ML20138E365

Discusses 970424 Meeting Re Presentation on Current Performance at GGNS & Efforts Taken to Improve Performance. List of Attendees & Licensee Presentation Encl

ML20138E365
Person / Time
Site:	Grand Gulf
Issue date:	04/30/1997
From:	Gwynn T NRC OFFICE OF INSPECTION & ENFORCEMENT (IE REGION IV)
To:	Hagan J ENTERGY OPERATIONS, INC.
References
NUDOCS 9705020169
Download: ML20138E365 (49)

Text

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NUCLEAR REGULATORY COMMISSION T..

I necioN iv k.*Nb[,l 611 RY AN PL AZA DRIVE. SUIT E 400 ARUN ON. T E x AS 7 11 8064 Joseph J. Hagan, Vice President Operations - Grand Gulf Nuclear Station Entergy Operations, Inc.

P.O. Box 756 Port Gibson, Mississippi 39150

SUBJECT:

GRAND GULF PERFORMANCE MEETING This refers to the public meeting conducted in the Region IV office on April 24,1997. This meeting related to a presentation on current performance at the Grand Gulf Nuclear Station and efforts taken to improve performance. The topics discussed during the meeting included: challenges, human performance improvement, cultural improvement, and design basis initiatives.

In accordance with Section 2.790 of the NRC's " Rules of Practice," Part 2, Title 10, Code of Federal Regulations, a copy of this letter will be placed in the NRC's Public Document Room.

Should you have any questions concerning this matter, we will be pleased to discuss them i

with you.

Sincerel,

V~

omas P. Gwy n, ire or i

Division of Reac roj ct

Enclosures:

l

1. Attendance List l

2. Licensee Presentation cc:

Executive Vice President l

and Chief Operating Officer i

Entergy Operations, Inc.

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P.O. Box 31995 Jackson, Mississippi 39286-1995 i

Wise, Carter, Child & Caraway l

P.O. Box 651 Jackson, Mississippi 39205 E

llllllllllllllllll11ll 9705020169 970430 PDR ADOCK 05000416 p

PDR T

Entergy Operations, Inc. Winston & Strawn 1400 L Street, N.W. - 12th Floor Washington, D.C. 20005-3502 Sam Mabry, Director Division of Solid Waste Management Mississippi Department of Natural Resources P.O. Box 10385 Jackson, Mississippi 39209 President Claiborne County Board of Supervisors Port Gibson, Mississippi 39150 Manager of Operations Bechtel Power Corporation P.O. Box 2166 Houston, Texas 77252-2166 General Manager 1

Grand Gulf Nuclear Station Entergy Operations, Inc.

P.O. Box 756 Port Gibson, Mississippi 39150 The Honorable William J. Guste, Jr.

Attorney General Department of Justice State of Louisiana P.O. Box 94005 Baton Rouge, Louisiana 70804-9005 Office of the Governor l

State of Mississippi Jackson, Mississippi 39201 l

Mike Moore, Attorney General Frank Spencer, Asst. Attorney General State of Mississippi P.O. Box 22947 Jackson, Mississippi 39225

O Entergy Operations, Inc. l Dr. F. E. Thompson, Jr.

State Health Officer State Board of Health P.O. Box 1700 Jackson, Mississippi 39205 Eddie S. Fuente, Director State Liaison Officer Division of Radiation Health Mississippi Department of Health P.O. Box 1700 Jackson, Mississippi 39215-1700 Vice President Operations Support Entergy Operations, Inc.

P.O. Box 31995 Jackson, Mississippi 39286-1995 Director, Nuclear Safety and Regulatory Affairs Entergy Operations, Inc.

P.O. Box 756 Port Gibson, Mississippi 39150 Vice President, Operations Grand Gulf Nuclear Station Entergy Operations, Inc.

P.O. Box 756 Port Gibson, Mississippi 39150 l

4 APR 3 01997 Entergy Operations, Inc. bec to DCD (IE45) bec distrib. by RIV:

Regional Administrator Senior Resident inspector (River Bend)

DRP Director DRS-PSB Branch Chief (DRP/D)

MIS System Project Engineer (DRP/D)

RIV File Branch Chief (DRP/TSS)

Senior Resident inspector (Grand Gulf)

Director, WCFO PAO SLO DOCUMENT NAME:

To receive copy of document, Indicate in box: 'h" = Copy without enclosures "E" = Copy with encloswes "N" = No copy PE:D,Rf/p C:DRM(Q'f D:DRP Q,

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APR 3 01997 Entergy Operations, Inc. bec to DCD (IE45) bec distrib. by RIV:

Regional Administrator

. Senior Resident inspector (River Bend)

DRP Director DRS-PSB Branch Chief (DRP/D)

MIS System Project Engineer (DRP/D)

RIV File Branch Chief (DRP/TSS)

Senior Resident inspector (Grand Gulf)

Director, WCFO PAO SLO DOCUMENT NAME:

To receive copy of document, indicate in box ('p",= Copy without enclosures "E" = Copy with enclosures "N" = No copy PE:D,Rf/p C:DRMU'gV D:DRP p,

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OFFICIAL RECORD COPY

MEETING:

GRAND GULF PRESENTATION OF THEIR PERFORMANCE EVALUATION DATE:

APRIL 24, 1997 ATTENDANCE LIST (PLEASE PRINT CLEARLY)

NAME ORGANIZATION POSITION TITLE

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Grand Gu f Pre-SALP Presentation l

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April 24,1997 t

NRC Region IV Os,acrgy i

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Grand Gulf Pre-SALP Meeting April 24,1997 I

Introduction Joe Hagan Continuing Excellence Process Joe Hagan i

Maintaining a Culture of Continuous improvement Curtley Hayes I

l Excellence in Materiel Condition Brad Edwards Improving Human Performance Charlie Elisaesser Maintaining an Operationally Focused Organization Mike McDowell l

Design Basis Information Initiatives Danny Bost j

1 SALP Period Overview Kenneth Hughey Summary & Wrap-up Joe Hagan 4

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Beginning of the SALP Period

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What are our Challenges:

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maintain reputation of a top industry performer improve overall plant reliability Motivation and continued development of staff i

management development continual improvement attention to details (human performance)

Plant materiel condition set goal of best in class plant materiel condition Entergy i

e Key Areas of Focus Safety overriding priority used to allocate resources Plant Reliability improve scram resiliency of plant Plant Reliability Committee - teamlinvolved approach Continuing Excellence Process focused on future improvements long term strategic plan to remain among the best industry performers i

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Results l

Performance this SALP period equaled, and in many cases exceeded, our previous SALP period t

i Initiated Continuing Excellence Process as a fundamental way of doing i

business Reduced scram rate no automatic scrams since October 12,1995 three year rolling average trending down f

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Current 90-92 91-93 92-94 93-95 94-96 i

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Continuing ExceIIence Process i

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i Why Continuing Excellence Process Past successes primarily result of staff's possession and superior execution of "hard skills" technical competence root cause determination

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project management j

i Mature organizations must build upon technical attributes of the j

organization, but add significant investment in " Soft Skills" communication j

workload prioritization and management goal setting l

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f Continuing Excellence Process i

New process that creates focused management attention on specific issues The focus is on improvements to plant performance Develop consensus via a process that merges both technical and management issues Action plans are developed that address top site issues entire management team validates the plan Improves our performance in resolving issues through irhproved j

communications r

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Continuing Excellence Process Expectations Improvement that is sustained, not cyclical An engaged workforce l

Validation of site focus issues More efficient use of resources A culture that accepts and values continual improvement Improved Execution of " Soft Skills" e

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Top Plant issues CEP List Item Strategic Area Owner Improvement Culture Safety / Regulatory C. Hayes Operating Cost

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t Human Performance Safety / Regulatory C. Elisaesser Operating Operationally Focused Safety / Regulatory J. Venable Organization Operating l

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l Maintaining a Culture of Continuous Improvement l

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l Curtley Hayes, Director Quality Programs t

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1 Improvement Culture Goals i

i Desire to continuously improve in all performance areas t

Questioning attitude

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Self-identification of problems t

Vigorous problem investigation

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Timely and effective corrective action I

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Improvement Culture i

Action Plan i

Root cause and corrective action program enhancements l

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Complacency annunciators development t

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Communication plan development l

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ExceIIence in Materiel Condition 1

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l Brad Edwards, Mechanical Superintendent i

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Excellence in Materiel Condition Goals Establish plant materiel condition that meets our expectations Provide a safe and desirable work area I

Ensure equipment operates when called upon t

Improved personnel dose and reduced area contamination t

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Excellence in Materiel Condition Action Plan i

Develop measurement system for plant materiel condition 3

Charter materiel condition upgrade team develop 5 year plan & prioritize work l

establish means to maintain materiel condition Establish " showcase room" i

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Identify and correct deficiencies Upgrade coatings, insulation, lighting and housekeeping i

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Maintenance Personnel Initiatives Succession planning through personnel selection and development f

i Established first line supervisors training review group Observation training for first line supervisors and technicians 4

Maintenance participation in SRO certification program i

Accelerate initiatives that improve human performance l

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t Improving Human Performance i

i Charlie Elisaesser, Manager i

Performance & System Engineering I

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i Human Performance Goals I

i Sustained event free operation Eliminate cyclical increases in error rates t

Detection and correction of error likely situations l

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L Human Performance Action Plan Charter improving human performance action team P

Conduct human performance training i

B pilot INPO training module establish site specific training module deliver training to site workforce l

l Identify error likely situations and prevent events l

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i Maintaining an OperationaIIy Focused Organization i

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Mike McDowell, Operations Superintendent i

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Operationally Focused Organization Action Plan i

i Develop key traits:of an operationally focused organization l

maintain nuclear safety as the overriding priority in all aspects of plant operations maintain an environment of continuous learning monitor, measure and improve performance in all aspects of plant operations l

I establish and implement consistently high standards of performance i

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Operationally Focused Organization Action Plan Conduct comparative meetings among various departments and identify key improvement items Develop and implement action plan for identified improvements 1

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Engineering initiatives i

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Design Basis Information l

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Design Basis Information GGNS History l

later vintage plant l

i turnover of design records l

many improvement initiatives performed throughout plant life. Examples l

include:

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- Technical Specification Review Program

- Improved Technical Specifications

- Safety System Functional Assessments (6)

- As-Built Drawing Upgrade

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- cumulative listing contained in 10 CFR 50.54(f) response i

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Design Basis Information 10 CFR 50.54(f) Information Request completeness of programmatic controls for design, configuration management and corrective action j

key elements for effectiveness of all process / procedures Design Basis Team Evaluation f

performed at each EOl facility f

concentrated on functional areas conducted at GGNS from 2/17/97 - 2/26/97 Total manhours expenditure - 6,000 manhours i

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P Design Basis information Opportunities to strengthen programs and documentation identified.

Examples include:

review of selected Operations and Maintenance procedures 1

strengthen the tie between technical information in the FSAR and the supporting engineering documentation t

expand the calculation index to cross reference other design basis information review and update of information on selected System Flow Diagrams expand site knowledge of design basis requirements i

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Design Basis Information Initiatives Action Plan i

Item Comp Date Review Assessment Team Draft Report 3/31/97 i

i Prepare Design Basis Program Plan 4/30/97 i

Implemented Duration 1997 -1999 Entergy

l Plant Modifications i

Focus of modifications increase plant safety increase plant reliability restore design margins provide timely corrective action Recently implemented modifications (RFO8)

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- hardened secondary plant which is historical leading cause of plant scrams at GGNS

- learned from industry OE events

- achieved bumpless startup and operation

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Plant Modifications i

t Recently implemented modifications (RFO8) (cont'd)

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MOV margin restoration

- actuator gearing replacements

- implemented Limit Switch Control Scheme

- calculation methodology Erosion / Corrosion piping replacement

- proactive replacement through E/C Program monitoring i

- use of erosion resistant material SRV Lo - Lo Set Logic Modification l

- timely response to identified plant vulnerability f

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SALP Period Overview i

Kenneth Hughey, Director Nuclear Safety & Regulatory Affairs 1

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SALP Period Performance Overview i

Improved personnel error rate Continued declining trend in safety significant events LERs no NRC-classified significant events no escalated enforcement actions (last Levellli Violation - 1988) i below average number of cited violations for Region IV plants Improved plant equipment performance Overall SALP period characterized by i

safe / continuous plant operation l

conservative decision making

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__-_-__-___.----.*_*v Operating Performance 1996 1

I Capacity factor 89.3% - best ever in outage year 88.2% 3 yr Rolling Average Generation 9,224,593 MWh - best ever in outage year 1

No auto scrams Safe and successful outage 41 day duration excellent post-outage plant operation l

Low radiation exposure as compared to peers i

251 Rem (GGNS) vs 298 Rem l

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Capacity Factor Quartile Rankings

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Internal Event Comparison Outage Length LER Dates (days)

1. LERs (day)

RF01 09/05/86 -12/03/86 88 20 0.23 RF02 11/07/87 -01/06/88 61 12 0.20 RF03 03/18/89 -04/30/89 44 5

0.11 RF04 09/30/90 -11/26/90 57 9

0.16 RF05 04/17/92 -06/09/92 52 4

0.08 RF06 09/28/93 -12/04/93 67 8

0.12 RF07 04/15/95 -06/20/95 66 2

0.03 RF08 10/02/96 -11/30/96 41 1

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Initiatives Establish Continuing Excellence Process as the GGNS way of doing

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business Continue plant reliability improvement i

Personnel development and rotation

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I "To be the best operating BWR in the country"

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,j Summary 1

e Like Previous SALP Periods - Current SALP Period has had some Performance Anomalies

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f attention to detail configuration management issues i

i Nonetheless, each functional area has enjoyed strong performance during this SALP period l

4 We can Confidently Conclude that Performance during this SALP Period has Exceeded the Previous SALP Period j

On Track to Achieving GGNS's Vision l

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