ML12191A174

6/25/2012 Summary of Public Meeting with Wolf Creek Nuclear Operating Corporation

ML12191A174
Person / Time
Site:	Wolf Creek
Issue date:	07/09/2012
From:	O'Keefe N NRC/RGN-IV/DRP/RPB-B
To:	Matthew Sunseri Wolf Creek
O'Keefe N
References
Download: ML12191A174 (18)

Text

July 9, 2012 Mr. Matthew W. Sunseri, President and Chief Executive Officer Wolf Creek Nuclear Operating Corporation P.O. Box 411 Burlington, KS 66839

SUMMARY

OF PUBLIC MEETING WITH WOLF CREEK NUCLEAR OPERATING CORPORATION

Dear Mr. Sunseri:

On June 25, 2012, representatives of Wolf Creek Nuclear Operating Corporation met with NRC personnel at the NRC Region IV office in Arlington, TX to present an update on the initiatives being implemented to improve station performance. The list of attendees and a copy of the licensee's presentation are included as Enclosures 1, 2 and 3.

In accordance with 10 CFR 2.390 of the NRC's "Rules of Practice," a copy of this letter and its enclosures will be available electronically for public inspection in the NRC's Public Document Room or from the Publicly Available Records (PARS) component of the NRC's Agencywide Documents Access and Management System (ADAMS). ADAMS is accessible from the NRC web site at http://www.nrc.gov/reading

-rm/adams.html (The Public Electronic Reading Room).

Sincerely, /RA/ Neil O'Keefe Chief, Project Branch B Division of Reactor Projects Docket: 50

-482 License: NPF

-42

Enclosures:

1. NRC Presentation Slides

2. Presentation Slides Electronic distribution by RIV

U N I T E D S T A T E S N U C L E A R R E G U L A T O R Y C O M M I S S I O N R E G I O N I V1600 EAST LAMAR BLVD A R L I N G T O N , T E X A S 7 6 0 1 1-4511 M. Sunseri Regional Administrator (Elmo.Collins@nrc.gov

) Deputy Regional Administrator (Art.Howell@nrc.gov)

DRP Director (Kriss.Kennedy@nrc.gov

) Acting DRS Director (Tom.Blount@nrc.gov)

Acting DRS Deputy Director (Patrick.Louden@nrc.gov)

Senior Resident Inspector (Chris.Long@nrc.gov

) Resident Inspector (Charles.Peabody@nrc.gov)

WC Administrative Assistant (Shirley.Allen@nrc.gov)

Branch Chief, DRP/B (Neil.OKeefe@nrc.gov) Senior Project Engineer, DRP/B (Leonard.Willoughby@nrc.gov) Project Engineer, DRP/B (Nestor.Makris@nrc.gov

) Public Affairs Officer (Victor.Dricks@nrc.gov

) Public Affairs Officer (Lara.Uselding@nrc.gov

) Project Manager (Randy.Hall@nrc.gov)

Acting Branch Chief, DRS/TSB (Dale.Powers@nrc.gov)

Regional Counsel (Karla.Fuller@nrc.gov

) Congressional Affairs Officer (Jenny.Weil@nrc.gov)

OEMail Resource R:\_REACTORS\EOC and Midcycle

\EOC MS\2011\WC SCCI Public Meeting MS 20120625 SUNSI Rev Compl.

Yes No ADAMS Yes No Reviewer Initials LMW Publicly Avail Yes No Sensitive Yes No Sens. Type Initials LMW RIV/SPE:DRP/B C:DRP/B LMWilloughby NO'Ke efe /Not available/

/RA/ 7/9/12 7/9/1 2 OFFICIAL RECORD COPY T=Telephone E=E

-mail F=Fax

Enclosure Wolf Creek Nuclear Operating CorporationJune 25, 2012 IntroductionsMatt Sunseri, President and CEOJohn Broschak, Vice President EngineeringJennifer Yunk, Manager Performance Improvement/Organization EffectivenessGautam Sen, Manager Regulatory Affairs

AgendaElements of Substantive Crosscutting Issues Improvement:

-Behaviors-People-Processes

-OversightImproved PerformanceClosing Comments Safety Culture FocusStrengthening our safety culture by resolving our PI&R and Human Performance SCCIs:

-Culture is driven by the behaviors that are reinforced in an organization

-"Operators operate the plant safely, and the rest of us give them a safe plant to operate"

-Setting and reinforcing clear expectations is key

BehaviorsStrategy to drive change in behaviors:

-Define station

-wide fundamental behaviorsPI&R and Human Performance

-Clearly establishing the standards

-Visible reinforcement

-Implementation of the Accountability ModelAccountability: the obligation of an individual or organization to account for its activities, accept responsibility for them and disclose results in a transparent manner.

-Assessment and alignment of the leadership team Fundamental Behaviors

Accountability Model Accountability Model In ActionLeaders visibly use the model in day

-to-day interactions with staff:

-When setting expectations

-When assigning or delegating work

-During pre

-job briefs

-During job performance discussions

-During coaching conversations to close a performance gap

-When providing daily feedback on work performance

Accountability Model Need Improvement Behaviors 0 5 10 15 20 25 30 35 40 45FebMarAprMayJuneJuly% Needs Improvement Behaviors 0 20 40 60 80 100 120 140 160 180 200ObservationsExpectationsCommitmentSupportMonitorAccountMonthly Total Leadership Team Assessment Assessment and alignment of the leadership team-Strategic Talent Solutions processAlignment interviews

-three tiersFeedback Action plan to close gaps

-Leadership changesEngineeringWork ManagementTraining

Steve HenryManager OperationsLanny RatzlaffManager MaintenanceTammy JensenManager ChemistryPam BedgoodManager Radiation ProtectionLarry UpsonManager IntegratedPlant SchedulingDave ErbeManager SecurityRussell SmithPlant ManagerEddie RayManager TrainingGautam SenManager Regulatory AffairsJennifer YunkManager PI & Org Eff.Steve FinkyManager Site SafetyOpenSite Vice PresidentRick ZyduckManager Design EngineeringRich FlanniganManager Nuclear EngineeringTiffany BabanManager System EngineeringOpenManager Engineering ProgramsJohn BroschakVice President EngineeringBrad VickeryManager Financial ServicesRon HinsleyManager Information ServicesDave FehrManager Supply Chain ServicesOpenManager Human ResourcesGary PendergrassManager Project OversightAnnette StullChief Administrative OfficerOpenManager ProjectsStrategic ProjectsDepartment(in progress)Strategic ProjectsDepartment(in progress)Strategic ProjectsDepartment(in progress)Rich ClemensVice President Strategic ProjectsRobbin RumasManager QualityMatt SunseriPresident & CEOLegendPromotedHired from outsideReassignedBuilding a Strong Team PeopleImproving skills, knowledge and ability

-Safety Culture Understanding the elements and how we impact: PI&R, HU and SCWE-Operability evaluationsEvaluation quality, assumptions

-Design and Licensing basis training Engineering decision making and assumptionsAdvanced systems training added to individual training plans

-Corrective Action ProgramEvaluation quality, extent of condition/cause, action development

People Improving skills, knowledge and ability (cont'd)

-Human Performance Dynamic LearningHU tool usage in a distractive environmentProcedure use and adherence

-Operations TrainingOperator fundamentals

-"Back to Basics" (monitoring; control; conservatism; teamwork; knowledge)Improved critique process for self

-identification of issues

-Supervisors reinforcement of behaviorsFundamental behaviors

-tri-foldAccountability modelCulpability model ProcessesImproved the corrective action program

-Implemented single point of entry

-Established Operations Work GroupSRO resourcesOperability / functionality screeningReturn to full qualification

-Causal evaluation improvementsConger and Elsea Continuing trainingCARB mentoring

OversightIncreased management engagement and involvement

-Plant Safety Review Committee

-Corrective Action Review Board

-Quality Assurance Program

-Challenge Boards

-Senior Leadership Review Team

-Management Review Meeting

-Observation Program

-Nuclear Safety Review Board

-Board of Directors Improved Performance

Problem Identification & Resolution Problem Identification & ResolutionOPEN Evaluation Timeliness by Station (Level 1-4) 0 10 20 30 40 50 60 70 80 90 100Average AgeAvg AgeLinear (Avg Age)Evals OpenJun-11Jul-11Aug-11Sep-11Oct-11Nov-11Dec-11Jan-12Feb-12Mar-12Apr-12May-12Level 1-4 Open 211 151 138 91 85 66 60 93 116 74 78 76Avg Age 61 73 65 59 49 48 54 27 33 48 44 31SCCIP.1.c Problem Identification & ResolutionRoot Cause Evaluation Time 0 20 40 60 80 100 120Averager Number of Days3-month AvgLinear (3-month Avg)SCCIP.1.cJun-11Jul-11Aug-11Sep-11Oct-11Nov-11Dec-11Jan-12Feb-12Mar-12Apr-12May-12RCE Avg Age 123 138 82 38 69 29 26--29 64----3-month Avg 123 131 114 86 63 45 41 28 28 47 47 47Apparent Cause Evaluation Time 0 20 40 60 80 100 120Average Number of Days3-month AvgLinear (3-month Avg)SCCIP.1.cJun-11Jul-11Aug-11Sep-11Oct-11Nov-11Dec-11Jan-12Feb-12Mar-12Apr-12May-12ACE Avg Age 101 101 72 132 47 29 39 40 39 71 66 363-month Avg 101 101 91 102 84 69 38 36 39 50 59 58 Problem Identification & ResolutionACE / RCE Cause Evaluation Quality Average Score3.603.804.004.204.404.604.805.00Average Score3-month AvgSCCIP.1.cJun-11Jul-11Aug-11Sep-11Oct-11Nov-11Dec-11Jan-12Feb-12Mar-12Apr-12May-12ACE Presented 5 4 7 6 5 5 5 4 7 4 7 4RCE Presented 4 2 3 3 2 2 1 0 1 1 0 0Average Score4.464.754.464.424.564.284.074.714.14.504.604.30 Problem Identification & ResolutionCAP Backlog Reduction 0 200 400 600 800 1000 1200 1400 1600 1800 20001-May-111-Jun-111-Jul-111-Aug-111-Sep-111-Oct-1115-Jan-1215-Feb-1215-Mar-1215-Apr-1215-May-121-Jun-1215-Jun-121-Jul-121-Aug-121-Sep-121-Oct-121-Nov-121-Dec-12Open CRs (ILE, LTCA and EFUs removed)Level 5Level 4Level 3Levels 1-22012 Workoff GoalLTCA and EFUs were removed from the indicator Problem Identification & ResolutionSITE LTCA BACKLOG 0 50 100 150 200 250 300 350 400 450 50010/15/1110/1/1111/15/1111/12/1112/12/111/12/122/12/123/31/124/30/125/31/126/30/127/31/128/31/129/30/12TOTAL CRs OpenILE 5 4 31-2Indicator for CRs with open Long Term Constrained Actions SCCIP.1.d Problem Identification & ResolutionTotal Maintenance Backlog Reduction 15 16 15 18 30 28 27 33 29 28 33 37 13 417 1163 985 877 759 718 690 659 660 580 573 563 541 0 200 400 600 800 1000 1200Jul-11Aug-11Sep-11Oct-11Nov-11Dec-11Jan-12Feb-12Mar-12Apr-12May-124-Jun-1211-Jun-12Work OrdersDeficientCorrective Problem Identification & ResolutionOPEN Action Timeliness by Station (Level 1-5)(Non LTCA Actions) 60 80 100 120 140 160 180 200Average AgeAvg AgeLinear (Avg Age)SCCIP.1.dJun-11Jul-11Aug-11Sep-11Oct-11Nov-11Dec-11Jan-12Feb-12Mar-12Apr-12May-12Level 1-5 Open 1607 1616 1426 1247 1170 1153 1079 1098 1143 1223 1226 1299Avg Age 131 141 140 125 129 127 122 128 124 123 127 120 Problem Identification & ResolutionCorrective Action Review Quality 50%60%70%80%90%100%Monthly Average Score3-Month AvgLinear (3-Month Avg)SCCIP.1.dLevel 1-5 ActionsJun-11Jul-11Aug-11Sep-11Oct-11Nov-11Dec-11Jan-12Feb-12Mar-12Apr-12May-12Actions Reviewed 83 93 133 161 153 124 143 72 78 98 111 62 Closing Comments

Closing CommentsWolf Creek's Sustainability

-Self critical of our performanceLOOP IIT-Comprehensive Business Plan

-Three primary focus areasTrainingWork ManagementFind and Fix

-Drive implementationEnforcing and doing

Enclosure 2