unless these considerations are outweighed by the increased performance or reliability of the s>Sem. The system engineer should be consulted for iflarge secle or complex correctin maintenance could be accomplished, but, is not strictly required to be completed to maintain operability.

Craft personnel are available to support this maintenance Spare parts are available e

Potential is small that the scope of this work will expand These activities do not increase the likelihood of causing a plant transient or shutdown e

7. The approved listing of system outages will be prmided to the plant PGA group. This group will use to the system outage schedule to prmide the following:

An integrated graph of total plant risk associated with the system outages A risk matrix that uses each system outage and its duration as a check against the other system outages and their durations. The risk matrix is desented in more detail in section C.7

s. The completed system outage schedule for the cycle will be issued as a letter to the site by the Superintendent of 3

Work Control.- This letter will include the system, the date scheduled and duration (in days), the division affected, and the assigned system outage manager.

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9. Incrases in :ystem outage durstion have a non conserutive e%ct on the risk ulue calculated by the PS A group, if,while h the outage planning stage, the system outage schedules needs to increase the duration of a systern outage, he must co itect the PSA group to determine if the est a time required will force a change to the calculated risk matrix, if a change does occur, he must ask the PSA group to issue a reviseJ n,k matrix, 10 A system outage fragnet will be dev4 ped for nach system outage. His fragnet willinclude Maintenance Rule safet) anllability goals, the amount of untvallability scheduled during this system outage, and how much unavailability will remain for the system undergoing a system outage. Approval of these fragnets are required by she Superintendent of Operations, Maintenance Work Control Radiation Protection, and Director of System Engineering.

B.S.2 System Outage Manager Responsibilities NOTE: Deb team member is responsible for their role in the safe and efficient execution of the system estage. They are to be accountable for their activities (Review, preparation and execution).

The System Outage Manager is not latended to offset that restmnsibility or accountablitty. They Crt to ensure espectations and ownership are prevalent among team members.

Provide lesdenhip and facilitation to ensure the system outage is successfully accomplished. This pro active role will include those actions necessary to ensure continuous oversight and coordination between tram members is achieved through detailed knowledge of the system outage. The System Outage Manager is expected to:

1. Work with the scheduler to gain an understanding of all work scheduled for accomplishment. This should include a review of each WRY o understand what work is scheduled.

2.

tew any past completed schedules of a similar nature and factor successful methods and lessons leamed into chedule, nls prepantion should also include a discussion with previous System Outage Managers of similar ges linecessary.

3. Four weeks prior to the scheduled activity start date, ensure the system outage scheduler issues the drafi system outage in the POD, Ensure this schedule reflects all work scheduled with suffielent de'al!. This should include proper sequences to pervtit upeditious accomplishment of work. This should also include enough information to minimla system unavailability.

4, Make a presentation of the draft system outage in the POD to plant management at a moming staff meeting. This irdtial presentation willinclude:

Discussion of the work reope e

Discuss the main reasons for the outage e

Unavailability hours with respect to Maintenance Rule performance criteria e

Discussion of the benefit of performing the maintenance venus the risk impact due to the unavailability e

$. Work with the System Outage Seneduler to resolve schedule comments with the objective to have a completed schedule for the pre job Planning Brief. This may involve discussions with the appropriate shop and the Designated Engineer (s).

6. Punue resolution of problems such as parts shortages, special tool availability, etc., by frequent conversations with the Planner and shop supervisors. Support the Planner in resolving concems.

7. Review in detail the post maintenance testing requirernems. Assist operations and other groups responsible for testing to effectively implement the retest requirement.

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8. Facilitate / lead the pre job planning meeting. The System Outage Manager should draw on the experience of the Team Members to make this brief as effectn e as possible. Participants in the pre joo planning meeting shall include penennel that have invohtment with the scheduling or implementation of the scope of work. This brief will have considerably more detail than the POD Drief. The list below prmides topics that are expected to be cxn cred by the appropriate team member; l

Status of work activity walkdown checklists. Shoys e

Contingency plans. All e

Backshth assignments (including System Outage ManageG. All e

The scope of work. Shops e

Tech Specs invohid and how they are being complied with Operations e

The tagging boundaries and reasons for them. Operations e

De status of repair parts and actions if parts are not or, sac. danning e

A review of the manpower required and how it will be fulfilled if work continues past normal day.shifi l

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requirements. All Past picablems encountered during applicable equipment outages. Syster- (Jutage Manager e

Activtty Sequence. System Outage Manager e

Personnel Safety. All e

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Parts / Material Availability Planning Support Organizations Required. Shops e

Post Maintenance Testine Operations e

Permits Required (fire, confined space, traraient combustibles, etc.). Shops e

A1. ARA practiws. Radiation Protection e

Risk vs benefit of priorming work analyzed System Engineering e

Unavailability hours /scals/ performance criteria. System Engineering l

Modification closecut (procedures drawings, DCAT) PSE Tools suged4ocated. Shops l

l M&TE staged 1ocated. Shops Tagging clearance holders e

9. Make a final presentation to plant management at the morning staff mteting approximately one w cek prior to the scheduled start date. The presentation villinclude:

Discussion of the work scope Boundaries of any clearances and the effect on the plant e

Associated Tech Specs Justification for why the work activity will not adversely affect the plant e

Scope and basis for Post Maintenance Testing e

Unavailability hours with respect to Maintenance Rule performance criteria e

Discussion of the benefit of performing the maintenance versus the risk impact due to the unavailabihty e

Required aethity sequence,if applicable e

Preparation for this discussion should include a discussion with the Systen Outage Manager's Superintendent' Director.

10.During the performance of the scheduled aethiry, the System Outage Manager will remain cognizant of the progress of the work until all methities are complete. This will require routine visits to the job site and discussions with work unit supenisors with the intent of prmiding an additional element of coordination and direction. The System Outage Manager should anticipate upcoming acthities and keep the work units informed of schedule changes. If required, the System Outage Manager should intentne as necessary to resche issues and concerns that may affect the schedule. If problems arise that require the support of groups or persons not imoh'ed in the activity, the System Outage Manager will ensure that the appropriate supervisor / manager is

notified, ll.The System Outage Manager should keep notes on areas for improvement, things done well, and recommendations for future outages. This will aid in the conduct of the outage critique. An Overall rniew of work documentation is encouraged, m

Work Management Ouldelines Reifon 0 Page 13

12. Write a Post System Outage critique, using a Symem Outage Critique form. The critique is an opportunity to summariu the team's performance, noting the strengths, areas for imptmtment, lessons learned, and recommendations for future outages. A formal critique meeting will be held the day after the system outage is completed with attendance taken.

13.%e Spiem Outage Manager will ensure that any critique items which require resolution are documented on a imi 3 DER. He will also ensure that a completed System Outage Cntique and list of actions is sent to each Team Member and incorporated in the lessons learned book.

De Team Members are responsible for prmiding input on wc:k detail, assisting in schedule dmlopment, and being im oh'ed in pre work and post work critique nethitle) and ptovidit.g the System Outage Manager with routine updates. The Team Meinbers will report either directly or on a matrixed basis to the System Outage Manager.

R.8.3 Correethe and Presentive Maintenance Scheduling GENERALt L Work on non risk signtAcant BOP systems that poses a signincant opportunity to create plant transients should not be performed with the plant on line. This would be applicable in cases uhere adequate tagging protection is not available, and the falkre of other barriers could result in personnti irduty or system breach mntually affecting reactor operation. Work on redundant components within a non risk significant BOP system that do not affect system ope'ation and are adequately isolable are generally exempt from this restriction. Systems designated as riak significant are shown in Attachrt.ent 4.

2. Maintenance that prevents designed system operation should not be scheduled simultaneously on multiple systems if these systems perform the same safety function, mn if these systems sie in the same division and have a ' Low' risk significance on the risk matrix. For example, work makmg HPCI and any work making core spray system inoperable should not be scheduled at the same time, since they both prmide emergency core coolant inventory, it a core spray system outage is scheduled but an emergent LCO on either RHR system occurs, the core spray outege should be delayed (and possibly rescheduled) until all LCOs on ECCS systems are cleared, mn though the risk significance of this combined work is ' Low'. Howmr, the core spray outage would not have to be delayed if an emergem LCO on the seismic monitor occurred.

3. Outages on electrical systems must only be scheduled with due regard to the impact on systems affected These guidelines must be applid as major system outages on affected systems if the electrical system maintenance renders these systems inoperable. Maintenance may be deft red if electrical instability is expected or probable at the time work is scheduled. Foi example, the 4160 Volt ESF bus unden'oltage channel functional sun eillance should not be signed on today if a major thunderstorm front will imminently pass through this area.

4. In addition to considering the functions of systems, the risk matrix and the Technical Specifications action statements must be examined to ensure no non urgent scheduled maintenance work is added to the schedule that adds additional technical spectncation action requirements to an existing LCO action statement. For example, if division 2 RHR is inoperable for a surveillance, planned maintenance which makes HPCI inoperable should not be scheduled at the same time. However, the maintenance on division 2 RHR would not have to be rescheduled if a CRD hydraulic control unit was being tagged out for leaking valve maintenance. In both of the above instances l

the risk significance is low, ne Arst case is restricted by Technical Specifications and the second case is not restricted by either Technical Specifications or the risk matrix.

5. Some apparent PSA risk conflicts may be determined to be ' Low' risk aner some investigation. If the PlS numbers of two items on the POL align to a ' Moderate' or higher risk on the risk matrix (flagged), the following tools may be used to determine that PSA risk is definitely ' Low'.

If one of the two POD items is trivial, no PSA risk is im olved. For example, one or more of the PlS e

combinations flagged may be RHR senice water, if the only item in that section is chemical addition with no maintenance, there can be no PSA risk. All such flagged combinations including RHR senice water may now be " checked of!" as ' Low' PS A risk

/

Work Management Guidelines Rniin 0 Page 14 if one of the two flagged items invoh es a maintmnce item which does not affect the risk signincance of e

the system, no PSA nak is involved. For example, the PSA risk matrix may indicate a risk conflict with a BM00 (six%t recirc) work item. If the work imolved an oil pump, there is no PSA risk or Mr.interiance Oa contiet. Checking the Maintenance Rule SSC Specific Functions table (copy in Scheduling banisor's MAINTENANCE RULE notebook) shows B3100 oil system is meted under the hhintenance Rule, but H2I as a risk significant SSC PSA risk will thus be considered ' Low'.

If two work items on the POD (nesther of which is a safety systern outage) show as a PSA conflict AND it is not practical to reschedule (for example, two PM critical duc dates are reached), the PS A group may be contacted. If these items are short, uncomplicated jobs with no significant risk of causing a plant transient or shutdown, the PS A group may give a ruling that this particular combination is '14w' risk. If this effort succeeds in showing the items as ' Low' risk, the POD should be annotated (in the margin or by the line item description, for example) that this is low risk. As an example, " Low PSA risk with line #

122 / 37" or equivalent should be written where er this occurs if these efforts still show the risk as ' Moderate' or higher, one POD item should be rescheduled OR the plant ananager briefed of the proposed coincidental scheduling of these POD items.

6. Consideration must be given to special, on going plant conditions that have an effect upon work package scheduling An example of this could be operation with a failed fuel bundle or degraded water chemis,ry condita m, requiring plant equipinent configurations to comply with a specific action plan.

CORRECTIVE MAINTENANCE BACKLOG AND PM SCHEDULING l

1. Corrective and prntntive maintenance items requiring safety system LCOs should be scheduled into system outages uhere practical. No PSA risk will be assumed for an methity on a safety related system cmtred under Technical Specifications unless an LCO entry is required, showing the system can not be considered fully espable of fulfilling its design function.

2. For risk significant systems that art not under Technical Specifications, no PSA risk will be assumed unless the redundancy factor assumed in the latest risk significance performance criteria available from the Maintenance Rule group is not met. For examph, if one available standby OSW pump is required to meet the Maintenance Rule redundancy criteria, and we are operating 2 of S GSW pumps, we may take one GSW pump out of senice for discretienary corrective maintenance (non emergent). However,if 4 of S GSW pumps are operating, removing the one rpare pump for discretionary corrective maintenance increases risk.

Likewise, anv w ork on the spare TBCCW pump fits this category, since 2 of 3 ste required to operate for plant operation.

The following guidelines are prmided:

If enough spare components (trains) are available to meet the Maintenance Rule redundancy criteria with e

one removed for maintenance, no restrictions are placed on scheduling this equipment for prntntive or correcths maintenance Normal manpower assignments may be assumed. no "around the clock" maintenance is required.

if only one spare component (train) is available, and, if removing this component places the system below e

the Maintenance Rule redundancy criteria, the equipment wlit not be remos ed from senkt,for discretionary correcthe maintenance alone.

If only one spare component (train) is available, and, if re nming this component places the system below the Maintenance Rule redundancy criteria, PM events on such comnnnents wIll be w orked. This supports the other requirement of the Maintenance Rule concerning the support of the PM program on risk sigdficant systems. PM ntnts on the same component (trains) should be grouped together aks with the backlog of discretionary corrective maintenance and worked at one time. This work will be shown on the plan of the day as requiring around the clock emtrage until the component (train) is returned to senice.

if no spare components (trains) are available (all are in use to support plant operation), no PM es ents or e

dineretionary corrutive maintenance will be scheduled until at least one spare component (train) becomes available.

Work Management Guidelines Revision 0

}[

Page 15

3. Daily scheduling personnel will not attempt to use the differentiation tetween " operable" and " functional" when determining if an apparent PSA conflict (moderate or higher risk ) exists. For example,if work on a system is cean complete but the PMT is not complete, the LCO will still exist, although the system could be used. No PS A risk relief can be assumed if thisjob and another scheduledjob result in a PSA conflict on the risk matrix, and the two should not be wheduled together if the conflict can not be otherwise resolved.

If such a decision needs to be made, it will occur through the other mechanisms described in section C.8 (i e.,

plant manager briefing). The intent here is to avoid this situation.

4. Some correctin maintenance and PM events may requires an LCO entry, but do not have a dedicated system outage. An example includes the repair to a valve on a CRD hydraulic control unit. Such work requiring an LCO entry should not be scheduled at the same time as a system outage, even if the combination is a ' Low' PS A risk. Smveillances should not be scheduled during a safety system outage if either:

The associated LCO would increase the severity of the required Technical Specincation Action Statement, or Render an entire risk signincant component inoperable (i.e., EDO surveillances) and which has a risk e

factor of' Moderate' or higher from the risk matrix.

EMERGENT CORRECTIVE MAINTENANCE SCHEDULING

l. Emergent work requiring LCO entry, or, which causes a PSA risk conflict with e system outage should be scheduled in a window other than the system outage timeframe, if practicable. If plant management or Operations direct the emergent work be completed in the scheduled safety system outage timeframe, the following guidelines apply; lf the emergent work item and the safety system outage LCOs together escalate into a required plant e

shutdown, the system outage shall be rescheduled to a later time, The emergent item shall be worked around the clock by cran personnel, turning over to operations as e

rapidly as possible.

2. Emergent work requiring LCO entry should be uheduled at a different time with other known LCO work if practicable. If uheduling them together is the best alternative, Operations work control personnel need to be informed of such scheduling and concur with the necessity of this scheduling.

3. Emergent work that causes a PSA risk conflict with previously scheduled work should be scheduled at a dtfrerent time than the originally wheduled job causing the conflict, if practicable, it may be necessary to reschedule the originaljob so the higher priority emergent issue can be scheduled quickly.

4. The following emergent corrective maintenance shall be scheduled around-the clock":

a component (train) failure that directly causes a risk significant ss stem failure e

an LCO entry with a 7 day or less action statement. Around the clock work may be suspended onec the e

problem is clearly identined and the maintenance plan to correct the problem has been clearly established.

items specincally identined as requiring this by plant management or Operations e

C. INTERFACE MEETINGS Interface meeting will be conducted to review adherence to the schedule, to plan upcoming work resource allocation, and to obtain foodonck from any organization imched in the work control process.

C.1 Daily Meeting The Daily Scheduling Meeting is held at 1400 in the war room conference room (or cafeteria, if necessary). The Supenisor, Scheduling SRO chairs this meeting attended work group supervisors and an Operations representative.

This meeting includes:

I

Work Management Guidelines Rnisisn o Page 16

l. A rniew of the Plan of the Day which includes discussion ofjobs in progres4 starting, and sethities scheduled to start in the current scheduling period on the POD.

2.

Rniew of Work Request Initiation Forms untten since the last daily meeting. Work requests requiring scheduling within the next four weeks will be proceseed as described in section C.5 ( $cheduling Tiexibility Prmisions). Additional research will be assigned to appropriate organizations, as required.

3. This rniew of new work should include the initial screening for system functional failures in accordance with the Maintenance Rule. If a WRIF iden'ifics an 1 CO or obvious inability of the system to perform its SSC risk significant system function identified a the Maintenance Rule SSC Specific Functions table (copy in Scheduling Supenisor's MAINTENANCE RULE notebook). The system engineering representatht in attendance should bring a copy of this WRIF back to the applicable system engineer to complete the Maintenance Rule required n aluation.

C.2 Weekly Plannlag Meeting This meeting will be chaired by the Supenisor, Scheduling SRO. The purposes of this meeting include:

1 Re iewing the look ahead schedule for work in upcoming weeks. Unforeseen emergent corrective maintenance that has to be addressed with a priority higher than previously planned corrective maintenance will be identified. Work groups shall be expected to rniew the work packages they have received from the planners and prmide feedback and at this meeting as to any obsened deficiencies with the package or the scheduling.

Changes to the schedule in any of the next 4 weeks will be discouraged, emphasizing the entire concept involves a work schedule frozen at four weeks.

2. For meks beyond the upcoming 4 weeks, discussion will be focused on the prntntive and corrective maintenance within the available system windows. Non Emergent CM and PM cvents must be identified to the work planners in sufficient time to ensure package preparation and part staging are complete no later than 4 weeks before the start of work. Feedback will be received from work groups on projected man hours available for scheduling purposes. The maximum amount of available corrective maintenance backlog that can be safely completed based on available manpower and impact on plant operations should be scheduled.

3.

Restraints on prntntive or corrective maintenance items shall be discussed. As applicable, items should be discussed sntral months in advance so that these restraints may be resolved before the scheduled work is locked in four weeks before the work will begin. Representathes from the following organizations should be present to,

assist in planning activities and for resolution of work restraints anCor parts availability; Work Control. Scheduling e

Work Control. Planning e

Work Control. Surveillance Group e

Maintenance Work Groups.1&C, Electrical, and Mechanical e

Radiation Protection e

Operations e

Technical Engineering e

Plant Engineering Others as appropriate e

D. MEASUREMENT OF PERFORMANCE D.1 Perfonnance Trending Reports As directed by Superintendent, Work Control, trends of various performance indicators will bE maintained in a chart or graphic format. The types and detail of this information may change at any time without requiring a rnision to this guideline. Currently all required performance incasurement reports are being trended under the Operations Excellence Plan reports.

?

Work Management Guidelines Revision 0 Page 19 CRIS DOT tracking e

Total work request inventory Safety and Maintenance Rule work request im entory e

Work request backlog 213 weeks e-Delayed work requests > 26 wweks Scheduled work request inventory $ 13 weeks e

Emergent work trending e

First Team e5ectiveness Schedule accuracy e

-- Work prooses eNecthwness e

- Work execution eMeetiveness Work request initiation form age e

Work requests closure e

D.2 Performance ladicators Fermi 2 Work Control Process is using the following as a performance indicator. The Supervisor, Scheduling will report as directed when the performance indicators do not achieve at least the minimum acceptable percentage.

D.2.1 Percent of week 0 schedule completed:

Level 1

> 85 %

Level 2 75% to 85%

Level 3 70*4 to 75%

e i

WORK PROCESS T1hELINE 13 Wett Scheduling Template Week 1 Week 2 Week 3 Week 4 Week 5 WeA6 Week 7 Week. 3 Week 9 Week 19 Week 11 week 12 Week 0[

~ Div 1 Div 1 -

Div 2 '

Div 2 Non-Div Div1 Div1 Div 2 -

Div 2 Div1 Div1 Div 2

-Div2 EECW DI CSX D1 IIPCI CSS D2 5BIW-A TDG II TDG12 EDO13 EDGI4 SGTSDi RCIC ETCWD2 RifR D2 (EESW)

(EESW)

(RHRSW)

RPS DI CCIIVAC D1 CCIIVAC D2 Sir 64B / 77B 64C/72C 65E / 72E 65Ff72F NIAS Di SBFW B NIAS D2 IN D2 i

l flX)1I EDG12 EDG11 EDO 14 RWCU Th Red =v -t RfTR Dt Ers-D2 SGTS-D2 bcserai Mme Basemes D2.

IIVAC IIVAC IfvAC ITVAC (RitRSW)

DI i

i Danmes DI Neuertm Man DW Pmede FCMS-Di Th Rcmh D2 Rsis sissedan D2 DI DW f%seree D2 MusrkWisodan W+

G5W G5W Ami Ibeler Cire Water RWilVAC Fad = ster RBIIVAC ITCCU Cec Water Feedweser RBliVAC TFCCU TDCCW TDCCW TBitVAC RedWasse RDCCW RadWasse 5tstwas Ar RDCCW Semeiese As Asa Baila RW IIVAC TBifVAC DOF 4160 V DOP 4160 V IKV 414 A 420V A 420V A 440 V Mn Tereww Mn Tur+wie f%ms MTG-I.e Rad M.suem Cand Servage Femkers Tsnerg ti$t tWF he'eerws Wa*e Oil DmDraem CM.wme /

TB Orunes Mem Steere Ares Rad Phase A Veres Damle usue,ws Drdicated 129KV C7Ds thutown l

Tirs Ti.. L Metenml Di RB Cranes Metent D2 Cealmg T=rs Cerd menee t % etTee LTS Lenne Parts

, Rn Redre Pune Ma IICtK1tDs flesser Dms Semnse IAS FRIS MTG/XTrwrs PASS TWMS Prac Sanyhng 345 Ke the Of'eus see Ceneriev CQ The ras. wear see eraseybs erwhee eney be schedused me any assnese If1000 T2100 PR000 Mn Ceuwber Ill100 T2200 YS200 A1ono A7n00 1f2100

WORK PROCESS TIMELINE SYSTEM OUTAGE CRITIQUE 4

System:

System Outage Manager:

PIS:

System Outage Scheduler:

Desa/nme out of senice:-

Duration:

DeWrime esturn to senice:

Scheduled Duration:

Summary of Work Of different than scheduled):

1msons Lesmed:

Required rollowup:

Actions Resp Person

,f_ Du'e Date Comp Date Auendance het attached DER submined System Outage Manager Date Revision 0 j

]

1 a

Work Management Guidelines Revisi:n 0 Page 20 SAFETY SYSTEM OUTAGE CHECKLIST

SYSTEM Sys outage w OUTAGE MANAGER Start Date e

60 Dairs arteris Outant:

Outage Schedule Completed.

Date System Outage Scheduler

( Weeks erlerin Dulaar:

A. Ouange Manager laitial Review:

1. Verify Scope is correct

2. Scope reviewed with e> Stem engineer

3. Plant enanager triefed if expected Outet.senice time > lalf tech spec allowed action (if failure to meet action requires plant shutdown)

Date System Outage Manager B. All parts staged, including consurnsbles,(1 e, grease, oil, etc )

Date Supennor, Plantang C. All wak requests ready and delivered to craft and Operations Date Supervisor, Plannmg l

2 Weeks nrior to Outaset l

A. Aillagouts Completed for S) stem Outage Date Ops Work Control B. Maintenance Review of Outage (review the following).

1. Outage time line schedule

4. Tagouts conect and complete

7. Walldowns of all WR completed

2. Work scope of each WR

5. Required manpower is availsble

3. Repair parts status

6. Schedule sequence is correct Date:

Mecharucal Date:

Electncal Date:

1&C C. Radiation Protection Dose estimates complete:

Date:

1AC 1 Week Prior to Outanr:

A. Outage Manager T nal Resiew;

1. Review outage sequence

2. Review work scope of all WRs

3. Tagouts allow cornpletion of schedule

4. Post maintenance test verified correct Date-System Outage Manager B. OPS Work Control perform fmal Technical Specification review ensuring complitnce as system outage schedule has been developed, Date:

Work Control SRO

Work Management Guidelines Rnition 0 Pap 2l Rnision 0 Fermi 2 Maintenance Rule Risk Significant Tables PIS

System Description

Numher A71 Primary Containment Isolation System B21 Nuclear Boiler System B2104 Safety Relief Valves B310 ATWS tnp function l

Cll Control Rod Drive Hydraulics C41 Standby Liquid Control System C71 Reactor Protection System Eli RHR Ell 51 RHR SW Ell 56 RHR Mechanical Draft Cooling Towers E4100 HPCI E5100 RCIC N2000 Condensate System N2103 Standby Feedwater System Pil00 Condensate Storage and Transfer System P41 GSW P43 TBCCW P44 EECW P45 EESW P5001 Station Air P5002 Control Air Rll/R12 Auxiliary Electric R14/R16 Switchgear R30 EDGs R31 Vital Power R32 DC Electrical Systems

$20/S31/S40 345 KV Switchyards & Support Equipment T23 Primary Containment T46 Standby Gas Treatment System Rnision 0 j

WORK PROCESS TIMETJNE l

l r

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Wat wish ura.

r=Nnh syss = cense c)sTus senerseet e

. semed im and pewide inrae is imemory screened and se ciew an engineenng purchaseg.cie. so dew ma benets(fcrmes 4weets) c) Artwo,e in,ecs pc fe m psA enshsis scheduling for weeks 13 and sdeeduled according to teserseits by end of weet 7 snaserief reserseits by end in FOD fnr seview.

sessenients cm PODitems.

earlier er,reynme syssem weets of week 5 (44) Addeme sent and prayeesed shnp 3dsfu8 cts; (5) perever att wert asems = schedese eney ener syneum OusencMmmmmer sia: Wide 9nuit Caet4 manenwer swailability At end c(weet 7. sernnve gags to shry few target se,ww by Or$ med Wat (t) Conduct brieraigwi$r.

Esecuse==t

(*) : week lonk shead schedmied due in target weet o weete Ccasmi serems==

sy semcutigeerwntoensure accrmfing to secrewed schedule issued.

Inr an, vemannng carincermg O)Get enver sheet sendiness sdic1hrte for doy I t]sanms; seserwnes and impact sessemen m (I)Obeams final app evais e

Review alt new RAA Ops Wort Cosend h

D for ryseem esespe fregnet.

Cyczpunas, sames WRIFs. Idcrwify 21gysmnet (4-3)Complese wrwt (t) reesesuts system STR hung ce masenes sad engineenns (13-5) Prepare 50sdysen peg==rka -- ;.i._

casee bnereg m,=enas sener said sh.st bef we unrt pactsees with no vesarmens At end cf ween 5 Venry proper par s seneet enecteg.

to enennience.

a Verify seqtnred parts erwine scheduled dose in Resolve J._y--,.6 wiefe in stock er ETA be5nre target ween 0 for any Fl=esng week 4 semsenng snasenal vestrame (13-0) Reviewall Cycratrais; new RAA status WR!Fs.

WgdLGraagts, (4-3) Review impact Identify sussenat and (5) wenfy pmyetted sus-mewes engmeerme vesarsmes.

maarewer n==t= San, (4-31 Re.i = snt segyrets targ-t week 0 m,--

e wertInad (4-3) Review pmt

. _. a_i seumg vegewe-ISIIR34JketEDrup snents (4-3) Review all wort packages swepared by psannen 5dsdekstDrsierlic::me

()INDICATY3 WEEK (5)

Review sects I-4 Review week? 5-5.

C7 PERTORMANCE Descess restrawns -anchedule Att gmaps c, nrat thme that can erg be resrhed to the schedule before dead!mes. Rewive cswedmstian cenftects Atto&.c.a 5 Revisice O L__-_

o e

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i ATTACHMENT 6 j

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t T4 Wort s'oup. sits opwn pechopes one OT3 reve.e peckspos for proper content and pens identificates. Retume to pient.ng for revision et reospes Y

T3 Ops Work Control prope'es $1R and rev.ews r epproves the impoet sistement Y

T4 Dody 5.t.dviet rev*e.s plant cons,t ens.

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1 1

ATTACHMENT 6

~.

1997 On-line Maintenance Risk Matrix

^

m oc mec-ec =

e:

e

=

.u.

-.c.*.c -

START END

, SYSTEM PM ewt e*,

eut

,e sa es sa e orsia cres..airtse owreae ner eve ti awe em ine

.sme DATE DATE DAYS ' ' DESC.-

DIV RISK DA DB DC G1 G2 G3 G4 B4 Cd ES F5 CF GT B1

'B2 DW W 1/27G7 1/29/97 l 3 l RWCU l N/Al L M

M L

L L

M L

L L

L mm 2/10G7 2/13/97 l _ 4 l_;H2O2 l1lL M

M L

L L

M L

L L

L==

3/4S7 3/5G7 l 2 l SG i s.

l1 lL M

L L

L KM 3/11/97 3/12/97 l 2. l SBFW B l N/Al L M

L L

L MV 3/18/97 3/19/97 l 2 l NIAS l2lL M

L L

L MMl 4/7/97 4/10/97 l 4 l CCHVAC l1 lL M

M L

L L

M L

L L

L mm 4/21/97 4/24/97 l 4 l CCHVAC l2lL M

M L

L L

M L

L L

L mm 55/97 5/7/97 l 2 l EDG 11 l1 lL M

M L

n/a L

L L

L M

L L

L mm 5/13G7 5/14/97 l 2 l EDG 12 l1lL M

M L

L n/a L

L M

L L

M L

L L

L L mm 5/20/97 5/21G7 l 2 l EDG 13 l2lL M

L L

n/a L

M M

L L

L mm 5/27/97 5/28/97 l 2 l EDG 14 l2lL M

L L

L n/a M

M L

L L

L L mm 6/3/97 6/4S7 l 2 l NIAS l1 lL M

L L

L mm 6/10G7 6/12/97 l 3 l RCIC l1 lL M

M L

L L

M L

L L

L M

L MM 6/16/97 6/19/97 l 4 l H202 l2lL M

M L

L L

M L

L L

L mm 6/24/97 6/25/97 l 2 l RHR/RHRSWl 2 l L M

L M

M M

L L

um M

L L

L M

M L mm 7/8/97 7/9/97 l 2 l CORE SPRAY l 1 lL M

L L

L mm 7/15/97 7/17/97 l 3 l HPCi l2lL M

M M

L L

M L

L L

L M

L mm 7/22/97 7/23/97 l 2 l CORE SPRAY l 2 l L M

L L

L mM 7/28/97 7/30/97 l 3 l RWCU l N/Al L M

M L

L L

M L

L L

L mm 8/12/97 8/13/97 l 2 l RHR/RHRSWl 1 l L M

'LJ M

L L

M M

L L

M M

L mm 8/26/97 8/27/97 l 2 l Sus l2lL M

L L

L MM 9/16/97 9/17/97 l 2 l NIAS l2lL M

L L

L mm 106/97 10/10/97l 5 l CCHVAC l1 lL M

M L

L L

M M

L L

L mm 10/20/97 10/24/97l 5 l CCHVAC l2lL M

M L

L L

M M

L L

L mm 10/28/97 10/29/97l 2 l SBFWA l N/Al L M

L L

L mm 11/4/97 115/97 l 3 l H2 RECOMB l 1 l L M

M L

L L

M L

L L

L mm 11/18/97 11/20/97l 3 l H2 RECOMB l 2 l L M

M L

L L

M L

L L

L ""

12/2/97 12/3/97 l 2 l NIAS l1j L M

L L

L mm L Low Risk siginTunce M Moderate Risk - Requires heightened ow&cuess for p:,:.Lg and schedurrng H Hsgh Risk - Requires (i onorgere-4 descretion X Uhpio!)e Risk OOS 97.XLS Page 1 12/17ss l

l 1997 On-line Mairstenance Risk Matrix l

1 a=

usewr etw s==

eens sans ne aper en n = c.sv a 1 ~

a n

START END SYSTEM PM wwtw eew weew suurw su awr a.

own emis wetl eIe

.mmik.erE 4 b ewtair &k ac DATG' DATE DAYS DESC.'*

DfV RISK LV SW TB CC C1 C2 SA A1 A2 NI LR$

Bt PT CN FW FL 1/27G7 1129/97 3

RWCU N/A L

L L

L M

L L

L

(

2/10G7 2/13/97

<4 H2O2-1 L

L M

L L

L M

L L

~~

L L

L

(

l 3/4/97 l 3/5/97 l 2 l-SGTS l1lL L

L L

M L

L

-~ L L

L L

L

(

l 3/11/97 l 3/12/97 l 2 l SBFW 8 l N/Al L L

L L

M L

L L

0 l 3/18/97 l 3/19/97 l 2 l MAS l2' L L

L L

M da L

L L

L 0

l 4/7/97 l 4/10/97 l 4 l CCHVAC l1 L

L M

L L

L M

L L --'

L L

L 0

l 4/21197 l 4/24/97 l-4 l CCHVAC I2 L

L M

L L

L M

L L

L 0

l 5/6/97 l 5/7/97 l 2 l EDG 11 1

L L

L Lj L L

M L

L - '

L L

L l

l 5/13/97 l 5/14/07 l 2 l EDG 12 1

L L

M L

L '- '

L L

L G

l 5/20/97 l 5/~167 l 2 l EDG 13 -

2 L

L L

L M

L L

~L L

L L

L G

l S/27S7 l Y28,97 2

EDG 14 2

L L

M L

L L

G 6f3/97 6/4G7 2

MAS 1

L L

n/a L

L L

4 6/10/97 Cf12/97 3

RCIC 1

L L

M L

L L

M L

L L

L W

l 6/16/97 l 6/19G7 4

H202 2

L L

M L

L L

M L

L L

W j

].X. ]

]

l 6/24S7 l 6/25/

2 RHR/RHRSW M

l 7/8/97 l 7/9/97 2

CORE SPRAY 1

L L

M L

L F.

L L

W 7/15/97 7/17/97 3

HPCI 2

L L

M L

L L

M L

L L

W 7/22/97 7/23/97 2

CORE SPRAY 2

L L

M L

L L

W 7/28/97 7/30G7 3

RWCU N/A L

L L

L M

L L

L W

8/12/97 8/13/97 2

RHR/RHRSW 1

L L E M

L L

L M E M

M L

L M

L L

W l 8/26/97 l 8/2767 2 j Suas 2

L L

M L

L --

L L

L Ll l 9/16/97 l 9/17S7 2 l NIAS 2: L L

L L

M n/a L

L L

L Ll l 10/6/97 l 10/10/97 5 l CCHVAC 1

L L

M LM L L

L L

M L

L L

Ll l 10/20/97 l 10/24/97

-5 CCHVAC 2

L L

M L

L L

M L

L L

LI l 10/28/97 l 10/29G7 2

SBFWA N/A L

L L

L M

L L

L L!

l 11/4/97 l 11/6/97 3

H2 RECOMB 1

L L

M L

L L

Ll l 11/1867l 11/20/97 3

H2 RECOMB 2

L L

M L

L

'-- L L

L L

L L{

l 12/2/97 l 12/3G7 2

NIAS 1

L L

n/a L

L L

L l L

L L

Ll L Low Rck sign Scance M Moderate Risk - Requires heightened awareness ftw A...g and scheduEng H High Rsk -Requwes w./. ment disucis.

X Unou.cytoble Risk OOS 97JLS Page 2 12/17f36

1997 On-line Maintenance Risk Matrix

~

oe c% c e,..

.am.

me, mer-meer

ner, semas START END SYSTEM PM serw see sea mm.s on,

ee sh vden

,w ho si,4 es,2 swen

,= = w sesim ce DATE, DATE DAYS DESC.

DIV RISK SF RC HP CD CA CB VS MC T1 T2 lA LB HA HB VT ISl l 1727/97 l 1/29/97 l 3 l RWCU l N/A L

L L

M L

L Mj l 2/10/97 l 2/13/97 l 4 l H202 l1 L

L L

M L

L M!

l 3/4/97 l 3/5/97 l 2 l SGTS l1 L

L L

M L

L M

3/11/97 l 3/12/97 l 2 l : SBFWB l N/A L

L L

M L

L M

3/18/97 l 3/19197 l

2. l NIAS l2 L

L L

M L

L M

4/7/97 l 4/10/97 l 4 l CCHVAC l1 L

L L

M L

L M

4/21/97 l 4/24/97 l 4 l CCHVAC l2 L

L L

M L

L M

5E/97 l 5/7/97 l

2. l ' EDG 11 l1 L

L L

M L

M M

L M

5/13/97 l 5/14/97 l 2 l - EDG 12 l1 L

L L

L M

M M

L M

5/20/97 l 5/21/97 l 2 l ' EDG 13 l2 L

L L

M L

L M

5/27/97 l 5/28/97 l ~ 2 l - EDG 14 l2 L

L L

M L

L M

6/3/97 l 6/4/97 l 2 l NIAS l1 L

L L

M L

L M

6/10/97 l 6/12/97 l 3 l RCIC l1 L

L n/a L

L L

L M

L L

M 6/16/97 l 6/19/97 l 4 l H202 l2 L

L L

M L

L M

6/24/97 l 6/25/97 l 2 l RHR/RHRSWl 2 L

L L

L M

L o

n/a n/a M

7/8/97 l 7/9/97 l 2 l CORE SPRAY l 1 L

L L

n/a L

L L

M L

L M

7/15/97 l 7/17/97 l 3 l HPCI l2 L

L L

n/a L

L L

M L

L M

7/22/97 l 7/23/97 l 2 l CORE SPRAY l 2 L

L L

L n/a L

L L

L M

L L

M 7/28/97 l 7/30/97 l 3 l RWCU l N/A L

L L

M L

L M

8/12/97 l 8/13/97 l 2 l RHR/RHRSWl 1 L

L L

L M

n/a n/a M

M 8/26/97 l 8/27/97 l 2 l SGTS l2 L

L L

M L

L M

9/1687 l 9/17/97 l 2 l NIAS l2 L

L L

M L

L M

106/97 l10/10/97l 5 l CCHVAC l1 L

L L

M L

L M

10/20/97 l 10/24/97 ) 5 l CCHVAC l2 L

L L

M L

L M

10/28/97 l 10/29/97 l 2 l SBFWA l N/A L

L L

M L

L M

11/4/97 l 115/97 l 3 l H2 RECOMB l 1 L

L L

M L

L M

11/18/97!11/20/97l 3 l H2 RECOMB l 2 L

L L

M L

L M

12/2/97 12/3/97 l 2 l NIAS l1 L

L L

M L

L M

L Low Rrsk sy4 gig M Moderate Risk - Requees heightened awareness for planning and scheduhng H High Risk - Requwes cree n,v.ocid db ebun X Unacceptable Risk OOS_97.XLS Page 3 12/tm

HY to Contingency System Identification l

System ID Svef-De=crintion System ID Systems Descripties A1 NIAS Division 1 G4 E.T.usmey Diesel EDG I4 A2 NIAS Division 2 GT Combustion Tubine Generator (CTG 11-1)

B1 BOP AC division 1 buses IIA RIIRSWdivisica 1 B2 BOP AC division 2 buses IIB RERSW Ji,is,s 2 B4 4160V bus 64B and EDG bus 11 A HP Ifigh F.

Coolant fr@i System (HPCI)

BI Standby Liquid Corrtrol System LA RHR division 1 Cl EECW/EESWdivision 1 LB RHR division 2 C2 EECW/EESW division 2 LV Low RPV WaterLevelSignal C4 4160V bus 64C and EDG bus 12B MC Main Cmdm_

CA Core Spray System division 1 NI Nitrogen Supply System CB Core Spray System division 2 NP Low F.-u Injection TumRs Signal CC RBCCW PT Reactor Rdu.:. dew PumpTrip CD Control Rod Drive Hydraulic System RC Reactor Core Isolation Cooling System (RCIC)

CF 480V MCC 72CF RS Reactor Protection System /CRD Control System CN Condensate and Hester Feed Pumps SA Station Air CT Condensate Storage and Transfer System SF Standby Fm

.a. System DA Division I DC power SR SRVs DB Division 2 DC power SW General Service Water DC BOP DC power T1 RHR Complex Cooling Towers - Division 1 DW High Drywell Pressure Signal T2 RHR Complex Cooling Towers - Division 2 ES 4160V bus 65E and EDG bus 13C TB TBCCW F5 4160V bus 65Fand EDG bus 14D VT H.rdm.u Vent Path FL FeedwaterControl Logic IS Containmers Isolation Valves (I.JA MSIVs)

FW FeedwaterSystem GI E.Tmgmey Diesel EDG 11 G2 E.T.egecy Diesel EDG 12 G3 E.Teisney Diesel EDG 13

/.

Risk Matrix Assumpti:ns

1. De matrix was constmeted by evaluating the risk associated with each scheduled system outage. The impact of having an additional system out of service during a scheduled system outsge was assessed by applying the risk achievement worth (RAW) for the applicable system. The criteria used to identify the respective risk category is consistent with the EPRI PSA Applications Guide (TR 105396)

2. If the core damage frequency (CDF) for the scheduled outage times the RAW for the applicable system is greater than 0.001/ year, the configuration falls into the unacceptable risk category (category X).

3. If the configuration is not a category X condition, the core damage probability (CDP) is computed. The CDP for the configuration is obtained by multiplying the previously computed CDF by the outage duration (in years). The configuration is then categorized according to the following scheme, consistent with the EPRI PSA Applications Guide:

L Low Risk: CDP for the event is less than 1.0e-06 M Moderate: risk, CDP between 1.0E 05 and 1.0E-06 H liigh Risk: CDP greater than 1.0E-05

4. The baseline PSA model used in the ser cration of the matrix assumes all systems are normally availability. That is, except for the scheduled maintenance there is no unavailability of systems due to maintenance or testing.

5. Continued plant operation would not be possible when some of the contingency systems specified in the matrix are inoperable (e.g. condensate system or station air).

These systems are included in the matrix so that conservative assessments of maintenance on individual components, that would not disable the system, could be performed.

6. It is assumed that a SOTS outage will not prevent nor degrade the successful operation of the hardened vent.

7. It is assumed that a RWCU outage will be performed with isolation valve 03352F004 or 03352F220 closed.

8. Outage risk is a function of the outage duration in addition to the plant configuration.

Outages durations longer than those specified could impact the risk classification.

This matrix assumes that the dual outage (contingency system plus scheduled system) completely spans the dates shown for the scheduled system outage. For example, any contingency system together with a planned outage of RCIC is assumed to last three full days (72 hours8.333333e-4 days <br />0.02 hours <br />1.190476e-4 weeks <br />2.7396e-5 months <br />).

l l

l

Risk Matrix Assumptions

9. Configurations categorized as 'L' are in the range deemed to be Non Risk significant" by the EPRI PSA Applications Guide for temporary plant configurations,

10. It is recommended that configurations categorlud as 'M' be given heightened awareness for plarming and scheduling and that configurations categorized as 'll' receive additional management scrutiny.

11.1S (containment isolation valves) pertains to those isolation valves that may be required to isolate a break outside of containment or provide a high to low pressure boundary. An IS contingency outage means that one of these valves will not provide the aforementioned function for the time period ofinterest. The IS valves ofinterest in the PSA model are:

EI150F008 El150F009 El150F01SA B El150F608 E2150F005A B E4150F006 E4150F002 F4150F003-F4150F600 E5150F013 E5150F007 E5150F008 03352F001 03352F004 B2103F022A D B2103F028A D

_

ML20217H667

Text

System Description

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