ML20235U782
| ML20235U782 | |
| Person / Time | |
|---|---|
| Site: | Fort Saint Vrain  |
| Issue date: | 02/27/1989 |
| From: | Callan L NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION IV) |
| To: | Robert Williams PUBLIC SERVICE CO. OF COLORADO |
| References | |
| NUDOCS 8903090370 | |
| Download: ML20235U782 (20) | |
Text
{{#Wiki_filter:- FEB 27 55 In' Reply Refer To: Docket: 50-267 Public Service Company of Colorado . ATTN: Robert 0. Williams, Jr., Senior Vice President, Nuclear Operations s P.O. Box 840 Denver, Colorado 80201-0840 Gentlemen: This refers to the meeting conducted at the request of.Public' Service Company of Colorado in the Fort St. Vrain Visitor Center on January 25, 1989, at I p.m. The meeting involved a presentation by Public Service Company of the status of l the Performance Enhancement Program and the utilization of the enhancement process'in current facility activities. The meeting provided additional i insight into your Performance Enhancement Program and the opportunity for discussion was believed to be beneficial. Attached are copies of the slides that were presented and an attendance list. -l "bYgthtY' Signed By: 1 A.B. BEACH l L. J. Callan, Director Division of Reactor Projects i Attachments: 1. Attendance List 2. Slides cc Fort St. Vrain Nuclear Station l ATTN: C. Fuller, Manager, Nuclear Production Division 16805 WCR 191 j Platteville, Colorado 80651 4 Fort St. Vrain Nuclear Station 4 ATTN: P. Tomlinson, Manager Quality Assurance Division 16805 WCR 191 Platteville, Colorado 80651
- RIV:C:DRP/B E
RP TFWesterman;df LJGli % n gb 2/ /89 2/2f/89
- Previously concutted 8903090370 890227 l
~ PDR ADOCK 05000267 l s OP PNV
p- . - - - - - = - - - -
- - =
,.e = PUblic. Service. Company of Colorado. y s, Colorado Public Utilities Commission ' ATTN:. Ralph Teague, P.E. 1580 Logan Street :Oll-
- Denver,- Colorado 80203 Colorado Radiation Control Program Director bectoDMB(IE45) bec distrib. by RIV:
L-SectionChief(DRP/B).. R. D. Martin, RA- .RRI Project Engineer, DRP/B. l RPB-DRSS Lisa Shea, RM/ALF MIS System' RSTS Operator RIV. File.~ ~ ~ 13-D-18) DRP K.: Heitner, NRR Project Manager (MS: DRS ,{ t i
y q_ ,.3 .7 A y ATTENDANCE LIST-Fort St.'Vrain Performance Enhancement < Program Presentation January 25. 1989.- 'NRC'
- R. Ma'rtin,' Regional, Administrator-R.~ Bangart Director, Division of Radiation Safety and Safeguards L. Callen, Director, Division of Reactor Projects -
J. :Jaudon, Deputy Director, Division of Reactor Safety ~
- J. Gilliland, Public Affairs Officer K. Heftner, Project Manager,.NRR
.T. Westerman, Chief, Reactor Projects Section B R. Farrell, Senior Resident Inspector P. Michap Resident Inspector PSC D. Hock, President and'CEO P. Tomlinson,' Manager. Quality. Assurance C. Fuller, Manager, Nuclear Production D. Warembourg, Manager Nuclear Engineering R. Sargent, Assistant to Senior' Vice President, Nuclear Operations H.. Brey, Manager, Nuclear Licensing and Resources-W. Rodgers; Nuclear Computer Services - D. Goss, Nuclear Regulatory Affairs Manager a L_.._._.
M 7 'j,. ,7: a NRC/PSC MEETINGS January 25,1989 12:00 L Opening Comments - Larry Brey Performance Enhancement Program Status Report Program Overview Ralph Sargent Major PEP Achievements R. Sargent, C. Fuller and On-Going Activities T. Borst, P. Tomlinson Closing Remarks Larry Brey 1:00 Break 2:00 SALP Meeting NRC SALP Presentation PSC Response Introductory Remarks DelHock ' Maintenance Chuck Fuller Engineering Support Don Warembourg Radiological Controls Frank Novachek Closing Remarks NRC/PSC
- ' b
-S 4 4 PERFORMANCE ENHANCEMENT PROGRAM " PROJECTS" INITIATED IN 1985: (NUS AUDIT) 1. Organization Effectiveness
- 11. Planning and Scheduling Ill. Plant Reliability and Maintenance IV. Methods and Procedures V. Training VI. Plant Operations ADDED IN 1986 (T.R.M. ASSESSMENT)
Vll. Human Resource Development Vill. Quality Enhancement Program
PERFORMANCE ENHANCEMENT PROGRAM " PROCESS"
- 1. Commitment.to Continual SELF ASSESSMENT of Strategic and Short Term Activities.
II. INTEGRATION of Organization-Wide Assessment Data to Determine Most Effective Needed Work or Corrective Action. Ill. CENTRALIZED PLANNING of All Work Activities Including Corrective Action. IV. IMPLEMENTATION of Corrective Action and Major Work Activity With Regularly Scheduled Management Review. V. On-Going RE-EVALUATION to Determine Effectiveness of Work Completed.
na
- EXAMPLES:
Reorganization (May 1988) a = Maintenance Self Assessment ^ Corrective Action Program m Performance Indicator Program s Design Control Program a Defueling Program m Circulator Refurbishment Program a
'u> g r 1 Organization Effectiveness Team Approach Executive Leadership Team (ELT) Strategic Planning. Senior Planning Team (SPT) Direction and Evaluation of On-Going Work Program Management Critical Work Activities Needing Enhanced Management i Attention. i I 4
u. ~ ' Organization Effectiveness (Cont.) Reorganization of May 1988
- Conduct of Business manual Organizational structure developed PEP Program placed in office of Senior Vice President
- Staff: 473 to 560 Centralized Training a
Planning & Scheduling a a Maintenance Computer Support a Materials Management = Systems Engineering a Operating Planning Process Revised to place greater emphasis on organization goals. Supported by enhanced Performance Indicator program.
o o MANAGEMENT APPROACH Hierarchy management and matrix management philosophies have been combined to provide clear management direction throughout Nuclear Operations. l Emphasis is placed on strategic planning, ider,tification of key work activities, l performance tracking, analysis of performance variance, and productivity i mmm in 1985 the Performance Enhancement Program (P.E.P.) was established io track significant performance improvement activities. Although completed as originally defined, the P.E.P. philosophy has been incorporated into the Nuclear' Operations management approach. Management's objective is to improve overall performance by continually seeking better ways to get work done. This objective is supported by an organization-wide commitment to identify problems and resolve them in a timely manner. Program Managers assigned to major work areas use a matrix approach to management and problem solving. Task teams help to ensure that performance issues are resolved by those most qualified to do so. The result is work accomplished with excellence.
- 1. OPERATIONS: A Commitment to Excellence l
Successful operation requires an integrated approach with a high degree of raanagement involvement, continuous assessment of station activities and conditions, a proactive atmosphere of performance, effective performance monitoring, and prompt response and support for corrective action. The result is the safe, reliable, and efficient operation of Fort St. Vrain. A nuclear generating facility is complex. There are detailed licensing requirements. The scope of administration and management is both broad and detailed. These factors, coupled with a commitment to maintaining high performance standards, mandates certain requirements. These requirements are: Hign level of personnel knowledge, proficiency and dedication in all positions. Dependable, well-maintained hardware to assure safe, reliable operation. Well-defined and maintained software to assure safe, reliable operation. The Operations organization is resourced to support effective performance and control of all station activities with a clear understanding of responsibilities, accountabilities, and interfaces, and with a strong commitment to abide by administrative controls, procedures, and licensing requirements.
-, a Organization Effectiveness (Cont.) t Human Resource Development Career Development Program Compensation Program Organization / Management Development Communication and Goal Clarity Program
o 1 L l..<. j End of Operations Announcement a. Assessment and planning initiated in 1987 Corporate and consultant input s e lSSUeS Employee retention = identification of critical positions a Employee motivation and morale a Communications plan a Management training on managing transitions a Employee assistance programs a Employee training and feedback sessions a impact of potential lay-offs and career continuation =
- Schedule Dec.5 End of operations announcement Dec. 6-7 Employee meetings with Del Hock, C.E.O.
Dec.12 Distribution of retention plan draft Dec.15-21 Employee feedback meetings Dec.29 Began management training Jan.12 Distribution of employee input Jan.17 Revised plan draft Jan.18-27 Employee feedback meetings Jan.27 Hotline for employee concerns l Feb.1-3 Employee meetings on plan Ongoing Significant Attention and Support From V.P. Human Resources
+, o Planning and Scheduling
- Centralized to ensure integration of all work activities Level I involvement with ELT (New)
Level ll direction with SPT (On-Going) Plan of the week meetings i Plan of the day meetings i Prioritization system e implementation of ARTEMIS system to consolidate o work tracking data EXAMPLES OF SUCCESS 1987 Fire Recovery 1988 Circulator Refurbishment Activities l l l
o s 1 Plant Reliability and Maintenance- ) i Maintenance Self Assessment Program e Measuring and Test Equipment (MTE) o Material Control Pro' ram Implementation g Maintenance Administration Program 9 Improved Maintenance Support Preventive maintenance program a Failure analysis a l Operational trending = Root Cause Process Implementation
a
- ', ^ o a.
Methods and Procedures
- TCR' control
- TCR transition E.O.P. Rewrite Program S.O.P. Rewrite Program s
- Surveillance Procedure Rewrite o
Enhancement of R.E.R.P. Design Control Program implementation of the Fire Protection Program o 1
r
- .p',...
Plant Operations New Manager of Nuclear Production s
- 6-Month Record Performance Jan. - June 1988
- June Record 167,699 MWH System Engineering concept implementation Signage Program complete i
Shelf Life Program complete e Improved housekeeping i i Security upgrade efforts e -__-_____________a
. =, e '.s r Quality Enhancement Program I Nine of ten elements completed Goals and Objectives = Audit program upgrades = Monitoring program upgrades = Corrective action program upgrades = Trending program upgrades a SALP review program a = QA effectiveness l FSV specification / procedure upgrade = Up-front QA involvement in activities =
F. c,: .w. l. Training o # Accreditation of ten training programs ' c,A e
- o.. Consolidation of Training Organization >
Training Manager reports directly to Senior Vice President Nuclear Operations Specialized Training: Performance based auditing a Root cause analysis a Meetings that matter a Transitions and cycles of change-a Program Management training. a New facility increased staffing e Integration of Training Schedule With Centralized Planning and Scheduling activities l \\
]
SUMMARY
- COMMITTED TO EFFECTIVE IMPLEMENTATION f
OF PEP
- POSITIVE RESULTS IN KEY NRC AND INPO PERFORMANCE EVALUATIONS I
COMMITTED TO A POLICY OF MUTUAL RESPECT AND TEAMWORK WITH NRC
- EFFECTIVENESS CONTINUALLY ASSESSED THROUGH ELT, SPT, AND QA MONITORING
- CONTINUED AGGRESSIVE PROGRAM OF I
MANAGEMENT EVALUATION AND DEVELOPMENT l 2 i
1 l O_ >t 4
- .IE. Rw t
H
- m o 1Cg-{
d*d.gi zgF! 2m$ g p Z O "(A 3 O <{t CO ggj @Ej k ogCy ~ 7 3 U R H 7 T 3 ) 1 U 4 hR 2 H 0 H T 1 3 R 1 1 E ( 4 P 7 0 P 7 3 hi 1 O 3 r H 7 U U 3 R R H U H T R a T A H 1 7 VB OH r 1 - 2 T 3 4 Al1 0 U 7 O S R I l ( H 2 WFO I l T l I V 1 H I Hl I V 4 PO H 2 I 1 H AP 73 X URH ) TlO ) H 6 0 J T 1 1 LF ( 1 4 IL 6 C P l ~ I 2 4 I T V 6 X N l E { I Y V T 1U P 1 0 V 7 7 l 3 8 I 6 6 I X I l l S I I D P V Y U U R R X H H l T T 1 1 3 8 0 5 4 5 J 16 6 6 ) 2 l l l L ri I I l i M, V V Y D I i_ V A D S S E P E E V Y Ai H L L W A A 8 V Y L 5 3 ANI E 2 t l DE RE (,NVC } ) F V d P P L M ( ( 8 5 4 2 V ( io~ 3 9 8 i' '}}