ML20247K949
| ML20247K949 | |
| Person / Time | |
|---|---|
| Site: | Fort Calhoun  |
| Issue date: | 03/31/1989 |
| From: | Barunas G STONE & WEBSTER ENGINEERING CORP. |
| To: | |
| Shared Package | |
| ML20247K940 | List: |
| References | |
| NUDOCS 8904050359 | |
| Download: ML20247K949 (21) | |
Text
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ATTAC1DIENT 2 1
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REAPPRAISAL 4
0F NUCLEAR ACTIVITIES RELATED-T0-FORT CALHOUN STATION
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i Prepared for.
Omaha Public Power District
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by 1
Stone & Webster Engineering Corporation March, 1989 Approved by: Mj//.
Aus _
G. A. Barunas, Jr / '
-Project Manager
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l 8904050359 890328 l
gDR ADOCK 05000285 PDC
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TABLE OF CONTENTS casa EXECUTIVE
SUMMARY
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1.0 INTRODUCTION
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1.1 BACKGROUND
5 1.2 PURPOSE AND SCOPE 5
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2.0 APPRAISAL METHOD 5
2.1 ORGANIZATION 5
2.2 EXECUTION 6
3.0 ACTIONS TAKEN AND RESULTS 7
3.1 GENERAL 7
3.2 ORGANIZATIONAL RESPONSIBILITIES 7
3.3 COMMUNICATIONS 8
3.4 PLANNING 9
3.5 STAFFING 11' 3.6 HUMAN RESOURCES MANAGEMENT 12 3.7 BUDGET AND COST CONTROL 13 3.8 SAFETY REVIEW 13 3.9 PLANT OPERATING PRACTICES 14 i
3.10 EMERGENCY PREPAREDNESS 18 1
3.11 OVERALL 19 i
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EXECUTIVE
SUMMARY
Introduction From January 1988 to April 1988, Stone & Webster performed an independent appraisal of Omaha Public Power District's (0 PPD) nuclear activities relative to Fort Calhoun Station.
In January, 1989, OPPD requested Stone.& Webster to perform a reappraisal to assess OPPD's progress in improving performance.
Stone & Webster conducted the reappraisal in January and February,1989.
Stone &
Webster reviewed the same functional areas that were reviewed in the original appraisal with the exception of security, salary administration, outage management and equipment qualification.
i Aooraisal Method Stone & Webster established a project team of eleven senior level experienced individuals, nine of whom were involved in the original appraisal. The project team reviewed OPPD documents, conducted interviews and discussions with managers, supervisors, and workers at corporate and plant locations, and observed daily activities at the plant. More than 60 man-days were spent preparing for and conducting the reappraisal.
The information obtained was reviewed and analyzed to determine if the work in any functional area was not progressing satisfactorily.
Only management issues which could impact the safe and effective operation of the plant are included in this report.
Less significant issues or items which are of concern to a particular functional area, but not to overall management, are not' included in this report. These were discussed separately with OPPD.
Actions Taken and Results Overall 0 PPD has made substantial progress in the last nine months in improving performance in their nuclear activities. OPPD has met almost all the commitments contained in the responses to the original appraisal.
Since the. original appraisal there has been improvement in OPPD's management and supervisory skills.
Senior Management, Division Managers, and the Plant Manager have improved their communications and planning skills and have a feeling of accountability for the actions of their people.
Improvement at the supervisor level varies by individual, but overall is not as good.
All Supervisors do not seem to hold the workers accountable to meet the high standards expected.by management. This is especially evident in procedural compliance.
Improvement in this area will require attention-to continue to change the culture of the, management workers which has developed over a long period of time.
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4 Organizational Responsibilities OPPD has completed the transition to a new nuclear organization.
All nuclear functions, including nuclear engineering, now report to the Senior Vice President.
The roles of the Senior Vice President, the Division Manager - Nuclear Operations, and the Plant Manager are better defined.
The Plant Manager has been relieved of responsibility for security, the onsite warehouse and technical service functions.
The reorganization is providing positive results in most areas. The Division Managers are beginning to function as a team and engineering is starting to become more responsive to plant needs.
The Plant Manager has more time to devote to the supervision and guidance of his Department Managers.
OPPD has fallen behind their plan for full implementation in some parts of their organization in the areas of staffing and definition of interfaces.
Communications To improve communications, OPPD has continued to use an outside communications specialist.
Other actions to improve communications include a biweekly nuclear newspaper, and increase in the number of regularly scheduled meetings.
Communications have improved. Ths newsp p r and meetings have allowed senior management to better emphasize safe operation and highlight areas in need M improvement.
Further. improvement is required in having the entire organization work as a team and in making meetings effective in problem resolution.
Plant management has increased the time they spend in the plant, but it is less than required to provide proper direction to, and receive feedback from, the workers.
Plannina J
OPPD has established a centralized planning organization as a principal element to improve their nuclear program planning and scheduling. OPPD has also established committees to determine the proper priority for large projects including modifications.
To improve their ability to meet commitments, OPPD has upgraded the Commitment Tracking System and developed a Safety Enhancement Program which consolidates major commitments from a multitude of other programs. To improve the performance of the outage and maintenance planners, OPPD prepared an Outage and Maintenance Planning Manual.
The emphasis OPPD has placed on planning has increased the awareness throughout the nuclear organization of the need and benefit of planning.
The implementation of centralized planning is on schedule except for staffing. OPPD lacks sufficient planners in the divisions to provide detailed and integrated planning. OPPD has met their schedule in the accomplishment of the initial actions required to improve maintenance planning and the subsequent actions appear to be progressing.
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Staffina OPPD.has conducted staffing studies of the nuclear organization assisted by consultants in selected areas. As a result of the staffing studies, OPPD Senior Management has authorized 289'new positions from the July 1,1988 authorized staffing levels. OPPD has filled 96 of these positions as of February 28, 1989.
OPPD has filled the open positions more slowly than expected. This appears to be caused more by lack of. qualified personnel willing to relocate than lack of effort on the part of OPPD.
Some of the new personnel recruited by OPPD have had a positive impact on radiation protection and engineering.
Human Resources Manaaement OPPD is on schedule in meeting the commitments in career planning and succession planning.
Full-time people have been assigned to both areas and a Nuclear Management Development Steering Committee has been formed. The remaining actions required to establish the career planning and succession planning programs are scheduled to be complete by July, 1989.
It is too early to evaluate results because the programs are in the early stages of being implemented.
Budaet and Cost Control OPPD.has appointed a task force to adopt an upgraded budget and cost control system for the nuclear divisions by June 1,1989.
Action is being taken in accordance with OPPD's commitment.
Safety Review OPPD has changed the membership and frequency of meetings of the Safety Audit and Review Committee (SARC).
The Safety Review Group (SRG) has been formed with a mix of OPPD employees and contractors.
Training has started for the SRG OPPD employees.
The PRC membership i
has expanded with the addition of managers / supervisors of SRG, Quality Assurance, Training, and System Engineering and the addition of a full-time secretary / coordinator.
The changes OPPD has made has increased the effectiveness of the SARC and has caused the PRC to take a broader view of overall plant performance and to focus better on safety. The PRC minutes are well done and action items are being tracked and closed.
The SRG activities so far have been largely reactive with no "self-initiated" reviews. 1
Plant Ooeratino Practices OPPD has stabilized the maintenance supervisory staff by filling all supervisory positions with permanent rather than acting supervisors. OPPD has emphasized the upgrade and use of maintenance procedures.
To improve the general housekeeping of the plant, OPPD has employed a full time cleanup crew and increased staff levels for utility work.
Overall maintenance has shown improvement, but additional
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improvement is required in supervision, planning, and especially in t
the use of procedures. The general housekeeping of the plant has improved considerably.
In radiation protection, OPPD has developed a Radiation Protection Improvement Program based on recommendations from several consultants.
In addition, OPPD has increased the staff and hired a supervisor with an excellent background in radiation protection.
The Radiation Protection Program has shown marked improvement.
The new supervisor has had a very positive impact on the program. As part of the program, emphasis must be placed on the timely completion of the Procedures Upgrade Program.
i To increase engineering's responsiveness, System Engineering and
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Special Services were formed as part of Production Engineering and located at the plant. OPPD is in the process of increasing the engineering staff with about forty experienced engineers.
The System Engineers have started to address some longstanding problems; however, they have not become fully effective because of the definition of all interfaces has only recently been determined following the refueling outage. The recruitment of experienced engineers supplemented by the contractors assigned to System Engineering has improved OPPD's technical resources. Although the new programs have the potential to greatly improve the engineering products and responsiveness, it is too early in the implementation phase to see the expected results.
Emeraency Preparedness OPPD has undertaken a major upgrade of the OPPD Emergency Plan Implementing Procedures with the help of a contractor.
To improve the quality of future observed exercise scenarios, OPPD has formed an Emergency Exercise Scenario Development and Review Committee.
The drill schedule has been expanded.
A significant number of new and revised Emergency Plan Implementing Procedures have been developed.
The training methods used to convey these changes to the Emergency Response Organization needs improvement. - - _ _ _ _.
REAPPRAISAL REPORT 1.0 Introduction 1.1 Backaround From January,1988 to. April,1988,. Stone & Webster performed-an independent appraisal of Omaha Public Power. District's (OPPD's) nuclear-related site and corporate activities to review the safety l
of plant operations and. compliance with Nuclear Regulatory l
Commission regulations and to identify areas. at Fort Calhoun Station 1
where improvements would result in excellence in operations. As a result of the. appraisal, Stone & Webster provided recommendations to
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improve the performance of the nuclear organization..OPPD developed 1
I programs or action for each recommendation.
In January 1989, OPPD requested Stone & Webster to perform a reappraisal to assess OPPD's progress in improving performance.
I Stone & Webster conducted the reappraisal in January and February, 1989.
1.2 Puroose and Scooe The reappraisal was performed to determine OPPD's progress in
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improving performance.
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In performing the reappraisal, Stone & Webster r.eviewed the same functional areas that were reviewed in the original appraisal with the exception of security, salary administration, outage management, and equipment qualification. Stone & Webster reviewed the actions OPPD had taken on each recommendation and evaluated the results achieved.
2.0 Reaooraisal Method 2.1 Organization Stone & Webster established a project team of eleven senior level experienced individuals, nine of whom were involved in the. original l
appraisal.
Stone & Webster used the same Functional-Task Management concept, consisting of the Project Manager and three Task Managers.
Each Task Manager was responsible for the evaluation 'of one of the following areas:
- 1) engineering and technical services,
- 2) plant
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operations, and 3) nuclear support services.
i list of the team members and the functional are(Table 2-1 provides a as reviewed).
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2.2 Execution The Project Manager and Task Managers determined the functional areas to reevaluate.
OPPD's respomhes to the appraisal, inspection reper' nel f-assessments, and ongoing improvement programs, were reviewed. Daily activities were observed.
Interviews were conducted with management and supervisory personnel at both corporate and plant locations.
Additionally, informal discussions were conducted with non-supervisory and craft personnel.
Interviews and discussions were tailored to discover the progress that was being achieved in implementing the various improvement programs.
The information obtained was reviewed and analyzed to determine if the work of any functional area was not progressing satisfactorily, or if there were any underlying trends or symptoms which would prevent the achievement of excellence in operations.
More than 60 man-days were spent preparing for and conducting the reappraisa1.
TABLE 2-1 Team Member Functional Area Reviewed G. A. Barunas, Jr.
Project Manager R. P. Byrnes Task Managec Engineering / Design Control /
Licensing F. E. DiCola Plant Performance / Station Engineering / Maintenance D. E. Winge Materials Management / Maintenance
- 0. J. Mavro Task Manager Material Candition F. W. Finger Radiation Protection /
Chemistry / Technical Specification / Surveillance /
Material Condition / Operation l
L. S. Wigley Training / Material Condition
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D. J. Peeples Planning R. Gardner Task Manager Safety Review i
F. B. Baldwin Quality Assurance / Quality Control / Configuration Management E. J. Michael Emergency Planning I - _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _ _
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j 3.0 Actions Taken and Results f
3.1 General The actions taken and results presented in this section are based on the judgments and opinions of Stone & Webster and represent the management issues which could impact the safe and effective operation of the plant.
Less significant issues or items which are of concern to a particular functional area, but not to overall management, are not included in this report. These were discussed
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separately with OPPD.
3.2 Organizational Responsibilities Actions Taken:
t OPPD has completed the transition to a new organization. All nuclear functions, including nuclear engineering, now report to the l
Senior Vice President.
In addition, OPPD relieved the Senior Vice President of all his fossil related duties. The Senior Vice President is now totally responsible for, and tetally dedicated to nuclear activities.
OPPD has made a considerable effort to define the roles of the Senior Vice President, the Division Manager, Nuclear Operations and the Plant Manager.
The Plant Manager's responsibilities and authority have been increased in fiscal, technical, and administrative activities.
To enable the Plant Manager to devote more time to plant operating issues, OPPD relieved the Plant Manager of responsibility for security, the onsite warehouse, and technical service functions.
In addition, OPPD has supplied him with an Assistant Plant Manager, and additional administrative and clerical assistance.
Other organizational changes, such as, System Engineering, Nuclear Planning and the Safety Review Group are discussed in subsequent sections.
Results:
The consolidation of nuclear activities under the Senior Vice President has allowed him to provide more positive leadership and a common direction to the nuclear organization. The Divieion Managers are beginning to function as a team and engineering is starting to become more responsive to plant needs. _ _ _ _ _ _ _ _ _ _ _ - _
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The changes in the Plant Manager's responsibilities and authority have resulted in the plant personnel feeling that the Plant Manager is more in charge and has more authority to make decisions which affect them.
In addition, the changes in responsibility and the better definition of roles have allowed the Plant Manager to devote more time to the supervision and guidance of his Department i
Managers.
This has resultad in a noticeable improvement in the Department Managers' performance in working together.
The reorganization.is providing positive results in most areas.
OPPD, however, has fallen behind their plan for full implementation in some parts of their organization in the areas of staffing and.
interfaces. This is discussed in subsequent sections.
3.3 Communications Actions Taken:
OPPD has continued to use an outside communications specialist to improve communication skills and to develop team building for key-personnel. The team building sessions for the Senior Vice President, the Division Managers and Department Heads were recently completed.
Part of the improvement in skills ' included two half-day sessions for the Senior Vice-President and Divisions Managers in problem reporting, i.e., how to develop an attitude which encourages personnel to report problems.
OPPD has started a biweekly nuclear newspaper to keep all personnel informed of nuclear activities. The early issues have provided an excellent forum for the Senior Vice President to emphasize his priority of safe operation and to discuss areas in need of 1
improvement.
The President has given added emphasis to the corporate philosophy of safe operation by direct contact with nuclear personnel through plant tours and briefings on various subjects from the Division Managers and Department Heads. He also has frequent breakfast meetings with six to eight personnel from all areas and levels of the company, including nuclear.
In an effort to improve communications, OPPD has increased the number of regularly scheduled meetings. Weekly, the Senior Vice President, Division Managers and other selected individuals meet to discuss status, plans and problems in the nuclear area. Monthly, an expanded meeting is held which includes the Department Heads.
Periodically, a Nuclear Performance Meeting is held for all exempt.
nuclear personnel. These meetings have been held in June, 1988 and January, 1989 with a third meeting scheduled for March, 1989. The Division Managers hold periodic meeting with their staffs and, daily, there is a plant coordination meeting.
OPPD has started to provide recognition for superior performance of people by letters to the individuals from the Senior Vice President and by verbal praise. 1 i
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i Results:
Nuclear personnel at all levels expressed the belief that communications have improved.
The newspaper and meetings have-allowed senior management to better emphasize safe operation and to highlight areas in need of improvement.
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The organization has improved its ability to function as a team, and l
additional improvement is required. The reorganization has created i
new groups and relationships. The new interfaces and transfer of i
responsibilities are still being established.
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The Department Heads at the plant have improved their working relations, but coordination is still lacking in some ' cases. The j
effectiveness of the meetings has improved but the discussion of l
problems is not always in the depth needed to ensure individuals j
understand the steps required to resolve the problems.
The effectiveness of the daily plant coordination meeting has increase significantly.
Although plant management has increased the time they spend in the l
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plant, it is less than required to provide proper direction to, and i
receive feedback from, the workers.
Now that the outage is over, improvement is expected.
3.4 Plannino Actions Taken:
OPPD has established the Nuclear Planning Department, a centralized planning organization, as a principal element to improve their nuclear program planning and scheduling. They have assigned an OPPD manager supplemented by contractor staff personnel.
The organization has established a work breakdown structure for all nuclear activities. From this they have developed a summary level l
scope document, plan and schedule, and a resource plan.
The centralized pianning organization has also prepared a Nuclear Program Planning Manual which defines a planning process that encompasses the total nuclear organization.
The manual also defines a prioritization process.
The program is designed to cover all scope greater than $25,000 and/or three months of effort or duration.
OPPD has also established a Nuclear Projects Committee (Senior Vice President and Division Managers) and a Nuclear Projects Review Committee (Departrrant Managers) to determine the proper priority for large projects including modifications. These committees have established the preliminary list of modifications to be accomplished during the next refueling outage and the 1989 on-line modifications, subject to review of the availability of resources and material. _ - -. _ - _ _ _ _ _ _ _ _ _ _ _ _ _
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i To improve their ability to meet commitments, OPPD has upgraded their Commitment Tracking System.
In addition, they have i
1 established a Safety Enhancement Program which consolidates major i
commitments from a multitude of other programs. At the weekly Senior Vice President - Division Managers meeting, near term commitments are identified and statused. The Division Managers are held accountable to meet the commitment dates.
4 In Project 1991, OPPD has developed a more detailed project scoping document and has established sufficient project controls to track and monitor the work activities. The effort required by the plant staff to support the project is being identified.
OPPD has prepared an Outage and Maintenance Planning Manual to provide overall policy and guidance.
Based on the manual, OPPD will prepare the detailed procedures and guidance necessary to ensure consistency in the work of the outage and maintenance planners.
The last refueling outaga was completed at the end of January, 1989. The post outage report is planned for early March,1989, followed closely by the initial planning meeting for the next i
outage.
Improvement in OPPD's maintenance planning is evident in their effective use of the " Plan of the Day" (P0D) to schedule and coordinate near term maintenance activities. The P0D also includes a two week look ahead of surveillance tests and preventive maintenance. Another indication of OPPD's increased use of planning was their preparation for a short power reduction evolution to test the turbine overspeed trip. The plan and schedule identified additional work to be accomplished, gave the radiological controls necessary for containment entry, assigned responsibilities and i
addressed contingencies.
Results:
The emphasis OPPD has placed on planning has increased the awareness throughout the nuclear organization of the need and benefits of planning.
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The implementation of Nuclear Planning is on schedule except for l
staffing. With the exception of the manager, OPPD personnel have not been obtained for the organization. All positions except the manager are filled with contractor personnel. The lack of OPPD personnel has delayed the transfer of experience and technology from i
contractor personnel to OPPD.
In addition, the reliance on 1
contractor personnel dilutes the acceptance of the concept within the OPPD nuclear organization.
Full time staffing by 0 PPD personnel must be a high priority.
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OPPD, also, lacks sufficient planners in the divisions. Because of this, detailed planning to govern the execution of work is insufficient in many areas. This provides for a very limited basis for resource assignments and performance monitoring.
In addition, the lack of detailed planning detracts from integrated planning.
Other than the high level summary schedule developed by central planning, no intermediate level plan has been developed to integrate all planning efforts.
Examples of areas in need of integrated planning are the 1990 Outage and Project 1991 projects, such l
procedure upgrade and preventive maintenance.
The management of Project 1991 has substantially improved with control over each project.
Lacking is the complete integration of the various elements of the project, such as, vendor manuals with the procedure upgrade and preventive maintenance. The work required by the plant staff in support of Project 1991 could impact the Project 1991 schedules, because of the significant additional work assigned to these limited resources.
The plan to accomplish tasks
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requiring support from the plant staff is being developed.
- Finally, Project 1991 needs to further define how the work products will be integrated into existing plant practices ar.d procedures, q
Maintenance planning has improved, but significant improvement is still required. OPPD has met their schedule in the accomplishment of the initial actions required to improve maintenance planning and the subsequent actions required appear to be progressing.
3.5 Etaffina l
Actions Taken:
l Following the Stone & Webster original appraisal, OPPD conducted
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staffing studies of the nuclear organization. OPPD used consultants' assistance to determine the appropriate staff for chemistry, radiation protection, security and maintenance. At present, OPPD has a consultant evaluating the productivity o' the Maintenance Department. The results of this evaluation coul : modify the presently proposed Maintenance Department staffing.
i As a result of the staffing studies, OPPD Senior Management has authorized 289 new positions from the July 1, 1988 authorized staffing level. OPPD has filled 96 of these positions as of February 28, 1989 To attract properly qualified personnel, OPPD adjusted the nuclear organization's salary structure and made some of the personnel benefits more attractive. OPPD has recruited with their own personnel, placed advertisements and used search firms in an effort to fill the open positions.
Results:
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t OPPD has hired a significant number of personnel with strong nuclear experience. OPPD has filled the open positions more slowly than expected. This appears to be caused more by the lack of qualified personnel willing to relocate than to lack of effort on the part of OPPD.
Some of the new personnel recruited by OPPD have had a j
positive impact on radiation protection and engineering.
1 The inability to fill key positions has hindered OPPD in estab-lishing several of their new programs; Safety Review Group, System Engineering and Nuclear Planning. Although contractor personnel have assisted in starting the programs, OPPD personnel are needed to have them gain acceptance throughout the nuclear organization.
Personnel continue to work excessive overtime.
Part of the overtime requirement was the recently completed refueling outage; however, it is anticipated that the overtime will continue until additional staff are hired.
3.6 Human Resource Manaaement I
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Actions Taken:
1 OPPD is on schedule in meeting the commitments in career planning l
and succession planning.
Full-time people have been assigned to i
both areas and a Nuclear Management Development Steering Committee has been formed. A nuclear succession planning process has been developed.
The remaining actions required to establish the career planning and succession planning program are scheduled to be complete by July,1989.
A full-time person has been appointed to be responsible for the Management Development Program series. The program will provide courses and workshops to nuclear personnel to improve their managerial and supervisory skills. A training schedule for 1989 has been developed and a brochure distributed.
In 1988, the program provided courses for the entire company and had limited participation by nuclear personnel.
In 1989, it is anticipated that the program will be used almost exclusively by nuclear personnel.
From January 1, 1989 to February 28, 1989, nuclear personnel have receiveri 1430 nuclear work hours of training. A total of about 13,000 nuclear work hours are anticipated for all of 1989.
OPPD increased salary midpoints of nuclear related positions in August, 1988. A consultant performed a study of OPPD's nuclear pay levels to determine OPPD's competitiveness in the nuclear personnel market.
As a result of that study, OPPD's adjusted salary levels for nuclear positions was determined to be generally satisfactory.
Increases in salary are continuing on a programmed basis.. _ _ _ _ _ _ _ _ - _ _ _ _ _ _ _ _ _ -
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Results:
1 It is too early to evaluate results, because the programs are in the
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early stages of being implemented.
It has been possible, however, for OPPD to recruit experienced personnel for several of the openings which exist in the new organization.
3.7 Budaet and Cost Control Actions Taken:
A centralized planning organization was established as discussed in Section 3.4.
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A program involving an improved budget and cost control system in Production Operations Division was initiated in 1988.
This pilot 4
program has been evaluated for applicability to the nuclear division. OPPD has appointed a task force to adopt an upgraded 3
l program for the nuclear division by June 1,1989.
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Results:
l Action is being taken in accordance with OPPD's commitment. Results
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will be seen in 1990.
l 3.8 Safety Review I
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Actions Taken:
To enhance the effectiveness of the Safety Audit and Review Committee (SARC), OPPD has:
(a) Changed the SARC membership and added outside members with strong qualifications to strengthen its safety focus.
l (b) Changed the frequency of meetings from quarterly to bimonthly.
l (c) Changed the audit procedure to have audits on Technical Specifications performed primarily by the Quality Assurance and Quality Pntrol Department with a SARC representative assigned to each auJit team.
(d) Established a formal process for assignment of action items.
OPPD has established the Safety Review Group (SRG) with a mix of four OPPD employees and three contractor employees. No licensed operators, except the manager of the group, have been assigned because of other demands for licensed personnel.
The original intent was to have the group fully staffed with OPPD employees by June, 1989.
Training has been initiated for the manager and two OPPD employees. The formal training program, to be based on task analysis, is scheduled for October,1989. _ _ _ - _ - _ _ - -
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The Plant Review Committee (PRC) has been strengthened by the addition of the Managers / Supervisor of the SRG, Quality Assurance, Training and fystem Engineering. A full time PRC secretary /
coordinator h M been assigned and action items are being entered i
into the Commitment Tracking System.
The PRC members have received
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training in Keppner-Trego problem solving techniques.
A consultant l
is developing an alternate PRC approach to processing procedures.
This effort is scheduled to be completed in June, 1989.
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Results:
l Previously 0 PPD had an effective SARC.
The changes OPPD has made to the SARC have increased its effectiveness.
The date for fully staffing SRG with OPPD employees was advanced to March 31, 1989, to provide for the maximum estimated training time.
SRG activities so far have been largely reactive, such as, review of
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reports and directed investigations of events.
SRG has not yet undertaken any "self-initiated" reviews. This should be done soon, because self-initiation is the key function of the SRG to establish its ability to identify potential safety problems to management.
Another SRG function which is lagging is observation of station activities. The SRG's capability for observation has been limited by delays in badging of contractor personnel. The contractor personnel are now badged and a program for observation has recently been developed, so this function should be fUly implemented soon.
The additions to the PRC and adjustments in its direction has caused it to take a broader view of overall plant performance and to focus better on safety.
The PRC minutes are well done. The action items l
are being tracked and closed.
(Sir.ce July 1988, 29 of 47 items have been closed).
Improvements have been made to PRC procedure processing.
The remainder, which may require changes to the Technical Specifi-cations, are being defined and are scheduled for their accomplishment in June, 1989.
3.9 Plant Operatina Practices 3.9.1 Maintenance Actions Taken:
OPPD has stabilized the maintenance supervisory staff by filling all supervisory positions with permanent rather than acting supervisors.
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1 OPPD has emphasized the upgrade and use of maintenance procedures.
1 They have accelerated the Procedure Upgrade Project in Project.
j 1991.
Before and during the outage, OPPD' conducted an interim upgrade program for selected refueling outage procedures, and
. required verbatim compliance by the craft even at the expense of-a
)ossible outage schedule delay. The maintenance supervisors have
)een tasked _ to observe a maintenance operation weekly, in part, to f
ensure the proper use of procedures.. Once this activity is fully implemented, it will contribute to better procedure compliance..
When~ a task requires a pre-maintenance briefing, the supervisor, foreman, and craft personnel are required to review the maintenance procedures to be used.
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I To improve the general housekeeping of the plant, OPPD has employed a full time cleanup crew.
In addition, the staff levels for utility work have been increased'in order to implement housekeeping j
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requirements as part of the maintenance closeout.
i OPPD actions and results in maintenance planning and staffing are i
discussed in sections 3.4 and 3.5'respectively.
Results:
J During the reappraisal, Stone-& Webster observed no violations in l
the use of procedures. Stone & Webster reviewed incident reports-
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and the results of inspections conducted since the original' R
appraisal; and, interviewed Stone & Webster personnel who'had been 1
at the plant in the interim. Based on these reviews and 1
interviews, Stone & Webster concludes that maintenance's use of procedures has increased, however, significant improvement is still required.
The general housekeeping of the plant has improved considerably.
Cleaning ano painting efforts are progressing very well.
Of all the plant operating practices Stone & Webster examined
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during the original appraisal, maintenance was in the greatest need of management attention. Management has developed and is following a plan to improve all aspects of maintenance practices. As a result, maintenance has shown improvement.
If mana continues to give the needed attention-to this area,gement-the additional improvement required should occur as the supervisors and planners receive additional guidance and training, upgraded procedures are provided, new administrative procedures are issued, and the staffing is increased as determined by the ongoing productivity study. -
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3.9.2 Radiation Protection l
l Actions Taken:
Following Stone & Webster's appraisal, OPPD had two additional I
appraisals performed in radiation protection; a technical i
evaluation by Chemston Technology and a management evaluation by l
Hydro Nuclear Services. Based on the recommendation from these j
evaluations, OPPD developed a Radiation Protection Improvement l
Program. OPPD has been following this program.
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1 To improve performance in radiation protection, OPPD increased the staff and hired a supervisor with an excellent background in j
radiation protection in commercial nuclear power plants.
t Additional staff will be added when qualified personnel are found Also, OPPD has taken steps to improve the communications between i
operations and radiation protection through Shift Supervisor.
meetings, shift team building efforts and emphasis on the Shift Supervisor's responsibilities.
Results:
The new supervisor appears knowledgeable and energetic. He seems-
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to be focusing on achieving the goals and objectives set forth in the contractor's evaluation. He has had a very positive impact on the program.
If his performance continues at the present high level, further improvements in the program can be expected. Other experienced staff members have also been added.to this group.
Communication between operations and radiation protection and within the Radiation Protection group has shown considerable improvement.
Emphasis must be placed on the timely completion of the Procedure Upgrade Program.
The Radiation Protection Program has shown marked improvement.
3.9.3 Enaineerina Actions Taken:
In order to make Production Engineering (PED) more responsive to plant needs, OPPD reorganized to have PED report to the Senior Vice President in charge of nuclear activities. To further increase engineering's responsiveness, System Engineering and Special Services were formed as part of PED and were located at the plant. ;
,-.-e, s
he OPPD completed a staffing study which showed a need for about forty' additional engineers.
Recruitment has been restricted to engineers with nuclear power-experience. Design Engineering has hired a Nuclear Design Manager and a Mechanical Design Manager with good nuclear backgrounds.
Presently, eighteen OPPD engineers are.-
assigned to System Engineering assisted by seventeen contractor personnel. The contractors will remain until seven additional System Engineers can be recruited and the System Engineering-training program.is complete.
The functions of the System Engineer and Special Services have been defined. The various interfaces within engineering and with the plant departments are still being developed. -Operations and engineering recently agreed on the interface between Maintenance, System Engineering and Special. Services, which defines how each group will interact to support each other.
A System Engineering implementation plan was developed to organize, develop,. train and qualify' personnel to assure the System Engineering functions are achieved.
Part of the plan is a six month training course..The first. course has started.
A Station Engineering plan was ~ recently prepared to implement programs for motor-operated valves, inservice' inspection, surveillance testing, etc. 'The plan is in the process of being implemented.
Results:
l Before the reorganization, a perception existed in the plant that PED did not support the plant. Although PED is improving their
)
support, the perception still exists to some degree. With the establishment of System Engineers and Special Services, PED has the 3
resources to be more. responsive to plant needs. The System Engineers have started to address some longstanding problems; however, they have not become fully effective because the definition of various interfaces has only recently been completed.
l This has hampered the plant's acceptance of the System Engineering role.
The recruitment of experienced engineers supplemented by the contractors assigned to System Engineering has improved OPPD's technical resources.
Although the new programs have the potential to greatly improve the engineering products, and responsiveness, it is too early in the implementation phase to see the expected resul ts. I
m 0,
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3.10 Emeraency Preparedness i
Actions Taken:
To improve staffing and organization, OPPD:
(a) Hired an Emergency Preparedness Supervisor and Emergency Preparedness clerk.
(b) Contracted for two Emergency Preparedness trainers.
(c) Issued a new Emergency Response Organization roster to provide
.for better correlation between normal daily assignments and Emergency Respona Organization duties.
(d) Transferred an / individual from Emergency Preparedness to j
Radiation Protection to improve Radiation Protection and
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Emergency Preparedness coordination.
j OPPD has obtained a contractor to perform a major upgrade of the OPPD Emergency Plan Implementing Procedures.
Numerous procedure changes have been completed to address past NRC observed exercise i
deficiencies and open items. Additional procedures have been prepared to improve radiation protection performance by the Emergency Response Organization.
To improve the quality of future observed exercise scenarios, OPPD has formed an Emergency Exercise Scenario Development and Review Committee.
In developing the scenarios, OPPD will use the CE Simulator and will hire a contractor to develop the radiological i
data section of the scenario. The drill schedule has been expanded to include more practice drills on damage and radiation control, off-site notification, staff augmentation, accident classification and personnel accountability.
Results:
There has been a substantial effort in the last year, but several areas remain where improvements are required.
Although a significant number of new and revised Emergency Plan Implementing Procedures have been developed, the training methods used to convey these changes to the emergency response organization personnel appears inadequate. Use of " hot-line" memorandum, requiring personnel to read and sign an acknowledgment of procedure changes appears to be ineffective.
In particular, use of a
" hot-line" to inform ERO personnel of the new EPIP-20 " Radiation Protection Guidelines for Emergency Condition" did not improve the radiation protection response during the February 8, 1989 Exercise. Similar problems occurred in accident classification, plant evacuation, & accountability and transfer o/ responsibilities from the TSC to the EOF despite procedure modifications made to address all of these areas. ___-_ _ _
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Rescue Team Training in multimedia first aid has not been provided in a consistent manner to the rescue team members.
Lack of training requirements documentation for non-EP training areas (i.e., first aid, respirator, etc.) has permitted several team members' training to lapse. Other personnel assigned to the teams have never received initial first aid training and are not qualified.
The Emergency Exercise Controller Organization is comprised of too many "first string" emergency responders and severely depleted the ERO staff that participated during the February 8, 1989, practice exercise. Use of neighboring utility personnel, non ERO OPPD personnel and/or experienced consultants to staff the controllers organization should be considered.
3.11 Overall l
OPPD has made substantial progress in the last nine months in improving performance in their nuclear activities.
In contrast to their previous record in meeting commitments, OPPD has met almost all the commitments contained in the responses to the original appraisal.
This has resulted in improvement in most areas.
In areas where improvement is not evident, the new programs are in the early stages of implementation.
In the original appraisal, Stone & Webster said that there must be improvement in the performance of management and supervisors in planning, directing and supervising the workers to ensure that their attitudes and actions reflect management's dedication to safety and excellence in operations.
If all of the programs OPPD proposed in their responses to the original appraisal were properly implemented, improvements in performance of managers and supervisors should naturally follow.
Since the original appraisal there has been improvement in OPPD's management and supervisory skills.
Senior Management, Division Managers, and the Plant Manager have improved their communications and planning skills and have a feeling of accountability for the actions of their people.
Improvement at the supervisor level varies by individual, but overall is not as good. All Supervisors do not seem to hold the workers accountable to meet the high standards expected by management. This is especially evident in procedural compliance.
Improvement in this area will require management attention to continue to change the culture of the workers which has developed over a long period of time. _ - - _ _ _ - _ _ _ _ -