ML072780504

10/04/2007 Dominion Presentation Slides for Kewaunee Public Meeting

ML072780504
Person / Time
Site:	Kewaunee
Issue date:	10/04/2007
From:	Dominion Energy Kewaunee
To:	Office of Nuclear Reactor Regulation
References
Download: ML072780504 (27)

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1NRC Meeting to DiscussSubstantive Cross-Cutting Issues October 4, 2007 2 Agenda*Opening Remarks -David Christian*Station Perspective -Leslie Hartz

• Problem Identification & Resolution -Paul Blasioli*Human Performance -Mike Crist

• Closing Remarks -David Christian 3 Opening RemarksDavid A. Christian President & Chie f Nuclear Officer Dominion Energy Kewaunee 4 Kewaunee Perspective*Spring 2007 -Overall rate of improvement at Kewaunee was not acceptable-Recovery efforts accelerated including PI&R and HU actions-Significant additional resources and funding*Kewaunee not tactically focused on the specifics of the NRC identified cross-cutting issue-Actions not prioritized and taken to address vulnerabilities 5 Self-Assessment Activities*95-002 Self-Assessment (July/September 2007)*Safety culture self-assessment (Sept. 2007)

• Cross-cutting issue RCEs (Sept. 2007)*Common cause evaluation (Sept. 2007) 6 Delivery on May Commitments PI&R Actions & Status*Equipment Reliability-EDG Tiger Team -Assessment complete, Reviewed w/PHC, Actions in CAP-Systematic system & program health reviews -In progress, 31% complete, 7/31/2008 completion date-PM basis document -Program in place; Resources identified, Awaiting inputs from Critical Equipment List (CEL)-VETIP improvements -In progress. Good progress made to date-Critical equipment list/single point vulnerability -In progress. Phase I; FW, Rod Control, Switchyard, Turbine & EHC. CEL completion date 12/31/2007, SPV Phase I completion date 10/31/2007 7 Delivery on May Commitments PI&R Actions & Status *Corrective Action Program Improvements-CARE (Corrective Action Review for Excellence) team -In progress. Metrics indicate improvement in ACE qualityReview for quality closure-Corrective Action backlog reduction -In progress, 6/30/2008 completion date*Human Performance Continuing Actions-Continued Reinforcement of Standards -Ongoing, 325 Human Performance success days as of October 1st-Procedures Upgrade -Ongoing, 294 upgrade procedures issued as of September 17 th; >2500 additional, upgrade complete in 2009-Training & Qualification -Operations Training Improvement Revisions Plan complete-Labeling Project -Complete as scoped; looking at additional labeling-High Intensity Training -Complete 8Equipment Reliability -System Health 0%10%20%30%40%50%

60%70%80%90%100%0 6/18/200 7 07/18/200708/18/200 7 09/18/200710/18/200 7 11/18/200712/18/200 7 01/1 8/200802/18/200 8 03/1 8/2 00 804/18/2008 0 5/18/200 8 06/18/2008Project StatusMilestone 9Equipment Reliability -Program Health 0%10%20%30%40%50%60%70%80%90%100%04/26/2007 05/26/2007 06/26/2007 07/26/2007 08/26/2007 0 9/2 6/2007 10/26/20 0 7 1 1/2 6/2007 12/26/20 07 0 1/26/2008 02/26/200803/26/2008 04/26/200805/26/2008 06/26/2008 07/26/2008Project StatusMilestone 10Equipment Reliability -Single Point Vulnerability 0%10%20%30%40%50%

60%70%80%90%100%04/2 5/20 0705/0 2/200705/0 9/200705/1 6/2007 0 5/2 3/2007 0 5/3 0/200706/0 6/20 0 706/1 3/200706/2 0/200706/27/200707/0 4/2007 0 7/1 1/200707/1 8/200707/2 5/20 0708/0 1/200708/0 8/200708/15/200708/2 2/2007 0 8/2 9/200709/0 5/20 0 709/1 2/20 0709/1 9/200709/2 6/200710/03/200710/1 0/2007 1 0/1 7/200710/2 4/20 0 710/3 1/20 07Project StatusMilestone 11Equipment Reliability -Critical Equipment List 0%10%20%30%40%50%

60%70%80%90%100%0 3/01/2 0 0703/15/2007 0 3/29/200704/1 2/2 0 0704/26/2007 0 5/10/200705/2 4/2 0 0706/07/2007 0 6/21/2 0 0 707/0 5/2 0 0707/19/2007 0 8/02/2 0 0 708/1 6/2 0 0708/30/2007 0 9/13/2 0 0709/2 7/2 0 0710/11/2007 1 0/25/2 0 0711/0 8/2 0 07 1 1/22/2007 1 2/06/2 0 0712/20/2007Project StatusMilestone 12 Paul Blasioli Director, Organizational Effectiveness Kewaunee Power Station 13 Closing PI&R Cross-Cutting Issue*Identified PI&R Issues-Pace of improvement was too slow-Evaluation quality improv ements were not sustained-Inconsistent standards across station-Inadequate metrics to moni tor site and department performance-Late addition of resources 14*Moving to Closure-Establishment of clear performance standards-Causal evaluation quality mentoring and accountability*Line management owns quality-Additional in-house resources

-Augmented monitoring of site and department performance Closing PI&R Cross-Cutting Issue 15*Moving to Closure (cont'd)-Additional training-Improved CAP trending*Cross-cutting aspects

• Safety culture aspects-Prompt investigation of potential NOVs Closing PI&R Cross-Cutting Issue 16 Addressing Evaluation Quality Issue 0%10%20%30%

40%

50%

60%

70%

80%90%100%5/06 - 5/076/077/078/079/0710/0711/0712/071/082/083/084/085/08% ACEs Rejected% ACEs RejectedGoal (Maximum value)Cut-off for Minimum valueGood 0%

17 0 10 20 30 40 50 60 70 80 90 1005/06 - 5/076/077/078/079/0710/0711/0712/071/082/083/084/085/08Average ACE Score (%)Average ACE Score (%)Goal (Maximum value)Cut-off for Minimum valueGood Addressing Evaluation Quality Issue 18 HU Cross-Cutting Perspective*Industrial Safety performance is a precursor*We have affected the higher level issues through behavior changes. We are now driving that down to lower level

issues-Site clock reset trend improved in 2007-Department clock reset trend similar for 2006 & 2007*Our analysis of the HU aspects concludes-Reinforcing of standards was focused on highest vulnerabilities-Quality deficiencies exist in procedures*Actions have been taken-Management briefing/observation aid to improve in-field coaching-Planners interface with procedure writers during work planning 19 Mike Crist Plant Manager Kewaunee Power Station 20 Closing Human Performance Cross-Cutting Issue*Identified Human Performance issues-Procedure Quality-Inconsistent expectations for procedure use and adherence-Limited procedure compliance coaching

-Limited procedure quality verifi cations prior to start of work 21 Closing Human Performance Cross-Cutting Issue*Moving to Closure-Enforced expectations for procedure use and adherence*HIT for Operations and Maintenance*Implement revision 2 of EOPs-Job planning procedures review-Increased field observations and coaching-Prioritization of procedures for upgrade

-Expected Results*Demonstrated improvement in procedure in-field use and adherence*Procedure quality does not impact station operations 22 Closing Human Performance Cross-Cutting Issue*Beyond Closure-Procedures Upgrade-Establishment of First-Line Supervisor peer group to gain broader involvement and ownership-Additional human performance training*HIS training in Maintenance-Patterned after Operations HIT training*Engineering mentoring program*Life after HIT in Operations-Operations aggregate impact improvement 23 Positive Trend in Human Performance Station Clock Resets 0.000 0.010 0.020 0.030 0.040 0.050 0.060 0.070 0.080 0.090 0.100Sep-06Oct-06Nov-06Dec-06Jan-07Feb-07Mar-07Apr-07May-07Jun-07Jul-07Aug-07Index ValueReset Rate for 12-Month Rolling AverageExcellence GoalThreshold ValueGood 24Human Performance -Department Performance 0 5 10 15 20 25 30 Janua ryFeb ruray M a r c hApril Ma y J u ne J ul y Au g us t S eptem be r O ctobe rNovem b e r D e ce mber2006 month2007 monthDepartment Clock Resets per Month 25Human Performance Leading Indicator -Industrial Safety0.000.100.200.30 0.400.500.600.700.800.90 1.00Jan-0 7Feb-07Mar-0 7Apr-07May-07Jun-07 Jul-07Aug-07Sep-07Oct-0 7Nov-07Dec-07ISAR-KPS.RAR-KPS.Dom. TargetKewaunee Employees-YTDGood0.000.100.200.30 0.400.500.60 0.700.800.901.00Jan-0 7 Feb-07Mar-07Apr-07May-07Jun-0 7 Jul-07Aug-07 Sep-07Oct-0 7 Nov-07Dec-07ISAR-Cont.RAR-Cont.Cont. TargetSupplemental Personnel -YTDGood 26 Summary*We understand we were slow to address cross-cutting issues*Management actions are bolstering weaker areas

• Sustainability requires sk ills, behaviors and supporting infrastructure-Corrective action and human performance skills enhancement through training and mentoring-Management focus on behaviors is being monitored through bi-weekly performance review of augmented metrics-Recovery resources are in place and increasing 27 Closing RemarksDavid A. Christian